WRITTEN ANALYSIS AND COMMUNICATION II

A study of IIM Udaipur

Assignment 3
Submitted to Prof. Gita Chaudhuri

By Group 9A Anjan Jyoti Goswami, 122012 Neha Jangid, 122053 Rohit Kumar Oram, 122065 Prateek Shukla, 122078 Soumya Dasoju, 122094 Vikas Kumar Singh, 122104

On December 02, 2012

INDIAN INSTITUTE OF MANAGEMENT UDAIPUR

Abstract
This report contains a detailed analysis of the organization - Indian Institute of Management, Udaipur (IIM-U). The objective of the study is to analyze the current functioning of the institute as the youngest institute in its league. The focus areas of the study and analysis are academics, placements, administration and management, infrastructure and alignment of the vision and long term strategy of the institute. The methodology was to collect primary data through interviews and surveys; secondary data from the IIM-U website and others. Initially, there were a lot of infrastructure related problems because time was a constraint while managing issues like labor, connectivity to the place, temporary campus, government procedures and Public Works Department (PWD). The long term strategy of the institute is to be one of the best in teaching and research and to build an entrepreneurial mind set among the students. It would like to connect emotionally to the people of Rajasthan and liked to be called as Rajasthans IIM. A survey about the long term vision revealed words like society, leadership came to the students minds. Students are the building blocks and face of the institute to the outside world. So, the student survey report and placement forms an important part of the report. It gives us a picture of how students have perceived the institute and what they expect. It also puts light on the areas where there is a gap of communication between the students and management. In terms of placements, IIM-U does not want to carve a niche for themselves in any particular field. Instead, it wants to maintain a balance among the various disciplines so that students can choose their own area of expertise. The report concludes with some recommendations regarding academics, clubs/committees etc. based on analysis of the data collected.

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Contents
Abstract ......................................................................................................................................................... 1 Introduction .................................................................................................................................................. 3 Purpose of the report ............................................................................................................................... 3 Issues Identified ............................................................................................................................................ 3 Methodology................................................................................................................................................. 3 Interviews.................................................................................................................................................. 3 Survey........................................................................................................................................................ 4 Secondary Data ......................................................................................................................................... 4 Findings ......................................................................................................................................................... 4 Long Term Vision Alignment ..................................................................................................................... 4 Development and Communication of Vision ........................................................................................ 4 Strategies and Major Area of Focus ...................................................................................................... 5 PGP Program ......................................................................................................................................... 5 Societal Linkages ................................................................................................................................... 5 Students Perception of IIM-Us Vision .................................................................................................. 5 Academics ................................................................................................................................................. 6 Infrastructure ............................................................................................................................................ 7 IIM Udaipur at Mohanlal Sukhadia University (MLSU) ......................................................................... 7 New Campus at BALICHA ...................................................................................................................... 8 Student Affairs .......................................................................................................................................... 8 Placements ................................................................................................................................................ 9 What do students want?..................................................................................................................... 10 What is the way ahead? ...................................................................................................................... 10 Students Perceptions ............................................................................................................................. 11 Conclusion and Recommendations ............................................................................................................ 12 Clubs/Committees: ............................................................................................................................. 12 Academics: .......................................................................................................................................... 12 Miscellaneous /others ........................................................................................................................ 12 Bibliography ................................................................................................................................................ 13 Exhibits ........................................................................................................................................................ 13

Introduction
Indian Institute of Management Udaipur (IIM-U) is a newly established management school added to the premier league of the Indian Institutes of Management (IIMs). The institute was established in 2009 and commenced its operations with a student intake of 58. Currently, it is running its second batch with 100 students. The institute is headed by Prof. Janat Shah as the Director. The institute offers a pedagogy using the case study methodology of teaching by eminent and renowned faculties; both permanent and visiting. The institute is currently operating out of a temporary campus, generously given by the Mohanlal Sukhadia University; while the permanent campus with full-fledged facilities, is under construction in the Balicha area of Udaipur.

Purpose of the report

The objective of the study is to analyze the current functioning of the institute as a newly established one, and recommending the measures that the institute can adopt to carve a niche in the management education landscape in India.

Issues Identified
To proceed with our analysis in a methodical fashion, we segregated the institutes functioning into a few important areas. Primary and secondary data was collected to learn extensively about the following: Vision alignment and long-term strategy Academics Infrastructure Student Affairs Placements

Methodology
For the purpose of this study, we collected primary and secondary data. The methods used were interviews and surveys for primary data and the college website for secondary data. The schedule of the information gathering is given in Exhibit 1.

