Monday, June 21, 2010
Sunday, May 9, 2010
Final Year MBA Projects
Hey folks,
If you are in need of final year project assistance,please feel free to contact me.
My number is +9442583758
Cheers!
Raji
If you are in need of final year project assistance,please feel free to contact me.
My number is +9442583758
Cheers!
Raji
Monday, August 10, 2009
Major Theories Of Technological Change
Technological Change
Technological change has been broadly defined as:
“the process by which economies change over time in respect of the products and services they produce and the processes used to produce them”.
More specifically, it has been termed as:
“Alteration in physical processes, materials, machinery or equipment, which has impact on the way work is performed or on the efficiency or effectiveness of the enterprise”.
Technological change may involve a change in the output, raw materials, work organization or management techniques - but in all cases it affects the relationship between labor, capital and other factors of production. While the policies to stimulate technological progress and productivity growth - at both national and firm levels - must be formulated in a broad socio-economic context, their focus ought to be on the internal dynamics of technological change. It has been suggested that the knowledge pertaining to technological change in the less developed countries would be a crucial input to the understanding of the phenomenon in industrialized nations.
Major Theories Of Technological Change
The following paragraphs provide a selective survey of theories of technological change .
Technological change has been broadly defined as:
“the process by which economies change over time in respect of the products and services they produce and the processes used to produce them”.
More specifically, it has been termed as:
“Alteration in physical processes, materials, machinery or equipment, which has impact on the way work is performed or on the efficiency or effectiveness of the enterprise”.
Technological change may involve a change in the output, raw materials, work organization or management techniques - but in all cases it affects the relationship between labor, capital and other factors of production. While the policies to stimulate technological progress and productivity growth - at both national and firm levels - must be formulated in a broad socio-economic context, their focus ought to be on the internal dynamics of technological change. It has been suggested that the knowledge pertaining to technological change in the less developed countries would be a crucial input to the understanding of the phenomenon in industrialized nations.
Major Theories Of Technological Change
The following paragraphs provide a selective survey of theories of technological change .
Neo-Classical Theory
The basic tool for the study of technological change is the notion of a production function which specifies a quantitative relation between inputs and outputs. The most common inputs are capital and labor, which are called factors of production. The production function can be represented as a series of isoquants - curves corresponding to the constant output obtainable by the infinite number of available combinations of the factors of production. At any given time there is a given level of technology which determines the techniques available for production. According to this theory technological change takes place in the form of shifts of the production function towards the origin.
Limitations
• Only labor and capital are incorporated as factors of production. The inclusion of more factors, however, makes the application of the production function analytically more complicated.
• The presence of infinite techniques at a given level of technology is rather unrealistic. Real life situations often imply a choice between a restricted number of options.
• Only cost-reducing improvements can be described by the production function. Improvements in performance or the appearance of new services find no place in this theory.
Marxist Theory
Karl Marx perceived technology as not self generating, but as a process directed by willful, conscious, active people and molded by historical forces. He held that technological change - the development of the productive forces - was the prime mover of history. The individual entrepreneur invests and innovates because it is rational for profit maximization or necessary for survival.
Limitations
• Undermining of capital-saving innovations.
• Underemphasizing the concept of productivity.
• Controversy involved in the theory of the falling rate of profit.
Schumpeter’s theory
This theory views innovation as the engine of economic development and as a disequilibrium phenomenon. Innovation is defined as the carrying out of new combinations of means of production, which include a wide variety of cases such as: the introduction of a new good or of a new quality of a good, or of a new method of production, the opening of a new market, the conquest of a new source of supply of raw materials, the carrying out of a new organization of any industry. The emphasis is laid on the notion that technological change is to be understood as a case of innovation more generally and not as another piece of routine economic behavior. Schumpeter’s formulation of production function differed from neo-classical theory in that capital was excluded and only labor and land were included as inputs.
Limitations
• Psychology of the entrepreneur (the embodied aspect of innovation) is an elusive phenomenon.
• No explicit attention is paid to the process by which innovation is generated.
• Lack of empirical evidence.
Evolutionary Theory
This suggests a biological analogy to explain technological change. The Darwinian two-state process of mutation (invention) and selection (innovation) has been employed to understand the evolution of technology. Biological evolution appears to have a certain correspondence with the interpretation of technological changes in industrial sectors - from a state of flux when product innovation prevails in the search for a successful design, to a maturity phase where incremental process innovation prevails.
Limitations
• Dearth of quantitative models.
• Many propositions need to be validated.
Market-Pull Theory
Markets govern the innovation process. The market constitutes a communication channel through which political, economic, social and ecological forces influence buyers in their demand for technological products. Continuous changes in these forces have an impact on the response provided by technology with respect to the type, capabilities, performance, safeguards, solutions, etc. These messages are transmitted and communicated through the market where buyer’s requirements (themselves influenced by external forces) are matched with technological changes and where future demands can be detected by the producers of technology.
Limitations
• The logical and practical difficulties in interpreting the innovation process.
• Difficulties of defining demand functions as determined by utility functions.
• The incapability of defining the ‘why’, ‘when’ and ‘where’ of certain technological developments instead of others.
Technology-Push theory
Technology is defined as an autonomous or quasi-autonomous factor. It assumes a one-way causal determination approach, i.e., from science to technology to the economy. It proposes that technological developments occur exogenously through discoveries, theories, ideas and R & D work, which may or may not then create (or be matched with latent) demand for their output.
Limitations
• Failure to take into account the intuitive importance of economic factor in shaping the direction of technological change.
• Lack of understanding of the complex structure of feedbacks between the economic environment and the directions of technological change.
Limitations
An Introduction To Technology Management
The word ‘technology’ has a wider connotation and refers to the collection of production possibilities, techniques, methods and processes by which resources are actually transformed by humans to meet their wants.
Ferré (1988) has defined technology as “practical implementations of intelligence".
However, Gendron (1977) has provided a more comprehensive definition:
“A technology is any systematized practical knowledge, based on experimentation and/or scientific theory, which is embodied in productive skills, organization, or machinery”.
The role of technology in fostering economic growth of nations and enhancing their industrial competitiveness has been widely recognized, through its domineering influence over industrial productivity. Further, technology has emerged as the most important resource that contributes directly to socio- economic development. Hence, technology is viewed from various perspectives: as an ‘engine for economic development’, as a ‘strategic resource’, and as a ‘competitive weapon’. This necessitates effective management of technology - at both national and firm levels.
