AIM Manila in terms of reputation and placements?

This answer is considering you had 5 years IT experience in India prior to joining MBA, It is divided in four parts

a) What were my expectations from a B School before joining it. 
b) What happened at the B-School and how it changed me and my expectations. 
c) After 5 years what do I think happened and should it have happened?
d) My recommendations to you while you are planning to join AIM.

Part A: My expectations from a B-School before joining it.
I was a Software Engineer after a BE degree from a top institute in India and everyone recognized my college the moment they heard the name. In a way this made my life easier when I used to interact with people and apply for jobs. And one thing I realized that the name of your college helps you cross the first hurdle and offers you an (unfair) advantage in interviews, discussions, etc. Value this advantage if you have one.

Based on the above experience, and fed up with the unstructured life of a Software Engineer, I wanted to do MBA. MBA to be was a short-cut to a bigger & easier life. I wanted a high paying career, a slightly more structured life, and a decent life-style. As a Software Engineer I used to share my flat with friends, used to ride a motorcycle, and mostly had just enough money to last for next 30 days. I hated it. The least I wanted from a job was that I could stay in a separate flat, own a car, and have enough money to at least last for a few months. (This is the most fundamental requirement for my MBA). One thing I understood was that a job-change is not an answer to this desire. A job change gives at best 20-30% hike, which sounds good in theory, but terrible in reality because how much does a Software Engineer actually earn in his beginning years? Most people in my time used to start their Software career at around 20k per month (or less). I am not sure about the starting salaries of software engineers these days.

Having seen the advantage of a good institute, my choice for MBA was IIMs, or XLRI. And if these two don't click then I would use my savings from onsite and try at a foreign institute. (However, I knew it really well that most foreign institutes are well beyond my reach because I didn't want to take any loans and get tied to that loan for next 5-7 years).

Of course I couldn't get selected for IIMs and XLRI. And by some stroke of luck I was selected at AIM. I cleared the interview and had the funds to join the institute. So I decided to take the final call and join it.

Before joining the institute this is what I had my on mind...
1. After MBA, I will have a campus placement in some foreign company. Most probably I won't have to return to India for next few years.
2. My classmates will be good enough to help me grow.
3. My Professors will be world-class
4. Everyone recognizes and values my degree (just like everyone recognizes and values my engineering degree)
etc.

Part B: What happened in the B-School (AIM)

A. First thing which (slightly) disappointed me while I reached AIM - The class-diversity was poor. In a batch of 100+ students of an institute which claims to be one of the best institute in the Asian region, you don't expect to see 60 students from India. And have another 30 from Philippines, and rest 10 students from Vietnam, China, Nepal, Bhutan, Thailand, etc. This is nothing but a diversity on paper. Its practically a school for Indians & Filipinos. This fact really made me feel a little disappointed. I don't know how things have changed in past 5 years, but this is something which is hampering the institute.
[My only suggestion to the institute would be to place a check on the upper limit on the number of students from a particular nationality. Or else declare it as an institute for Indians & Filipinos.]

B. Professors in the Institute were a pleasant surprise - All of them were practitioners of the fields/subjects which they were teaching. And co-incidentally they were all millioners. Contrast this to what we have seen in India. And hence this was a welcome change for me. What was even more interesting was the a good percentage of professors were directly or indirectly working with government(s) and institutions which frame policies and regulations for societies. This was indeed a certain pleasure, In India I could have almost never met such an elite set of professors under a single roof. And I still believe its the professors at AIM which will impress an Indian student.

C. One of the first learnings I had at AIM, and probably the most important one was that - There are no right or wrong answers (or actions), everything is dependent on the situation and the environment. This might sound like a simple thing to read, but try writing/speaking/acting your heart when it come to your work-place or previous academia experience - I am sure not everyone in India is ready to accept it. Because it needs some sort of wisdom to accept people's difference of opinion, actions, and judgements. AIM teaches you to accept this difference and still keep moving. (This is one thing which most Indian B-Schools will fail to teach you).

D. You learn on your own. None of the lectures will have any teachings to be done. Instead, there will be discussions (over a business case), there will be debates, there will be verbal fights, and the professors will mostly watch you do what you think is right. AIM's Case Study method is what always appealed to me for two reasons - i) In real world, we will have cases to handle and we are going to meet similar people who will argue, disagree, fight, and in all this we still need to arrive at a best possible solution in the given circumstances; ii) However hard you attempt, you will be always unprepared for life (and case discussions), which will keep you humble and your feet grounded forever in your life.