Interviews
Since, IIM Udaipur is our home ground; we could set up interviews quite easily. We conducted interviews with the faculty and management concerned with the areas of interest identified above. The findings from these interviews are discussed in a later section. The first interview was conducted with the Director of IIM-U, Prof. Janat Shah, regarding the long term strategy that the institute has in store for the upcoming years. The second interview was conducted with Mr. Dinkar Hiteshi, who is in charge of the infrastructure of the college. He shared with us the developments so far in the existing temporary campus and the upcoming campus in Balicha. The information about the faculty operations and academic performance was provided by Mr. Sasi Nair. Mr. Joel Xavier gave insights about the placement activities of IIM-U, and as a student affairs manager,

highlighted the activities going in the campus, that he takes care of. Prof. Srinivasan Tatachari, who takes a course on Organizational Behavior, shared with us his knowledge about the way culture is building up in the institute and its functioning as an organization.

Survey
Another source of primary data was surveys. The best describers of any institute can be the members or students. The students from both senior and junior batch were offered a survey soliciting their views on various aspects of the institute. They were also asked to rate the institute on several parameters which brought to light their expectations from the institute and the changes and progress they want. A survey was also conducted to collect information regarding the academic infrastructure and academic programs offered at the institute.

Secondary Data
The website of the institute acted as a rich source for providing the secondary data.

Findings
We shall discuss the findings from the interviews in this section

Long Term Vision Alignment

The vision of IIM-U has not been formally decided as on date, but the management has worked hard to start the institute along some concrete values and ideas. According to Prof. Janat Shah, Director, these are the lines along which he wants to build the institute: 1. The institute wants to establish itself as one of the best in India for teaching and research. 2. The institute wants to increase its scale and wants to reach to a level where we can admit one thousand students within 10 years of its inception. The planned increase in number is not a strategy that is imposed by any regulating authorities but an answer to cater to the growing demands of professional education in the country. 3. The institute wants to contribute to the region. 4. In the long term, the institute wants to focus on building a reputation for the entrepreneurial mindset of its students. The main reason for the creation of new IIMs was to increase the reach of management education in India and cater to the growing demands which were not being fulfilled fully by the older IIMs. Development and Communication of Vision Instead of deciding the vision at the inception of the institute, IIM-U started with an idea regarding its vision and has involved its initial stakeholders, both students and faculty to frame its vision. It conducted a mission and vision building workshop by the name of My True North on July 30, 2011 (My True North). The aim of the exercise was to help its students in better understanding what they wanted out of their stint at IIM-U and to help them envision their eventual goals post-MBA. The inputs were incorporated in the idea for vision of the institute. It also conducted a PGP Transformation Research to gain insights of how the student community perceives the institute. IIM-U is planning to conduct

another Visioning workshop in January 2013, where it is planning to lay out the formal vision of the institute. The values and ideas of the institute are also formally and informally communicated to the students and other stakeholders through initiatives like Open House with Director, media publications from Media Interaction Cell and other similar initiatives. Strategies and Major Area of Focus As per Prof. Janat Shah, We want to really focus on our Academics and building the culture of the institute in the initial years. If we do that right, other things will follow. When asked about the relative priorities of different segments in different phases of the institute (Exhibit 2), he gave academics and research as top priority, followed by student activities, placements and cultural activities. PGP Program The strategy for IIM-U PGP program is to be a transformational program. It does not want to follow any existing trends but the aim is to reinvent the MBA curriculum in India. The director is in consultation with Mr. Srikant M. Datar, the Arthur Lowes Dickinson Professor of Accounting at Harvard University on rethinking the PGP program on lines of current scenario. He wants to focus on the mantra of Knowledge-Application-Reflection so that students can use the learning from their time in the institute in real scenarios. The institute wants to focus on its flagship course, the PGP program in the initial years. This is the reason it is not planning for any major executive program in the initial years. Societal Linkages According to Prof. Janat Shah, We would like to be known as Rajasthans IIM. The director believes that the society of Rajasthan and specially Udaipur has been very kind and facilitative to IIM-U in its initial years. The institute would like to contribute as much as it can to make the relationship bilateral. It would like to have an emotional linkage with the society. The institute has already carried out some initiatives to further this linkage. It maintains a healthy relationship with MLSU, with which it currently shares a campus. IIM-U has committed a shared faculty with MLSU and is working toward development of management faculty in Rajasthan. In the recently held Womens Entrepreneurial Workshop, IIM-U gave a discount for local participants. The students initiative Prayatna is a group which strives to bring about changes in the society through grass root level interactions with various sectors, including education, healthcare, environment, etc. Students Perception of IIM-Us Vision The students from PGP-I were asked to give their version of IIM-Us vision as part of academic interaction in the Facebook group created by Prof. Srinivasan Tatachari. Data was collected from that group and represented students perceptions in the form of a word-cloud. A word-cloud represents the words used most frequently in larger and bolder font. On analysis of the result, (Exhibit 3) it was found that Leaders and Society ranked highest as per the students perspective. The words signifying entrepreneurial mindsets were ranked relatively low. The word group corresponding to education and academics also ranked lower. This shows that IIM-U has been able to communicate its vision regarding society effectively towards students, although a gap still exists between institutes communication and students understanding regarding its messages of entrepreneurial mindset.

