[rmbt]

This was held in our dept from Mar 9th to 11th. It was free for the student of DoMS and it was of the best things i have attended in my life. U get to interact with the best.


The zip file is of the various events and articles that have happened in DoMS in last 6 months.

Happy reading.

[rmbt]

B-school kids taste outbound way of life


TIMES NEWS NETWORK[ SATURDAY, JANUARY 20, 2007 12:10:07 PM]CHENNAI: The induction programme for freshers, pursuing management studies at IIT-Madras, is set to be different in the future. For, the Department of Management Studies at IIT-M is proposing to introduce an outbound programme as a method of learning for first year students.

This decision comes following the success of an outbound (OB) competition, held at the campus at the management fest 'Samanvay', hosted by the Department on January seven, 2007.

Tiger Hills, Lakshya, Machas and Gabbar were the four teams formed, with each team comprising eight members. The 32 students, who took part in the competition, were drawn from IIT-M, IIT-Powai, FMS (Delhi), Madras School of Social Work, IIM-Ahmedabad, XIM, Loyola College and Bharatidasan Institute of Management, Trichy.

Ex-army personnel worked with the students, who teamed up to execute oubound drills assigned to them. These included a cross-country race, pitching tents and traversing a 60-ft bridge at a 20-ft height.

As battle cries 'Jai Mata Di, 'Jo Bole so nihal' 'Machas let's talk' and 'Dhawa' rent the air of IIT-M, the enthusiastic bunch went out to explore the jungle wilderness to compete. They had to go through seven hurdles like 'mindsweep,' 'trust fall' and 'walking over the Burma Bridge,' to test their skillsets.

"To the best of our knowledge, this is the first time such an OB competition has been held among B-school students in the country. The campus blended itself to this event," Department of Management Studies head L S Ganesh told ET.

"OB competition is about 'We,' to test interpersonal skills and provide insights into team behavioural patterns. It is a good exercise for mind and body. The four-hour-long sessions were able to trigger an inclination to change," he added.

Recalls Samanvay core coordinator Himanshu Raj "it was a nightmare to do shortlisting as we got an overwhelming response from over 100 students. The final teams were fairly represented by the B-Schools."

"It was totally a first-of-its kind experience. Every team had an army coordinator in the rank of a lieutenant or major. There were also four to five soliders overseeing the arrangements. We are also thinking of having mindsweep as an ice-breaking event for freshers," said Tiger Hills team leader Mukund.

"A girl was part of each team, which had one-fourth external participation. The OB events, held at the stadium and adjoining area, were to enable students to explore a new experience. They also got to learn to cooperate while competing as a team and not as an individual," Prof Ganesh added.

Mr Raj said "management fests are known to have events with an academic touch, with the thrust being on functional areas like finance and marketing. The OB stints were surely a unique part of Samanvay, which was aimed at celebrating synergy, with team building as the objective. We had specifically selected members who did not even know one another."

Organising an OB activity of this scale needed natural resources, he said adding the closest to this event was held by IIM-Bangalore last November.

But there too, group discussions and activities like treasure hunt or cracking puzzles and panel discussions were the key activities. Climbing the building, given the campus ambience, was probably the only physical test held there. Even IIM-A's five-day annual management fest 'Confluence' has, so far, not seen any OB activity of this magnitude, Mr Raj noted.

It took four days to set up the OB infrastructure at IIT-M. "We had to test all the events for two to three days from the safety aspect. This is a manpower- oriented activity where arranging items to meet adequate safety standards are of paramount importance. We now plan to include it as part of our first-year induction exercise," IIT-M deputy registrar, Training, Placement and Public Relations, Lt Col Jayakumar said.

DONT forget to see the snaps in the ZIP file


http://economictimes.indiatimes.com/...ow/1337767.cms 20 Jan 07

[rmbt]

MIST Session By

Mr. Gaganpreet Singh Bedi

Director Rural Development & Panchayati Raj

The MIST {Management Insights for Social Change) chapter of the Department of Management Studies held a talk by Mr. Gagandeep Singh Bedi Director Rural Development & Panchayati Raj. He shared his views on “Natural Disasters and Human
Response for Socio-economic Development”. Mr. Bedi had strategized and implemented the entire relief program in Cuddalore as its District Collector.

