2013 – 2014 - Indian Institute of Management Kozhikode

Transcription

Indian Institute
of Management
Kozhikode
Globalizing Indian Thought
Management
Development
Programmes
2013 – 2014
2
INSTITUTE FACULTY
Management Development
Programmes (MDP) Committee
Chairman
Keyoor Purani
Members
T N Krishnan
Rupesh Kumar Pati
Rajesh Srinivas Upadhyayula
A F Mathew, Ph.D. (TISS Mumbai)
Abhilash S Nair, Ph.D. (IIT Bombay)
Anand G, Ph.D. (BITS Pilani)
Anandakuttan B Unnithan, Ph.D. (CUSAT)
Anindita Paul, Ph.D. (University of Missouri, Columbia)
Anjan Kumar Swain, Ph.D. (University of Sheffield)
Anupam Das, Ph.D. (Indiana University Bloomington)
Atanu Adhikari, Ph.D. (ICFAI University, Dehradun)
Badrinarayan Shankar Pawar, Ph.D. (Oklahoma State University)
Debabrata Chatterjee, Fellow (IIM Calcutta)
Debashis Chatterjee, Fulbright Fellow, (Harvard University)
Deepa Sethi, Ph.D. (DAVV, Indore)
Deepak Dhayanithy, Fellow (IIM Lucknow)
G Sridhar, FPRM (IRMA).
Gopal Chaudhuri, Ph.D.(Stat.), (IIT Kanpur)
Joffi Thomas, Fellow (MDI Gurgaon)
Joshy Joseph, Ph.D. (IIT Madras)
K Unnikrishnan Nair, Fellow (IIM Ahmedabad)
Kausik Gangopadhyay, Ph.D. (University of Rochester)
Keyoor Purani, Ph.D. (North Gujarat University)
Kousik Guhathakurta, Ph.D. (Jadavpur University)
Krishna K Ladha, Ph.D. (Carnegie-Mellon University)
Kulbhushan Balooni, Ph.D.(SPU, Gujarat)
Rani (Lakshmi) Ladha, M.S. (Washington University)
Leena Mary Eapen, Ph.D. (Madras School of Economics)
M. P. Sebastian, Ph.D. (IISc Bangalore)
Mahesh Bhave, Ph.D. (Syracuse University)
Manish Kumar, Fellow (IIM Lucknow)
Manoranjan Dhal, Ph.D. (IIT Kharagpur)
Mohammed Shahid Abdulla, Ph.D. (IISc Bangalore)
Nandakumar M K, Ph.D. (Middlesex University)
Naveen Amblee, Ph.D. (University of Hawaii at Manoa)
Omkumar Krishnan, Ph.D. (IIT,Bombay)
P Rameshan, Ph.D. (IIT Kharagpur)
Radhakrishna Pillai R, Ph.D. (IISc Bangalore)
Rahul Kumar Sett, Fellow (IIM Ahmedabad)
Rajesh Srinivas Upadhyayula, Fellow (IIM Ahmedabad)
Raju C, Ph.D. (University of Madras)
Ram Kumar P N, Ph.D. (IIT Madras)
Ramesh K K, CA
Reena Kohli, Ph.D. (GNDU, Punjab)
Rudra Sensarma, Ph.D. (IGIDR, Mumbai)
Rupesh Kumar Pati, Ph.D. (IIT Roorkee)
S S S Kumar, Ph.D. (ISM Dhanbad)
Saddikuti Venkataramanaiah, Ph.D. (Anna University)
Saji Gopinath, Ph.D. (IISc Bangalore)
Sanal Kumar Velayudhan, Fellow (IIM Ahmedabad)
Sanjay Jharkharia, Ph.D. (IIT Delhi)
Saptarshi Purkayastha, Ph.D. (ICFAI University, Dehradun)
Shubhasis Dey, Ph.D. (Ohio State University)
Sony Thomas, Ph.D. (IIT Madras)
Sthanu R Nair, Ph.D. (Madras School of Economics, Chennai)
Sudershan Kuntluru, Ph.D. (Osmania University)
Sumit Mitra, Fellow (IIM Ahmedabad)
Suram Balasubrahmanyam, Ph.D. (IISc Bangalore)
Surya Prakash Pati, Fellow (IIM Lucknow)
T N Krishnan, Fellow (IIM Ahmedabad)
Thangamani G, Ph.D. (IIT Madras)
Venkat Raman, Ph.D. (Peking University)
3
DIRECTOR’S MESSAGE
Testimony to the success of our executive
education and development programs is the
massive growth in the number of programs and
executives impacted this year. Our MDP activities
have continued more than 100 per cent growth
this year too and interestingly, many corporates
and organizations have shown consistent loyalty
in sending their executives to this God’s Own
Campus.
Our commitment to management development
programs is further strengthened now with
increase in the size of the faculty which work
consistently in inter-disciplinary areas to develop
rich content providing fresh insights to the
executives. With completion of world class
management development complex specifically
designed to cater to executive learning and stay
this year, a short-stay for a program promises
an unparalleled experience for professional
rejuvenation.
Our portfolio of programs, this year, covers some
of the contemporary and classic topics across
functions, domains and sectors that I am sure
would meet the training and development needs
of your organization at various levels. Just in case,
if you are looking for a very specialized program
tailored to your plans, I am sure our expert faculty
would help develop a solution.
While I am certain that you would continue your
support nominating your executives to some of
these programs that fit in your plans this year, I
extend an invitation to partner with us in
significant ways to develop leaders that compete
with the best of the world to ‘Globalize Indian
thought’.
Best wishes
Debashis Chatterjee
Director
IIMK Globalizing Indian Thought
4
PROGRAMME CALENDAR
Programme Title
Facilitator
Date
April 2013
Effective Hiring Skills
Prof. Manoranjan Dhal
April 8-10, 2013
Business Intelligence
Prof. Anjan Kumar Swain
April 18-20, 2013
Basics of Accounting and Finance for Working
Executives
Prof. Abhilash S Nair
April 19- 21, 2013
Enterprise 2.0 Enterprise Knowledge Management
Dr. M G Sreekumar
To be announced
Design, Business and the Art of Persuasion
Prof. Anupam Das
Prof. Shravan Rajagopal
To be announced
MAY 2013
Enterprise Risk Management with Special
Emphasis on Operational Risk Management
Prof. Saji Gopinath
May 6-9, 2013
Leading Schools
Prof. Debashis Chatterjee
May 16-18, 2013
Publishing 2.0 – Business Strategies for
the 21st Century
Dr. M G Sreekumar
May 21-23, 2013
JUNE 2013
Geopolitics and International Business
Prof. Venkat Raman G
June 3-6, 2013
Labour Relationship Management (LRM) in
Plantation Sector
Prof. Ananda Das Gupta
June 4-7, 2013
Business Model Innovations for Profitable
Growth of Firms
Prof. Suram Balasubrahmanyam
June 5-7, 2013
Accelerating Sales Force Performance
Prof. G Sridhar
June 6-8, 2013
General Management Program for
Middle Level Managers
Prof. Anandakutan B Unnithan
June 10-15, 2013
Effective Compensation & Benefit Management
June 10-12, 2013
Agile Project Management
Prof. Saji Gopinath
June 13-15, 2013
Learning through Peer Interactions:
An Hour of Play
Prof. Deepak Dhayanithy
Prof. Rani S Ladha
June 21-23, 2013
Entrepreneurship and New Ventures
Prof. Nandakumar M K
June 24-28, 2013
Operational Excellence through Lean Six Sigma
Prof. G Thangamani
June 26-29, 2013
Tools and Techniques for Website Evaluation
Prof. Anindita Paul
June 27-29, 2013
Prof. Saji Gopinath
July 1-3, 2013
Project Planning, Implementation, Monitoring &
Evaluation: A project Leadership Programme for
High performing projects
Prof. Saji Gopinath
July 10-12, 2013
IFRS for Banking and Financial Services
Prof. Sudershan Kuntluru
July 11-13, 2013
Business Forecasting
Prof. Kausik Gangopadhyay
July 15-17, 2013
Self Management & Crisis Management
Prof. Radhakrishna Pillai
July 15-17, 2013
Excellence in Manufacturing
Prof. Saddikuti Venkataramanaiah
July 22-25, 2013
Lean Manufacturing and Beyond
Prof. Anand G
July 22-25, 2013
Mergers & Acquisitions
Prof. Rani S Ladha
To be announced
AUGUST 2013
“Crossing the Chasm”: A Growth Lab for
Successful Small and Mid Size Companies
Prof. Saji Gopinath
August 5-7, 2013
JULY 2013
High Performance Supply Chains for Strategic
Excellence: An Intervention workshop for Small
and Medium Scale Enterprises
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Evaluating Financial Performance through
Financial Statement Analysis
Prof. Reena Kohli and
Prof. Ramesh K K
August 5-7, 2013
Personal Innovation, Creative Thinking and
Decision Making
August 7-9, 2013
Managing IT/ITES Firms
Prof. Rajesh Srinivas Upadhyayula
August 19-22, 2013
Leveraging Critical Resources for Strategic
Renewal of Organizations
August 19-23, 2013
Legal Aspects of People Management
August 19-21, 2013
Tools and Techniques for Website Evaluation
Prof. Anindita Paul
August 20-22, 2013
Project Management in Work Environment
Prof. Rupesh Kumar Pati
August 27-30, 2013
Ethical Navigation in Business: Problems and
Opportunities
Prof. Surya Prakash Pati
August 28-30, 2013
SEPTEMBER 2013
Sustainable Supply Chain Management
September 2-4, 2013
Business Model Innovations for Profitable
Growth of Firms
September 4-6, 2013
Finance for Entrepreneurs
Prof. Sony Thomas
Prof. S S S Kumar
September 4-6, 2013
Convergence to IFRS
September 5-7, 2013
Problem Solving and Decision Making
Introduction to Operations and
Supply Chain Management
Prof. Sanjay Jharkharia
September 5-7, 2013
September 16-20, 2013
Prof. G Sridhar
Leveraging Behavioral Inputs for Managerial
Excellence
Prof. Manish Kumar
Prof. Kousik Guhathakurta
Prof. S S S Kumar
October 16-18, 2013
OCTOBER 2013
Finance for Non-Finance Executives
Corporate Etiquette and Personality Development
Prof. Deepa Sethi
October 23-25, 2013
Design and Delivery of Affordable Health Care
October 28-30, 2013
Creative Project Management
October 29-31, 2013
NOVEMBER 2013
Leveraging Critical Resources for Strategic
Renewal of Organizations
November 4-8, 2013
Financial Management of Projects
November 5-7, 2013
International Financial Reporting Standards
November 7-9, 2013
Business and Marketing Essentials
for IT Professionals
Prof. Joffi Thomas
November 11-13, 2013
Enterprise 2.0 Enterprise Knowledge Management
Dr. M G Sreekumar
Design and Delivery of Affordable Health Care
Strategic Analysis for Managers
Prof. Saptarshi Purkayastha
Communication Effectiveness Lab for Managers
Prof. Deepa Sethi
Prof. Anupam Das
Strategically Designing & Managing Complexities
of Sustainable Supply Chain
Becoming & Being Leaders - A Programme for
Young – Leaders in the Making
Prof. K Unnikrishnan Nair
Timeless Leadership
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DECEMBER 2013
Effective Training & Facilitation Skills
December 2-4, 2013
Prof. G Sridhar
December 2-4, 2013
Service excellence through Customer Orientation
Prof. Sanal Kumar Velayudhan
Prof. S Jeyavelu
December 4-6, 2013
Marketing Strategy Laboratory
Prof. Keyoor Purani
December 9-12, 2013
Micro Analytics for Managers
Prof. Shubhasis Dey
December 11-13, 2013
Organizational Behavior Inputs for Enhancing
Employee Performance and Humanistic
Orientation in Workplace
Prof. Badrinarayan Shankar Pawar
An Hour of Play
Prof. Deepak Dhayanithy and
Prof. Rani S Ladha
Transforming Executives Into Leaders – Essence
of Organizing and Organizations
Prof. Manish Kumar
Management of Organizational Change
Prof. Debabrata Chatterjee
January 7-10, 2014
Rural Marketing
Prof. Sanal Kumar Velayudhan
Prof. G Sridhar
January 8-10, 2014
Enterprise Risk Management: Managing the
Organization’s Knowns, Unknowns and
Unknowables
Prof. Rudra Sensarma
Prof. Saji Gopinath
January 14-16, 2014
Green Business Strategy
January 15-17, 2014
Strategic Marketing for Growing Brands.
Prof. Atanu Adhikari
January 16-18, 2014
Practices in Logistics and Supply Chain Management
January 16-18, 2014
Green & Sustainable Computing
January 20-22, 2014
Basics of Data Analysis in Decision Making
Prof. C Raju
January 21-23, 2014
Business and Marketing Essentials for
IT Professionals
Prof. Joffi Thomas
January 22-24, 2014
The Leadership Clinic
January 27-29, 2014
Changing the Managerial Mindset from Operational
to Strategic in the Globalization Context
Prof. Sumit Mitra
January 31February 2, 2014
Analytics for Impact Evaluation in the Development
Sector
February 5-7, 2014
Management of Technology & Innovation
Prof. M P Sebastian
Mr. Jyotinath Ganguly
February 11-13, 2014
Managing Creativity and Innovation for
Organizational Excellence
Changing the Game: Decision Making Using Data
Analysis
Business in Emerging Economies: Lessons from China
Advanced Data Analysis in Decision Making
Prof. C Raju
Creativity for Competitive Advantage
Prof. S Jeyavelu
JANUARY 2014
FEBRUARY 2014
7
CONTENTS
INSTITUTE FACULTY
2
DIRECTOR’S MESSAGE
3
PROGRAMME CALENDAR
4
MDP 2013-14 AT A GLANCE
I. ORGANIZATIONAL BEHAVIOR & HUMAN RESOURCES
8
II. MARKETING MANAGEMENT
20
III. STRATEGIC MANAGEMENT
26
IV. OPERATONS MANAGEMENT
34
V. FINANCE AND ACCOUNTING
49
VI. ECONOMICS
59
VII. IT & SYSTEMS
63
VIII. GENERAL MANAGEMENT
71
TESTIMONIALS
81
REGISTRATIONS / NOMINATIONS AND CONTACT DETAILS
82
ABOUT THE INSTITUTE
83
8
ORGANIZATIONAL BEHAVIOR & HUMAN RESOURCES
Programme Title
Facilitator
Date and Location
Fees (Rs) Page #
Effective Hiring Skills
April 8-10, 2013
IIMK
35,000*
30,500**
9
Leading Schools
May 16-18, 2013
IIMK
25,000*
19,500**
9
Labour Relationship Management (LRM)
in Plantation Sector
Prof. Ananda Das Gupta
June 4-7, 2013
IIMK- Cochin Campus
42,500*
9
Effective Compensation & Benefit
Management
June 10-12, 2013
IIMK
35,000*
30,500**
10
Self Management & Crisis Management
July 15-17, 2013
IIMK
35,000*
30,500**
11
Legal Aspects of People Management
August 19-21, 2013
IIMK
35,000*
30,500**
12
Leveraging Behavioral Inputs for
Managerial Excellence
Prof. Manish Kumar
September 26-28, 2013 35,000*
IIMK
30,500**
12
Becoming & Being Leaders - A Programme Prof. K Unnikrishnan Nair
for Young – Leaders in the Making
November 26-29, 2013 42,500*
IIMK
37,500**
13
Timeless Leadership
November 27-29, 2013 37,500*
IIMK
30,000**
14
Effective Training & Facilitation Skills
December 2-4, 2013
IIMK
35,000*
30,500**
15
Organizational Behavior Inputs for
Enhancing Employee Performance and
Humanistic Orientation in Workplace
Prof. Badrinarayan Shankar
Pawar
December 16-18, 2013 35,000*
IIMK
30,000**
15
Transforming Executives Into Leaders –
Essence of Organizing And Organizations
Prof. Manish Kumar
December 26-28, 2013 35,000*
IIMK
30,500**
16
Management of Organizational Change
January 7-10, 2014
IIMK
35,000*
30,500**
17
The Leadership Clinic
January 27-29, 2014
IIMK
37,500*
30,000**
18
Managing Creativity and Innovation for
Organizational Excellence
IIMK
35,000*
30,500**
19
Service
Tax as applicable will be charged extra, * Residential, ** Non Residential
9
EFFECTIVE HIRING SKILLS
April 8-10, 2013
OVERVIEW
Despite the right strategies, policies practices, and
optimum allocation of resources only few
organizations succeed in achieving their goal. The
differentiating factor amongst these organizations
is the people they have. Right/Competent
employees can help organisation perform better
than their rivals. Thus it is crucial for organization
to ensure they hire the right people for the job.
This workshop tries to equip the hiring
professionals in harnessing their potential by
equipping them with better hiring tools and
techniques.
LEARNING MODULES
 Human Resource Planning (HRP) - Job analysis –
job description, person specification. Demand
and supply forecasting
 Recruitment – Methods and channels, legal
aspects
 Selection – Hiring process. Competency based
hiring, Use of psychometric testing, interviewing
technique, behavioural interview. The
programme will have a major focus on
interviewing process
 Offer, Placement, Induction – Appointment
letter –format, content, and legality, use of
digital signature
PARTICIPANTS PROFILE
HR Professionals and Line managers from Public
and Private Sectors who are engaged in hiring.
FACILITATOR
LEARNING OUTCOME
Through the uniquely designed experiential and
participatory sessions, you shall:
 Redefine and fine-tune your leadership
signature.
 Map the connections between leadership,
students, school community, society and
environment.
 Recognize the challenges that you face as
educational leaders of this millennium of the
mind
 Learn how effective leadership has changed and
reshaped schools into leading schools
 Enhance your skills for effectively managing
leadership challenges of the millennium
 Visualize future trends for schools of tomorrow
 Establish a network with other school leaders
 Be recognized as a school leader
Teachers who have demonstrated excellence,
principals and education managers of schools.
Organizations working with schools as part of their
corporate social responsibility may also nominate
participants.
PROGRAM THEMES
Understanding the systems world and the human
world of schools
 Decoding the elements of excellence in the
school system
 The four commitments: the DNA of excellence
Productivity: Crafting a day in your life
 Achieving emotional resonance
 Meeting the challenge of change
 Learning how to create a blueprint for sustaining
excellence

FACILITATOR
LEADING SCHOOLS
May 16-18, 2013
OVERVIEW
The leading schools workshop has been designed
specifically for school teachers and educational
leaders to optimize effective leadership and skills
for the holistic development of students, and for
nurturing schools as sustainable institutions of
learning in a technology driven knowledge age. It
aims to give participants insights and tools to build
a learning community and enhance their personal
effectiveness.
LABOUR RELATIONSHIP MANAGEMENT
(LRM) IN PLANTATION SECTOR
June 4-7, 2013 | IIMK- Cochin Campus
OVERVIEW
Plantation Industry being a labour intensive
requires and focuses on the deployment of labour
force for its production. Admist the changes the
world is witnessing managing labour and
relationship has become more challenging. At this
juncture, the applicability of labour laws and art
10
of managing grassroots work group and its
importance as well as implications are of great
significance to the plantation sector.
Rationale for Labour Relationship Management
in Plantation Sector:
It is imperative that the Human Resource
Development (HRD) and Organizational Behaviour
perspectives in the Plantation Sector are of utmost
importance in the direction of workers’
participation in Management, their promotional
scopes, the welfare measures and the ergonomics
to enhance productivity. The role of government
and the positive attitude of corporate sector are
to be initiated in tandem for ushering this sector
into a new dimension, which is essential and
nevertheless, challenging.
COVERAGE
Critical capabilities are aimed at enhancement of
performance and in the process of team building
approach focuses on developing grassroots labour
force commitment.
COURSE OUTLINE
The course outline is divided into following
modules:
 Managing People and Productivity
 Positive Leadership for workforce and Capability
Enhancement
 Social - Laboratory Approach (SLA): For
Sustainable Workforce Management through
Positive Thinking
 Managing Diversity with Balanced and Diversity
Score Cards
 Relationship Management and Performance
Competence
 Negotiation and Effective Communication:
Managing Conflict perspective
 Introducing Efficiency and Effectiveness:
Positioning Quality of Work Life (QWL)
 Corporate Social Responsibility (CSR)
 Labour Laws and Legislations
 Experimental Leadership: Group Work and
Presentation
Our customized training programme will enhance
the capability of managers and the welfare officers
of the plantation Sector (tea/ Coffee/rubber/
spices) as the best performers of LRM with the
following components:
PEDAGOGY
The learning methodology is a blend of class room
teaching, practical and interactive workshop.
Teaching and learning transaction through lecture,
seminar, group work, case method, role play and
interactive workshop
Forming small groups of workforce and educate
them on the-job
FACILITATORS
Prof. Manoranjan Dhal and Prof. Ananda Das Gupta


Activating the workers’ groups with assigned
asks to be performed in a given time

Assessment of the labour force jobs performed.