Academics
IIM-U has an Academic Advisory Board comprising of eminent academicians like Prof. Jahar Saha (former director of the Indian Institute of Management (IIM), Ahmedabad), and Prof. M.R. Rao (former director of the Indian Institute of Management (IIM), Bangalore) which helps the management in achieving the high standards it has set for itself (Academic Advisory Board). In order to realize its goal to become a preferred institute academically, IIM-U has been following a strategy to invest heavily in developing its academic infrastructure, even though currently it is operating in a temporary campus. It has built state of the art class rooms and IT infrastructure. It is the first institute in India to set up a Bloomberg lab and is planning to set up an analytics lab in the near future. It aims to have the best and most experienced visiting faculties and build a team of young teachers who can be the top management instructors of the future. It has invested heavily in faculty development programs. In order to groom the permanent faculties, academic and research mentors are provided to the faculty. IIM-U has decided not to have posts for PGP, Administration and Placement Chairmen so as to free the faculty resources for teaching and research. Administration at IIM-U is a separate division and the involvement of faculty is strictly on a policy formulation level. It is also trying to build more and more strategic relationships with national and international institutes. The students committee, Academic Council provides a link between the students and the faculty regarding academic issues. At present, the courses offered at IIMU are a PGP Course, full time residential program and a PGPX dual degree program in Global Supply Chain Management in partnership with Purdue University, USA. We shall focus on the PGP program. As part of the PGP program in general management, twenty three core subjects are taught with an option for students to choose from thirty four elective courses (Exhibit 4). A Management Development Program was conducted in 2011 2012 as also several Faculty Development Programs. An interview with Mr. Sasi Nair, the PGP Program Manager yielded some interesting insights about how the institution views the PGP program and its expectations from the students. The aim of the PGP course is to provide peer learning, group learning and classroom learning. Classroom learning is facilitated by the professors who are one of the pillars of any educational institution. IIMU is the first new IIM to complete the requirement to recruit twelve permanent faculty members. They could achieve this thanks to the unique idea of not requiring physical presence of faculty. These faculty members will carry out their duties as expected, except that they are located elsewhere. While recruiting faculty, the institute looks at the following: potential to deliver, potential to teach and potential to carry out research. The institute also has a strategy of hiring young people and helping them to be star professors. To encourage research, the institute has also contacted people from the industry who can pursue their PhD while teaching here at IIM-U. The institute offers them a well-equipped library and the freedom to carry out their research independently. The visiting faculty at IIM-U is on par with that of other established institutes. They comprise leading consultants from industry (twenty two) and academicians (five) (Exhibit 5).

The other part of the story is of course, the students. A batch profile is decided by the criteria that an institute uses in selection. IIMU selected its current batch by emphasizing not only on the CAT scores, but also various other factors like graduation, bachelors educational background etc. (IIMU website) It aims to be a transformation program; any student who comes in must leave with a purpose and a holistic way of thinking. This is ensured by a unique requirement at IIMU; the rural immersion program. Every student has to spend time at the grass-roots level of India her villages. This gives students an exposure to the socio-economic life at the heart of India and they can keep it at the back of their mind while implementing any decisions in future. Another unique feature of the course at IIM-U is its focus on global exposure for its students. About 50 % of students undertake a two week stint at an international location as part of the International Business Practices Program. (IIMU website) According to Mr. Nair, IIMU does not lack anything in terms of faculty or infrastructure or even quality of students. He stressed that the perception students need to build of themselves is We are as good as anyone else. With examples from his vast experience at other established institutes, he exhorted students to develop a can-do attitude and make use of every opportunity to interact with the industry.