On 26th December 2004,Tsunami waves, hit India for the first time wrecking havoc across the southern coastline. The Cuddalore shelf was the worst affected by the tsunami surge.Mr. Bedi coordinated the disaster relief and rehabilitation works to tsunami recovery and was awarded the best collector award by the Indian Red Cross Society in 2006 for his commendable work in the rescue and relief operations.

In 2006 he also achieved his vision of making Cuddalore, “The Model district of the State” with his 13 years of experience in DISASTER MANAGEMENT by various innovative and explorative initiatives.

The Cuddalore Model has been appreciated internationally. Mr. Clinton on visiting Tsunami affected regions in 2006 had remarked that “Florida can learn from Cuddalore”.

The talk focused on the entire gamut of relief operations carried out at Cuddalore. He expertly brought out the similarities between administrators and managers. Mr. Bedi focused on the various skills necessary for a manager by expertly quoting examples from his own field of action. He built on the various statistical figures by showing numerous pictures & practical insights.

Mr. Bedi stressed on the fact that getting help was never the problem. The challenge lay in distributing the resources. He cited examples from the Orissa Cyclone or the Kashmir Earthquake where the goods do not reach the victims. To make the process more efficient at Cuddalore a software system was used for material management.

He laid emphasis on the importance of building a rapport with people & accepting the culture. This may be the reason he was able to convince the people to bury the dead in a predominantly Hindu region. This enabled the administration to focus on other issues on hand.

Mr. Bedi brought up the fact that when one is in authority, one can use the power to get help from numerous sources. For e.g. Mr. Bedi had asked for Rs 1 crore relief fund help but was able to obtain a help of Rs 2 crore from the government. He also stressed that as long as one is apolitical in one’s views one need not worry about political pressure. He cited his own example saying that he had been the collector for 5 years which by itself is a record of sorts.

As Mr. Bedi is a tele-communications engineer, post tsunami various innovative measures like the Wireless Linked Public Address System have been implemented at Cuddalore. Through this system one can notify neighboring villagers regarding any cyclone warning.

He went on to describe the various stages of relief operations carried out at Cuddalore. The relief operations were divided in three stages

• Immediate Relief
• Temporary Relief & Rehab. Measures
• Long term Relief.

The immediate relief operations focused on providing medical care, food & water to the survivors. The temporary measures included electricity supply (which was restored in 72 hours), temporary houses, temporary mobile network coverage (temporary towers were set up in a day) shallow hand pumps etc. The Long term relief measures covered building pucca houses, greening farmlands (The farmlands had been rendered useless by salt deposits), Buying of boats etc.

Various measures like introduction of counseling for women & children, building of children parks gave the whole project a human touch. Mr. Bedi readily admitted that certain schemes like the Help Line served a mere cosmetic purpose and were useful for attracting funds.

The talk was inspiring to the core. Mr. Bedi spoke with humility and ease. This person and his team had won international acclaim yet they remained down to earth and open to questions. The whole session lends credence to the fact that one person can make a lot of difference. One just needs to show dedication & perseverance.

[rmbt]

PLACEMENTS 2007

The Department of Management Studies, IIT Madras recently concluded a spectacular placement season lasting just 3 days for the MBA batch of 2007. While 37 companies had confirmed their participation in the placement process, placements got over with the first 25 companies who came to campus. The recently concluded placement season was significant in a number of ways. Foreign offers were made for the first time on campus. Bloomberg made 4 offers for their New York and Princeton offices, while Indigo Futures, a proprietary trading firm based in Gibraltar, made another 4 offers in the area of options modeling and futures trading for its Gibraltar, Singapore and Dubai offices. The average foreign salary offered on campus this year was USD 66,000 with Bloomberg topping the charts with USD 90,000.

On the domestic front, Goldman Sachs, Caterpillar, Schlumberger, Accenture, and KPMG were the big names added to the recruiter list this year. Other first time recruiters included Kotak Mahindra Bank, SBI Caps, ICRA Consulting, and HP, to name a few. Citibank, Caterpillar and IBM Business Consulting made the highest number of offers.