Forming ideas/opinions among the work-force


Norming an appropriate policy for the workforce



June 10-12, 2013
Managing the environment: internal and
external
OVERVIEW
Compensation Strategy is one of the most
important strategies in the HRM Function as it
influences the costs of the organization and
potential bad decision can lead to very serious
damages to the organization. The compensation
and benefits strategy is derived from the overall
HRM Strategy and it has to be fully aligned. When
the HRM Strategy sets the main objectives for the
HRM Function, the compensation and benefits
strategy has to follow. When the overall HRM
Strategy states the low cost of services and
employees, the compensation and benefits strategy
cannot target the highest salaries at all levels.
Managing growth and change for the labour
force
The effective compensation and benefits
management aims at establishing internal, external
Developing and further monitoring for Positive
Labour Management
Labour Relationship Management, thus, is
essentially a pivot of four main functions for the
managers and welfare officers on the following:

EFFECTIVE COMPENSATION &
BENEFIT MANAGEMENT
Managing the self
Managing the group: performance-wise and
relationship-wise
11
and individual equity. The strategic planning and
design of an effective compensation and benefit
management system is not only important to
remain competitive but also attract and retain the
talent. The compensation and benefits manager
must be compliant also as per the required labour
laws.
THE LEARNING COMPONENTS
 Module I: Recent trends in Compensation and
benefits management
 Module II: Job Evaluation-traditional and new
techniques
 Module III: Compensation-definition and the
issue of Equity
 Module IV: Building Internal Equity
 Module V: Building External Equity
 Module VI: Building Individual Equity
 Module VII: Benefit Plans
 Module VIII: Total Compensation and Reward
Planning
HR-Managers from Public and Private Sectors who
are in to the functional domain of compensation
and benefit management or the Employee Relations
or HRBP professionals those who take part in
designing the compensation strategy and act as an
interface between management and policy.
FACILITATOR
SELF MANAGEMENT & CRISIS
MANAGEMENT
July 15-17, 2013
OVERVIEW
Today’s businesses and organizations are becoming
more and more vulnerable to standard operational
risks due to the increasingly volatile global
economic and social climate. As a result,
companies are under increased pressure to
consider their social and corporate responsibility
to be prepared for incidents or crises that may
impact their daily operations. Crisis management
is the process by which an organization deals with
a major event that threatens to harm the
organization, its stakeholders, or the general
public. Three elements are common to most
definitions of crisis: (a) a threat to the
organization, (b) the element of surprise, and (c)
a short decision time. There is a multitude of major
stress factors affecting decision-makers within
organisations, such as time restrictions, just-intime processes, more stringent regulation,
increasing amounts of information etc, all of which
have the ability to impact them emotionally,
heighten the fear factor and potentially impair
their ability to act decisively and take consistent
decisions. Even sophisticated, proven crisis
management methodologies, tools and processes
can fail completely if those leading the response
are not sufficiently aware of their emotional
‘profile’ and maturity. Developing the self
management skills can help the person to better
understand his/her internal states, preferences,
resources and intuitions, emotions and help to
keep disruptive emotions and impulses under
control and adapt to changing situations
or obstacles. A holistic approach to crisis
management is the need of the hour.
OBJECTIVES
This programme is designed to enable the
participants to understand and develop the self
management skills and manage crises in a holistic
manner.
COVERAGE
 Self Management
 Understanding of the Self
 Process of Thinking
 Powers of Self
 Managing Interferences
 Relationship Management
 Developing the Self
 Self Managing Leadership
 Crisis Management
 Crisis Planning, Incident Response, Crisis
Management, Business Continuity
 Risk Assessment and Risk Management
12



Communication and Crisis Leadership
Models and Theories of Crisis Management
Disaster Management
PEDAGOGY
The pedagogy would include appropriate mix of
Lectures, case studies, group activities &
presentations, experience sessions etc.
This program is designed for executives
interested/involved in Self Management, Crisis
Management, and Disaster Management.
FACILITATOR
Prof. R Radhakrishna Pillai
LEGAL ASPECTS OF PEOPLE
MANAGEMENT
August 19-21, 2013
OVERVIEW
Being compliant is the primary requirement of all
the organization irrespective of sector or industry.
No employer will love to be dragged into a law
suit due to ignorance of legal aspects. Hence
formulation and implementation of rules and
regulation which is as per the existing and
applicable labour law is not only important for the
HR professional but also equally crucial for the
managers leading a team.
LEARNING MODULES
 The Payment of Bonus Act, 1965
 The Employees Provident Fund & Miscellaneous
Act, 1952 (PF)
 Industrial Disputes Act, 1947
 Shops and Commercial Establishment Act
 Industrial Employment (Standing Orders) Act,
1946
 The Payment of Gratuity Act, 1972
 The Minimum Wages Act, 1948
 The Contract Labour Act, 1970
 The Payment of Wages Act, 1936
 The Factories Act, 1948

The Employee’s State Insurance Act, 1948 (ESI
scheme)
The programme will cover the highlights of the act
along with the applicability, day-to-day issues, and
compliance with the same in the line of important
judgments of the apex courts. The programme will
also cover specific aspects of domestic inquiry
and workplace harassment including sexual
harassment. The programme will also cover specific
aspect of ‘employer’s liability and employees’
rights’ under the labour law.
This programme will be useful for all those who
have to deal with labour and labour matters with
particular reference to those in HR (compensation
and Employee relations/IR professional), personnel
and administrative functions, managers leading
large team and legal professionals. The programme
will help the participants in understanding
fundamentals & compliance aspects of labour laws
applicable to their organization. Professional those
who want to revise the fundamental aspects of the
above mentioned laws are also welcome to the
programme.
FACILITATOR
LEVERAGING BEHAVIORAL INPUTS FOR
MANAGERIAL EXCELLENCE
OVERVIEW
Individuals are constantly seeking newer ways of
staying relevant in fast changing world. Adapting
quickly to changes and ability to withstand the
demands of ever increasing workload are
prerequisites for sustained effectiveness. In order
13
to contribute significantly to their organizations,
managers need to address their own personal
growth and effectiveness issues on continuous
basis. An effective way to address personal growth
issues is to initiate self management through
introspection of motivations, disposition, problem
solving, ways of relating with others and coping
up.
In this program on managerial excellence through
self management, managers will get the
opportunity to understand their strengths and areas
of potential development through standardized
diagnostic tools. They will be given opportunity to
practice new behaviors and skills that they want
to develop and strengthen in the long run in
encouraging and appreciative environment.
OBJECTIVES
 To expose the participants to deeper aspects of
their self
 To make the participants aware of assumptions
and considerations behind their actions
 To equip the participants with ability to
withstand high pressures of job requirements
 To make the participants aware of their
Strengths and areas of Potential Development
 To provide tips to hone various skills of
interacting with, collaborating with, influencing,
and guiding others
 To appraise the participants to various issues
involved in Personal Growth and Effectiveness
CONTENTS
 Motivation
 Decision Making and Creativity
 Emotional Intelligence and Stress Management
 Interpersonal relationships
 Conflict Management
 Collaboration and Team Work
 Leadership
Managers who are eager to learn and would like to
invest in self exploration to experience personal
growth and effectiveness.
PEDAGOGY
The programme will utilize a variety of pedagogical
tools including case studies, assessment
instruments, lectures cum discussion and role
playing.
FACILITATOR
Prof. Manish Kumar
BECOMING & BEING LEADERS - A
PROGRAMME FOR YOUNG – LEADERS IN
THE MAKING
OVERVIEW
Effective leadership ‘rests on reason’ and ‘moves
on passion’*. Passion dares the leader to creatively
visualize things that appear impossible to others
as well as energizes her/him to pursue action to
realize those dreams. Reason enables the leader
to give structure and stability to the process of
pursuing the dreams as well as to the dreams
already achieved. This programme focuses on
becoming and being an effective leader, and
enabling others to become and be effective
leaders. Keeping this spirit, the programme aims
to take the participants through a voyage of
reflective discovery of their self and leadership
potential and active learning to develop their
leadership styles.
COVERAGE
The programme will be designed to enable the
participants to:






Appreciate and gain a deeper understanding
of:
Their self,
Their leadership style(s),
Fundamental human processes in organizations
such as communication, power-politicsinfluence, conflict resolution, etc., and
Concepts like vision, mission, idealism, values,
beliefs, rituals, symbols, dreams, etc.
Build sensitivity to the experiences
associated with leadership; and to apply these
understanding and skills to make better sense
of modern organizational functioning and to
enhance one’s potential to emerge and to
continue as a leader.
CONTENTS
 Essence & Meaning of Leadership
 Leadership Personality & Styles
 Interpersonal Relations
 Gender Issues in Leadership
 Redundancy of Leadership
 Conflict Resolution
 Value Based Leadership
 Conceptual foundations of Leadership: Path,
Goal, Transformational, Psychodynamic,
Servant, Authentic etc
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Followership
Leadership in a Multi-Cultural Milieu
Leadership & Organizational Change/Renewal/
Transformation
Leadership, Organizational Learning &
Learning Organizations
Leadership and Organisational Effectiveness
(Balance Score Card and Other Measures)
Postmodernism & Leadership
Programmes on Leadership can be suitably
designed for people at any level of the
organizational hierarchy. Here, I am pitching this
programme specifically for youngsters (upper age
limit: 35 years), preferably with 5 to 10 years of
organizational work experience. My clear intention
of this positioning is to invigorate them for a lifelong pursuit of leadership early on in life. The
participants could be from the for-profit or not
for profit organizations, government, family
businesses, entrepreneurial ventures, political
parties, activist groups, and so on. The only
condition is: they need to be young – at heart and
in mind, and with an open mind for exploration
and experiencing.
FACILITATOR
Prof. K Unnikrishnan Nair
*From “Reason and Passion” of Kahlil Gibran’s “Prophet”
solutions to the most persistent problems that you
will face as a leader! This workshop is about going
beyond your conventional thinking to open your
mind for generating breakthrough ideas and
identify actionable strategies to significantly
improve your leadership DNA.
LEARNING OUTCOMES
 “Discover the Real You!”
 How do you solve your most important
problem?
 You have the mind of a leader, but do you have
the right understanding?
 Define your default leadership signature.
 Assess yourself and master your energy by
deepening awareness

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TIMELESS LEADERSHIP


OVERVIEW
This 3 days’ workshop distinguishes the
organizational world into two parts: The Systems
World & The Human World. In the Systems World,
leaders learn the processes required to manage
functions such as product development, finance,
marketing, sales etc. While many leaders have
mastered the art of managing these systems,
organizations and careers have been brought down
due to the lack of self reflection and people
management which belong to the human world.
Success in today’s organization requires not only
the ability to lead but also to inspire others to
motivate themselves. This will bring the maximum
out of your own leadership abilities. In this
exclusive workshop, Debashis Chatterjee uses a
mix of wide experiential exercises in a retreat
environment to help you look inward and find



“Decode Your (Leadership) Identity”
Deconstruct and reconstruct your mental
models
Achieve execution excellence through
discretionary action
Understand how leaders integrate self, others
and systems
Use coaching and mentoring skills to nurture
leaders
“Deliver the Result”
What leaders really don’t do
Engage in process; results will follow
Think beyond managerial mindsets
Create a day in your life: your “execution
compass”
Moving beyond the myth of personality to the
essence of leadership ecology.
Tell your story, create your leadership vision.
Make your core values your key leadership
skills
Be the catalyst of transformation: the art and
practice of meditation
This workshop is targeted specifically at leaders
in industry, government, NGOs and education
sectors. Women aspiring for leadership roles are
specially encouraged to participate. Besides the
interactive learning experience, it offers a great
opportunity to network with a diverse group of
talented leaders.
PROGRAM THEMES
 Solving Your Most Persistent Problem
15
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The Art of Undoing: Action with Discretion
Pursuit of Purpose beyond Strategy
Managing Stress Through Non-Duality
Practical Wisdom in Decision Making
Dissonance to Devotion: Towards Emotional
Integration
Transcendence: Thriving in Uncertainty
FACILITATOR
EFFECTIVE TRAINING AND
FACILITATION SKILLS
December 2-4 ,2013
OVERVIEW
Training is considered to be building block of any
organization which helps not only in developing
the knowledge and skill of the employees but also
helps the organization to grow. But traditionally
training function is mostly confined to design and
delivery without much linkage with the
organizational objective. Evaluation of training and
the return on investment (ROI) is almost ignored
in many organization.
This programme intends to provide a holistic view
of the training function and will equip the
participants with the tools and techniques of the
design and delivery of an effective training
programme. It will help the training managers to
convert the training department from a cost centre
to a profit centre.
THE LEARNING COMPONENTS
 Module I: Strategic planning and Learning &
development

Module II: Building a Learning Organization

Module III: Training vis-à-vis Learning

Module IV: Training Need Identification

Module V: Designing Training Programme and
Formulate the Learning Objective

Module VI: Facilitation Skill

Module VII: Management Development

Module VIII: Learning Evaluation
The professionals (including the learning and
development professionals) who are into design
and/or delivery of training programme across
industry are welcome to participate in this
programme. The HRD managers who are in charge
of the training function of any organization should
undergo this programme. The programme is mostly
experiential and the participants are required to
design and deliver a sample module of any
programme on a topic of their choice. A small group
of 10-15 participants would be preferred for this
programme.
FACILITATOR
ORGANIZATIONAL BEHAVIOR INPUTS
FOR ENHANCING EMPLOYEE
PERFORMANCE AND HUMANISTIC
ORIENTATION IN WORKPLACE
OVERVIEW
According to research findings, the presence of
organizational justice, organizational support,
transformational leadership and workplace
spirituality in the workplace is associated with one
or more of the positive outcomes for employees
16
such as satisfaction with the job, extra effort, and
commitment to an organization. Further, employee
contributions to an organization in the form of
performance are broader than employees’
performance of the technical requirements (e.g.,
quantity and quality of work) of the job. Employee
contributions to an organization include various
positive behaviors of employees termed as
‘organizational citizenship behaviors’ which
facilitate smooth functioning of the organization.
Examples of employees’ organizational citizenship
behaviors include helping coworkers, promoting
harmony among coworkers, tolerating minor
inconvenience at work and not reacting negatively
to the minor deficiencies of the organizations.
The program is designed with a focus on junior
and middle level managers who might be heading
a group, department or work unit.
The coordinator’s thinking that guides this program
is that attention to the aspects of organizational
citizenship behaviors, organizational justice,
organizational support, transformational
leadership and workplace spirituality can
potentially enhance employee performance and
help create a more humanistic workplace.
FACILITATOR
Prof. Badrinarayan Shankar Pawar
LEARNING OUTCOMES
These inputs can help managers to try to:



Adopt a broader view of your subordinates’
performance to include their organizational
citizenship behaviors
Adopt transformational leadership towards their
subordinates
Create the conditions of organizational justice,
organizational support, and workplace
spirituality in their work units
PROGRAM THEMES AND COVERAGE
This program seeks to provide inputs on the topics
of:
 Organizational Citizenship Behaviors of
Employees
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Organizational Justice
Organizational Support
Transformational Leadership
Workplace Spirituality
PEDAGOGY
The program will include various methods of
training such as lectures, discussions, case studies,
assessment instruments and role plays. These
methods will be used to provide inputs to facilitate
conceptual understanding and behavioral practice
in the relevant areas of the above topics.
TRANSFORMING EXECUTIVES
INTO LEADERS – ESSENCE OF
ORGANIZING AND ORGANIZATIONS
OVERVIEW
Organizations are constantly seeking to equip their
employees with latest state of know-how in
businesses. Managers and executives are
considered key drivers in the journey to success of
organizations. In order to contribute significantly
in the success of their organizations, managers
17
however need to know the in and out of their
organization.
tools including case methodology, discussion,
lectures and role play.
The programme is designed to expand the horizon
of the participating managers and executives. They
can expect to significantly improve upon their ways
of looking at their organization, its purpose, its
environment, people in it and a whole lot of day
to day activities and processes. The programme
strives to give an entirely new view to participants’
ways of looking at and approaching aspects of their
organization. It is hoped that the programme will
act as stepping stone towards training future
leaders of organizations.
FACILITATOR
Prof. Manish Kumar
THEMES
 The Basics of existence of an Organization
 Organization anatomy and its developmental
stages
 Organization and the World Outside of It
 Technical aspects of an Organization
 Softer and Subtle Aspects of Organizations
 My Organization into Bigger Scheme of Things
LEARNING OUTCOMES
 More informed understanding of what do
organizations mean to people. Participants are
likely to acquire new perspective on how one
looks at different facets of organizations.

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Participants’ enhanced awareness of the role the
surroundings play in the life of an organization.
Aspects of its relationship with other
organizations and characteristics of the
environment will be discussed.
Enhanced understanding of nuances of many of
the organizational processes and practices and
increased ability to see the complexities and
limitations under which organizations generally
operate.
MANAGEMENT OF
ORGANIZATIONAL CHANGE
January 7-10, 2014
OVERVIEW
Much of the effectiveness of business leaders
depends on their ability to initiate and implement
change programs successfully. This involves
mastering the art of change management. Much
like an accomplished artist, the change agent has
to master a set of skills. These skills can be acquired
through a combination of conceptual inputs,
discussions on accomplishments and failures in
change management, and practicing or
experiencing various aspects of managing change.
The course is designed for executives who
independently head business units, departments
or handle significant responsibilities in their
organizations, and are, therefore, at a level where
they have a significant say in their organizational
policy making. It is not designed for executives at
junior or middle levels.
COURSE OBJECTIVES
The objective of this course is to facilitate your
efforts at successfully negotiating the terrain of
initiating and implementing changes initiated by
you in your organizations by:

developing a rich understanding of the nuances
of change management from the points of view
of change agents at senior levels in the
organizational hierarchy,
sharpen your skills that are useful in change
management, and
receive feedback about yourself that you may
like to work on in the context of being effective
change agents.
The program has been designed keeping in mind
primarily individuals with 5 to 15 years of work
experience. Those who are due to shift from
technical to managerial roles in near future; have
recently been promoted to such roles; or working
managers open to exploration and assimilation of
alternative views, are likely to gain maximum from
the programme.
PEDAGOGY
Mainly discussions based on cases and film
clips.
PEDAGOGY
The programme will utilize a variety of pedagogical
FACILITATOR
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18
THE LEADERSHIP CLINIC
January 27-29,2014
of refining and constantly communicating that
vision in ways big and small lies ahead.
This communicating is not a solitary endeavor.
That would make it an over whelming burden. It
is the leader’s function to develop many who fully
understand it and can do it as well, or better, than
he/she can.

OVERVIEW
This workshop address the other 99% of untapped
potential of leadership. It builds on two decades
of empirical research and experiential
understanding of transformational leadership in
all six continents of the world. Participants will
themselves be inspired and learn how to inspire
others so they achieve more than they ever thought
they could. You will be given a powerful and proven
set of tools and instructed in their use. When you
practice using them and become proficient enough
that they are second nature, that is when you will
find that the transformation has already occurred.
THE PHILOSOPHY BEHIND THE PROGRAMME
 It is not the function of a leader to motivate
followers. It is the function of a leader to find out
what is demotivating followers and systematically
get rid of it. This is not semantic hair-splitting. It
is a profoundly different discernment and has many
ramifications.
Much of what is traditionally defined as
“motivation” is actually sophisticated
manipulation to get workers to do what they are
unwilling to.

Human beings are inherently motivated. Nobody
ever starts a new job intending to be a disgruntled,
disengaged employee. That is something that
happens to him/her and is a systemic failure. This
failure could be in selection, training, supervision,
company culture or a host of other factors in
combination.

Incentives such as money and perks of various
kinds and sanctions such as demotion or threats
of being fired simply get persons to play the game.
They may ensure some behavioral compliance, but
they are not “motivators”. They do have their
place but most companies tend to overuse them.

Nobody ever gets up on Monday morning all fired
up at the thought of ”maximizing shareholder
value” or meeting revenue or profit targets or
increasing market share or any similar goal. It is
the leader’s job to articulate a vision so powerful
that it takes over the employee and makes him/
her want to rush to work and do what needs doing.

Obviously this cannot be done unless the leader
himself/herself is inspired by this vision. This is
merely the first step, however. The arduous task

The best, perhaps the only, way to release the
motivation inherent in a person is to work to ensure
that each reaches his/her highest potential. Most
managers, unfortunately, tend to view persons as
instruments by which they can achieve their goals.
This is not a mindset that encourages persons to
unstintingly give what they are capable of.

An employee does not have a “work life” and a
“personal life”. He/she has one life and either it
is working or it is not. This does not mean that
he/she does not have challenges in one or more
areas. It does mean that these challenges need to
be addressed in a holistic fashion and not a
compartmentalized one.

A person needs to be comfortable enough to be
authentic at work. If he/ she has to put on a mask
at work – or, even worse, multiple different masks
– then he/ she is burnt out or heading towards
burn-out.

BENEFITS OF WORKSHOP
This workshop is designed for senior executives
who are CEO material. At this level, executives
accomplish what they do through others, not by
individual effort. Their success depends on their
ability to inspire their subordinates, engage them
in a common cause and direct them to work
harmoniously to achieve that objective.
Here are the benefits delivered:
 On a personal level: You will no longer have a
sense of anxiety or dread even when confronted
with starkly adverse circumstances. You will be
comfortable dealing with ambiguity and able to
quickly see opportunities that would have
previously escaped your notice.
 On an interpersonal level: Your relationships will
improve across the board – with subordinates, with
peers and with those above you on the hierarchy.
You will be more authentic and this will be
recognized in many ways and reciprocated.
 On a professional level: You will become more
creative than you ever thought you were capable
of. Solutions to previously intractable problems
will occur to you frequently and some of these
19
will result in dramatic business improvement. You
will become more engaged at work and this will
be noticed and will rub off on others.
Obviously these levels are not independent. They
are interconnected and feed off each other.
Simultaneous improvement, of the kind
mentioned, means that you will experience
exponential improvement in your effectiveness as
an executive.
This workshop is designed for senior managers who
are recognized as high potential by their
organizations and strong candidates for the CEO
position. They have significant strategic
responsibility and a global orientation.
FACILITATOR
MANAGING CREATIVITY AND
INNOVATION FOR ORGANIZATIONAL
EXCELLENCE
OVERVIEW
Creativity and innovation, in various forms, from
various sources, and of different types, was always
an important and integral part of human activity
since the beginning of history. However, what is
different today is a qualitative shift in the
importance of creativity and innovation in
everyday life. Indeed, it is said that the knowledge
era in which we live in today, economies and
enterprises that are more creative and are able
to generate more useful innovations, are the ones
that will succeed.
Convention suggests that creative and innovation
require special types of people. In other words,
not everyone or every organization can be creative
or innovative. Yet, a lot of research over the last
few decades suggests otherwise. There is ample
evidence that using certain tools and techniques,
and in the presence of a conducive environment,
creativity and innovation can flourish in the most
unlikely of organizations and among the most
unlikely people.
OBJECTIVES
At the end of this course, participants will be able
to
 Explain the concepts of creativity and
innovation, their forms and dynamics in
organizations;
 Diagnose their organizations in terms of their
present status on creativity and innovation;
 Demonstrate skills that help promote creativity
and innovation at the individual, team and
organizational levels;
 Explain the impact of organizational design and
culture that promote creativity and innovation;
 Explain emerging trends in the management of
creativity and innovation.
COURSE CONTENTS
Creativity and innovation – imperative and
conceptual exploration; precursors of creativity –
role of personality, team dynamics, and
organization; tools and techniques for creativity;
innovation – types and implications for
organizations; knowledge and innovation;
designing organizations around creativity and
innovation – contemporary organizational designs
and the role of organizational culture.
PEDAGOGY
The course adopts a mix of pedagogic tools that
include detailed case analyses, readings,
discussions and experiential activities.
FACILITATOR
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MARKETING MANAGEMENT
Programme Title
Facilitator
Date and Location
Fees (Rs) Page #
Prof. G Sridhar
June 6-8, 2013
IIMK
35,000*
30,500**
21
Prof. G Sridhar
September 23-25, 2013 35,000*
IIMK
30,500**
21
Prof. Joffi Thomas
November 11-13, 2013 35,000*
IIMK
30,500**
21
Prof. G Sridhar
December 2-4, 2013
Mumbai
35,000**
21
Service excellence through Customer
Orientation
Prof. Sanal Kumar Velayudhan December 4-6, 2013
Prof. S Jeyavelu
IIMK
35,000*
30,500**
22
Marketing Strategy Laboratory
Prof. Keyoor Purani
42,500*
37,500**
22
Rural Marketing
Prof. Sanal Kumar Velayudhan January 8-10, 2014
Prof. G Sridhar
IIMK
35,000*
30,500**
23
Strategic Marketing for Growing Brands
January 16-18, 2014
IIMK
35,000*
30,500**
24
Prof. Joffi Thomas
January 22-24, 2014
IIMK
35,000*
30,500**
21
Changing the Game: Decision Making
Using Data Analysis
IIMK
35,000*
30,500**
24
Service
December 9-12, 2013
IIMK
21
ACCELERATING SALES FORCE
PERFORMANCE
BUSINESS AND MARKETING ESSENTIALS
FOR IT PROFESSIONALS
June 6-8, 2013 | September 23-25, 2013
December 2-4, 2013| Mumbai
November 11-13, 2013 | January 22-24, 2014
OVERVIEW
Sales force is at the vortex of the rapidly changing
customers, competitors, products, technologies
and markets. This makes their job more challenging
than any other counter parts in the organization.
A core challenge in front of a sales manager is to
enhance the sales force performance under
demanding and rapidly changing environment. This
programme is designed for executives to discuss
and analyse the aspects of accelerating the sales
force performance.
Discussions, case studies, exercises and simulation
are the key sources of interaction and learning.
The programme also acknowledges active
involvement of the participants as key source of
learning.
LEARNING OUTCOME
After the programme the participants would be
able to
 Explore the key issues in developing a go-tomarket strategy
 Develop a framework for a sales force diagnosis
 Understand the nuances of structuring the sales
force in an organization, territorial design and
quota allocations
 Explore key personnel issues like recruitment,
selection and training of sales forces.
 Develop
better understanding on the
motivational tools like compensation, and
Performance management
 Understand how technology enhances sales force
performance
 Assess the sales force culture
The programme is targeted for the middle level
executives like Area Sales Manager/ State leaders,
Regional managers.
PROGRAM THEMES
 Going to Market
 Structuring for sales force
 Personnel issues in sales force
 Motivating and leading the sales force
 Technology and sales force
 Building a potent sales force culture
FACILITATOR
Prof. G Sridhar
OVERVIEW
Given the intensifying competition, demanding
customers and industry convergence it is
imperative for IT firms to be more customer
focused, develop multi-skilled professionals who
can appreciate possibilities of emerging
technologies as well as customer’ business
concerns, and continuously create superior value
for client organisations. In this scenario it would
help IT firms to equip its large pool of technical
professionals with business and marketing
essentials to better understand customer
expectations, customer decision making and
deliver superior value. This would enable
professionals with technical background and
training and willing to take on additional
responsibilities gradually move into customer
management roles and simultaneously enable the
organization groom much needed pool of next
generation business leaders. An added advantage
is the flexibility that multi skilling gives the
organization to retain employees in turbulent
markets where it is becoming increasingly difficult
to predict technology adoption and market growth.
The three day program on business and marketing
essentials is intended to help IT firms to multi skill
its technical resources and at the same time
provide an opportunity for technical professionals
to develop customer management capabilities to
enable their career growth.
The program is designed for IT professionals with
a minimum of five years industry experience
especially in technical or project management
roles. These professionals are looking to transition
to either customer facing and management roles
or consulting roles.
OBJECTIVES
 To help develop an in-depth understanding of
basic concepts of marketing especially in the
context of business to business services.