E. AIM has some emphasis on certain unique things (which most other B-Schools in India miss, even today) - i) Corporate Social Responsibility (CSR), ii) Ethics in Business and Management, iii) Equality in Society, iv) Entrepreneurship, v) Social Service, vi) Leadership, etc. On a weekly basis you will hear on these topics from very reputed people across the world. And because AIM is very closely attached to Asian Development Bank (ADB), and Ramon Magsaysay Award panel, you will have regular invitations to hear some of the global leaders live. Trust me all this makes a long-term impact on your thinking and your behavior.

During all this, something was changing in me.....
a) I did my MBA right after Sub-Prime crisis, and this means a lot of good lessons came to us by default. And a lot of our myths were broken in those classroom discussions. I was finally losing my desire to join corporate because of its clear failure to bring satisfaction to the lives of its employees, and also the kind of corrupt practices they were involved into. One thing was getting clearer to me all the while during my MBA journey - I am not joining a regular job at corporate.

b) Money is a certain by-product of all the good work done, don't run after it, let it run after you. My professors were live examples to me. All of them were doing fabulously good in life by virtue of their passion for good work done throughout their life.

c) Role of a Manager is not to keep himself constrained into some specific role, instead he is the one who has to think 360 degrees and take actions after estimating its impacts on all possible domains. (In most B-Schools I have seen that people define themselves as finance guy or a marketing guy, and hence they behave in a way allergic to other divisions/practices.)

d) Live life to make an impact, instead of joining the herd. It takes courage to think and execute alike. AIM did that to me.

Part C: After 5 years of my MBA...

5 years is not a massive time-span, but its like the first Tea - Break of the Test Match. You get a sense of the strength of your fundamentals, you get a sense of what all you can score during the day, you get a sense how you will entertain the audience in the crowd, and you know where do you stand in the game.

So, here is what I experienced after 5 years...

A. In India, most of the people in Corporates do not know anything about AIM. Only those aged people 50+ years in age might have a chance to know about this institute. In essence, CXOs know about AIM, rest all think AIM as some Tom Dick & Harry college of some Tier-II city.
(Lesson for AIM pass-outs....you need to reach out to the right audience while you want your resumes to work for you. A typical HR is never going to understand what is AIM).

B. AIM pass-outs need to aim for right opportunities. They are neither meant for all the roles, nor most companies can ever utilize AIM students in their typical job roles. AIM pass-outs need a bigger canvas to work and always need to operate above a certain level.

C. AIM converts you into a different breed of junta who won't be too obsessed with money. AIMers would always be looking for bigger challenges, bigger roles and responsibilities. Money for an AIMer would be just a by-product.

D. AIMer, at some point in their life start on their own. Because at some point the canvas offered to an AIMer will get small for his vision. And he will need a canvas big enough to fit his sight. He will start on his own.

Part D: My DOs & DONTs while you are planning to join AIM...

DOs...
1. Go there to transform yourself into a Leader
2. Go there to meet exceptional professors & teaching standards
3. Go there to experience some unheard & theoretical concepts being executed
4. Go there to see how people Walk the Talk
5. Go there to get a feel of what a Cosmopolitan Life looks like

DONTs...
1. Don't go there for a Campus Placement

Read more...

Asian Institute of Management Advert

Read more...

Asian Institute of Management Dormitory

As the MBA 2013 batch would be awaiting their interview call now, I would like to write a post of the dormitory at AIM, manila. It has 6 floors, 5 for boys and 1 for ladies. Each floor has 6 rooms. Each room is like a flat without kitchen and bathroom. There is a common study area for 6 students and 2 rooms on each side with  3 beds.

Room-Bed

Wash Basin in room between the cabinets

Open Cabinet

Close View Cabinet

                                                              Other 2 beds in the room

Study Area

Study Area- tables

The 6th floor Lobby

Room View from the Lobby

Black Board in study area

There is a common Restroom and a pantry area. There is 24 hours wifi, but the signals are real week and when there is load it becomes real slow. The Dormitory is clean. Personally, I really loved the dormitory and had a great time. When you arrive at AIM, you will get a student book. Please read it carefully and don't break the rules. Will write more about it in my next post.

Read more...

