MDP Details of IRM Anand

8/3/2019 MDP Details of IRM Anand

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3/671Institute of Rural Management, Anand

Introduction, MDPs and Procedure for Participation

IRMAs mission is to promotesustainable, eco-friendly, and equitable socio-economicdevelopment of rural people throughprofessional management of their institutions.IRMAs operating philosophy is to build andsustain a partnership between rural peopleand committed professional managers. IRMA

strives to contribute to the promotion of sustainable development and social justice inIndias rural society. IRMA strives to achievethis mission by

educating a new breed of professional ruralmanagers having the appropriate valuesand ethos for helping rural organizationsand institutions in professionalizing theirmanagement and empowering ruralpeople through self-sustaining processes;

training policy makers, directors, general

managerial functions in such enterprisesand projects;

building new rural managementknowledge and theories through action-oriented and problem-solving researchand consultancy; and

oriented research and consultancy.

The above thrust areas have led to IRMAsengagement into a range of educational,training, research and consultancy activities.

prepares young women and men for

of professionals with specialized knowledge,skills, and attitudes. The short duration

emerging challenges in their careers. Theresearch and consultancy work undertaken bythe faculty with multidisciplinary focus leadsto creation of knowledge with implications forpolicy and development action. The institute

duration in November 2008 to cater tomanagerial manpower needs of the dairysector.

Management Development Programmes(MDPs): An Overview

of IRMA, which addresses the in-service

managers of organizations that work for the

organizations, and government and semi-government organizations. We believe that,in the rapidly changing task environment,

organizations are being asked to change theirapproach to running their operations andmanaging people. IRMA plays a vital role in

participants.

Management Development Programmes(MDPs) in 2011-12

its efforts in offering high quality programmesto improve organizational and managerialperformance of its clients. This year, a detailed

elicit the views of sector organizations ontheir training requirements.

The sponsored and open programmes planned

at the client organizations location. Brochuresof the open programmes are furnished in thiscalendar.

Fee StructureThe fee for individual programmes isseparately worked out and is given intheir respective brochures. The programmefee covers boarding and lodging, reading

any, including nonrefundable registration feeof `for overseas participants.


4/672 Institute of Rural Management, Anand

Introduction, MDPs and Procedure for Participation

Procedure for Participation

Any in-service manager who intends toparticipate in any of the open programmes isrequested to send the completed nomination

along with programme fee through demanddraft / multicity cheque in favour of theInstitute of Rural Management, Anand , payable

form accompanied by the programme fee.

restricted to the employees of the sponsoringorganization only.

IRMA Campus and Facilities

IRMAs 60-acre campus with its sylvansurroundings and vast stretches of lawns andornamental plants and shrubs, located on theoutskirts of Anand, is ideal for concentratedlearning. The campus has various facilities,apart from the faculty and staff quarters,

include:

lecture hall, conference and syndicate rooms,kitchen and dining hall, and a lounge; Ravi J.Matthai Library equipped with Internet facility;

facility; 400-seater auditorium; Dispensary;

Indoor badminton courts and facilities for

Location of Anand

Anand, the headquarters of Anand District,

Anand is known as the Milk Capital of India.The town has famous institutions like the Kaira

Co-operative Dairy Federation of India Ltd.

How to reach Anand by Air

The nearest airports are at Vadodara andAhmedabad. The two airports are well

of the country.

to ` `

Campus.

How to reach Anand by Rail/Road

Anand is well connected by rail from mostof capital cities of the country. One can alsoreach Anand by a changeover at Ahmedabador Vadodara railway stations and take local

stations are located very close to these railwaystations and there are regular bus services

railway stations.

Anand railway station and 4 k.m. from the bus station and can be reached by auto-rickshaws at `rickshaw drivers know the place by its

gate, please contact the security personnel forhelp.