To develop decision making abilities required
for understanding, creating and delivering value
in business markets with special emphasis on IT
markets.
PEDAGOGY & COVERAGE
The program primarily employs a mix of case
22
discussions, presentations and experience sharing
sessions. Broadly, the program would cover the
following themes:
Marketing & IT Industry: Basics of Marketing,
Business to Business Marketing


Understanding IT industry: Opportunities and
Challenges
Understanding, Creating and Delivering value for
IT customers: Identifying and Selecting Market
Opportunities, Creating a Value Model, Crafting
Value Proposition, Realizing Value, Gaining New
Customers, Sustaining Customer Relationships
FACILITATOR
Prof. Joffi Thomas
SERVICE EXCELLENCE THROUGH
CUSTOMER ORIENTATION
December 4-6, 2013
OVERVIEW
Competition in the service industry challenge
organizations to deliver service excellence.
Organizations experiencing success in the
expanding service sector industry excel in service
delivery. They create and deliver customer oriented
service for providing meaningful differentiation.
People are the key resource that service leaders
leverage to create service excellence. This program
seeks to provide you with approaches that will
enable you to be competitive through customer
oriented service delivery.
LEARNING OUTCOMES
 Develop an understanding of the methods for
creating delivering and monitoring customer
satisfaction
 Understanding the use of Customer orientation
as differentiator
 Recognize and use the customer –employee
interface for enhancing customer satisfaction
 Seek service differentiation: Search for superior
service delivery points. Understanding service


needs by consumer groups that service provider
can effectively and efficiently meet.
Identifying and using customer contact points
to improve and to innovate on service delivery.
Managing People Processes for Excellence in
Service Organizations. Employee-customer fit
for effective service delivery interface. This
requires identifying and developing the service
personnel that enhances the quality of service
interactions.
Create a customer orientation organization
culture.
Customer satisfaction measures to understand
and improve service delivery. Examine
performance measures and incentives that
encourage customer orientation.
The program is designed for senior managers in the
service sector having responsibility for creating and
delivering value through service excellence.
PEDAGOGY
Lectures, case studies, hands–on workshops and
group exercise
FACILITATORS
Prof. Sanal Kumar Velayudhan and Prof. S Jeyavelu
MARKETING STRATEGY LABORATORY
December 9-12, 2013
OVERVIEW
In business, knowledge is not enough, experiencebased action learning is crucial. Most business
organizations have experienced executives at
strategic positions who have lost touch to
theoretical perspective or have young, straight outof-the-management-schools executives who have
no idea of how theory works in practice. A program,
which provide an opportunity to not just learn and
relearn classic strategic marketing models but also
allow trying them out in a risk-free simulated
environment, can enhance the abilities of
marketing professionals to a great extent. The
market-oriented simulations are experience-based,
low-risk learning tools, which offer the opportunity
to gain confidence in secure environment. The
program faculty has trained several marketing
23
professionals across industries using the program
over last several years. The program helps
participants integrate learning of many different
aspects in business and follow more applicationoriented approach in enhancing decision-making
skills in the area of marketing strategy. Participants
learn from an enormous amount from working with
the company and industry data, exploring strategic
options, and trying to unite various functional
resource decisions into a coherent business strategy
that produces good results.
OBJECTIVES
 To sharpen skills of practicing managers in
deciding the marketing strategies for businesses
by exposing them to advanced scientific
marketing tools
 To test, experiment, and gain confidence in
formulating strategies in today’s competitive
environment
 To provide a refresher course in marketing
strategy
Middle level Marketing Professionals - Product
mangers/Brand Managers from companies
operating in consumer markets would benefit the
most. Executives in Sales, Advertising agencies and
other internal/ external partners to marketing who
deal with product/ brand mangers regularly would
also benefit.
PROGRAM DESIGN & CONTENT
The program has very unique, sandwich structure.
Marketing concepts are taught through case
discussions/faculty presentations while these
concepts are practically applied and tested by the
participants through simulation sandwiched
between class-room sessions. Just as a flight
simulator allows flight crews to practice in a riskfree setting, the program allows executives to
practice their skills in a concentrated amount of
time before trying them out in a real business
environment. Experience-based training has proven
to be the most efficient training methodology. The
program design allows participants to go beyond
strategy formulation and implement their strategic
plan through decisions at the tactical level, a
challenge not provided by traditional pedagogical
methods. In particular, the possibility of assessing
the success or failure of marketing implementation
over time is an important benefit offered by this
program. The learning would be focused around
strategic concepts such as segmentation and
positioning strategies, competitive strategies,
brand portfolio strategy as well as operational
marketing – allocation of marketing budget to
marketing mix. The program would offer intensive
competitive environment and enhance scientific
decision making skills. The participants would learn
how to analyze the situation using various market
research reports, internal data, intelligence
reports. They would also appreciate the
relationship of marketing with finance, operations,
R&D and other departments within an organization
as well as marketing objectives and performance
parameters.
FACILITATOR
Prof. Keyoor Purani
RURAL MARKETING
January 8-10, 2014
OVERVIEW
India’s Rural Market for consumer products and
services is growing at an accelerated pace. An
urban marketer interested to tap these marketing
opportunities in rural India needs to develop a
deeper understanding of the rural marketing
ecology. Further, a marketer requires better
insights on the logic of organizing marketing efforts
in rural areas considering these rural specificities.
Therefore it is essential to clearly format the rural
marketing tasks looking at the complexities in
India’s rural milieu. The dynamics of rural
consumer behaviour, their cultural context,
distribution problems, all need to be deciphered
in its multifarious dimensions for sustaining
high performance by marketers. Marketing
organizations involved in marketing to rural India
with their products and services must understand
and introduce strategies, which are compatible and
effective, in all stages of the rural marketing
intervention cycle. The programme is cast in the
background of these facets pertaining to rural
marketing.
OBJECTIVES
 Sensitise participants on the nuances of rural
marketing environment
 Develop capabilities for clearly identifying,
complex, real life rural marketing problems in
a holistic perspective
 Identify and assess rural market potential for
products and services
24
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Equip participants with mindset and skill set to
help them develop appropriate marketing mix
strategies for products and services in different
stages of their life cycle.
COVEREGE
 Understanding rural markets potential
 Understanding rural consumers
 Distribution in rural markets
 Rural promotion strategies
 Competitive strategies for rural markets
Junior - Middle level executives of consumer
products and services organizations now operating
or planning to operate in rural markets.
PEDAGOGY
Application of concepts and frameworks will be
through Case Analysis, discussions, exercises and
lectures.
FACILITATORS
Prof. Sanal Kumar Velayudhan and Prof. G Sridhar
STRATEGIC MARKETING FOR
GROWING BRANDS
January 16-18, 2014
OVERVIEW
Sound marketing strategies for managing a brand
are essential for the long-term success. Brand
managers need to assess strategic roles of existing
and new products and brands, properly allocate
resource, and develop and execute marketing
strategies to ensure sustained growth of a brand.
Founded on real research information, effective
strategies towards brand-building and brand
management drive superior financial results,
consumer loyalty and competitive insulation.
Successful brand management requires an equal
measure of analytical and creative thinking. The
program is designed to provide opportunities to
learn about the theoretical, research and applied
perspectives of brand management and marketing
strategy from readings, case analyses and class
exercises. The program blends marketing theory
and practice to provide perspective on brand
management functions and related research that
is to be done for effective branding. This program
is designed to provide opportunities to applying
the research findings in developing strategies
effective brand building and maintenance.
OBJECTIVES
After the program, you will be able to walk into
your workplace with new ideas, new strategies
and new ways to resolve branding challenges.
Specifically you will:
 Gain a deeper understanding of how to know
your customers’ perception about your brands,
competitors’ brands. You will have a thorough
understanding of what brand stands for
 Learn qualitative and quantitative research
skills necessary to brand differentiation and
brand positioning
 Apply the learned concepts in your own brand
 Understand effective strategies to exceed
customer expectations
The program is designed for middle to senior level
managers with experience between 7 – 20 years,
responsible for the marketing function in any
organization. Marketing managers responsible for
customer relationship management will also find
the information particularly relevant to their
businesses. Managers in other functional areas will
also benefit from the workshop by learning the
critical role they play in a strategic branding
exercise.
PEDAGOGY
Using case studies, classroom practice sessions,
and interactions, the instructor will lead you to
focus on the key knowledge and skills you need to
understand business from an overall perspective.
The program will be based on experiential learning
process for concept building and practice sessions.
In-class discussion and hand on practice sessions
will provide the opportunity for participants to
apply newly learned tools and techniques which
would help in gaining confidence and to apply in
your own organizations.
FACILITATOR
CHANGING THE GAME: DECISION
MAKING USING DATA ANALYSIS
OVERVIEW
A good manager is expected to have insights of
the previous happenings of the market as well as
in own company. They are required to identify
pattern in data to develop short term and long
25
term strategy. This information could be about
consumer behavior, own brands or competitors’
brands. It is necessary for managers to have
research inputs for better decision making.
Reading information through proper analysis
requires advanced knowledge of research. An indepth look at fundamental as well as advanced
research techniques and exposure to latest ideas
of research can become the keys to your continued
success. This program is designed to provide
opportunities to learn about the several
specialized research techniques of market
segmentation, understanding buyer behavior,
finding effects of several decision variable on
company’s output, finding optimum pricing of a
product etc.
In only 3 days you can expand and update your
business knowledge and acumen by knowing how
to diagnose a particular management problem and
use research to address it in most effective way.
This management development program will be
conducted by instructor who is trained by leading
universities in the USA.
Each session of the program will give you an
opportunity to learn some critical as well as very
useful techniques on how to develop research
tools, and use several analytical techniques for
making business decision.
OBJECTIVES
After the program, you will be able to walk into
your workplace with new ideas, new strategies
and new ways to resolve business and managerial
challenges.
Specifically you will:
 Gain a deeper understanding of how to capture
relevant information of your customers,
competitors and products / brands that
influence business success
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Learn qualitative and quantitative research
skills necessary for decision making and to have
leadership in an entrepreneurial business
world
Learn how to understand consumer’s
perceptions about your products, competitors’
products and what type of product they actually
need
Specialized research techniques of market
segmentation, understanding buyer behavior,
finding effects of several decision variable on
company’s output, finding optimum pricing of
a product etc
Understand effective strategies to exceed
customer expectations
This is the program you are looking for if you are
a middle to senior level manager with 7 to 25 years
of experience, a professional with management
responsibilities lacking any formal business
education, a specialist who need more
understanding of how to capture and analyze
business information, or someone who simply
wants exposure to the most current practices of
research to use in short term and long term
decision making.
PEDAGOGY
Using case studies, classroom practice sessions,
and interactions, the instructor will lead you to
focus on the key knowledge and skills you need to
understand business from an overall perspective.
In-class discussion and hand on practice sessions
will provide the opportunity for participants to
apply newly learned tools and techniques which
would help in gaining confidence and to apply in
your own business units or organizations.
FACILITATOR
26
STRATEGIC MANAGEMENT
Programme Title
Facilitator
Date and Location
Fees (Rs) Page #
Business Model Innovations for
Profitable Growth of Firms
June 5-7, 2013
IIMK
35,000*
30,500**
27
Entrepreneurship and New Ventures
June 24-28, 2013
IIMK
50,000*
42,500**
28
Managing IT/ITES Firms
Prof.Rajesh Srinivas Upadhyayula August 19-22, 2013
IIMK
42,000*
37,500**
29
Leveraging Critical Resources for
Strategic Renewal of Organizations
August 19-23, 2013
IIMK
50,000*
42,500**
30
Business Model Innovations for
Profitable Growth of Firms
September 4-6,2013
IIMK
35,000*
30,500**
27
Problem Solving and Decision Making
September 5-7, 2013
IIMK
35,000*
30,500**
31
Leveraging Critical Resources for
Strategic Renewal of Organizations
November 4-8, 2013
IIMK
50,000*
42,500**
30
Strategic Analysis for Managers
Prof. Saptarshi Purkayastha
November 18-22, 2013 50,000*
IIMK
42,500**
32
Changing the Managerial Mindset
from Operational to Strategic in
the Globalization Context
Prof. Sumit Mitra
January 31 February 2, 2014
IIMK
32
Service
35,000*
30,500**
27
BUSINESS MODEL
INNOVATIONS FOR PROFITABLE
GROWTH OF FIRMS
June 5-7,2013 | September 4-6,2013
OVERVIEW
Of late, the corporate attention has been shifting
to unserved and underserved markets owing to
fierce price battles of cut-throat competition with
‘me-too product / service offerings’ in the
conventional established markets. Even with in
the well-served markets, prudent firms tend to
identify and leverage latent business opportunities
in the form of unaddressed or under-addressed
markets called ‘white spaces’ in the parlance of
business coupled with profitable growth over and
above their attempts to secure and sustain
competitive advantage in the existing markets.
Thus, a smart company has a penchant for creating
new markets or / and reinventing existing markets
by creatively making or breaking the business rules
of the game in any industry. This exercise entails
challenging and redefining the otherwise takenfor-granted assumptions about the priceperformance parameters in any industry in
addition to developing a transcendental view of
the boundaries of industries, technologies,
organizations, conventional value chains, product
and process innovations in any industry both
spatially and temporally. At a time when
technologies and organizations in isolation find it
difficult to offer a unique and compelling value
proposition to customers in a constantly changing
business environment, boundary-spanning business
model innovations come in handy to firms with a
predilection to think out of the box by being
unconventional in their product / service offerings
to markets.
LEARNING OUTCOMES
The key objective of this program is to help
participants to explore and exploit latent business
opportunities within, between and beyond the
existing markets for their organizations in addition
to strategic moves towards achieving and
sustaining competitive advantage in the existing
markets, regardless of the industry, geography and
the current phase of business cycle of their firms.
The programme would also equip them with
appropriate tools, techniques and frameworks to
carry out a diagnostic analysis of their firms’
business models in the context of their market,
industry and beyond, craft a new business model
or redefine an existing business model and offer a
compellingly unique Value Proposition to their
target customers and last but not least is to play
with a portfolio of business models across time
and space and make their businesses thrive
incessantly. The crux of the whole exercise is to
assist participants in making a realistic assessment
of their firms’ current business models and
equipping them with tools and techniques to
create new business models whereby their
organizations can profitably progress by leaps and
bounds, no matter how fiercely competitive or
mature their industry / market might seem to be
otherwise.
LEARNING THEMES
 Building Blocks of a Business Model and the
Strategy Canvas
 Framework for developing strong business
models
28
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Generating new business model ideas
Hidden patterns behind various business models
used across the globe
Creative unbundling and rebundling of existing
business models
Lessons from analogs and antilogs across
industries
Discovery-driven planning in steering the
successful evolution of one’s business model
across its lifecycle
Clear focus on tracking five key metrics of any
business model
Value Innovation – Analytical Tools and
Frameworks
Strategic reconstruction of market boundaries
Sources of profitability and competitive
advantage in a business model – An integrative
approach
The Four-Box Business Model Framework
The Seven Domains of attractive business
opportunities
Exploring and exploiting latent business
opportunities within, between and beyond the
existing markets
Designing and implementing new business
models
Development of futuristic scenarios and carrying
out ‘What If’ Analysis
Tools for generating business model prototypes
such as Visual Thinking
Implementing business models in organizations
Making Business Model Innovation as a
repeatable process
Managing multiple business models
Multi-faceted evaluation of business models
PEDAGOGY
It would be a mix of lectures, case discussions,
sharing of experiences and interactive simulations
between the participants and the instructors.
PARTICIPANT PROFILE
The program is beneficial to senior and middlelevel managers / executives in organizations of
any size in any sector (public / private) along with
entrepreneurs with businesses in any industry, in
any region and any phase of the business cycle
with an aspiration to explore and exploit
business model innovations towards achieving and
sustaining a blend of profitable growth
and competitive advantage for their organizations.
FACILITATOR
ENTREPRENEURSHIP
AND NEW VENTURES
June 24-28, 2013
OVERVIEW
This programme introduces the participants to the
basics of Entrepreneurship. It helps the
participants to understand the entrepreneurial
process and exposes them to the challenges,
problems and issues faced by entrepreneurs who
start new ventures. This programme will be
beneficial to those who are either interested in
launching their own business venture or working
for a smaller business. It provides detailed
guidelines for successfully launching and growing
an entrepreneurial venture.
CONTENTS
 Recognising Opportunities and Generating Ideas
 Feasibility Analysis
 Writing a Business Plan
 Developing an Effective Business Model
29
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Preparing the Proper Ethical and Legal
Foundation
helping them build a perspective of managing IT /
ITES in a highly dynamic and volatile environment.
Assessing a New Venture’s Financial Strength and
Viability
LEARNING OUTCOME
participants overcome their functional and
technical orientation and help them develop a
overall business perspective in management of IT/
ITES firms. The programme would equip
participants develop a holistic perspective on IT/
ITES industry as well as help them develop
capacities to manage these firms in an effective
manner.

Building a New-Venture Team

Getting Financing or Funding

Unique Marketing Issues

The Importance of Intellectual Property

Preparing for and Evaluating the Challenges of
Growth

Strategies for Firm Growth

Franchising
Salient features of the programme:
Use of case studies to discuss various aspects of
entrepreneurship;
Use of simulation to gain a better understanding
of how an entrepreneurial firm can be managed
effectively; and
Use of videos which are helpful in gaining insights
into the entrepreneurial process.
LEARNING THEMES
 Business & Economic environment and how it
impacts IT/ITES firms
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FACILITATOR

MANAGING IT/ITES FIRMS

August 19-22, 2013
OVERVIEW
IT/ITES is an arche type of a knowledge economy.
Firms in the Indian IT industry contribute around
6% of India’s GDP and form around 25% of export
revenues for the Indian economy. Unlike traditional
manufacturing and service firms, these firms are
characterized by low capital intensity, low R&D
intensity, high knowledge intensity and high human
capital intensity. Thus, managing IT/ITES firms
poses a gamut of challenges distinct from
challenges that managers in traditional firms face.
Moreover, knowledge intensive services employ
technical specialists (for example IT engineers in
case of IT firms). Although these specialists have
a technical orientation, they rarely have an
orientation towards management of IT/ITES
businesses. This programme aims to address the
transition of these specialist managers from a
functional orientation to a business orientation

Analyzing the structural changes across IT/ITES
industries and identifying key strategic
positions.
Alignment of strategic objectives and
Performance: Using Balanced Score Card as a
performance measure in IT/ITES firms
IT / ITES Services Marketing: understanding B2B
services, Relationship versus transaction
marketing, Value proposition
Process Excellence: Technology as an aid to
process excellence. How can IT/ITES service
firms signal quality of delivery to clients?
Managing Human Capital: Recruitment, training,
development and retention of knowledge
workers.
Managing Highly volatile environments –
Alternative Strategies for growth across IT / ITES
firms
PEDAGOGY
It would be a mix of lectures, case discussions and
experience sharing between the participants and
the instructors.
PARTICIPANT PROFILE
The Programme is intended for functional
managers of (including project managers of IT and
ITES firms). Organizations need to send their
participant’s direct reporting relationship,
designation and turnover of the organizations as
part of their nomination.
FACILITATOR
Prof. Rajesh Srinivas Upadhyayula
30
LEVERAGING CRITICAL
RESOURCES FOR
STRATEGIC RENEWAL OF
ORGANIZATIONS
August 19-23, 2013 | November 4-8, 2013
OVERVIEW
A new competitive business landscape has been
emerging owing to multiple strategic
discontinuities of the constantly changing business
environment such as shrinking product life cycles,
plethora of choices to the customer, exacting
demands of the buyers’ market, low prices,
blurring of industry boundaries, opening up of
global markets, intense foreign competition in
domestic markets, increasing rate of technological
change and diffusion, increasing focus on
innovation and continuous learning in the
knowledge-intensive competitive landscape,
emergence of disruptive business models and
descalation of time frames for strategic actions.
Faced with such an ever-spiralling complexity
in the business environment, firms must
develop new strategies and new ways of
organizing to deal with this exceedingly
complicated landscape.
The only way organizations can cope with these
strategic discontinuities, in their pursuit of
strategic self-renewal, is to develop and maintain
strategic flexibility whereby new sources of wealth
can be created through new combinations of
resources. It is through such a strategic flexibility
that any organization can endeavour to achieve a
dynamic fit between the organization and its
environment. Simultaneous exploration and
exploitation of various resource configurations
across different possible functional, crossfunctional, cross-unit, cross-hierarchical and
cross-value activities is critical to any firm in its
journey of constant self-renewal. Underlying all
these strategic moves is the pivotal / central
concept of resource leverage. There are real-time
evidences of some seemingly resource-poor startup companies outwitting some resource-rich and
well-established firms by means of smart
orchestration of the few resources that they have
by being unconventional in their strategies. All
these call for a systemic approach to leveraging
resources, whether tangible or intangible. A
holistic approach of this kind entails augmenting
revenues from current markets while creating new
markets and value innovations over and above
creative cost-cutting strategies. It is thus both
resource-effectiveness and resource-efficiency are
achieved by organizations in their pursuit of
business excellence, competitive advantage,
corporate longevity and profitable growth.
LEARNING OUTCOMES
participants to look at their organizations from
the lens of resource leverage framework in their
quest to overcome resource constraints by creative
unbundling and rebundling of resources towards
unleashing the hidden potential of their
organizations. Participants can capture a
kaleidoscopic view of various best resource
leverage practices of successful organizations in
different industries across the globe. These include
virtually the whole gamut of critical resources that
firms own / access ranging from human resources
through R & D, innovative business models,
product-market combinations to production
systems and the rest. The importance of nurturing
bifocal vision comprising a blend of inside-out and
outside-in perspectives to corporate excellence
is emphasized in this programme. It endeavours
to highlight a firm’s resource flexibilities and the
co-ordination flexibilities of a firm’s managers in
imagining new configurations and uses for current
and new resources. The ultimate objective is to
help participants to explore and exploit the
proactive and reactive organizational potential
created by a flexible configuration of resources
and broad strategic schemas whereby a firm can
incorporate various strategic options for possible
extension of its domain of competence and
corresponding opportunity set to create value in
the market and thereby inspire them to achieve
and maintain a dynamic fit between organization
and environment.
LEARNING THEMES
 Leveraging Resources in General
 Leveraging Information Technology
 Leveraging Human Resources
 Leveraging Product Market Combinations
 Leveraging Strategic Alliances
 Leveraging R & D / Technology
 Leveraging Operations / Production Systems
 Leveraging
Innovation and Knowledge
management Architecture
 Leveraging Financial Resources
 Leveraging a firm’s Absorptive Capacity
31
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Leveraging Innovative Business Models
Tracking Metrics of Progress
PEDAGOGY
sharing of experiences and interactive simulations
between the participants and the instructors.
PARTICIPANT PROFILE
The program is beneficial to senior and middlelevel managers / executives in organizations of
any size in any sector (public / private) along with
entrepreneurs with businesses in any industry, in
any region and any phase of the business cycle
with an aspiration to explore and exploit business
model innovations towards achieving and
sustaining a blend of profitable growth and
competitive advantage for their organizations.
FACILITATOR
PROBLEM SOLVING AND
DECISION MAKING
September 5-7, 2013
OVERVIEW
The basic objective of this course is based on the
tenets that creativity can be effectively taught
through systematic learning and training
methodologies. The purpose is to encourage the
participants to exercise their imagination and
originality to become an effective and creative
decision maker.
The participants can learn:
 How to formulate problem and evaluate its
solutions?
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How to make rational decisions
How to own the responsibility?
How to think differently?
How to be more comfortable with your own
creative abilities?
COURSE COVERAGE
 Human Heritage: Problem solving, Intelligence,
Creativity, and decision making
 Intuition and knowledge
 Knowledge, Creativity and inspiration
 Creativity and evolution
 Intuition and Insight
 Motivation, Imagination and creativity
 Intuition, knowledge, intelligence, wisdom and
creativity
 Problem Solving
 Problem recognition, formulation and solution
 Attitudes toward problems
 Types of problems
 Creative Problem Solving Techniques
 Complex problem solving
 Ideation Techniques
 Estimation
 Puzzles for the virtuoso
 Decision Making
 Judgments and comparisons
 Rational and naturalistic decision making
 Decision making under uncertainty
 Decision analysis techniques
 Mind Maps and Causal Maps
 Analytical decision making
32
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Problems and benefits of analytic decision
making
Creativity for problem solving and Decision
Making
Perspectives on Creativity
Realm of creativity and limits to creativity
Creativity and creative people
Types of creativity and its framework
Individual and team creativity
Conditions for creativity
Training for creativity
Artificial creativity
Examples of creativity and creative people
Creative techniques and exercises
PEDAGOGY
The pedagogy for the program will be a mix of
lectures, hands-on exercises, activities and case
discussions.
The program is aimed at middle level executives/
professionals and above.
FACILITATOR
STRATEGIC ANALYSIS FOR MANAGERS
OVERVIEW
This programme provides an opportunity to
understand and examine the various strategies that
firms can adopt to achieve sustainable and
profitable growth in the new global and
competitive environment. It recognizes that while
formulating and implementing strategies,
organizations are required to address the needs
of their shareholders and accept responsibilities
towards a larger set of stakeholders, namely,
customers, suppliers, and members of the society.
Specific objective of the programme are,

to inculcate strategic thinking, thereby
understanding power play within and between
organizations.