Infrastructure
Infrastructure is also one of the premier attractions of the B schools in India. Every campus has something unique to provide to its students. IIM-U, the youngest IIM has come up at its temporary campus at Polymer Science Building at Mohanlal Sukhadia University (MLSU), Udaipur Rajasthan in July 2011. It has further plans to shift to its new campus at Balicha, Udaipur by 2015. IIM Udaipur at Mohanlal Sukhadia University (MLSU) The youngest IIM faced a lot of challenges in its initial days while setting up with its temporary campus at Mohanlal Sukhadia University (MLSU), Udaipur Rajasthan. There was only a month to start the first academic session in July 2011 and July being a rainy season, a lot of effort put in by the management made it possible to come up with classroom and hostel facilities in time. Academic Building This campus has 4 classrooms, a library, a canteen, and hostel and mess facilities for around 150 students. Apart from this it has a gym, night canteen, a badminton court and a playground for recreational activities. Currently there are 2000 plus books in the library along with some national and international journals. There is expansion plan of library so that there can be a place for casual reading and efforts are being made to have same kind of books and journals as in most of the top institutes of the country like IIM A, ISB Hyderabad etc. The classrooms are one of the important priorities of the institute. The classrooms have a semi-circular kind of seating arrangement, so that everyone can have a clear view and attention of the professor in the class. The classrooms are high-tech, using materials which have noise reduction properties which can absorb the external noise. There are fully airconditioned rooms including facilities of projector, multi- media and sound system. For finance junkies, 12 Bloomberg terminals are installed in the campus, which is one of the unique features in IIM Udaipur.

IT Infrastructure The Hostel and the academic building have 1 Gbps internet link in the campus which is provided by BSNL and there is also a back-up link of 5 Mbps provided by TATA. IT department and a selected student body ConnectIT looks after the IT infrastructure of the entire campus. IBM server at the data center provides domain level security and data storage to students with 8 TB raw capacity. Video conferencing facilities are provided in the classrooms so as to integrate virtual classrooms in the class. The management also encourages the students to implement new technology and features in the campus. New Campus at BALICHA The new campus is spread over an area of 253 acres of land in Balicha area in Udaipur, Rajasthan which has been allocated by Government of Rajasthan. The new campus is going to be constructed by the firm Vastu Shilpa Architects and the chief architect is a colleague of the famous (late) Louis Kahn, who was the chief architect of IIM- Ahmedabad. A Project Management Committee has been formed which is looking after the construction of the new campus. The campus will be constructed in 2 phases: Phase 1: This will be constructed in an area of about 50-60 acres with a capacity of 600 students in the campus. Apart from the academic building and hostel facilities the new campus would be having Cafeteria, Auditorium, and Amphitheatre, 2 playgrounds, gym and residence for the faculties. This phase would mostly be completed by 2015 and the students will be shifted during the summers so that the curriculum does not get affected. The campus is constructed as per the norms of GRIHA rating (griha india) which has some of benefits such as 30 percent reduction in energy consumption, less waste generation, green supply chain etc. The main motive is to have a lean organization where is a continuous scope of improvement in terms of efficiency and effectiveness. Phase 2: The second phase is part of the long term strategy with a plan to increase the capacity to 1200 by 2018. The design of the campus would incorporate the rich heritage of Mewar, south-central region of Rajasthan with the blend of latest technology. The projected plan has some small artificial water bodies like an Oasis which adds beauty of the campus. The shifting process of the campus will most probably be outsourced to a private agency but some of the core areas such as IT infrastructure and library will be handled by the college itself.