List of Programmes

List of Open Programmes

April-June 2011

Sr.No. Title of the Programme Dates Co-ordinator(s)

Effective Managerial Communication Hitesh Bhatt

2

Livelihood Enhancements and Micro-EnterpriseDevelopment in a Watershed

4 Operations Management Hitesh Bhatt

Energy and Waste Management in ManufacturingOrganizations

Hitesh Bhatt

6 Quality Management Hitesh Bhatt

July-September 2011


HR Orientation for Non-HR Managers Madhavi Mehta

2 Hitesh Bhatt

Managerial Effectiveness Madhavi Mehta

4 Hitesh Bhatt

6 Mukul Kumar

Human Resource Development Madhavi Mehta

8Methodology

KV Raju

Organizational Renewal and Change

Livelihood Enhancements and Micro-Enterprise

Madhavi Mehta

KV Raju

Mukul Kumar



List of Programmes

October-December 2011


2 Team Building

Harekrishna Misra

4

Collective Enterprises for Livelihood Enhancement KV Raju

Harekrishna Misra6 Marketing Research: Insights and Applications

Anand Venkateshe-Value Chain Management in Rural Enterprises Harekrishna Misra

KV Raju8 Madhavi Mehta

Asmita H. Vyas

Asmita H. Vyas20th Mukul Kumar

for Inclusive Development

Effective Leadership, Organizational Communication,

Anand Venkatesh

Harekrishna Misra

Qualitative and Quantitative Techniques for Evaluation

January-March 2012


Nivedita Kothiyal

2 Information and Communication TechnologyInfrastructure Management

Harekrishna Misra

KV Raju

4 Team Building



List of Programmes

For additional information, please write to:

General Manager (Programmes) BC PatelCell: +91-9825367827 E-mail: [email protected]

Executive (Programmes) Oliver Macwan

Cell: +91-7567448244 E-mail: [email protected]

Institute of Rural Management, AnandPost Box No. 60, Anand 388 001, Gujarat, India

Phone: +91-2692-221697/221661/261502 Fax: +91-2692-260188 Web Site: www.irma.ac.in

6 Mukul Kumar

Vanita Yadav

List of Sponsored Programmes


Yemen

Mukul Kumar

2District Level Functionaries of the Department of

Functionaries and Elected Representatives of Zila

4 Rural Development through Dairy Co-operatives in India

District Level Functionaries of the Department of

6

Functionaries and Elected Representatives of Zila

8 Debiprasad Mishra



Brochures of Open Programmes

Communication is one of the main plankson which organizational success rests intodays tough business environment. As aresult, effective communication skills have become essential to enable professionals to

demanded of them. Apart from the practicalaspects, an understanding of basic concepts of communication can further assist professionalsto communicate skillfully and persuasively.

Managers must understand the communicationprocess if they are to deal effectively andsuccessfully with their peers, juniors, andseniors. Thus, organizational communicationapplies to all levels and types of managersor supervisors who are responsible foreffectively managing personal, interpersonal,and organizational operations.

The programme will provide inputs toparticipants for developing the knowledge of various concepts, related to communication,and their managerial applications. It will alsohelp them in becoming better communicators.

ObjectivesTo understand the concept of thecommunication process, especially as theyapply to organizational situations and behaviourTo strengthen ability in listening, thinkingand conveying thoughts to othersTo develop the logical approach to solvingproblems through communicationTo increase the ability to inform andconvince others

Contents(A) Principles of Effective Communication

process

(B) Applications

individuals

PedagogyThe programme will be conducted throughinteractive lectures, case discussions, and

programme.

Participants

This programme is specially designed forthe professionals working in co-operatives,

departments.

Fee`

per overseas participant

Effective Managerial CommunicationMay 30 June 4, 2011Programme Co-ordinator:

Prof. Hitesh Bhatt

May 15, 2011




irrespective of functional content of the job.Training in these techniques tends to improve

job assignments and completion of taskswhich involve co-ordination with others.

As a result of training, participants will bemore resource and goal conscious, as well as

seek co-ordination in interdependent activitieswhich improves their and organizations

use.

