Five ways to prepare for an MBA while working

Balancing the demands of work with studying and applying for an MBA can be taxing. Here are a few tips from successful applicants that could help one cruise along. 

1. Plan in Advance: Professionals looking to do an MBA should start working on it a year ahead, says Chaitanya Kalipatnapu, co-founder of executive education programme provider Eruditus and Insead alumnus. Research business schools and interact with alumni, he says. 

2. Leverage Weekends: Vaibhav Pandey, a management student at ISB and an ex-software engineer, capitalised on his weekends for GMAT studies. It is equally important to find a support system, he says. 

3. Highlight Leadership: Highlight experiences that demonstrate your unique abilities, says Kalipatnapu. Mention instances that show your leadership potential and list cross-cultural experiences, he adds. 

4. Avoid Cliches: "Cliches do not work at all," says Kalipatnapu. Support your application with strong anecdotes. "Essays should tell your personal story," says Pandey. 

5. Apply in the First Round: While each B-school has a different admission format, Kalipatnapu says it's best to apply in the first round. "If schools have a quota or are focused on diversity, it becomes hard to justify yourself in the second round," he says.

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Indian students affected as Australia shuts three vocational institutes

 Australia has decided to close down three vocational colleges for non-compliance of training standards, a move that will impact more than 500 Indian students enrolled in these institutes. 

However, Australian High Commissioner to India Peter Varghese today assured that Indian students affected by college closures will be protected. 

He was commenting on the move by Australia's vocational education regulator, the Australian Skills Quality Authority (ASQA), to shut down two non-compliant vocational education and training colleges in Victoria and one in New South Wales (NSW). 

Following comprehensive compliance assessments, including multiple site visits by ASQA officers, the ASQA audits concluded that the colleges were non-compliant with the standards that providers are required to meet in the delivery of training to domestic and international students. 

"The decision to reject a training organisation's registration is not one we take lightly but the interests of students and the integrity of training standards across the VET sector have to be upheld," said ASQA Chief Commissioner Chris Robinson. 

"The institutions have the right to have ASQA's decision reviewed which may delay or change the decision," he said. 

Depending on the outcome of any appeals, the decisions take effect from October 30 and apply to all courses offered by The Ashmark Group Pty Ltd and G Plus G Global Trading Pty Ltd. Both colleges have campuses in Melbourne, Victoria. ASQA also served notice last month on the Ivy Group in NSW. 

There are over 400 Indian students enrolled at the Ashmark Group college, over 100 Indian students enrolled at G Plus G Global and a further 30 Indian students enrolled at the Ivy Group. 

Varghese said in New Delhi that Indian students affected by the foreshadowed closure of three colleges in Australia will be covered by a legislated safety net. 

"The Australian Government has in place a comprehensive suite of protection mechanisms to safeguard the interests of overseas students under the Education Services for Overseas Students Act 2000 (the ESOS Act)", said Varghese. 

He added, "If these education providers do close and do not meet their obligations to students, international students will be able to access the Australian Government's Tuition Protection Scheme (TPS). 

"The TPS will seek to place affected students in an alternative course or refund any unspent pre-paid tuition fees to the students". 

He said, "Australia is committed to maintaining high education standards and undertaking rigorous auditing of education providers". 

Recession is the best time to pick assets: Sajjan Jindal

There is a lot happening in the two sectors you are present-steel and power, for all the wrong reasons. Illegal mining, Coalgate etc. How do you view all this?

I think it is an evolving phase for an economy. Whenever an economy is shifting gears or moving from an underdeveloped economy or moving towards a faster growth economy then this kind of issues are bound to occur. Especially for a democratic country like India, which is so vast and diverse. These are part and parcel of the growth pangs of the growth economy. It is a phase that will pass. We'll have to allow this phase to pass. This is part and parcel of India's economy growing up.

What gives you such confidence? 