Student Affairs
One of the definitions of culture goes like this: The predominating attitudes and behavior that characterize the functioning of a group or organization. (The Free Dictionary) At IIM Udaipur, Mr. Joel Xavier, Student Affairs Manager is charged with the role of facilitating the process of building this great culture. Building a culture is so important to an institute, especially a newly established institute like IIMU, because this is what defines the students who graduate from here. They will be ambassadors of this culture and the IIMU way when they pursue careers in their chosen fields. It is what keeps the institute going, brings the alumni back, and attracts fresh talent every year. According to Mr. Xavier, the top three adjectives for the culture at IIMU right now are fledgling, evolving and unique. The aim of the institute is to move towards a culture which is vibrant, burned

on the soul and unique. What most of the established campuses have evolved over the last twenty odd years, IIMU wants to evolve within the next five years. For this to happen, each batch needs to contribute four to five significant things to the annual calendar. This can be events like the Leadership Summit or even some traditions, like the recent enthusiasm for cycling. These events must come together as incremental changes which move toward a common goal. Mr. Xavier also has a goal to encourage students to create tangible artifacts to represent the IIMU life. An example is the Brass Rat the class ring that every MIT graduate cherishes. (Wikipedia - The Brass Rat) Another idea introduced to the students was to create a constitution that embodies the IIMU way. As with any vision, there are always challenges. As a group, the mindset is lethargic this is the biggest challenge faced while implementing any new idea. Also the small batch size, coupled with the 20% 30 % population who are not interested in any activity, makes the turnout at events pretty small. At more established institutions where a strong culture is already flourishing; the problems are different an unwillingness to accept what already is tradition, re-inventing the wheel, and sometimes just overkill. Regarding participation in events at other colleges, the view expressed was that currently, it is better to focus on events within college. For the right culture to be built at this nascent stage of IIMU, things need to happen here on campus rather than winning glory elsewhere. The activity of students is usually gauged by how the clubs function. In IIMU, there are clubs for different interests like entrepreneurship, marketing, sports etc. Refer to Exhibit xx for a complete list. According to Mr. Xavier, the ideal club structure is unregulated; where students manage their affairs with minimal intervention from faculty. The Cultural Club celebrated this festive season with great fanfare; Finomina, the finance club has some exciting events lined up; and Saksham, the Entrepreneurship cell recently concluded its first event a B Plan contest. These activities are steps in the right direction. And there will certainly be more focus on this area once January 2013 rolls around, as that is when prospective students will be looking at the institute and the exciting things that happen here.

Placements
Placements are one of the most important yardsticks through which a b-school is being judged and perceived. As such is has been one of our prime focus of study. Being established in 2011, IIM Udaipur is still doing its groundwork in creating corporate relationships and brand name for itself. In our study we have interviewed Mr. Joel Xavier, Manager, Student Affairs and Placements, IIM Udaipur. With his insights we were able to draw a picture of how IIM Udaipur perceives itself and the initiatives to be taken to build a solid foundation in the years to come. The placement team comprises of 14 members, led by Mr. Joel Xavier and Ms. Kavita Chotrani and 12 students, 6 each from both batches (Exhibit 6, (IIMU website)). The placement team is formed through a rigorous 5 step hybrid process of selection and election. The students are expected to have good communication and negotiation skills with a goal of selling the institute to the corporate world. IIM Udaipur places itself among the top 40 institutes in the country while doing the ground work to enter

into the top 15 in the next five years. Alumni are the most important contributors to placements. They are the guys coming back to the campus in 7-8 years for the placements said Mr. Xavier. As Mr. Xavier puts it, Our students are our ambassadors to the outside world, and our biggest USP when it comes to placements. It is an agenda of the placement team to portray the institutes worldclass faculty, state-of-the-art infrastructure and the PGP program that ensures both rural and international exposure to its students. What do students want? The placement teams target companies and filters them on four important aspects, namely: 1. 2. 3. 4. Brand Recognition Reputation of the Employer Level of Professionalism Interest of the students

