ManagementDevelopmentProgrammes2 0 1 3 – 2 0 1 4

Indian Instituteof ManagementKozhikode

G l o b a l i z i n g I n d i a n T h o u g h t

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Management DevelopmentProgrammes (MDP) Committee

ChairmanKeyoor Purani

MembersT N Krishnan

Rupesh Kumar PatiRajesh Srinivas Upadhyayula

INSTITUTE FACULTYA F Mathew, Ph.D. (TISS Mumbai)Abhilash S Nair, Ph.D. (IIT Bombay)Anand G, Ph.D. (BITS Pilani)Anandakuttan B Unnithan, Ph.D. (CUSAT)Anindita Paul, Ph.D. (University of Missouri, Columbia)Anjan Kumar Swain, Ph.D. (University of Sheffield)Anupam Das, Ph.D. (Indiana University Bloomington)Atanu Adhikari, Ph.D. (ICFAI University, Dehradun)Badrinarayan Shankar Pawar, Ph.D. (Oklahoma State University)Debabrata Chatterjee, Fellow (IIM Calcutta)Debashis Chatterjee, Fulbright Fellow, (Harvard University)Deepa Sethi, Ph.D. (DAVV, Indore)Deepak Dhayanithy, Fellow (IIM Lucknow)G Sridhar, FPRM (IRMA).Gopal Chaudhuri, Ph.D.(Stat.), (IIT Kanpur)Joffi Thomas, Fellow (MDI Gurgaon)Joshy Joseph, Ph.D. (IIT Madras)K Unnikrishnan Nair, Fellow (IIM Ahmedabad)Kausik Gangopadhyay, Ph.D. (University of Rochester)Keyoor Purani, Ph.D. (North Gujarat University)Kousik Guhathakurta, Ph.D. (Jadavpur University)Krishna K Ladha, Ph.D. (Carnegie-Mellon University)Kulbhushan Balooni, Ph.D.(SPU, Gujarat)Rani (Lakshmi) Ladha, M.S. (Washington University)Leena Mary Eapen, Ph.D. (Madras School of Economics)M. P. Sebastian, Ph.D. (IISc Bangalore)Mahesh Bhave, Ph.D. (Syracuse University)Manish Kumar, Fellow (IIM Lucknow)Manoranjan Dhal, Ph.D. (IIT Kharagpur)Mohammed Shahid Abdulla, Ph.D. (IISc Bangalore)Nandakumar M K, Ph.D. (Middlesex University)Naveen Amblee, Ph.D. (University of Hawaii at Manoa)Omkumar Krishnan, Ph.D. (IIT,Bombay)P Rameshan, Ph.D. (IIT Kharagpur)Radhakrishna Pillai R, Ph.D. (IISc Bangalore)Rahul Kumar Sett, Fellow (IIM Ahmedabad)Rajesh Srinivas Upadhyayula, Fellow (IIM Ahmedabad)Raju C, Ph.D. (University of Madras)Ram Kumar P N, Ph.D. (IIT Madras)Ramesh K K, CAReena Kohli, Ph.D. (GNDU, Punjab)Rudra Sensarma, Ph.D. (IGIDR, Mumbai)Rupesh Kumar Pati, Ph.D. (IIT Roorkee)S S S Kumar, Ph.D. (ISM Dhanbad)Saddikuti Venkataramanaiah, Ph.D. (Anna University)Saji Gopinath, Ph.D. (IISc Bangalore)Sanal Kumar Velayudhan, Fellow (IIM Ahmedabad)Sanjay Jharkharia, Ph.D. (IIT Delhi)Saptarshi Purkayastha, Ph.D. (ICFAI University, Dehradun)Shubhasis Dey, Ph.D. (Ohio State University)Sony Thomas, Ph.D. (IIT Madras)Sthanu R Nair, Ph.D. (Madras School of Economics, Chennai)Sudershan Kuntluru, Ph.D. (Osmania University)Sumit Mitra, Fellow (IIM Ahmedabad)Suram Balasubrahmanyam, Ph.D. (IISc Bangalore)Surya Prakash Pati, Fellow (IIM Lucknow)T N Krishnan, Fellow (IIM Ahmedabad)Thangamani G, Ph.D. (IIT Madras)Venkat Raman, Ph.D. (Peking University)

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DIRECTOR’S MESSAGETestimony to the success of our executiveeducation and development programs is themassive growth in the number of programs andexecutives impacted this year. Our MDP activitieshave continued more than 100 per cent growththis year too and interestingly, many corporatesand organizations have shown consistent loyaltyin sending their executives to this God’s OwnCampus.

Our commitment to management developmentprograms is further strengthened now withincrease in the size of the faculty which workconsistently in inter-disciplinary areas to developrich content providing fresh insights to theexecutives. With completion of world classmanagement development complex specificallydesigned to cater to executive learning and staythis year, a short-stay for a program promisesan unparalleled experience for professionalrejuvenation.

Our portfolio of programs, this year, covers someof the contemporary and classic topics acrossfunctions, domains and sectors that I am surewould meet the training and development needsof your organization at various levels. Just in case,if you are looking for a very specialized programtailored to your plans, I am sure our expert facultywould help develop a solution.

While I am certain that you would continue yoursupport nominating your executives to some ofthese programs that fit in your plans this year, Iextend an invitation to partner with us insignificant ways to develop leaders that competewith the best of the world to ‘Globalize Indianthought’.

Best wishes

Debashis ChatterjeeDirector

IIMK Globalizing Indian Thought

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PROGRAMME CALENDARProgramme Title Facilitator Date

April 2013Effective Hiring Skills Prof. Manoranjan Dhal April 8-10, 2013

Business Intelligence Prof. Anjan Kumar Swain April 18-20, 2013

Basics of Accounting and Finance for Working Prof. Abhilash S Nair April 19- 21, 2013Executives

Enterprise 2.0 Enterprise Knowledge Management Dr. M G Sreekumar To be announced

Design, Business and the Art of Persuasion Prof. Anupam Das To be announcedProf. Shravan Rajagopal

MAY 2013Enterprise Risk Management with Special Prof. Saji Gopinath May 6-9, 2013Emphasis on Operational Risk Management

Leading Schools Prof. Debashis Chatterjee May 16-18, 2013

Publishing 2.0 – Business Strategies for Dr. M G Sreekumar May 21-23, 2013the 21st Century

JUNE 2013Geopolitics and International Business Prof. Venkat Raman G June 3-6, 2013

Labour Relationship Management (LRM) in Prof. Manoranjan Dhal June 4-7, 2013Plantation Sector Prof. Ananda Das Gupta

Business Model Innovations for Profitable Prof. Suram Balasubrahmanyam June 5-7, 2013Growth of Firms

Accelerating Sales Force Performance Prof. G Sridhar June 6-8, 2013

General Management Program for Prof. Anandakutan B Unnithan June 10-15, 2013Middle Level Managers

Effective Compensation & Benefit Management Prof. Manoranjan Dhal June 10-12, 2013

Agile Project Management Prof. Saji Gopinath June 13-15, 2013

Learning through Peer Interactions: Prof. Deepak Dhayanithy June 21-23, 2013An Hour of Play Prof. Rani S Ladha

Entrepreneurship and New Ventures Prof. Nandakumar M K June 24-28, 2013

Operational Excellence through Lean Six Sigma Prof. G Thangamani June 26-29, 2013

Tools and Techniques for Website Evaluation Prof. Anindita Paul June 27-29, 2013

JULY 2013High Performance Supply Chains for Strategic Prof. Saji Gopinath July 1-3, 2013Excellence: An Intervention workshop for Smalland Medium Scale Enterprises

Project Planning, Implementation, Monitoring & Prof. Saji Gopinath July 10-12, 2013Evaluation: A project Leadership Programme forHigh performing projects

IFRS for Banking and Financial Services Prof. Sudershan Kuntluru July 11-13, 2013

Business Forecasting Prof. Kausik Gangopadhyay July 15-17, 2013

Self Management & Crisis Management Prof. Radhakrishna Pillai July 15-17, 2013

Excellence in Manufacturing Prof. Saddikuti Venkataramanaiah July 22-25, 2013

Lean Manufacturing and Beyond Prof. Anand G July 22-25, 2013

Mergers & Acquisitions Prof. Rani S Ladha To be announced

AUGUST 2013“Crossing the Chasm”: A Growth Lab for Prof. Saji Gopinath August 5-7, 2013Successful Small and Mid Size Companies

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Evaluating Financial Performance through Prof. Reena Kohli and August 5-7, 2013Financial Statement Analysis Prof. Ramesh K K

Personal Innovation, Creative Thinking and Prof. Anandakutan B Unnithan August 7-9, 2013Decision Making

Managing IT/ITES Firms Prof. Rajesh Srinivas Upadhyayula August 19-22, 2013

Leveraging Critical Resources for Strategic Prof. Suram Balasubrahmanyam August 19-23, 2013Renewal of Organizations

Legal Aspects of People Management Prof. Manoranjan Dhal August 19-21, 2013

Tools and Techniques for Website Evaluation Prof. Anindita Paul August 20-22, 2013

Project Management in Work Environment Prof. Rupesh Kumar Pati August 27-30, 2013

Ethical Navigation in Business: Problems and Prof. Venkat Raman GOpportunities Prof. Surya Prakash Pati August 28-30, 2013

SEPTEMBER 2013Sustainable Supply Chain Management Prof. Saddikuti Venkataramanaiah September 2-4, 2013

Business Model Innovations for Profitable Prof. Suram Balasubrahmanyam September 4-6, 2013Growth of Firms

Finance for Entrepreneurs Prof. Sony Thomas September 4-6, 2013Prof. S S S Kumar

Convergence to IFRS Prof. Sudershan Kuntluru September 5-7, 2013

Problem Solving and Decision Making Prof. Anjan Kumar Swain September 5-7, 2013Introduction to Operations and Prof. Sanjay Jharkharia September 16-20, 2013Supply Chain Management

Accelerating Sales Force Performance Prof. G Sridhar September 23-25, 2013

Leveraging Behavioral Inputs for Managerial Prof. Manish Kumar September 26-28, 2013Excellence

OCTOBER 2013Finance for Non-Finance Executives Prof. Kousik Guhathakurta October 16-18, 2013

Prof. S S S Kumar

Corporate Etiquette and Personality Development Prof. Deepa Sethi October 23-25, 2013

Design and Delivery of Affordable Health Care Prof. Saddikuti Venkataramanaiah October 28-30, 2013

Creative Project Management Prof. Anjan Kumar Swain October 29-31, 2013

NOVEMBER 2013Leveraging Critical Resources for Strategic Prof. Suram Balasubrahmanyam November 4-8, 2013Renewal of Organizations

Financial Management of Projects Prof. Kousik Guhathakurta November 5-7, 2013

International Financial Reporting Standards Prof. Sudershan Kuntluru November 7-9, 2013

Business and Marketing Essentials Prof. Joffi Thomas November 11-13, 2013for IT Professionals

Enterprise 2.0 Enterprise Knowledge Management Dr. M G Sreekumar November 12-14, 2013

Design and Delivery of Affordable Health Care Prof. Saddikuti Venkataramanaiah November 13-15, 2013

Strategic Analysis for Managers Prof. Saptarshi Purkayastha November 18-22, 2013Prof. Nandakumar M K

Communication Effectiveness Lab for Managers Prof. Deepa Sethi November 20-22, 2013Prof. Anupam Das

Strategically Designing & Managing Complexities Prof. Rupesh Kumar Pati November 26-29, 2013of Sustainable Supply Chain

Becoming & Being Leaders - A Programme for Prof. K Unnikrishnan Nair November 26-29, 2013Young – Leaders in the Making

Timeless Leadership Prof. Debashis Chatterjee November 27-29, 2013

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DECEMBER 2013Effective Training & Facilitation Skills Prof. Manoranjan Dhal December 2-4, 2013

Accelerating Sales Force Performance Prof. G Sridhar December 2-4, 2013

Service excellence through Customer Orientation Prof. Sanal Kumar Velayudhan December 4-6, 2013Prof. S Jeyavelu

Marketing Strategy Laboratory Prof. Keyoor Purani December 9-12, 2013

Micro Analytics for Managers Prof. Shubhasis Dey December 11-13, 2013

Organizational Behavior Inputs for Enhancing Prof. Badrinarayan Shankar Pawar December 16-18, 2013Employee Performance and HumanisticOrientation in Workplace

Learning through Peer Interactions: Prof. Deepak Dhayanithy and December 20-22, 2013An Hour of Play Prof. Rani S Ladha

Transforming Executives Into Leaders – Essence Prof. Manish Kumar December 26-28, 2013of Organizing and Organizations

JANUARY 2014Management of Organizational Change Prof. Debabrata Chatterjee January 7-10, 2014

Rural Marketing Prof. Sanal Kumar Velayudhan January 8-10, 2014Prof. G Sridhar

Enterprise Risk Management: Managing the Prof. Rudra Sensarma January 14-16, 2014Organization’s Knowns, Unknowns and Prof. Saji GopinathUnknowables

Green Business Strategy Prof. Rupesh Kumar Pati January 15-17, 2014

Strategic Marketing for Growing Brands. Prof. Atanu Adhikari January 16-18, 2014

Practices in Logistics and Supply Chain Management Prof. Sanjay Jharkharia January 16-18, 2014

Green & Sustainable Computing Prof. Radhakrishna Pillai January 20-22, 2014

Basics of Data Analysis in Decision Making Prof. C Raju January 21-23, 2014

Business and Marketing Essentials for Prof. Joffi Thomas January 22-24, 2014IT Professionals

The Leadership Clinic Prof. Debashis Chatterjee January 27-29, 2014

Changing the Managerial Mindset from Operational Prof. Sumit Mitra January 31-to Strategic in the Globalization Context February 2, 2014

FEBRUARY 2014Analytics for Impact Evaluation in the Development Prof. Rudra Sensarma February 5-7, 2014Sector Prof. Kausik Gangopadhyay

Management of Technology & Innovation Prof. M P Sebastian February 11-13, 2014Mr. Jyotinath Ganguly

Managing Creativity and Innovation for Prof. Debabrata Chatterjee February 11-14, 2014Organizational Excellence

Changing the Game: Decision Making Using Data Prof. Atanu Adhikari February 13-15, 2014Analysis

Business in Emerging Economies: Lessons from China Prof. Venkat Raman G February 18-20, 2014

Advanced Data Analysis in Decision Making Prof. C Raju February 20-22, 2014

Creativity for Competitive Advantage Prof. Anjan Kumar Swain February 25-27, 2014Prof. S Jeyavelu

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CONTENTS

INSTITUTE FACULTY 2

DIRECTOR’S MESSAGE 3

PROGRAMME CALENDAR 4

MDP 2013-14 AT A GLANCE

I. ORGANIZATIONAL BEHAVIOR & HUMAN RESOURCES 8

II. MARKETING MANAGEMENT 20

III. STRATEGIC MANAGEMENT 26

IV. OPERATONS MANAGEMENT 34

V. FINANCE AND ACCOUNTING 49

VI. ECONOMICS 59

VII. IT & SYSTEMS 63

VIII. GENERAL MANAGEMENT 71

TESTIMONIALS 81

REGISTRATIONS / NOMINATIONS AND CONTACT DETAILS 82

ABOUT THE INSTITUTE 83

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ORGANIZATIONAL BEHAVIOR & HUMAN RESOURCES

Programme Title Facilitator Date and Location Fees (Rs) Page #

Effective Hiring Skills Prof. Manoranjan Dhal April 8-10, 2013 35,000* 9IIMK 30,500**

Leading Schools Prof. Debashis Chatterjee May 16-18, 2013 25,000* 9IIMK 19,500**

Labour Relationship Management (LRM) Prof. Manoranjan Dhal June 4-7, 2013 - 9in Plantation Sector Prof. Ananda Das Gupta IIMK- Cochin Campus 42,500*

Effective Compensation & Benefit Prof. Manoranjan Dhal June 10-12, 2013 35,000* 10Management IIMK 30,500**

Self Management & Crisis Management Prof. Radhakrishna Pillai July 15-17, 2013 35,000* 11IIMK 30,500**

Legal Aspects of People Management Prof. Manoranjan Dhal August 19-21, 2013 35,000* 12IIMK 30,500**

Leveraging Behavioral Inputs for Prof. Manish Kumar September 26-28, 2013 35,000* 12Managerial Excellence IIMK 30,500**

Becoming & Being Leaders - A Programme Prof. K Unnikrishnan Nair November 26-29, 2013 42,500* 13for Young – Leaders in the Making IIMK 37,500**

Timeless Leadership Prof. Debashis Chatterjee November 27-29, 2013 37,500* 14IIMK 30,000**

Effective Training & Facilitation Skills Prof. Manoranjan Dhal December 2-4, 2013 35,000* 15IIMK 30,500**

Organizational Behavior Inputs for Prof. Badrinarayan Shankar December 16-18, 2013 35,000* 15Enhancing Employee Performance and Pawar IIMK 30,000**Humanistic Orientation in Workplace

Transforming Executives Into Leaders – Prof. Manish Kumar December 26-28, 2013 35,000* 16Essence of Organizing And Organizations IIMK 30,500**

Management of Organizational Change Prof. Debabrata Chatterjee January 7-10, 2014 35,000* 17IIMK 30,500**

The Leadership Clinic Prof. Debashis Chatterjee January 27-29, 2014 37,500* 18IIMK 30,000**

Managing Creativity and Innovation for Prof. Debabrata Chatterjee February 11-14, 2014 35,000* 19Organizational Excellence IIMK 30,500**

Service Tax as applicable will be charged extra, * Residential, ** Non Residential

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EFFECTIVE HIRING SKILLSApril 8-10, 2013

OVERVIEWDespite the right strategies, policies practices, andoptimum allocation of resources only feworganizations succeed in achieving their goal. Thedifferentiating factor amongst these organizationsis the people they have. Right/Competentemployees can help organisation perform betterthan their rivals. Thus it is crucial for organizationto ensure they hire the right people for the job.This workshop tries to equip the hiringprofessionals in harnessing their potential byequipping them with better hiring tools andtechniques.

LEARNING MODULES Human Resource Planning (HRP) - Job analysis –

job description, person specification. Demandand supply forecasting

Recruitment – Methods and channels, legalaspects

Selection – Hiring process. Competency basedhiring, Use of psychometric testing, interviewingtechnique, behavioural interview. Theprogramme will have a major focus oninterviewing process

Offer, Placement, Induction – Appointmentletter –format, content, and legality, use ofdigital signature

PARTICIPANTS PROFILEHR Professionals and Line managers from Publicand Private Sectors who are engaged in hiring.

FACILITATORProf. Manoranjan Dhal

LEADING SCHOOLSMay 16-18, 2013

OVERVIEWThe leading schools workshop has been designedspecifically for school teachers and educationalleaders to optimize effective leadership and skillsfor the holistic development of students, and fornurturing schools as sustainable institutions oflearning in a technology driven knowledge age. Itaims to give participants insights and tools to builda learning community and enhance their personaleffectiveness.

LEARNING OUTCOMEThrough the uniquely designed experiential andparticipatory sessions, you shall: Redefine and fine-tune your leadership

signature. Map the connections between leadership,

students, school community, society andenvironment.

Recognize the challenges that you face aseducational leaders of this millennium of themind

Learn how effective leadership has changed andreshaped schools into leading schools

Enhance your skills for effectively managingleadership challenges of the millennium

Visualize future trends for schools of tomorrow Establish a network with other school leaders Be recognized as a school leader

PARTICIPANTS PROFILETeachers who have demonstrated excellence,principals and education managers of schools.Organizations working with schools as part of theircorporate social responsibility may also nominateparticipants.

PROGRAM THEMES Understanding the systems world and the human

world of schools Decoding the elements of excellence in the

school system The four commitments: the DNA of excellence

Productivity: Crafting a day in your life Achieving emotional resonance Meeting the challenge of change Learning how to create a blueprint for sustaining

excellence

FACILITATORProf. Debashis Chatterjee

LABOUR RELATIONSHIP MANAGEMENT(LRM) IN PLANTATION SECTOR

June 4-7, 2013 | IIMK- Cochin Campus

OVERVIEWPlantation Industry being a labour intensiverequires and focuses on the deployment of labourforce for its production. Admist the changes theworld is witnessing managing labour andrelationship has become more challenging. At thisjuncture, the applicability of labour laws and art

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of managing grassroots work group and itsimportance as well as implications are of greatsignificance to the plantation sector.

Rationale for Labour Relationship Managementin Plantation Sector:It is imperative that the Human ResourceDevelopment (HRD) and Organizational Behaviourperspectives in the Plantation Sector are of utmostimportance in the direction of workers’participation in Management, their promotionalscopes, the welfare measures and the ergonomicsto enhance productivity. The role of governmentand the positive attitude of corporate sector areto be initiated in tandem for ushering this sectorinto a new dimension, which is essential andnevertheless, challenging.

COVERAGECritical capabilities are aimed at enhancement ofperformance and in the process of team buildingapproach focuses on developing grassroots labourforce commitment.

Our customized training programme will enhancethe capability of managers and the welfare officersof the plantation Sector (tea/ Coffee/rubber/spices) as the best performers of LRM with thefollowing components:

Forming small groups of workforce and educatethem on the-job

Activating the workers’ groups with assignedasks to be performed in a given time

Assessment of the labour force jobs performed.

Forming ideas/opinions among the work-force

Norming an appropriate policy for the work-force

Developing and further monitoring for PositiveLabour Management

Labour Relationship Management, thus, isessentially a pivot of four main functions for themanagers and welfare officers on the following:

Managing the self

Managing the group: performance-wise andrelationship-wise

Managing the environment: internal andexternal

Managing growth and change for the labourforce

COURSE OUTLINEThe course outline is divided into followingmodules: Managing People and Productivity Positive Leadership for workforce and Capability

Enhancement Social - Laboratory Approach (SLA): For

Sustainable Workforce Management throughPositive Thinking

Managing Diversity with Balanced and DiversityScore Cards

Relationship Management and PerformanceCompetence

Negotiation and Effective Communication:Managing Conflict perspective

Introducing Efficiency and Effectiveness:Positioning Quality of Work Life (QWL)

Corporate Social Responsibility (CSR) Labour Laws and Legislations Experimental Leadership: Group Work and

Presentation

PEDAGOGYThe learning methodology is a blend of class roomteaching, practical and interactive workshop.Teaching and learning transaction through lecture,seminar, group work, case method, role play andinteractive workshop

FACILITATORSProf. Manoranjan Dhal and Prof. Ananda Das Gupta

EFFECTIVE COMPENSATION &BENEFIT MANAGEMENT

June 10-12, 2013

OVERVIEWCompensation Strategy is one of the mostimportant strategies in the HRM Function as itinfluences the costs of the organization andpotential bad decision can lead to very seriousdamages to the organization. The compensationand benefits strategy is derived from the overallHRM Strategy and it has to be fully aligned. Whenthe HRM Strategy sets the main objectives for theHRM Function, the compensation and benefitsstrategy has to follow. When the overall HRMStrategy states the low cost of services andemployees, the compensation and benefits strategycannot target the highest salaries at all levels.

The effective compensation and benefitsmanagement aims at establishing internal, external

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and individual equity. The strategic planning anddesign of an effective compensation and benefitmanagement system is not only important toremain competitive but also attract and retain thetalent. The compensation and benefits managermust be compliant also as per the required labourlaws.

THE LEARNING COMPONENTS Module I: Recent trends in Compensation and

benefits management Module II: Job Evaluation-traditional and new

techniques Module III: Compensation-definition and the

issue of Equity Module IV: Building Internal Equity Module V: Building External Equity Module VI: Building Individual Equity Module VII: Benefit Plans Module VIII: Total Compensation and Reward

Planning

PARTICIPANTS PROFILEHR-Managers from Public and Private Sectors whoare in to the functional domain of compensationand benefit management or the Employee Relationsor HRBP professionals those who take part indesigning the compensation strategy and act as aninterface between management and policy.

FACILITATORProf. Manoranjan Dhal

SELF MANAGEMENT & CRISISMANAGEMENTJuly 15-17, 2013

OVERVIEWToday’s businesses and organizations are becomingmore and more vulnerable to standard operationalrisks due to the increasingly volatile globaleconomic and social climate. As a result,companies are under increased pressure toconsider their social and corporate responsibilityto be prepared for incidents or crises that mayimpact their daily operations. Crisis management

is the process by which an organization deals witha major event that threatens to harm theorganization, its stakeholders, or the generalpublic. Three elements are common to mostdefinitions of crisis: (a) a threat to theorganization, (b) the element of surprise, and (c)a short decision time. There is a multitude of majorstress factors affecting decision-makers withinorganisations, such as time restrictions, just-in-time processes, more stringent regulation,increasing amounts of information etc, all of whichhave the ability to impact them emotionally,heighten the fear factor and potentially impairtheir ability to act decisively and take consistentdecisions. Even sophisticated, proven crisismanagement methodologies, tools and processescan fail completely if those leading the responseare not sufficiently aware of their emotional‘profile’ and maturity. Developing the selfmanagement skills can help the person to betterunderstand his/her internal states, preferences,resources and intuitions, emotions and help tokeep disruptive emotions and impulses undercontrol and adapt to changing situationsor obstacles. A holistic approach to crisismanagement is the need of the hour.