Twenty years ago, India probably was a $200 billion economy and today we are close to two trillion dollar economy. We have indeed grown. Any decision by the government today can have a huge economic impact on the industry, either ways ie positively or negatively. So therefore the magnitude of the impact has become so large that it reflects immediately. As a country we have to gradually move towards a transparent system.

Isn't that the basic issue? (lack of transparency.) 

That is what we lack. I've been saying for many years that natural resources allocation should be done through a very transparent process. Whatever process we follow should be totally transparent and not discretionary. .Even now the new Mines and Mineral Development and Regulation (MMDR) bill, which is going to be put up in the parliament has discretionary powers. There needs to be total clarity, wherever there is discretionary power. That breeds corruption. We have to make things more transparent and more equitable.

Was transparency the issue relating to coal block allocation? 

It should not be because even in the coal blocks, there was a screening committee. There was a system put in place. There were many chief secretaries at the meeting and secretaries from different ministries who participated in the deliberations. But at the end it was all discretionary. To get approval from the state government was itself a process. If they don't like you, then your application was rejected.

How have you managed in all this? 

We built India's largest steel plant in Karnataka and till date we still haven't a single iron ore mine. I've been shouting from day one to auction the mines. Put it on auction. Then I've a chance to get a mine. If it is discretionary, I will not get for sure, despite having put up the largest steel plant in the country.

So I hope with all this hullaballoo that has happened in the last few months, the transparency may finally come. Of course, there is a flip side to it. If everything is auctioned there is a fear that the big players will corner most of it as they have the financial resources. So how will the smaller players grow.

How will the smaller players grow? 

I don't have an answer to that. But through a proper policy documentation, proper mechanism we can address all the misgivings.

So what you are saying that whatever is happening around you in the mining sector is a blessing in disguise?

I am a firm believer that whatever happens, it happens for the good. Ultimately, if you have a long term vision you'll understand that it is happening for the good of the nation. Of course, whatever is happening today is very painful to everyone. To me, our group companies are put into hardship obviously it is very painful but eventually it will bring in transparency. Transparency is a must, otherwise we will continue to be called as one of most corrupt countries.
copied from ET

Office Politics

More often then not one has to deal with office politics & “the dirty game” that goes on at the work place. But then like every coin has 2 sides…there is good side to it toooo…So let us see how to run a positive campaign at the workplace & how to handle the negative Yadavji & Guptaji in our work life. (No offense intended if your surname is Yadavji n Guptaji — I’m sure you’re still lovely)
Talking about it, how do we begin?? And what do we do to run a good campaign?? As a answer to this let me divide the entire “good campaign” process into 2 parts. One, wherein you promote yourself and your team in an effective way . And second, by engaging yourself in positive office politics. Combining both ways, following are some of the best practices that can help in positive office campaigning.
·         Finding a mentor (or two) because they can help navigate difficult personalities; look for solutions when you need sounding board. Most people like to help others — just be sure to come to him or her with a problem and a few possible solutions because Your mentor isn’t there to listen to you complain or to solve all of your problems for you.
·         Take initiative, try to start something new, even if it’s just a fun thing for you as well as your coworkers to do together. There are some activities like fundraising activities, office holiday celebrations etc. It doesn’t have to be something that increases revenue to show leadership and team-building skills. (Although if you can identify a way to increase revenue, by all means, just go for it!!!!)
·         Overcome your fear of speaking up. Many people have good ideas, but they’re afraid of being shot down or of what might happen if the idea bombs. But participation is an important part of good office politics. It shows that you’re engaged and thinking of solutions. If you’re too scared to speak up, talk to your mentor about ways to present your ideas at the next meeting or try joining a speaking group.
·         Think about the best interest of the team or company. Before asserting your opinion or arguing your case, ask yourself who will benefit. Are you against change because you don’t want to take the time to learn something new, even though it’ll improve a system? Think big-picture and beyond your immediate desires. When a disagreement starting going downhill, try to get the group to refocus on the big picture.
·         Be positive. This isn’t always easy. Believe me. But the people who constantly complain and play the victim are no fun to be around. People will start avoiding you, even if what you say has some merit. You want a reputation as a problem-solver, not a whiner.
·         Develop your skills and techniques. This will not only help you build your confidence but also others will start to trust you and believe in your work. 
Apart from all this, one should also know how to deal with “bad vibes” at the work place. Some of the tactics to handle them are:
·         Avoid gossiping. Gossip will inevitably reach your cubicle, but ask yourself if there’s any credibility to the rumors. Whether there is or there isn’t, don’t pass it on. People who enjoy gossip usually only have half the story, and taking part is a sure way to wind up with your foot in your mouth.
·         Watch what you say “in confidence.” Most things said in confidence will get out, usually starting with “I’m not supposed to say anything, but…” Disclose at your own risk. Try  to be professional and polite to everyone but watch out on whom to trust. Just because you like someone doesn’t mean you can trust them with your confidential information.
·         Instead of distancing yourself from the people who practice bad politics, get to know these people better. Get to know their motivations and goals to work more harmoniously with them (or at least to avoid in being in bad terms with them)