While the branded companies comprises of about 40% of the companies that confirm their presence in the campus, 40% are medium scale or start-ups and the rest are PSUs. The placement team connects with the corporate in three ways, namely Summer Internships, Final Placements and Guest Lectures. Apart from the traditional ways of calls and emails, the team is further strengthened by the support of the institutes Director, Prof. Janat Shah, who personally meets industry leaders. Mr. Xavier and Ms. Chotrani also interact with corporate leaders through face-to-face meetings. Guest Lectures are a way of showcasing the talent of the batch to the senior managers which helps to influence their decisions of visiting the campus for placement purposes. While many campuses in India have made a niche for themselves in different streams as finance, marketing etc., how does IIM Udaipur see itself in this respect? Niche is more of a trap, created by majority of a batch of students choosing to pursue a career in a certain discipline year after year. It has more dangers then benefits. Mr. Xavier. While IIM Udaipur plans to keep a balance among different disciplines, to give the students a level field to choose their field of expertise, it loses out in certain functions, as HR (7% students), which is evident from the Summer Placements 2011 report (Exhibit 7, (IIMU website)). Integrity being one of the key ingredients in building a world-class institution, the placement cell has decided to report their first ever final placements with IPRS 2. What is the way ahead? In IIM Udaipur, faculty is never involved in the day-to-day operations of the placement cell. Mr. Xavier wants to build a tradition where the complete functioning of the placement cell is in the hands of the students. He believes that it is the most sustainable model where students take responsibility of choosing their own career paths and working towards the same. As the batch size grows the responsibility of the placement cell increases manifolds. Mr. Xavier agrees that after a certain threshold, getting all the students placed becomes next to impossible. At that point we might switch to the model of the Ivy League colleges, where students work out their own way to the corporate world.

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Looking into a five year horizon, the placement team wishes to establish strong relations with some of the largest corporate houses in the country and abroad. The shift to the permanent campus in Balicha will also be a big boost to the placement cell both from the point of view of Infrastructure and as an USP to pitch to the corporate. But the most important ingredient will always be the students.

Students Perceptions
Students are an important part of any institute; they can be considered as its building blocks. In the long run students become the representatives of the institute. There is a mutual coordination and expectation from student to institute and vice-versa. So, in addition to interviewing the authorities we surveyed students as well to know their views on the good areas and areas for improvement of the institute. A total of 51 responses were received, out of which 27% students from Batch 2011-2013 responded and 73% from Batch 2012-2014 (Exhibit 8) Cultural Activities: Forty two percent of the students felt that we are doing well as an institute in organizing and conducting the various cultural activities. (Exhibit 8) Clubs and Committees: When we asked students whether they were satisfied with the working and enthusiasm within and outside the clubs/committee, the major response was either its just average or people are not satisfied. It gave us an idea that this is the domain where we need to work hard to come up with some recommendations to compete in the race with other top B schools. Extra-curricular/Co-curricular activities: We asked students whether they felt the institute encourages involvement in extra-curricular and co-curricular activities. We received a mixed response, though only 4% students are extremely satisfied (Exhibit 8), thirty neutral/average and rest equally distributed from dissatisfied to just satisfied. Academics: This is the domain where we found a clear majority. Regarding the academic standards at the institute, 15% were extremely satisfied and only 4% people found to be dissatisfied (Exhibit 8), which clearly implies that we are doing well in this domain. Majority of students were satisfied with the quality of faculty at the institute. Placements: We asked students to rate the placement in institute, 15% said that they are dissatisfied, 29% said that its poor or just fine, 48% said that its average and 8% mentioned they are satisfied (Exhibit 8). As we are a new institute, placement plays an important role for capturing best talent of country and forming a reputation in terms of rankings. Others: In the domain of research and development, the students perception is that there is a need for improvement in this domain. Apart from that, we received mixed responses about student opinion whether they get exposure/opportunities in the institute to showcase their talent. With respect to infrastructure, people are just fine with the current infrastructure but they are very happy and satisfied with the new campus proposal. (Exhibit 8)

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Conclusion and Recommendations

Bringing the report to a close, we would like to mention that it was an eye-opening experience for us to study our very own institute, IIM-U. Based on the different areas we studied: Long Term vision, Academics, Infrastructure, Student Affairs and Placements, we found that there are plenty of things that the institute is already doing to move in the chosen direction. Upon analysis, here are a few recommendations we would like to offer: Clubs/Committees: A faculty mentor for the club who will encourage activities. A system to monitor the contribution of members, so that everyone is accountable. If there are under-performing members, there should be a provision to replace them. There is a need to conduct more events on campus. The administration can encourage this by incorporating club activities in the PGP schedule and budgeting to finance these. Club meetings at-least once in a month and the slot should be assigned by PGP so as it will not clash with any academic engagements. Academics: Though a case study reflects the practical approach of learning but it lasts as a story in the mind and might be washed out in sometime. If students can be exposed to more practical situations like live projects, then they can incorporate these learnings better. Proper measure, for example training, should be taken in order to efficiently utilize the infrastructure resources, ex Bloomberg lab. Miscellaneous /others Encourage students to publish whitepapers/International papers. Encourage clubs and committees to participate in research and development. There should be a forum to share experiences of interactions with industry mentors with other students. Peer evaluation in groups from time to time and anonymous feedback to PGP(Academics) on the parameters of everyones contribution in terms of group dynamics, this will help in eliminating free riders in groups. Since the institute wants to have an entrepreneurial focus, encourage the E-Cell Saksham. There was a gap in communication of vision as evidenced by lack of the word entrepreneur in the word-cloud. Take steps to communicate this more effectively to all stakeholders.