analyzing the industrial landscape of a firm

implications of different growth strategies
In order to attain these objectives, the programme
will utilize important analytical techniques used
for strategy formulation.
The programme is meant for managers of medium
and large sized organizations with aspirations for
growth. Organizations would benefit more from the
programme if they sponsor a team of managers.
Specifically, managers
 heading a business unit/profit centre
 who are expected to take up such responsibility
in the near future
 willing to move into roles that require handling
of strategic issues.
PROGRAM CONTENTS
 Strategic Thinking: Learning from War
 Understanding Competition
 Growth Strategies: Diversification, Mergers &
Acquisitions, Joint Ventures and Strategic
Alliances
 Analytical Techniques for industry analysis
 Firm Level Analysis: Value Chain Analysis,
Competition vs. Cooptation
 Business in Emerging Economies
 Competing with China
 Scenario Planning
PEDAGOGY
The programme will use multiple modes of
interaction such as lectures, case analysis and
presentations. In addition to best selling cases,
participants would also be provided with readings
on concepts and links of articles within the web
(in public domain) to aid self exploration by
managers.
FACILITATORS
Prof. Saptarshi Purkayastha and
CHANGING THE MANAGERIAL
MINDSET FROM
OPERATIONAL TO STRATEGIC IN THE
GLOBALIZATION CONTEXT
January 31 - February 2, 2014
OVERVIEW
Global recession has turned attention of
multinationals from developed countries towards
the emerging economies of BRIC. Both the largest
markets and manufacturing bases are here. In order
to compete in this changed business environment,
firms originating from BRIC economies need to have
33
a strategic outlook that is suited to a globalized
economy.
Successful organizations are those that are able
to align/ realign themselves with the new realities.
Managers originating and working in emerging
economies like India need to reorient their mindset
from being operational to more strategic. The
operational mindset had its roots in monopoly,
demand exceeding supply and cost driven business.
The only constraint for these managers was
resource availability. Today customers are more
knowledgeable and demanding whereas
organizational practices have to be more globally
aligned. Therefore managerial decisions have to
encapsulate a much larger perspective than
immediate operations. This cannot afford to be
an extension of existing position or even an
overambitious project. Both are suboptimal in
determining a sustainable competitive position if
they fail to simultaneously to capture the essence
of winning and also create organization
commitment.
A strategic mindset will not look at performance
improvement but to capture opportunity, not look
at resource gap but to leverage resource position
and consider the future to plan backwards rather
than consider the present and plan for future.
LEARNING OBJECTIVE
As part of this MDP, participants will get a handle
on:

Understanding of globalized environment so
as to capture new opportunities in it
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Matching organization long term goals to
reinterpret opportunities
Leveraging resource position to capture
benefits from new opportunities
Reinterpreting operational challenges from
resource positions to match new opportunities
PEDAGOGY
The pedagogy will provide corporate case
situation discussion in a real life managerial
context by participants to come at viable and
executable strategies. This class room method
will closely resemble a strategic situation room
where a team of managers take critical decisions
on strategic issues of the organization.
Experiential learning of working in teams,
consensus based decision making and role play
including that of top management decision maker
will be experienced in classroom situation.
PARTICIPANT PROFILE
This program is aimed at managers in medium to
large organizations who are in the early stages of
involvement in strategic decision making, having
moved up from operational levels or are
earmarked to take up more strategic roles from
their roles as senior operational decision makers.
FACILITATOR
Prof. Sumit Mitra
34
OPERATIONS MANAGEMENT
Programme Title
Facilitator
Date and Location
Fees (Rs) Page #
Enterprise Risk Management with
Special Emphasis on Operational Risk
Management
Prof. Saji Gopinath
May 6-9, 2013
IIMK- Cochin Campus
42,500**
35
Prof. Saji Gopinath
June 13-15, 2013
IIMK- Cochin Campus
35,000**
35
Operational Excellence through
Lean Six Sigma
Prof. G Thangamani
June 26-29, 2013
IIMK
42,500*
37,500**
36
High Performance Supply Chains for
Strategic Excellence: An Intervention
Workshop for Small and Medium Scale
Enterprises
Prof. Saji Gopinath
July 1-3, 2013
IIMK- Cochin Campus
35,000**
37
Project Planning, Implementation,
Monitoring & Evaluation: A project
Leadership Programme for
High Performing Projects
Prof. Saji Gopinath
July 10-12, 2013
IIMK- Cochin Campus
35,000**
38
Excellence in Manufacturing
Prof. Saddikuti
Venkataramanaiah
July 22-25, 2013
IIMK
42,500*
37,500**
38
Lean Manufacturing and Beyond
Prof. Anand G
July 22-25, 2013
IIMK
42,500*
37,500**
39
Project Management in Work
Environment
August 27-30, 2013
IIMK
42,500*
37,500**
40
Sustainable Supply Chain Management
Prof. Saddikuti
Venkataramanaiah
September 2-4, 2013
IIMK
35,000*
30,500**
41
Introduction to Operations and
Supply Chain Management
September 16-20, 2013 50,000*
IIMK
42,500**
42
Design and Delivery of Affordable
Health Care
Prof. Saddikuti
Venkataramanaiah
October 28-30, 2013
IIMK
35,000*
30,500**
43
Design and Delivery of Affordable
Health Care
Prof. Saddikuti
Venkataramanaiah
November 13-15, 2013 IIMK- Cochin Campus
35,000**
43
Strategically Designing & Managing
Complexities of Sustainable Supply Chain
Novembe 26-29, 2013
IIMK
42,500*
37,500**
44
Green Business Strategy
January 15-17, 2014
IIMK
35,000*
30,500
45
Practices in Logistics and Supply
Chain Management
Janury 16-18, 2014
IIMK
35,000*
30,500**
45
January 21-23, 2014
35,000*
46
IIMK
30,500**
35,000*
IIMK
30,500**
Basics of Data Analysis in Decision Making Prof. C Raju
Advanced Data Analysis in Decision Making Prof. C Raju
Service
47
35
ENTERPRISE RISK MANAGEMENT
WITH SPECIAL EMPHASIS
ON OPERATIONAL
RISK MANAGEMENT
May 6-9, 2013 | IIMK- Cochin Campus
OVERVIEW
It is said “anything worth doing will have risks
associated with it”. With the advancement in
computer networks and globalization making the
world increasingly complex, the need to manage
the risk in decision making is on the rise. The recent
turmoil in financial markets and resultant drastic
changes in environment is necessitating the need
to relook at our tools, techniques and philosophies
that drive the performance- strategic and
operational- of organizations with a view to avoid
the possible pitfalls in the future. As economy is
slowly emerging out of recession, the need for
incorporating risk into strategic and operational
plans is increasingly being realized. This course on
Risk Management addresses this issue in detail and
provides insights and frameworks to proactively
manage the risk in different operational situations
ranging from manufacturing to projects.
LEARNING OUTCOMES
The program will help managers to learn:



To identify and articulate the risk associated with
projects and operations
How to use enterprise risk management
framework to minimize the impact of risk
To hone their skills in Business Continuity
Management
of:
 Project Risk
 Product risk
 Operational Risk: Internal and External
 Business Continuity Planning
 Enterprise Risk Management
The program is designed for risk management
executives of Non-Financial Institutions.
PEDAGOGY
simulations and computer exercises. These
conceptual understanding and hands on experience
in managing risk in complex settings.
FACILITATOR
Prof. Saji Gopinath
AGILE PROJECT MANAGEMENT
June 13-15, 2013 | IIMK- Cochin Campus
OVERVIEW
The classical models of project management have
demonstrated limited success especially in dynamic
contexts exist in emerging domains like IT and high
technology ventures. The inability of customer to
forsee and articulate the requirements accurately
often results in scope creep and time& cost
overruns. This necessitate the need for a complete
rethink in the way we execute our projects and
have to question the underlying assumptions of the
conventional project management techniques.
Agile Project Management is a new model of
project development which is ideally suited for
designing and executing projects in highly dynamic
environments that demand constant customer
36
interaction and flexibility. Through a structured
iterative approach that provide flexibility and
agility, the Agile Project Management methodology
seeks to address age-old problems that plague
projects to create an effective learning
environment for executing high performing
projects. Through this leaner and more structured
approach to project management, organizations
can respond far more quickly to change, thereby
providing a clear roadmap for implementing highpriority initiatives.
LEARNING OUTCOMES
The program will help executives to :



Understand the nuances of agile project
management for design and implementing high
tech projects
Understand the various agile models that could
be adopted for managing software projects
Help organization to migrate their project teams
effectively to Agile Project Environments
 Principles of Agile Project Management and the
Agile Manifesto
 Principles of Scrum, eXtreme Programming and
Lean software development
 Managing Requirements and User Stories
 Time boxing and Prioritisation
 Agile Project, Release, and Iteration Planning





Stakeholder management
Agile Business Analysis
Quality and Agile Testing
Organsaitional aspects of Agile Project
Management
Transition to Agile Environment for conventional
project organisations
The program is designed for project Managers and
heads of Training and Development Divisions of IT
and other high Tech project management
organisations
PEDAGOGY
simulations and computer exercises.
FACILITATOR
Prof. Saji Gopinath
OPERATIONAL EXCELLENCE
THROUGH LEAN SIX SIGMA
June 26-29, 2013
OVERVIEW
Lean Six Sigma is a business management strategy
that enjoys wide-spread applications in many
sectors of industry. These concepts have helped
companies to remain competitive, innovative and
profitable. “Lean” implementation reduces nonvalue adding activities and wastes from processes
leading to cost and cycle-time reduction, customer
satisfaction. Six Sigma drives customer satisfaction
through standardized high quality by reducing
variations and decreasing defects.
This programme will provide an introduction to the
concepts of “Lean” and “Six Sigma” to executives
or organizations interested in waste reduction,
37
quality and process improvement. Modules will be
helpful to implement an integrated “Lean Six
Sigma” approach focused on realizing return on
investment and bottom line impact. The principles
of Lean and Six Sigma will be discussed through an
integrated approach. Manufacturing and nonmanufacturing firms who are just getting started
or contemplating a Lean Six Sigma initiative will
find this programme valuable. To aid in illustrating
the application of these principles to diverse and
global businesses, various case studies have been
selected and included. Lean Six Sigma can be used
as a framework to foster improved performance
and ensure continued customer satisfaction and
loyalty.
OBJECTIVES
 Introduce participants the concepts of “Lean”
and “Six Sigma” and the need for an integrated
approach
 Introduce participants to the Lean Six sigma
methodologies
 Provide information on how to select and
conduct Lean Six sigma projects
 Introduce participants with the tools and
techniques of Lean Six sigma.
 Demonstration and applications of tools through
case studies
 Develop a plan for starting a Lean Six sigma
journey in your organization.
CONTENT
 Six sigma and Lean Philosophies and Principles
 Integrating Lean and Six sigma
 Project selection for Lean Six sigma
 Lean Six sigma methodologies
 Tools and Techniques of Lean Six sigma
 Demonstrating methodology through case
studies
 Ensuring success of a Lean Six sigma initiative
Managers / Executives responsible for production,
quality, maintenance, procurement, research and
development, marketing, service etc.
PEDAGOGY
The teaching methodologies would include
appropriate mix of lectures, numerical examples,
case studies and group activities & presentations.
FACILITATOR
Prof. G Thangamani
HIGH PERFORMANCE
SUPPLY CHAINS FOR STRATEGIC
EXCELLENCE:
AN INTERVENTION
WORKSHOP FOR SMALL
AND MEDIUM SCALE ENTERPRISES
July 1-3, 2013 | IIMK- Cochin Campus
OVERVIEW
Supply Chain Management is one of the key
functions of modern day management that focuses
on the co-ordination of procurement, production,
logistics, distribution and marketing aspects of
business with the objective of eliminating wastage
and to enhance the competitive advantage. The
SCM encompasses a wide range of issues of strategic
and operational importance for manufacturing and
service industries. These include specific issues on
network design, facilities location and
management, production and activities planning,
logistics and distribution design to very complex
issues of managing the seamless integration
between geographically distributed entities. As
the basic operations functions in many
organisations have already attained high levels of
efficiency, their effectiveness can be enhanced
only from a system perspective of the whole chain,
involving a large number of distinct entities with
different organisational cultures. Supply Chain
Management addresses this complex issue of
managing the whole chain that extends from
supplier’s supplier to customer’s customer. This
program of Supply Chain Excellence focuses on
Supply Chain Intervention strategies required for
Small and Medium scale Enterprises to enhance
their efficiency and effectiveness.
LEARNING OUTCOMES
The program will help CEOs and Top Executives to:


Identify how Supply Chain Interventions can
actually help them to improve their level of
operations- both strategic and operational
Design and develop specific SC strategies for
their organizations
As an intervention workshop, the program helps
the owner/CEOs of the MSME units to craft viable
strategies to develop high performing supply chains
for their organisations.
38
The program is designed for CEOs and Top
Executives of Family run Businesses and Small and
Mid Size companies with high growth potential.




PEDAGOGY
simulations and computer exercises. The entire
program is conducted on an experiential mode
within the framework of an intervention lab.
FACILITATOR
Prof. Saji Gopinath
PROJECT PLANNING,
IMPLEMENTATION, MONITORING &
EVALUATION: A PROJECT
LEADERSHIP PROGRAMME FOR HIGH
PERFORMANCE PROJECTS
Project Design and Plan Development
Project Resources Management : Internal and
External
Project, Tracking Monitoring and Evaluation
Introduction to new methods for managing
projects like Agile project management
The program is designed for executives involved
in Project Management roles in Government, public
sector and private sector enterprises.
PEDAGOGY
simulations and computer exercises. These
conceptual understanding and hands on experience
in managing complex projects.
FACILITATOR
Prof. Saji Gopinath
July 10-12,2013 | IIMK- Cochin Campus
OVERVIEW
Project Management is one of the key areas that
require maximum attention from the management.
The non-repetitive, irreversible nature of activities
and huge capital investment make the knowledge
of scientific and advanced skills mandatory for
proper management of projects. The number of
tasks and their interrelationship is very complex
even in the case of a small project resulting in
cost and time overruns. This Project Leadership
program looks at various facets of designing and
managing complex projects and illustrates how a
good project management practices can result in
high performing projects
LEARNING OUTCOMES
The program will help managers to learn:
 To distinguish between uncertainty and
complexity elements in large projects
 How to use structured project methodology to
address complexities in projects
 To lead the project implementation team
effectively to ensure high performance in the
project environment
of:
 Project Life Cycle
EXCELLENCE IN MANUFACTURING
July 22-25, 2013
OVERVIEW
Programme is aimed at enabling practicing
managers to update their understanding and
appreciate the emerging role of manufacturing in
changing competitive business environment. The
programme focuses on competing through
manufacturing. The programme will highlight
various tools, techniques and concepts needed to
understand and evolve a framework for making
decisions in the context of manufacturing and
closely related functions. The programme also
familiarizes the participants on various drivers of
excellence in manufacturing, best practices in
manufacturing, emerging trends in manufacturing
and implementation issues.
OBJECTIVES
 Develop awareness on various factors leading
to manufacturing competitiveness.
 Enable managers/executives to understand the
underlying managerial concepts and principles
for developing appropriate strategies at the
firm/divisional level and recognize their
implications for manufacturing strategy.
 Develop an appreciation for the role of
manufacturing and operations in competitive
business environment.
39

Develop means of implementation of best
practices that help in achieving excellence in
manufacturing.
COVERAGE
 Decision framework and challenges
 Dimensions of manufacturing competitiveness
 Bottle neck analysis
 Restructuring of manufacturing systems
 Toyota Production System
 TQM, Statistical process control and TPM
 Working Capital Management
 Work Culture and workforce management
 Manufacturing Strategy
 Implementation issues
Middle and Senior Level Managers with five to ten
years of experience in the area of Manufacturing
Planning and Control and related functions.
PEDAGOGY
Through lectures, case discussions and examples
and illustrations based on real life situations.
FACILITATOR
LEAN MANUFACTURING
AND BEYOND
July 22-25, 2013
OVERVIEW
Companies around the world are attempting to
improve their products and services while at the
same time reducing waste and corresponding costs
through various means such as Business Process ReEngineering (BPR), Automation, Six-Sigma, Lean
Manufacturing (LM), Reliability Centred
Maintenance (RCM), etc. Among these initiatives,
the philosophy of Lean Manufacturing has attracted
the attention of many industries. Successful
implementation of a Lean Manufacturing improves
an organization’s market and financial
performance. However, many aspects of Lean
Manufacturing are counterintuitive to traditional
manufacturing thinking and practices. Hence, it
becomes important that organizations adopting a
lean approach understand the scope, the different
tools, techniques, practices, procedures,
guidelines (in short, ‘elements’), and the potential
capability of lean. This programme is designed to
help you and naturally your organization gain an
understanding of the scope of a lean effort. It
provides valuable insight into lean elements, and
recommends tips for an implementation roadmap.
Lean efforts are not just limited to manufacturing;
a lean mindset applies to any process. It can be
used to reduce waste and add value to processes
in the office, in maintenance, in R&D and even in
supply chain. In particular, the impact of a lean
approach in the entire supply chain can be even
more dramatic than in manufacturing processes!
This programme also equips you and your
organization to understand the supply chain
aspects, the impact of lean efforts on supply chain,
application of lean elements outside your
organization and reduce wastes that happen in the
entire chain.
LEARNING OUTCOMES
At the end of this programme, the participants will
be able to:

Understand the fundamental concepts behind
40



Lean Manufacturing and Supply Chain
Management
PROJECT MANAGEMENT IN WORK
ENVIRONMENT
Appreciate the utility and capability of Lean
Manufacturing
August 27-30, 2013
Utilise and implement various lean tools not only
in manufacturing, but also in supply chain and
other business processes
Adjust and adapt themselves to the lean culture
that may prevail within an organisation
The program is designed for supervisors, engineers
and middle-level managers, who will be taking
active part in the Lean Manufacturing efforts of
an organization. Even, the Graduate Engineer
Trainees (GETs), Management Trainees (MT), the
Entrepreneurs and CEOs of small and medium scale
organizations, who are novice and having little
knowledge about Lean Manufacturing can benefit
from this programme.
LEARNING THEMES
 Lean Manufacturing
 An overview of lean manufacturing: concepts,
capabilities and limitations
 LM elements – concepts, applications and
limitations
 Implementation – approach, hurdles and case
studies
 Assessment – performance measures and
methodology
 Application of lean in other business processes
such as R&D, maintenance
 Lean Supply Chain
 An overview of supply chain concepts
 Impact of LM on supply chain
 LM elements for supply chain
 Applications and examples
PEDAGOGY
The pedagogy involves:
 Class room teaching and lecturing
 Group activities and presentation
 Case studies
 Other multi-media tools such as videos,
animations, etc.
FACILITATOR
Prof. G Anand
OVERVIEW
Regardless of industry size, project driven or not,
companies (core as well as ITES) can leverage
project management capability into a competitive
advantage by completing work on time and on
budget in an environment which reinforces
alignment with organizational strategy. In the past,
many of projects have failed not due to lack of
technical expertise but due to limited knowledge
of project management by the team leaders and
managers. The non-repetitive, irreversible nature
of these activities and huge capital investment
makes the knowledge of scientific and advanced
skills mandatory for proper management of
projects. In the case of IT industry, most of the
operations are carried out in the project mode.
The Software project management is becoming a
Key Success factor along with technical skills of
the IT architects. This programme is designed to
impart necessary skills in managing large projects
in different domains ranging from construction to
IT.
OBJECTIVE
Through this course the participants will learn how
to initiate, execute, control and close a project as
well as analyze the information in order to draw
conclusions that will benefit the organization from
the outcomes. Upon completion of this course the
participants are expected to be able to: Apply
project management principles to business
situations, apply tools and techniques for effective
management of time and costs in projects,
managing uncertainty in projects, hands on training
with MS project software
This program is ideally suited for Project Managers
and Project Leaders with at least 3-5 years of work
experience and working as Middle/senior level
executives who are responsible for managing
change and new initiatives in a project
environment.
COVERAGE
 Introduction to Project Management
 Project Selection & Formulation
 Project Time and cost estimation
 Developing Project Plan
 Working and interpretation with MS project
 Resource Management
41








Managing uncertainty in project
Progress, Performance measurement and
evaluation
Critical Chain Project Management
Project Quality
Project Organization, Teams & leadership
Negotiation and conflict management in projects
Software Project Management (Frame works &
Models)
PEDAGOGY
Through lecture, class discussion, case study
approach, real-world examples and exercises
drawn from the experiences of both instructor and
attendees.
FACILITATOR
SUSTAINABLE SUPPLY CHAIN
MANAGEMENT
September 2-4, 2013
OVERVIEW
Supply Chain Management (SCM) has drawn enough
attention from both practitioners and academicians
for the past three decades. Many organisations
worldwide realized many financial and nonfinancial benefits by adopting SCM. Of late many
organisations are adopting sustainable supply
chains (SSCs) to meet environmental, social and
financial obligations. From a recent survey by
McKinsey, more than 50% of the organisations
covered in the study are concerned about issues
related to design and implementation of SSCs
including definition of suitable performance
measures and their integration in the existing SCs.
Design and implementation of SSCs requires
focused effort in terms of design, planning and
implementation using suitable approaches and
measures that are more appropriate.
The proposed three day programme is aimed at
high lighting important design and implementation
issues pertaining to sustainable supply chain
management with a special emphasis on developing
economies perspective by drawing suitable
parallels from developed economies.
OBJECTIVES
 Provide framework for building and maintaining
sustainable supply chains from regulatory,
environmental, social and financial perspective.
 Help practicing managers to understand the
underlying concepts and development of suitable
performance measures and analytical
approaches to design SSCs.
 Equip managers with important issues related
to organisation structure and financial structure
that supports SSCM practices.
 Help managers to understand and comprehend
interfaces of sustainable SCs.
 Facilitate in better performance management
and their integration with the SC practices.
COVERAGE
 Strategic importance of sustainable supply chain
management
42







Opportunities and Challenges of SSCs
Importance of environmental, social and
economical issues on SSCs
Design and evaluation of SSCs
Product and Process Management for sustainable
SCM
Organisational and Financial structure of SSCs
Triple Bottom line Performance
Interfaces and Implementation issues
Senior Level Managers, with about 15 years of
experience, involved in Design and implementation
of Supply Chain Strategy and closely related
functions at sufficiently senior level in the
organisation.
PEDAGOGY
and illustrations based on real life situations.
FACILITATOR
INTRODUCTION TO
OPERATIONS AND SUPPLY CHAIN
MANAGEMENT
OBJECTIVE
 To help the participants in understanding the
basics of Operations and Supply Chain
Management