OBJECTIVESThis programme is designed to enable theparticipants to understand and develop the selfmanagement skills and manage crises in a holisticmanner.

COVERAGE Self Management Understanding of the Self Process of Thinking Powers of Self Managing Interferences Relationship Management Developing the Self Self Managing Leadership Crisis Management Crisis Planning, Incident Response, Crisis

Management, Business Continuity Risk Assessment and Risk Management

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Communication and Crisis Leadership Models and Theories of Crisis Management Disaster Management

PEDAGOGYThe pedagogy would include appropriate mix ofLectures, case studies, group activities &presentations, experience sessions etc.

PARTICIPANTS PROFILEThis program is designed for executivesinterested/involved in Self Management, CrisisManagement, and Disaster Management.

FACILITATORProf. R Radhakrishna Pillai

LEGAL ASPECTS OF PEOPLEMANAGEMENT

August 19-21, 2013

OVERVIEWBeing compliant is the primary requirement of allthe organization irrespective of sector or industry.No employer will love to be dragged into a lawsuit due to ignorance of legal aspects. Henceformulation and implementation of rules andregulation which is as per the existing andapplicable labour law is not only important for theHR professional but also equally crucial for themanagers leading a team.

LEARNING MODULES The Payment of Bonus Act, 1965 The Employees Provident Fund & Miscellaneous

Act, 1952 (PF) Industrial Disputes Act, 1947 Shops and Commercial Establishment Act Industrial Employment (Standing Orders) Act,

1946 The Payment of Gratuity Act, 1972 The Minimum Wages Act, 1948 The Contract Labour Act, 1970 The Payment of Wages Act, 1936 The Factories Act, 1948

The Employee’s State Insurance Act, 1948 (ESIscheme)

The programme will cover the highlights of the actalong with the applicability, day-to-day issues, andcompliance with the same in the line of importantjudgments of the apex courts. The programme willalso cover specific aspects of domestic inquiryand workplace harassment including sexualharassment. The programme will also cover specificaspect of ‘employer’s liability and employees’rights’ under the labour law.

PARTICIPANTS PROFILEThis programme will be useful for all those whohave to deal with labour and labour matters withparticular reference to those in HR (compensationand Employee relations/IR professional), personneland administrative functions, managers leadinglarge team and legal professionals. The programmewill help the participants in understandingfundamentals & compliance aspects of labour lawsapplicable to their organization. Professional thosewho want to revise the fundamental aspects of theabove mentioned laws are also welcome to theprogramme.

FACILITATORProf. Manoranjan Dhal

LEVERAGING BEHAVIORAL INPUTS FORMANAGERIAL EXCELLENCE

September 26-28, 2013

OVERVIEWIndividuals are constantly seeking newer ways ofstaying relevant in fast changing world. Adaptingquickly to changes and ability to withstand thedemands of ever increasing workload areprerequisites for sustained effectiveness. In order

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to contribute significantly to their organizations,managers need to address their own personalgrowth and effectiveness issues on continuousbasis. An effective way to address personal growthissues is to initiate self management throughintrospection of motivations, disposition, problemsolving, ways of relating with others and copingup.

In this program on managerial excellence throughself management, managers will get theopportunity to understand their strengths and areasof potential development through standardizeddiagnostic tools. They will be given opportunity topractice new behaviors and skills that they wantto develop and strengthen in the long run inencouraging and appreciative environment.

OBJECTIVES To expose the participants to deeper aspects of

their self To make the participants aware of assumptions

and considerations behind their actions To equip the participants with ability to

withstand high pressures of job requirements To make the participants aware of their

Strengths and areas of Potential Development To provide tips to hone various skills of

interacting with, collaborating with, influencing,and guiding others

To appraise the participants to various issuesinvolved in Personal Growth and Effectiveness

CONTENTS MotivationDecision Making and Creativity Emotional Intelligence and Stress Management Interpersonal relationships Conflict Management Collaboration and Team Work Leadership

PARTICIPANTS PROFILEManagers who are eager to learn and would like toinvest in self exploration to experience personalgrowth and effectiveness.

PEDAGOGYThe programme will utilize a variety of pedagogicaltools including case studies, assessmentinstruments, lectures cum discussion and roleplaying.

FACILITATORProf. Manish Kumar

BECOMING & BEING LEADERS - APROGRAMME FOR YOUNG – LEADERS IN

THE MAKINGNovember 26-29, 2013

OVERVIEWEffective leadership ‘rests on reason’ and ‘moveson passion’*. Passion dares the leader to creativelyvisualize things that appear impossible to othersas well as energizes her/him to pursue action torealize those dreams. Reason enables the leaderto give structure and stability to the process ofpursuing the dreams as well as to the dreamsalready achieved. This programme focuses onbecoming and being an effective leader, andenabling others to become and be effectiveleaders. Keeping this spirit, the programme aimsto take the participants through a voyage ofreflective discovery of their self and leadershippotential and active learning to develop theirleadership styles.

COVERAGEThe programme will be designed to enable theparticipants to:

Appreciate and gain a deeper understandingof:

Their self, Their leadership style(s), Fundamental human processes in organizations

such as communication, power-politics-influence, conflict resolution, etc., and

Concepts like vision, mission, idealism, values,beliefs, rituals, symbols, dreams, etc.

Build sensitivity to the experiencesassociated with leadership; and to apply theseunderstanding and skills to make better senseof modern organizational functioning and toenhance one’s potential to emerge and tocontinue as a leader.

CONTENTS Essence & Meaning of Leadership Leadership Personality & Styles Interpersonal Relations Gender Issues in Leadership Redundancy of Leadership Conflict Resolution Value Based Leadership Conceptual foundations of Leadership: Path,

Goal, Transformational, Psychodynamic,Servant, Authentic etc

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Followership Leadership in a Multi-Cultural Milieu Leadership & Organizational Change/Renewal/

Transformation Leadership, Organizational Learning &

Learning Organizations Leadership and Organisational Effectiveness

(Balance Score Card and Other Measures) Postmodernism & Leadership

PARTICIPANTS PROFILEProgrammes on Leadership can be suitablydesigned for people at any level of theorganizational hierarchy. Here, I am pitching thisprogramme specifically for youngsters (upper agelimit: 35 years), preferably with 5 to 10 years oforganizational work experience. My clear intentionof this positioning is to invigorate them for a life-long pursuit of leadership early on in life. Theparticipants could be from the for-profit or notfor profit organizations, government, familybusinesses, entrepreneurial ventures, politicalparties, activist groups, and so on. The onlycondition is: they need to be young – at heart andin mind, and with an open mind for explorationand experiencing.

FACILITATORProf. K Unnikrishnan Nair

*From “Reason and Passion” of Kahlil Gibran’s “Prophet”

TIMELESS LEADERSHIPNovember 27-29, 2013

OVERVIEWThis 3 days’ workshop distinguishes theorganizational world into two parts: The SystemsWorld & The Human World. In the Systems World,leaders learn the processes required to managefunctions such as product development, finance,marketing, sales etc. While many leaders havemastered the art of managing these systems,organizations and careers have been brought downdue to the lack of self reflection and peoplemanagement which belong to the human world.Success in today’s organization requires not onlythe ability to lead but also to inspire others tomotivate themselves. This will bring the maximumout of your own leadership abilities. In thisexclusive workshop, Debashis Chatterjee uses amix of wide experiential exercises in a retreatenvironment to help you look inward and find

solutions to the most persistent problems that youwill face as a leader! This workshop is about goingbeyond your conventional thinking to open yourmind for generating breakthrough ideas andidentify actionable strategies to significantlyimprove your leadership DNA.

LEARNING OUTCOMES “Discover the Real You!” How do you solve your most important

problem? You have the mind of a leader, but do you have

the right understanding? Define your default leadership signature. Assess yourself and master your energy by

deepening awareness

“Decode Your (Leadership) Identity” Deconstruct and reconstruct your mental

models Achieve execution excellence through

discretionary action Understand how leaders integrate self, others

and systems Use coaching and mentoring skills to nurture

leaders

“Deliver the Result” What leaders really don’t do Engage in process; results will follow Think beyond managerial mindsets Create a day in your life: your “execution

compass” Moving beyond the myth of personality to the

essence of leadership ecology. Tell your story, create your leadership vision. Make your core values your key leadership

skills Be the catalyst of transformation: the art and

practice of meditation

PARTICIPANTS PROFILEThis workshop is targeted specifically at leadersin industry, government, NGOs and educationsectors. Women aspiring for leadership roles arespecially encouraged to participate. Besides theinteractive learning experience, it offers a greatopportunity to network with a diverse group oftalented leaders.

PROGRAM THEMES Solving Your Most Persistent Problem

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The Art of Undoing: Action with Discretion Pursuit of Purpose beyond Strategy Managing Stress Through Non-Duality Practical Wisdom in Decision Making Dissonance to Devotion: Towards Emotional

Integration Transcendence: Thriving in Uncertainty

FACILITATORProf. Debashis Chatterjee

EFFECTIVE TRAINING ANDFACILITATION SKILLS

December 2-4 ,2013

OVERVIEWTraining is considered to be building block of anyorganization which helps not only in developingthe knowledge and skill of the employees but alsohelps the organization to grow. But traditionallytraining function is mostly confined to design anddelivery without much linkage with theorganizational objective. Evaluation of training andthe return on investment (ROI) is almost ignoredin many organization.

This programme intends to provide a holistic viewof the training function and will equip theparticipants with the tools and techniques of thedesign and delivery of an effective trainingprogramme. It will help the training managers toconvert the training department from a cost centreto a profit centre.

THE LEARNING COMPONENTS Module I: Strategic planning and Learning &

development

Module II: Building a Learning Organization

Module III: Training vis-à-vis Learning

Module IV: Training Need Identification

Module V: Designing Training Programme andFormulate the Learning Objective

Module VI: Facilitation Skill

Module VII: Management Development

Module VIII: Learning Evaluation

PARTICIPANTS PROFILEThe professionals (including the learning anddevelopment professionals) who are into designand/or delivery of training programme acrossindustry are welcome to participate in thisprogramme. The HRD managers who are in chargeof the training function of any organization shouldundergo this programme. The programme is mostlyexperiential and the participants are required todesign and deliver a sample module of anyprogramme on a topic of their choice. A small groupof 10-15 participants would be preferred for thisprogramme.

FACILITATORProf. Manoranjan Dhal

ORGANIZATIONAL BEHAVIOR INPUTSFOR ENHANCING EMPLOYEE

PERFORMANCE AND HUMANISTICORIENTATION IN WORKPLACE

December 16-18, 2013

OVERVIEWAccording to research findings, the presence oforganizational justice, organizational support,transformational leadership and workplacespirituality in the workplace is associated with oneor more of the positive outcomes for employees

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such as satisfaction with the job, extra effort, andcommitment to an organization. Further, employeecontributions to an organization in the form ofperformance are broader than employees’performance of the technical requirements (e.g.,quantity and quality of work) of the job. Employeecontributions to an organization include variouspositive behaviors of employees termed as‘organizational citizenship behaviors’ whichfacilitate smooth functioning of the organization.Examples of employees’ organizational citizenshipbehaviors include helping coworkers, promotingharmony among coworkers, tolerating minorinconvenience at work and not reacting negativelyto the minor deficiencies of the organizations.

The coordinator’s thinking that guides this programis that attention to the aspects of organizationalcitizenship behaviors, organizational justice,organizational support, transformationalleadership and workplace spirituality canpotentially enhance employee performance andhelp create a more humanistic workplace.

LEARNING OUTCOMESThese inputs can help managers to try to:

Adopt a broader view of your subordinates’performance to include their organizationalcitizenship behaviors

Adopt transformational leadership towards theirsubordinates

Create the conditions of organizational justice,organizational support, and workplacespirituality in their work units

PROGRAM THEMES AND COVERAGEThis program seeks to provide inputs on the topicsof: Organizational Citizenship Behaviors of

Employees

Organizational Justice Organizational Support Transformational Leadership Workplace Spirituality

PARTICIPANTS PROFILEThe program is designed with a focus on juniorand middle level managers who might be headinga group, department or work unit.

PEDAGOGYThe program will include various methods oftraining such as lectures, discussions, case studies,assessment instruments and role plays. Thesemethods will be used to provide inputs to facilitateconceptual understanding and behavioral practicein the relevant areas of the above topics.

FACILITATORProf. Badrinarayan Shankar Pawar

TRANSFORMING EXECUTIVES INTO LEADERS – ESSENCE OF

ORGANIZING AND ORGANIZATIONSDecember 26-28, 2013

OVERVIEWOrganizations are constantly seeking to equip theiremployees with latest state of know-how inbusinesses. Managers and executives areconsidered key drivers in the journey to success oforganizations. In order to contribute significantlyin the success of their organizations, managers

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however need to know the in and out of theirorganization.

The programme is designed to expand the horizonof the participating managers and executives. Theycan expect to significantly improve upon their waysof looking at their organization, its purpose, itsenvironment, people in it and a whole lot of dayto day activities and processes. The programmestrives to give an entirely new view to participants’ways of looking at and approaching aspects of theirorganization. It is hoped that the programme willact as stepping stone towards training futureleaders of organizations.

THEMES The Basics of existence of an Organization Organization anatomy and its developmental

stages Organization and the World Outside of It Technical aspects of an Organization Softer and Subtle Aspects of Organizations My Organization into Bigger Scheme of Things

LEARNING OUTCOMES More informed understanding of what do

organizations mean to people. Participants arelikely to acquire new perspective on how onelooks at different facets of organizations.

Participants’ enhanced awareness of the role thesurroundings play in the life of an organization.Aspects of its relationship with otherorganizations and characteristics of theenvironment will be discussed.

Enhanced understanding of nuances of many ofthe organizational processes and practices andincreased ability to see the complexities andlimitations under which organizations generallyoperate.

PARTICIPANTS PROFILEThe program has been designed keeping in mindprimarily individuals with 5 to 15 years of workexperience. Those who are due to shift fromtechnical to managerial roles in near future; haverecently been promoted to such roles; or workingmanagers open to exploration and assimilation ofalternative views, are likely to gain maximum fromthe programme.

PEDAGOGYThe programme will utilize a variety of pedagogical

tools including case methodology, discussion,lectures and role play.

FACILITATOR Prof. Manish Kumar

MANAGEMENT OFORGANIZATIONAL CHANGE

January 7-10, 2014

OVERVIEWMuch of the effectiveness of business leadersdepends on their ability to initiate and implementchange programs successfully. This involvesmastering the art of change management. Muchlike an accomplished artist, the change agent hasto master a set of skills. These skills can be acquiredthrough a combination of conceptual inputs,discussions on accomplishments and failures inchange management, and practicing orexperiencing various aspects of managing change.

The course is designed for executives whoindependently head business units, departmentsor handle significant responsibilities in theirorganizations, and are, therefore, at a level wherethey have a significant say in their organizationalpolicy making. It is not designed for executives atjunior or middle levels.

COURSE OBJECTIVESThe objective of this course is to facilitate yourefforts at successfully negotiating the terrain ofinitiating and implementing changes initiated byyou in your organizations by:

developing a rich understanding of the nuancesof change management from the points of viewof change agents at senior levels in theorganizational hierarchy,

sharpen your skills that are useful in changemanagement, and

receive feedback about yourself that you maylike to work on in the context of being effectivechange agents.

PEDAGOGYMainly discussions based on cases and filmclips.

FACILITATORProf. Debabrata Chatterjee

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THE LEADERSHIP CLINICJanuary 27-29,2014

OVERVIEWThis workshop address the other 99% of untappedpotential of leadership. It builds on two decadesof empirical research and experientialunderstanding of transformational leadership inall six continents of the world. Participants willthemselves be inspired and learn how to inspireothers so they achieve more than they ever thoughtthey could. You will be given a powerful and provenset of tools and instructed in their use. When youpractice using them and become proficient enoughthat they are second nature, that is when you willfind that the transformation has already occurred.

THE PHILOSOPHY BEHIND THE PROGRAMME It is not the function of a leader to motivatefollowers. It is the function of a leader to find outwhat is demotivating followers and systematicallyget rid of it. This is not semantic hair-splitting. Itis a profoundly different discernment and has manyramifications.

Much of what is traditionally defined as“motivation” is actually sophisticatedmanipulation to get workers to do what they areunwilling to.

Human beings are inherently motivated. Nobodyever starts a new job intending to be a disgruntled,disengaged employee. That is something thathappens to him/her and is a systemic failure. Thisfailure could be in selection, training, supervision,company culture or a host of other factors incombination.

Incentives such as money and perks of variouskinds and sanctions such as demotion or threatsof being fired simply get persons to play the game.They may ensure some behavioral compliance, butthey are not “motivators”. They do have theirplace but most companies tend to overuse them.

Nobody ever gets up on Monday morning all firedup at the thought of ”maximizing shareholdervalue” or meeting revenue or profit targets orincreasing market share or any similar goal. It isthe leader’s job to articulate a vision so powerfulthat it takes over the employee and makes him/her want to rush to work and do what needs doing.

Obviously this cannot be done unless the leaderhimself/herself is inspired by this vision. This ismerely the first step, however. The arduous task

of refining and constantly communicating thatvision in ways big and small lies ahead.

This communicating is not a solitary endeavor.That would make it an over whelming burden. Itis the leader’s function to develop many who fullyunderstand it and can do it as well, or better, thanhe/she can.

The best, perhaps the only, way to release themotivation inherent in a person is to work to ensurethat each reaches his/her highest potential. Mostmanagers, unfortunately, tend to view persons asinstruments by which they can achieve their goals.This is not a mindset that encourages persons tounstintingly give what they are capable of.

An employee does not have a “work life” and a“personal life”. He/she has one life and either itis working or it is not. This does not mean thathe/she does not have challenges in one or moreareas. It does mean that these challenges need tobe addressed in a holistic fashion and not acompartmentalized one.

A person needs to be comfortable enough to beauthentic at work. If he/ she has to put on a maskat work – or, even worse, multiple different masks– then he/ she is burnt out or heading towardsburn-out.

BENEFITS OF WORKSHOPThis workshop is designed for senior executiveswho are CEO material. At this level, executivesaccomplish what they do through others, not byindividual effort. Their success depends on theirability to inspire their subordinates, engage themin a common cause and direct them to workharmoniously to achieve that objective.

Here are the benefits delivered: On a personal level: You will no longer have asense of anxiety or dread even when confrontedwith starkly adverse circumstances. You will becomfortable dealing with ambiguity and able toquickly see opportunities that would havepreviously escaped your notice. On an interpersonal level: Your relationships willimprove across the board – with subordinates, withpeers and with those above you on the hierarchy.You will be more authentic and this will berecognized in many ways and reciprocated. On a professional level: You will become morecreative than you ever thought you were capableof. Solutions to previously intractable problemswill occur to you frequently and some of these

19

will result in dramatic business improvement. Youwill become more engaged at work and this willbe noticed and will rub off on others.

Obviously these levels are not independent. Theyare interconnected and feed off each other.Simultaneous improvement, of the kindmentioned, means that you will experienceexponential improvement in your effectiveness asan executive.

PARTICIPANTS PROFILEThis workshop is designed for senior managers whoare recognized as high potential by theirorganizations and strong candidates for the CEOposition. They have significant strategicresponsibility and a global orientation.

FACILITATORProf. Debashis Chatterjee

MANAGING CREATIVITY ANDINNOVATION FOR ORGANIZATIONAL

EXCELLENCEFebruary 11-14, 2014

OVERVIEWCreativity and innovation, in various forms, fromvarious sources, and of different types, was alwaysan important and integral part of human activitysince the beginning of history. However, what isdifferent today is a qualitative shift in theimportance of creativity and innovation ineveryday life. Indeed, it is said that the knowledgeera in which we live in today, economies andenterprises that are more creative and are ableto generate more useful innovations, are the onesthat will succeed.

Convention suggests that creative and innovationrequire special types of people. In other words,

not everyone or every organization can be creativeor innovative. Yet, a lot of research over the lastfew decades suggests otherwise. There is ampleevidence that using certain tools and techniques,and in the presence of a conducive environment,creativity and innovation can flourish in the mostunlikely of organizations and among the mostunlikely people.

OBJECTIVESAt the end of this course, participants will be ableto Explain the concepts of creativity and

innovation, their forms and dynamics inorganizations;

Diagnose their organizations in terms of theirpresent status on creativity and innovation;

Demonstrate skills that help promote creativityand innovation at the individual, team andorganizational levels;

Explain the impact of organizational design andculture that promote creativity and innovation;

Explain emerging trends in the management ofcreativity and innovation.

COURSE CONTENTSCreativity and innovation – imperative andconceptual exploration; precursors of creativity –role of personality, team dynamics, andorganization; tools and techniques for creativity;innovation – types and implications fororganizations; knowledge and innovation;designing organizations around creativity andinnovation – contemporary organizational designsand the role of organizational culture.

PEDAGOGYThe course adopts a mix of pedagogic tools thatinclude detailed case analyses, readings,discussions and experiential activities.

FACILITATORProf. Debabrata Chatterjee

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Programme Title Facilitator Date and Location Fees (Rs) Page #

Accelerating Sales Force Performance Prof. G Sridhar June 6-8, 2013 35,000* 21IIMK 30,500**

Accelerating Sales Force Performance Prof. G Sridhar September 23-25, 2013 35,000* 21IIMK 30,500**

Business and Marketing Essentials Prof. Joffi Thomas November 11-13, 2013 35,000* 21for IT Professionals IIMK 30,500**

Accelerating Sales Force Performance Prof. G Sridhar December 2-4, 2013 - 21Mumbai 35,000**

Service excellence through Customer Prof. Sanal Kumar Velayudhan December 4-6, 2013 35,000* 22Orientation Prof. S Jeyavelu IIMK 30,500**

Marketing Strategy Laboratory Prof. Keyoor Purani December 9-12, 2013 42,500* 22IIMK 37,500**

Rural Marketing Prof. Sanal Kumar Velayudhan January 8-10, 2014 35,000* 23Prof. G Sridhar IIMK 30,500**

Strategic Marketing for Growing Brands Prof. Atanu Adhikari January 16-18, 2014 35,000* 24IIMK 30,500**

Business and Marketing Essentials Prof. Joffi Thomas January 22-24, 2014 35,000* 21for IT Professionals IIMK 30,500**

Changing the Game: Decision Making Prof. Atanu Adhikari February 13-15, 2014 35,000* 24Using Data Analysis IIMK 30,500**

MARKETING MANAGEMENT

Service Tax as applicable will be charged extra, * Residential, ** Non Residential

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ACCELERATING SALES FORCEPERFORMANCE

June 6-8, 2013 | September 23-25, 2013December 2-4, 2013| Mumbai

OVERVIEWSales force is at the vortex of the rapidly changingcustomers, competitors, products, technologiesand markets. This makes their job more challengingthan any other counter parts in the organization.A core challenge in front of a sales manager is toenhance the sales force performance underdemanding and rapidly changing environment. Thisprogramme is designed for executives to discussand analyse the aspects of accelerating the salesforce performance.

Discussions, case studies, exercises and simulationare the key sources of interaction and learning.The programme also acknowledges activeinvolvement of the participants as key source oflearning.

LEARNING OUTCOMEAfter the programme the participants would beable to Explore the key issues in developing a go-to-

market strategy Develop a framework for a sales force diagnosis Understand the nuances of structuring the sales

force in an organization, territorial design andquota allocations

Explore key personnel issues like recruitment,selection and training of sales forces.

Develop better understanding on themotivational tools like compensation, andPerformance management

Understand how technology enhances sales forceperformance

Assess the sales force culture

PARTICIPANTS PROFILEThe programme is targeted for the middle levelexecutives like Area Sales Manager/ State leaders,Regional managers.

PROGRAM THEMES Going to Market Structuring for sales force Personnel issues in sales force Motivating and leading the sales force Technology and sales force Building a potent sales force culture

FACILITATORProf. G Sridhar

BUSINESS AND MARKETING ESSENTIALSFOR IT PROFESSIONALS

November 11-13, 2013 | January 22-24, 2014

OVERVIEWGiven the intensifying competition, demandingcustomers and industry convergence it isimperative for IT firms to be more customerfocused, develop multi-skilled professionals whocan appreciate possibilities of emergingtechnologies as well as customer’ businessconcerns, and continuously create superior valuefor client organisations. In this scenario it wouldhelp IT firms to equip its large pool of technicalprofessionals with business and marketingessentials to better understand customerexpectations, customer decision making anddeliver superior value. This would enableprofessionals with technical background andtraining and willing to take on additionalresponsibilities gradually move into customermanagement roles and simultaneously enable theorganization groom much needed pool of nextgeneration business leaders. An added advantageis the flexibility that multi skilling gives theorganization to retain employees in turbulentmarkets where it is becoming increasingly difficultto predict technology adoption and market growth.The three day program on business and marketingessentials is intended to help IT firms to multi skillits technical resources and at the same timeprovide an opportunity for technical professionalsto develop customer management capabilities toenable their career growth.