Word Count: 4980

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Bibliography
(n.d.). Retrieved from griha india: http://www.grihaindia.org/ (n.d.). Retrieved from The Free Dictionary: http://www.thefreedictionary.com/culture (n.d.). Retrieved from IIMU website: http://www.iimu.ac.in (n.d.). Retrieved from Wikipedia - The Brass Rat: http://en.wikipedia.org/wiki/MIT_class_ring Academic Advisory Board. (n.d.). Retrieved from IIM-U website: http://www.iimu.ac.in/academicadvisory-board/ My True North. (n.d.). Retrieved from IIM-U website: http://www.iimu.ac.in/my-true-north/

Exhibits
Exhibit 1: Schedule of collection of data Interviewee Prof. Janat Shah Sasi Nair Joel Xavier Col. Dinker Hiteshi Students (PGP I and PGP II) Prof. Srinivasan Tatachari Conducted on 22 Nov 2012, 6:00 PM 1 Dec,2012 4:00 PM 21 Nov, 2012 4:00 PM 27 Nov, 2012 5:00 PM 26 to 28 Nov, 2012 22 Nov, 2012 10:15 AM Interviewer Prateek Shukla and Vikas Kumar Singh Soumya Dasoju Anjan Jyoti Goswami and Soumya Dasoju Rohit Kumar Oram and Neha Jangid Vikas Kumar Singh Prateek Shukla Interview length 1.5 Hrs .5 Hr 40 mins .5 Hr 2 Days 10 Mins

Exhibit 2: Relative priorities of different segments in different phases of the institute Year 1-5 1 2 3 2 1 Year 5-10 1 2 3 2 1 Year 10-15 1 3 2 2 1

Academics Placement Cultural Activity Student Activities Research & Development

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Exhibit 3: Word Cloud

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Exhibit 4: Excerpt from survey on Academic Programs 4.1 Please provide the total no. of courses offered and what % of curriculum time do you allocate for the following? S. No. 1. 2. 3. 4. Course Core Course Elective Course Live Projects with Industry Summer Projects Total no. of Subjects 23 34 Not fixed NA Total 10% Percentage (%) 45% 45%

Exhibit 5: Excerpt from the survey on Faculty

5.4

Number of Visiting Faculty- Teaching Full Course (B-School Course Only):

(Provide the list of Names with Subject and Time Table)(Use separate sheet to give more details)

Total No. (Visiting Faculty) 27*

No. From Academic 22

No. From Corporate 5

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Exhibit 6: Placement team at IIM-U Manager, Student Affairs and Placements Joel Xavier Officer, Placements Kavita Chotrani kavita.chotrani@iimu.ac.in +91 9983066656 joel.xavier@iimu.ac.in +91 8290755158

Student Placement Committee P.Swetha Sunny Nagpal Rishabh Chadha Gaurav Kishnani Arvind Sairam Juhi Panchal Richa Sharma Rahul Verma Ritu Singh Sameer Hasan Anjan Jyoti Goswmi p.swetha@iimu.ac.in Sunny.nagpal@iimu.ac.in Rishabh.chadha@iimu.ac.in Gaurav.kishnani@iimu.ac.in Arvind.sairam@iimu.ac.in juhi.panchal@iimu.ac.in richa.sharma@iimu.ac.in rahul.verma@iimu.ac.in ritu.singh@iimu.ac.in sameer.hasan@iimu.ac.in anjanjyoti.goswami@iimu.ac.in, +91 9982850400 +91 9983055126 +91 9983057825 +91 8239138313 +91 9982807754 +91 9660892023 +91 9602333408 +91 9620048796 +91 7742317734 +91 9602333713 +91 7742314744

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Exhibit 7: Sector-wise analysis of Summer Placements 2011

Exhibit 8: Survey results

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