Contents

estimation under uncertainty, andearliest project completion

co-ordination of other activities

constraints

Participants

This programme is useful for managers/teamleaders assigned with goal achievementsfrom all functional areas at all levels of organization. Individuals without any formal

from a change in orientation towards greater

content of participants includes resourceeconomizing, project planning, and timely

Fee`


PERT/CPM Techniques June 8-10, 2011

Programme Co-ordinator:Prof. Girish K. Agrawal

May 15, 2011



of biophysical, economic, social-behaviouraland institutional-organizational systems. Itprovides natural boundary to an area andthis makes it to be a functional unit for

of the budget of a watershed is reservedfor livelihood enhancements and micro-

year plan offers an opportunity to convergeand harmonize resources of different schemesand programmes specially those under the

with watershed development projects.

A vast majority of people in India are smallproducers whose livelihoods depend on theincome from selling their products. However,

various factors such as inadequate access toknowledge and information, unaffordableappropriate technologies and skills, physicaland commercial isolation from markets,

uneven competition with imported productsin the domestic market, price distortionsowing to national and international tradepolicies, and decline in productivity as a resultof environmental degradation and inequitableresource distribution.

Livelihood, foremost concern of the people,

development interventions. Livelihood systemsis not an uncommon term among studentsand practitioners of development. Observing,

perspectives are often not in consonance withthose of the people who need to understandand act to improve their livelihoods. Wefocus our attention in this programme onunderstanding and using some heuristictools to gain the peoples perspectives onlivelihoods.

economic activities that can be carried on

by self-help groups of individual familiesis a prerequisite to promotion of collectiveenterprises. Basic ideas related to promotingeconomic enterprises such as value additionpossibilities, demand and supply conditions,

collective enterprise management will be thefocus of this programme.

Contents

The programme is interdisciplinary, havingpractical orientation based on case studies,

It would demonstrate the effectiveness of management approaches in dealing with

be familiar with the following by the end of the programme:

Livelihood Enhancement in a Watershed-

livelihood enhancement-

Designing livelihood interventions- Measuring sustainability andsustainable livelihood

- Watershed approach: An integratedmanagement of land, water, andforests

- Lessons from successful livelihoodpromotion cases

- Addressing the problems faced byparticipants

Micro-Enterprise Development- Design of collective enterprises in a

watershed- Micro-enterprise development and

marketing for livelihood enhancement- Lessons from collective enterprise

cases-

-enterprises

Livelihood Enhancements and Micro-EnterpriseDevelopment in a Watershed

June 13-17, 2011Programme Co-ordinator:

Prof. Pramod K. Singh




Livelihood Enhancement ProgrammingApproaches- Win-win approaches of watershed

interventions- Appreciative inquiry approach- Learning process approach- Asset based community development

approachField Visit to Unique Interventions

PedagogyThe programme will be conducted throughinteractive analysis, case studies, small groupdiscussions, role play, presentations, andsimulation games. Field visits to some unique

able to get a clearer understanding of bothconcepts and practical methods that couldenhance performance of collective enterprises.

Participants

The programme is intended for senior

donor agencies, state departments, academics,and others, who are concerned and restiveabout livelihood enhancement and povertyalleviation.

Fee`


May 31, 2011




For many years, organizations regarded the

operating processes as a source of competitiveadvantage. The goals were cost reductionand improved labour utilization. Decisionswere made on narrow and tactical grounds.This was the domain of technically orientedengineering specialists. Little attention waspaid to how the processes, which deliver

strategy.

This perspective changed some time in the

in virtually all consumer goods owing toability to produce high quality productsquickly. Operations emerged as the keycompetitive weapon for global success.

How productive resources are managedis critical to strategic growth andcompetitiveness. Operations managementis managing of these productive resources.It entails the design and control of systemsresponsible for the productive use of raw-

materials, human resources, equipment, andfacilities in the development of a product orservice. This programme addresses the issuesof operations strategy and competitivenessand how operations management canprovide direction in gaining and maintainingcompetitive advantage. Also, it is important toappreciate the conceptual differences between

subsequently quantify them.