PARTICIPANTS PROFILEThe program is designed for IT professionals witha minimum of five years industry experienceespecially in technical or project managementroles. These professionals are looking to transitionto either customer facing and management rolesor consulting roles.

OBJECTIVES To help develop an in-depth understanding of

basic concepts of marketing especially in thecontext of business to business services.

To develop decision making abilities requiredfor understanding, creating and delivering valuein business markets with special emphasis on ITmarkets.

PEDAGOGY & COVERAGEThe program primarily employs a mix of case

22

discussions, presentations and experience sharingsessions. Broadly, the program would cover thefollowing themes:

Marketing & IT Industry: Basics of Marketing,Business to Business Marketing

Understanding IT industry: Opportunities andChallenges

Understanding, Creating and Delivering value forIT customers: Identifying and Selecting MarketOpportunities, Creating a Value Model, CraftingValue Proposition, Realizing Value, Gaining NewCustomers, Sustaining Customer Relationships

FACILITATORProf. Joffi Thomas

SERVICE EXCELLENCE THROUGHCUSTOMER ORIENTATION

December 4-6, 2013

OVERVIEWCompetition in the service industry challengeorganizations to deliver service excellence.Organizations experiencing success in theexpanding service sector industry excel in servicedelivery. They create and deliver customer orientedservice for providing meaningful differentiation.People are the key resource that service leadersleverage to create service excellence. This programseeks to provide you with approaches that willenable you to be competitive through customeroriented service delivery.

LEARNING OUTCOMES Develop an understanding of the methods for

creating delivering and monitoring customersatisfaction

Understanding the use of Customer orientationas differentiator

Recognize and use the customer –employeeinterface for enhancing customer satisfaction

PROGRAM THEMES AND COVERAGE Seek service differentiation: Search for superior

service delivery points. Understanding service

needs by consumer groups that service providercan effectively and efficiently meet.

Identifying and using customer contact pointsto improve and to innovate on service delivery.

Managing People Processes for Excellence inService Organizations. Employee-customer fitfor effective service delivery interface. Thisrequires identifying and developing the servicepersonnel that enhances the quality of serviceinteractions.

Create a customer orientation organizationculture.

Customer satisfaction measures to understandand improve service delivery. Examineperformance measures and incentives thatencourage customer orientation.

PARTICIPANTS PROFILEThe program is designed for senior managers in theservice sector having responsibility for creating anddelivering value through service excellence.

PEDAGOGYLectures, case studies, hands–on workshops andgroup exercise

FACILITATORSProf. Sanal Kumar Velayudhan and Prof. S Jeyavelu

MARKETING STRATEGY LABORATORYDecember 9-12, 2013

OVERVIEWIn business, knowledge is not enough, experience-based action learning is crucial. Most businessorganizations have experienced executives atstrategic positions who have lost touch totheoretical perspective or have young, straight out-of-the-management-schools executives who haveno idea of how theory works in practice. A program,which provide an opportunity to not just learn andrelearn classic strategic marketing models but alsoallow trying them out in a risk-free simulatedenvironment, can enhance the abilities ofmarketing professionals to a great extent. Themarket-oriented simulations are experience-based,low-risk learning tools, which offer the opportunityto gain confidence in secure environment. Theprogram faculty has trained several marketing

23

professionals across industries using the programover last several years. The program helpsparticipants integrate learning of many differentaspects in business and follow more application-oriented approach in enhancing decision-makingskills in the area of marketing strategy. Participantslearn from an enormous amount from working withthe company and industry data, exploring strategicoptions, and trying to unite various functionalresource decisions into a coherent business strategythat produces good results.

OBJECTIVES To sharpen skills of practicing managers in

deciding the marketing strategies for businessesby exposing them to advanced scientificmarketing tools

To test, experiment, and gain confidence informulating strategies in today’s competitiveenvironment

To provide a refresher course in marketingstrategy

PARTICIPANTS PROFILEMiddle level Marketing Professionals - Productmangers/Brand Managers from companiesoperating in consumer markets would benefit themost. Executives in Sales, Advertising agencies andother internal/ external partners to marketing whodeal with product/ brand mangers regularly wouldalso benefit.

PROGRAM DESIGN & CONTENTThe program has very unique, sandwich structure.Marketing concepts are taught through casediscussions/faculty presentations while theseconcepts are practically applied and tested by theparticipants through simulation sandwichedbetween class-room sessions. Just as a flightsimulator allows flight crews to practice in a risk-free setting, the program allows executives topractice their skills in a concentrated amount oftime before trying them out in a real businessenvironment. Experience-based training has provento be the most efficient training methodology. Theprogram design allows participants to go beyondstrategy formulation and implement their strategicplan through decisions at the tactical level, achallenge not provided by traditional pedagogicalmethods. In particular, the possibility of assessingthe success or failure of marketing implementationover time is an important benefit offered by thisprogram. The learning would be focused aroundstrategic concepts such as segmentation and

positioning strategies, competitive strategies,brand portfolio strategy as well as operationalmarketing – allocation of marketing budget tomarketing mix. The program would offer intensivecompetitive environment and enhance scientificdecision making skills. The participants would learnhow to analyze the situation using various marketresearch reports, internal data, intelligencereports. They would also appreciate therelationship of marketing with finance, operations,R&D and other departments within an organizationas well as marketing objectives and performanceparameters.

FACILITATORProf. Keyoor Purani

RURAL MARKETINGJanuary 8-10, 2014

OVERVIEWIndia’s Rural Market for consumer products andservices is growing at an accelerated pace. Anurban marketer interested to tap these marketingopportunities in rural India needs to develop adeeper understanding of the rural marketingecology. Further, a marketer requires betterinsights on the logic of organizing marketing effortsin rural areas considering these rural specificities.

Therefore it is essential to clearly format the ruralmarketing tasks looking at the complexities inIndia’s rural milieu. The dynamics of ruralconsumer behaviour, their cultural context,distribution problems, all need to be decipheredin its multifarious dimensions for sustaininghigh performance by marketers. Marketingorganizations involved in marketing to rural Indiawith their products and services must understandand introduce strategies, which are compatible andeffective, in all stages of the rural marketingintervention cycle. The programme is cast in thebackground of these facets pertaining to ruralmarketing.

OBJECTIVES Sensitise participants on the nuances of rural

marketing environment Develop capabilities for clearly identifying,

complex, real life rural marketing problems ina holistic perspective

Identify and assess rural market potential forproducts and services

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Equip participants with mindset and skill set tohelp them develop appropriate marketing mixstrategies for products and services in differentstages of their life cycle.

COVEREGE Understanding rural markets potential Understanding rural consumers Distribution in rural markets Rural promotion strategies Competitive strategies for rural markets

PARTICIPANTS PROFILEJunior - Middle level executives of consumerproducts and services organizations now operatingor planning to operate in rural markets.

PEDAGOGYApplication of concepts and frameworks will bethrough Case Analysis, discussions, exercises andlectures.

FACILITATORSProf. Sanal Kumar Velayudhan and Prof. G Sridhar

STRATEGIC MARKETING FORGROWING BRANDS January 16-18, 2014

OVERVIEWSound marketing strategies for managing a brandare essential for the long-term success. Brandmanagers need to assess strategic roles of existingand new products and brands, properly allocateresource, and develop and execute marketingstrategies to ensure sustained growth of a brand.Founded on real research information, effectivestrategies towards brand-building and brandmanagement drive superior financial results,consumer loyalty and competitive insulation.Successful brand management requires an equalmeasure of analytical and creative thinking. Theprogram is designed to provide opportunities tolearn about the theoretical, research and appliedperspectives of brand management and marketingstrategy from readings, case analyses and classexercises. The program blends marketing theoryand practice to provide perspective on brandmanagement functions and related research thatis to be done for effective branding. This programis designed to provide opportunities to applyingthe research findings in developing strategieseffective brand building and maintenance.

OBJECTIVESAfter the program, you will be able to walk intoyour workplace with new ideas, new strategiesand new ways to resolve branding challenges.Specifically you will: Gain a deeper understanding of how to know

your customers’ perception about your brands,competitors’ brands. You will have a thoroughunderstanding of what brand stands for

Learn qualitative and quantitative researchskills necessary to brand differentiation andbrand positioning

Apply the learned concepts in your own brand Understand effective strategies to exceed

customer expectations

PARTICIPANTS PROFILEThe program is designed for middle to senior levelmanagers with experience between 7 – 20 years,responsible for the marketing function in anyorganization. Marketing managers responsible forcustomer relationship management will also findthe information particularly relevant to theirbusinesses. Managers in other functional areas willalso benefit from the workshop by learning thecritical role they play in a strategic brandingexercise.

PEDAGOGYUsing case studies, classroom practice sessions,and interactions, the instructor will lead you tofocus on the key knowledge and skills you need tounderstand business from an overall perspective.The program will be based on experiential learningprocess for concept building and practice sessions.In-class discussion and hand on practice sessionswill provide the opportunity for participants toapply newly learned tools and techniques whichwould help in gaining confidence and to apply inyour own organizations.

FACILITATORProf. Atanu Adhikari

CHANGING THE GAME: DECISIONMAKING USING DATA ANALYSIS

February 13-15, 2014

OVERVIEWA good manager is expected to have insights ofthe previous happenings of the market as well asin own company. They are required to identifypattern in data to develop short term and long

25

term strategy. This information could be aboutconsumer behavior, own brands or competitors’brands. It is necessary for managers to haveresearch inputs for better decision making.Reading information through proper analysisrequires advanced knowledge of research. An in-depth look at fundamental as well as advancedresearch techniques and exposure to latest ideasof research can become the keys to your continuedsuccess. This program is designed to provideopportunities to learn about the severalspecialized research techniques of marketsegmentation, understanding buyer behavior,finding effects of several decision variable oncompany’s output, finding optimum pricing of aproduct etc.

In only 3 days you can expand and update yourbusiness knowledge and acumen by knowing howto diagnose a particular management problem anduse research to address it in most effective way.This management development program will beconducted by instructor who is trained by leadinguniversities in the USA.

Each session of the program will give you anopportunity to learn some critical as well as veryuseful techniques on how to develop researchtools, and use several analytical techniques formaking business decision.

OBJECTIVESAfter the program, you will be able to walk intoyour workplace with new ideas, new strategiesand new ways to resolve business and managerialchallenges.

Specifically you will: Gain a deeper understanding of how to capture

relevant information of your customers,competitors and products / brands thatinfluence business success

Learn qualitative and quantitative researchskills necessary for decision making and to haveleadership in an entrepreneurial businessworld

Learn how to understand consumer’sperceptions about your products, competitors’products and what type of product they actuallyneed

Specialized research techniques of marketsegmentation, understanding buyer behavior,finding effects of several decision variable oncompany’s output, finding optimum pricing ofa product etc

Understand effective strategies to exceedcustomer expectations

PARTICIPANTS PROFILEThis is the program you are looking for if you area middle to senior level manager with 7 to 25 yearsof experience, a professional with managementresponsibilities lacking any formal businesseducation, a specialist who need moreunderstanding of how to capture and analyzebusiness information, or someone who simplywants exposure to the most current practices ofresearch to use in short term and long termdecision making.

PEDAGOGYUsing case studies, classroom practice sessions,and interactions, the instructor will lead you tofocus on the key knowledge and skills you need tounderstand business from an overall perspective.In-class discussion and hand on practice sessionswill provide the opportunity for participants toapply newly learned tools and techniques whichwould help in gaining confidence and to apply inyour own business units or organizations.

FACILITATORProf. Atanu Adhikari

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STRATEGIC MANAGEMENT

Programme Title Facilitator Date and Location Fees (Rs) Page #

Business Model Innovations for Prof. Suram Balasubrahmanyam June 5-7, 2013 35,000* 27Profitable Growth of Firms IIMK 30,500**

Entrepreneurship and New Ventures Prof. Nandakumar M K June 24-28, 2013 50,000* 28IIMK 42,500**

Managing IT/ITES Firms Prof.Rajesh Srinivas Upadhyayula August 19-22, 2013 42,000* 29IIMK 37,500**

Leveraging Critical Resources for Prof. Suram Balasubrahmanyam August 19-23, 2013 50,000* 30Strategic Renewal of Organizations IIMK 42,500**

Business Model Innovations for Prof. Suram Balasubrahmanyam September 4-6,2013 35,000* 27Profitable Growth of Firms IIMK 30,500**

Problem Solving and Decision Making Prof. Anjan Kumar Swain September 5-7, 2013 35,000* 31IIMK 30,500**

Leveraging Critical Resources for Prof. Suram Balasubrahmanyam November 4-8, 2013 50,000* 30Strategic Renewal of Organizations IIMK 42,500**

Strategic Analysis for Managers Prof. Saptarshi Purkayastha November 18-22, 2013 50,000* 32Prof. Nandakumar M K IIMK 42,500**

Changing the Managerial Mindset Prof. Sumit Mitra January 31 - 35,000* 32from Operational to Strategic in February 2, 2014 30,500**the Globalization Context IIMK

Service Tax as applicable will be charged extra, * Residential, ** Non Residential

27

BUSINESS MODELINNOVATIONS FOR PROFITABLE

GROWTH OF FIRMSJune 5-7,2013 | September 4-6,2013

OVERVIEWOf late, the corporate attention has been shiftingto unserved and underserved markets owing tofierce price battles of cut-throat competition with‘me-too product / service offerings’ in theconventional established markets. Even with inthe well-served markets, prudent firms tend toidentify and leverage latent business opportunitiesin the form of unaddressed or under-addressedmarkets called ‘white spaces’ in the parlance ofbusiness coupled with profitable growth over andabove their attempts to secure and sustaincompetitive advantage in the existing markets.Thus, a smart company has a penchant for creatingnew markets or / and reinventing existing marketsby creatively making or breaking the business rulesof the game in any industry. This exercise entailschallenging and redefining the otherwise taken-for-granted assumptions about the price-performance parameters in any industry inaddition to developing a transcendental view ofthe boundaries of industries, technologies,organizations, conventional value chains, productand process innovations in any industry bothspatially and temporally. At a time whentechnologies and organizations in isolation find itdifficult to offer a unique and compelling valueproposition to customers in a constantly changingbusiness environment, boundary-spanning businessmodel innovations come in handy to firms with apredilection to think out of the box by being

unconventional in their product / service offeringsto markets.

LEARNING OUTCOMESThe key objective of this program is to helpparticipants to explore and exploit latent businessopportunities within, between and beyond theexisting markets for their organizations in additionto strategic moves towards achieving andsustaining competitive advantage in the existingmarkets, regardless of the industry, geography andthe current phase of business cycle of their firms.The programme would also equip them withappropriate tools, techniques and frameworks tocarry out a diagnostic analysis of their firms’business models in the context of their market,industry and beyond, craft a new business modelor redefine an existing business model and offer acompellingly unique Value Proposition to theirtarget customers and last but not least is to playwith a portfolio of business models across timeand space and make their businesses thriveincessantly. The crux of the whole exercise is toassist participants in making a realistic assessmentof their firms’ current business models andequipping them with tools and techniques tocreate new business models whereby theirorganizations can profitably progress by leaps andbounds, no matter how fiercely competitive ormature their industry / market might seem to beotherwise.

LEARNING THEMES Building Blocks of a Business Model and the

Strategy Canvas Framework for developing strong business

models

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Generating new business model ideas Hidden patterns behind various business models

used across the globe Creative unbundling and rebundling of existing

business models Lessons from analogs and antilogs across

industries Discovery-driven planning in steering the

successful evolution of one’s business modelacross its lifecycle

Clear focus on tracking five key metrics of anybusiness model

Value Innovation – Analytical Tools andFrameworks

Strategic reconstruction of market boundaries Sources of profitability and competitive

advantage in a business model – An integrativeapproach

The Four-Box Business Model Framework The Seven Domains of attractive business

opportunities Exploring and exploiting latent business

opportunities within, between and beyond theexisting markets

Designing and implementing new businessmodels

Development of futuristic scenarios and carryingout ‘What If’ Analysis

Tools for generating business model prototypessuch as Visual Thinking

Implementing business models in organizations Making Business Model Innovation as a

repeatable process Managing multiple business models Multi-faceted evaluation of business models

PEDAGOGYIt would be a mix of lectures, case discussions,sharing of experiences and interactive simulationsbetween the participants and the instructors.

PARTICIPANT PROFILEThe program is beneficial to senior and middle-level managers / executives in organizations ofany size in any sector (public / private) along withentrepreneurs with businesses in any industry, inany region and any phase of the business cyclewith an aspiration to explore and exploitbusiness model innovations towards achieving andsustaining a blend of profitable growthand competitive advantage for their organizations.

FACILITATORProf. Suram Balasubrahmanyam

ENTREPRENEURSHIPAND NEW VENTURES

June 24-28, 2013

OVERVIEWThis programme introduces the participants to thebasics of Entrepreneurship. It helps theparticipants to understand the entrepreneurialprocess and exposes them to the challenges,problems and issues faced by entrepreneurs whostart new ventures. This programme will bebeneficial to those who are either interested inlaunching their own business venture or workingfor a smaller business. It provides detailedguidelines for successfully launching and growingan entrepreneurial venture.

CONTENTS Recognising Opportunities and Generating Ideas Feasibility Analysis Writing a Business Plan Developing an Effective Business Model

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Preparing the Proper Ethical and LegalFoundation

Assessing a New Venture’s Financial Strength andViability

Building a New-Venture Team

Getting Financing or Funding

Unique Marketing Issues

The Importance of Intellectual Property

Preparing for and Evaluating the Challenges ofGrowth

Strategies for Firm Growth

Franchising

Salient features of the programme:Use of case studies to discuss various aspects ofentrepreneurship;

Use of simulation to gain a better understandingof how an entrepreneurial firm can be managedeffectively; and

Use of videos which are helpful in gaining insightsinto the entrepreneurial process.

FACILITATORProf. Nandakumar M K

MANAGING IT/ITES FIRMSAugust 19-22, 2013

OVERVIEWIT/ITES is an arche type of a knowledge economy.Firms in the Indian IT industry contribute around6% of India’s GDP and form around 25% of exportrevenues for the Indian economy. Unlike traditionalmanufacturing and service firms, these firms arecharacterized by low capital intensity, low R&Dintensity, high knowledge intensity and high humancapital intensity. Thus, managing IT/ITES firmsposes a gamut of challenges distinct fromchallenges that managers in traditional firms face.Moreover, knowledge intensive services employtechnical specialists (for example IT engineers incase of IT firms). Although these specialists havea technical orientation, they rarely have anorientation towards management of IT/ITESbusinesses. This programme aims to address thetransition of these specialist managers from afunctional orientation to a business orientation

helping them build a perspective of managing IT /ITES in a highly dynamic and volatile environment.

LEARNING OUTCOMEThe key objective of this program is to helpparticipants overcome their functional andtechnical orientation and help them develop aoverall business perspective in management of IT/ITES firms. The programme would equipparticipants develop a holistic perspective on IT/ITES industry as well as help them developcapacities to manage these firms in an effectivemanner.

LEARNING THEMES Business & Economic environment and how itimpacts IT/ITES firms

Analyzing the structural changes across IT/ITESindustries and identifying key strategicpositions.

Alignment of strategic objectives andPerformance: Using Balanced Score Card as aperformance measure in IT/ITES firms

IT / ITES Services Marketing: understanding B2Bservices, Relationship versus transactionmarketing, Value proposition

Process Excellence: Technology as an aid toprocess excellence. How can IT/ITES servicefirms signal quality of delivery to clients?

Managing Human Capital: Recruitment, training,development and retention of knowledgeworkers.

Managing Highly volatile environments –Alternative Strategies for growth across IT / ITESfirms

PEDAGOGYIt would be a mix of lectures, case discussions andexperience sharing between the participants andthe instructors.

PARTICIPANT PROFILEThe Programme is intended for functionalmanagers of (including project managers of IT andITES firms). Organizations need to send theirparticipant’s direct reporting relationship,designation and turnover of the organizations aspart of their nomination.

FACILITATORProf. Rajesh Srinivas Upadhyayula

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LEVERAGING CRITICALRESOURCES FOR

STRATEGIC RENEWAL OFORGANIZATIONS

August 19-23, 2013 | November 4-8, 2013

OVERVIEWA new competitive business landscape has beenemerging owing to multiple strategicdiscontinuities of the constantly changing businessenvironment such as shrinking product life cycles,plethora of choices to the customer, exactingdemands of the buyers’ market, low prices,blurring of industry boundaries, opening up ofglobal markets, intense foreign competition indomestic markets, increasing rate of technologicalchange and diffusion, increasing focus oninnovation and continuous learning in theknowledge-intensive competitive landscape,emergence of disruptive business models anddescalation of time frames for strategic actions.Faced with such an ever-spiralling complexityin the business environment, firms mustdevelop new strategies and new ways oforganizing to deal with this exceedinglycomplicated landscape.

The only way organizations can cope with thesestrategic discontinuities, in their pursuit ofstrategic self-renewal, is to develop and maintainstrategic flexibility whereby new sources of wealthcan be created through new combinations ofresources. It is through such a strategic flexibilitythat any organization can endeavour to achieve adynamic fit between the organization and itsenvironment. Simultaneous exploration andexploitation of various resource configurationsacross different possible functional, cross-functional, cross-unit, cross-hierarchical andcross-value activities is critical to any firm in itsjourney of constant self-renewal. Underlying allthese strategic moves is the pivotal / centralconcept of resource leverage. There are real-timeevidences of some seemingly resource-poor start-up companies outwitting some resource-rich andwell-established firms by means of smartorchestration of the few resources that they haveby being unconventional in their strategies. Allthese call for a systemic approach to leveragingresources, whether tangible or intangible. Aholistic approach of this kind entails augmentingrevenues from current markets while creating newmarkets and value innovations over and above

creative cost-cutting strategies. It is thus bothresource-effectiveness and resource-efficiency areachieved by organizations in their pursuit ofbusiness excellence, competitive advantage,corporate longevity and profitable growth.

LEARNING OUTCOMESThe key objective of this program is to helpparticipants to look at their organizations fromthe lens of resource leverage framework in theirquest to overcome resource constraints by creativeunbundling and rebundling of resources towardsunleashing the hidden potential of theirorganizations. Participants can capture akaleidoscopic view of various best resourceleverage practices of successful organizations indifferent industries across the globe. These includevirtually the whole gamut of critical resources thatfirms own / access ranging from human resourcesthrough R & D, innovative business models,product-market combinations to productionsystems and the rest. The importance of nurturingbifocal vision comprising a blend of inside-out andoutside-in perspectives to corporate excellenceis emphasized in this programme. It endeavoursto highlight a firm’s resource flexibilities and theco-ordination flexibilities of a firm’s managers inimagining new configurations and uses for currentand new resources. The ultimate objective is tohelp participants to explore and exploit theproactive and reactive organizational potentialcreated by a flexible configuration of resourcesand broad strategic schemas whereby a firm canincorporate various strategic options for possibleextension of its domain of competence andcorresponding opportunity set to create value inthe market and thereby inspire them to achieveand maintain a dynamic fit between organizationand environment.

LEARNING THEMES Leveraging Resources in General Leveraging Information Technology Leveraging Human Resources Leveraging Product Market Combinations Leveraging Strategic Alliances Leveraging R & D / Technology Leveraging Operations / Production Systems Leveraging Innovation and Knowledge

management Architecture Leveraging Financial Resources Leveraging a firm’s Absorptive Capacity

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How to make rational decisions How to own the responsibility? How to think differently? How to be more comfortable with your own

creative abilities?

COURSE COVERAGE Human Heritage: Problem solving, Intelligence,

Creativity, and decision making Intuition and knowledge Knowledge, Creativity and inspiration Creativity and evolution Intuition and Insight Motivation, Imagination and creativity Intuition, knowledge, intelligence, wisdom and

creativity Problem Solving Problem recognition, formulation and solution Attitudes toward problems Types of problems Creative Problem Solving Techniques Complex problem solving Ideation Techniques Estimation Puzzles for the virtuoso Decision Making Judgments and comparisons Rational and naturalistic decision making Decision making under uncertainty Decision analysis techniques Mind Maps and Causal Maps Analytical decision making

Leveraging Innovative Business Models Tracking Metrics of Progress

PEDAGOGYIt would be a mix of lectures, case discussions,sharing of experiences and interactive simulationsbetween the participants and the instructors.

PARTICIPANT PROFILEThe program is beneficial to senior and middle-level managers / executives in organizations ofany size in any sector (public / private) along withentrepreneurs with businesses in any industry, inany region and any phase of the business cyclewith an aspiration to explore and exploit businessmodel innovations towards achieving andsustaining a blend of profitable growth andcompetitive advantage for their organizations.

FACILITATORProf. Suram Balasubrahmanyam

PROBLEM SOLVING ANDDECISION MAKINGSeptember 5-7, 2013

OVERVIEWThe basic objective of this course is based on thetenets that creativity can be effectively taughtthrough systematic learning and trainingmethodologies. The purpose is to encourage theparticipants to exercise their imagination andoriginality to become an effective and creativedecision maker.The participants can learn: How to formulate problem and evaluate its

solutions?