Extending the AIDA funnel

The old marketing textbook has thought us that there are three 4 levels of customer acquisition Awareness Interest Decision and finally Action.
But Joseph Jaffe in hos book Flip the funnel has added another level after action it is Sustainability. We need to treat our customers well and get their help in getting more customers. We should spend wisely on areas which can give us most benefit.

Read more...

New Finance Course Structure

A new article to know about the New Finance Course Structure http://fccresearchdigests.blogspot.com/2011_04_01_archive.html

Read more...

Webcast by AIM's associate Dean

Prof. Lim, Ricardo A.  is available for webcast Q&A on Monday,  April 18, at 11am (8.30 am IST) The webcast will be at livestream channel, can be viewed at facebook.com/aimbschool<http://facebook.com/aimbschool>, click livestream icon on the left and watch the show. 


The other way is to view it straight from livestream.com/aimbschool<http://livestream.com/aimbschool>


About Lim, Ricardo A.


Professor Ricardo A. Lim, PhD is the Don Benigno Toda, Jr. Professor of Business Management. He is currently the Associate Dean of the W.SyCip Graduate School of Business (WSGSB) where he is a core faculty of the MBA Program. He teaches innovation, teams, knowledge management, risk management, marketing, operations, and quantitative analysis. 


This is a very good way to clear all your doubts about AIM, I encourage all students who plan to come to AIM should attend this webcast.

Read more...

AIM is AACSB accredited!

Last week AIM,manila got AACSB accredited . AACSB International - The Association to Advance Collegiate Schools of Business - is the professional association for college and university management education and the premier accrediting agency for colleges.

The AACSB accredition is an achievement for AIM, only 6 MBA colleges in ASIA are AACSB accredited.

Read more...

AIM Professor Interview

Here is an interview of Professor HORACIO BORROMEO. 


You recently arrived from India where you interviewed candidates for the MBA program. How were the candidates?
Well, in India one can certainly expect to find good candidates. But for the most part I was, as in previous years, disappointed that they all seemed so alike.
For one, the vast majority were in their early to mid-twenties, with 2 to 3 years of work experience in the IT domain, a software engineering background, and looking to shift to investment banking or finance. This is understandable because it seems India’s best and brightest have, over the last so many years, moved to IT where the best-paying entry level jobs are found. And now that the multinational investment banks and consulting companies are paying top dollar for the best MBA graduates, the best and brightest want to leave IT, get an MBA, and move to investment banking. All that hype about the kinds of offers that top graduates of IIMs and ISB are getting keeps fuelling this phenomenon. This sameness is disappointing because while a good MBA classroom should have a high average IQ, GMAT or CAT; it also needs students from a wide variety of backgrounds, experience and motivations. 
But they were also alike in their answers to the interview questions. For one thing, they obviously prepare for the interviews—as well they should—but they prepare as if they were preparing for a test like the CAT or GMAT or any of the tests that any ambitious Indian must take from the time he starts his schooling. These kinds of tests consist of questions that demand “the right answers.” Preparation therefore involves getting to know what the questions and their corresponding correct answers are. This means to practice answering the sorts of questions that are likely or even known to be asked in these tests, and this requires investing time and money in GMAT or CAT reviewer books or courses. And most will make an effort to get as much advice and “tips” as possible. This includes following Pagalguy religiously, or any other source (website, blog, twitter, Facebook) where those with experience in taking these tests provide “tips” if not the actual questions and answers. 
Now if they are all going to the same sources for help in passing the tests, it stands to reason that they will all have pretty much the same answers. This brings me to our interviews.
The main purpose of our interviews is not to determine how much a candidate knows, but how he thinks. We already have their GMAT or AIMAT scores and that gives us a fair idea of their intellectual or cognitive abilities. How they use their head is another matter, and this is more important to us. Therefore the questions we ask will have no right or wrong answers.
For instance, we would not ask (not seriously anyway, ha-ha) if a candidate knows the number of cricket fans in Maharashtra state. That would be testing their knowledge of facts. Since a census or survey of this sort has probably never been done, no one would have a factual number. So what we would ask is HOW our candidates might arrive at a reasonable estimate. And because there could be any number of ways to arrive at a reasonable estimate, we get our candidates to discuss, or argue if you like, which way is the best. 
This group discussion allows us to see not only how they think, but also how they present and argue their position, how they interact with others, whether they can work with others, accept others’ views, manage a productive discussion, work with a team, modify and adapt their thinking, and so on. We look to see if the candidate has, or is capable of, the kinds of behaviour we feel are necessary to learn, and contribute to learning, in our kind of case method environment. 
But in a group discussion where a candidate is trying to show that he or she is better than the rest, wouldn’t you get a dog-eat-dog, knock down-drag out, fight?
As a matter of fact that’s what tends to happen. And it happens because everyone wants to show that he or she has the right answer and the others are wrong. That’s fine, but you don’t have to get to the top by stepping on someone else. And you don’t want to hog air time and ignore what others are saying, or not give others a chance to be heard. This does not say anything good about your leadership potential, which is another trait that we look for in the candidate during the interview. Note that in your application you can write everything you did in school or on the job that suggests your leadership qualities, but that’s not easily verifiable. What’s evident to us is the leadership behaviour we see, or don’t see, during the group discussion and interview. Again, you want to show that you’re better than the others. The question is, better at what? Most candidates want to show they have the louder voice, are faster on the draw, or can intimidate others. That’s a turn-off. 
Well, how about the candidate who adopts a low profile and lets the others do all or most of the talking?
Now while that tells us that they are not the domineering kind, it doesn’t tell us much else about them either. We try to see if they’re good listeners (always a good thing) or if they’re intimidated by the whole process (bad news, and almost sure to get them rejected). We observe how they try to get themselves heard, how they time their contribution, how they try to influence the discussion, and so on. 
During the interview, we will give the candidate a chance to think and talk about his or her behaviour during the group discussion, and thereby validate or invalidate our observations. But we go beyond that to explore other things. Again we like to see how they think. We might ask a question like, “From this group discussion, which two candidates would you most want to be your classmates at AIM, and why?” Obviously there are no right or wrong answers since at that point we ourselves haven’t decided who we think should be in that classroom. But it tells us a little more about the interviewee himself. 