With MBA from US, Indians return to do business at home

More and more Indians graduating from top global business schools, including Wharton, Harvardand Stanford, are spurning traditional job offers in favour of starting up new business ventures back home.
Wharton's MBA batch of 2012 had 70-80 Indians, of which 10-15 turned entrepreneurs. And in the current class of about 100 Indians, 15-20 are alreadyentrepreneurs or are actively working towards founding their own businesses, according to ET estimates based on interviews with 10 alumni. Such instances were uncommon even as recently as 2009. 


Harvard Business School saw 5-6 out of 30-35 Indian students turning entrepreneurs from its class of 2011, according to alumni estimates. It hardly had any Indian entrepreneurs five years ago. Similarly, Stanford's B-school saw a record-breaking 16% of its class of 2011 starting their own firms, with a significant number of Indians in the group. 




"Global B-schools expose them (Indian students) to a strong entrepreneurial architecture with a greater number of role models, success stories and potential investors," says Kunal Bahl, founder and CEO of SnapDeal.com. "This gives them the much-needed confidence to do something of their own." 


Bahl passed out of Wharton in 2006 and immediately started work on SnapDeal. 


"This is definitely a key trend for our generation," says Anirudh Suri, an MBA from The Wharton School (University of Pennsylvania) class of 2012, who currently runs an early-stage venture capital fund, The India Internet Group. 

Senior level professionals going back to B-school to acquire management skillsets

Senior level professionals going back to B-school to acquire management skillsets
  Liane Cabral Ghosh was working as a senior manager and strategist at Dell's research and development centre in Bangalore, when she decided to enroll for an INSEAD leadership programme for senior Indian executives last August.


"I was growing well in technical functions, but did not have management skillsets. I wanted a programme that could provide a career jump for senior leadership positions," says Ghosh. The programme concluded last month, and it seems that Cabral has been taught well. She joins Canadian IT company Innovatia this month as country manager.


Senior-level professionals across functions, profiles and industries are going back to school for short-term and long-term executive education programmes in order to reskill themselves. Ghosh's batchmates at INSEAD included Rajshree Naik, the marketing head of Forevermark, De Beers; and Manesh Nair, former director of business relationship consulting, India and Thailand, at American Express, and after the course, global director for partnership development posted at American Express, New York.


"We are witnessing a growth of 25% when it comes to participation in 'open enrollment' executive education programmes every year," says Deepak Chandra, deputy dean at the Indian School of Business (ISB).


Open enrollment programmes are meant for professionals from all fields looking at a specialisation in functions like marketing, finance or sales strategies. ISB will host 5,000 such students this year. It currently offers 45-50 such programmes, up from 5-6 a decade ago. The courses at ISB last anywhere from a week to a month.