Objectives

Helping participants understand thefundamental concepts and techniquesfor attaining world-class performance inmanufacturing and service operations.

Contents

Nature and Context of Operations Management

Competitiveness

Business

Product Design and Process Selection

Manufacturing

Design of Facilities and Jobs

Managing the Supply Chain

Demand

Revisiting the System

Pedagogy

The programme will be conducted throughinteractive lectures and case discussions.

will complement these. Throughout theprogramme, participants will be encouraged to

The emphasis across all sessions would be onpost-programme action plan.

Operations Management June 13-18, 2011

Programme Coordinator:Prof. Hitesh Bhatt




Programme Modules

been divided into inter-related modules andlearning objectives. We believe that until andunless the learning is reviewed and plan forimplementation is outlined, it fails to bringin concrete and visible results. Therefore,we have provided space at the end of each

day for review and presentation of that dayslearning and its application at the workplace.

Participants

senior and middle level professionals frommanufacturing, processing, and serviceorganizations.

Fee

`per overseas participant

May 31, 2011




ObjectivesTo develop an understanding of the importance of energy and wastemanagement in the dairy business andhow it can provide competitive advantagein the market placeTo understand the concept of reduce, reuse,and recycle of all inputs; and understandmeasures for comparing operations in

consumption and waste levels

To understand issues related to carbontrading, trained manpower, cogeneration,and use of alternative sources like solarenergy and liquid fuels from biomassTo visit organizations in and aroundAnand which have adopted energy savingpractices

ContentsIntroduction to energy and waste

that with the concept of reduce, reuse andrecycle

conditioning

electricity in generation of compressed air,chilled water, and air-conditioningConcept of energy audit and conservationIssue of cogeneration, use of solar energy,use of carbon trading, and trainedmanpower

Waste management in manufacturing -

organizations

Waste management in dairying: concept

PedagogyClassroom lectures, discussions, case studies,and visits to some units in and around Anand.

Participants

production and engineering sections of manufacturing companies.

Fee`


Energy and Waste Management inManufacturing Organizations

June 21-24, 2011Programme Co-ordinator:

Prof. Hitesh Bhatt

May 31, 2011




Too many people accept scrap, rework, delays,

and missed deadlines as normal. This can bechanged if managers are motivated to paymore attention to the systems and processes,for which they are responsible. A processessentially transforms inputs into outputs

not. In order to ensure that we have moreof desired outputs and less of rejects andproducts that require re-work, we will have toshift the focus from end product to processes.

in bought-out and in-process materials,variations in machinery and equipment

variations in environment both physical andpsychological, and variations in measurementsystems. The goal of process management isto break down the organizations activitiesinto processes and monitor them in order toalign them with its strategic goals.

stop dreaming of more perfect service atRitz Carlton Hotels, where he was the hard-

in the nineties, said that, Quality is not a

means consistently giving the guest what the

and on time.

ContentsWhat is quality? How to attain it? Howto retain it?

How does an organization adopt qualityprinciples, achieve product/service

quality, retain it, and improve upon it?

How to develop a mind-set for quality?What is quality management?

What are various quality principles, qualityparadigms, and quality movements?

are necessary to be developed and oracquired?

and answer such issues and questions. Apart

aspects relating to quality, standard, andsystem, it will also cover some advanced topicslike quality function deployment, statisticalquality control, cost of quality, methods of quality improvement, and frameworks and

Pedagogy

The programme will use several tools such aslectures, class discussions, and case studies.

this purpose, and references of books andweb sites will be provided.

Participants

The programme is intended for personsinvolved in marketing, research anddevelopment, procurement, manufacturing,quality assurance, logistics, and HRD andwho are responsible to get work done from

concepts will be preferred.

Fee`


Quality Management June 27 July 1, 2011Programme Co-ordinator:

Prof. Hitesh Bhatt

May 31, 2011




Though most organizations have speciallydesignated managers for handling HR

responsibility for personally handling peoplerelated matters within his/her team rangingfrom evaluating performance to motivatingemployees.