So how does someone know if he or she has a chance to get into AIM’s MBA program, aside from the basic qualifications like intellectual ability, work experience, and so on?
Let’s agree from the outset that someone wants to get an MBA in order to get a better job than what he or she has now. That’s the whole point, isn’t it? As a management professor in a graduate school, teaching graduate students, I prefer to think that I’m educating my students for a lifetime career in management, not training them for their first job. There is a special meaning to “Master” when you say “Master in Business Administration” that anyone familiar with the academe understands. 
But today’s MBA aspirant isn’t thinking about that so long as he can claim later that he’s got “an MBA.”They’re just thinking about getting the kind of job and salary that they read about in Times of India after the recruiters have descended on the IIMs and made an offer to the best graduating student. By the way, even the placement director of IIM Ahmedabad noted last year in the Times of India that those figures are over-inflated because they include everything plus the kitchen sinks. Meaning that it’s really the total amount that the company is going to pay the person in the form of a gross salary, before taxes and so on, AND everything that the company will spend for that person in the first year. This really inflates the figure that is reported in the Times of India and other media because it would include, for example, the return airfare from Mumbai to London or wherever his mandatory six months training will be, the cost of his hotel or other accommodations, the meal allowances, even his laptop, mobile phone, and calculator. The really meaningful number is the amount of take-home pay and none of the IIMs talk about this figure. 
AIM’s numbers suffer badly in comparison because what we report is the actual salary offered. We don’t embellish or inflate the numbers with all the other perks and total cost to the recruiting company.
But to get back on track, If an MBA aspirant wants to know if he’s got what it takes, he should look at himself in the mirror, and I mean this quite literally, and ask himself, If I were a recruiter for HSBC, StanChart, or JP Morgan, would I hire this guy ahead of anyone else? Do you see a confident face, or a wimp? Or maybe you see someone cocky and arrogant? And let’s not kid ourselves. Those recruiters have the pick of the litter—notice that they always start with a shortlist, which means they already picked the top performers, the dean’s listers. So all things being equal (brains, experience, academic performance, etcetera), why do you think the company will choose one hotshot over another hotshot? I will not be indelicate or politically incorrect here, but keep looking at that mirror and the answer will come to you. 
Recruiters will never admit this, of course, but all things being equal, they will always choose the handsome guy or the pretty girl, with the “charm,” the “right” family background, the ones who know which spoon or fork to use first at a formal dinner, the ones who feel comfortable at a cocktail, who carry their clothes well, who give the impression they just got out of the shower. 
Which is why whether you come for a job interview or our interview, you are well advised to get a haircut, or at least comb your hair, tie that Windsor knot correctly, and dress spiffy without being stiff? You know what I mean—wear your best and most appropriate clothes for the occasion. And don’t forget to shine your shoes. If you walked through dusty roads to get to the interview, go to the restroom first, grab a tissue, and wipe the dust and grime off your shoes.
And instead of taking those GMAT reviewers or those coaching courses that guarantee admission to the best schools, go to charm school instead. Or take a Dale Carnegie program. 
Then you should reflect on your experience at work and in school. Were you active or passive? Here’s a simple test of leadership. At work and in school, did you have any followers? Admirers? Fans? Did people notice you not only for your brains, but for your initiative and creativity? If you have a Facebook account, do lots of people want to be your friend? By the way, recruiters like to go through Facebook to check out people before they interview them. 
Lastly, how’s your EQ? If you don’t know what that is, Google it. If you had followers at work and in school, there’s a better than even chance you’ve got a high EQ. If you don’t, it will show up in the GD and interview for sure.