Technology Management (TM), which inter alia aims at planning and developing the technological capabilities of an organization or a nation, has now occupied the centre stage of decision-making.
Gaynor (1989) has provided the following description of TM:
“Managing technology is a method of operation that leverages human resources, technology and other business assets by optimizing the relationships between the technology functions of the business enterprise. It is the process of integrating science, engineering and managing with research, development and manufacturing in order to meet the operational goals of the business unit effectively, efficiently and economically. It includes managing the totality of the technology operations from concept through commercialization”.
TM embraces several interconnected issues such as: technology policy; technological forecasting and assessment; technology strategy; technology transfer; technology-induced as well as market-oriented Research and Development (R&D); process technology and product technology and their continuing improvement; human resource management in terms of innovative capabilities, flexibility and contribution; and technology project management.
TM was set into motion when man invented the wheel, except that it was never practiced consciously. Now, TM has become what it never was before, an organized and systematic discipline. As TM embraces several interconnected issues ranging from policy planning at the national level to strategic planning at the firm level, it calls for decisions and result-oriented actions at the macro-as well as micro-levels and an effective macro-micro linkage.
Macro technology management commonly refers to technology management at the national level. It includes:
• Planning for the development of technological capabilities at the national level.
• Identification of key sectoral technology and related fields to be developed.
• Determining ‘make’ or ‘buy’ decisions, i.e., whether importation or self-development is to be pursued.
• Establishment of institutional mechanisms for directing and coordinating the development of national technological capabilities
• Design of policy measures for controls.
Micro technology management concerns technology management at the firm or project level. It includes:
• Responding to competitors who are using technology as a strategic weapon.
• Integrating technology strategy into the overall corporate strategy.
• Identifying and evaluating technological options and innovations and the factors relating to their success and failure.
• Directing research and development itself, including determination and definition of project feasibility.
• Monitoring and planning technological obsolescence and replacement.
Both macro and micro-technology management seek to raise economic efficiency. Micro TM is the basis for macro TM, while the latter provides guidelines and an environment for the former. Consistency among these two levels of management is essential, but institutional mechanisms will largely determine whether they are effectively combined. While macro-support could catalyze changes, the real actions have to take place at the industry level.
Ferré (1988) has defined technology as “practical implementations of intelligence".
However, Gendron (1977) has provided a more comprehensive definition:
“A technology is any systematized practical knowledge, based on experimentation and/or scientific theory, which is embodied in productive skills, organization, or machinery”.
The role of technology in fostering economic growth of nations and enhancing their industrial competitiveness has been widely recognized, through its domineering influence over industrial productivity. Further, technology has emerged as the most important resource that contributes directly to socio- economic development. Hence, technology is viewed from various perspectives: as an ‘engine for economic development’, as a ‘strategic resource’, and as a ‘competitive weapon’. This necessitates effective management of technology - at both national and firm levels.
Technology Management (TM), which inter alia aims at planning and developing the technological capabilities of an organization or a nation, has now occupied the centre stage of decision-making.
Gaynor (1989) has provided the following description of TM:
“Managing technology is a method of operation that leverages human resources, technology and other business assets by optimizing the relationships between the technology functions of the business enterprise. It is the process of integrating science, engineering and managing with research, development and manufacturing in order to meet the operational goals of the business unit effectively, efficiently and economically. It includes managing the totality of the technology operations from concept through commercialization”.
TM embraces several interconnected issues such as: technology policy; technological forecasting and assessment; technology strategy; technology transfer; technology-induced as well as market-oriented Research and Development (R&D); process technology and product technology and their continuing improvement; human resource management in terms of innovative capabilities, flexibility and contribution; and technology project management.
TM was set into motion when man invented the wheel, except that it was never practiced consciously. Now, TM has become what it never was before, an organized and systematic discipline. As TM embraces several interconnected issues ranging from policy planning at the national level to strategic planning at the firm level, it calls for decisions and result-oriented actions at the macro-as well as micro-levels and an effective macro-micro linkage.
Macro technology management commonly refers to technology management at the national level. It includes:
• Planning for the development of technological capabilities at the national level.
• Identification of key sectoral technology and related fields to be developed.
• Determining ‘make’ or ‘buy’ decisions, i.e., whether importation or self-development is to be pursued.
• Establishment of institutional mechanisms for directing and coordinating the development of national technological capabilities
• Design of policy measures for controls.
Micro technology management concerns technology management at the firm or project level. It includes:
• Responding to competitors who are using technology as a strategic weapon.
• Integrating technology strategy into the overall corporate strategy.
• Identifying and evaluating technological options and innovations and the factors relating to their success and failure.
• Directing research and development itself, including determination and definition of project feasibility.
• Monitoring and planning technological obsolescence and replacement.
Both macro and micro-technology management seek to raise economic efficiency. Micro TM is the basis for macro TM, while the latter provides guidelines and an environment for the former. Consistency among these two levels of management is essential, but institutional mechanisms will largely determine whether they are effectively combined. While macro-support could catalyze changes, the real actions have to take place at the industry level.
Thursday, June 11, 2009
Mahabharat - The Oldest Management Bible
The Mahabharat, the longest epic in the world, is about couple of million words in total. Its not just the length of the epic that makes it grand and superior, but also the quality, reach and teachings it consists. The Mahabharat’s scope is best summarized by one quotation: “What is found here, may be found elsewhere. What is not found here, will not be found elsewhere”.
Mahabharat is not plainly the story of a war or a source of wisdom for philosophers. It exposes the secrets of leadership and the path to success. Mahabharat can be considered equivalent to other management bibles. Whether it is man management, human/organisational behaviour, game theory, management by objectives, all aspects of modern management can be discovered in various characters and episodes of the great epic.
Bhishma, an honest manager caught in diametrically opposed clashes, who was forced to take wrong decisions by forces beyond his power. Yudhisthira is a flawless example of managerial acumen. Karna, a manager who fought his way up the ladder but could not keep up with the pressure and tensions and met a tragic end. Abhimanyu, the son of Arjuna, a daredevil leader without a business-plan of escape. He fought his way into the chakravyuha, but failed to come out and was brutally cornered and killed by Drona and others. Draupadi is the typical model of a woman powerhouse who kept others motivated till the goal is achieved. And Lord Krishna is the ideal example of a leader-manager who kept his eye on the target till the desired outcome was achieved.