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Problems and benefits of analytic decisionmaking

Creativity for problem solving and DecisionMaking

Perspectives on Creativity Realm of creativity and limits to creativity Creativity and creative people Types of creativity and its framework Individual and team creativity Conditions for creativity Training for creativity Artificial creativity Examples of creativity and creative people Creative techniques and exercises

PEDAGOGYThe pedagogy for the program will be a mix oflectures, hands-on exercises, activities and casediscussions.

PARTICIPANTS PROFILEThe program is aimed at middle level executives/professionals and above.

FACILITATORProf. Anjan Kumar Swain

STRATEGIC ANALYSIS FOR MANAGERSNovember 18-22, 2013

OVERVIEWThis programme provides an opportunity tounderstand and examine the various strategies thatfirms can adopt to achieve sustainable andprofitable growth in the new global andcompetitive environment. It recognizes that whileformulating and implementing strategies,organizations are required to address the needsof their shareholders and accept responsibilitiestowards a larger set of stakeholders, namely,customers, suppliers, and members of the society.Specific objective of the programme are,

to inculcate strategic thinking, therebyunderstanding power play within and betweenorganizations.

analyzing the industrial landscape of a firm

implications of different growth strategies

In order to attain these objectives, the programmewill utilize important analytical techniques usedfor strategy formulation.

PARTICIPANTS PROFILEThe programme is meant for managers of mediumand large sized organizations with aspirations forgrowth. Organizations would benefit more from theprogramme if they sponsor a team of managers.Specifically, managers heading a business unit/profit centre who are expected to take up such responsibility

in the near future willing to move into roles that require handling

of strategic issues.

PROGRAM CONTENTS Strategic Thinking: Learning from War Understanding Competition Growth Strategies: Diversification, Mergers &

Acquisitions, Joint Ventures and StrategicAlliances

Analytical Techniques for industry analysis Firm Level Analysis: Value Chain Analysis,

Competition vs. Cooptation Business in Emerging Economies Competing with China Scenario Planning

PEDAGOGYThe programme will use multiple modes ofinteraction such as lectures, case analysis andpresentations. In addition to best selling cases,participants would also be provided with readingson concepts and links of articles within the web(in public domain) to aid self exploration bymanagers.

FACILITATORSProf. Saptarshi Purkayastha andProf. Nandakumar M K

CHANGING THE MANAGERIALMINDSET FROM

OPERATIONAL TO STRATEGIC IN THEGLOBALIZATION CONTEXTJanuary 31 - February 2, 2014

OVERVIEWGlobal recession has turned attention ofmultinationals from developed countries towardsthe emerging economies of BRIC. Both the largestmarkets and manufacturing bases are here. In orderto compete in this changed business environment,firms originating from BRIC economies need to have

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a strategic outlook that is suited to a globalizedeconomy.

Successful organizations are those that are ableto align/ realign themselves with the new realities.Managers originating and working in emergingeconomies like India need to reorient their mindsetfrom being operational to more strategic. Theoperational mindset had its roots in monopoly,demand exceeding supply and cost driven business.The only constraint for these managers wasresource availability. Today customers are moreknowledgeable and demanding whereasorganizational practices have to be more globallyaligned. Therefore managerial decisions have toencapsulate a much larger perspective thanimmediate operations. This cannot afford to bean extension of existing position or even anoverambitious project. Both are suboptimal indetermining a sustainable competitive position ifthey fail to simultaneously to capture the essenceof winning and also create organizationcommitment.

A strategic mindset will not look at performanceimprovement but to capture opportunity, not lookat resource gap but to leverage resource positionand consider the future to plan backwards ratherthan consider the present and plan for future.

LEARNING OBJECTIVEAs part of this MDP, participants will get a handleon: Understanding of globalized environment so

as to capture new opportunities in it

Matching organization long term goals toreinterpret opportunities

Leveraging resource position to capturebenefits from new opportunities

Reinterpreting operational challenges fromresource positions to match new opportunities

PEDAGOGYThe pedagogy will provide corporate casesituation discussion in a real life managerialcontext by participants to come at viable andexecutable strategies. This class room methodwill closely resemble a strategic situation roomwhere a team of managers take critical decisionson strategic issues of the organization.Experiential learning of working in teams,consensus based decision making and role playincluding that of top management decision makerwill be experienced in classroom situation.

PARTICIPANT PROFILEThis program is aimed at managers in medium tolarge organizations who are in the early stages ofinvolvement in strategic decision making, havingmoved up from operational levels or areearmarked to take up more strategic roles fromtheir roles as senior operational decision makers.

FACILITATORProf. Sumit Mitra

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OPERATIONS MANAGEMENT

Service Tax as applicable will be charged extra, * Residential, ** Non Residential

Programme Title Facilitator Date and Location Fees (Rs) Page #

Enterprise Risk Management with Prof. Saji Gopinath May 6-9, 2013 - 35Special Emphasis on Operational Risk IIMK- Cochin Campus 42,500**Management

Agile Project Management Prof. Saji Gopinath June 13-15, 2013 - 35IIMK- Cochin Campus 35,000**

Operational Excellence through Prof. G Thangamani June 26-29, 2013 42,500* 36Lean Six Sigma IIMK 37,500**

High Performance Supply Chains for Prof. Saji Gopinath July 1-3, 2013 - 37Strategic Excellence: An Intervention IIMK- Cochin Campus 35,000**Workshop for Small and Medium ScaleEnterprises

Project Planning, Implementation, Prof. Saji Gopinath July 10-12, 2013 - 38Monitoring & Evaluation: A project IIMK- Cochin Campus 35,000**Leadership Programme forHigh Performing Projects

Excellence in Manufacturing Prof. Saddikuti July 22-25, 2013 42,500* 38Venkataramanaiah IIMK 37,500**

Lean Manufacturing and Beyond Prof. Anand G July 22-25, 2013 42,500* 39IIMK 37,500**

Project Management in Work Prof. Rupesh Kumar Pati August 27-30, 2013 42,500* 40Environment IIMK 37,500**

Sustainable Supply Chain Management Prof. Saddikuti September 2-4, 2013 35,000* 41Venkataramanaiah IIMK 30,500**

Introduction to Operations and Prof. Sanjay Jharkharia September 16-20, 2013 50,000* 42Supply Chain Management IIMK 42,500**

Design and Delivery of Affordable Prof. Saddikuti October 28-30, 2013 35,000* 43Health Care Venkataramanaiah IIMK 30,500**

Design and Delivery of Affordable Prof. Saddikuti November 13-15, 2013 - 43Health Care Venkataramanaiah IIMK- Cochin Campus 35,000**

Strategically Designing & Managing Prof. Rupesh Kumar Pati Novembe 26-29, 2013 42,500* 44Complexities of Sustainable Supply Chain IIMK 37,500**

Green Business Strategy Prof. Rupesh Kumar Pati January 15-17, 2014 35,000* 45IIMK 30,500

Practices in Logistics and Supply Prof. Sanjay Jharkharia Janury 16-18, 2014 35,000* 45Chain Management IIMK 30,500**

Basics of Data Analysis in Decision Making Prof. C Raju January 21-23, 2014 35,000* 46

IIMK 30,500**

Advanced Data Analysis in Decision Making Prof. C Raju February 20-22, 2014 35,000* 47

IIMK 30,500**

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ENTERPRISE RISK MANAGEMENTWITH SPECIAL EMPHASIS

ON OPERATIONALRISK MANAGEMENT

May 6-9, 2013 | IIMK- Cochin Campus

OVERVIEWIt is said “anything worth doing will have risksassociated with it”. With the advancement incomputer networks and globalization making theworld increasingly complex, the need to managethe risk in decision making is on the rise. The recentturmoil in financial markets and resultant drasticchanges in environment is necessitating the needto relook at our tools, techniques and philosophiesthat drive the performance- strategic andoperational- of organizations with a view to avoidthe possible pitfalls in the future. As economy isslowly emerging out of recession, the need forincorporating risk into strategic and operationalplans is increasingly being realized. This course onRisk Management addresses this issue in detail andprovides insights and frameworks to proactivelymanage the risk in different operational situationsranging from manufacturing to projects.

LEARNING OUTCOMESThe program will help managers to learn:

To identify and articulate the risk associated withprojects and operations

How to use enterprise risk managementframework to minimize the impact of risk

To hone their skills in Business ContinuityManagement

PROGRAM THEMES AND COVERAGEThis program seeks to provide inputs on the topicsof: Project Risk Product risk Operational Risk: Internal and External Business Continuity Planning Enterprise Risk Management

PARTICIPANTS PROFILEThe program is designed for risk managementexecutives of Non-Financial Institutions.

PEDAGOGYThe program will include various methods oftraining such as lectures, discussions, case studies,simulations and computer exercises. Thesemethods will be used to provide inputs to facilitateconceptual understanding and hands on experiencein managing risk in complex settings.

FACILITATORProf. Saji Gopinath

AGILE PROJECT MANAGEMENTJune 13-15, 2013 | IIMK- Cochin Campus

OVERVIEWThe classical models of project management havedemonstrated limited success especially in dynamiccontexts exist in emerging domains like IT and hightechnology ventures. The inability of customer toforsee and articulate the requirements accuratelyoften results in scope creep and time& costoverruns. This necessitate the need for a completerethink in the way we execute our projects andhave to question the underlying assumptions of theconventional project management techniques.Agile Project Management is a new model ofproject development which is ideally suited fordesigning and executing projects in highly dynamicenvironments that demand constant customer

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interaction and flexibility. Through a structurediterative approach that provide flexibility andagility, the Agile Project Management methodologyseeks to address age-old problems that plagueprojects to create an effective learningenvironment for executing high performingprojects. Through this leaner and more structuredapproach to project management, organizationscan respond far more quickly to change, therebyproviding a clear roadmap for implementing high-priority initiatives.

LEARNING OUTCOMESThe program will help executives to :

Understand the nuances of agile projectmanagement for design and implementing hightech projects

Understand the various agile models that couldbe adopted for managing software projects

Help organization to migrate their project teamseffectively to Agile Project Environments

PROGRAM THEMES AND COVERAGE Principles of Agile Project Management and the

Agile Manifesto Principles of Scrum, eXtreme Programming and

Lean software development Managing Requirements and User Stories Time boxing and Prioritisation Agile Project, Release, and Iteration Planning

Stakeholder management Agile Business Analysis Quality and Agile Testing Organsaitional aspects of Agile Project

Management Transition to Agile Environment for conventional

project organisations

PARTICIPANTS PROFILEThe program is designed for project Managers andheads of Training and Development Divisions of ITand other high Tech project managementorganisations

PEDAGOGYThe program will include various methods oftraining such as lectures, discussions, case studies,simulations and computer exercises.

FACILITATORProf. Saji Gopinath

OPERATIONAL EXCELLENCETHROUGH LEAN SIX SIGMA

June 26-29, 2013

OVERVIEWLean Six Sigma is a business management strategythat enjoys wide-spread applications in manysectors of industry. These concepts have helpedcompanies to remain competitive, innovative andprofitable. “Lean” implementation reduces non-value adding activities and wastes from processesleading to cost and cycle-time reduction, customersatisfaction. Six Sigma drives customer satisfactionthrough standardized high quality by reducingvariations and decreasing defects.

This programme will provide an introduction to theconcepts of “Lean” and “Six Sigma” to executivesor organizations interested in waste reduction,

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quality and process improvement. Modules will behelpful to implement an integrated “Lean SixSigma” approach focused on realizing return oninvestment and bottom line impact. The principlesof Lean and Six Sigma will be discussed through anintegrated approach. Manufacturing and non-manufacturing firms who are just getting startedor contemplating a Lean Six Sigma initiative willfind this programme valuable. To aid in illustratingthe application of these principles to diverse andglobal businesses, various case studies have beenselected and included. Lean Six Sigma can be usedas a framework to foster improved performanceand ensure continued customer satisfaction andloyalty.

OBJECTIVES Introduce participants the concepts of “Lean”

and “Six Sigma” and the need for an integratedapproach

Introduce participants to the Lean Six sigmamethodologies

Provide information on how to select andconduct Lean Six sigma projects

Introduce participants with the tools andtechniques of Lean Six sigma.

Demonstration and applications of tools throughcase studies

Develop a plan for starting a Lean Six sigmajourney in your organization.

CONTENT Six sigma and Lean Philosophies and Principles Integrating Lean and Six sigma Project selection for Lean Six sigma Lean Six sigma methodologies Tools and Techniques of Lean Six sigma Demonstrating methodology through case

studies Ensuring success of a Lean Six sigma initiative

PARTICIPANTS PROFILEManagers / Executives responsible for production,quality, maintenance, procurement, research anddevelopment, marketing, service etc.

PEDAGOGYThe teaching methodologies would includeappropriate mix of lectures, numerical examples,case studies and group activities & presentations.

FACILITATORProf. G Thangamani

HIGH PERFORMANCESUPPLY CHAINS FOR STRATEGIC

EXCELLENCE:AN INTERVENTION

WORKSHOP FOR SMALLAND MEDIUM SCALE ENTERPRISESJuly 1-3, 2013 | IIMK- Cochin Campus

OVERVIEWSupply Chain Management is one of the keyfunctions of modern day management that focuseson the co-ordination of procurement, production,logistics, distribution and marketing aspects ofbusiness with the objective of eliminating wastageand to enhance the competitive advantage. TheSCM encompasses a wide range of issues of strategicand operational importance for manufacturing andservice industries. These include specific issues onnetwork design, facilities location andmanagement, production and activities planning,logistics and distribution design to very complexissues of managing the seamless integrationbetween geographically distributed entities. Asthe basic operations functions in manyorganisations have already attained high levels ofefficiency, their effectiveness can be enhancedonly from a system perspective of the whole chain,involving a large number of distinct entities withdifferent organisational cultures. Supply ChainManagement addresses this complex issue ofmanaging the whole chain that extends fromsupplier’s supplier to customer’s customer. Thisprogram of Supply Chain Excellence focuses onSupply Chain Intervention strategies required forSmall and Medium scale Enterprises to enhancetheir efficiency and effectiveness.

LEARNING OUTCOMESThe program will help CEOs and Top Executives to:

Identify how Supply Chain Interventions canactually help them to improve their level ofoperations- both strategic and operational

Design and develop specific SC strategies fortheir organizations

PROGRAM THEMES AND COVERAGEAs an intervention workshop, the program helpsthe owner/CEOs of the MSME units to craft viablestrategies to develop high performing supply chainsfor their organisations.

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PARTICIPANTS PROFILEThe program is designed for CEOs and TopExecutives of Family run Businesses and Small andMid Size companies with high growth potential.

PEDAGOGYThe program will include various methods oftraining such as lectures, discussions, case studies,simulations and computer exercises. The entireprogram is conducted on an experiential modewithin the framework of an intervention lab.

FACILITATORProf. Saji Gopinath

PROJECT PLANNING,IMPLEMENTATION, MONITORING &

EVALUATION: A PROJECTLEADERSHIP PROGRAMME FOR HIGH

PERFORMANCE PROJECTSJuly 10-12,2013 | IIMK- Cochin Campus

OVERVIEWProject Management is one of the key areas thatrequire maximum attention from the management.The non-repetitive, irreversible nature of activitiesand huge capital investment make the knowledgeof scientific and advanced skills mandatory forproper management of projects. The number oftasks and their interrelationship is very complexeven in the case of a small project resulting incost and time overruns. This Project Leadershipprogram looks at various facets of designing andmanaging complex projects and illustrates how agood project management practices can result inhigh performing projects

LEARNING OUTCOMESThe program will help managers to learn: To distinguish between uncertainty and

complexity elements in large projects How to use structured project methodology to

address complexities in projects To lead the project implementation team

effectively to ensure high performance in theproject environment

PROGRAM THEMES AND COVERAGEThis program seeks to provide inputs on the topicsof: Project Life Cycle

Project Design and Plan Development Project Resources Management : Internal and

External Project, Tracking Monitoring and Evaluation Introduction to new methods for managing

projects like Agile project management

PARTICIPANTS PROFILEThe program is designed for executives involvedin Project Management roles in Government, publicsector and private sector enterprises.

PEDAGOGYThe program will include various methods oftraining such as lectures, discussions, case studies,simulations and computer exercises. Thesemethods will be used to provide inputs to facilitateconceptual understanding and hands on experiencein managing complex projects.

FACILITATORProf. Saji Gopinath

EXCELLENCE IN MANUFACTURINGJuly 22-25, 2013

OVERVIEWProgramme is aimed at enabling practicingmanagers to update their understanding andappreciate the emerging role of manufacturing inchanging competitive business environment. Theprogramme focuses on competing throughmanufacturing. The programme will highlightvarious tools, techniques and concepts needed tounderstand and evolve a framework for makingdecisions in the context of manufacturing andclosely related functions. The programme alsofamiliarizes the participants on various drivers ofexcellence in manufacturing, best practices inmanufacturing, emerging trends in manufacturingand implementation issues.

OBJECTIVES Develop awareness on various factors leading

to manufacturing competitiveness. Enable managers/executives to understand the

underlying managerial concepts and principlesfor developing appropriate strategies at thefirm/divisional level and recognize theirimplications for manufacturing strategy.

Develop an appreciation for the role ofmanufacturing and operations in competitivebusiness environment.

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Develop means of implementation of bestpractices that help in achieving excellence inmanufacturing.

COVERAGE Decision framework and challenges Dimensions of manufacturing competitiveness Bottle neck analysis Restructuring of manufacturing systems Toyota Production System TQM, Statistical process control and TPM Working Capital Management Work Culture and workforce management Manufacturing Strategy Implementation issues

PARTICIPANTS PROFILEMiddle and Senior Level Managers with five to tenyears of experience in the area of ManufacturingPlanning and Control and related functions.

PEDAGOGYThrough lectures, case discussions and examplesand illustrations based on real life situations.

FACILITATORProf. Saddikuti Venkataramanaiah

LEAN MANUFACTURINGAND BEYOND

July 22-25, 2013

OVERVIEWCompanies around the world are attempting toimprove their products and services while at thesame time reducing waste and corresponding costs

through various means such as Business Process Re-Engineering (BPR), Automation, Six-Sigma, LeanManufacturing (LM), Reliability CentredMaintenance (RCM), etc. Among these initiatives,the philosophy of Lean Manufacturing has attractedthe attention of many industries. Successfulimplementation of a Lean Manufacturing improvesan organization’s market and financialperformance. However, many aspects of LeanManufacturing are counterintuitive to traditionalmanufacturing thinking and practices. Hence, itbecomes important that organizations adopting alean approach understand the scope, the differenttools, techniques, practices, procedures,guidelines (in short, ‘elements’), and the potentialcapability of lean. This programme is designed tohelp you and naturally your organization gain anunderstanding of the scope of a lean effort. Itprovides valuable insight into lean elements, andrecommends tips for an implementation roadmap.Lean efforts are not just limited to manufacturing;a lean mindset applies to any process. It can beused to reduce waste and add value to processesin the office, in maintenance, in R&D and even insupply chain. In particular, the impact of a leanapproach in the entire supply chain can be evenmore dramatic than in manufacturing processes!This programme also equips you and yourorganization to understand the supply chainaspects, the impact of lean efforts on supply chain,application of lean elements outside yourorganization and reduce wastes that happen in theentire chain.

LEARNING OUTCOMESAt the end of this programme, the participants willbe able to:

Understand the fundamental concepts behind

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Lean Manufacturing and Supply ChainManagement

Appreciate the utility and capability of LeanManufacturing

Utilise and implement various lean tools not onlyin manufacturing, but also in supply chain andother business processes

Adjust and adapt themselves to the lean culturethat may prevail within an organisation

PARTICIPANTS PROFILEThe program is designed for supervisors, engineersand middle-level managers, who will be takingactive part in the Lean Manufacturing efforts ofan organization. Even, the Graduate EngineerTrainees (GETs), Management Trainees (MT), theEntrepreneurs and CEOs of small and medium scaleorganizations, who are novice and having littleknowledge about Lean Manufacturing can benefitfrom this programme.

LEARNING THEMES Lean Manufacturing An overview of lean manufacturing: concepts,

capabilities and limitations LM elements – concepts, applications and

limitations Implementation – approach, hurdles and case

studies Assessment – performance measures and

methodology Application of lean in other business processes

such as R&D, maintenance Lean Supply Chain An overview of supply chain concepts Impact of LM on supply chain LM elements for supply chain Applications and examples

PEDAGOGYThe pedagogy involves: Class room teaching and lecturing Group activities and presentation Case studies Other multi-media tools such as videos,

animations, etc.

FACILITATORProf. G Anand

PROJECT MANAGEMENT IN WORKENVIRONMENT

August 27-30, 2013

OVERVIEWRegardless of industry size, project driven or not,companies (core as well as ITES) can leverageproject management capability into a competitiveadvantage by completing work on time and onbudget in an environment which reinforcesalignment with organizational strategy. In the past,many of projects have failed not due to lack oftechnical expertise but due to limited knowledgeof project management by the team leaders andmanagers. The non-repetitive, irreversible natureof these activities and huge capital investmentmakes the knowledge of scientific and advancedskills mandatory for proper management ofprojects. In the case of IT industry, most of theoperations are carried out in the project mode.The Software project management is becoming aKey Success factor along with technical skills ofthe IT architects. This programme is designed toimpart necessary skills in managing large projectsin different domains ranging from construction toIT.

OBJECTIVEThrough this course the participants will learn howto initiate, execute, control and close a project aswell as analyze the information in order to drawconclusions that will benefit the organization fromthe outcomes. Upon completion of this course theparticipants are expected to be able to: Applyproject management principles to businesssituations, apply tools and techniques for effectivemanagement of time and costs in projects,managing uncertainty in projects, hands on trainingwith MS project software

PARTICIPANTS PROFILEThis program is ideally suited for Project Managersand Project Leaders with at least 3-5 years of workexperience and working as Middle/senior levelexecutives who are responsible for managingchange and new initiatives in a projectenvironment.

COVERAGE Introduction to Project Management Project Selection & Formulation Project Time and cost estimation Developing Project Plan Working and interpretation with MS project Resource Management

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Managing uncertainty in project Progress, Performance measurement and

evaluation Critical Chain Project Management Project Quality Project Organization, Teams & leadership Negotiation and conflict management in projects Software Project Management (Frame works &

Models) Agile Project Management

PEDAGOGYThrough lecture, class discussion, case studyapproach, real-world examples and exercisesdrawn from the experiences of both instructor andattendees.

FACILITATORProf. Rupesh Kumar Pati

SUSTAINABLE SUPPLY CHAINMANAGEMENT

September 2-4, 2013

OVERVIEWSupply Chain Management (SCM) has drawn enoughattention from both practitioners and academiciansfor the past three decades. Many organisationsworldwide realized many financial and non-financial benefits by adopting SCM. Of late manyorganisations are adopting sustainable supplychains (SSCs) to meet environmental, social andfinancial obligations. From a recent survey byMcKinsey, more than 50% of the organisationscovered in the study are concerned about issues

related to design and implementation of SSCsincluding definition of suitable performancemeasures and their integration in the existing SCs.Design and implementation of SSCs requiresfocused effort in terms of design, planning andimplementation using suitable approaches andmeasures that are more appropriate.

The proposed three day programme is aimed athigh lighting important design and implementationissues pertaining to sustainable supply chainmanagement with a special emphasis on developingeconomies perspective by drawing suitableparallels from developed economies.

OBJECTIVES Provide framework for building and maintaining

sustainable supply chains from regulatory,environmental, social and financial perspective.

Help practicing managers to understand theunderlying concepts and development of suitableperformance measures and analyticalapproaches to design SSCs.

Equip managers with important issues relatedto organisation structure and financial structurethat supports SSCM practices.

Help managers to understand and comprehendinterfaces of sustainable SCs.

Facilitate in better performance managementand their integration with the SC practices.

COVERAGE Strategic importance of sustainable supply chain

management

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Opportunities and Challenges of SSCs Importance of environmental, social and

economical issues on SSCs Design and evaluation of SSCs Product and Process Management for sustainable

SCM Organisational and Financial structure of SSCs Triple Bottom line Performance Interfaces and Implementation issues

PARTICIPANTS PROFILESenior Level Managers, with about 15 years ofexperience, involved in Design and implementationof Supply Chain Strategy and closely relatedfunctions at sufficiently senior level in theorganisation.

PEDAGOGYThrough lectures, case discussions and examplesand illustrations based on real life situations.

FACILITATORProf. Saddikuti Venkataramanaiah

INTRODUCTION TOOPERATIONS AND SUPPLY CHAIN

MANAGEMENTSeptember 16-20, 2013

OBJECTIVE To help the participants in understanding the

basics of Operations and Supply ChainManagement

To apprise the participants of the potentialadvantages of implementing the Supply ChainManagement Practices and hence forth motivateand train them in that direction.