How important is a GMAT or AIMAT score?
It’s a good starting benchmark because, as I said, it’s a measure of intellectual ability, which is basic if you want to get an MBA. But it’s not always a reliable benchmark because people can study for it, take it several times, and keep increasing their scores with practice, and so on. There was even a website that listed the GMAT questions for the month. The GMAT questions are held constant for one month. Some people remember the questions so after they take the test they would share these on a website. So people who took the GMAT towards the end of the month got higher scores. The folks in New Jersey who administer the GMAT and track the scores discovered this, investigated it, and caught the perpetrators and beneficiaries. 
If someone takes the GMAT, it’s because he wants to go to the US or Singapore. It used to be Australia also but Indians have had problems with racism there. US and Singaporean schools require GMAT; AIM doesn’t because we have our own AIMAT as you know. So if someone gives a GMAT score to us, in all probability it’s because he had to specify several schools to send the scores to and he put in AIM as a third choice after a US or Singaporean school. If he was looking exclusively at AIM then he would have taken the AIMAT because it’s cheaper and probably Pagalguy or some other website told him it’s easier. Now, while we wish we were the preferred school, we don’t hold it against a candidate who wants to try and get into a top-tier US school. But someone whose first choice is an unrated school in the US has a lot of explaining to do. I think our AACSB accreditation and the success of our graduates speak for itself. We know we’re better than many, and I mean many, US schools. In fact, when our exchange students return from the US or Europe, invariably they tell us that the only difference, in terms of academics, was the fact that a few professors over there are well known through the books they’ve written. But the quality of teaching, the level of classroom interaction, well…you better ask them because obviously I’m biased, he he. And when I was running the exchange programs, the Deans of top schools in North America, like Wharton, Columbia, Tuck and McGill, would always comment positively about the quality of students I sent them. So our top students are as good as the top North American students also. 