In today’s modern management when ethical judgment and importance of recognizing the ethical dimensions is talked about, Mahabharat gives an excellent analogies to identify the ethical boundaries. "Rules of ethical conduct", dharmayuddha, for the war were framed by the supreme commanders of each side. Both sides broke most of these laws at least once.
Lord Krishna himself advised the Pandavas that no action can be perfect in an ever-changing dynamic world and hence he casually advocated them to keep the overall ethical standards in view and then act according to the contingency which may require provisional deviation from strict ethics.
For example, Krishna prevails upon Yudhisthira, an honest king, to lie or convey a “half-truth” to psychologically depress Dronacharya. From the complete moralistic standpoint, such a lie may be considered unethical. But as long as such lies contributed to a desirable final outcome - it was acceptable. So the greatest challenge for the modern corporate leader is the modification of these responses keeping in mind the ethical and legal issues but without compromising corporate interests.
The Mahabharat war was gigantic. The stakes were very great, the whole of the land of Bharat was at stake, and every kingdom from the biggest to the smallest brought its armies to either the Pandava or Kaurava side. Every king and army from all over India stood on that battlefield. That one war changed the whole political landscape of India.
This can be simplest example to explain the importance of building a network of relationships and developing a web of influence. If there is a single lesson from the war, it is that competitors must try to find areas of alliance wherever is possible, group their resources for research and development and offer innovative solutions for customer's money.
Today leaders often lack decision-making power. For example, while preparing for battle, Duryodhana chose Krishna's large army while Arjuna selected Krishna's wisdom instead of just the army. In the end, Arjuna emerged as the winner as he had made the right choice after having weighed all the options carefully.
The great Indian epic is a big storehouse of stories. There are stories inside a story. Each story in itself is the source of knowledge and new learning in various fields of human life especially management.
One such episode is the story of Yaksha’s (Dharma’s) questions to Yudhisthira (Dharmaraja): The story in brief is; In the forest, the Pandavas plan their 13th year of exile to live in disguise and to work in another kingdom. Nakul tries to fetch water from a lake but is told not to use the water by an invisible voice. He ignores the warning, drinks the water and falls down dead. His brothers meet the same fate except for Yudhisthira answers correctly. The Yaksha reveals himself as Lord Yama and grants back the lives of all the dead brothers.
The general management concepts that are portrayed in this particular episode are quite a many. Remembering one’s prime duty no matter what situation one is in (Helping the Brahmin – duty of the Kshatriya), Never underestimate your competitors (Pandavas not heeding to the warning – underestimating the crane), Always learn the rules and meet the terms before entering new game (Answering the questions of Yaksha – respecting the crane in his area of superiority), Being smart thinker, wise and thought leader (Each answer to Yaksha’s question – wisdom and intelligence), Making just decisions without any bias (Choosing Nakul’s life before – Having the right character for judgement).
Everything about the Mahabharat is huge, from its extensive length, to the enormous breadth of its vision. The longest of all epics is like an encyclopedia, a world all on its own.
Mahabharat is not plainly the story of a war or a source of wisdom for philosophers. It exposes the secrets of leadership and the path to success. Mahabharat can be considered equivalent to other management bibles. Whether it is man management, human/organisational behaviour, game theory, management by objectives, all aspects of modern management can be discovered in various characters and episodes of the great epic.
Bhishma, an honest manager caught in diametrically opposed clashes, who was forced to take wrong decisions by forces beyond his power. Yudhisthira is a flawless example of managerial acumen. Karna, a manager who fought his way up the ladder but could not keep up with the pressure and tensions and met a tragic end. Abhimanyu, the son of Arjuna, a daredevil leader without a business-plan of escape. He fought his way into the chakravyuha, but failed to come out and was brutally cornered and killed by Drona and others. Draupadi is the typical model of a woman powerhouse who kept others motivated till the goal is achieved. And Lord Krishna is the ideal example of a leader-manager who kept his eye on the target till the desired outcome was achieved.
In today’s modern management when ethical judgment and importance of recognizing the ethical dimensions is talked about, Mahabharat gives an excellent analogies to identify the ethical boundaries. "Rules of ethical conduct", dharmayuddha, for the war were framed by the supreme commanders of each side. Both sides broke most of these laws at least once.
Lord Krishna himself advised the Pandavas that no action can be perfect in an ever-changing dynamic world and hence he casually advocated them to keep the overall ethical standards in view and then act according to the contingency which may require provisional deviation from strict ethics.
For example, Krishna prevails upon Yudhisthira, an honest king, to lie or convey a “half-truth” to psychologically depress Dronacharya. From the complete moralistic standpoint, such a lie may be considered unethical. But as long as such lies contributed to a desirable final outcome - it was acceptable. So the greatest challenge for the modern corporate leader is the modification of these responses keeping in mind the ethical and legal issues but without compromising corporate interests.
The Mahabharat war was gigantic. The stakes were very great, the whole of the land of Bharat was at stake, and every kingdom from the biggest to the smallest brought its armies to either the Pandava or Kaurava side. Every king and army from all over India stood on that battlefield. That one war changed the whole political landscape of India.
This can be simplest example to explain the importance of building a network of relationships and developing a web of influence. If there is a single lesson from the war, it is that competitors must try to find areas of alliance wherever is possible, group their resources for research and development and offer innovative solutions for customer's money.
Today leaders often lack decision-making power. For example, while preparing for battle, Duryodhana chose Krishna's large army while Arjuna selected Krishna's wisdom instead of just the army. In the end, Arjuna emerged as the winner as he had made the right choice after having weighed all the options carefully.
The great Indian epic is a big storehouse of stories. There are stories inside a story. Each story in itself is the source of knowledge and new learning in various fields of human life especially management.
One such episode is the story of Yaksha’s (Dharma’s) questions to Yudhisthira (Dharmaraja): The story in brief is; In the forest, the Pandavas plan their 13th year of exile to live in disguise and to work in another kingdom. Nakul tries to fetch water from a lake but is told not to use the water by an invisible voice. He ignores the warning, drinks the water and falls down dead. His brothers meet the same fate except for Yudhisthira answers correctly. The Yaksha reveals himself as Lord Yama and grants back the lives of all the dead brothers.