A proper orientation of non-HR managersto their HR roles helps them in shoulderingHR roles effectively, resulting in enhancedorganizational performance. This programmeis especially designed for line managers,

project managers, functional managers, andthe like.

Objectives

The programme aims at:

Familiarizing non-HR managers with HR

functional/project managers

Familiarizing participants with HRfunctions towards which they have keyresponsibility

the HR roles

Contents

Conceptual framework of human resourcefunctionOverview of HR functions/subsystems

Mentoring employeesMotivating employees

PedagogyBesides interactive lectures, the programmewill use simulations, individual and group

visual aids for facilitating understanding.

ParticipantsNon-HR managers such as team leaders,project leaders, senior and middle levelmanagers in functional areas other than

programme.

Fee`


HR Orientation for Non-HR Managers July 4-6, 2011

Programme Co-ordinator:Prof. Madhavi Mehta

June 15, 2011




Objectives

To impart knowledge and skills in

appraisal, and getting funds for projects andtheir implementation, monitoring, control,and evaluation.

Contents

stages

of quick studies and constraints

formulation and their interplay

the relationship between planning andproject success

chain approach

and contract related problems andpossible resolution

evaluation

mitigation measures as part of projectdesign

software packages

Pedagogy

discussions will be used. In particular, theprogramme will bring out the need foradoption of a multi-pronged approach usingvarious project management techniques such

of different types of programmes and projects.

Participants

involved in initiating, designing, and

Fee`


Project Management July 4-7, 2011

Programme Co-ordinator:Prof. Hitesh Bhatt

June 15, 2011




look for factors that contribute towards the

responsible for the results that an organization

in which managers and the organization

subordinates. Thus the managers ability is thekey element in achieving the desired results

by self as well as through subordinates.This programme focuses on the managerialability of managing self, managing

the managers to understand the environmentin which she/he and her/his organization

Contents

Communication and InterpersonalskillsDelegationTeam Leadership

Managing Change and Decision Making

Management Techniques

PedagogyBesides interactive lectures, the programmewill use simulations, individual and group

understanding.

Participants

This programme is meant for people who areoccupying managerial positions or are aboutto assume such positions in near future and

would like to enhance their effectiveness.

Fee`


Managerial Effectiveness July 11-15, 2011


June 15, 2011




ObjectivesTo impart knowledge and skills required

appraisal of projects, and their implementation,monitoring, control and evaluation.

Contents

Integrative Nature of Logical Framework

evaluation

project management tools, techniques,and approaches

implementation as the core of LFA

of quick studies and resources andother constraints

formulation and their interplay

sourcing of funds

the relationship between planning andproject success

as work breakdown structure, project

and contract-related problems and theirpossible resolution

Pedagogy

and techniques. In particular, the programmewill bring out the need for adoption of amulti-pronged approach based on logical

management of development programmes

and projects.

of their organization and outline of anyproject that they wish to develop during the

help the programme co-ordinator to providemeaningful inputs to participants individuallyduring the programme.

Participants

Fee`


Project Management for Development Organizations July 18-21, 2011

Programme Co-ordinator:Prof. Hitesh Bhatt

June 30, 2011




This programme is about the use of statisticalmethods and other problem solving techniquesto improve the quality of products/services.

distributions, sampling and samplingdistribution, testing of hypothesis, statistical

and acceptance sampling will be covered.Three to four sessions will be conducted in

computer lab for preparing certain charts

The interpretation of charts plays an important

play a vital role in quality improvement.They provide the principal means by whicha product is sampled, tested, and evaluated,and the information in those data is usedto control and improve the manufacturing

model the behaviour of product parametersin a process.