To train the participants in having a criticalevaluation of operational activities in theirorganization and take corrective actions for theimprovement

To have open case-based discussions on latestoperations and SCM practices being followed byleading companies

Finally, the program will consider operationsstrategy issues in an integrative manner bydeveloping the interrelationship betweenoperations, finance, and accounting.

COVERAGE Introduction to basics of operations management Introduction to process analysis and bottleneck

related issues Introduction to JIT Introduction to Theory of Constraints Service Operations Management Aggregate Production Planning with optimal use

of resources Operations strategy development Whether to outsource or not? Strategy for

outsourcing Review of SCM practices being followed in Indian

Industries Best practices being followed by Global Leaders

(case studies) Logistics related issues such as outsourcing, 3PL

etc. Performance measurement of supply chains.

PARTICIPANTS PROFILEJunior to middle level corporate professionals whoare directly or indirectly associated withoperational activities of their organization

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PEDAGOGYMainly lectures and cases. Group activities andmanagement games will also be undertaken tosupplement lectures and cases.

FACILITATORProf. Sanjay Jharkharia

DESIGN AND ELIVERY OF AFFORDABLEHEALTH CARE

October 28-30, 2013 | November 13-15, 2013IIMK- Cochin Campus

OVERVIEWThe shift in economic growth of nations, agingpopulation and awareness on health care forcinghealth care providers to look at their practices ofdesign and delivery of affordable health care. Oflate health care has become decisive factor forpolitical leadership in many countries includingdeveloped and developing countries. With thecontinued growth in healthcare demand, focus inthe Indian subcontinent has increased in theefficient delivery of care to improve both qualityof care and access to care. Hence, the attentionhas shifted to understanding, analyzing andimproving the health care delivery. In this directionmany educational institutions and health careproviders are focusing on capacity building indifferent areas of health care delivery.

The programme will focus on various issues andchallenges faced by health care providers and helpthe executives in health care to understand themanagerial issues in design and delivery ofaffordable health care.

OBJECTIVES Develop awareness on health care delivery at

macro and micro level Enable managers to understand demand side and

supply side drivers of health care delivery witha special emphasis on developing economies

Develop decision making framework for deliveryof affordable health care

Develop approaches for cost control, qualitymanagement and work force management

Develop supply chains for affordable health caredelivery

Develop means of implementation of bestpractices

COVERAGE Overview of health care industry

Challenges and opportunities in health caredelivery

Decision framework for health care delivery inemerging economies

Process improvement in health care atorganisation level

Cost control and capacity building in health caredelivery

Workforce and Resource management Quality Management in health care Working Capital Management Supply chain issues in health care Implementation issues and Best practices

PARTICIPANTS PROFILEMiddle and Senior Level Managers with five to tenyears of experience in health care industryincluding Hospitals, Pharma, insurance, policymakers in public and private sector organisationsand executives with relevant managerialexperience in health care industry.

PEDAGOGYThrough lectures, case discussions and examplesand illustrations based on real life situations drawnfrom both developed and developing economies.

FACILITATORProf. Saddikuti Venkataramanaiah

STRATEGICALLY DESIGNING &MANAGING COMPLEXITIES OFSUSTAINABLE SUPPLY CHAIN

November 26-29, 2013

OVERVIEWWith greater customer sophistication, increasingnetwork fragmentation, fast-paced globalizationleading to product life cycles shortening andincreased worldwide rivalries as well as economieslooking towards sustainability issues, the successdepends on effective global supply chainmanagement - being able to deliver the rightproduct to the right market at the right time. Thecomplexity involved in managing supply chains thatspan continents and dominate markets, demandsstrategies and systems that are agile, adaptable,and aligned. The theme in the modern day businessscenario is “Increase Service Levels and Reduce

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Costs in an environmentally friendly manner”. Thiscan be achieved by creating opportunities torevolutionize your operations through increasedefficiencies in the design and management of yoursupply chain. This is a multi-disciplinary programwith an attempt to expose the decision makers(present/future) in conducting effectivemanagement of facilities, inventories,transportation, information, outsourcing andstrategic partnering to improve operationalperformance are presented with real-world casestudies. The program is expected to help theparticipants conceive innovative strategies anddeploy differentiated solutions that can help theirorganization serve customers in an optimalfashion.

OBJECTIVEThe program focuses on the innovative ways inwhich organizations can leverage the supply chainto create and capture the most value for itscustomers. Particular emphasis is placed on thecross-functional coordination and collaborationthat are necessary to drive supply chain excellence,especially in the context of established andemerging economies. Areas that will be exploredin detail include points of supply and demand,global supply chains, sustainability, advancedtechnologies, and market implications. Broadobjective of the program is to provide the workingexecutives with sufficient inputs so as to assistthem in:

Designing their supply chains to improve supply-chain profitability

Efficient management of supply and demandusing product design, strategic sourcing andcontracts management by identifying supply-chain risks and designing of risk mitigationstrategies

Explore purchasing, production and distributionstrategies for a global environment

PARTICIPANTS PROFILEThis program is targeted for mid-level and seniormanagers responsible (or expecting to take a role)for leveraging supply chains for financial and

service performance. Participants should haveexperience in one of the following areas:operations, manufacturing, logistics, procurement,information technology management, marketing,new product development or distribution. Theyshould also either be responsible for, or contributeto, the supply chain decision-making process intheir company. The participants are typicallyexpected to be from the following industries:Automobile, Agribusiness, Electronics, Consumergoods, Cosmetics and Fashion Industry, Food anddrinks, Heavy industry, Pharmaceutical etc.

COVERAGEWe’ve carefully designed this program to maximizeyour personal and professional development. Theprogram has broadly the following coverage: Supply Chain Coordination and Integration Purchasing and Sourcing In a Supply Chain Managing Inventory and Designing Logistics Managing strategic alliance and partnerships in

Supply Chain Accurate Response in a Global Supply Chain –

Triple A strategy (agile, adaptive, aligned) Managing Supply Chain Risk Collaboration tools/techniques in Supply Chain

e.g. Collaborative Planning, Forecasting, andReplenishment (CPFR), Sales and OperationsPlanning (S&OP) Principles

Information technology in managing SupplyChain

Measuring Supply Chain performance (SCORmodel) and trends in Indian Industries

Emergence of Green Supply Chain Managementfor sustainable business and the related issues

PEDAGOGYThrough lecture, class discussion, case studyapproach, real-world examples and exercisesdrawn from the experiences of the faculties /practitioners and participants.

FACILITATORProf. Rupesh Kumar Pati

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GREEN BUSINESSSTRATEGY

January 15-17, 2014

OVERVIEWConcepts such as climate change and alternativeenergy sources were previously regarded as“green” fringe issues of minor relevance tobusinesses. These issues have now moved into themainstream. As Chad Holliday, Chairman of DuPontright said, “No executive can afford to ignore theGreen Wave sweeping the business world.”Consumer awareness and pending legislation havepushed environmental issues into the spotlight,making it imperative for organizations to have aplan of action for “going green” by reducing thelevel of greenhouse gases generated by commercialactivities and to become more energy efficient.At the same time companies are realizing thatenvironmental responsibility and good businesspractice can go hand in hand. To meet these newdemands enterprises have to identify where andhow environmental programs can achievemaximum gain at minimum cost. Green BusinessStrategy reveals the implications of today’s mostpressing environmental issues and demonstrateshow green practices can actually save money,increase efficiency and reduce delivery time. Thisprogram is intended to provide participants withunderstanding the intra- and inter-organizationalimplications of environmental practices andpolicies. The role of organizational functions,activities, tools and methods and their relationshipto the natural environment will be introduced anddiscussed. We will investigate the practice andtheory of green management in organizationsthroughout the world.

OBJECTIVEAfter completing this program the participant isexpected to develop into a sustainable businessprofessional ready to take responsibility forsetting the direction and coordinating anenterprise’s sustainability strategy acrossmultiple areas environmental perspective. Thisprogram is intended to provide participant withspecialized knowledge to enable a company toachieve its environmental sustainability goalsthrough eco-design, global sourcing, greenmarketing, material management, procurement/buying, manufacturing, transportation andlogistics as well as product’s end of lifemanagement.

PARTICIPANTS PROFILEThose who are involved in organizing and planningenvironmentally friendly related activities inaccordance with its Green business strategy toenhance corporate competitiveness.

COVERAGE Role of Sustainability in transforming business Green supply chain management & role of

Carbon Strategies Green Marketing and Customer Relationships Eco-Design/ Green Design (Design for

Environment (DfE) and its application) Green Purchasing Fundamentals like Green

Labeling/ Green Washing Green Manufacturing Green packaging Green Distribution / Logistics Reverse Logistics and Closing the Loop Green Supply Chain Management Performance

management and Trends in Indian Industry

PEDAGOGYThrough lecture, class discussion, case studyapproach, real-world examples and exercisesdrawn from the experiences of both instructor andattendees.

FACILITATORProf. Rupesh Kumar Pati

PRACTICES IN LOGISTICS AND SUPPLY CHAIN MANAGEMENT

January 16-18, 2014

OVERVIEW To apprise the participants of the potential

advantages of implementing the Supply ChainManagement Practices and henceforth motivateand train them in that direction.

To have open discussions on latest SCM practicesbeing followed by leading companies in theirarea.

COVERAGE Introduction to SCM Practices in various sectors

of industries Review of SCM practices being followed in Indian

Industries Best practices being followed by Global Leaders

(case studies) Application of IT Tools such as Bar-coding,

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Extranet, ERP etc. towards supply chaineffectiveness

Partnership and Vendor related issues such asselection, optimum number to employ,development, and their rating etc.

Logistics related issues such as outsourcing, 3PLetc.

Performance measures for Supply Chains

PARTICIPANTS PROFILECorporate Professionals responsible for Planning/Execution/ Monitoring of Supply Chain Activitiesof their organization.

PEDAGOGYMainly lectures and cases. Group activities will alsobe undertaken to supplement lectures and cases.

FACILITATORProf. Sanjay Jharkharia

BASICS OF DATA ANALYSISIN DECISION MAKING

January 21-23, 2014

OVERVIEWInformation contained in data is a vital aid inmanagement decision making. Data is like water.It’s vital to our lives; we cannot survive without it.But if too much pours over us - we drown. To keepfrom drowning in data we must learn to use itproperly, which means figuring out what the datais telling us. After all, it isn’t the data itself we useto make decisions; it’s the knowledge within thedata that we use. This is why we must learn how toanalyze data - how to determine just what resultwe need to make the decisions; how to get thatresult, and then - this is the most crucial step ofall - how to reach inside this data to grasp theknowledge it contains. This otherwise means,turning data into Knowledge.

- Herbert E. Meyer

Statistical thinking will one day be as necessaryfor efficient citizenship as the ability to read andwrite.

- H.G. Wells

Effective decision making is crucial. Beingstatistically literate is essential. In a highlycompetitive and an increasingly Internet-centricworld, where information and data is available in

abundance, it is vital to focus on statistics indecision analysis as a primary tool of effectivedecision making. Broadening statistical knowledgeenables one to engage in decision-making processeswith authority, accuracy and integrity. The mostsuccessful managers are those who can understandand use information effectively. Advances inStatistical tools and techniques coupled withapplication software can considerably aid inintelligent decision making, speed and accuracy,product designing, production management,market research and customer relationshipmanagement. This MDP aims at developing atindividual level, understanding of data, conceptsof appropriate quantitative techniques, datavisualizing, analytical and interpreting abilities.

LEARNING OUTCOMESThis course will enable one –

to visualize data in a knowledge perspective to understand appropriateness of statistical

concepts how to analyze data how to determine just what result is needed to

make decisions how to get that result; proper application of

quantitative techniques as well as right use ofappropriate software

how to reach inside the data to grasp theknowledge it contains

how to interpret results of data analyses forintelligent decision making

to be conversant with management analyticaltechniques and develop in to an independentdecision maker

PROGRAM THEMESTheme: Facilitating good understanding of data,quantitative and qualitative analytical skills, usingappropriate statistical software, interpretinganalyses results to suit to effective decision making

COVERAGEProgramme covers the following topics.

Data Data quality: accuracy, completeness,

consistency, timeliness, believability,interpretability

Data cleaning: e.g. missing/noisy values,outliers

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Data integration from multiple sources

Data reduction

Data transformation and data discretization–Normalization - hierarchy generation(Real life data from different domain will beused to demonstrate the various topicsmentioned above)

Presentation of data using descriptivemeasures, percentages and contingency tableswill be illustrated. Appropriate use of suchmeasures will be discussed with ampleexamples.

Decision theory - probability and probabilitydistributions – data analyses using real life data

Samples and Statistical Inference (includingtesting of hypotheses) - data analyses using reallife data

Relationships – Correlation and RegressionAnalysis; Detecting and Correcting Violations ofRegression Assumptions - data analyses usingreal life data

Analysis of Variance - data analyses using reallife data

Forecasting methods

Outliers and procedures to deal with outliersParticipants are encouraged to bring their owndata and laptop. This will facilitate betterunderstanding and appreciation of the Analyticalskills.

PARTICIPANTS PROFILE Any one concerned with decision making and

data analyses.

Management personnel at all levels in MarketingResearch, Sales, Production, Finance, Insurance,Operations, Planning & Development,Manufacturing, Pharmaceutical, Food andBeverages, Transport and Logistics.

No prior knowledge on Statistical Methods isrequired

PEDAGOGY Interactive Lectures and Demonstrations Hands on practical training using statistical

software – XLSTAT, SPSS, and R Case discussions Using Participants Data for Analyses and

Interpretations for effective decision making

FACILITATORProf. C Raju

ADVANCED DATA ANALYSIS IN DECISION MAKING

February 20-22, 2014

OVERVIEWInformation contained in data is a vital aid inmanagement decision making. Data is like water.It’s vital to our lives; we cannot survive withoutit. But if too much pours over us - we drown. Tokeep from drowning in data we must learn to useit properly, which means figuring out what the datais telling us. After all, it isn’t the data itself weuse to make decisions; it’s the knowledge withinthe data that we use. This is why we must learnhow to analyze data - how to determine just whatresult we need to make the decisions; how to getthat result, and then - this is the most crucial stepof all - how to reach inside this data to grasp theknowledge it contains. This otherwise means,turning data into Knowledge.

- Herbert E. Meyer

Statistical thinking will one day be as necessaryfor efficient citizenship as the ability to read andwrite.

- H.G. Wells

48

Effective decision making is crucial. Beingstatistically literate is essential. In a highlycompetitive and an increasingly Internet-centricworld, where information and data is available inabundance, it is vital to focus on statistics indecision analysis as a primary tool of effectivedecision making. Broadening statistical knowledgeenables one to engage in decision-making processeswith authority, accuracy and integrity. The mostsuccessful managers are those who can understandand use information effectively. Advances inStatistical tools and techniques coupled withapplication software can considerably aid inintelligent decision making, speed and accuracy,product designing, production management,market research and customer relationshipmanagement. This MDP aims at developing atindividual level, understanding of data, conceptsof appropriate quantitative techniques, datavisualizing, analytical and interpreting abilities.

LEARNING OUTCOMESThis course will enable one – to visualize data in a knowledge perspective

to understand appropriateness of advancedstatistical concepts

how to analyze multivariate and multi-dimensional data

to understand data reduction, dimensionalityreduction, data handling, data preprocessing andcentering

how to determine just what result is needed tomake decisions

how to get that result; proper application ofquantitative techniques as well as right use ofappropriate software

how to reach inside the data to grasp theknowledge it contains

how to interpret results of data analyses forintelligent decision making

to be conversant with management analyticaltechniques and develop in to an independentdecision maker

PROGRAM THEMESTheme: Facilitating good understanding of data,quantitative and qualitative analytical skills, usingappropriate statistical software, interpretinganalyses results to suit to effective decisionmaking

COVERAGEProgramme covers the following topics.

Brief introduction to data, data quality, accuracy,completeness, consistency, timeliness,believability, interpretability, check and prepareyour data

Introduction to Multivariate Data, MultivariateLinear Regression (MLR) and methods ofanalyses

Introduction to Principles of projection methods:Principal Component Analysis (PCA)

Principal Component Regression (PCR) andProjected Latent Structure Regression (PLSR).Comparison of MLR, PCR and PLSR

Outliers in PCA and PLSR. Validating andinterpreting a regression model and prediction

Data and model checks; model validation;refining a model

Classification – Cluster Analyses Factor Analyses Discriminant Analysis and Logistic Regression Conjoint Analysis

Participants are encouraged to bring their own dataand laptop. This will facilitate better understandingand appreciation of the Analytical skills.

PEDAGOGY Interactive Lectures and Demonstrations

Hands on practical training using statisticalsoftware – XLSTAT, SPSS, R and THEUNSCRAMBLER

Case discussions

Using Participants Data for Analyses andInterpretations for effective decision making

PARTICIPANTS PROFILE Any one concerned with decision making and

data analyses.

Management personnel at all levels particularlyfrom Manufacturing, Oil and natural gas, Petro-chemical, Pharmaceutical, Food and Beveragesand in Marketing Research, Sales, Production,Finance, Insurance, Operations, Planning &Development, Transport and Logistics.

Prior knowledge on Basic Statistics is required

FACILITATORProf. C Raju

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Programme Title Facilitator Date and Location Fees (Rs) Page #

Basics of Accounting and Finance Prof. Abhilash S Nair April 19- 21, 2013 - 50for Working Executives IIMK- Cochin Campus 35,000**

IFRS for Banking and Financial Services Prof. Sudershan Kuntluru July 11-13, 2013 35,000* 51IIMK 30,500**

Mergers & Acquisitions Prof. Rani S Ladha To Be Announced 35,000* 52IIMK 30,500**

Evaluating Financial Performance Prof. Reena Kohli August 5-7, 2013 35,000* 53through Financial Statement Analysis Prof. Ramesh K K IIMK 30,500**

Finance for Entrepreneurs Prof. Sony Thomas September 4-6, 2013 35,000* 53Prof. S S S Kumar IIMK 30,500**

Convergence to IFRS Prof. Sudershan Kuntluru September 5-7, 2013 35,000* 53IIMK 30,500**

Finance for Non-Finance Executives Prof Kousik Guhathakurta October 16-18, 2013 35,000* 55Prof. S S S Kumar IIMK 30,500**

Financial Management of Projects Prof. Kousik Guhathakurta November 5-7, 2013 35,000* 56IIMK 30,500**

International Financial Reporting Standards Prof. Sudershan Kuntluru November 7-9, 2013 35,000* 57IIMK 30,500**

FINANCE AND ACCOUNTING

Service Tax as applicable will be charged extra, * Residential, ** Non Residential

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BASICS OF ACCOUNTING AND FINANCEFOR WORKING EXECUTIVES

April 19-21, 2013 | IIMK- Cochin Campus

OVERVIEWBusiness is built on a foundation of numbers –Revenues, cost ratios, valuations, performancemeasures etc. These numbers are the sciencebehind the art of making crucial business decisionsthat would determine the current and future healthof a company. Many corporate executives have noformal training or education in interpreting thesenumbers which are presented to them by theaccounts or the finance department. Thus, to makeeffective managers out of these executives a clearunderstanding of such numbers is essential. It istherefore, not without reason that Accounting andFinance (A&F) are two of the most exciting areasof management that many executives want todiscover or explore in more detail. Most A&Ftextbooks, however, are either too advanced ortoo simplistic to make it meaningful to a practicingmanager. This training program is aimed atimparting hands on experience to corporateexecutives in the art of interpreting and acting onthe numbers that they come across from theaccounts and finance department. Few tangibletakeaways from this program would be an abilityto understand and interpret financial statements,control costs, appraise investment projects,understand methods of raising capital and a fairunderstanding of tax laws and regulations and howthey affect the firm’s overall profitability.

PARTICIPANTS PROFILE Middle and Senior Management Executives Executives in Production and Sales Department Project Managers Graduate Engineers with at least five years of

work experience Any Technical person who is moving into a

managerial role

OBJECTIVESThe broad objectives of the program are to enablethe executives to: Understand and take decision based on

information given in financial statements Prepare essential statements to keep a control

over the progress of the project Gain familiarity with essential tools for financial

analysis and

Understand models and frameworks of makingcorporate financial decisions

PROGRAM CONTENTThe program is divided into six phases.

Phase 1: Principles, Concepts and Conventionsof Accounting (2 hours) Introduction to key accounting principles The Accrual Concept Basic Accounting Process

Phase 2: Understanding Balance Sheets andIncome Statements (3 Hours) Overview of Financial Reports Balance Sheet Income Statement Cash flow statement Reconciling Balance Sheet and Income

Statements

Phase 3: Cost Management and Control (2 hours) Types of Costs Assessing and Ascertaining Costs Budgets as a tool for cost management

Phase 4: Valuation of Financial Instruments (3hours) Time Value of Money Bond Valuation Basics of Risk and Return and its impact on Stock

Valuation Cost of Capital

Phase 5: Cash Flows and Investment Appraisal (5hours) Source of Funds and Cost of Capital Techniques of Project Appraisal Principles and Estimation of Cash Flows Leasing as a source of Capital

Phase 6: Financial Control Measures (3 hrs) Essential Financial Ratios Short Term Capital Management Control systems in an uncertain environment

PEDAGOGYParticipants will be provided with readings and thesessions will be a combination of lectures anddiscussions, numerical exercises and case analysisto enhance the concepts and learning.

FACILITATORProf. Abhilash S Nair

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IFRS FOR BANKING ANDFINANCIALT SERVICES

July 11-13, 2013

OVERVIEWOver a period of time, the techniques used byentities for measuring and managing exposure torisks arising from financial instruments haveevolved, and new risk management principles andapproaches have gained acceptance. The IASB hasissued IFRS as a global accounting standards whichseek to bring about a convergence in the way riskmanagement concepts and methods are preparedand reported globally. The fundamental differenceamong IFRS and other countries’ GenerallyAccepted Accounting Principles (GAAP) is theunderlying principles on which these standards arebased. Thus, GAAP in a few countries, includingUS, are formed on rule-based system where as IFRSis based on principle-based system. Principle-based standards are qualitative and to apply them,capturing the economic substance underlying atransaction is essential. This process will resultinto more transparent and accurate financialreporting. Such greater transparency regardingthose risks allows users to make more informedjudgments about risk and return.

By 2015, it is expected that more than 150countries including USA will move to IFRS.Presently, approximately 120 nations haveaccepted IFRS for domestic listed companies. Ofthese, about 90 countries have made it mandatory

for their companies to follow IFRS. India hasdecided to converge than adoption of IFRS. InIndia, though the Government has deferred theimplementation of IFRS which was due in a phasedmanner w.e.f. April 1, 2011 but felt necessary thatthe industries should be given enough trainingbefore they convert and understand theiraccounts. The convergence requires that theawareness levels and competency needs to beraised on a war footing across the entire financialcommunity, with an emphasis on substance, notmerely, formats. The level of technicalpreparedness of industry, accounting professionalsexpertise with international standards andeconomic environment prevailing in the countrywould pose challenges to smooth switch toIFRS.

LEARNING OUTCOMESThis programme would be useful to the executiveswho wish to enhance their knowledge in preparingand understanding of financial statements ofbanking and financial services. It also facilitatesin analyzing the financial statements in the lightof global accounting framework and language.

Provides an in-depth analysis of the accountingand disclosure requirement under IFRS.

Enables the participants to understand the IFRSframework in comparison with the Indianfinancial reporting requirements (Indian GAAP)and explain the differences in Indian GAAP andIFRS.

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Understand the approach to restate andinterpret the financial statements as per IFRS.

PROGRAM THEMES AND COVERAGE Overview of International Accounting Standards IFRS frameworks: IAS (revised), IFRS, IFRICs and

SICs Significant concepts in IFRS, Indian GAAP and

Ind-AS Preparation and Presentation of Financial

Statements (IAS 1) First-time adoption and options available

(IFRS 1) Accounting policies, changes in accounting

estimates and errors Financial Instruments-Recognition and

Measurement (IAS 39 & IFRS 9) Financial Instruments-Presentation (IAS 32) Financial Instrument-Disclosure (IFRS 7) Impairment of assets Hedge Accounting Fair value of accounting The effect of changes in foreign exchange rates Approach to IFRS conversion Case Studies

TARGET AUDIENCE AND PARTICIPANT PROFILEExecutives who belong to the banking and financialservices sectors would greatly benefit from thisprogramme. However, executives belonging toother sectors may also benefit from thisprogramme provided they possess the basicknowledge of accounting tools and techniques andtheir job structure requires them to deal withbanking and financial services to understand andanalyze them for the decision making purposes.Financial Controllers, Finance Managers, BankManagers, Accountants, Auditors, FinancialAnalysts, professional members like CA, CS, CWA,

and corporate and investment bankers wouldgreatly benefit from this programme.

PEDAGOGYThe participants would understand the role of IFRSin the new emerging accounting world; learn theconcepts and implications of IFRS with respect tobanking and financial services through anappropriate mix of classroom lectures, interactivediscussions, case studies and class exercises. Bothconceptual and practical aspects of IFRS will befocused throughout the duration of theprogramme.