The general management concepts that are portrayed in this particular episode are quite a many. Remembering one’s prime duty no matter what situation one is in (Helping the Brahmin – duty of the Kshatriya), Never underestimate your competitors (Pandavas not heeding to the warning – underestimating the crane), Always learn the rules and meet the terms before entering new game (Answering the questions of Yaksha – respecting the crane in his area of superiority), Being smart thinker, wise and thought leader (Each answer to Yaksha’s question – wisdom and intelligence), Making just decisions without any bias (Choosing Nakul’s life before – Having the right character for judgement).
Everything about the Mahabharat is huge, from its extensive length, to the enormous breadth of its vision. The longest of all epics is like an encyclopedia, a world all on its own.
---------This is an extract from the writings of Hiten Kataria,Welingkar Institute of Management----------------
Thursday, May 21, 2009
MBA in TamilNadu--Alphabetical List of Institutes in Tamilnadu..
Aalim Muhameed Salegh College Of Engineering, Chennai
Aarupadai Veedu Institute Of Management Studies, Vinayaka Mission, Paiyanoor
Adaikalamatha Institute Of Management, Vallam, Thanjavur
Adhiparasakthi Engineering College, Melmarvathur
Adhiyamaan College Of Engineering, Hosur
Aec Business School, Chennai
Alagappa University, Department Of Management Studies, Karaikudi
All India Institute Of Management Studies, Chennai
Alpha Group Of Institutions, Chennai
The American College Department Of Management Studies, Madurai
Amet University (Academy Of Maritime Education And Training), Kanathur
A.M. Jain Institute Of Management, Minambakkam
Amrita Institute Of Computer Technology, Chennai
Amrita Vishwa Vidyapeetham, Amrita School Of Business, Coimbatore
Anand Institute Of Higher Technology, Chennai
Annai Mathammal Sheela Engineering College, Erumapatty, Namakkal Dist.
Anna University, Department Of Management Studies, Chennai / Coimbatore
Annamalai University, Department Of Business Administration, Annamalalnagar
Arignar Anna Institute Of Management Studies & Computer Applications, Chennai
Arulmigu Kalasalingam College Of Engineering, Krishnankoil
Arulmigu Meenakshi Amman College Of Engineering, Vadamavandal Near Kanchipuram
Asan Memorial Institute Of Management, Chennai
The Ashram School Of Careers, Chennai
Association Of Indian Management Schools - Aims Test For Management Admissions (Atma), Chennai
A.V.C. College Of Engineering, Department Of Management Studies, Mannampandal
Avinashilingam School Of Management Technology,
Avinashilingam University For Women, Coimbatore
Bharathiar School Of Management & Entre. Dev., Bharathiar University, Coimbatore
Bharath Institute Of Higher Edu. & Research, Bharath Engineering College, Chennai
Bharathidasan Institute Of Management, Tiruchirappalli (Bim Trichy)
Bishop Herber College, Department Of Management Studies, Tiruchirappalli
B.S. Abdur Rahman Institute Of Science & Technology, Chennai
Chennai Business School, Chennai
Cherraan Institute Of Management Studies, Kangayam
City School Of Social & Managerial Sciences, Chennai
Cms College Of Science And Commerce, Coimbatore
Coimbatore Institute Of Management And Technology, Coimbatore
Consortium Of Self-Financing Professional, Arts And Science Colleges In Tamilnadu, Chennai
Db Jain Institute Of Business Management & Research, Chennai
Department Of Humanities And Social Sciences, Chennai
Department Of Management Studies, Avinashilingam University, Coimbatore
Department Of Management Studies, Fatima College, Madurai
Department Of Management Studies, University Of Madras, Chennai
Dhaanish Ahmed College Of Engineering, Chennai
Dhanalakshmi College Of Engineering, Chennai
D.J. Academy For Managerial Excellence, Coimbatore
Dmi College Of Engineering, Chennai
Dr. G.R. Damodaran Institute Of Management, Coimbatore
Dr M.G.R. Educational & Research Institute, Faculty Of Engineering & Tech., Chennai
Dr. N.G.P. Arts & Science College, Department Of Management Studies, Coimbatore
Dr. Pauls Engineering College, Pauls Nagar, Villupuram Dist.
Dwaraka Doss Goverdhan Doss Vaishnav College, School Of Management, Chennai
Easwari Engineering College, Chennai
Edayathangudi G.S. Pillay Engineering College, Nagapattinam
Eikon Academy, Chennai
Enathi Rajappaa Arts & Science College, Pattukkottai
The Ethiraj College For Women, Chennai
Everest Charitable & Educational Trust, Chennai
E.V.P. Institute Of Technology & Management Studies, Chennai
Gandhigram Rural Institute, Gandhigram, Dindigul Dist.
Government Of Tamil Nadu, Directorate Of Technical Education, Directorate Of Collegiate Education, Chennai
Grd Institute Of Management Studies, Coimbatore
Great Lakes Institute Of Management, Chennai
G.R. Govidarajulu School Of Management Studies, Psgr Krishnammal College For Women, Coimbatore
Guru Nanak Institute Of Management, Chennai
Guruvayurappan Institute Of Management, Coimbatore
Hindustan Institute Of Management, Hindustan College Of Engineering, Chennai
Icfai Business School, Chennai
Indian Institute Of Management & Technology, Chennai
The Indian Institute Of Planning & Management, Chennai
Indian Institute Of Technology Madras (Iit Madras), Department Of Management Studies, Chennai
Indian School Of Science And Management, Chennai
Indo-German Training Centre (Igtc), Indo-German Chamber Of Commerce, Chennai
Institute For Financial Management And Research (Ifmr), Chennai
Institute For Technology And Management, Chennai
Institute Of Social Science And Research - Hilton School Of Management, Vellore
International Institute Of Business & Management Pvt. Ltd., (Iibm) Chennai
International School For Management Studies, Chennai
Jansons School Of Business, Coimbatore
Jaya Engineering College, Chennai
Jayam College Of Engineering & Technology, Dharmapuri
Jsn School Of Management, Kanchipuram
Karpagam College Of Engineering, Department Of Management, Coimbatore
Karpaga Vinayaga College Of Engineering & Technology, Maduranthagam
Karunya Institute Of Technology, Coimbatore
K.L.N. College Of Engineering, Pottapalayam
Kodaikanal Christian College, Kodaikanal
Kongu Engineering College, Erode
Kongunadu Arts And Science College, Coimbatore
K.S.R. Business School, K.S.R. Educational Institutions, Tiruchengode
K.S.R. School Of Management, K.S. Rangasamy College Of Technology, Tiruchengodu
Kumaraguru College Of Technology, Coimbatore
Lady Doak College, Madurai
Loyola Institute Of Business Administration (Liba), Chennai
Madha Engineering College, Chennai
Madras School Of Management Sciences, Chennai
Madurai Kamaraj University - Department Of Management Studies, Madurai
Magnus School Of Business, Chennai
Maharaja College For Women, Perundurai
Maharaja Engineering College, Coimbatore
Maharishi Institute Of Management, Chennai
Mahendra Engineering College, Vadugapalayam (Po)
Mailam Engineering College, Mailam, Villupuram Dt.
