The document discusses issues facing Indian Institute of Management (IIM) in arranging quality faculty for contemporary courses. It notes problems with providing time for permanent faculty consultancy/development work, tapping overseas faculty, and an inflexible, bureaucratic administration that does not value guest faculty efforts. The strategy section recommends changing to a more flexible management outlook, improving incentives to attract international faculty, engaging faculty from diverse cultures, starting a faculty development program, using video conferencing for international instructors, and allowing industry professionals to pursue doctorates without leaving jobs. The learning emphasizes developing key assets like faculty and removing structural rigidity.
The document discusses issues facing Indian Institute of Management (IIM) in arranging quality faculty for contemporary courses. It notes problems with providing time for permanent faculty consultancy/development work, tapping overseas faculty, and an inflexible, bureaucratic administration that does not value guest faculty efforts. The strategy section recommends changing to a more flexible management outlook, improving incentives to attract international faculty, engaging faculty from diverse cultures, starting a faculty development program, using video conferencing for international instructors, and allowing industry professionals to pursue doctorates without leaving jobs. The learning emphasizes developing key assets like faculty and removing structural rigidity.
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The document discusses issues facing Indian Institute of Management (IIM) in arranging quality faculty for contemporary courses. It notes problems with providing time for permanent faculty consultancy/development work, tapping overseas faculty, and an inflexible, bureaucratic administration that does not value guest faculty efforts. The strategy section recommends changing to a more flexible management outlook, improving incentives to attract international faculty, engaging faculty from diverse cultures, starting a faculty development program, using video conferencing for international instructors, and allowing industry professionals to pursue doctorates without leaving jobs. The learning emphasizes developing key assets like faculty and removing structural rigidity.
Copyright:
Attribution Non-Commercial (BY-NC)
Available Formats
Download as DOCX, PDF, TXT or read online from Scribd
How to arrange quality faculty for many contemporary courses?
Providing Spare time to the permanent faculty for taking consultancy and other development work. Not able to productively tap the overseas faculty. Trying to attract overseas Indian faculty. The administration is bureaucratic. There is no value for the guest faculty and their efforts. Inflexibility. Summary- The core issue of the case is that the IIMs although create some of the best managers but they are themselves using the worst management practices. They do not walk the talk. There is rigidity in the structure with no one willing to go beyond the set procedures.
Strategy-
Change in management outlook. The management and the
administration need to sit together and try to bring in flexibility in the system. There should be scope for taking individual decisions. If the institute wants to attract the best faculty from around the world, they should be willing to provide the best incentives, monetary and non-monetary as well. Accommodation, transportation, meals, etc should be of international standards. Rather than just looking for Indian origin faculty, they should call faculty from different countries and culture so as to bring a international perspective in terms of teaching and understanding of different cultures. IIM’s can start a new FPM in which the students will have a contract to serve at IIM’s for at least 5 years. This program should have theoretical components and the students should dedicate half the time in consultancy work, development projects, social initiatives etc. Students with requisite potential and interest in teaching should be given direct admission to the FPM. This will help in creating the required manpower. Video conferencing as a mode can be used to connect with international faculty. It will also save on costs and provide a larger base. Tie-up’s with top business schools can be done for this. There should be a provision for senior industry people, under which, those who are willing can pursue their doctorate from the institute without leaving their jobs.
Learning-
Organizations should be aware of their key assets (faculty in this
case) and work towards constantly developing those assets, so that the operations and expansion of the organization is not affected. Rigidity from the structure should be removed. It makes the working of the organization difficult for internal as well as external customers.