The surveys that rank the B-schools like to look at average GMAT scores of the schools’ cohorts. I myself am not too enthused by very high GMAT scores. And by the way, AIM’s average GMAT scores are higher than a number of schools that you’re probably familiar with, in Asia and Australia. Anyway, all that practice and coaching courses means that score in the 700s are getting commonplace. Of course it’s still impressive. But when I interview candidates like these I find they tend to be high IQ and low EQ. It’s almost as if they devoted their entire lives learning to become 700-plus GMATs, as I like to call them, and nothing else. It’s what I said at the start of this interview: it’s not about what you know but how you think and how you work with others. While I haven’t kept count, I suspect I’ve rejected more of these 700-plus GMATs than I’ve accepted. 
We won’t tell you your AIMAT scores as a matter of policy, but we know your score when we do the interviews. I don’t know if you are told your CAT results. I think you will only know how well you did if you are called by the IIMs or ISB for interview. If you gave the CAT, all we know about you is that you didn’t make the 99.7 percentile. Otherwise you wouldn’t be applying for AIM, isn’t it?. Let’s face it. The typical Indian aspirant would prefer the IIMs (especially the ABCs) to AIM if he could meet the CAT hurdle. Now if you didn’t give the CAT at all, we might conclude that you didn’t think you’d do well enough. This might suggest you don’t have enough self-confidence and we don’t like that. It’s a Catch-22. 
My problem with CAT is that unlike GMAT the candidate can’t seem to show some official document that indicates his score. He may tell me that he was 96 percentile but how do I verify that? 
During the interview, do you try to imagine the candidate sitting in your class at AIM? In short, what kind of student do you, Professor Borromeo, like to have in your classroom?
Whether I’m teaching Human Behaviour in Organizations, which I’ve taught for many, many years, or Management Communication, which I’ve started teaching last year, and I can think of my early years at AIM when I taught Marketing, and Business Policy—which you call General Management or (Strategic Management and Ethics ) today—I always enjoy my class when my students and I can be partners in the learning process. I don’t like someone sitting in my class waiting for me to tell him things while he sits there like a sponge waiting to soak gems of wisdom from me. He’ll be disappointed, hehe. 
So what does it take for a student to be a partner? First of all, they have to have sufficient brain power. After all, we’re going to be tackling complex problems of management and business. I don’t want them nerdy, I want them smart. And as I said, they also have to be emotionally smart—meaning they can work with other people as a leader and as a follower and as a team member. They must have energy and motivation because the work is hard. There’s a lot they have to do. . And even if we’ve cut the calendar from 22 months to 16, it is a long haul. It’s not enough to read and analyze the cases we give them. They have to exhaust the resources available to them (their teachers, classmates, Internet, library, and so on). Then they come to the class really prepared to contribute to an intelligent and stimulating discussion.
In all this, they need to push themselves way out of their comfort zones. A partner in learning can’t drag others down. If they like to think one way and are uncomfortable thinking another way, they have to try that other way and then some more. If they are used to sleeping 8 hours a day, they have to get used to 3 because their initiative and motivation should drive them to exhaust themselves. This they do because they want to take advantage of all the opportunities for learning and personal development that each assignment offers. If they prefer to talk one-on-one or in small groups, they better be ready to face much larger audiences, and on a more regular basis. In fact if they prefer to keep quiet, they will have to learn to speak up and be heard, meaning they have to get used to people looking at them and listening to them and get over the self-consciousness quickly. And as we love to say amongst the faculty, “No talk, no pass.” And they have to be good listeners as well.
The students must always contribute to the learning process; that’s what’s expected of them as partners. It is this act of contributing that discombobulates a student who is used to taking tests. He expects that “learning” is about preparing for the next test. So he’s on the lookout for picking up the answers to the questions the test might ask. But learning is less about absorbing facts and knowledge as it is about changing one’s behaviour towards what he hopes to become. Managers are not test takers. They’re problem solvers and decision makers. And since we’re developing managers, we want our students to behave, to act, think and feel like managers. And because managers deal with uncertainty and constant change, there are no right or wrong answers that will work for all the problems they have to solve and all the decisions they have to make. There is only the ability to think through the problems and opportunities that uncertainty and change present, and then decide and act on them. That ability is what we learn in my class, indeed in all AIM classes. And that ability is acquired and honed through active involvement—partnership—in a very participative learning process.
So if you have what it takes to be an active partner in learning, if you have the smarts, the experience, the motivation and energy, and you’re not afraid to stick your neck out and have it chopped off, figuratively of course, then I want you in my class. 
Are you still recruiting for this year’s intake?
Yes we are. I hope to return to India in mid-May so if any of you think they’re the kind of student I want in my class, I hope they’ll give me the privilege of interviewing them. Or they can email me (junbo@aim.edu) and tell me why they think they would want to be in my class at AIM.

Read more...

Exchange Colleges for AIM

Asian Institute of Management, manila gives option for students to do 4th and 5th semester in other colleges. These are the colleges AIM is offering for exchange

1. IIMB (Indian Institute of Management Bangalore)
2. Indian Institute of Management -Ahmedabad
3. Indian Institute of Management -Indore
4. India XLRI (Xavier Labour Relations Institute)
5.  Japan Keio University
6.  Singapore NUS (National University of Singapore)
7. Thailand Asian Institute of Technology      
8. WU (Vienna University of Economics and Business Administration
9.  Austria Management Center Innsbruck
10.  Belgium Louvain School of Management
11.  Denmark Copenhagen Business School
12. Audencia Nantes Ecole de Management
13. France EDHEC Business School
14. France Burgundy School of Business
15. WHU (Otto Beisheim School of Management)
16.  Germany University of Cologne
17.  Germany EBS Universitat
18. University of Mannheim (Baden-Wuerttemberg Scholarship Programm)
19.  Italy Universitá Bocconi
20. Rotterdam School of Management (Erasmus University)
21. Poland Warsaw School of Economics
22.  Switzerland University of St. Gallen
23. Pepperdine University (Graziadio School of Business and Management)
24. IESA (Instituto de Estudios Superiores De Administracion)
25.  Canada McGill University
26. Canada Schulich School of Business
27. The Wharton School of the University of Pennsylvania
28. Australia Melbourne Business School 
29. Casc Western

Read more...