Manonmaniam Sundaranar University, Tirunelveli
Measi Institute Of Management, Chennai
Mepco Schlenk Engineering College, Department Of Management Studies, Sivakasi
Merit International Education Foundation, Ooty
Meenakshi College Of Engineering, Chennai
Meenakshi Sundararajan School Of Management, Chennai
Misrimal Navajee Munoth Jain Engineering College, Chennai
Mohamed Sathak College Of Arts And Science, Chennai
Mohamed Sathak Engineering College, Kilakarai
Mop Vaishnav College For Women, Chennai
Mother Teresa Women's University, Kodaikanal
National Institute Of Human Resource Development, Chennai
National Institute Of Management Studies, Chennai
National Institute Of Technology (Formerly Regional Engineering College)
Department Of Management Studies, Tiruchirappalli
Nadar Mahajana Sangam - S. Vellaichamy Nadar College, Madhurai
Natraj Institute Of Science & Tech, Chennai
Nehru College Of Management, Coimbatore
New College Institute Of Management, Chennai
Nift-Tea Knitwear Fashion Institute, Tirupur
Noorul Islam College Of Engineering, Thuckalay
Paavai Engineering College, Pachal, Namakkal District
Panimalar Institute Of Management Studies And Commerce, Chennai
Park's College, Tirupur, Dist. Combatore
Park Global School Of Business Excellence, Chennai / Coimbatore
Pee Gee College Of Arts And Science, Dharmapuri
Periyar Maniammai University, Vallam Thanjavur
Periyar University, Salem
P.M.R. Institute Of Technology, Chennai
Pkr Arts College For Women, Gobichettipalayam
Ponnaiyah Ramajayam Institute Of Management (Prim), Thanjavur
Prathyusha Engineering College, Prathyusha Institute Of Technology & Management, Tirulallur Dist.
Prince Engineering College, Shri Venkateshwara Padmavathy, Chennai
Prist University, Thanjavur
Psg Institute Of Management / Psg College Of Technology - Department Of Management Sciences, Coimbatore
Psg College Of Arts & Science, Coimbatore
Psgrk College For Women, Coimbatore
Psna College Of Engineering & Technology, Dindigul
Raja College Of Engineering And Technology, Department Of Master Of Business Administration, Madurai
Rai Business School, Chennai
Rajalakshmi Engineering College, Chennai
Rajas Colleges, The Indian Engineering College, Vadakkangulam
R.L. Institute Of Management Studies, Madurai
R.M.D. Engineering College, Kavaraipettai
R.M.K. Engineering College, Kavaraipettai
R.V.S. College Of Engineering & Technology, Dindigul
R.V.S. Institute Of Management Studies And Research, Coimbatore
S.A. Engineering College, Chennai
Sakthi Mariamman Engineering College, Chennai
Sapthagiri College Of Engineering, Dharmapuri
Saranathan College Of Engineering, Tiruchirappalli
Sardar Vallabhbhai Patel Institute Of Textile Management, Coimbatore
Sathyabama Institute Of Science & Tech, School Of Management Studies, Chennai
Saveetha University, Chennai
Scs Kothari Academy For Women, Chennai
Sengunthar Institute Of Management Studies, Tiruchengode
Shanmugha Arts, Science, Technology & Research Academy (Sastra), Thanjavur
Shobha School Of Management, Erode
Shree Motilal Kanhaiyalal Fomra Institute Of Technology, Chennai
Shri Andal Alagar College Of Engineering, Chingleput
Shri Nehru Maha Vidyalaya College Of Arts And Science, Coimbatore
Small Industries Service Institute, Chennai
S.N.R Sons College, Coimbatore
Sona School Of Management, Sona College Of Technology, Salem
Sourashtra College, Madhurai
Sree Aman Institute Of Management And Research, Chittode
Sree Balaji Medical College And Hospital, Chennai
Sree Saraswathi Thyagaraja College, Pollachi, Coimbatore District
Sree Sastha Institute Of Management & Computer Studies, Chennai
Sri Chandrasekharendra Saraswati Viswa Mahavidyalaya - Department Of Management Studies, Kanchipuram
Sri Krishna College Of Engineering & Tech, School Of Management, Coimbtaore
Srimad Andavan Arts & Science College, Tiruchirappalli
Srimati Indira Gandhi College For Women, Tiruchirappalli
Sriram Engineering College, Vandalur
Sriram Institute Of Management, Sriram Engineering College, Perumalpattu, Near Veppampattu Railway Station
Sri Ramachandra Medical College & Research Institute, Chennai
Sri Ramakrishna Institute Of Technology, Coimbatore
Sri Sai Ram Engineering College, Sri Sai Ram Institute Of Management St, Chennai
Sri Sankara School Of Management And Computer Studies, Trichy
Sri Sankara School Of Management, Kancheepuram
Sri Venkateswara College Of Computer Applications And Management, Coimbatore
Ssm College Of Engineering, Komarapalayam
Ssn School Of Management & Computer Applications, Kalavakkam
Srm Group Of Educational Institutions, Chennai
Srm Institute Of Management Studies, Kattankulathur
Srm Institute Of Science & Technology, Kattankuluthur
Stansfield School Of Business, Chennai
St Joseph College Of Engineering, Chennai
St Marys School Of Management Studies, Jeppiaar Engineering College, Chennai
St. Peter's Institute Of Management, Chennai