"Reskilling assumes greater importance in challenging times," says Chaitanya Kalipatnapu.


Kalipatnapu is co-founder and director of Eruditus, a firm promoted by the alumni of INSEAD and Harvard Business School (HBS) to deliver executive education programmes. "Business schools witness a spike in activity during a slowdown, as candidates consider it safe to turn to education and feel the slowdown would be over and done with by the time they pass out."


Among the IIMs, Kozhikode is the only one to offer a two-year executive post-graduate programme in management for professionals. The batch size for this programme accredited by the London-based Association of MBAs (AMBA) has increased from 220 in 2010-12 to 333 for 2012-14. "We have increased the batch size owing to a significant demand for this course among professionals," says C Raju, professor, quantitative methods and operations management, at IIM Kozhikode. The institute will also have two new one-year executive education programmes on human resource management and IT this year.


"The number of requests and applications for customised and open enrollment programmes have more than doubled this year," says Eruditus' Kalipatnapu. It offers executive education programmes from INSEAD (one-year), Wharton (both short-term and long-term), and Tuck School of Business in India. While Wharton has introduced open enrollment executive education programmes in the country this year, Tuck School of Business entered into a first-of-its-kind by-invitation consortium with a few companies like TCS, Mahindra & Mahindra and HSBC this year, wherein the companies nominated their senior managers for a programme on innovation and leadership. The Tuck programme is spread over nine months.


Individuals often opt for these programmes on their own, but companies too nominate and shortlist candidates and even work with universities on customised case studies to address their business needs. "Companies are realising that education is a good motivating tool to attract and retain talent," adds ISB's Chandra.


"Companies realise that the economic challenges demand a more targeted approach to talent management," says Kalipatnapu. Firms like Bharat Petroleum, Accenture and IBM work with these top schools for programmes tailor-made to suit their needs.


Harvard Business School India Research Center, which handles executive education programmes in India, has diversified its portfolio of executive education programmes this year. "We had three executive education programmes last year, and we plan to have around 10 this year," says Amrita Chowdhury, associate director, education, at HBS India Research Center. It has introduced new programmes on leadership and corporate accountability and innovation. "As senior professionals move up the leader, they realise they need specialised skills in general management and leadership," says Chowdhury.

IIM SEAT: CLASS 10TH AND 12TH SCORES MORE MATTER THAN CAT

By all the means, you need to work hard to do well in your combined admission test (CAT) to get into an IIM's. But how well you do in CAT after you have been shortlisted which means you have made it to at least  the top 10% of all applicants, makes up only a fifth of your final score when it comes to securing an IIM admission.

In fact it's your class 10th and 12th result that accounts for more 25% of the final score , your bachelor's degree 15%. The factor with the maximum weightage is your performance in group discussion(GD) GD summary and personal interview 35%. the balance 5% depends on work experience and whether you taken a "professional course".
And if you thought a B.Tech from IIT gives you an extra advantage,sorry. Only a CA qualifies as a "professional course" .
when it comes to work experience, three years will get u the maximum score depending on the quality and relevance of your job, anything more than three years.
Such details have been revealed for the first time by the Indian Institute of Management Bangalore which conducted the CAT last year after it was forced by the Central Information Comdardised scores in each category for IIM (B) in 2007 class 10th and 12th exam ; Bachelor's ; Group discussion and interview and work experience has now been posted on www.iimb.ernet.in Other IIMs are expected to follow a similar method.
IIM applicants in the general category have long known that they need to be in the top ten percent in CAT scores but it's now been revealed that to be even considered for the interview call, they must be in the top 15% in each section of the test verbal,logic and data,quantitative. SC/ST and disabled applicants need to be in the  top 50% in the logic and quantitative, top 45% in verbal.In overall score,however,SC applicants need to be in the  top 25% while ST in the top 35%.