Pedagogy

Classroom sessions

Computer lab sessions

Fee`


Quality Management and Statistical Quality Control July 18-21, 2011

Programme Co-ordinator:Prof. MV Durga Prasad

June 30, 2011




The condition of rural poor and rural povertyhas improved in different parts of the world because of different kinds of interventions.But even now poverty in rural areas remainsthe most important developmental problem.One important strategy to address problemis the path of growth and structural changethat would try to create better conditions forhuman living and gainful employment forpeople in villages. Another strategy is to pushfor more productive portfolios of livelihoodsfor the poor. This could be enabled througha combination of states interventions, efforts

of the poor, and efforts made by civil societyorganizations.

This programme would bring conceptual andempirical aspects of livelihoods in focus thatwould help to address poverty in an effectivemanner. It would discuss different frameworkson livelihoods before embarking on empiricalassessments of livelihoods in rural areas. Theefforts towards poverty alleviation should of poverty produced by different portfoliosof livelihoods in rural areas arising fromvariability in asset structure, productivityof assets, skill sets, and social networks thepeople possess.

ContentsDifferent frameworks on livelihoods

Multiplicity of sources of livelihoods

Ways to modify and upgrade livelihoods

approaches

Pedagogy

The programme will be conducted throughlectures, interactive sessions, case studies,small group discussions, and presentations.

literature. The core strategy throughout theprogramme would be to ensure learning

Participants

This programme is designed for senior/middle level development professionalsand for all those who are concerned aboutthe management of poverty alleviationand safety net programmes for the poor.

security and livelihoods can also enrich

programme. Representatives from governmentdepartments, donor agencies, corporate housesengaged in corporate social responsibility and

organizations, activists, researchers, and

Fee`


Rural Livelihoods and Poverty Alleviation July 25-28, 2011

Programme Co-ordinator:Prof. Mukul Kumar

June 30, 2011




Human resources are the most criticalresource for organizations working in the

government development agencies. Whileorganizations in the development space havegrown in size, the HR function in a largenumber of such organizations is managed bypeople who did not have an opportunity toacquire professional competencies.

It is for these kinds of organizations that theprogramme is being offered to enable them todesign/redesign their HR systems to deliver

Objectives

The programme aims at:

familiarizing participants with the

the larger managerial role within theorganization

familiarizing participants with theconcept of role and the organizationas a network of rolesFamiliarizing participants withthe concept of competencies andcompetency frameworks/models

of role and competencies to design/redesign HRD systems within theorganization

Contents

Conceptual Framework of HumanResource Development

HRD: The Role and Competency

Designing Role and Competency based

Recruitment and selection: The

management

Training for development

Motivating Employees

HRD and Organizational Effectiveness

Pedagogy

Besides interactive lectures, the programmewill use simulations, individual & group

to facilitate understanding.

Participants

This programme is designed only for people

responsible for creating and managingHR function within government and non-government developmental organizations/

These would include chief functionaries of

HR matters in co-operative and medium-

development organizations.

Fee


Human Resource DevelopmentSeptember 5-8, 2011


August 15, 2011




Recent shifts in prevailing world views,characterized broadly as a change fromthe modern realities of order, totality,absoluteness, linearity, domination, andhierarchy to post-modern acknowledgementsof discontinuities, multiplicities, relatively,cyclicality, relationality, and community,are encouraging the diasporic movement of learning beyond the spiral and temporal wallsof the management education classroom. Bychallenging a fundamental assumption that

that learning is best achieved through orderly

modern realities spur the disintegrationof classroom boundaries and encourage areconceptualization of the nature of learning.

Objectives

This programme will help participantsimplement real-world learning whichencounters a number of challenges andquestions calling for the rethinking of almost

what does it mean to teach from a real-worldlearning perspective? What is the role of theinstructor and what is the role of the student?What is effective real-world learning, andhow should it be measured? What proportionof the educational endeavour should bespent outside of the classroom? What partsneed to be done inside the classroom? Onthe basis of which criteria should real-world

learning opportunities be selected? Whoshould do the selection? How do we ensure

that student learning actually occurs in areal-world setting? What methods should beincorporated to discern and document real-world learning? What systems should be

and student performance? How can studentswith concerns and dilemmas be helped? Whatkinds of technological and other supports areneeded for effective real-world learning? Whoshould give feedback, how often, and on whatperformance criteria?