Suverna International Institute Of Management Studies, Ooty
Swiss Management Academy, Ooty
Tagore Engineering College, Chennai
Tamilnadu Agricultural University, Coimbatore
Tamilnadu College Of Engineering, Department Of Management Studies, Coimbatore
Tamil Nadu Common Entrance Test (Tancet), Chennai
Tamilnadu Unaided Colleges Management Association [Common Entrance Test For Mba Course (Management Quota)], Chennai
Tamil Nadu Open University, Chennai
Tata-Dhan Academy, Madurai
Thangavelu College Of Science And Management, Chennai
Thanthai Hans Roever Institute Of Management Studies, Perambalur
Thiagarajar School Of Management, Madurai
Universal Empire Institute Of Technology, Chennai
V.L.B. Janakiammal College Of Engineering And Technology, Coimbatore
V.M.K.V. Engineering College, Vinayaka Missions' Institute Of Management Studies, Salem
Vallammal Education Training College
Velammal College Of Management And Computer Studies, Chennai
Vel's College, Chennai
Veltech Group Of Educational Institutions, Vel Rangarajan Sakunthala College Of Management & Science, Chennai
Vgp School Of Management, Chennai
Vinayaka Mission's A.V. Institute Of Management, Chennai
Vinayaka Centennial Canadian Business School, Chennai
Vinayaka Mission's Research Foundation Deemed University, Salem
Virudhunagar Hindu Nadar's Senthikumara,Virudhunagar
Vit-Business School, Vit University, Vellore
Vysya Institute Of Management Studies, Salem
Aarupadai Veedu Institute Of Management Studies, Vinayaka Mission, Paiyanoor
Adaikalamatha Institute Of Management, Vallam, Thanjavur
Adhiparasakthi Engineering College, Melmarvathur
Adhiyamaan College Of Engineering, Hosur
Aec Business School, Chennai
Alagappa University, Department Of Management Studies, Karaikudi
All India Institute Of Management Studies, Chennai
Alpha Group Of Institutions, Chennai
The American College Department Of Management Studies, Madurai
Amet University (Academy Of Maritime Education And Training), Kanathur
A.M. Jain Institute Of Management, Minambakkam
Amrita Institute Of Computer Technology, Chennai
Amrita Vishwa Vidyapeetham, Amrita School Of Business, Coimbatore
Anand Institute Of Higher Technology, Chennai
Annai Mathammal Sheela Engineering College, Erumapatty, Namakkal Dist.
Anna University, Department Of Management Studies, Chennai / Coimbatore
Annamalai University, Department Of Business Administration, Annamalalnagar
Arignar Anna Institute Of Management Studies & Computer Applications, Chennai
Arulmigu Kalasalingam College Of Engineering, Krishnankoil
Arulmigu Meenakshi Amman College Of Engineering, Vadamavandal Near Kanchipuram
Asan Memorial Institute Of Management, Chennai
The Ashram School Of Careers, Chennai
Association Of Indian Management Schools - Aims Test For Management Admissions (Atma), Chennai
A.V.C. College Of Engineering, Department Of Management Studies, Mannampandal
Avinashilingam School Of Management Technology,
Avinashilingam University For Women, Coimbatore
Bharathiar School Of Management & Entre. Dev., Bharathiar University, Coimbatore
Bharath Institute Of Higher Edu. & Research, Bharath Engineering College, Chennai
Bharathidasan Institute Of Management, Tiruchirappalli (Bim Trichy)
Bishop Herber College, Department Of Management Studies, Tiruchirappalli
B.S. Abdur Rahman Institute Of Science & Technology, Chennai
Chennai Business School, Chennai
Cherraan Institute Of Management Studies, Kangayam
City School Of Social & Managerial Sciences, Chennai
Cms College Of Science And Commerce, Coimbatore
Coimbatore Institute Of Management And Technology, Coimbatore
Consortium Of Self-Financing Professional, Arts And Science Colleges In Tamilnadu, Chennai
Db Jain Institute Of Business Management & Research, Chennai
Department Of Humanities And Social Sciences, Chennai
Department Of Management Studies, Avinashilingam University, Coimbatore
Department Of Management Studies, Fatima College, Madurai
Department Of Management Studies, University Of Madras, Chennai
Dhaanish Ahmed College Of Engineering, Chennai
Dhanalakshmi College Of Engineering, Chennai
D.J. Academy For Managerial Excellence, Coimbatore
Dmi College Of Engineering, Chennai
Dr. G.R. Damodaran Institute Of Management, Coimbatore
Dr M.G.R. Educational & Research Institute, Faculty Of Engineering & Tech., Chennai
Dr. N.G.P. Arts & Science College, Department Of Management Studies, Coimbatore
Dr. Pauls Engineering College, Pauls Nagar, Villupuram Dist.
Dwaraka Doss Goverdhan Doss Vaishnav College, School Of Management, Chennai
Easwari Engineering College, Chennai
Edayathangudi G.S. Pillay Engineering College, Nagapattinam
Eikon Academy, Chennai
Enathi Rajappaa Arts & Science College, Pattukkottai
The Ethiraj College For Women, Chennai
Everest Charitable & Educational Trust, Chennai
E.V.P. Institute Of Technology & Management Studies, Chennai
Gandhigram Rural Institute, Gandhigram, Dindigul Dist.
