Vista 2005 http://www.iimb-vista.com/html/home.htm
Activities at VISTA are structured around verticals such as Marketing, Finance, Systems, Operations, Economics and Strategy. Activities in each vertical are designed to explore aspects of the theme of VISTA that correspond to a particular field of management. Knowledge gained from activities in each vertical are like parts of a jigsaw puzzle which when put together will answer the issue that VISTA seeks to address.
All the major B-schools all over the world follow the pedagogy of case studies, as it has been found to be a superior mode of instruction for the field of management, given that it forces students to apply theories and concepts to solve real life problems, where issues do not have an objective solution. This subjectivity drives students to use their imagination to solve real life problems in the best possible manner.
VISTA 2005 will be organized along the lines of a case study. Activities in each vertical will be designed to form the parts of a jigsaw puzzle which when put together will seek to answer the issue that VISTA is addressing. The theme for VISTA 2005 will be “India Inc: Dream, Explore, Discover”. Being the case study that VISTA is, it will seek to analyze the performance of the Indian industry and create a road map for the future of India Inc. The theme shall act as the anchor which will hold the verticals together in arriving at the final answer.
VISTA 2005: The business festival
What: The Indian Institute of Management-Bangalore invites corporates, entrepreneurs, professionals, MBA students and undergraduate students to attend its annual festival VISTA 2005.
When: October 29, 30
Venue: IIM Bangalore Campus, Bangalore, Karnataka
Event highlights
VISTA 2005 will be inaugurated by Mukesh Ambani, chairman, board of governors, IIM-Bangalore and chairman and MD, Reliance Industries Ltd.
~ Theme of the festival: Indian Inc - Dream .Explore. Discover.
~ Key speakers are:
* Kiran Karnik, president, NASSCOM
* Kiran Mazumdar Shaw, CEO, Biocon
* Mr Ravi Uppal, vice president, ABB
~ The events include:
* Bizarre: Business quiz conducted by Derek O'Brien
* Bzzwings: International Business Plan Competition
* Drishtikone: National level debating competition between India's top 24 colleges
* Foursight: International case contest
* Private Equity Summit: Workshop and game on private equity
* Manifestations: Asia's largest paper presentation competition across six verticals
* Ground Zero: Corporate battleground
* Finance games and workshops
* Marketing games and workshops
* Operations games and workshops.
* Six Hats Workshop: A creativity workshop
* Mobility Workshop: A workshop on seamless mobility.
* Post Meridian: A corporate networking dinner, where the academia meets with the industry.
How to register
~ For more details, visit www.iimb-vista.com
Friday, October 28, 2005
Thursday, October 27, 2005
Management Accouting Syllabus
I) Books of Accounts
Journal
Ledger
Special Journals
( cash Book, Purchase book, Sales Book, Purchase Returns book, Sales Returns Book.)
II) Trial Balance
III) Final Accounts
Trading and Profit & loss account and Balance Sheet
IV) Depreciation Accounting
V) Stock Valuation
VI) Analysis of Financial Statements
1.Ratio Analysis
2.Cash Flow Statement
Journal
Ledger
Special Journals
( cash Book, Purchase book, Sales Book, Purchase Returns book, Sales Returns Book.)
II) Trial Balance
III) Final Accounts
Trading and Profit & loss account and Balance Sheet
IV) Depreciation Accounting
V) Stock Valuation
VI) Analysis of Financial Statements
1.Ratio Analysis
2.Cash Flow Statement
How B-schools create leaders
When recruiting young MBA graduates for my organisation, I don't
consider their domain specialisation or even high marks: I look for
one key quality. Leadership. My thoughts are on creating leaders
within the organisation -- people who can lead other people, companies
and society.
A leader is someone who can influence the thoughts and behaviour of
people. Leadership isn't an inherent trait; it comes from practice and
can be nurtured. And that is what B-schools need to do -- help
students develop their leadership potential.
When I visit B-school campuses during placement week, I seek several
attributes that point to good leadership ability. The first is
personal integrity -- someone with a sense of honour. I want people
who can speak the truth, even when telling the truth can go against
them.
I look for someone who is an excellent communicator, and who
intuitively understands how to interact with people. I want an
uncluttered mind -- he should be able to see the larger picture and
simplify complex issues. And last, but definitely not the least, he
should be able to inspire people to work together.
The trouble is, no management institute is focusing on creating these
attributes in its students. MBA programmes create leaders in spite of
themselves, simply because they admit high-calibre students who go out
and actively seek leadership qualities.
That's why B-schools need to spend even more time on their selection
process. More personal interaction with the applicants will ensure
that they admit only the cream of the crop.
B-schools also need to remember that leaders beget more leaders. So
while they should ensure increased interaction for students with
industry leaders, they also need to make sure that the faculty
possesses qualities of leadership.