To apprise the participants of the potential
advantages of implementing the Supply Chain
Management Practices and hence forth motivate
and train them in that direction.
To train the participants in having a critical
evaluation of operational activities in their
organization and take corrective actions for the
improvement
To have open case-based discussions on latest
operations and SCM practices being followed by
leading companies
Finally, the program will consider operations
strategy issues in an integrative manner by
developing the interrelationship between
operations, finance, and accounting.
COVERAGE
 Introduction to basics of operations management
 Introduction to process analysis and bottleneck
related issues
 Introduction to JIT
 Introduction to Theory of Constraints
 Service Operations Management
 Aggregate Production Planning with optimal use
of resources
 Operations strategy development
 Whether to outsource or not? Strategy for
outsourcing
 Review of SCM practices being followed in Indian
Industries
 Best practices being followed by Global Leaders
(case studies)
 Logistics related issues such as outsourcing, 3PL
etc.
 Performance measurement of supply chains.
Junior to middle level corporate professionals who
are directly or indirectly associated with
operational activities of their organization
43
PEDAGOGY
Mainly lectures and cases. Group activities and
management games will also be undertaken to
supplement lectures and cases.
FACILITATOR




DESIGN AND ELIVERY OF AFFORDABLE
HEALTH CARE
October 28-30, 2013 | November 13-15, 2013
IIMK- Cochin Campus
OVERVIEW
The shift in economic growth of nations, aging
population and awareness on health care forcing
health care providers to look at their practices of
design and delivery of affordable health care. Of
late health care has become decisive factor for
political leadership in many countries including
developed and developing countries. With the
continued growth in healthcare demand, focus in
the Indian subcontinent has increased in the
efficient delivery of care to improve both quality
of care and access to care. Hence, the attention
has shifted to understanding, analyzing and
improving the health care delivery. In this direction
many educational institutions and health care
providers are focusing on capacity building in
different areas of health care delivery.
The programme will focus on various issues and
challenges faced by health care providers and help
the executives in health care to understand the
managerial issues in design and delivery of
affordable health care.
OBJECTIVES
 Develop awareness on health care delivery at
macro and micro level
 Enable managers to understand demand side and
supply side drivers of health care delivery with
a special emphasis on developing economies
 Develop decision making framework for delivery
of affordable health care
 Develop approaches for cost control, quality
management and work force management
 Develop supply chains for affordable health care
delivery
 Develop means of implementation of best
practices
COVERAGE
 Overview of health care industry






Challenges and opportunities in health care
delivery
Decision framework for health care delivery in
emerging economies
Process improvement in health care at
organisation level
Cost control and capacity building in health care
delivery
Workforce and Resource management
Quality Management in health care
Working Capital Management
Supply chain issues in health care
Implementation issues and
Best practices
Middle and Senior Level Managers with five to ten
years of experience in health care industry
including Hospitals, Pharma, insurance, policy
makers in public and private sector organisations
and executives with relevant managerial
experience in health care industry.
PEDAGOGY
and illustrations based on real life situations drawn
from both developed and developing economies.
FACILITATOR
STRATEGICALLY DESIGNING &
MANAGING COMPLEXITIES OF
SUSTAINABLE SUPPLY CHAIN
OVERVIEW
With greater customer sophistication, increasing
network fragmentation, fast-paced globalization
leading to product life cycles shortening and
increased worldwide rivalries as well as economies
looking towards sustainability issues, the success
depends on effective global supply chain
management - being able to deliver the right
product to the right market at the right time. The
complexity involved in managing supply chains that
span continents and dominate markets, demands
strategies and systems that are agile, adaptable,
and aligned. The theme in the modern day business
scenario is “Increase Service Levels and Reduce
44
Costs in an environmentally friendly manner”. This
can be achieved by creating opportunities to
revolutionize your operations through increased
efficiencies in the design and management of your
supply chain. This is a multi-disciplinary program
with an attempt to expose the decision makers
(present/future) in conducting effective
management of facilities, inventories,
transportation, information, outsourcing and
strategic partnering to improve operational
performance are presented with real-world case
studies. The program is expected to help the
participants conceive innovative strategies and
deploy differentiated solutions that can help their
organization serve customers in an optimal
fashion.
OBJECTIVE
The program focuses on the innovative ways in
which organizations can leverage the supply chain
to create and capture the most value for its
customers. Particular emphasis is placed on the
cross-functional coordination and collaboration
that are necessary to drive supply chain excellence,
especially in the context of established and
emerging economies. Areas that will be explored
in detail include points of supply and demand,
global supply chains, sustainability, advanced
technologies, and market implications. Broad
objective of the program is to provide the working
executives with sufficient inputs so as to assist
them in:



Designing their supply chains to improve supplychain profitability
Efficient management of supply and demand
using product design, strategic sourcing and
contracts management by identifying supplychain risks and designing of risk mitigation
strategies
Explore purchasing, production and distribution
strategies for a global environment
This program is targeted for mid-level and senior
managers responsible (or expecting to take a role)
for leveraging supply chains for financial and
service performance. Participants should have
experience in one of the following areas:
operations, manufacturing, logistics, procurement,
information technology management, marketing,
new product development or distribution. They
should also either be responsible for, or contribute
to, the supply chain decision-making process in
their company. The participants are typically
expected to be from the following industries:
Automobile, Agribusiness, Electronics, Consumer
goods, Cosmetics and Fashion Industry, Food and
drinks, Heavy industry, Pharmaceutical etc.
COVERAGE
We’ve carefully designed this program to maximize
your personal and professional development. The
program has broadly the following coverage:
 Supply Chain Coordination and Integration
 Purchasing and Sourcing In a Supply Chain
 Managing Inventory and Designing Logistics
 Managing strategic alliance and partnerships in
Supply Chain
 Accurate Response in a Global Supply Chain –
Triple A strategy (agile, adaptive, aligned)
 Managing Supply Chain Risk
 Collaboration tools/techniques in Supply Chain
e.g. Collaborative Planning, Forecasting, and
Replenishment (CPFR), Sales and Operations
Planning (S&OP) Principles
 Information technology in managing Supply
Chain
 Measuring Supply Chain performance (SCOR
model) and trends in Indian Industries
 Emergence of Green Supply Chain Management
for sustainable business and the related issues
PEDAGOGY
drawn from the experiences of the faculties /
practitioners and participants.
FACILITATOR
45
GREEN BUSINESS
STRATEGY
January 15-17, 2014
OVERVIEW
Concepts such as climate change and alternative
energy sources were previously regarded as
“green” fringe issues of minor relevance to
businesses. These issues have now moved into the
mainstream. As Chad Holliday, Chairman of DuPont
right said, “No executive can afford to ignore the
Green Wave sweeping the business world.”
Consumer awareness and pending legislation have
pushed environmental issues into the spotlight,
making it imperative for organizations to have a
plan of action for “going green” by reducing the
level of greenhouse gases generated by commercial
activities and to become more energy efficient.
At the same time companies are realizing that
environmental responsibility and good business
practice can go hand in hand. To meet these new
demands enterprises have to identify where and
how environmental programs can achieve
maximum gain at minimum cost. Green Business
Strategy reveals the implications of today’s most
pressing environmental issues and demonstrates
how green practices can actually save money,
increase efficiency and reduce delivery time. This
program is intended to provide participants with
understanding the intra- and inter-organizational
implications of environmental practices and
policies. The role of organizational functions,
activities, tools and methods and their relationship
to the natural environment will be introduced and
discussed. We will investigate the practice and
theory of green management in organizations
throughout the world.
OBJECTIVE
After completing this program the participant is
expected to develop into a sustainable business
professional ready to take responsibility for
setting the direction and coordinating an
enterprise’s sustainability strategy across
multiple areas environmental perspective. This
program is intended to provide participant with
specialized knowledge to enable a company to
achieve its environmental sustainability goals
through eco-design, global sourcing, green
marketing, material management, procurement/
buying, manufacturing, transportation and
logistics as well as product’s end of life
management.
Those who are involved in organizing and planning
environmentally friendly related activities in
accordance with its Green business strategy to
enhance corporate competitiveness.
COVERAGE
Role of Sustainability in transforming business
 Green supply chain management & role of
Carbon Strategies
 Green Marketing and Customer Relationships
 Eco-Design/ Green Design (Design for
Environment (DfE) and its application)
 Green Purchasing Fundamentals like Green
Labeling/ Green Washing
 Green Manufacturing
 Green packaging
 Green Distribution / Logistics
 Reverse Logistics and Closing the Loop
 Green Supply Chain Management Performance
management and Trends in Indian Industry

PEDAGOGY
drawn from the experiences of both instructor and
attendees.
FACILITATOR
PRACTICES IN LOGISTICS
AND SUPPLY CHAIN MANAGEMENT
January 16-18, 2014
OVERVIEW
 To apprise the participants of the potential
advantages of implementing the Supply Chain
Management Practices and henceforth motivate
and train them in that direction.
 To have open discussions on latest SCM practices
being followed by leading companies in their
area.
COVERAGE
 Introduction to SCM Practices in various sectors
of industries
 Review of SCM practices being followed in Indian
Industries
 Best practices being followed by Global Leaders
(case studies)
 Application of IT Tools such as Bar-coding,
46



Extranet, ERP etc. towards supply chain
effectiveness
Partnership and Vendor related issues such as
selection, optimum number to employ,
development, and their rating etc.
Logistics related issues such as outsourcing, 3PL
etc.
Performance measures for Supply Chains
Corporate Professionals responsible for Planning/
Execution/ Monitoring of Supply Chain Activities
of their organization.
PEDAGOGY
Mainly lectures and cases. Group activities will also
be undertaken to supplement lectures and cases.
FACILITATOR
abundance, it is vital to focus on statistics in
decision analysis as a primary tool of effective
decision making. Broadening statistical knowledge
enables one to engage in decision-making processes
with authority, accuracy and integrity. The most
successful managers are those who can understand
and use information effectively. Advances in
Statistical tools and techniques coupled with
application software can considerably aid in
intelligent decision making, speed and accuracy,
product designing, production management,
market research and customer relationship
management. This MDP aims at developing at
individual level, understanding of data, concepts
of appropriate quantitative techniques, data
visualizing, analytical and interpreting abilities.
LEARNING OUTCOMES
This course will enable one –

BASICS OF DATA ANALYSIS
IN DECISION MAKING
January 21-23, 2014
OVERVIEW
Information contained in data is a vital aid in
management decision making. Data is like water.
It’s vital to our lives; we cannot survive without it.
But if too much pours over us - we drown. To keep
from drowning in data we must learn to use it
properly, which means figuring out what the data
is telling us. After all, it isn’t the data itself we use
to make decisions; it’s the knowledge within the
data that we use. This is why we must learn how to
analyze data - how to determine just what result
we need to make the decisions; how to get that
result, and then - this is the most crucial step of
all - how to reach inside this data to grasp the
knowledge it contains. This otherwise means,
turning data into Knowledge.
- Herbert E. Meyer
Statistical thinking will one day be as necessary
for efficient citizenship as the ability to read and
write.
- H.G. Wells
Effective decision making is crucial. Being
statistically literate is essential. In a highly
competitive and an increasingly Internet-centric
world, where information and data is available in







to visualize data in a knowledge perspective
to understand appropriateness of statistical
concepts
how to analyze data
how to determine just what result is needed to
make decisions
how to get that result; proper application of
quantitative techniques as well as right use of
appropriate software
how to reach inside the data to grasp the
knowledge it contains
how to interpret results of data analyses for
intelligent decision making
to be conversant with management analytical
techniques and develop in to an independent
decision maker
PROGRAM THEMES
Theme: Facilitating good understanding of data,
quantitative and qualitative analytical skills, using
appropriate statistical software, interpreting
analyses results to suit to effective decision making
COVERAGE
Programme covers the following topics.

Data

Data quality: accuracy, completeness,
consistency, timeliness, believability,
interpretability

Data cleaning: e.g. missing/noisy values,
outliers
47

Data integration from multiple sources

Data reduction








Data transformation and data discretization–
Normalization - hierarchy generation
(Real life data from different domain will be
used to demonstrate the various topics
mentioned above)
Presentation of data using descriptive
measures, percentages and contingency tables
will be illustrated. Appropriate use of such
measures will be discussed with ample
examples.
Decision theory - probability and probability
distributions – data analyses using real life data
Samples and Statistical Inference (including
testing of hypotheses) - data analyses using real
life data
Relationships – Correlation and Regression
Analysis; Detecting and Correcting Violations of
Regression Assumptions - data analyses using
real life data
Analysis of Variance - data analyses using real
life data
Forecasting methods
Outliers and procedures to deal with outliers
Participants are encouraged to bring their own
data and laptop. This will facilitate better
understanding and appreciation of the Analytical
skills.
 Any one concerned with decision making and
data analyses.

Management personnel at all levels in Marketing
Research, Sales, Production, Finance, Insurance,
Operations, Planning & Development,
Manufacturing, Pharmaceutical, Food and
Beverages, Transport and Logistics.

No prior knowledge on Statistical Methods is
required
PEDAGOGY
 Interactive Lectures and Demonstrations
 Hands on practical training using statistical
software – XLSTAT, SPSS, and R
 Case discussions
 Using Participants Data for Analyses and
Interpretations for effective decision making
FACILITATOR
Prof. C Raju
ADVANCED DATA ANALYSIS
IN DECISION MAKING
OVERVIEW
Information contained in data is a vital aid in
management decision making. Data is like water.
It’s vital to our lives; we cannot survive without
it. But if too much pours over us - we drown. To
keep from drowning in data we must learn to use
it properly, which means figuring out what the data
is telling us. After all, it isn’t the data itself we
use to make decisions; it’s the knowledge within
the data that we use. This is why we must learn
how to analyze data - how to determine just what
result we need to make the decisions; how to get
that result, and then - this is the most crucial step
of all - how to reach inside this data to grasp the
knowledge it contains. This otherwise means,
turning data into Knowledge.
- Herbert E. Meyer
Statistical thinking will one day be as necessary
for efficient citizenship as the ability to read and
write.
- H.G. Wells
48
Effective decision making is crucial. Being
statistically literate is essential. In a highly
competitive and an increasingly Internet-centric
world, where information and data is available in
abundance, it is vital to focus on statistics in
decision analysis as a primary tool of effective
decision making. Broadening statistical knowledge
enables one to engage in decision-making processes
with authority, accuracy and integrity. The most
successful managers are those who can understand
and use information effectively. Advances in
Statistical tools and techniques coupled with
application software can considerably aid in
intelligent decision making, speed and accuracy,
product designing, production management,
market research and customer relationship
management. This MDP aims at developing at
individual level, understanding of data, concepts
of appropriate quantitative techniques, data
visualizing, analytical and interpreting abilities.
COVERAGE
Programme covers the following topics.







LEARNING OUTCOMES
This course will enable one –
 to visualize data in a knowledge perspective








to understand appropriateness of advanced
statistical concepts
how to analyze multivariate and multidimensional data
to understand data reduction, dimensionality
reduction, data handling, data preprocessing and
centering



Participants are encouraged to bring their own data
and laptop. This will facilitate better understanding
and appreciation of the Analytical skills.
PEDAGOGY
Interactive Lectures and Demonstrations


how to determine just what result is needed to
make decisions
how to get that result; proper application of
quantitative techniques as well as right use of
appropriate software
how to reach inside the data to grasp the
knowledge it contains


Hands on practical training using statistical
software – XLSTAT, SPSS, R and THE
UNSCRAMBLER
Case discussions
Using Participants Data for Analyses and
Interpretations for effective decision making
Any one concerned with decision making and
data analyses.
how to interpret results of data analyses for
intelligent decision making

to be conversant with management analytical
techniques and develop in to an independent
decision maker

PROGRAM THEMES
Theme: Facilitating good understanding of data,
quantitative and qualitative analytical skills, using
appropriate statistical software, interpreting
analyses results to suit to effective decision
making
Brief introduction to data, data quality, accuracy,
completeness, consistency, timeliness,
believability, interpretability, check and prepare
your data
Introduction to Multivariate Data, Multivariate
Linear Regression (MLR) and methods of
analyses
Introduction to Principles of projection methods:
Principal Component Analysis (PCA)
Principal Component Regression (PCR) and
Projected Latent Structure Regression (PLSR).
Comparison of MLR, PCR and PLSR
Outliers in PCA and PLSR. Validating and
interpreting a regression model and prediction
Data and model checks; model validation;
refining a model
Classification – Cluster Analyses
Factor Analyses
Discriminant Analysis and Logistic Regression
Conjoint Analysis

Management personnel at all levels particularly
from Manufacturing, Oil and natural gas, Petrochemical, Pharmaceutical, Food and Beverages
and in Marketing Research, Sales, Production,
Finance, Insurance, Operations, Planning &
Development, Transport and Logistics.
Prior knowledge on Basic Statistics is required
FACILITATOR
Prof. C Raju
49
FINANCE AND ACCOUNTING
Programme Title
Facilitator
Date and Location
Fees (Rs) Page #
Basics of Accounting and Finance
for Working Executives
April 19- 21, 2013
IIMK- Cochin Campus
35,000**
50
IFRS for Banking and Financial Services
July 11-13, 2013
IIMK
35,000*
30,500**
51
Mergers & Acquisitions
Prof. Rani S Ladha
To Be Announced
35,000*
30,500**
52
IIMK
Evaluating Financial Performance
through Financial Statement Analysis
Prof. Reena Kohli
Prof. Ramesh K K
August 5-7, 2013
IIMK
35,000*
30,500**
53
Finance for Entrepreneurs
Prof. Sony Thomas
Prof. S S S Kumar
September 4-6, 2013
IIMK
35,000*
30,500**
53
Convergence to IFRS
September 5-7, 2013
IIMK
35,000*
30,500**
53
Finance for Non-Finance Executives
Prof. S S S Kumar
Prof Kousik Guhathakurta
IIMK
October 16-18, 2013
30,500**
35,000*
55
Financial Management of Projects
November 5-7, 2013
IIMK
35,000*
30,500**
56
November 7-9, 2013
IIMK
35,000*
30,500**
57
International Financial Reporting Standards Prof. Sudershan Kuntluru
Service
50
BASICS OF ACCOUNTING AND FINANCE
FOR WORKING EXECUTIVES
April 19-21, 2013 | IIMK- Cochin Campus
OVERVIEW
Business is built on a foundation of numbers –
Revenues, cost ratios, valuations, performance
measures etc. These numbers are the science
behind the art of making crucial business decisions
that would determine the current and future health
of a company. Many corporate executives have no
formal training or education in interpreting these
numbers which are presented to them by the
accounts or the finance department. Thus, to make
effective managers out of these executives a clear
understanding of such numbers is essential. It is
therefore, not without reason that Accounting and
Finance (A&F) are two of the most exciting areas
of management that many executives want to
discover or explore in more detail. Most A&F
textbooks, however, are either too advanced or
too simplistic to make it meaningful to a practicing
manager. This training program is aimed at
imparting hands on experience to corporate
executives in the art of interpreting and acting on
the numbers that they come across from the
accounts and finance department. Few tangible
takeaways from this program would be an ability
to understand and interpret financial statements,
control costs, appraise investment projects,
understand methods of raising capital and a fair
understanding of tax laws and regulations and how
they affect the firm’s overall profitability.
 Middle and Senior Management Executives
 Executives in Production and Sales Department
 Project Managers
 Graduate Engineers with at least five years of
work experience
 Any Technical person who is moving into a
managerial role
OBJECTIVES
The broad objectives of the program are to enable
the executives to:
 Understand and take decision based on
information given in financial statements
 Prepare essential statements to keep a control
over the progress of the project
 Gain familiarity with essential tools for financial
analysis and

Understand models and frameworks of making
corporate financial decisions
PROGRAM CONTENT
The program is divided into six phases.
Phase 1: Principles, Concepts and Conventions
of Accounting (2 hours)
 Introduction to key accounting principles
 The Accrual Concept
 Basic Accounting Process
Phase 2: Understanding Balance Sheets and
Income Statements (3 Hours)
 Overview of Financial Reports
 Balance Sheet
 Income Statement
 Cash flow statement
 Reconciling Balance Sheet and Income
Statements
Phase 3: Cost Management and Control (2 hours)
Types of Costs
 Assessing and Ascertaining Costs
 Budgets as a tool for cost management

Phase 4: Valuation of Financial Instruments (3
hours)
 Time Value of Money
 Bond Valuation
 Basics of Risk and Return and its impact on Stock
Valuation
 Cost of Capital
Phase 5: Cash Flows and Investment Appraisal (5
hours)
 Source of Funds and Cost of Capital
 Techniques of Project Appraisal
 Principles and Estimation of Cash Flows
 Leasing as a source of Capital
Phase 6: Financial Control Measures (3 hrs)
Essential Financial Ratios
 Short Term Capital Management
 Control systems in an uncertain environment

PEDAGOGY
Participants will be provided with readings and the
sessions will be a combination of lectures and
discussions, numerical exercises and case analysis
to enhance the concepts and learning.
FACILITATOR
51
IFRS FOR BANKING AND
FINANCIALT SERVICES
July 11-13, 2013
OVERVIEW
Over a period of time, the techniques used by
entities for measuring and managing exposure to
risks arising from financial instruments have
evolved, and new risk management principles and
approaches have gained acceptance. The IASB has
issued IFRS as a global accounting standards which
seek to bring about a convergence in the way risk
management concepts and methods are prepared
and reported globally. The fundamental difference
among IFRS and other countries’ Generally
Accepted Accounting Principles (GAAP) is the
underlying principles on which these standards are
based. Thus, GAAP in a few countries, including
US, are formed on rule-based system where as IFRS
is based on principle-based system. Principlebased standards are qualitative and to apply them,
capturing the economic substance underlying a
transaction is essential. This process will result
into more transparent and accurate financial
reporting. Such greater transparency regarding
those risks allows users to make more informed
judgments about risk and return.
By 2015, it is expected that more than 150
countries including USA will move to IFRS.
Presently, approximately 120 nations have
accepted IFRS for domestic listed companies. Of
these, about 90 countries have made it mandatory
for their companies to follow IFRS. India has
decided to converge than adoption of IFRS. In
India, though the Government has deferred the
implementation of IFRS which was due in a phased
manner w.e.f. April 1, 2011 but felt necessary that
the industries should be given enough training
before they convert and understand their
accounts. The convergence requires that the
awareness levels and competency needs to be
raised on a war footing across the entire financial
community, with an emphasis on substance, not
merely, formats. The level of technical
preparedness of industry, accounting professionals
expertise with international standards and
economic environment prevailing in the country
would pose challenges to smooth switch to
IFRS.
LEARNING OUTCOMES
This programme would be useful to the executives
who wish to enhance their knowledge in preparing
and understanding of financial statements of
banking and financial services. It also facilitates
in analyzing the financial statements in the light
of global accounting framework and language.


Provides an in-depth analysis of the accounting
and disclosure requirement under IFRS.
Enables the participants to understand the IFRS
framework in comparison with the Indian
financial reporting requirements (Indian GAAP)
and explain the differences in Indian GAAP and
IFRS.
52
Understand the approach to restate and
interpret the financial statements as per IFRS.
and corporate and investment bankers would
greatly benefit from this programme.
Overview of International Accounting Standards
 IFRS frameworks: IAS (revised), IFRS, IFRICs and
SICs
 Significant concepts in IFRS, Indian GAAP and
Ind-AS
 Preparation and Presentation of Financial
Statements (IAS 1)
 First-time adoption and options available
(IFRS 1)
 Accounting policies, changes in accounting
estimates and errors
 Financial
Instruments-Recognition and
Measurement (IAS 39 & IFRS 9)
 Financial Instruments-Presentation (IAS 32)
 Financial Instrument-Disclosure (IFRS 7)
 Impairment of assets
 Hedge Accounting
 Fair value of accounting
 The effect of changes in foreign exchange rates
 Approach to IFRS conversion
 Case Studies
PEDAGOGY
The participants would understand the role of IFRS
in the new emerging accounting world; learn the
concepts and implications of IFRS with respect to
banking and financial services through an
appropriate mix of classroom lectures, interactive
discussions, case studies and class exercises. Both
conceptual and practical aspects of IFRS will be
focused throughout the duration of the
programme.