Finance, Operations and Consulting were the most preferred choices on campus this year.

The banking sector was represented by Citibank, Kotak Mahindra and SBI Capital Markets. Citibank recruited for both its Corporate Banking and Global Consumer Group divisions. Kotak offered profiles in private banking. SBI Capital Markets made attractive offers in the fields of investment banking while IBM and Caterpillar offered profiles in corporate finance.

Avalon Consulting, KPMG, IBM, Accenture and McKinsey KC offered consulting profiles. ICRA’s management consulting division, iMacs, recruited exclusively through PPOs. Caterpillar recruited heavily for their operations profiles including their famed Six Sigma programme. Exciting roles in Analytics were made by McKinsey KC, Grail Research and Hewlett Packard. Infosys and Wipro offered business analyst profiles across various verticals like retail, human capital management, pre-sales etc. Infosys BPO recruited for its Fixed Income Analytics Division.

Bajaj Auto, Henkel and Sterlite Optronics recruited for marketing profiles and HR profiles were offered by IBM, Bajaj, Caterpillar and Sterlite.

The exciting lateral offers made on campus were another significant barometer of the success of this year’s placements. The marquis investment bank Goldman Sachs offered 3 profiles in Investment Banking and Global Investment Research including a lateral offer. Schlumberger offered operations profile for lateral hires. Grail Research (part of the Monitor Group), Accenture, IBM Consulting and Kotak Mahindra also made lateral offers. The average domestic salary offered was Rs. 7.8 lpa, a considerable jump compared to Rs. 6.2 lpa last year. The median salary this year was Rs. 7 lpa.

With a total of 90 offers being made, each student had 1.45 offers on hand. The placement team put in a tremendous amount of effort to ensure smooth running of the process, a fact which was well appreciated by all the participating companies.

The Faculty Coordinator – Placements, DoMS IIT Madras, Dr. Sanghamitra Bhattacharya says, “The manner in which the placement process is handled at our department by the team of student coordinators is a shining example of what teamwork, dedication, intelligent and sensitive planning, coupled with sheer hard work - can achieve. In fact, our students are our best ambassadors in the industry, which is reinforced every year by the high profile companies which have been regularly participating in our placement process.”

The visiting companies were highly impressed with the process, the hospitality and the quality of students. Their fulsome praises and comments, some of which are highlighted below, reaffirm the impressions carried back by the companies at the conclusion of the process:

“[With so many good choices] I felt like a child in a candy shop” - Dr.TarsemS.Jutla, Managing Director, Caterpillar India Ltd.

“Very bright and enthusiastic students… [had] an excellent experience and would love to recruit again” – Ms. Sandra Hutchins, Bloomberg LP.
“Quality of students is good. The process was well coordinated” – Apreeta Singh, Goldman Sachs.
Placements Statistics
Number of students registered and placed

62

Number of recruiting companies

25

Number of offers made (domestic)

82

Number of offers made (foreign)

8

Number of lateral offers

12

Number of offers per student1.45Highest domestic CTC10.3 lpaAverage domestic CTC7.8 lpaMedian domestic CTC7 lpaHighest foreign CTC$90,000Average foreign CTC$66,000
Sector wise breakup

Specialization wise breakup


Summer Placements – DoMS, IIT Madras
The trend of foreign summer internships continued with Bloomberg making international summer internship offers ( in Princeton, New Jersey) to three of the first year students. The summer placement process saw a bevy of top notch companies coming down to recruit the first year students for summer internships.
Other major recruiters that participated in the summer internship process were Citibank, Avalon Consulting, Kotak Mahindra Bank, Wipro, TCS, CTS, ICRA Consulting, US technology, Saint Gobain, Latent View, GE Research, MCKinsey KC and Technopak.

[rmbt]

DoMS, IIT Madras conducts a session on Six Sigma application to IT services

14th March, 2007 CHENNAI,

It has been a hectic week for DoMS, IIT Madras and still some more action is pending for the weekend when the aspirants for DoMS, IIT Madras would be having their GT and interviews (Chennai Round) as a part of the selection process.