Government Of Tamil Nadu, Directorate Of Technical Education, Directorate Of Collegiate Education, Chennai
Grd Institute Of Management Studies, Coimbatore
Great Lakes Institute Of Management, Chennai
G.R. Govidarajulu School Of Management Studies, Psgr Krishnammal College For Women, Coimbatore
Guru Nanak Institute Of Management, Chennai
Guruvayurappan Institute Of Management, Coimbatore
Hindustan Institute Of Management, Hindustan College Of Engineering, Chennai
Icfai Business School, Chennai
Indian Institute Of Management & Technology, Chennai
The Indian Institute Of Planning & Management, Chennai
Indian Institute Of Technology Madras (Iit Madras), Department Of Management Studies, Chennai
Indian School Of Science And Management, Chennai
Indo-German Training Centre (Igtc), Indo-German Chamber Of Commerce, Chennai
Institute For Financial Management And Research (Ifmr), Chennai
Institute For Technology And Management, Chennai
Institute Of Social Science And Research - Hilton School Of Management, Vellore
International Institute Of Business & Management Pvt. Ltd., (Iibm) Chennai
International School For Management Studies, Chennai
Jansons School Of Business, Coimbatore
Jaya Engineering College, Chennai
Jayam College Of Engineering & Technology, Dharmapuri
Jsn School Of Management, Kanchipuram
Karpagam College Of Engineering, Department Of Management, Coimbatore
Karpaga Vinayaga College Of Engineering & Technology, Maduranthagam
Karunya Institute Of Technology, Coimbatore
K.L.N. College Of Engineering, Pottapalayam
Kodaikanal Christian College, Kodaikanal
Kongu Engineering College, Erode
Kongunadu Arts And Science College, Coimbatore
K.S.R. Business School, K.S.R. Educational Institutions, Tiruchengode
K.S.R. School Of Management, K.S. Rangasamy College Of Technology, Tiruchengodu
Kumaraguru College Of Technology, Coimbatore
Lady Doak College, Madurai
Loyola Institute Of Business Administration (Liba), Chennai
Madha Engineering College, Chennai
Madras School Of Management Sciences, Chennai
Madurai Kamaraj University - Department Of Management Studies, Madurai
Magnus School Of Business, Chennai
Maharaja College For Women, Perundurai
Maharaja Engineering College, Coimbatore
Maharishi Institute Of Management, Chennai
Mahendra Engineering College, Vadugapalayam (Po)
Mailam Engineering College, Mailam, Villupuram Dt.
Manonmaniam Sundaranar University, Tirunelveli
Measi Institute Of Management, Chennai
Mepco Schlenk Engineering College, Department Of Management Studies, Sivakasi
Merit International Education Foundation, Ooty
Meenakshi College Of Engineering, Chennai
Meenakshi Sundararajan School Of Management, Chennai
Misrimal Navajee Munoth Jain Engineering College, Chennai
Mohamed Sathak College Of Arts And Science, Chennai
Mohamed Sathak Engineering College, Kilakarai
Mop Vaishnav College For Women, Chennai
Mother Teresa Women's University, Kodaikanal
National Institute Of Human Resource Development, Chennai
National Institute Of Management Studies, Chennai
National Institute Of Technology (Formerly Regional Engineering College)
Department Of Management Studies, Tiruchirappalli
Nadar Mahajana Sangam - S. Vellaichamy Nadar College, Madhurai
Natraj Institute Of Science & Tech, Chennai
Nehru College Of Management, Coimbatore
New College Institute Of Management, Chennai
Nift-Tea Knitwear Fashion Institute, Tirupur
Noorul Islam College Of Engineering, Thuckalay
Paavai Engineering College, Pachal, Namakkal District
Panimalar Institute Of Management Studies And Commerce, Chennai
Park's College, Tirupur, Dist. Combatore
Park Global School Of Business Excellence, Chennai / Coimbatore
Pee Gee College Of Arts And Science, Dharmapuri
Periyar Maniammai University, Vallam Thanjavur
Periyar University, Salem
P.M.R. Institute Of Technology, Chennai
Pkr Arts College For Women, Gobichettipalayam
Ponnaiyah Ramajayam Institute Of Management (Prim), Thanjavur
Prathyusha Engineering College, Prathyusha Institute Of Technology & Management, Tirulallur Dist.
Prince Engineering College, Shri Venkateshwara Padmavathy, Chennai
Prist University, Thanjavur
Psg Institute Of Management / Psg College Of Technology - Department Of Management Sciences, Coimbatore
Psg College Of Arts & Science, Coimbatore
Psgrk College For Women, Coimbatore
Psna College Of Engineering & Technology, Dindigul
Raja College Of Engineering And Technology, Department Of Master Of Business Administration, Madurai
Rai Business School, Chennai
Rajalakshmi Engineering College, Chennai
Rajas Colleges, The Indian Engineering College, Vadakkangulam
R.L. Institute Of Management Studies, Madurai
R.M.D. Engineering College, Kavaraipettai
R.M.K. Engineering College, Kavaraipettai
R.V.S. College Of Engineering & Technology, Dindigul
R.V.S. Institute Of Management Studies And Research, Coimbatore
S.A. Engineering College, Chennai
Sakthi Mariamman Engineering College, Chennai
Sapthagiri College Of Engineering, Dharmapuri
Saranathan College Of Engineering, Tiruchirappalli
Sardar Vallabhbhai Patel Institute Of Textile Management, Coimbatore
Sathyabama Institute Of Science & Tech, School Of Management Studies, Chennai
Saveetha University, Chennai
Scs Kothari Academy For Women, Chennai
Sengunthar Institute Of Management Studies, Tiruchengode
Shanmugha Arts, Science, Technology & Research Academy (Sastra), Thanjavur
Shobha School Of Management, Erode
Shree Motilal Kanhaiyalal Fomra Institute Of Technology, Chennai
Shri Andal Alagar College Of Engineering, Chingleput
Shri Nehru Maha Vidyalaya College Of Arts And Science, Coimbatore
Small Industries Service Institute, Chennai
S.N.R Sons College, Coimbatore
Sona School Of Management, Sona College Of Technology, Salem
Sourashtra College, Madhurai
Sree Aman Institute Of Management And Research, Chittode
Sree Balaji Medical College And Hospital, Chennai
Sree Saraswathi Thyagaraja College, Pollachi, Coimbatore District
Sree Sastha Institute Of Management & Computer Studies, Chennai
Sri Chandrasekharendra Saraswati Viswa Mahavidyalaya - Department Of Management Studies, Kanchipuram
Sri Krishna College Of Engineering & Tech, School Of Management, Coimbtaore
Srimad Andavan Arts & Science College, Tiruchirappalli
Srimati Indira Gandhi College For Women, Tiruchirappalli
Sriram Engineering College, Vandalur
Sriram Institute Of Management, Sriram Engineering College, Perumalpattu, Near Veppampattu Railway Station
Sri Ramachandra Medical College & Research Institute, Chennai
Sri Ramakrishna Institute Of Technology, Coimbatore
Sri Sai Ram Engineering College, Sri Sai Ram Institute Of Management St, Chennai
Sri Sankara School Of Management And Computer Studies, Trichy
Sri Sankara School Of Management, Kancheepuram
Sri Venkateswara College Of Computer Applications And Management, Coimbatore
Ssm College Of Engineering, Komarapalayam
Ssn School Of Management & Computer Applications, Kalavakkam
Srm Group Of Educational Institutions, Chennai
Srm Institute Of Management Studies, Kattankulathur
Srm Institute Of Science & Technology, Kattankuluthur
Stansfield School Of Business, Chennai
St Joseph College Of Engineering, Chennai
St Marys School Of Management Studies, Jeppiaar Engineering College, Chennai
St. Peter's Institute Of Management, Chennai