TARGET AUDIENCE AND PARTICIPANT PROFILE
Executives who belong to the banking and financial
services sectors would greatly benefit from this
programme. However, executives belonging to
other sectors may also benefit from this
programme provided they possess the basic
knowledge of accounting tools and techniques and
their job structure requires them to deal with
banking and financial services to understand and
analyze them for the decision making purposes.
Financial Controllers, Finance Managers, Bank
Managers, Accountants, Auditors, Financial
Analysts, professional members like CA, CS, CWA,
FACILITATOR
MERGERS & ACQUISITIONS
To Be Announced
OVERVIEW
Merger and Acquisition (M&A) decisions are usually
based on a multidisciplinary approach drawing upon
such areas as finance, economics, marketing and
strategy. M&A offers a strategic alternative to
organic growth and is highly relevant for
corporations seeking a competitive edge in today’s
globalized environment. Increased globalization
has spurred increased cross-border M&A with
proactive firms seeking new markets, products,
services and technologies. Yet, several mergers
that look good on paper fail due to incorrect
valuation, poor due diligence, integration pitfalls
or lack of appropriate cultural fit. To ensure
greater success in the M&A space, it is necessary
to understand the economics of a merger, principles
of valuation, critical steps in the due diligence
process, issues pertaining to integration of systems,
processes and people, and common mistakes.
OBJECTIVES
This course is designed with the goal of
understanding M&A from an interdisciplinary
perspective. It strives to impart a well-rounded
view of M&A based on appropriate readings,
background material, and cases.
COVERAGE
 Introduction
 Reasons for an M&A
53






Principles of Valuation
Bidding and negotiation
Antitrust issues pertaining to M&A
Cross-border M&A
Governance issues pertaining to M&A
Current environment
PEDAGOGY
The course will be in the forms of lectures,
discussions, cases and videos.
PROFILE OF PARTICIPANTS
The course is targeted at middle to senior
executives interested in M&A and its associated
issues of valuation, governance and strategy.
FACILITATOR
Prof. Rani S Ladha
EVALUATING FINANCIAL PERFORMANCE
THROUGH FINANCIAL STATEMENT
ANALYSIS
August 5-7, 2013
OVERVIEW
If there is one lesson that that the recent economic
crisis has for bankers and lenders, it is that due
diligence is required when it comes to
lending. While the expected growth trajectory
of the Indian economy will increase the
appetite for credit, this needs to be tempered with
due examination of the financial strengths
of the creditor. To be effective in this scenario,
managers need to understand the finer
nuances of interpreting financial statements - How
to read them - Analyse it and draw proper
inferences about the financial health of an
organization.
COVERAGE
 Financial Statements
 Contents
 Income Statement and balance sheet
 Analysis of financial statements
 Techniques
 Ratios
 Comparative statements
This program is recommended for Middle Level
Managers from Public & Private Sector Banks, Non
Banking Financial Institutions and other Companies.
PEDAGOGY
 Lectures with presentation

Illustrations and real life cases will be discussed
and analyzed
FACILITATORS
Prof. Reena Kohli and Prof. K K Ramesh
FINANCE FOR ENTREPRENEURS
September 4-6, 2013
OVERVIEW
For a vibrant economy entrepreneurial pursuits are
quintessential. Great companies of today were just
yesterday’s entrepreneurial aspirations of a few
adventurous individuals. Yester year entrepreneurs
started with an idea, worked up their way to seeing
their dream turning in to reality. Over the years
the experiences of these entrepreneurs lead to an
organized body of knowledge that can be learnt
and avoid facing some of the hardships the early
entrepreneurs faced especially related to the
financial aspects.
This programme focuses to help would-be
entrepreneurs make better investment and
financing decisions in various entrepreneurial
contexts. In the first part of the programme
emphasis is on the process of identifying and
valuing business opportunities. While the second
part addresses the fund raising avenues and the
different instruments available for raising capital.
Finally the focus shifts to harvesting success and
value.
COVERAGE
 Business Plan and its financial aspects
 Financial forecasting
 Ascertaining the financing needs
 Choice of financing
 Exit strategies and Harvesting
The course is aimed primarily at people who
entrepreneurial aspirations.
FACILITATORS
Prof. S S S Kumar and Prof. Sony Thomas
CONVERGENCE TO IFRS
September 5-7, 2013
OVERVIEW
International Financial Reporting Standards (IFRS)
as a global accounting language seeks to bring
about a convergence in the way corporate
54
accounts are prepared and reported globally. The
fundamental difference among IFRS, other
countries’ Generally Accepted Accounting
Principles (GAAP) and US GAAP is the underlying
principles on which these standards are based.
Thus, GAAP in a few countries, including US, are
formed on rule-based system where as IFRS is
based on principle-based system. Such standards
are qualitative and to apply them, capturing the
economic substance underlying a transaction is
essential. This process will result into more
transparent and accurate financial reporting. By
2015, it is expected that more than 150 countries
including USA will move to IFRS. Presently,
approximately 120 nations have accepted IFRS for
domestic listed companies. Of these, about 90
countries have made it mandatory for their
companies to follow IFRS. India has decided to
converge than adoption of IFRS. In India, though
the Government has deferred the implementation
of IFRS which was due on April 1, 2011 but felt
necessary that the industries should be given
enough training before they convert and
understand their accounts. The government said
the convergence will happen after various taxrelated and company law-related issues are
resolved. The convergence requires that the
would pose challenges to smooth switch to IFRS.
LEARNING OUTCOMES
and understanding of financial statements. It also
facilitates in analyzing the financial statements
in the light of global accounting framework and
language.



IFRS.
Overview of Indian and International Accounting
Standards
 IASB-IFRS: adoption or convergence
SICs
Ind-AS
 Revised Schedule VI
 Impact of IFRS on various sectors
Statements (IAS 1)

55










Convergence to IFRS: First-time adoption and
options available (IFRS 1)
Revenue Recognition and related IFRICs
Property, plant & equipment (PPE) and
intangible assets
Fair value of accounting
Financial Instruments
Consolidated financial statements
The effect of changes in foreign exchange rates
Operating segments
Approach to IFRS conversion
Illustrations of conversion
TARGET AUDIENCE AND PARTICIPANT PROFILE
Executives who belong to the functional area of
accounting and finance from any organization
would greatly benefit from this programme.
However, executives belonging to other functional
areas may also benefit from this programme
provided they possess the basic knowledge of
accounting tools and techniques and their job
structure requires them to understand and analyze
financial data for planning and decision making
purposes. Financial Controllers, Finance Managers,
Bank Managers, Accountants, Auditors, Financial
PEDAGOGY
he participants would understand the role of IFRS
in the new emerging accounting world, learn the
concepts and implications of IFRS across various
industries and sectors through an appropriate mix
of classroom lectures, interactive discussions, case
studies and class exercises. Both conceptual and
practical aspects of IFRS will be focused
throughout the duration of the programme.
FACILITATOR
FINANCE FOR
NON-FINANCE EXECUTIVES
October 16-18, 2013
OVERVIEW
Finance has been taking centre-stage status over
the last five to ten years. What was earlier
considered as a discipline too technical and
esoteric to merit attention of non-finance
professionals is today increasingly being embraced
by professionals from fields as diverse as
manufacturing, marketing, and human resources.
What has led to this heightened awareness of the
need to understand finance? On the one hand
intense competition in product markets has forced
companies to think beyond top-line revenue
maximization. On the other hand highly liquid and
competitive markets for funds have forced
companies to focus on providing maximum value
to the providers of that scarce commodity- capital.
Thus, today, companies are forced to think in terms
of justifying their every action in clearly defined
financial terms. Today, managerial performance
assessment is more closely aligned to the objectives
of maximization of the wealth of capital-providers
than ever before. EVA, value-based management
and such other terms are today part of the ordinary
vocabulary of managers.
OBJECTIVES
Having recognized the need for today’s manager
to be far more conscious of the financial impact
of his/ her actions than his/ her predecessors, this
course seeks to equip the non-finance professional
with the basic set of tools and techniques from
the finance discipline. Armed with these, the
manager should be able to gain an insight into the
exciting world of the management of the finances
of a company. Starting with the objective of the
firm and an understanding of the financial system,
the course progressively builds up concepts and
aids the participant in applying these concepts to
decision situations from various non-finance
functions. Finally, the course is wrapped up by
looking at ways to link managerial performance
assessment with the goal of wealth maximization
for the providers of capital.
56
COVERAGE
 Indian Financial Markets
 Time Value of Money
 Understanding Financial Statements
 Capital Budgeting
 Financial Statement Analysis
 Break even analysis
 Budgetary control
 Standard costing
These will be taken after exposing the participants
to finance and accounting terminology
This program is designed to help middle and upper
level non- finance Functional Managers of various
manufacturing, Project engineering and Service
sector organizations who are slated to occupy, or
are already holding, positions that require an
understanding of the financial implications of their
decisions.
PEDAGOGY
and experience sharing between the participants
and the instructors.
FACILITATORS
Prof. S S S Kumar and Prof. Kousik Guhathakurta
FINANCIAL MANAGEMENT
OF PROJECTS
November 5-7, 2013
OVERVIEW
Project financial management is a process which
combines capital planning, revenue budgeting,
costing, project tax planning, internal control,
auditing, procurement, etc. and relates it with
operational performance of the project with the
aim and achieving the desired objectives by
managing project resources properly. While timely
execution of projects is the prime objective of a
project management team, another major area of
concern is cost overrun. To address to this issue
one needs efficient financial management of the
project. Efficient financial management of projects
result in:

Providing vital information needed by those who
manage, implement and supervise projects, as
also government or funding agencies


The comfort needed by the management and
supervisory authorities that funds have
been utilised efficiently resulting in value
maximisation
Providing a tool for preventing misuse of funds
and wastage through internal controls and the
proper financial management practices.
Today, the project managers must not only be
aware of the operational techniques of the project
management but also have sufficient knowledge
of the financial aspects of the project. Cash flow
management of the project and budgeting skills
are of utmost importance. The project manager
also needs to know about process of capital
budgeting to understand project profitability. He
must have an overview of the contractual details,
the tax and legal aspects.
LEARNING OUTCOMES
While there are many programmes available on
project management very few programmes actually
do justice to this aspect of project financial
management. Keeping this in view, IIMK offers this
programme to bridge this gap mentioned above.
The three-day long programme will introduce the
managers to the basic concepts of capital
budgeting and cash flow management techniques.
The participants will also be thoroughly exposed
to the contracts management and tax related issues
of a project. The important relationship between
the time and cost aspects of project performance
will be explored – and the participants will develop
skills in reviewing performance against plan,
creating meaningful financial reports and
determining appropriate forms of corrective
action. Through a mix of expert lectures and case
based exercises the participants will have a
wholesome learning experience in financial
management of projects. At the end of the
programme the participants will be equipped
with enough tools to efficiently address the
financial and contractual aspects of project
management.
COVERAGE
 Capital Budgeting (DCF concepts, NPV, IRR,
Payback; case to elaborate the effect of timely
achievement of milestones in ensuring higher
IRR.)

Project Costing including parameters like lifecycle cost and NPV, budgeted cost, estimated
cost and actual cost, Earned Value concept
57



Budgeting and Cash Flow Management:
Elements of budget; budget as a planning and
control tool; Cash flow statements; scheduling
changes and its effect on budget, etc.
INTERNATIONAL FINANCIAL
REPORTING STANDARDS
Procurement Basics: Procurement Plan, Public
vs. private sector procurement, Standard
Bidding documents, etc
OVERVIEW
International Financial Reporting Standards (IFRS)
as a global accounting language seeks to bring
about a convergence in the way corporate
accounts are prepared and reported globally. The
fundamental difference among IFRS, other
countries’ Generally Accepted Accounting
Principles (GAAP) and US GAAP is the underlying
principles on which these standards are based.
Thus, GAAP in a few countries, including US, are
formed on rule-based system where as IFRS is
based on principle-based system. Such standards
are qualitative and to apply them, capturing the
economic substance underlying a transaction is
essential. This process will result into more
transparent and accurate financial reporting. By
2015, it is expected that more than 150 countries
including USA will move to IFRS. Presently,
approximately 120 nations have accepted IFRS for
domestic listed companies. Of these, about 90
countries have made it mandatory for their
companies to follow IFRS. India has decided to
converge than adoption of IFRS. In India, though
the Government has deferred the implementation
of IFRS which was due on April 1, 2011 but felt
necessary that the industries should be given
enough training before they convert and
understand their accounts. The government said
the convergence will happen after various taxrelated and company law-related issues are
resolved. The convergence requires that the
Tax structure of works, goods and service
Contract, supply vs. erection contracts
(including octroi, WCT, CST and other relevant
parameters)
This program is designed to help middle and upper
level Functional Managers of various Utility,
Construction, Engineering, Project engineering &
IT organisations. This programme will also be
helpful to Departmental officers and engineers of
public systems responsible for over viewing state
funded projects.
PEDAGOGY
and experience sharing between the participants
and the instructors.
FACILITATOR
November 7-9, 2013
58
would pose challenges to smooth switch to IFRS.
LEARNING OUTCOMES
and understanding of financial statements. It also
facilitates in analyzing the financial statements
in the light of global accounting framework and
language.



IFRS.
Overview of Indian and International Accounting
Standards
 IASB-IFRS: adoption or convergence
SICs
Ind-AS
 Impact of IFRS on various sectors
Statements (IAS 1)











First-time adoption and options available
(IFRS 1)
Revenue Recognition and related IFRICs
Property, plant & equipment (PPE) and
intangible assets
Fair value of accounting
Financial Instruments
Consolidated financial statements
The effect of changes in foreign exchange rates
Operating segments
Approach to IFRS conversion
Case Studies
PARTICIPANT PROFILE
Executives who belong to the functional area of
accounting and finance from any organization
would greatly benefit from this programme.
However, executives belonging to other functional
areas may also benefit from this programme
provided they possess the basic knowledge of
accounting tools and techniques and their job
structure requires them to understand and analyze
financial data for planning and decision making
purposes. Financial Controllers, Finance Managers,
Bank Managers, Accountants, Auditors, Financial
PEDAGOGY
The participants would understand the role of IFRS
in the new emerging accounting world, learn the
concepts and implications of IFRS across various
industries and sectors through an appropriate mix
of classroom lectures, interactive discussions, case
studies and class exercises. Both conceptual and
practical aspects of IFRS will be focused
throughout the duration of the programme.
FACILITATOR
59
ECONOMICS
Programme Title
Facilitator
Date and Location
Fees (Rs) Page #
Business Forecasting
July 15-17, 2013
IIMK
35,000*
30,500**
60
Micro Analytics for Managers
Prof. Shubhasis Dey
December 11-13, 2013 35,000*
IIMK
30,500**
60
Analytics for Impact Evaluation in the
Development Sector
February 5-7, 2014
IIMK
62
Service
35,000*
30,500**
60
BUSINESS FORECASTING

June 15-17, 2013

OVERVIEW
How would the sale of a company’s product change
in the face of booms and recessions? What exactly
is the role of the past sales in determining the
future sales? How exactly do the mathematical
forecasting tools predict the future sales? How
would a manager infer the monthly and seasonal
fluctuations in sales? How would a manager decide
on the rate of growth of the company in a booming
trajectory? What is exactly special about the
financial data in high frequency? What kind of tools
is required for the financial sectors? Answers to
these questions require good understanding of
econometrics in the context of time series
techniques. Managers of the business world are
often asked to make qualitative and quantitative
inference from various types of time series data. A
successful business strategy would come when
there is the basic understanding of the objective
prediction coming out of the data. In the modern
business world, it is becoming of more and more
significance to use the state of the art
mathematical and statistical model to analyse
data. These highly powerful models essentially
supplement one with the subjective knowledge of
the domain.
LEARNING OUTCOMES
The key objective of this program is to familiarize
managers with the various techniques of time series
with a focus towards forecasting in the context of
business applications. In this program we will use
our knowledge of econometrics to understand the
data structure and show how econometrics
techniques can be used to make rigorous inference
from these data structures. This knowledge is going
to serve as a vital component of the skill set that
our participants are going to carry forward in their
pursuit to becoming leaders of our business world.
LEARNING THEMES
 Basic ordinary least square regression: Prospects
and problems
 Time series data: an introduction
 Secular trend and seasonality: De-trending and
smoothing techniques
 Stationary and non-stationary time-series
 AR, MA and ARMA processes: Box-Jenkins
Methodology
 Integrated processes of order one and more:
ARIMA models

Cointegration and spurious regression
Vector Error Correction methods
Financial time series: ARCH and GARCH models
PEDAGOGY
The program will primarily rely on lectures and
class discussions as modes of communicating the
theories behind the estimation techniques,
which will be appropriately supplemented by
demonstrations of data manipulation and
estimation techniques using relevant softwares like
STATA and GRETL. Additionally, the instructor may
arrange some numerical and business simulations
for an interactive approach.
The participants of this program will require basic
knowledge of econometrics and statistics, acquired
through either formal training or job experience.
Participants, who have no exposure to data-based
inference, will find this program a good place to
start practicing hands-on analysis and estimation
of data using relevant software. Managers who are
already making qualitative and quantitative
inference from various types of data will also find
this program helpful in making their business
decision-making systems capable of handling an
extensive range of economic data-generating
processes.
FACILITATOR
MICRO ANALYTICS
FOR MANAGERS
OVERVIEW
How would you decide who to give credit to from
a set of credit applications or who to hire in your
company or who to insure in your insurance
company? How would you estimate the likelihood
that your hostile takeover bid for a company will
succeed? What explains the number of hospital
visits that patients make – information critical to
the hospital or the health insurance company that
you are running? How would you estimate default
rates of your potential customers? How would you
estimate the monthly likelihood of default of a car
loan that you have offered or the likelihood that
an employee in your company will leave this
quarter? What and how would you infer when a
61
borrower wants to post collateral for your loan?
How would you use the information gained from
tracking a group of customers over time? To
find answers to these questions one would
require a firm understanding of microeconomics,
microeconomic data structures and micro
econometric techniques. Managers of the business
world are often asked to make qualitative and
quantitative inference from various types of
microdata, which often hold the key to successfully
implementing profitable strategies for their
businesses. Knowing how to collect, manage,
maintain and make sense of microdata is essential
to running any successful business in today’s
information-driven world.
LEARNING OUTCOMES
The key objective of this program is to familiarize
you with the various techniques of
microeconometrics and their business applications.
In this program we will use our knowledge of
microeconomics to understand the generation of
various microeconomic data structures and show
how micro econometric techniques can be used to
make rigorous business-related inferences from
these data structures.
LEARNING THEMES
Distinctive aspects of microeconometrics·
Microeconomic data structures and data
manipulation techniques
 Binary outcome models: Probit and Logit models
and their applications
 Multinomial models and their applications
 Ordinal models and their applications







Count Data Models and their applications
Censored regression model: Tobit model and its
application
Regression model of selection and its
Duration models and their applications
Structural models and their applications
Panel data models and their applications
PEDAGOGY
The program will primarily rely on lectures and
class discussions as modes of communicating
the theories behind the estimation techniques,
which will be appropriately supplemented by
demonstrations of data manipulation and
estimation techniques using relevant
microeconometric softwares.
The participants of this program will require basic
knowledge of microeconomics and statistics,
acquired through either formal training or job
experience. Participants, who have no exposure
to data-based inference, will find this program a
good place to start practicing hands-on analysis
and estimation of microdata using relevant
microeconometric softwares. Managers who are
already making qualitative and quantitative
inference from various types of microdata will also
find this program helpful in making their business
decision making systems capable of handling an
extensive range of microeconomic data-generating
processes.
FACILITATOR
Prof. Shubhasis Dey
62
ANALYTICS FOR IMPACT EVALUATION IN
THE DEVELOPMENT SECTOR
February 5-7, 2014
OVERVIEW
One of the main challenges that organizations in
the development sector face is assessing the
success of their programmes. As organizations scale
up their operations, there is rising pressure from
external and internal stakeholders to evaluate the
performance of programmes. In this context, a
number of questions have to be answered, for
instance, to what extent were the objectives of
the programme achieved? Should the programme
be scaled up? What difference has the project made
to the beneficiaries? Can the observed changes in
the beneficiares be attributed to the programme
or to other factors? Are there any unintended
effects of the programme on the beneficiaries? Do
the impacts vary across different groups of
beneficiaries? This training programme has been
designed to help project managers and analysts in
the development sector to frame and answer such
questions related to overall impact evaluation of
programmes.
LEARNING OUTCOMES
This programme intends to equip executives in the
development sector with the tools and techniques
for evaluating the impact of their projects. Through
a mix of theory and hands-on data analysis, you
will understand the different concepts of impact
evaluation, gain an expertise in different sampling
techniques and data collection approaches,
develop the ability to implement randomized
control designs and quasi-experimental techniques
as well as learn to use qualitative and participative
methods of impact evaluation. You will be
introduced to the latest research and state of the
art practices in the development field so that you
can return to your workplace and effectively
contribute to your organization’s impact evaluation
needs.
LEARNING THEMES
 Review of quantitative methods for impact
evaluation





Sample design and selection
Developing data collection instruments and
approaches
Impact data analysis using experimental
(randomized) control techniques – design of
experiments, statistical analysis, regression
Impact data analysis using quasi-experimental
(non-randomized) techniques – propensity score
matching, differences-in-differences methods
Qualitative and participative methods of impact
evaluation
PARTICIPANT’S PROFILE
This programme is intended for executives in the
development sector who are involved in designing,
implementing, monitoring and assessing
programmes. Executives from donor agencies will
also find this programme useful.
PEDAGOGY
Lectures; classroom discussions; hands-on data
analysis
FACILITATORS
Prof. Rudra Sensarma and
63
IT & SYSTEMS
Programme Title
Facilitator
Date and Location
Fees (Rs) Page #
Business Intelligence
April 18-20, 2013
IIMK
35,000*
30,500**
64
Publishing 2.0 – Business Strategies
for the 21st Century
Dr. M G Sreekumar
May 21-23, 2013
IIMK
35,000*
30,500**
64
Tools and Techniques for Website
Evaluation
Prof. Anindita Paul
June 27-29, 2013
IIMK
35,000*
30,500**
66
Tools and Techniques for Website
Evaluation
Prof. Anindita Paul
August 20-22, 2013
IIMK
35,000*
30,500**
66
Creative Project Management
October 29-31, 2013
IIMK
35,000*
30,500**
66
Enterprise 2.0 Enterprise
Knowledge Management
Dr. M G Sreekumar
November 12-14, 2013 35,000*
IIMK
30,500**
68
Green & Sustainable Computing
January 20-22, 2014
IIMK
35,000*
30,500**
69
Management of Technology & Innovation
Prof. M P Sebastian
Mr. Jyotinath Ganguly
IIMK
35,000*
30,500**
69
Enterprise 2.0 Enterprise
Knowledge Management
Dr. M G Sreekumar
To be announced
Malaysia
TBA ***
TBA ***
68
Service
Tax as applicable will be charged extra, * Residential, ** Non Residential , *** To Be Announced
64
BUSINESS INTELLIGENCE
April 18-20, 2013
OVERVIEW
The basic objective of the program is to familiarize
the participants with handling large data bases to
extract meaningful information about the business.
Then, learn to develop skills in using data for
generating viable business strategies. The course
focuses on the topics of business data analytics
for effective decision making through data
warehousing and data mining. Also, it discusses in
detail the tools and techniques for classification
and prediction systems in a variety of functional
disciplines including Manufacturing, marketing and
finance. The use of appropriate software will also
be demonstrated.
COVERAGE
The program will cover the following topics:
 Business Intelligence Systems
 Decision Making Under Uncertainty
 Business Analytics at various levels in an
organization OLAP technology
 Data Warehousing, Data Mining
 Prediction, classification and association rule
mining
 Soft computing techniques (Neural Networks,
Evolutionary computations, Fuzzy logic etc.) for
decision making
 Implementation of Business Intelligence
Systems BI system for various applications such
as Churn- Analysis, Market segmentation, Credit
Scoring etc.
PEDAGOGY
lectures, case discussions and hands on training in
relevant software.
management professionals/ Business Analysts.
FACILITATOR
PUBLISHING 2.0 –
BUSINESS STRATEGIES FOR THE 21ST
CENTURY
May 21-23, 2013
INTRODUCTION
The current mainstream publishing process,
scholarly as well as trade, has been significantly
influenced by the endless possibilities offered by
computers, Internet, World Wide Web and its suite
of technologies. ePublishing offers a way to bring
a new equilibrium to the scholarly publication
ecosystem. Electronic-first as opposed to the
traditional paper-first systems has been emerging
aggressively, and of course technology offers the
way forward. SGML, RDF, XHTML, XML, XSLT,
Metadata standards… all go together to
revolutionise the movement. Recent developments
such as the Open URL Framework, CrossRef, DOI,
ePub… mostly remarkable efforts from publishers
and the scholarly world, offer a variety of
opportunities for ePublishing. The Internet has also
revolutionized businesses across the globe by
streamlining their supply chains, thereby achieving
instant (value added) information access and
substantial cost reduction. Yet the situation is
complex as a result of the proliferation of formats,
media, and channels of distribution, changes in
copyright laws and intellectual property practices,
and changes in the economics of publishing. To cope
with the complexity, game-changing devices such
65
as Tablets, Slates, iPads and eReaders are flooding
the market and it is time to look at how these
gadgets are changing the book industry, for better
or worse. The main objective of today’s business
is to develop a working strategy for developing
“agile” systems that are quick and flexible, to
respond to the changing needs of the end user.
Furthermore, there is a fast growing interest
displayed across the world on open publishing
initiatives and open access initiatives towards free
and unrestricted online availability of the scholarly
literature, taking advantage of the latest
technology, especially the Internet. The ‘open
access’ philosophy promotes and ensures the free
availability of scholarly content on the public
Internet, and it is all set to reverse and entrust
the ‘publishing control’ back to the creators of the
thought content.
However, the contention that “printed books and
journals will soon be replaced by electronic
documents that are malleable, mutable and
mobile” is a matter of debate involving the
interaction of psychological, sociological,
economic, political, and cultural factors that
influence the consumption of information at
large.
OVERVIEW
This programme is designed to:




COVERAGE
 Changed Business Process Engineering and the
upcoming publishing models;












Identify the key strengths and opportunities in
the new technology environment that shall help
achieve organizational transformation, and in
strengthening the publishing enterprise’s
productivity, efficiency and the future;

Portray the potential of Web Technologies and
the Internet Information Infrastructure for
scholarly communication and scholarly
publishing.
Business strategy for ePublishing & eMarketing;
Disintermediation trends and the Diminishing
supply chains of information;
ePublishing in the trade, scholarly
communication, eCommerce, digital libraries
and distance learning;
Information objects in the digital landscape;
New services for the Web, The Semantic Web,
Multimedia and Multimodal Web;
Perfected as well as the upcoming Architectures,
Standards, Protocols, Resources and Formats;
Old Actors - New Roles: Scholars, Publishers,
Information Professionals, Journalists and
Teachers;
New scholarly publishing paradigm - Open Access
Publishing and Open Access Archiving – Budapest
Open Access Initiative (BOAI) and other major
initiatives;
Provide a vivid and candid perspective of the
already perfected, and fast upcoming revolution
in the Entertainment / Trade / Academic /
Scholarly publishing industry;
Impart the knowledge and skills (conceptual as
well as technical components) required for
strategy formulation for leveraging information
technology for the publishing community and the
information intermediaries, so as to equip them
to face the challenges proactively and to position
themselves at the cutting edge of technology,
profession and business;
Re-engineering and re-positioning in the
Publishing Industry;

Open Access Archives: Institutional Repositories,
Author Archives and the Open Archives Initiative;
Metadata - its importance and interoperability;
Accessibility, Copyright and Digital Rights
Management;
Security, and reliability/quality assurance on the
information sources;
Change Management Imperatives and
Organizational Transformation Strategies.
PEDAGOGY
The pedagogy will be a mix of Lectures,
Discussions, Case studies, Live Demos and Handson Sessions. Each participant shall also be provided
with a CD-ROM comprising of the faculty
presentations, and other related reading material.
The program would be of interest to publishers
and the publishing Industry; information vendors
and suppliers; content buyers and content sellers;
researchers, managers, developers, and users; and
information science/technology professionals.
FACILITATOR
Dr. M G Sreekumar
66
TOOLS AND
TECHNIQUES FOR WEBSITE
EVALUATION
LEARNING OUTCOMES
Participants will be able to:

Jun 27- 29, 2013 | August 20-22, 2013

OVERVIEW
Websites are a commonplace when it comes to
information seeking accessed either through
tablets, PCs or mobile phones. Companies and
organizations have increasingly resorted to their
Web presence and e-business capabilities for
reaching out to the target audiences. There are
numerous websites that are available through the
internet where users visit to accomplish certain
tasks. These websites compete for user attention
and the impressions that these websites form on
the visitors determine whether they would return
to it or not. The questions that then come to the
mind are:





Why are the users not visiting my website?
How to get more and more users to visit the
websites?
What are these users doing on the websites?
Are they successfully accomplishing the tasks
that they are performing on the website?
How to retain these users to the website?
Finding information on a website or performing a
transaction on a website can determine the
usefulness of the website to the user. User-centric
studies of websites provide a deeper-understanding
of the website from the point of view of the user.
Such studies enable organizations to be better
informed in decision-making by enabling managers
to compare notes between the back-end plan and
front-end use in the real world. By soliciting
feedback early on in the development process time,
resources and investment can be productively
utilized. The objectives of the program are as
follows:
Objective 1
To introduce the current practices of website
evaluation in the market
Objective2
To elaborate on various proven tools and techniques
for conducting user-centric website evaluation.
Objective 3
To provide a hands on experience with user-centric
tools and methods.




Acknowledge importance of user-centric
evaluation of websites
Learn the concepts of user-centric evaluation
of websites
Learn about user-centric tools and techniques
Prepare protocol for a website evaluation
Learn to design a user-centric evaluation study
for a website
Utilize the features provided by tools for
conducting user-centric evaluation of websites
PARTICIPANT PROFILE
This program is aimed for
 Executives in organizations that provide ecommerce, e-governance, e-health, Digital
services.
 Senior level managers/entrepreneurs who would
like to develop insights on user-centricity of
websites and applications enabling them to make
leadership decisions on website design
 Junior/middle level executives who are
responsible for monitoring the success of
organizational websites and recommend changes
 Website developers who would like to
understand the users perspectives of the
websites designed
PEDAGOGY
The program will provide conceptual knowledge
through lecture as well as a practical experience
to the participants through a mix of
demonstrations, role playing, group activities and
hands on exercises.
FACILITATOR
Prof. Anindita Paul
CREATIVE PROJECT
MANAGEMENT
October 29-31, 2013
OVERVIEW
It’s a well known fact that a properly and carefully
scoped, project can turn out to be incomplete,
cancelled or abandoned. All the published CHAOS
report justifies that the percentage increase in the
67
number of successful projects is not very
encouraging, and worst the failure rate is more
prominent. This is, in spite of the relentless,
dedicated effort by PMI and their numerous
certified PMP’s. At the present juncture of time it
is important to ask “why it is so difficult to
successfully complete a project within budget, on
time and to the specifications”. There must be
some missing link between the success and the
practice by well experienced project professionals.
This program addresses this vital issue of
increasing project success rate through creative
and innovative processes, methods and
thoughts.
OBJECTIVES
The objectives of this training course are to
understand:




Why projects are failing to achieve the endresult?
How to identify whether your project stimulates
creativity?
When and how to build creativity and innovation
in your projects?
How to use successfully available project
management tools and techniques?




How to think outside the triple constraints –
thinking outside the triangle?
How to decide rationally and honestly about the
project risks and opportunities?
How to manage our own biases and blind spots
to minimize their harmful effects?
How
to
apply
creativity
to
project
communication, negotiation and conflict
management?

How to combine creative means with the core
processes and methodologies of project
management?
COURSE COVERAGE
 Psychology of Project Decision Making
 Project Management and the triple constraints
 Hierarchy of project constraints and their
management
 Six dimensions of Project Management
 Why do Majority of projects fail
 What makes the project hard and when looks
impossible
 Human brain faculties and project biases
 Knowns
and unknowns: Project risk
management
 Constraint
management and multiple
stakeholders
 Project Intelligence
 Project change management
 De Bono’s six thinking hats method for project
management.
This course is appropriate for middle and lower
middle executives.
PEDAGOGY
E Lectures, case studies, role play, simulation etc.
FACILITATOR
68
ENTERPRISE 2.0 ENTERPRISE
KNOWLEDGE MANAGEMENT
knowledge repositories, in both individual and
organizational contexts.
Malaysia - To be announced
The programme would be of interest to CEOs, CIOs,
CKMs and Sr. Managers of any forward looking and
learning enterprise, be it a business corporate or
an educational institution. This workshop shall
cater to the needs of all those who are in the
business of managing knowledge, knowledge
processes, business intelligence, information
management strategies and related domains such
as KM Professionals, Team Leaders, HR Managers,
Information Professionals, IT and Software
Professionals.
“The basic economic resource - the means of
production is no longer capital, nor natural resources, nor
labor.
It is and will be knowledge.”
–Peter Drucker
OVERVIEW
Knowledge has undoubtedly become the key
economic resource and the dominant source of
competitive as well as comparative advantage for
the enterprise of the 21st Century. Knowledge
Management (KM) is the ultimate way in which
organisations can consciously and deliberately
design aspects of their future and the cultural
container that creates context for day-to-day
interactions. It is an approach to adding or creating
value by more actively leveraging the know-how,
experience, and judgment within and, in many
cases, outside an organization. Strong KM practices
backed up by the robust enterprise-wide digital
nervous system, compounded with the overall
knowledge sharing culture of the enterprise, shall
determine its sustained success.
COVERAGE
The 3-Day programme shall rigorously map and
capture the strengths of Knowledge Management
systems that enable the meticulous extraction,
access and coordination of knowledge assets that
are embodied in people as well as embedded in
the processes and procedures being practiced
by the enterprise. Technologies reviewed
will include intranets, discussion groups/
collaborative spaces, social software & Web
2.0 tools, content management systems and
LEARNING OUTCOME
The programme shall enrich and ensure the
participants to:






Identify the key strengths and opportunities of
KM that shall strengthen the enterprise’s
productivity, efficiency and the future;
Identify the distinct and definitive steps to
maturity in enterprise-wide KM and
systematically assess the various KM metrics and
the measurements;
Appreciate, discuss and deliberate on the great
potential of the mathematical formulation on
Corporate Knowledge Capital, K=(P+I)S, for the
NewGen and Smart E 2.0s;
Ascertain the range of options for applying KM
in the organization and formulate new
dimensions on the communities of practice
(CoPs) for enterprise-wide knowledge sharing
and managing, leveraging on technology;
Deploy appropriate knowledge organization tools
and techniques such as ontologies, taxonomies,
knowledge structures and mapping, that shall
enhance the organizational knowledge utility,
consumption and its reuse;
Systematically devise strategies and methods
for the meticulous capturing, integration
and transformation of the unstructured,
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


disconnected and disparate information pieces
into useful knowledge assets;
Ensure the seamless flow of information and
knowledge through the enterprise digital nervous
system;
Design, launch and operate customized
collaborative discussion groups and knowledge
sharing platforms for improved collective
intelligence of the enterprise;
Experience on an array of Knowledge
Management and Content Management
softwares belonging to the open source and the
proprietary domain.
PEDAGOGY
The pedagogy will be a mix of Lectures,
Discussions, Case studies, Workshops and Live
Demos. Each participant shall also be provided with
a CD-ROM comprising of the suite of softwares,
faculty presentations, and other related reading
material.
FACILITATOR
Dr. M G Sreekumar
GREEN AND
SUSTAINABLE COMPUTING
COVERAGE
 Overview
of Green IT - Green Devices and
Hardware, Green Software, Green Network and
Communications
 Green Data Centres and Green Data Storage
 Sustainable Software Development - Green Cloud
Computing and Environmental sustainability
 Regulating Green IT: Laws, Standards and
Protocols
 Sustainable Information Systems and Green
Metrics
 Sustainable IT Services
 Green Enterprise and Role of IT – Enterprise
Green IT Strategy, Enterprise Green IT readiness
 Managing Green IT
 A Holistic Approach to Green and Sustainable
Computing - Applying system thinking concepts,
Impact of human values on environment
PEDAGOGY
The pedagogy would include appropriate mix of
Lectures, case studies, group activities &
presentations etc.
This program is designed for executives interested/
involved in Green IT, sustainability, Green Business
FACILITATOR
Prof. R Radhakrishna Pillai
January 20-22, 2014
OVERVIEW
Due to rapid changes happening in the
environment, there is increased concern on the
environmental impact of Information and
Communications Technologies (ICT) as these
technologies are being universally adopted. Green
and sustainable Computing involves the practice
of designing, manufacturing, using, and disposing
of computers, servers, and associated subsystems—
such as monitors, printers, storage devices, and
networking and communications systems —
efficiently and effectively with minimal or no
impact on the environment. The specific methods
include reducing the use of hazardous materials,
maximizing energy efficiency, and promoting the
recyclability or biodegradability of products
etc.
OBJECTIVES
This programme aims to prepare the participants
to identify, analyze, and deal with green and
sustainable computing issues in an organizational
context.
MANAGEMENT OF TECHNOLOGY
& INNOVATION
February 11 – 13, 2013
OVERVIEW
The basic objective of the program is to familiarize
the participants the various aspects of managing
technology and innovation. Management of high
value technology is focused on the entire life cycle
of the Development, GTM and Support of IT
Products and Services. It addresses concepts and
practical aspects of product development, service
management, and provide extensive knowledge of
technology, products, R&D, services, branding,
globalization, go-to-market, IP and business
development. Innovation is the lifeblood of winning
organizations. As Indian technology firms move
towards positions of global market leadership, it
becomes increasingly important for them to create
sustainable competitive advantage based on
technology and innovation. Innovation is not just
in products and services, but in other areas as well,
70
including processes, organizational models and
business models. Human resource managers need
to understand the environmental factors
influencing the ability of the organization to exploit
the innovative capabilities of their employees and
advise appropriate strategic decisions. They also
need to understand the evolving organizational
models, models of intrapreneurship and corporate
venturing. Marketing managers should update
themselves about innovative business models and
creating value in the extended and networked
economy. The course is a heavily industry and
practice oriented course. Much of the coverage is
related to the real world, business and economic
perspectives, complemented with product and
project launch and lifecycle issues.
COVERAGE
The program will cover the following topics:
Business driven technology, IT Products and
Services from the Global Perspective, Changes in
the IT landscape, Adaptation of marketing
techniques, Comparison with other industries,
Scope of IT market, Standards and compliance,
Identifying competitive advantage, Strategic
initiatives, Streamlining business operations,
Classification of IT Products and Services,
Intellectual Property, Product Innovation, Product
Life Cycle Management, Product Launch, Product
re-launch, Disruptive Cloud Computing.
Open Source Products and Services, Product type
dependent development, Consultative Selling,
Service Delivery, Off-shoring, Pricing of
Infrastructure and Applications, Pricing of Services,
Project Management, Total Cost of Ownership,
Product vs. Service Launch, International Business,
Localization, Internationalization, Globalization,
Types of Outsourcing, Skill Development, Branding,
Alliances and Marketing, Leveraging the Ecosystem, Indian IT Market, Process of government
IT purchase: Tenders and Rate Contracts, Role of
Government nodal agencies.
Building innovation, creating innovative
organizations, creating collaborative partnerships,
integrating wireless technology in business,
building software to support agility, developing a
21st Century organization.
management professionals across industries.
PEDAGOGY
lectures, case discussions and demonstrations.
FACILITATORS
Prof. M P Sebastian and Mr. Jyotinath Ganguly
71
GENERAL MANAGEMENT
Programme Title
Facilitator
Date and Location
Fees (Rs) Page #
Geopolitics and International
Business
June 3-6, 2013
Mumbai
42500**
72
General Management Program for
Middle Level Managers
June 10-15, 2013
IIMK
55,000*
46,000**
72
An Hour of Play
Prof. Rani S Ladha
June 21-23, 2013
IIMK
35,000*
30,500**
73
“Crossing the Chasm” : A Growth
Lab for Successful Small and
Mid Size Companies
Prof. Saji Gopinath
August 5-7, 2013
IIMK- Cochin Campus
35,000**
74
Personal Innovation, Creative Thinking
and Decision Making
August 7-9, 2013
IIMK
35,000*
30,500**
75
Ethical Navigation in Business:
Problems and Opportunities
Prof. Surya Prakash Pati
August 28-30, 2013
IIMK
35,000*
30,500**
76
Corporate Etiquette and Personality
Development
Prof. Deepa Sethi
October 23-25, 2013
IIMK
35,000*
30,500**
77
Communication Effectiveness
Lab for Managers
Prof. Deepa Sethi
Prof. Anupam Das
November 20-22, 2013 35,000*
IIMK
30,500**
77
An Hour of Play
Prof. Rani S Ladha
December 20-22, 2013 IIMK- Cochin Campus
35,000**
73
Enterprise Risk Management: Managing
the Organization’s Knowns, Unknowns
and Unknowables
Prof. Saji Gopinath
January 14-16, 2014
IIMK
35,000*
30,500**
78
Business in Emerging Economies:
Lessons from China
IIMK
35,000*
30,500**
79
Creativity for Competitive Advantage
Prof. S Jeyavelu
IIMK
35,000*
30,500**
79
Design, Business and the Art of
Persuasion
Prof Anupam Das
Prof. Shravan Rajagopal
To be announced
IIMK
35,000*
30,500**
80
Service
72
GEOPOLITICS AND INTERNATIONAL
BUSINESS
June 3-6,2013 | Mumbai
OVERVIEW
The 4-day programme deals with geopolitical
happenings and its applications for business
decision making. It is a programme about
economics, political and historical context in which
businesses operate. It deals with Geopolitics and
geopolitical environment, an issue which has
around 6 – 7 million hits, if you Google it. The
programme would provide a framework for
identification and analysis of the geopolitical
factors and issues that make up the international
business environment. In particular, the programme
will examine how geographic location, natural
resource endowments, historical developments and
relationships, and political and economic
governance systems influence international
business. Further, the international political
economy is examined in light of country specific
factors – the national economies, political and
demographic trends, historical background, and
social and cultural issues. This foundation course
helps the managers understand the key trends and
issues of the environment within which
international business is conducted.
OBJECTIVES
 Use Geopolitics as a way of looking at the world.
One aim would be to focus our attention on how
Geopolitics of the world works in practice and
how will it help us in designing a business
strategy in the world that we assume to
understand
 Understand how and why governments
implement particular polices and how these
policies shape the world. That understanding
will help us to recognize the threats and
opportunities that these policies create for
business and provide tools to help us evaluate
the environment for short and long-term
investments. Managers who do this well can
create a significant advantage for the firms they
lead and the industries they shape
 To provide a geopolitical framework for

understanding domestic and international
business environments
To enable the student to grasp the
interconnection between local, national,
regional and global issues
MODULES
 Day 1:Geopolitics and International Business in
the 21st century :Actors, Drivers and Forces of
Globalization in the 21st century - Implications
for individuals, society, government, politics and
business -The multipolar world-Overview of
geopolitical environments of the emerging
countries
 Day 2: Regions, Geopolitics and International
Business
 Day 3 :
Rise of India, China and other BRIC
Economies
 Day 4: Geopolitics and Business Strategy: Future
Rise of Africa and Other Geopolitical Trends
PEDAGOGY
Lectures, Case Studies, Audio-visual Aids
PARTICIPANT PROFILE
Senior and Middle Level Managers from Corporate
sector, Senior and Middle Officials from NGO Sector
FACILITATOR
Prof. G Venkat Raman
GENERAL MANAGEMENT PROGRAM FOR
MIDDLE LEVEL MANAGERS
June 10-15, 2013
OVERVIEW
Executives in the early stages of their career
achieve success by their specific expertise in
narrow functional/ technical domains. From this
specialized expertise driven roles, they must move
into generalist roles when they move up the
hierarchy in an organization. Such transition
requires different skills sets and more importantly
different perspectives. One must be able to
envision the business unit as a whole and integrate
the functional inputs to a common whole. This
programme aims to provide the broader vision,
perspectives and the skills of analysis and synthesis
required to be a generalist. The programme would
also help the participant expose and confront their
mental models on strategy and organizational
leadership.
73
LEARNING OUTCOMES
The programme would equip the participant to
understand the challenges of managing a business
unit and would focus more on integrating the
learning across functional areas and developing
cross functional analysis and problem solving/
decision making skills. The participants will also
be able to develop the general management
mindset making the transition from the functional
expert to a generalist. The specific learning
outcomes can be listed below.
 To develop a strategic business unit perspective
towards competitiveness in a complex changing
environment.
 To gain insights into general management
competencies required to deliver organizational
goals.
 To explore conceptual as well as analytical basis
of competencies related to strategic thinking,
customer intimacy, human capacity
development, environment scanning, change
management and mutually beneficial
stakeholder relations.
 The general manager’s job and the challenges
of managing a business unit in today’s complex
and competitive environment
 The foundations of strategic management
 Managing
the threats from external
environment
 Strategies for managing competition.
 Leadership and strategic change management
 Corporate
Governance and managing
Stakeholder expectations and
 Analysing cross functional problems and
designing solutions
 Functional level strategies.
The programme is specifically targeted at middle
level managers who are expected to move up to
general management roles in the near future.
Participants from technical roles as well as middle
level managers from various functional roles are
encouraged to apply.
PEDAGOGY
The programme will use highly interactive
pedagogical methods. It is expected that the
participants actively contribute to the learning by
sharing their insights during the class discussions
and case studies. Developing unique insights and
perspectives is possible only by challenging the
dominant assumptions managers routinely to use
to frame situations and arrive at decisions. Case
studies, simulations, exercises and activities as well
as lectures, group work and participant
presentations will form part of the pedagogy.
FACILITATOR
Prof. Anandakuttan B Unnithan
LEARNING THROUGH PEER
INTERACTIONS: AN HOUR OF PLAY
June 21-23, 2013
Dec 20-22, 2013 | IIMK Cochin Campus
You can discover more about a person in an hour
of play than in a year of conversation.
-Plato, Greek philosopher, 427 – 347 BC
OVERVIEW
Peer interactions are an increasingly important
component of modern socio-economic systems.
These interactions may occur with supply chain
partners, customers, regulators, competitors, or
within organizational echelons. Market interactions
are always amongst peers. Within organizations
too, the identity of leadership talent (a first among
equals) emerges from oligopolistic interactions.
Peer interactions are an integral characteristic of
oligopolistic settings, where a limited number of
market participants, consciously or unconsciously,
send and receive signals and clues pertaining to
risk propensities, incentives, managerial styles, and
critical market information. The manager faces the
challenge of structuring and organizing these clues,
signals and information so that her own actions
can be more effective.
The key elements to glean from in these
oligopolistic interactions pertain to risk and risk
appetites, aggression, consensus building, cooperation, market signals and signal reading ability,
an appreciation for interactive outcomes, as well
as Bayesian analysis. This MDP aims to make the
participants adept at these processes by using the
well-developed statistical, Bayesian, behavioral
and psychological theories of strategic games. It
helps participants build on their experiences of
learning from peer interactions, employing a
structured learning approach and draws inspiration
from Plato in its pedagogy – play.
This MDP employs a mix of lectures, cases, games
and debriefings. The strategic game employed will
74
be Poker. Many countries, including India, have a
domestically evolved version which is popular in
its own cultural settings. It can be learnt, played
by all, and presents opportunities to explore and
appreciate the process of learning from peers in
an oligopolistic environment. Poker, in its various
forms, is a rapidly growing card game with prize
money payouts rivaling those of tennis and golf.
The modern Poker player, like a Bridge exponent,
could be a mathematician, physicist, psychologist,
bond trader and so on. The old stereotypes of riverboat workers are rapidly disappearing. The rulings
of Baxter versus the Internal Revenue Service in
the US Supreme Court are acknowledgment that
poker is a game of skill. The skill components here
are the same as those required in the oligopolistic
market and organizational settings outlined earlier
in this note. “If you’ve been playing poker for half
an hour and you still don’t know who the patsy is,
you’re the patsy.” - Warren Buffett.
The MDP is structured as a program comprising of
the following:
 Introduction, history of the game and overview
of theoretical threads
 Behavioral, psychological, economic, statistical
basics
 Game playing (sit and go) – employing online
poker room tools
 Sit and go debriefing, including good and bad
beats, thought processes and behaviors
 Game playing (tournament) – employing online
poker room tools
 Tournament debriefing
 Experience summarization by participants,
drawing parallels to managerial challenges,
theory discussion by professors
OVERVIEW
Learning outcome
 Managerial appreciation of deterministic,
probabilistic, interactive and strategic events,
outcomes and processes
 Strategizing under uncertainty, competition, and
burn-rate pressures
 Learning peers’ incentives and styles
 Integration of game-playing experience with
extant statistical, Bayesian, behavioral and
psychological theory
PARTICIPANT PROFILE
 Managers and leaders tasked with decision
making in a strong peer environment – in
business, government and NGOs – be it of