It was a matter of great pleasure and pride to have Mr. R Jagdish, Vice President- Mission: Quality, WIPRO TECHNOLOGIES LIMITED with us today to deliver a talk on Six Sigma concept and its applications to the field of IT services. An alumnus of NIT Nagpur and ISI Calcutta, Mr. R Jagdish has worked with over five reputed companies before joining Wipro Technologies four years back. Trained as a Six Sigma professional at Motorola, he is armed with the foremost knowledge on quality standards in the industry.

Starting with the basic concepts of quality, its measurement techniques and usage of statistical tools in quality control, he comfortably led us through the rigours of Six Sigma concepts. His art at the use of real life examples and anecdotes to illustrate the concepts of Six Sigma helped us drive away the awe surrounding the concepts. He dwelt at length on the various benefits of Six Sigma, the challenges in applying it and the conditions under which it should be applied.

Certain key concepts that underlie Six Sigma, like data collection, attributing causes and identifying sources of variation, normal distribution, specification limits and maximum permissible deviations were made clear by him in a lucid manner. The students also got a feel of the various Project Methodologies like DMAIC, DSSP, DSSS, and DMADIV which are being used by the industry to implement Six Sigma in their projects.

The talk was highly useful to the students as they could relate a lot of it to the concepts of Total Quality Management (TQM) which finds a place in the course curriculum for the running quarter.

[rmbt]

Highlights of the MBA@IITM
MBA@IITM has been designed keeping in view today's dynamic business environment, and the consequent need to develop unique, young management talent to work proactively in this environment - talent that will respond as well as steer the dynamics.
The programme structure and curriculum have been designed after a detailed study of some of the best B-schools worldwide. A few pioneering innovations have also been made in the programme. The highlights are presented below:
Unique Pedagogy - The MBA@IITM programme is structured uniquely with courses spread over eight quarters with only four/five courses per quarter. This gives students an optimal learning experience to enable them develop a well-rounded professional personality by engaging in a variety of constructive activities including taking courses on audit, going on field visits, participating in various management workshops and competitions, organizing special professional events, and working on live business projects.
Industrial and Business Domains - One of the glaring gaps in management education today is the lack of industry-specific knowledge and a thorough process-level understanding of organizations in various domains (verticals). This programme includes three core courses on various Industrial and Business Domains spread over the last three quarters.
Course Audits - Students of MBA@IITM can opt for auditing courses from any of the elective courses offered by the Department of Management Studies or from the more than 300 courses offered by the other 14 departments in the Institute.
The Early Recruiter Advantage - Early recruiters can guide students to opt for selected courses - electives, Industrial and Business Domains, and audit courses - during the last three quarters. These selected “launch pad” courses prepare students to enter their careers well tuned to their employers' requirements. Additionally, recruiters can also offer students projects in the last quarter to enable very smooth induction. Many reputed and far-sighted organizations have expressed their enthusiastic approval of this option, and some have already taken this advantage, and intend to leverage it again.
State-of-the-art coursework - Every year, industry trends are studied and anticipated to update the courses. The latest to be added was a domain specialization on BPO.
Professional Development Workshops - These workshops are offered to develop our students' personalities, particularly their soft skills. They include business communication and presentation skills, negotiation skills, teamwork and conflict resolution skills, time management, business etiquette, and foreign languages.
Small Batch Size - The batch sizes are in the range of 50 to 60 students, handpicked from over twenty five thousand applicants who sit for the grueling national-level Joint Management Entrance Test (JMET) conducted by the IITs and IISc. The small batch size enables our faculty to give personalized attention to our students, and build a warm culture of group-work in the Department.
Eclectic Student Mix - Our students are from across the length and breadth of our country. They learn from and enjoy the advantage of working with people from different socio-cultural backgrounds. The mix of students with prior work experience and those who are fresh out of college is balanced well. Likewise, the male-female ratio is also well balanced.