FACILITATORProf. Sudershan Kuntluru

MERGERS & ACQUISITIONSTo Be Announced

OVERVIEWMerger and Acquisition (M&A) decisions are usuallybased on a multidisciplinary approach drawing uponsuch areas as finance, economics, marketing andstrategy. M&A offers a strategic alternative toorganic growth and is highly relevant forcorporations seeking a competitive edge in today’sglobalized environment. Increased globalizationhas spurred increased cross-border M&A withproactive firms seeking new markets, products,services and technologies. Yet, several mergersthat look good on paper fail due to incorrectvaluation, poor due diligence, integration pitfallsor lack of appropriate cultural fit. To ensuregreater success in the M&A space, it is necessaryto understand the economics of a merger, principlesof valuation, critical steps in the due diligenceprocess, issues pertaining to integration of systems,processes and people, and common mistakes.

OBJECTIVESThis course is designed with the goal ofunderstanding M&A from an interdisciplinaryperspective. It strives to impart a well-roundedview of M&A based on appropriate readings,background material, and cases.

COVERAGE Introduction Reasons for an M&A

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Principles of Valuation Bidding and negotiation Antitrust issues pertaining to M&A Cross-border M&A Governance issues pertaining to M&A Current environment

PEDAGOGYThe course will be in the forms of lectures,discussions, cases and videos.

PROFILE OF PARTICIPANTSThe course is targeted at middle to seniorexecutives interested in M&A and its associatedissues of valuation, governance and strategy.

FACILITATORProf. Rani S Ladha

EVALUATING FINANCIAL PERFORMANCETHROUGH FINANCIAL STATEMENT

ANALYSISAugust 5-7, 2013

OVERVIEWIf there is one lesson that that the recent economiccrisis has for bankers and lenders, it is that duediligence is required when it comes tolending. While the expected growth trajectoryof the Indian economy will increase theappetite for credit, this needs to be tempered withdue examination of the financial strengthsof the creditor. To be effective in this scenario,managers need to understand the finernuances of interpreting financial statements - Howto read them - Analyse it and draw properinferences about the financial health of anorganization.

COVERAGE Financial Statements Contents Income Statement and balance sheet Analysis of financial statements Techniques Ratios Comparative statements

PARTICIPANTS PROFILEThis program is recommended for Middle LevelManagers from Public & Private Sector Banks, NonBanking Financial Institutions and other Companies.

PEDAGOGY Lectures with presentation

Illustrations and real life cases will be discussedand analyzed

FACILITATORSProf. Reena Kohli and Prof. K K Ramesh

FINANCE FOR ENTREPRENEURSSeptember 4-6, 2013

OVERVIEWFor a vibrant economy entrepreneurial pursuits arequintessential. Great companies of today were justyesterday’s entrepreneurial aspirations of a fewadventurous individuals. Yester year entrepreneursstarted with an idea, worked up their way to seeingtheir dream turning in to reality. Over the yearsthe experiences of these entrepreneurs lead to anorganized body of knowledge that can be learntand avoid facing some of the hardships the earlyentrepreneurs faced especially related to thefinancial aspects.

This programme focuses to help would-beentrepreneurs make better investment andfinancing decisions in various entrepreneurialcontexts. In the first part of the programmeemphasis is on the process of identifying andvaluing business opportunities. While the secondpart addresses the fund raising avenues and thedifferent instruments available for raising capital.Finally the focus shifts to harvesting success andvalue.

COVERAGE Business Plan and its financial aspects Financial forecasting Ascertaining the financing needs Choice of financing Exit strategies and Harvesting

PARTICIPANTS PROFILEThe course is aimed primarily at people whoentrepreneurial aspirations.

FACILITATORSProf. S S S Kumar and Prof. Sony Thomas

CONVERGENCE TO IFRSSeptember 5-7, 2013

OVERVIEWInternational Financial Reporting Standards (IFRS)as a global accounting language seeks to bringabout a convergence in the way corporate

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accounts are prepared and reported globally. Thefundamental difference among IFRS, othercountries’ Generally Accepted AccountingPrinciples (GAAP) and US GAAP is the underlyingprinciples on which these standards are based.Thus, GAAP in a few countries, including US, areformed on rule-based system where as IFRS isbased on principle-based system. Such standardsare qualitative and to apply them, capturing theeconomic substance underlying a transaction isessential. This process will result into moretransparent and accurate financial reporting. By2015, it is expected that more than 150 countriesincluding USA will move to IFRS. Presently,approximately 120 nations have accepted IFRS fordomestic listed companies. Of these, about 90countries have made it mandatory for theircompanies to follow IFRS. India has decided toconverge than adoption of IFRS. In India, thoughthe Government has deferred the implementationof IFRS which was due on April 1, 2011 but feltnecessary that the industries should be givenenough training before they convert andunderstand their accounts. The government saidthe convergence will happen after various tax-related and company law-related issues areresolved. The convergence requires that theawareness levels and competency needs to beraised on a war footing across the entire financialcommunity, with an emphasis on substance, not

merely, formats. The level of technicalpreparedness of industry, accounting professionalsexpertise with international standards andeconomic environment prevailing in the countrywould pose challenges to smooth switch to IFRS.

LEARNING OUTCOMESThis programme would be useful to the executiveswho wish to enhance their knowledge in preparingand understanding of financial statements. It alsofacilitates in analyzing the financial statementsin the light of global accounting framework andlanguage.

Provides an in-depth analysis of the accountingand disclosure requirement under IFRS.

Enables the participants to understand the IFRSframework in comparison with the Indianfinancial reporting requirements (Indian GAAP)and explain the differences in Indian GAAP andIFRS.

Understand the approach to restate andinterpret the financial statements as per IFRS.

PROGRAM THEMES AND COVERAGE Overview of Indian and International Accounting

Standards IASB-IFRS: adoption or convergence IFRS frameworks: IAS (revised), IFRS, IFRICs and

SICs Significant concepts in IFRS, Indian GAAP and

Ind-AS Revised Schedule VI Impact of IFRS on various sectors Preparation and Presentation of Financial

Statements (IAS 1)

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Convergence to IFRS: First-time adoption andoptions available (IFRS 1)

Revenue Recognition and related IFRICs Property, plant & equipment (PPE) and

intangible assets Fair value of accounting Financial Instruments Consolidated financial statements The effect of changes in foreign exchange rates Operating segments Approach to IFRS conversion Illustrations of conversion

TARGET AUDIENCE AND PARTICIPANT PROFILEExecutives who belong to the functional area ofaccounting and finance from any organizationwould greatly benefit from this programme.However, executives belonging to other functionalareas may also benefit from this programmeprovided they possess the basic knowledge ofaccounting tools and techniques and their jobstructure requires them to understand and analyzefinancial data for planning and decision makingpurposes. Financial Controllers, Finance Managers,Bank Managers, Accountants, Auditors, FinancialAnalysts, professional members like CA, CS, CWA,and corporate and investment bankers wouldgreatly benefit from this programme.

PEDAGOGYhe participants would understand the role of IFRSin the new emerging accounting world, learn theconcepts and implications of IFRS across variousindustries and sectors through an appropriate mixof classroom lectures, interactive discussions, casestudies and class exercises. Both conceptual andpractical aspects of IFRS will be focusedthroughout the duration of the programme.

FACILITATORProf. Sudershan Kuntluru

FINANCE FORNON-FINANCE EXECUTIVES

October 16-18, 2013

OVERVIEWFinance has been taking centre-stage status overthe last five to ten years. What was earlierconsidered as a discipline too technical andesoteric to merit attention of non-financeprofessionals is today increasingly being embracedby professionals from fields as diverse asmanufacturing, marketing, and human resources.What has led to this heightened awareness of theneed to understand finance? On the one handintense competition in product markets has forcedcompanies to think beyond top-line revenuemaximization. On the other hand highly liquid andcompetitive markets for funds have forcedcompanies to focus on providing maximum valueto the providers of that scarce commodity- capital.Thus, today, companies are forced to think in termsof justifying their every action in clearly definedfinancial terms. Today, managerial performanceassessment is more closely aligned to the objectivesof maximization of the wealth of capital-providersthan ever before. EVA, value-based managementand such other terms are today part of the ordinaryvocabulary of managers.

OBJECTIVESHaving recognized the need for today’s managerto be far more conscious of the financial impactof his/ her actions than his/ her predecessors, thiscourse seeks to equip the non-finance professionalwith the basic set of tools and techniques fromthe finance discipline. Armed with these, themanager should be able to gain an insight into theexciting world of the management of the financesof a company. Starting with the objective of thefirm and an understanding of the financial system,the course progressively builds up concepts andaids the participant in applying these concepts todecision situations from various non-financefunctions. Finally, the course is wrapped up bylooking at ways to link managerial performanceassessment with the goal of wealth maximizationfor the providers of capital.

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COVERAGE Indian Financial Markets Time Value of Money Understanding Financial Statements Capital Budgeting Financial Statement Analysis Break even analysis Budgetary control Standard costing

These will be taken after exposing the participantsto finance and accounting terminology

PARTICIPANTS PROFILEThis program is designed to help middle and upperlevel non- finance Functional Managers of variousmanufacturing, Project engineering and Servicesector organizations who are slated to occupy, orare already holding, positions that require anunderstanding of the financial implications of theirdecisions.

PEDAGOGYIt would be a mix of lectures, case discussions,and experience sharing between the participantsand the instructors.

FACILITATORSProf. S S S Kumar and Prof. Kousik Guhathakurta

FINANCIAL MANAGEMENTOF PROJECTS

November 5-7, 2013

OVERVIEWProject financial management is a process whichcombines capital planning, revenue budgeting,costing, project tax planning, internal control,auditing, procurement, etc. and relates it withoperational performance of the project with theaim and achieving the desired objectives bymanaging project resources properly. While timelyexecution of projects is the prime objective of aproject management team, another major area ofconcern is cost overrun. To address to this issueone needs efficient financial management of theproject. Efficient financial management of projectsresult in:

Providing vital information needed by those whomanage, implement and supervise projects, asalso government or funding agencies

The comfort needed by the management andsupervisory authorities that funds havebeen utilised efficiently resulting in valuemaximisation

Providing a tool for preventing misuse of fundsand wastage through internal controls and theproper financial management practices.

Today, the project managers must not only beaware of the operational techniques of the projectmanagement but also have sufficient knowledgeof the financial aspects of the project. Cash flowmanagement of the project and budgeting skillsare of utmost importance. The project manageralso needs to know about process of capitalbudgeting to understand project profitability. Hemust have an overview of the contractual details,the tax and legal aspects.

LEARNING OUTCOMESWhile there are many programmes available onproject management very few programmes actuallydo justice to this aspect of project financialmanagement. Keeping this in view, IIMK offers thisprogramme to bridge this gap mentioned above.The three-day long programme will introduce themanagers to the basic concepts of capitalbudgeting and cash flow management techniques.The participants will also be thoroughly exposedto the contracts management and tax related issuesof a project. The important relationship betweenthe time and cost aspects of project performancewill be explored – and the participants will developskills in reviewing performance against plan,creating meaningful financial reports anddetermining appropriate forms of correctiveaction. Through a mix of expert lectures and casebased exercises the participants will have awholesome learning experience in financialmanagement of projects. At the end of theprogramme the participants will be equippedwith enough tools to efficiently address thefinancial and contractual aspects of projectmanagement.

COVERAGE Capital Budgeting (DCF concepts, NPV, IRR,

Payback; case to elaborate the effect of timelyachievement of milestones in ensuring higherIRR.)

Project Costing including parameters like life-cycle cost and NPV, budgeted cost, estimatedcost and actual cost, Earned Value concept

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Budgeting and Cash Flow Management:Elements of budget; budget as a planning andcontrol tool; Cash flow statements; schedulingchanges and its effect on budget, etc.

Procurement Basics: Procurement Plan, Publicvs. private sector procurement, StandardBidding documents, etc

Tax structure of works, goods and serviceContract, supply vs. erection contracts(including octroi, WCT, CST and other relevantparameters)

PARTICIPANTS PROFILEThis program is designed to help middle and upperlevel Functional Managers of various Utility,Construction, Engineering, Project engineering &IT organisations. This programme will also behelpful to Departmental officers and engineers ofpublic systems responsible for over viewing statefunded projects.

PEDAGOGYIt would be a mix of lectures, case discussions,and experience sharing between the participantsand the instructors.

FACILITATORProf. Kousik Guhathakurta

INTERNATIONAL FINANCIALREPORTING STANDARDS

November 7-9, 2013

OVERVIEWInternational Financial Reporting Standards (IFRS)as a global accounting language seeks to bringabout a convergence in the way corporateaccounts are prepared and reported globally. Thefundamental difference among IFRS, othercountries’ Generally Accepted AccountingPrinciples (GAAP) and US GAAP is the underlyingprinciples on which these standards are based.Thus, GAAP in a few countries, including US, areformed on rule-based system where as IFRS isbased on principle-based system. Such standardsare qualitative and to apply them, capturing theeconomic substance underlying a transaction isessential. This process will result into moretransparent and accurate financial reporting. By2015, it is expected that more than 150 countriesincluding USA will move to IFRS. Presently,approximately 120 nations have accepted IFRS fordomestic listed companies. Of these, about 90countries have made it mandatory for theircompanies to follow IFRS. India has decided toconverge than adoption of IFRS. In India, thoughthe Government has deferred the implementationof IFRS which was due on April 1, 2011 but feltnecessary that the industries should be givenenough training before they convert andunderstand their accounts. The government saidthe convergence will happen after various tax-related and company law-related issues areresolved. The convergence requires that theawareness levels and competency needs to beraised on a war footing across the entire financialcommunity, with an emphasis on substance, not

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merely, formats. The level of technicalpreparedness of industry, accounting professionalsexpertise with international standards andeconomic environment prevailing in the countrywould pose challenges to smooth switch to IFRS.

LEARNING OUTCOMESThis programme would be useful to the executiveswho wish to enhance their knowledge in preparingand understanding of financial statements. It alsofacilitates in analyzing the financial statementsin the light of global accounting framework andlanguage.

Provides an in-depth analysis of the accountingand disclosure requirement under IFRS.

Enables the participants to understand the IFRSframework in comparison with the Indianfinancial reporting requirements (Indian GAAP)and explain the differences in Indian GAAP andIFRS.

Understand the approach to restate andinterpret the financial statements as per IFRS.

PROGRAM THEMES AND COVERAGE Overview of Indian and International Accounting

Standards IASB-IFRS: adoption or convergence IFRS frameworks: IAS (revised), IFRS, IFRICs and

SICs Significant concepts in IFRS, Indian GAAP and

Ind-AS Impact of IFRS on various sectors Preparation and Presentation of Financial

Statements (IAS 1)

First-time adoption and options available(IFRS 1)

Revenue Recognition and related IFRICs Property, plant & equipment (PPE) and

intangible assets Fair value of accounting Financial Instruments Consolidated financial statements The effect of changes in foreign exchange rates Operating segments Approach to IFRS conversion Case Studies

PARTICIPANT PROFILEExecutives who belong to the functional area ofaccounting and finance from any organizationwould greatly benefit from this programme.However, executives belonging to other functionalareas may also benefit from this programmeprovided they possess the basic knowledge ofaccounting tools and techniques and their jobstructure requires them to understand and analyzefinancial data for planning and decision makingpurposes. Financial Controllers, Finance Managers,Bank Managers, Accountants, Auditors, FinancialAnalysts, professional members like CA, CS, CWA,and corporate and investment bankers wouldgreatly benefit from this programme.

PEDAGOGYThe participants would understand the role of IFRSin the new emerging accounting world, learn theconcepts and implications of IFRS across variousindustries and sectors through an appropriate mixof classroom lectures, interactive discussions, casestudies and class exercises. Both conceptual andpractical aspects of IFRS will be focusedthroughout the duration of the programme.

FACILITATORProf. Sudershan Kuntluru

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ECONOMICSProgramme Title Facilitator Date and Location Fees (Rs) Page #

Business Forecasting Prof. Kausik Gangopadhyay July 15-17, 2013 35,000* 60IIMK 30,500**

Micro Analytics for Managers Prof. Shubhasis Dey December 11-13, 2013 35,000* 60IIMK 30,500**

Analytics for Impact Evaluation in the Prof. Rudra Sensarma February 5-7, 2014 35,000* 62Development Sector Prof. Kausik Gangopadhyay IIMK 30,500**

Service Tax as applicable will be charged extra, * Residential, ** Non Residential

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BUSINESS FORECASTINGJune 15-17, 2013

OVERVIEWHow would the sale of a company’s product changein the face of booms and recessions? What exactlyis the role of the past sales in determining thefuture sales? How exactly do the mathematicalforecasting tools predict the future sales? Howwould a manager infer the monthly and seasonalfluctuations in sales? How would a manager decideon the rate of growth of the company in a boomingtrajectory? What is exactly special about thefinancial data in high frequency? What kind of toolsis required for the financial sectors? Answers tothese questions require good understanding ofeconometrics in the context of time seriestechniques. Managers of the business world areoften asked to make qualitative and quantitativeinference from various types of time series data. Asuccessful business strategy would come whenthere is the basic understanding of the objectiveprediction coming out of the data. In the modernbusiness world, it is becoming of more and moresignificance to use the state of the artmathematical and statistical model to analysedata. These highly powerful models essentiallysupplement one with the subjective knowledge ofthe domain.

LEARNING OUTCOMESThe key objective of this program is to familiarizemanagers with the various techniques of time serieswith a focus towards forecasting in the context ofbusiness applications. In this program we will useour knowledge of econometrics to understand thedata structure and show how econometricstechniques can be used to make rigorous inference

from these data structures. This knowledge is goingto serve as a vital component of the skill set thatour participants are going to carry forward in theirpursuit to becoming leaders of our business world.

LEARNING THEMES Basic ordinary least square regression: Prospects

and problems Time series data: an introduction Secular trend and seasonality: De-trending and

smoothing techniques Stationary and non-stationary time-series AR, MA and ARMA processes: Box-Jenkins

Methodology Integrated processes of order one and more:

ARIMA models

Cointegration and spurious regression Vector Error Correction methods Financial time series: ARCH and GARCH models

PEDAGOGYThe program will primarily rely on lectures andclass discussions as modes of communicating thetheories behind the estimation techniques,which will be appropriately supplemented bydemonstrations of data manipulation andestimation techniques using relevant softwares likeSTATA and GRETL. Additionally, the instructor mayarrange some numerical and business simulationsfor an interactive approach.

PARTICIPANTS PROFILEThe participants of this program will require basicknowledge of econometrics and statistics, acquiredthrough either formal training or job experience.Participants, who have no exposure to data-basedinference, will find this program a good place tostart practicing hands-on analysis and estimationof data using relevant software. Managers who arealready making qualitative and quantitativeinference from various types of data will also findthis program helpful in making their businessdecision-making systems capable of handling anextensive range of economic data-generatingprocesses.

FACILITATORProf. Kausik Gangopadhyay

MICRO ANALYTICSFOR MANAGERS

December 11-13, 2013

OVERVIEWHow would you decide who to give credit to froma set of credit applications or who to hire in yourcompany or who to insure in your insurancecompany? How would you estimate the likelihoodthat your hostile takeover bid for a company willsucceed? What explains the number of hospitalvisits that patients make – information critical tothe hospital or the health insurance company thatyou are running? How would you estimate defaultrates of your potential customers? How would youestimate the monthly likelihood of default of a carloan that you have offered or the likelihood thatan employee in your company will leave thisquarter? What and how would you infer when a

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Count Data Models and their applications Censored regression model: Tobit model and its

application Regression model of selection and its Duration models and their applications Structural models and their applications Panel data models and their applications

PEDAGOGYThe program will primarily rely on lectures andclass discussions as modes of communicatingthe theories behind the estimation techniques,which will be appropriately supplemented bydemonstrations of data manipulation andestimation techniques using relevantmicroeconometric softwares.

PARTICIPANTS PROFILEThe participants of this program will require basicknowledge of microeconomics and statistics,acquired through either formal training or jobexperience. Participants, who have no exposureto data-based inference, will find this program agood place to start practicing hands-on analysisand estimation of microdata using relevantmicroeconometric softwares. Managers who arealready making qualitative and quantitativeinference from various types of microdata will alsofind this program helpful in making their businessdecision making systems capable of handling anextensive range of microeconomic data-generatingprocesses.

FACILITATORProf. Shubhasis Dey

borrower wants to post collateral for your loan?How would you use the information gained fromtracking a group of customers over time? Tofind answers to these questions one wouldrequire a firm understanding of microeconomics,microeconomic data structures and microeconometric techniques. Managers of the businessworld are often asked to make qualitative andquantitative inference from various types ofmicrodata, which often hold the key to successfullyimplementing profitable strategies for theirbusinesses. Knowing how to collect, manage,maintain and make sense of microdata is essentialto running any successful business in today’sinformation-driven world.

LEARNING OUTCOMESThe key objective of this program is to familiarizeyou with the various techniques ofmicroeconometrics and their business applications.In this program we will use our knowledge ofmicroeconomics to understand the generation ofvarious microeconomic data structures and showhow micro econometric techniques can be used tomake rigorous business-related inferences fromthese data structures.

LEARNING THEMES Distinctive aspects of microeconometrics·

Microeconomic data structures and datamanipulation techniques

Binary outcome models: Probit and Logit modelsand their applications

Multinomial models and their applications Ordinal models and their applications

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methods of impact evaluation. You will beintroduced to the latest research and state of theart practices in the development field so that youcan return to your workplace and effectivelycontribute to your organization’s impact evaluationneeds.

LEARNING THEMES Review of quantitative methods for impact

evaluation

Sample design and selection

Developing data collection instruments andapproaches

Impact data analysis using experimental(randomized) control techniques – design ofexperiments, statistical analysis, regression

Impact data analysis using quasi-experimental(non-randomized) techniques – propensity scorematching, differences-in-differences methods

Qualitative and participative methods of impactevaluation

PARTICIPANT’S PROFILEThis programme is intended for executives in thedevelopment sector who are involved in designing,implementing, monitoring and assessingprogrammes. Executives from donor agencies willalso find this programme useful.

PEDAGOGYLectures; classroom discussions; hands-on dataanalysis

FACILITATORSProf. Rudra Sensarma andProf. Kausik Gangopadhyay

ANALYTICS FOR IMPACT EVALUATION INTHE DEVELOPMENT SECTOR

February 5-7, 2014

OVERVIEWOne of the main challenges that organizations inthe development sector face is assessing thesuccess of their programmes. As organizations scaleup their operations, there is rising pressure fromexternal and internal stakeholders to evaluate theperformance of programmes. In this context, anumber of questions have to be answered, forinstance, to what extent were the objectives ofthe programme achieved? Should the programmebe scaled up? What difference has the project madeto the beneficiaries? Can the observed changes inthe beneficiares be attributed to the programmeor to other factors? Are there any unintendedeffects of the programme on the beneficiaries? Dothe impacts vary across different groups ofbeneficiaries? This training programme has beendesigned to help project managers and analysts inthe development sector to frame and answer suchquestions related to overall impact evaluation ofprogrammes.

LEARNING OUTCOMESThis programme intends to equip executives in thedevelopment sector with the tools and techniquesfor evaluating the impact of their projects. Througha mix of theory and hands-on data analysis, youwill understand the different concepts of impactevaluation, gain an expertise in different samplingtechniques and data collection approaches,develop the ability to implement randomizedcontrol designs and quasi-experimental techniquesas well as learn to use qualitative and participative

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IT & SYSTEMS

Programme Title Facilitator Date and Location Fees (Rs) Page #

Business Intelligence Prof. Anjan Kumar Swain April 18-20, 2013 35,000* 64IIMK 30,500**

Publishing 2.0 – Business Strategies Dr. M G Sreekumar May 21-23, 2013 35,000* 64for the 21st Century IIMK 30,500**

Tools and Techniques for Website Prof. Anindita Paul June 27-29, 2013 35,000* 66Evaluation IIMK 30,500**

Tools and Techniques for Website Prof. Anindita Paul August 20-22, 2013 35,000* 66Evaluation IIMK 30,500**

Creative Project Management Prof. Anjan Kumar Swain October 29-31, 2013 35,000* 66IIMK 30,500**

Enterprise 2.0 Enterprise Dr. M G Sreekumar November 12-14, 2013 35,000* 68Knowledge Management IIMK 30,500**

Green & Sustainable Computing Prof. Radhakrishna Pillai January 20-22, 2014 35,000* 69IIMK 30,500**

Management of Technology & Innovation Prof. M P Sebastian February 11-13, 2014 35,000* 69Mr. Jyotinath Ganguly IIMK 30,500**

Enterprise 2.0 Enterprise Dr. M G Sreekumar To be announced TBA *** 68Knowledge Management Malaysia TBA ***

Service Tax as applicable will be charged extra, * Residential, ** Non Residential , *** To Be Announced

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PUBLISHING 2.0 –BUSINESS STRATEGIES FOR THE 21ST

CENTURYMay 21-23, 2013

INTRODUCTIONThe current mainstream publishing process,scholarly as well as trade, has been significantlyinfluenced by the endless possibilities offered bycomputers, Internet, World Wide Web and its suiteof technologies. ePublishing offers a way to bringa new equilibrium to the scholarly publicationecosystem. Electronic-first as opposed to thetraditional paper-first systems has been emergingaggressively, and of course technology offers theway forward. SGML, RDF, XHTML, XML, XSLT,Metadata standards… all go together torevolutionise the movement. Recent developmentssuch as the Open URL Framework, CrossRef, DOI,ePub… mostly remarkable efforts from publishersand the scholarly world, offer a variety ofopportunities for ePublishing. The Internet has alsorevolutionized businesses across the globe bystreamlining their supply chains, thereby achievinginstant (value added) information access andsubstantial cost reduction. Yet the situation iscomplex as a result of the proliferation of formats,media, and channels of distribution, changes incopyright laws and intellectual property practices,and changes in the economics of publishing. To copewith the complexity, game-changing devices such

BUSINESS INTELLIGENCEApril 18-20, 2013

OVERVIEWThe basic objective of the program is to familiarizethe participants with handling large data bases toextract meaningful information about the business.Then, learn to develop skills in using data forgenerating viable business strategies. The coursefocuses on the topics of business data analyticsfor effective decision making through datawarehousing and data mining. Also, it discusses indetail the tools and techniques for classificationand prediction systems in a variety of functionaldisciplines including Manufacturing, marketing andfinance. The use of appropriate software will alsobe demonstrated.

