Indian Bschools go for Global Accredition

Indian institutes are increasingly applying for international accreditation, including from bodies like the Association to Advance Collegiate Schools of Business (AACSB), Association of MBAs (AMBA) and EQUIS, for getting into the list of global schools having coveted accreditation.



International Management Institute, Delhi, recently got the AMBA accreditation and is planning to apply for AACSB. Pritam Singh, director general, IMI, said they were one of the few institutes to get AMBA. “It is prestigious to have an international accreditation, as it proves you have standards matching the global level,” he said.
While applications for AACSB have increased, getting an accreditation may not be easy. According to Gurumurthy Kalyanaram, dean, University Research at Narsee Monjee Institute of Management Studies (NMIMS), and professor and management consultant, very few Indian Institute of Managements (IIMs) have applied for AACSB and even if they do, it be may be challenging to get the accreditation.




AMBA has also seen a rise in applications. Carol Turner, spokesperson for AMBA, said five business schools in India have received AMBA accreditation — IIM-Kozhikode, IIM-Lucknow, IMI, Delhi, Management Development Institute, Gurgaon, and SP Jain Institute of Management and Research.



Turner said there were more business schools in India looking to gain global accreditation, and the number of business schools applying for Association of MBAs has increased in the last two years.



EQUIS accreditation is given by the European Foundation for Management Development (EFMD), and this has been granted to only IIM Bangalore and IIM Ahmedabad.


 

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CAT results out

CAT 2012 results out. Congrats to everyone who got above 95 percentile. Time for GD and PI.

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CAT 2012 1 week Analysis

According to Vinayak Kudva, product head, IMS Learning, the paper has been following a set pattern over the past few days. “There were no big surprises in the exam pattern. The Quantitative Ability & Data Interpretation section was of easy to moderate difficulty level. The Verbal Ability section was unpredictable. It was lengthy and difficult, especially the three reading comprehension passages took a long time to read. Candidates’ time management skill was put to test,”

Quantitative Ability & Data Interpretation

Algebra and functions formed a major part of the Quant section. The other topics were trigonometry, mensuration, number system, P&C and geometry. Questions on data interpretation were moderate to easy in nature. Overall, the paper was good and balanced.


Verbal Ability & Logical Reasoning

This section was difficult and lengthy. In verbal ability, there were para jumbles, sentence completion, sentence correction, fill in the blanks and vocabulary. The highlight of the section was passages. There were three passages, of which two were lengthy and took a long time to read. Questions asked from the passages were also indirect. Questions like what was the tone of the author, theme of the paragraph, etc were common features like the past six days.

Logical reasoning questions were difficult and calculation intensive.

Ref: Mbauniverse

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3 phases of career

Majority of professional careers can be broken into three discrete phases: the “Promise Phase,” the “Momentum Phase,” and the “Harvest Phase.” Unless you are a founder/entrepreneur, how highly you are valued in each stage is a function of two distinct but related sources of value – the value of your potential and the value of your experience. Understanding how the mixture of potential and experiential value shifts over each of the phases will give you powerful insights into what you can do to maximize your career success.

The Promise Phase. At the beginning of your career, your value is almost entirely dependent on your potential — what you will be able to contribute to the organization in the future. The first five or seven years of your career constitute The Promise Phase. When you get a job fresh out of college or in the early years, the basis of your value is primarily determined by your natural talents, your intellect, your ability to work in teams, your ambition, you enthusiasm, and the like. These aspects are how hiring managers and bosses evaluate you - on your potential.

The Momentum Phase. As the early years of your career unfold and you start to gain more professional experience, your success is determined less and less by your potential and more and more by the actual experience and expertise that you develop. As a more senior executive, your success becomes much more dependent on your track record. This is the flywheel of your career that we call the Momentum Phase. If you are a marketing executive, this is your experience building brands, managing new product introductions, advertising campaigns, creating and optimizing customer segmentations, building social media campaigns, and opening up new channels for customer acquisition. If you are a finance executive, this is your track record managing the preparation of financial statements, taking a company public, establishing banking relationships, managing risk, and leading acquisitions. The more experience of these sorts you have in your area of expertise, the more you will be valued by your current organization and of course by others seeking to recruit executives.

The Harvest Phase. At some point in the Momentum Phase, usually between the ages of 45 and 55, there comes a point where careers begin to diverge. Some individuals manage to keep developing personally and professionally, moving into new positions or redefining their existing roles. Many others, however, start to fade. They get passed over for new opportunities or find themselves in a rut. Even though they might be doing what they have always done and doing it well, their careers seem to be headed south or on an inexorable march towards retirement. Those who are able to move successfully into the final, or Harvest Phase of their careers with ever-increasing levels of success do so by discovering ways to apply their experiences to new situations. This is the CEO who becomes an operating partner in a private equity firm overseeing portfolio companies, the accounting partner who builds a portfolio of corporate board directorships and audit committee chairs, or the top corporate executive who mentors entrepreneurs … or maybe even becomes one her/himself.

Understanding how careers really work, how you are valued, what is expected of you, and what you need to deliver at each stage will help you progress on your career trajectory.   Source: James M. Citrin

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