Not only do they need to be at the top of their respective fields,
they should also be able to inspire their students to work together
and scale new heights of excellence.
Raja Shekharan is senior vice president, Caritor India. He graduated
in 1989 from Jamshedpur's Xavier Labour Relations Institute.
consider their domain specialisation or even high marks: I look for
one key quality. Leadership. My thoughts are on creating leaders
within the organisation -- people who can lead other people, companies
and society.
A leader is someone who can influence the thoughts and behaviour of
people. Leadership isn't an inherent trait; it comes from practice and
can be nurtured. And that is what B-schools need to do -- help
students develop their leadership potential.
When I visit B-school campuses during placement week, I seek several
attributes that point to good leadership ability. The first is
personal integrity -- someone with a sense of honour. I want people
who can speak the truth, even when telling the truth can go against
them.
I look for someone who is an excellent communicator, and who
intuitively understands how to interact with people. I want an
uncluttered mind -- he should be able to see the larger picture and
simplify complex issues. And last, but definitely not the least, he
should be able to inspire people to work together.
The trouble is, no management institute is focusing on creating these
attributes in its students. MBA programmes create leaders in spite of
themselves, simply because they admit high-calibre students who go out
and actively seek leadership qualities.
That's why B-schools need to spend even more time on their selection
process. More personal interaction with the applicants will ensure
that they admit only the cream of the crop.
B-schools also need to remember that leaders beget more leaders. So
while they should ensure increased interaction for students with
industry leaders, they also need to make sure that the faculty
possesses qualities of leadership.
Not only do they need to be at the top of their respective fields,
they should also be able to inspire their students to work together
and scale new heights of excellence.
Raja Shekharan is senior vice president, Caritor India. He graduated
in 1989 from Jamshedpur's Xavier Labour Relations Institute.
Management mantra: Sometimes it's better to lose
What the educators at B-schools often forget is that management is an
experiential discipline. It is not about the law of gravity or the
theory of pure dynamics, where things happen in one particular way.
In management, a particular approach or a set of policies could work
well in one company, but not in another. Similarly, a management style
may work well in one organisation, but may fail in another.
What B-schools largely miss out at one level are the softer issues,
and at another, the more practical issues that make you succeed. The
focus is more on being analytical.
In the real world, you can be analytical, but if you are not sensitive
to emotions, you may find several situations and business problems
hard to handle.
To give you an instance, at B-schools the focus is always on how to
win -- in business, negotiations and so on. No B-school teaches you
that sometimes it is important to lose.
In the corporate world, there are situations when you could easily
win, but strategically, it is good for you to get some allies for a
larger objective you're trying to achieve.
To get more people with you, it's important that you give more weight
to someone else's view. So long as you can live with the other idea,
you may let the other person win, because that's how you can win the
person to achieve your larger objectives.
There are a few more things that B-schools haven't focused upon much.
One, authority should not be mistaken with titles. The authority you
get should come from the value you add, and companies too should value
their employees in the same way.
Two, there are few business schools that focus on the need to be
entrepreneurial. Today, the business cycles are rapid, things change
quickly and we need people who can think out-of-the-box, we need
managers who have a strong entrepreneurial sense. Unfortunately,
B-schools haven't done much on these fronts.
Saurabh Srivastava is executive chairman, Xansa Outsourcing and
Technology. He did his masters in Management Sciences and Applied
Mathematics from Harvard University in 1969.
experiential discipline. It is not about the law of gravity or the
theory of pure dynamics, where things happen in one particular way.
In management, a particular approach or a set of policies could work
well in one company, but not in another. Similarly, a management style
may work well in one organisation, but may fail in another.
What B-schools largely miss out at one level are the softer issues,
and at another, the more practical issues that make you succeed. The
focus is more on being analytical.
In the real world, you can be analytical, but if you are not sensitive
to emotions, you may find several situations and business problems
hard to handle.
To give you an instance, at B-schools the focus is always on how to
win -- in business, negotiations and so on. No B-school teaches you
that sometimes it is important to lose.
In the corporate world, there are situations when you could easily
win, but strategically, it is good for you to get some allies for a
larger objective you're trying to achieve.
To get more people with you, it's important that you give more weight
to someone else's view. So long as you can live with the other idea,
you may let the other person win, because that's how you can win the
person to achieve your larger objectives.
There are a few more things that B-schools haven't focused upon much.
One, authority should not be mistaken with titles. The authority you
get should come from the value you add, and companies too should value
their employees in the same way.
Two, there are few business schools that focus on the need to be
entrepreneurial. Today, the business cycles are rapid, things change
quickly and we need people who can think out-of-the-box, we need
managers who have a strong entrepreneurial sense. Unfortunately,
B-schools haven't done much on these fronts.
Saurabh Srivastava is executive chairman, Xansa Outsourcing and
Technology. He did his masters in Management Sciences and Applied
Mathematics from Harvard University in 1969.
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