COVERAGEThe program will cover the following topics: Business Intelligence Systems Decision Making Under Uncertainty Business Analytics at various levels in an

organization OLAP technology Data Warehousing, Data Mining Prediction, classification and association rule

mining Soft computing techniques (Neural Networks,

Evolutionary computations, Fuzzy logic etc.) fordecision making

Implementation of Business IntelligenceSystems BI system for various applications suchas Churn- Analysis, Market segmentation, CreditScoring etc.

PEDAGOGYThe pedagogy for the program will be a mix oflectures, case discussions and hands on training inrelevant software.

PARTICIPANTS PROFILEThe program is aimed at middle level executives/management professionals/ Business Analysts.

FACILITATORProf. Anjan Kumar Swain

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as Tablets, Slates, iPads and eReaders are floodingthe market and it is time to look at how thesegadgets are changing the book industry, for betteror worse. The main objective of today’s businessis to develop a working strategy for developing“agile” systems that are quick and flexible, torespond to the changing needs of the end user.

Furthermore, there is a fast growing interestdisplayed across the world on open publishinginitiatives and open access initiatives towards freeand unrestricted online availability of the scholarlyliterature, taking advantage of the latesttechnology, especially the Internet. The ‘openaccess’ philosophy promotes and ensures the freeavailability of scholarly content on the publicInternet, and it is all set to reverse and entrustthe ‘publishing control’ back to the creators of thethought content.

However, the contention that “printed books andjournals will soon be replaced by electronicdocuments that are malleable, mutable andmobile” is a matter of debate involving theinteraction of psychological, sociological,economic, political, and cultural factors thatinfluence the consumption of information atlarge.

OVERVIEWThis programme is designed to:

Provide a vivid and candid perspective of thealready perfected, and fast upcoming revolutionin the Entertainment / Trade / Academic /Scholarly publishing industry;

Identify the key strengths and opportunities inthe new technology environment that shall helpachieve organizational transformation, and instrengthening the publishing enterprise’sproductivity, efficiency and the future;

Impart the knowledge and skills (conceptual aswell as technical components) required forstrategy formulation for leveraging informationtechnology for the publishing community and theinformation intermediaries, so as to equip themto face the challenges proactively and to positionthemselves at the cutting edge of technology,profession and business;

Portray the potential of Web Technologies andthe Internet Information Infrastructure forscholarly communication and scholarlypublishing.

COVERAGE Changed Business Process Engineering and the

upcoming publishing models;

Re-engineering and re-positioning in thePublishing Industry;

Business strategy for ePublishing & eMarketing;

Disintermediation trends and the Diminishingsupply chains of information;

ePublishing in the trade, scholarlycommunication, eCommerce, digital librariesand distance learning;

Information objects in the digital landscape;

New services for the Web, The Semantic Web,Multimedia and Multimodal Web;

Perfected as well as the upcoming Architectures,Standards, Protocols, Resources and Formats;

Old Actors - New Roles: Scholars, Publishers,Information Professionals, Journalists andTeachers;

New scholarly publishing paradigm - Open AccessPublishing and Open Access Archiving – Budapest

Open Access Initiative (BOAI) and other majorinitiatives;

Open Access Archives: Institutional Repositories,Author Archives and the Open Archives Initiative;

Metadata - its importance and interoperability;

Accessibility, Copyright and Digital RightsManagement;

Security, and reliability/quality assurance on theinformation sources;

Change Management Imperatives andOrganizational Transformation Strategies.

PEDAGOGYThe pedagogy will be a mix of Lectures,Discussions, Case studies, Live Demos and Hands-on Sessions. Each participant shall also be providedwith a CD-ROM comprising of the facultypresentations, and other related reading material.

PARTICIPANTS PROFILEThe program would be of interest to publishersand the publishing Industry; information vendorsand suppliers; content buyers and content sellers;researchers, managers, developers, and users; andinformation science/technology professionals.

FACILITATORDr. M G Sreekumar

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TOOLS ANDTECHNIQUES FOR WEBSITE

EVALUATION Jun 27- 29, 2013 | August 20-22, 2013

OVERVIEWWebsites are a commonplace when it comes toinformation seeking accessed either throughtablets, PCs or mobile phones. Companies andorganizations have increasingly resorted to theirWeb presence and e-business capabilities forreaching out to the target audiences. There arenumerous websites that are available through theinternet where users visit to accomplish certaintasks. These websites compete for user attentionand the impressions that these websites form onthe visitors determine whether they would returnto it or not. The questions that then come to themind are:

Why are the users not visiting my website?

How to get more and more users to visit thewebsites?

What are these users doing on the websites?

Are they successfully accomplishing the tasksthat they are performing on the website?

How to retain these users to the website?

Finding information on a website or performing atransaction on a website can determine theusefulness of the website to the user. User-centricstudies of websites provide a deeper-understandingof the website from the point of view of the user.Such studies enable organizations to be betterinformed in decision-making by enabling managersto compare notes between the back-end plan andfront-end use in the real world. By solicitingfeedback early on in the development process time,resources and investment can be productivelyutilized. The objectives of the program are asfollows:

Objective 1To introduce the current practices of websiteevaluation in the market

Objective2To elaborate on various proven tools and techniquesfor conducting user-centric website evaluation.

Objective 3To provide a hands on experience with user-centrictools and methods.

LEARNING OUTCOMESParticipants will be able to:

Acknowledge importance of user-centricevaluation of websites

Learn the concepts of user-centric evaluationof websites

Learn about user-centric tools and techniques Prepare protocol for a website evaluation Learn to design a user-centric evaluation study

for a website Utilize the features provided by tools for

conducting user-centric evaluation of websites

PARTICIPANT PROFILEThis program is aimed for Executives in organizations that provide e-

commerce, e-governance, e-health, Digitalservices.

Senior level managers/entrepreneurs who wouldlike to develop insights on user-centricity ofwebsites and applications enabling them to makeleadership decisions on website design

Junior/middle level executives who areresponsible for monitoring the success oforganizational websites and recommend changes

Website developers who would like tounderstand the users perspectives of thewebsites designed

PEDAGOGYThe program will provide conceptual knowledgethrough lecture as well as a practical experienceto the participants through a mix ofdemonstrations, role playing, group activities andhands on exercises.

FACILITATORProf. Anindita Paul

CREATIVE PROJECTMANAGEMENT

October 29-31, 2013

OVERVIEWIt’s a well known fact that a properly and carefullyscoped, project can turn out to be incomplete,cancelled or abandoned. All the published CHAOSreport justifies that the percentage increase in the

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number of successful projects is not veryencouraging, and worst the failure rate is moreprominent. This is, in spite of the relentless,dedicated effort by PMI and their numerouscertified PMP’s. At the present juncture of time itis important to ask “why it is so difficult tosuccessfully complete a project within budget, ontime and to the specifications”. There must besome missing link between the success and thepractice by well experienced project professionals.This program addresses this vital issue ofincreasing project success rate through creativeand innovative processes, methods andthoughts.

OBJECTIVESThe objectives of this training course are tounderstand:

Why projects are failing to achieve the end-result?

How to identify whether your project stimulatescreativity?

When and how to build creativity and innovationin your projects?

How to use successfully available project

management tools and techniques?

How to think outside the triple constraints –thinking outside the triangle?

How to decide rationally and honestly about theproject risks and opportunities?

How to manage our own biases and blind spotsto minimize their harmful effects?

How to apply creativity to project

communication, negotiation and conflictmanagement?

How to combine creative means with the coreprocesses and methodologies of projectmanagement?

COURSE COVERAGE Psychology of Project Decision Making Project Management and the triple constraints Hierarchy of project constraints and their

management Six dimensions of Project Management Why do Majority of projects fail What makes the project hard and when looks

impossible Human brain faculties and project biases Knowns and unknowns: Project risk

management Constraint management and multiple

stakeholders Project Intelligence Project change management De Bono’s six thinking hats method for project

management.

PARTICIPANTS PROFILEThis course is appropriate for middle and lowermiddle executives.

PEDAGOGYE Lectures, case studies, role play, simulation etc.

FACILITATORProf. Anjan Kumar Swain

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ENTERPRISE 2.0 ENTERPRISEKNOWLEDGE MANAGEMENT

November 12-14, 2013Malaysia - To be announced

“The basic economic resource - the means ofproduction -

is no longer capital, nor natural resources, norlabor.

It is and will be knowledge.”–Peter Drucker

OVERVIEWKnowledge has undoubtedly become the keyeconomic resource and the dominant source ofcompetitive as well as comparative advantage forthe enterprise of the 21st Century. KnowledgeManagement (KM) is the ultimate way in whichorganisations can consciously and deliberatelydesign aspects of their future and the culturalcontainer that creates context for day-to-dayinteractions. It is an approach to adding or creatingvalue by more actively leveraging the know-how,experience, and judgment within and, in manycases, outside an organization. Strong KM practicesbacked up by the robust enterprise-wide digitalnervous system, compounded with the overallknowledge sharing culture of the enterprise, shalldetermine its sustained success.

COVERAGEThe 3-Day programme shall rigorously map andcapture the strengths of Knowledge Managementsystems that enable the meticulous extraction,access and coordination of knowledge assets thatare embodied in people as well as embedded inthe processes and procedures being practicedby the enterprise. Technologies reviewedwill include intranets, discussion groups/collaborative spaces, social software & Web2.0 tools, content management systems and

knowledge repositories, in both individual andorganizational contexts.

PARTICIPANTS PROFILEThe programme would be of interest to CEOs, CIOs,CKMs and Sr. Managers of any forward looking andlearning enterprise, be it a business corporate oran educational institution. This workshop shallcater to the needs of all those who are in thebusiness of managing knowledge, knowledgeprocesses, business intelligence, informationmanagement strategies and related domains suchas KM Professionals, Team Leaders, HR Managers,Information Professionals, IT and SoftwareProfessionals.

LEARNING OUTCOMEThe programme shall enrich and ensure theparticipants to:

Identify the key strengths and opportunities ofKM that shall strengthen the enterprise’sproductivity, efficiency and the future;

Identify the distinct and definitive steps tomaturity in enterprise-wide KM andsystematically assess the various KM metrics andthe measurements;

Appreciate, discuss and deliberate on the greatpotential of the mathematical formulation onCorporate Knowledge Capital, K=(P+I)S, for theNewGen and Smart E 2.0s;

Ascertain the range of options for applying KMin the organization and formulate newdimensions on the communities of practice(CoPs) for enterprise-wide knowledge sharingand managing, leveraging on technology;

Deploy appropriate knowledge organization toolsand techniques such as ontologies, taxonomies,knowledge structures and mapping, that shallenhance the organizational knowledge utility,consumption and its reuse;

Systematically devise strategies and methodsfor the meticulous capturing, integrationand transformation of the unstructured,

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disconnected and disparate information piecesinto useful knowledge assets;

Ensure the seamless flow of information andknowledge through the enterprise digital nervoussystem;

Design, launch and operate customizedcollaborative discussion groups and knowledgesharing platforms for improved collectiveintelligence of the enterprise;

Experience on an array of KnowledgeManagement and Content Managementsoftwares belonging to the open source and theproprietary domain.

PEDAGOGYThe pedagogy will be a mix of Lectures,Discussions, Case studies, Workshops and LiveDemos. Each participant shall also be provided witha CD-ROM comprising of the suite of softwares,faculty presentations, and other related readingmaterial.

FACILITATORDr. M G Sreekumar

GREEN ANDSUSTAINABLE COMPUTING

January 20-22, 2014

OVERVIEWDue to rapid changes happening in theenvironment, there is increased concern on theenvironmental impact of Information andCommunications Technologies (ICT) as thesetechnologies are being universally adopted. Greenand sustainable Computing involves the practiceof designing, manufacturing, using, and disposingof computers, servers, and associated subsystems—such as monitors, printers, storage devices, andnetworking and communications systems —efficiently and effectively with minimal or noimpact on the environment. The specific methodsinclude reducing the use of hazardous materials,maximizing energy efficiency, and promoting therecyclability or biodegradability of productsetc.

OBJECTIVESThis programme aims to prepare the participantsto identify, analyze, and deal with green andsustainable computing issues in an organizationalcontext.

COVERAGE Overview of Green IT - Green Devices and

Hardware, Green Software, Green Network andCommunications

Green Data Centres and Green Data Storage Sustainable Software Development - Green Cloud

Computing and Environmental sustainability Regulating Green IT: Laws, Standards and

Protocols Sustainable Information Systems and Green

Metrics Sustainable IT Services Green Enterprise and Role of IT – Enterprise

Green IT Strategy, Enterprise Green IT readiness Managing Green IT A Holistic Approach to Green and Sustainable

Computing - Applying system thinking concepts,Impact of human values on environment

PEDAGOGYThe pedagogy would include appropriate mix ofLectures, case studies, group activities &presentations etc.

PARTICIPANTS PROFILEThis program is designed for executives interested/involved in Green IT, sustainability, Green Business

FACILITATORProf. R Radhakrishna Pillai

MANAGEMENT OF TECHNOLOGY& INNOVATION

February 11 – 13, 2013

OVERVIEWThe basic objective of the program is to familiarizethe participants the various aspects of managingtechnology and innovation. Management of highvalue technology is focused on the entire life cycleof the Development, GTM and Support of ITProducts and Services. It addresses concepts andpractical aspects of product development, servicemanagement, and provide extensive knowledge oftechnology, products, R&D, services, branding,globalization, go-to-market, IP and businessdevelopment. Innovation is the lifeblood of winningorganizations. As Indian technology firms movetowards positions of global market leadership, itbecomes increasingly important for them to createsustainable competitive advantage based ontechnology and innovation. Innovation is not justin products and services, but in other areas as well,

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Open Source Products and Services, Product typedependent development, Consultative Selling,Service Delivery, Off-shoring, Pricing ofInfrastructure and Applications, Pricing of Services,Project Management, Total Cost of Ownership,Product vs. Service Launch, International Business,Localization, Internationalization, Globalization,Types of Outsourcing, Skill Development, Branding,Alliances and Marketing, Leveraging the Eco-system, Indian IT Market, Process of governmentIT purchase: Tenders and Rate Contracts, Role ofGovernment nodal agencies.

Building innovation, creating innovativeorganizations, creating collaborative partnerships,integrating wireless technology in business,building software to support agility, developing a21st Century organization.

PARTICIPANTS PROFILEThe program is aimed at middle level executives/management professionals across industries.

PEDAGOGYThe pedagogy for the program will be a mix oflectures, case discussions and demonstrations.

FACILITATORSProf. M P Sebastian and Mr. Jyotinath Ganguly

including processes, organizational models andbusiness models. Human resource managers needto understand the environmental factorsinfluencing the ability of the organization to exploitthe innovative capabilities of their employees andadvise appropriate strategic decisions. They alsoneed to understand the evolving organizationalmodels, models of intrapreneurship and corporateventuring. Marketing managers should updatethemselves about innovative business models andcreating value in the extended and networkedeconomy. The course is a heavily industry andpractice oriented course. Much of the coverage isrelated to the real world, business and economicperspectives, complemented with product andproject launch and lifecycle issues.

COVERAGEThe program will cover the following topics:Business driven technology, IT Products andServices from the Global Perspective, Changes inthe IT landscape, Adaptation of marketingtechniques, Comparison with other industries,Scope of IT market, Standards and compliance,Identifying competitive advantage, Strategicinitiatives, Streamlining business operations,Classification of IT Products and Services,Intellectual Property, Product Innovation, ProductLife Cycle Management, Product Launch, Productre-launch, Disruptive Cloud Computing.

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GENERAL MANAGEMENTProgramme Title Facilitator Date and Location Fees (Rs) Page #

Geopolitics and International Prof. Venkat Raman G June 3-6, 2013 - 72Business Mumbai 42500**

General Management Program for Prof. Anandakutan B Unnithan June 10-15, 2013 55,000* 72Middle Level Managers IIMK 46,000**

Learning through Peer Interactions: Prof. Deepak Dhayanithy June 21-23, 2013 35,000* 73An Hour of Play Prof. Rani S Ladha IIMK 30,500**

“Crossing the Chasm” : A Growth Prof. Saji Gopinath August 5-7, 2013 - 74Lab for Successful Small and IIMK- Cochin Campus 35,000**Mid Size Companies

Personal Innovation, Creative Thinking Prof. Anandakutan B Unnithan August 7-9, 2013 35,000* 75and Decision Making IIMK 30,500**

Ethical Navigation in Business: Prof. Venkat Raman G August 28-30, 2013 35,000* 76Problems and Opportunities Prof. Surya Prakash Pati IIMK 30,500**

Corporate Etiquette and Personality Prof. Deepa Sethi October 23-25, 2013 35,000* 77Development IIMK 30,500**

Communication Effectiveness Prof. Deepa Sethi November 20-22, 2013 35,000* 77Lab for Managers Prof. Anupam Das IIMK 30,500**

Learning through Peer Interactions: Prof. Deepak Dhayanithy December 20-22, 2013 - 73An Hour of Play Prof. Rani S Ladha IIMK- Cochin Campus 35,000**

Enterprise Risk Management: Managing Prof. Rudra Sensarma January 14-16, 2014 35,000* 78the Organization’s Knowns, Unknowns Prof. Saji Gopinath IIMK 30,500**and Unknowables

Business in Emerging Economies: Prof. Venkat Raman G February 18-20, 2014 35,000* 79Lessons from China IIMK 30,500**

Creativity for Competitive Advantage Prof. Anjan Kumar Swain February 25-27, 2014 35,000* 79Prof. S Jeyavelu IIMK 30,500**

Design, Business and the Art of Prof Anupam Das To be announced 35,000* 80Persuasion Prof. Shravan Rajagopal IIMK 30,500**

Service Tax as applicable will be charged extra, * Residential, ** Non Residential

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understanding domestic and internationalbusiness environments

To enable the student to grasp theinterconnection between local, national,regional and global issues

MODULES Day 1:Geopolitics and International Business in

the 21st century :Actors, Drivers and Forces ofGlobalization in the 21st century - Implicationsfor individuals, society, government, politics andbusiness -The multipolar world-Overview ofgeopolitical environments of the emergingcountries

Day 2: Regions, Geopolitics and InternationalBusiness

Day 3 : Rise of India, China and other BRICEconomies

Day 4: Geopolitics and Business Strategy: FutureRise of Africa and Other Geopolitical Trends

PEDAGOGYLectures, Case Studies, Audio-visual Aids

PARTICIPANT PROFILESenior and Middle Level Managers from Corporatesector, Senior and Middle Officials from NGO Sector

FACILITATORProf. G Venkat Raman

GENERAL MANAGEMENT PROGRAM FORMIDDLE LEVEL MANAGERS

June 10-15, 2013

OVERVIEWExecutives in the early stages of their careerachieve success by their specific expertise innarrow functional/ technical domains. From thisspecialized expertise driven roles, they must moveinto generalist roles when they move up thehierarchy in an organization. Such transitionrequires different skills sets and more importantlydifferent perspectives. One must be able toenvision the business unit as a whole and integratethe functional inputs to a common whole. Thisprogramme aims to provide the broader vision,perspectives and the skills of analysis and synthesisrequired to be a generalist. The programme wouldalso help the participant expose and confront theirmental models on strategy and organizationalleadership.

GEOPOLITICS AND INTERNATIONALBUSINESS

June 3-6,2013 | Mumbai

OVERVIEWThe 4-day programme deals with geopoliticalhappenings and its applications for businessdecision making. It is a programme abouteconomics, political and historical context in whichbusinesses operate. It deals with Geopolitics andgeopolitical environment, an issue which hasaround 6 – 7 million hits, if you Google it. Theprogramme would provide a framework foridentification and analysis of the geopoliticalfactors and issues that make up the internationalbusiness environment. In particular, the programmewill examine how geographic location, naturalresource endowments, historical developments andrelationships, and political and economicgovernance systems influence internationalbusiness. Further, the international politicaleconomy is examined in light of country specificfactors – the national economies, political anddemographic trends, historical background, andsocial and cultural issues. This foundation coursehelps the managers understand the key trends andissues of the environment within whichinternational business is conducted.

OBJECTIVES Use Geopolitics as a way of looking at the world.

One aim would be to focus our attention on howGeopolitics of the world works in practice andhow will it help us in designing a businessstrategy in the world that we assume tounderstand

Understand how and why governmentsimplement particular polices and how thesepolicies shape the world. That understandingwill help us to recognize the threats andopportunities that these policies create forbusiness and provide tools to help us evaluatethe environment for short and long-terminvestments. Managers who do this well cancreate a significant advantage for the firms theylead and the industries they shape

To provide a geopolitical framework for

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LEARNING OUTCOMESThe programme would equip the participant tounderstand the challenges of managing a businessunit and would focus more on integrating thelearning across functional areas and developingcross functional analysis and problem solving/decision making skills. The participants will alsobe able to develop the general managementmindset making the transition from the functionalexpert to a generalist. The specific learningoutcomes can be listed below. To develop a strategic business unit perspective

towards competitiveness in a complex changingenvironment.

To gain insights into general managementcompetencies required to deliver organizationalgoals.

To explore conceptual as well as analytical basisof competencies related to strategic thinking,customer intimacy, human capacitydevelopment, environment scanning, changemanagement and mutually beneficialstakeholder relations.

PROGRAM THEMES AND COVERAGE The general manager’s job and the challenges

of managing a business unit in today’s complexand competitive environment

The foundations of strategic management Managing the threats from external

environment Strategies for managing competition. Leadership and strategic change management Corporate Governance and managing

Stakeholder expectations and Analysing cross functional problems and

designing solutions Functional level strategies.

PARTICIPANTS PROFILEThe programme is specifically targeted at middlelevel managers who are expected to move up togeneral management roles in the near future.Participants from technical roles as well as middlelevel managers from various functional roles areencouraged to apply.

PEDAGOGYThe programme will use highly interactivepedagogical methods. It is expected that theparticipants actively contribute to the learning bysharing their insights during the class discussionsand case studies. Developing unique insights andperspectives is possible only by challenging thedominant assumptions managers routinely to use

to frame situations and arrive at decisions. Casestudies, simulations, exercises and activities as wellas lectures, group work and participantpresentations will form part of the pedagogy.

FACILITATORProf. Anandakuttan B Unnithan

LEARNING THROUGH PEERINTERACTIONS: AN HOUR OF PLAY

June 21-23, 2013

Dec 20-22, 2013 | IIMK Cochin Campus

You can discover more about a person in an hourof play than in a year of conversation.

-Plato, Greek philosopher, 427 – 347 BC

OVERVIEWPeer interactions are an increasingly importantcomponent of modern socio-economic systems.These interactions may occur with supply chainpartners, customers, regulators, competitors, orwithin organizational echelons. Market interactionsare always amongst peers. Within organizationstoo, the identity of leadership talent (a first amongequals) emerges from oligopolistic interactions.Peer interactions are an integral characteristic ofoligopolistic settings, where a limited number ofmarket participants, consciously or unconsciously,send and receive signals and clues pertaining torisk propensities, incentives, managerial styles, andcritical market information. The manager faces thechallenge of structuring and organizing these clues,signals and information so that her own actionscan be more effective.

The key elements to glean from in theseoligopolistic interactions pertain to risk and riskappetites, aggression, consensus building, co-operation, market signals and signal reading ability,an appreciation for interactive outcomes, as wellas Bayesian analysis. This MDP aims to make theparticipants adept at these processes by using thewell-developed statistical, Bayesian, behavioraland psychological theories of strategic games. Ithelps participants build on their experiences oflearning from peer interactions, employing astructured learning approach and draws inspirationfrom Plato in its pedagogy – play.