AIMAT 2010

AIMAT is entrance exam for AIM, Manila. its a 2 hrs paper, It is a GMAT format. At the end you need to write an essay.

It's critical reasoning is toughest. you need to prepare with IQ tests, you can find material in aim mba google group. a

Read more...

AIM GD/PI Experince

MY GD/PI experience
2:00 - 2:25 pm, 8th March 2010 GD
4:50 - 5:10 pm, 8th March 2010 Interview

Reached Taj by 1.30 pm, met the other 6 candidates Shresht, Gaurav, Rangarajan, Anmol and Rajeev
Horacio Borromeo had called us to a conference room , The room was very elegant . We were seated in order of the interview slots. He gave us a topic.

How does technological advancement change the workplace arrangement?

It was a different kind of GD. Horacio Borromeo was himself conducting the GD. In the sense, he gave us topic and gave us 10 min to make your points and then he will tell to start.
He told us to raise hand and then he will allow us to speak.
Initially I was seeing the person talking but everyone was looking at the proof seeking a chance to talk.in the GD I spoke for around 3-4 times.
Borromeo was trying to question our explanations, but the GD was very organized though we could not discuss many points.
Total GD was sharp 45 mins.
It was a very different kind of GD, Just be sure you have few points and you have enough to back it up.

PI was very normal.

As I entered he asked how did you think the GD went ?
I answered!

Do you think it was good.
I answered!

He asked about my work experience?
I answered!

How many team members I lead?
I answered!

He asked me how am I in maths?
I answered!

Do know financing and accounting?
I answered!

I had mentioned about weight loss in my essay, so he asked in details about the same?
I gave a long answer, which included my business plan, why mba and why AIM.

What you do in weekend?
I told I meet my friends and go to mosque .Do charity work. Sunday I rest and prepare myself for the next week.

Then he asked why u go to mosque only in weekends?
Explained the time constraint in weekday

He asked any questions?
I asked him when will the results come out?

He asked will you take a sabbatical?
I answered!

How will you finance?
I answered!

I have written a very brief experience but if you have any particular question please ping me, i am ready to help all the aspirants.

Read more...

AIMAT

The AIMAT (Asian Institute of Management Admissions Test) is an One hour and Thirty minutes written entrance exam. It is a paper-based test, not a computer-adaptive test. There are 2 different test sets all matched to be equal in all respects. This 1 hour 30 minute test will be followed by 5 minutes given to you to review your test. After this there will be a 10 minute break. After the 10 minute break you will be required to write an essay which will take 40 minutes. So you should be prepared to spend a total of 2 hours 25 minutes for this entire exercise.

Details are given below.
Test – I: (Section 1) Sentence Error Recognition - 25 Items - 5 Minutes
Test – I: (Section 2) Reading Comprehension – 25 Items – 25 Minutes
Test - II: Critical Reasoning – 50 Items - 30 Minutes
Test - III: Quantitative Reasoning – 50 Items - 30 Minutes

(Data Sufficiency / Problem Solving / Quantitative Reasoning / Data Interpretation)

There are no Negative markings in the AIMAT, so please try to attempt all questions. We don't provide any sample papers on AIMAT nor do we provide any CDs on it. The content and questions of the AIMAT are patterned after the GMAT. Those who wish to review for this can practice on a GMAT reviewer, which is commercially available. We hope the information provided above will help in your preparations.

The exam is on 6th December,2009

Read more...

Asian Insitute of Management Road Show

Just been from road show in bangalore.. in hotel ragaalis.. it was very good..professor Li kam had come along wid alumni.
They were telling about the different technique of teaching in AIM, Te case study method.There are rround 600 case studies in 16 month MBA program. The MM is 11 month with average of 9+ exp. The Aumni n/w is very strong. It heps u getting a job.
According to Li, 60 pc of present batch has been placed. They take weightage on essays, marksheet, essay, reco and scores.
It seems to be a cheap college, 15 L is overall expenditure. Its very tough for veg people.. as they spill pork on everything. Average exp per month is 200$.There is a 4 month exchange program with top university.

Read more...