marketing, sales, operations, strategy, HR,
public relations, business development, risk
management, governance, audit or finance.
Entrepreneurs – including social entrepreneurs.
PEDAGOGY
Game-playing, debriefing, case discussions,
participant presentations and lectures
FACILITATORS
Prof. Deepak Dhayanithy and Prof. Rani S Ladha
“CROSSING THE CHASM”:
A GROWTH LAB FOR SUCCESSFUL
SMALL AND MID SIZE COMPANIES
August 5-7, 2013 | IIMK- Cochin Campus
OVERVIEW
The economic growth in India had bestowed the
small and medium enterprises of the country with
tremendous opportunities of growth and
development. However to propel into a high growth
trajectory, the owners and managers of the
enterprises have to venture into new areas of
operation while restructuring their existing
organizational designs and market boundaries. This
growth lab is designed to equip the champions of
such change with necessary tool kits to help the
transition. This strategic management program will
help participants to redefine their strengths and
weaknesses and enable them to develop
sustainable strategies for next stage of growth.
LEARNING OUTCOMES
The program will help CEOs and Top Executives to:
 Clearly articulate their growth needs,
compulsions and constraints so as to Identify
sustainable growth trajectories for their business
 Understand and develop functional-operational,
financial, organizational and marketing –
strategies to develop into a world class
enterprise
As a workshop, the program helps the owner/CEOs
of the MSME units to focus on themes of new
venture development, expansion and consolidation
within the functional framework of operations,
sales & marketing and financial management. The
investment options, organizational designs,
networking and negotiations are some of the other
topics covered in this program
75
The program is designed CEOs and Top Executives
of Family run Businesses and Small and Mid Size
companies with high growth potential
PEDAGOGY
simulations and computer exercises. The entire
program is conducted on an experiential mode
within the framework of a growth lab.
FACILITATOR
Prof. Saji Gopinath
PERSONAL INNOVATION, CREATIVE
THINKING AND DECISION MAKING
August 7-9, 2013
OVERVIEW
Most of us are conditioned and habituated to think
in patterned ways. Like many other personal and
social rituals, analysis, problem solving and
decision making degenerate into routine
application of thought artifacts, heurists, or
preferred mental models. Often organizations also
exert a strong influence in shaping preferred
methods of thinking internally which may evolve
into strongly entrenched corporate dominant logic.
These entrenched patterns of predictable thought
are the major reason behind strategic decay. On a
personal and professional level repetitive thought
processes yield predictable results and such
consistency would lead to loss of competitive
advantage and can cause boredom, monotony and
stagnation in one’s life and career. It is important
that we must break free of such conditioning by
questioning the thought patterns and the thought
artifacts which colour our judgments. This can be
done only by confronting the deeply held beliefs
and assumptions. The purpose of this programme
is to facilitate such a dialogue.
LEARNING OUTCOMES
 Enable the participant to expose and confront
their deeply held mental models on
management, leadership, organizations and
personal effectiveness.
 Develop alternative approaches of enabling
disequilibrium to develop creative analysis and
solutions.
 Develop tolerance of ambiguity and alternate
models of reality in managerial contexts.
 An analysis and theory of personal innovation
and creativity: the framework and
demonstration
 Habits and rituals in thinking : The role of
thought artifacts and mental models
 Personal Innovation competencies and the
outcomes
 Towards alternate mental models and solutions
for problem solving and decision making
 Escaping the patterns of analysis and synthesis.
 Some best practices to facilitate creative
thinking
 Leading for creativity in organizations.
The programme is targeted at middle to senior level
managers having functional or general management
responsibilities. Those who occupy roles which
require creative problem solving under conditions
of insufficient information and ambiguity would
find this programme most useful.
PEDAGOGY
The programme will use highly interactive
pedagogical methods. It is expected that the
participants actively contribute to the learning by
sharing their insights during the class discussions
and case studies. Developing unique insights and
perspectives is possible only by challenging the
dominant assumptions managers routinely to use
to frame situations and arrive at decisions. Case
studies, simulations, exercises and activities as well
as lectures, group work and participant
presentations will form part of the pedagogy.
FACILITATOR
Prof. Anandakuttan B Unnithan
76
ETHICAL NAVIGATION IN BUSINESS:
PROBLEMS AND OPPORTUNITIES
August 28-30, 2013
OVERVIEW
The first decade of the 21st century has seen many
corporate scandals. As a result business world has
seen a renewed focus on the relevance of business
ethics. In fact the business society relationship has
seen a paradigmatic shift in discourse from CSR
(Corporate Social Responsibility) to CSV
(Collectively Shared Value). This has led to
Businesses reemphasizing the relevance of
corporate governance, ethical compliance, and
environment sustainability as corporate
advantage.
This three day programme seeks to approach the
issue of Business Ethics by accepting modern
business as a complex social system as well as an
organic component of the larger social system. This
programme is grounded on relationships that form
during business activities. These relationships can
be internal as well as external. The internal
relationship involves relationship between
managers and owners and managers and
employees. The external relationship involves
relations between the business and consumers,
suppliers, competitors, business associations,
government and natural environment and most
importantly the larger society in which it operates.
These relationships have ethical dimensions and
to play its proper role and meet its responsibilities
companies must adopt ethical policies.
OBJECTIVES
 To help evolve participants grow from
the level of ‘self-justificatory learning’ to
‘transformational learning’
 Enable participants to resolve ethical dilemmas.
Part of this process is awareness of dilemmas as
having multiple decision criteria. Encourage

participants to think about moral problems and
in the process of reasoning form ways of thinking
about their experiences which include
understanding of moral concepts such as justice,
rights, equality
Develop the moral competence of individuals.
Business ethics has two sides, namely, cognitive
side and motivational side. To close the gap
between the cognitive and motivational side it
is important that managers are well informed
about the contemporary issues in the field of
management. By being well informed managers
can be motivated by a reasonable judgment
MODULES
 Ethics in the World of Business- Eastern and
Western approaches to Ethics and Relevance of
Ethical Leadership
 Application of Ethics to Business: Includes
Managers and Workplaces-workers’ rights and
Duties-Sweatshops Outsourcing and International
Business- Whistle blowing
 Ethical Issues in Contemporary Management:
SOMS Ad 28 Jan 13Business and the Challenge of
Environment- Information Age and New
Technologies Government, Business and Civil Society
Organizations
 Changing Business Mandate- Building a Good
Society to Do Good Business
PEDAGOGY
Lectures, Case Studies, Role Plays based on Audiovisual Aids Including Film Shows and Discussions
on Ethical Navigations
Senior and Middle Level Managers from Corporate
sector, Senior and Middle Officials from NGO Sector
FACILITATORS
Prof. G Venkat Raman and Prof. Surya Prakash Pati
77
CORPORATE ETIQUETTE AND
PERSONALITY DEVELOPMENT
October 23-25, 2013
OVERVIEW
Development is an enduring process of fostering,
shaping and enhancing individuals’ skills,
knowledge and interests to ascertain their
maximum efficacy and compliance. Development
covers an assortment of activities, one of which is
the knowledge of Corporate Etiquette and
Personality Development. The objective of the
programme is to build self-confidence, enhance
self-esteem and improve overall personality of the
participants. The programme aims at grooming the
participants through sensitizing them about proper
behavior, socially and professionally, in formal and
informal circumstances.
IIMK is happy to offer world-class training in social
and business etiquette, corporate and international
protocol, good manners and dining skills. Whether
you are an executive or a student, our program on
corporate etiquette and personality development
is designed for you to hone your skills and improve
your professional image.
LEARNING OUTCOMES
The CEPD will enable participants in:
 Projecting the Right First Impression
 Polishing manners to behave appropriately in
social and professional circles
 Enhancing the ability to handle casual and
formal situations in terms of personal grooming,
dining and entertaining etiquette
 Developing and maintaining a positive attitude
and being assertive
 Mastering Cross Cultural Etiquette
 Handling difficult situations with grace, style,
and professionalism
Corporate Etiquette
 Making a Great First Impression
 Greetings, Introductions, The Art Of Small Talk
and Conversations
 Polishing Business Manners: Handshake, gifts,
visiting cards, humour, office behaviour etc.
 Mastering Cross Cultural Etiquette to deal with
Diversity
 Dining Etiquette
 Understanding the Art of Entertaining: Playing
a Gracious Host
Personality Development
 Power Dressing: Wardrobe Etiquette
 Grooming for Success
 Body Language, Poise, and Eye Contact
 Pronunciation, Voice Modulation, and Diction
 Self-Esteem and Confidence
 Assertive Behaviour
 Handling difficult situations with grace, style,
and professionalism
This programme is designed to help people in
organizations who wish to gain confidence and
effectively perform in the professional
environment. It is specifically designed for the
junior, middle & senior level managers in public &
private organizations, and those students who want
to polish their skills and improve their professional
image. A varied cross section of participant profiles
adds new facets and perspectives to the discussions
and experiential sessions.
PEDAGOGY
The programme would involve interactive sessions,
individual and group exercises, role plays,
situation-handling, and experience-sharing.
Selected video films will complement these.
FACILITATOR
Prof. Deepa Sethi
COMMUNICATION EFFECTIVENESS LAB
FOR MANAGERS
November 20–22, 2013
OVERVIEW
Communication is central to organizations as
genres of organizational communication influence
a wide range of organizational phenomena. Without
communication, there cannot be any organizational
process and with miscommunication there could
be blunders. With the globalization of businesses,
physical distances have led to communication gaps,
misunderstandings and range of issues. In such
circumstances the real key to the effectiveness of
professionals is taken as their ability to translate
their domain knowledge into effective practice and
make proper utilization of required skills.
Research on recruiter’s perceptions about the
qualities that they look for in an applicant has
identified oral and written communications skills
at the top of the list (Powell & Jankovich, 1998:
Moody, Stewart & Boltlee, 2002). This is not
surprising considering that managers are frequently
78
required to make presentations both within the
organization and to external groups such as clients,
or potential partners. The aim of these
presentations may vary from sharing information
to persuading the audience or selling an idea or
product. In each case an effective presentation
will aid the communicator in performing his/her
role.
In the current environment, when the individuals
increasingly face an information overload and
shorter time spans within which they are required
to assimilate data and make effective and informed
decisions, the ability to communicate is imperative
for managerial effectiveness and success. This
program aspires to involve the participants in
learning more about the fundamentals of
communication, the minutiae associated with its
conduct and acquiring the necessary skills to
deliver one’s best in the organization.
LEARNING OUTCOMES
The CELM aims to:
 Sensitize the participants on the nuances of
effective communication at work
 Augment the participants’ awareness of their
strengths and limitations in professional
communication
 Help the participants master the full range of
communication skills required of a successful
professional, namely: listening, speaking,
reading and writing
 Develop in them a systematic and positive
approach to verbal & non verbal communication
in business settings
 Boost their understanding of team effectiveness
through proper team communication
 Polish their presentation, interpersonal & social
networking skills
 Basics of Effective Communication
 Workplace Communication: Understanding the
skills of listening, speaking, reading and writing.
 Nonverbal Communication
 Business Writing
 Business Presentations
 Team Communication
 Social Network and Social Capital
 Meeting Management
 Electronic Communication
Junior, middle & senior level managers in public &
private organizations who would like to enhance
their influence, both within their organizations and
externally with other organizations, by sharpening
their communication abilities. Entrepreneurs who
wish to create a niche by way of honing their
interpersonal and people skills. A varied cross
section of participant profiles adds new facets and
perspectives to the discussions and experiential
sessions.
PEDAGOGY
The programme is based on experiential learning.
Instructors will act more as facilitators in helping
participants through the process of learning, using
discussions, role plays, individual and group
exercises, case studies, and participant
presentations.
FACILITATORS
Prof. Deepa Sethi and Prof. Anupam Das
ENTERPRISE RISK MANAGEMENT:
MANAGING THE ORGANIZATION’S
KNOWNS, UNKNOWNS AND
UNKNOWABLES
January 14-16, 2014
OVERVIEW
Organizations have traditionally followed a silo
approach to risk management where managers
managed risks only within their own domains.
However in recent times especially following the
global financial crisis there has been a realization
that when it comes to risk, the sum of parts is
different from the whole. Consequently, there is
now an increased emphasis on identifying,
analyzing and implementing an enterprise-wide risk
management strategy. Risk management is
becoming an organizational priority and managers
are now required to have awareness and stakes in
cross functional risks and enterprise risk. To address
these emerging challenges, IIMK has developed this
programme on enterprise risk management for
executives. In this programme, you will be
introduced to the concept and importance of risk,
evaluate the theory and practice of risk
management in different business domains and
finally explore issues related to the strategy and
implementation of ERM.
LEARNING OBJECTIVES AND OUTCOMES
Building on the principles of economics, finance,
insurance, psychology and decision sciences, this
programme aims to develop an integrated view of
the different risks faced by an organization.
Through a critical examination of theory, research
79
and best practices, you will develop a knowledge
and understanding of how to measure and manage
a number of risks and how to implement and
contribute to an integrated risk management
strategy within an organization.
THEMES
 Risk perceptions, reactions and the risk
management process
 Upside risk: risk as an opportunity for business
growth
 Internal factors: Financial and operational risks
 External factors: Economic and environmental
risks
 Functional risk management: Project, product
and supply chains
 Developing an ERM framework
 Implementing an ERM strategy
 Regulation, internal controls and corporate
governance
 Risk intelligence and analytics
 Black swans: What we don’t know about what
we don’t know
This programme is intended for middle to senior
level executives in corporate, government or nonprofit organizations who may be involved in risk
taking functions. Executives who are either
expected to design or participate in the
organization’s risk management strategy are
encouraged to apply. Senior officers of audit,
compliance and planning divisions will also find
this programme useful.
PEDAGOGY
Lectures; classroom discussions; cases
FACILITATORS
Prof. Rudra Sensarma and Prof. Saji Gopinath
BUSINESS IN EMERGING ECONOMIES:
LESSONS FROM CHINA
OVERVIEW
China is touted as one of the most exciting place
to do business both because of the size of the
economy and the rapid pace at which the economy
is growing. Some of the topmost MNCs have
capitalized on the huge Chinese market with
tremendous success and any major international
brand (worth its name) in the international business
accords a very high priority (if not the highest
priority) to China. Today MNCs not only have a China
strategy but are also learning from their unique
experiences in China and adopting and adapting
this knowledge to pursue more profitable
businesses elsewhere in the world. MNCs choose
their most experienced andskilled managers to run
their offices in China and this appears to have paid
rich dividends.
This programme would like to address this question
and see if there are important lessons to be learnt
from China when it comes to doing business in
emerging economies. Closely linked to this question
are other questions like why is it relevant for
management executives to learn about China and
in turn understand and appreciate the impact it
has on international business. This necessitates
having a closer examination of the functioning of
‘socialism with Chinese characteristics’ (some
people even call it capitalism with Chinese
characteristics’), also inquire as to ‘is there a
Chinese way of doing business/’ and if yes then
how is it different from doing business in other
parts of the world. This question holds a very
important significance for management executives
because it will enable them to examine current
theories /strategies of doing business and see if
there is a case for modifying these theories and
subsequently learn from Chinese way of doing
business.
FACILITATOR
Prof. G Venkat Raman
CREATIVITY FOR COMPETITIVE
ADVANTAGE
OVERVIEW
In a hypercompetitive and turbulent world,
sustainable competitive advantage can be achieved
only through creative managers, creative teams
and creative business processes. Responding to day
80
to day challenges, continuously thriving for ‘more
& better for less’, engaging with customers and
stakeholders, or proactively shaping the
environment; all require managers who are
creatively agile and ambidextrous in strategic and
operational decisions. Creativity has the potential
to enable managers to cope with these extreme
situations and gain competitive advantage by
tapping their own as well as their team’s inherent
creative abilities. Creative tools and techniques
facilitate this process by using a systematic
approach. The competitive advantage can be
sustained by promoting a creative context of
organizational structure, business processes,
culture, and management style.
LEARNING OBJECTIVES
 Enable participants to tap into their own &
others’ inherent creativity,
 Understand and skillfully use systematic
creativity tools & techniques, and
 Facilitate team and organizational creativity
PROGRAM CONTENTS
 Perspectives On Creativity
 Types of Creativity
 Unleashing The Individual Creativity
 Personality, Motivation and Environment
 Unblocking the Mind
 Enabling Team Creativity
 Creative Team Processes & Leadership
 Ideation Techniques
 Free Association
 Forced & Multisensory Association
 Random Input
 Creative Problem Solving Techniques
 Force Fitting Triggers
 Laddering
 Journalistic Six
 Brainstorming
 Collective Breakthrough
 Organizational Design For Creativity
 Best Practices of Creative Organizations
 Transformation to a Creative Culture
PEDAGOGY
Experiential exercises, role plays, games, case
studies and discussions.
Middle and senior level managers. This program
would be useful to managers who want to enhance
their creative ability to solve managerial problems
everyday and/or create a creative organization.
Managers who are heading or likely to lead a
department / SBU / profit canter will benefit the
most from the workshop.
FACILITATORS
Prof. Anjan Kumar Swain and Prof. S Jeyavelu
DESIGN, BUSINESS AND
THE ART OF PERSUATION
To be announced
OVERVIEW
The program will address the following issues:
 Identity design and Branding
 Cultural Strategy to build brands
 Info-graphics and Data Visualization
 Perception, the Self and Communication
 Communication and Emotion
 Time, Space and Identity
 Language and Impression Management
OBJECTIVES AND LEARNING OUTCOMES
The workshop will expose student’s ideas about
perception, the self, and communication. Students
will also understand the power of emotion,
especially when applied within a design context.
Students will learn to harness the power of
language in impression management. The
proposed workshop will expose students to basic
design methodology. Students will learn about
typography, typographic history, design theory and
practice. A variety of examples will be used to
heighten student sensitivity to good and effective
design. Part of the discussion can then be about
what constitutes good design and the variables
that make design effective. The workshop will also
involve some small projects that will provide
students with hands-on training and offer an
insight into various design processes.
Executives with active interests in design (but
advanced training in design is not required) are
desirable. The participants, however, need to have
good command over the English language
PEDAGOGY
Lecture, case analysis, and hands on experiments
FACILITATORS
Prof. Anupam Das and Prof. Shravan Rajagopal
81
TESTIMONIALS
“
Valuable insight to industry. Great interactions, fantastic
simulations, great amount of takeaways from lectures and
exercises.
- Shantanu Choudhury, General Manager(Magazines), Business Standard
Limited

Excellent communication added with relevant examples. Patient
learning of our issues and patient reply/answer.
- Rajesh F. Muttalgiri, Senior Manager, Ultra Tech Cement Ltd

A good, well packaged programme that has interested one’s self
awareness, it has refreshed the mind and awakened the leader
within us, a trigger to self introspective.
- K. A. Cariappa, Wing Commander, Indian Air Force

Wonderful environment of IIMK. The ambience is itself soul
searching. Topics covered are broadly covering all the issues. Every
faculty is unique in their style of presenting the concepts.
- Sesha Sai, DGM, Electronics Corporation of India Limited

Exposure to develop leadership skills and implementing the same
for better performance. All round exposure to accounting skills,
marketing skills, finance areas and solving problems through
analytical tools. Enhanced the managerial communication.
- Sushil Kumar Choudhury, AGM (Civil), GMR Group
”
82
REGISTRATIONS / NOMINATIONS
Please write to MDP Office for Registration /
Nomination Forms or please visit http://
www.iimk.ac.in/mdp2013-14.php for online
registration/nominations. You are requested to
send the Registration / Nominations at least three
weeks before the program dates.
PROGRAMME FEE
The programme fee for residential participants
covers programme kit and materials, instruction
fee, single occupancy accommodation, breakfast,
working lunch and dinner. For non-residential
participants, programme fee includes program kit
and materials, instruction fee and working lunch.
Non residential participants need to make their
own local conveyance arrangements to the campus
during the program days.
The fee is to be paid in advance by Demand Draft
taken in favor of “Indian Institute of Management
Kozhikode” payable at “Calicut”. You can also
make the payment by using the online payment
system available on the link http://iimk.ac.in/
mdp/feepayment/. However the payment should
be made three weeks before the program dates.
IIMK being an educational institution, existing
solely for educational purposes and not for purpose
of profit and substantially financed by the
Government, is entitled to exemption under
section 10(23C) (iiiab) of the Income tax Act 1961.
Consequently, the amount payable to us will be
exempt from income tax. (Letter No.
AAAAJ1012Q/ACIT/Cir-2(1)06-07 dated 12th April
2007 issued by Assistant Commissioner of Income
Tax, Circle-2(1), Kozhikode.
DISCOUNTS
If an organization nominates more than two
executives for a programme, a discount of 10% is
available on total fee. Early bird discount of 5%
also is available for nominations received 60 days
before the programme start date.
CANCELLATION POLICY
In the event of cancellation of nomination, full
refund of the programme fee will be made, if
request is received in writing at least 21 days
before commencement of the programme. No
refund will be made if such a request comes after
this date.
CONNECT WITH US
For more information please contact at:
MDP Office
Indian Institute of Management Kozhikode
IIMK Campus P.O., Kozhikode 673570,
Kerala, India
Phone: +91-495-2809 208/450/388/370
Mobile: 09447100539, 09895098960
Fax: +91-495-2809370, 2803010, 2803011
Email: [email protected]
Website: www.iimk.ac.in
Institute faculty undertakes design, development
and delivery of tailor-made programs to suit
specific training and development needs of
sponsor organizations over and above the openenrolment programs featured in this catalogue.
Members of the faculty also undertake training
need analysis and other relevant assignments to
identify and address executive development
interventions, if required. Enquiries detailing the
duration, target participants, key inputs, etc. may
be sent to our MDP office.
83
ABOUT THE INSTITUTE
The Indian Institute of Management Kozhikode
(IIMK) is the fifth IIM, established in 1996 by
the Government of India in collaboration with
the Government of Kerala. IIMK is fast emerging
as an internationally reckoned, fully integrated,
management institute of higher learning. The
Institute seeks to inculcate a spirit of lifelong
learning and aspires to strengthen the
capabilities of integrating concepts with
applications and values. It contributes towards
the development of communities of
dependable, capable, caring and fair-minded
people.
IIMK is located at Kozhikode, Kerala, the ‘God’s
Own Country’, made famous by the entry of
Vasco Da Gama to India, and is 15 km from
Calicut Railway Station and 38 km from Calicut
Airport. The Institute Campus has been
developed in the scenic ambience of
approximately 96 acres of land in the
Kunnamangalam locality of Kozhikode. The site
comprises of two hillocks with a valley in
between. The panoramic view from the hilltop
is a visual delight and conducive for learning
and contemplation. The design of the Campus
is aimed at preserving the existing ambience,
and incorporates the strong architectural
traditions of Kerala.
Indian Institute
of Management
Kozhikode
Globalizing Indian Thought
MDP Office
Indian Institute of Management Kozhikode
IIMK Campus P.O., Kozhikode 673570, Kerala, India
Phone: +91-495-2809 208/450/388/370
Mobile: 09447100539, 09895098960 | Fax: +91-495-2809370, 2803010, 2803011
Email: [email protected] | Website: www.iimk.ac.in

2013 – 2014 - Indian Institute of Management Kozhikode

Transcription

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