This MDP employs a mix of lectures, cases, gamesand debriefings. The strategic game employed will

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be Poker. Many countries, including India, have adomestically evolved version which is popular inits own cultural settings. It can be learnt, playedby all, and presents opportunities to explore andappreciate the process of learning from peers inan oligopolistic environment. Poker, in its variousforms, is a rapidly growing card game with prizemoney payouts rivaling those of tennis and golf.The modern Poker player, like a Bridge exponent,could be a mathematician, physicist, psychologist,bond trader and so on. The old stereotypes of river-boat workers are rapidly disappearing. The rulingsof Baxter versus the Internal Revenue Service inthe US Supreme Court are acknowledgment thatpoker is a game of skill. The skill components hereare the same as those required in the oligopolisticmarket and organizational settings outlined earlierin this note. “If you’ve been playing poker for halfan hour and you still don’t know who the patsy is,you’re the patsy.” - Warren Buffett.

The MDP is structured as a program comprising ofthe following: Introduction, history of the game and overview

of theoretical threads Behavioral, psychological, economic, statistical

basics Game playing (sit and go) – employing online

poker room tools Sit and go debriefing, including good and bad

beats, thought processes and behaviors Game playing (tournament) – employing online

poker room tools Tournament debriefing Experience summarization by participants,

drawing parallels to managerial challenges,theory discussion by professors

OVERVIEWLearning outcome Managerial appreciation of deterministic,

probabilistic, interactive and strategic events,outcomes and processes

Strategizing under uncertainty, competition, andburn-rate pressures

Learning peers’ incentives and styles Integration of game-playing experience with

extant statistical, Bayesian, behavioral andpsychological theory

PARTICIPANT PROFILE Managers and leaders tasked with decision

making in a strong peer environment – inbusiness, government and NGOs – be it of

marketing, sales, operations, strategy, HR,public relations, business development, riskmanagement, governance, audit or finance.

Entrepreneurs – including social entrepreneurs.

PEDAGOGYGame-playing, debriefing, case discussions,participant presentations and lectures

FACILITATORSProf. Deepak Dhayanithy and Prof. Rani S Ladha

“CROSSING THE CHASM”:A GROWTH LAB FOR SUCCESSFULSMALL AND MID SIZE COMPANIESAugust 5-7, 2013 | IIMK- Cochin Campus

OVERVIEWThe economic growth in India had bestowed thesmall and medium enterprises of the country withtremendous opportunities of growth anddevelopment. However to propel into a high growthtrajectory, the owners and managers of theenterprises have to venture into new areas ofoperation while restructuring their existingorganizational designs and market boundaries. Thisgrowth lab is designed to equip the champions ofsuch change with necessary tool kits to help thetransition. This strategic management program willhelp participants to redefine their strengths andweaknesses and enable them to developsustainable strategies for next stage of growth.

LEARNING OUTCOMESThe program will help CEOs and Top Executives to: Clearly articulate their growth needs,

compulsions and constraints so as to Identifysustainable growth trajectories for their business

Understand and develop functional-operational,financial, organizational and marketing –strategies to develop into a world classenterprise

PROGRAM THEMES AND COVERAGEAs a workshop, the program helps the owner/CEOsof the MSME units to focus on themes of newventure development, expansion and consolidationwithin the functional framework of operations,sales & marketing and financial management. Theinvestment options, organizational designs,networking and negotiations are some of the othertopics covered in this program

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PARTICIPANTS PROFILEThe program is designed CEOs and Top Executivesof Family run Businesses and Small and Mid Sizecompanies with high growth potential

PEDAGOGYThe program will include various methods oftraining such as lectures, discussions, case studies,simulations and computer exercises. The entireprogram is conducted on an experiential modewithin the framework of a growth lab.

FACILITATORProf. Saji Gopinath

PERSONAL INNOVATION, CREATIVETHINKING AND DECISION MAKING

August 7-9, 2013OVERVIEWMost of us are conditioned and habituated to thinkin patterned ways. Like many other personal andsocial rituals, analysis, problem solving anddecision making degenerate into routineapplication of thought artifacts, heurists, orpreferred mental models. Often organizations alsoexert a strong influence in shaping preferredmethods of thinking internally which may evolveinto strongly entrenched corporate dominant logic.These entrenched patterns of predictable thoughtare the major reason behind strategic decay. On apersonal and professional level repetitive thoughtprocesses yield predictable results and suchconsistency would lead to loss of competitiveadvantage and can cause boredom, monotony andstagnation in one’s life and career. It is importantthat we must break free of such conditioning byquestioning the thought patterns and the thoughtartifacts which colour our judgments. This can bedone only by confronting the deeply held beliefsand assumptions. The purpose of this programmeis to facilitate such a dialogue.

LEARNING OUTCOMES Enable the participant to expose and confront

their deeply held mental models onmanagement, leadership, organizations andpersonal effectiveness.

Develop alternative approaches of enablingdisequilibrium to develop creative analysis andsolutions.

Develop tolerance of ambiguity and alternatemodels of reality in managerial contexts.

PROGRAM THEMES AND COVERAGE An analysis and theory of personal innovation

and creativity: the framework anddemonstration

Habits and rituals in thinking : The role ofthought artifacts and mental models

Personal Innovation competencies and theoutcomes

Towards alternate mental models and solutionsfor problem solving and decision making

Escaping the patterns of analysis and synthesis. Some best practices to facilitate creative

thinking Leading for creativity in organizations.

PARTICIPANTS PROFILEThe programme is targeted at middle to senior levelmanagers having functional or general managementresponsibilities. Those who occupy roles whichrequire creative problem solving under conditionsof insufficient information and ambiguity wouldfind this programme most useful.

PEDAGOGYThe programme will use highly interactivepedagogical methods. It is expected that theparticipants actively contribute to the learning bysharing their insights during the class discussionsand case studies. Developing unique insights andperspectives is possible only by challenging thedominant assumptions managers routinely to useto frame situations and arrive at decisions. Casestudies, simulations, exercises and activities as wellas lectures, group work and participantpresentations will form part of the pedagogy.

FACILITATORProf. Anandakuttan B Unnithan

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ETHICAL NAVIGATION IN BUSINESS:PROBLEMS AND OPPORTUNITIES

August 28-30, 2013

OVERVIEWThe first decade of the 21st century has seen manycorporate scandals. As a result business world hasseen a renewed focus on the relevance of businessethics. In fact the business society relationship hasseen a paradigmatic shift in discourse from CSR(Corporate Social Responsibility) to CSV(Collectively Shared Value). This has led toBusinesses reemphasizing the relevance ofcorporate governance, ethical compliance, andenvironment sustainability as corporateadvantage.

This three day programme seeks to approach theissue of Business Ethics by accepting modernbusiness as a complex social system as well as anorganic component of the larger social system. Thisprogramme is grounded on relationships that formduring business activities. These relationships canbe internal as well as external. The internalrelationship involves relationship betweenmanagers and owners and managers andemployees. The external relationship involvesrelations between the business and consumers,suppliers, competitors, business associations,government and natural environment and mostimportantly the larger society in which it operates.These relationships have ethical dimensions andto play its proper role and meet its responsibilitiescompanies must adopt ethical policies.

OBJECTIVES To help evolve participants grow from

the level of ‘self-justificatory learning’ to‘transformational learning’

Enable participants to resolve ethical dilemmas.Part of this process is awareness of dilemmas ashaving multiple decision criteria. Encourage

participants to think about moral problems andin the process of reasoning form ways of thinkingabout their experiences which includeunderstanding of moral concepts such as justice,rights, equality

Develop the moral competence of individuals.Business ethics has two sides, namely, cognitiveside and motivational side. To close the gapbetween the cognitive and motivational side itis important that managers are well informedabout the contemporary issues in the field ofmanagement. By being well informed managerscan be motivated by a reasonable judgment

MODULES Ethics in the World of Business- Eastern and

Western approaches to Ethics and Relevance ofEthical Leadership

Application of Ethics to Business: IncludesManagers and Workplaces-workers’ rights andDuties-Sweatshops Outsourcing and InternationalBusiness- Whistle blowing

Ethical Issues in Contemporary Management:SOMS Ad 28 Jan 13Business and the Challenge ofEnvironment- Information Age and NewTechnologies-

Government, Business and Civil SocietyOrganizations

Changing Business Mandate- Building a GoodSociety to Do Good Business

PEDAGOGYLectures, Case Studies, Role Plays based on Audio-visual Aids Including Film Shows and Discussionson Ethical Navigations

PARTICIPANTS PROFILESenior and Middle Level Managers from Corporatesector, Senior and Middle Officials from NGO Sector

FACILITATORSProf. G Venkat Raman and Prof. Surya Prakash Pati

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CORPORATE ETIQUETTE ANDPERSONALITY DEVELOPMENT

October 23-25, 2013

OVERVIEWDevelopment is an enduring process of fostering,shaping and enhancing individuals’ skills,knowledge and interests to ascertain theirmaximum efficacy and compliance. Developmentcovers an assortment of activities, one of which isthe knowledge of Corporate Etiquette andPersonality Development. The objective of theprogramme is to build self-confidence, enhanceself-esteem and improve overall personality of theparticipants. The programme aims at grooming theparticipants through sensitizing them about properbehavior, socially and professionally, in formal andinformal circumstances.

IIMK is happy to offer world-class training in socialand business etiquette, corporate and internationalprotocol, good manners and dining skills. Whetheryou are an executive or a student, our program oncorporate etiquette and personality developmentis designed for you to hone your skills and improveyour professional image.

LEARNING OUTCOMESThe CEPD will enable participants in: Projecting the Right First Impression Polishing manners to behave appropriately in

social and professional circles Enhancing the ability to handle casual and

formal situations in terms of personal grooming,dining and entertaining etiquette

Developing and maintaining a positive attitudeand being assertive

Mastering Cross Cultural Etiquette Handling difficult situations with grace, style,

and professionalism

PROGRAM THEMES AND COVERAGECorporate Etiquette Making a Great First Impression Greetings, Introductions, The Art Of Small Talk

and Conversations Polishing Business Manners: Handshake, gifts,

visiting cards, humour, office behaviour etc. Mastering Cross Cultural Etiquette to deal with

Diversity Dining Etiquette Understanding the Art of Entertaining: Playing

a Gracious Host

Personality Development Power Dressing: Wardrobe Etiquette Grooming for Success Body Language, Poise, and Eye Contact Pronunciation, Voice Modulation, and Diction Self-Esteem and Confidence Assertive Behaviour Handling difficult situations with grace, style,

and professionalism

PARTICIPANTS PROFILEThis programme is designed to help people inorganizations who wish to gain confidence andeffectively perform in the professionalenvironment. It is specifically designed for thejunior, middle & senior level managers in public &private organizations, and those students who wantto polish their skills and improve their professionalimage. A varied cross section of participant profilesadds new facets and perspectives to the discussionsand experiential sessions.

PEDAGOGYThe programme would involve interactive sessions,individual and group exercises, role plays,situation-handling, and experience-sharing.Selected video films will complement these.

FACILITATORProf. Deepa Sethi

COMMUNICATION EFFECTIVENESS LABFOR MANAGERS

November 20–22, 2013

OVERVIEWCommunication is central to organizations asgenres of organizational communication influencea wide range of organizational phenomena. Withoutcommunication, there cannot be any organizationalprocess and with miscommunication there couldbe blunders. With the globalization of businesses,physical distances have led to communication gaps,misunderstandings and range of issues. In suchcircumstances the real key to the effectiveness ofprofessionals is taken as their ability to translatetheir domain knowledge into effective practice andmake proper utilization of required skills.

Research on recruiter’s perceptions about thequalities that they look for in an applicant hasidentified oral and written communications skillsat the top of the list (Powell & Jankovich, 1998:Moody, Stewart & Boltlee, 2002). This is notsurprising considering that managers are frequently

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required to make presentations both within theorganization and to external groups such as clients,or potential partners. The aim of thesepresentations may vary from sharing informationto persuading the audience or selling an idea orproduct. In each case an effective presentationwill aid the communicator in performing his/herrole.

In the current environment, when the individualsincreasingly face an information overload andshorter time spans within which they are requiredto assimilate data and make effective and informeddecisions, the ability to communicate is imperativefor managerial effectiveness and success. Thisprogram aspires to involve the participants inlearning more about the fundamentals ofcommunication, the minutiae associated with itsconduct and acquiring the necessary skills todeliver one’s best in the organization.

LEARNING OUTCOMESThe CELM aims to: Sensitize the participants on the nuances of

effective communication at work Augment the participants’ awareness of their

strengths and limitations in professionalcommunication

Help the participants master the full range ofcommunication skills required of a successfulprofessional, namely: listening, speaking,reading and writing

Develop in them a systematic and positiveapproach to verbal & non verbal communicationin business settings

Boost their understanding of team effectivenessthrough proper team communication

Polish their presentation, interpersonal & socialnetworking skills

PROGRAM THEMES AND COVERAGE Basics of Effective Communication Workplace Communication: Understanding the

skills of listening, speaking, reading and writing. Nonverbal Communication Business Writing Business Presentations Team Communication Social Network and Social Capital Meeting Management Electronic Communication

PARTICIPANTS PROFILEJunior, middle & senior level managers in public &private organizations who would like to enhancetheir influence, both within their organizations and

externally with other organizations, by sharpeningtheir communication abilities. Entrepreneurs whowish to create a niche by way of honing theirinterpersonal and people skills. A varied crosssection of participant profiles adds new facets andperspectives to the discussions and experientialsessions.

PEDAGOGYThe programme is based on experiential learning.Instructors will act more as facilitators in helpingparticipants through the process of learning, usingdiscussions, role plays, individual and groupexercises, case studies, and participantpresentations.

FACILITATORSProf. Deepa Sethi and Prof. Anupam Das

ENTERPRISE RISK MANAGEMENT:MANAGING THE ORGANIZATION’S

KNOWNS, UNKNOWNS ANDUNKNOWABLES

January 14-16, 2014OVERVIEWOrganizations have traditionally followed a siloapproach to risk management where managersmanaged risks only within their own domains.However in recent times especially following theglobal financial crisis there has been a realizationthat when it comes to risk, the sum of parts isdifferent from the whole. Consequently, there isnow an increased emphasis on identifying,analyzing and implementing an enterprise-wide riskmanagement strategy. Risk management isbecoming an organizational priority and managersare now required to have awareness and stakes incross functional risks and enterprise risk. To addressthese emerging challenges, IIMK has developed thisprogramme on enterprise risk management forexecutives. In this programme, you will beintroduced to the concept and importance of risk,evaluate the theory and practice of riskmanagement in different business domains andfinally explore issues related to the strategy andimplementation of ERM.

LEARNING OBJECTIVES AND OUTCOMESBuilding on the principles of economics, finance,insurance, psychology and decision sciences, thisprogramme aims to develop an integrated view ofthe different risks faced by an organization.Through a critical examination of theory, research

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is growing. Some of the topmost MNCs havecapitalized on the huge Chinese market withtremendous success and any major internationalbrand (worth its name) in the international businessaccords a very high priority (if not the highestpriority) to China. Today MNCs not only have a Chinastrategy but are also learning from their uniqueexperiences in China and adopting and adaptingthis knowledge to pursue more profitablebusinesses elsewhere in the world. MNCs choosetheir most experienced andskilled managers to runtheir offices in China and this appears to have paidrich dividends.

This programme would like to address this questionand see if there are important lessons to be learntfrom China when it comes to doing business inemerging economies. Closely linked to this questionare other questions like why is it relevant formanagement executives to learn about China andin turn understand and appreciate the impact ithas on international business. This necessitateshaving a closer examination of the functioning of‘socialism with Chinese characteristics’ (somepeople even call it capitalism with Chinesecharacteristics’), also inquire as to ‘is there aChinese way of doing business/’ and if yes thenhow is it different from doing business in otherparts of the world. This question holds a veryimportant significance for management executivesbecause it will enable them to examine currenttheories /strategies of doing business and see ifthere is a case for modifying these theories andsubsequently learn from Chinese way of doingbusiness.

FACILITATORProf. G Venkat Raman

CREATIVITY FOR COMPETITIVEADVANTAGE

February 25-27, 2014

OVERVIEWIn a hypercompetitive and turbulent world,sustainable competitive advantage can be achievedonly through creative managers, creative teamsand creative business processes. Responding to day

and best practices, you will develop a knowledgeand understanding of how to measure and managea number of risks and how to implement andcontribute to an integrated risk managementstrategy within an organization.

THEMES Risk perceptions, reactions and the risk

management process Upside risk: risk as an opportunity for business

growth Internal factors: Financial and operational risks External factors: Economic and environmental

risks Functional risk management: Project, product

and supply chains Developing an ERM framework Implementing an ERM strategy Regulation, internal controls and corporate

governance Risk intelligence and analytics Black swans: What we don’t know about what

we don’t know

PARTICIPANT’S PROFILEThis programme is intended for middle to seniorlevel executives in corporate, government or non-profit organizations who may be involved in risktaking functions. Executives who are eitherexpected to design or participate in theorganization’s risk management strategy areencouraged to apply. Senior officers of audit,compliance and planning divisions will also findthis programme useful.

PEDAGOGYLectures; classroom discussions; cases

FACILITATORSProf. Rudra Sensarma and Prof. Saji Gopinath

BUSINESS IN EMERGING ECONOMIES:LESSONS FROM CHINA

February 18-20, 2014

OVERVIEWChina is touted as one of the most exciting placeto do business both because of the size of theeconomy and the rapid pace at which the economy

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to day challenges, continuously thriving for ‘more& better for less’, engaging with customers andstakeholders, or proactively shaping theenvironment; all require managers who arecreatively agile and ambidextrous in strategic andoperational decisions. Creativity has the potentialto enable managers to cope with these extremesituations and gain competitive advantage bytapping their own as well as their team’s inherentcreative abilities. Creative tools and techniquesfacilitate this process by using a systematicapproach. The competitive advantage can besustained by promoting a creative context oforganizational structure, business processes,culture, and management style.

LEARNING OBJECTIVES Enable participants to tap into their own &

others’ inherent creativity, Understand and skillfully use systematic

creativity tools & techniques, and Facilitate team and organizational creativity

PROGRAM CONTENTS Perspectives On Creativity Types of Creativity Unleashing The Individual Creativity Personality, Motivation and Environment Unblocking the Mind Enabling Team Creativity Creative Team Processes & Leadership Ideation Techniques Free Association Forced & Multisensory Association Random Input Creative Problem Solving Techniques Force Fitting Triggers Laddering Journalistic Six Brainstorming Collective Breakthrough Organizational Design For Creativity Best Practices of Creative Organizations Transformation to a Creative Culture

PEDAGOGYExperiential exercises, role plays, games, casestudies and discussions.

PARTICIPANTS PROFILEMiddle and senior level managers. This programwould be useful to managers who want to enhancetheir creative ability to solve managerial problems

everyday and/or create a creative organization.Managers who are heading or likely to lead adepartment / SBU / profit canter will benefit themost from the workshop.

FACILITATORSProf. Anjan Kumar Swain and Prof. S Jeyavelu

DESIGN, BUSINESS ANDTHE ART OF PERSUATION

To be announced

OVERVIEWThe program will address the following issues: Identity design and Branding Cultural Strategy to build brands Info-graphics and Data Visualization Perception, the Self and Communication Communication and Emotion Time, Space and Identity Language and Impression Management

OBJECTIVES AND LEARNING OUTCOMESThe workshop will expose student’s ideas aboutperception, the self, and communication. Studentswill also understand the power of emotion,especially when applied within a design context.Students will learn to harness the power oflanguage in impression management. Theproposed workshop will expose students to basicdesign methodology. Students will learn abouttypography, typographic history, design theory andpractice. A variety of examples will be used toheighten student sensitivity to good and effectivedesign. Part of the discussion can then be aboutwhat constitutes good design and the variablesthat make design effective. The workshop will alsoinvolve some small projects that will providestudents with hands-on training and offer aninsight into various design processes.

PARTICIPANT’S PROFILEExecutives with active interests in design (butadvanced training in design is not required) aredesirable. The participants, however, need to havegood command over the English language

PEDAGOGYLecture, case analysis, and hands on experiments

FACILITATORSProf. Anupam Das and Prof. Shravan Rajagopal

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Valuable insight to industry. Great interactions, fantasticsimulations, great amount of takeaways from lectures andexercises.- Shantanu Choudhury, General Manager(Magazines), Business StandardLimited

Excellent communication added with relevant examples. Patientlearning of our issues and patient reply/answer.- Rajesh F. Muttalgiri, Senior Manager, Ultra Tech Cement Ltd

A good, well packaged programme that has interested one’s selfawareness, it has refreshed the mind and awakened the leaderwithin us, a trigger to self introspective.- K. A. Cariappa, Wing Commander, Indian Air Force

Wonderful environment of IIMK. The ambience is itself soulsearching. Topics covered are broadly covering all the issues. Everyfaculty is unique in their style of presenting the concepts.- Sesha Sai, DGM, Electronics Corporation of India Limited

Exposure to develop leadership skills and implementing the samefor better performance. All round exposure to accounting skills,marketing skills, finance areas and solving problems throughanalytical tools. Enhanced the managerial communication.- Sushil Kumar Choudhury, AGM (Civil), GMR Group

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TESTIMONIALS

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available on total fee. Early bird discount of 5%also is available for nominations received 60 daysbefore the programme start date.

CANCELLATION POLICYIn the event of cancellation of nomination, fullrefund of the programme fee will be made, ifrequest is received in writing at least 21 daysbefore commencement of the programme. Norefund will be made if such a request comes afterthis date.

CONNECT WITH USFor more information please contact at:

MDP OfficeIndian Institute of Management Kozhikode

IIMK Campus P.O., Kozhikode 673570,Kerala, India

Phone: +91-495-2809 208/450/388/370Mobile: 09447100539, 09895098960

Fax: +91-495-2809370, 2803010, 2803011

Email: mdp@iimk.ac.in

Website: www.iimk.ac.in

Institute faculty undertakes design, developmentand delivery of tailor-made programs to suitspecific training and development needs ofsponsor organizations over and above the open-enrolment programs featured in this catalogue.

Members of the faculty also undertake trainingneed analysis and other relevant assignments toidentify and address executive developmentinterventions, if required. Enquiries detailing theduration, target participants, key inputs, etc. maybe sent to our MDP office.

REGISTRATIONS / NOMINATIONSPlease write to MDP Office for Registration /Nomination Forms or please visit http://www.iimk.ac.in/mdp2013-14.php for onlineregistration/nominations. You are requested tosend the Registration / Nominations at least threeweeks before the program dates.

PROGRAMME FEEThe programme fee for residential participantscovers programme kit and materials, instructionfee, single occupancy accommodation, breakfast,working lunch and dinner. For non-residentialparticipants, programme fee includes program kitand materials, instruction fee and working lunch.Non residential participants need to make theirown local conveyance arrangements to the campusduring the program days.

The fee is to be paid in advance by Demand Drafttaken in favor of “Indian Institute of ManagementKozhikode” payable at “Calicut”. You can alsomake the payment by using the online paymentsystem available on the link http://iimk.ac.in/mdp/feepayment/. However the payment shouldbe made three weeks before the program dates.

IIMK being an educational institution, existingsolely for educational purposes and not for purposeof profit and substantially financed by theGovernment, is entitled to exemption undersection 10(23C) (iiiab) of the Income tax Act 1961.Consequently, the amount payable to us will beexempt from income tax. (Letter No.AAAAJ1012Q/ACIT/Cir-2(1)06-07 dated 12th April2007 issued by Assistant Commissioner of IncomeTax, Circle-2(1), Kozhikode.

DISCOUNTSIf an organization nominates more than twoexecutives for a programme, a discount of 10% is

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ABOUT THE INSTITUTEThe Indian Institute of Management Kozhikode(IIMK) is the fifth IIM, established in 1996 bythe Government of India in collaboration withthe Government of Kerala. IIMK is fast emergingas an internationally reckoned, fully integrated,management institute of higher learning. TheInstitute seeks to inculcate a spirit of lifelonglearning and aspires to strengthen thecapabilities of integrating concepts withapplications and values. It contributes towardsthe development of communities ofdependable, capable, caring and fair-mindedpeople.

IIMK is located at Kozhikode, Kerala, the ‘God’sOwn Country’, made famous by the entry ofVasco Da Gama to India, and is 15 km fromCalicut Railway Station and 38 km from CalicutAirport. The Institute Campus has beendeveloped in the scenic ambience ofapproximately 96 acres of land in theKunnamangalam locality of Kozhikode. The sitecomprises of two hillocks with a valley inbetween. The panoramic view from the hilltopis a visual delight and conducive for learningand contemplation. The design of the Campusis aimed at preserving the existing ambience,and incorporates the strong architecturaltraditions of Kerala.

Indian Instituteof ManagementKozhikode

G l o b a l i z i n g I n d i a n T h o u g h t

MDP OfficeIndian Institute of Management Kozhikode

IIMK Campus P.O., Kozhikode 673570, Kerala, India Phone: +91-495-2809 208/450/388/370

Mobile: 09447100539, 09895098960 | Fax: +91-495-2809370, 2803010, 2803011

Email: mdp@iimk.ac.in | Website: www.iimk.ac.in