Suverna International Institute Of Management Studies, Ooty
Swiss Management Academy, Ooty
Tagore Engineering College, Chennai
Tamilnadu Agricultural University, Coimbatore
Tamilnadu College Of Engineering, Department Of Management Studies, Coimbatore
Tamil Nadu Common Entrance Test (Tancet), Chennai
Tamilnadu Unaided Colleges Management Association [Common Entrance Test For Mba Course (Management Quota)], Chennai
Tamil Nadu Open University, Chennai
Tata-Dhan Academy, Madurai
Thangavelu College Of Science And Management, Chennai
Thanthai Hans Roever Institute Of Management Studies, Perambalur
Thiagarajar School Of Management, Madurai
Universal Empire Institute Of Technology, Chennai
V.L.B. Janakiammal College Of Engineering And Technology, Coimbatore
V.M.K.V. Engineering College, Vinayaka Missions' Institute Of Management Studies, Salem
Vallammal Education Training College
Velammal College Of Management And Computer Studies, Chennai
Vel's College, Chennai
Veltech Group Of Educational Institutions, Vel Rangarajan Sakunthala College Of Management & Science, Chennai
Vgp School Of Management, Chennai
Vinayaka Mission's A.V. Institute Of Management, Chennai
Vinayaka Centennial Canadian Business School, Chennai
Vinayaka Mission's Research Foundation Deemed University, Salem
Virudhunagar Hindu Nadar's Senthikumara,Virudhunagar
Vit-Business School, Vit University, Vellore
Vysya Institute Of Management Studies, Salem
Monday, May 4, 2009
Master Of Business Administration -The Course..!
MBA
The Master of Business Administration (MBA) is a master's degree in business administration, which attracts people from a wide range of academic disciplines.
Background
The MBA designation originated in the United States, emerging as the country industrialized and companies sought out scientific approaches to management. The first American business school, Wharton School of the University of Pennsylvania, was established in 1881, 62 years after ESCP-EAP was established in 1819 in Paris. The Tuck School of Business, part of Dartmouth College, was the first graduate school of management in the United States. Founded in 1900, it was the first institution conferring advanced degrees (masters) in the commercial sciences, the forebearer of the modern MBA. Founded in 1898, the University of Chicago Graduate School of Business, the second oldest U.S. business school, was the first graduate school in 1940 to offer working professionals the Executive MBA (EMBA) program, a mainstay at most business schools today.
Basic types of MBA programs
Full-time MBA programs are the most common, normally lasting two years. Students enter with a reasonable amount of prior real-world work experience and take classes during weekdays like other university students.
Accelerated MBA programs are a variation of full time programs, lasting 18 months or less, involving a higher course load.Part-time MBA programs normally hold classes on weekday evenings, after normal working hours.
Part-time programs normally last three years or more. The students in these programs typically consist of working professionals, who take a light course load for a longer period of time until the graduation requirements are met.
Executive MBA (EMBA) programs developed to meet the educational needs of managers and executives, allowing students to earn an MBA or another business-related graduate degree in two years or less while working full time. Participants come from every type and size of organization – profit, nonprofit, government — representing a variety of industries. EMBA students typically have a higher level of work experience, often 10 years or more, compared to other MBA students. In response to the increasing number of EMBA programs offered, The Executive MBA Council[4] was formed in 1981 to advance executive education.
Distance learning MBA programs hold classes off-campus. These distance mba programs can be offered in a number of different formats: correspondence courses by postal mail or email, non-interactive broadcast video, pre-recorded video, live teleconference or videoconference, offline or online computer courses. Many respectable schools offer these programs; however, so do many diploma mills. Potential students should check the school's accreditation before undertaking distance learning coursework.
The Master of Business Administration (MBA) is a master's degree in business administration, which attracts people from a wide range of academic disciplines.
Background
The MBA designation originated in the United States, emerging as the country industrialized and companies sought out scientific approaches to management. The first American business school, Wharton School of the University of Pennsylvania, was established in 1881, 62 years after ESCP-EAP was established in 1819 in Paris. The Tuck School of Business, part of Dartmouth College, was the first graduate school of management in the United States. Founded in 1900, it was the first institution conferring advanced degrees (masters) in the commercial sciences, the forebearer of the modern MBA. Founded in 1898, the University of Chicago Graduate School of Business, the second oldest U.S. business school, was the first graduate school in 1940 to offer working professionals the Executive MBA (EMBA) program, a mainstay at most business schools today.
Basic types of MBA programs
Full-time MBA programs are the most common, normally lasting two years. Students enter with a reasonable amount of prior real-world work experience and take classes during weekdays like other university students.
Accelerated MBA programs are a variation of full time programs, lasting 18 months or less, involving a higher course load.Part-time MBA programs normally hold classes on weekday evenings, after normal working hours.
Part-time programs normally last three years or more. The students in these programs typically consist of working professionals, who take a light course load for a longer period of time until the graduation requirements are met.
Executive MBA (EMBA) programs developed to meet the educational needs of managers and executives, allowing students to earn an MBA or another business-related graduate degree in two years or less while working full time. Participants come from every type and size of organization – profit, nonprofit, government — representing a variety of industries. EMBA students typically have a higher level of work experience, often 10 years or more, compared to other MBA students. In response to the increasing number of EMBA programs offered, The Executive MBA Council[4] was formed in 1981 to advance executive education.
Distance learning MBA programs hold classes off-campus. These distance mba programs can be offered in a number of different formats: correspondence courses by postal mail or email, non-interactive broadcast video, pre-recorded video, live teleconference or videoconference, offline or online computer courses. Many respectable schools offer these programs; however, so do many diploma mills. Potential students should check the school's accreditation before undertaking distance learning coursework.
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