[rmbt]

The Master of Business Administration (MBA) at IIT Madras is a two-year full-time rogramme aimed at training graduates to become capable managers. Students are provided a well rounded learning experience in terms of management theory, modelling situations and actual practice. The programme will involve classroom teaching, case discussions, hands-on management internship in industry and project work.
The programme normally comprises eight quarters of course work with four quarters per year. Each quarter usually will be of eight weeks duration.
Quarter 1 : July - September (8 weeks)
Quarter 2 : September - November (8 weeks)
Quarter 3 : January - March (8 weeks)
Quarter 4 : March - May (8 weeks)
Students entering the programme bring with them their own strengths and abilities. However, it is essential that they develop a common vocabulary of skills and terminology in key business areas as quickly as possible. The first two quarters focus on providing the conceptual foundations of management. The student is equipped with quantitative tools and techniques necessary for analysing business problems. At the same time, the student is also encouraged to develop personal skills such as business communication, general business knowledge and interpersonal skills.
The core courses in the functional areas of management - production, marketing, finance and human resources - are emphasized during the third and fourth quarter. These courses will also have a strong orientation towards the use of analytical tools and techniques. There will also be courses in systems management as well as lab-based courses that introduce various enterprise software and techniques.
The last four quarters integrate the knowledge and skills imparted with emphasis on the chosen electives. The electives are broadly of two kinds - courses on various business stream specialisations and courses that offer an indepth look at certain domain areas.
The inputs given through courses are supplemented with industrial training through a summer project for 8 - 10 weeks after the completion of the fourth quarter and also through a project work during the eighth quarter.

[hayabusa]

wat all posts by rmbt.. other guys at DOMS do not live a life kya??

[rmbt]

Originally Posted by hayabusa

wat all posts by rmbt.. other guys at DOMS do not live a life kya??

Can see how clear is your thinking process !!Do u mind giving your intro!!

Well we have a PR team, which comprimises of Pritam, Gaurav, hetali, lavanya, Vinaya, shubradipManisha, Varsha, Keerthy , Sri ram, Prashant, Priya, Amit, Rahul.

Since there are lot of activities which keep happening in the dept, they have been alloted various tasks ike writing articles, taking photos, contacting the media and so on....I am the one who takes care of PG as i am familiar with the forum from a long time.

Check out the other thread on DoMS. ANd you will get a good idea about it.Though they may not post on PG, doesnt mean that they are dormant.

Hence, dont under estimate the capabilities of my class mates. U have to be here to see and feel what they can do.

[rmbt]

15th March 2007, Chennai

Yet another event conducted by the Corporate Wisdom team, saw the coming together of two eminent personalities from the Human Resource Management fraternity representing CII (Confederation of Indian Industry). The two speakers were Mr. Arun Leslie George and Mr. P. Padmakumar.
Mr. Arun Leslie George who was part of the Murugappa Group since 1990 currently heads the HR function of the Farm Inputs Business i.e. Coromandel Fertilizers Ltd. and GFCL of the Murugappa Group. Mr. P. Padmakumar who also earlier worked with the Murugappa Group, is currently responsible for HR in the Flat Glass Business of Saint Gobain India Ltd.
They started off the session stressing on the importance of the Human Resource, touted as the most important asset of the company, which could make or break a company. HR has been going through different phases as the differentiating resources have changed over time starting with land long ago to people in the current day scenario.
Mr. Arun’s spirited speech interspersed with the right amount of humor, addressed how an Indian management could make a difference in foreign organizations. He started it by giving a concrete example aptly named ‘the Foskor Experience’, a strategic investment in a South African company. While elucidating responses from the audience, he spoke about how crucial showcasing capabilities and institutionalizing the knowledge process was. He also spoke about the various approaches to preparing the organization for such an event, managing the various stages of adaptation the executives undergo and also constantly monitoring the employees in order to minimize cultural shocks and maximize performance of employees.
Mr. Padmakumar spoke on the HR aspect of creating a ‘World Glass Complex’ and how it was important to project India as a force to reckon with and showcase its blend of heritage and modernity. He elaborated on the role of HR across the organization in areas such as structuring, developing skills and culture etc through various frameworks. He concluded his presentation with an animation that chalked out the ‘Journey of Saint Gobain’ in India.
This was followed by a Q&A session which brought out the merits of HR as a career option and also the importance of having a sound knowledge of the conceptual aspects and the correct application of this knowledge.
All in all, this engaging session portrayed HR as a lucrative career option and one that would make students look at HR from a new perspective challenging their earlier beliefs.