Case method brings real-world learning intothe classroom. Through cases, the studentlearns in several ways. First, he learns theprocess of analysis: to marshal facts, siftthe chaff from the grain, identify problems,pick out the problem that needs priority indecision making, look at alternatives availablefor action, weigh the alternatives and theirconsequences, and choose the right alternative:in other words, to decide. Cases can be usedfor purposes of research and teaching.

Participants

The programme will enable teachers atmanagement education to learn aboutpedagogy and use of case method for research

to incorporate case methods in the designand delivery of courses and in conductingresearch.

Fee


Pedagogy in Management Educationand Case Methodology

September 5-9, 2011Programme Co-ordinators:

Prof. KV Raju & Prof. SN Biswas

August 15, 2011




environment, organizations need tocontinuously adapt their structuresand processes to function effectively.Organizational renewal requires that topmanagers make adaptive changes to theenvironment. A change that is forced uponversus change that is well-planned and isproactive in nature has been found to be moreeffective. This programme is designed to helpmanagers understand and implement changesin a proactive manner. It will delve into the

centred strategies of change managementwhich includes listening and leading, andcontinuation of the change process.

For change process to be effective, managersmust analyze the organization, its departmentalsystem interrelationships, and the possibleeffects on the internal environment. Theyshould focus on the processes within the

approach, provide a systematic approachto managing change for important change

on impacts of reforms. In this, leaders and

articulated outcomes that aim to improveorganizational effectiveness and employeewell-being.

ObjectivesDistinguishing between organizationalgrowth and developmentConcepts of organizational development

Identify the process of implementingrenewalIdentify its functions, structure, andprocesses as related to mission, values,philosophy, and goals and objectives

ContentsFoundational issues

through climate surveysHow to use survey results

vision

Change effortImproving teamworkLeadership developmentCommunication

PedagogyThe programme would involve interactive

these. Throughout the programme, participants

will be encouraged to share and learn from

all sessions would be on post-training actionplan.

ParticipantsAnyone interested in self-development

Fee`


Organizational Renewal and ChangeSeptember 12-14, 2011Programme Co-ordinator:

Prof. SN Biswas

August 15, 2011




A vast majority of people in India are smallproducers whose livelihoods depend onincome from selling their products. However,

by factors such as inadequate access toknowledge and information, unaffordableappropriate technologies and skills, physicaland commercial isolation from markets,uneven competition with imported products

in the domestic market, price distortionsowing to national and international tradepolicies, and decline in productivity as a resultof environmental degradation and inequitableresource distribution.

Livelihood, foremost concern of the people,

development interventions. Livelihood Systemsis not at all an uncommon term amongstudents and practitioners of development.

reality from our perspectives are often notin consonance with those of the people whoneed to understand and act to improve theirlivelihoods. We focus our attention in thisprogramme on understanding and usingsome heuristic tools to gain the peoplesperspectives on livelihood.

economic activities that can be carried on by self-help groups of individual familiesis a prerequisite to promotion of collectiveenterprises. Basic ideas related to promotingeconomic enterprises such as value additionpossibilities, demand and supply conditions,viability of operations, costs-volume-surplus

enterprise management will be the focus of this programme.

Contents

The programme is interdisciplinary, havingpractical orientation based on case studies,

It would demonstrate the effectiveness of management approaches in dealing with

be familiar with the following by the end of the programme:

Livelihood Enhancement in a Watershed

-

livelihood enhancement- Designing livelihood interventions- Measuring sustainability and

sustainable livelihood- Lessons from successful livelihood

promotion cases- Addressing problems faced by

participants

Micro-Enterprise Development

- Design of collective enterprises-

- Micro-enterprise development andmarketing for livelihood enhancement

- Lessons from collective enterprise cases-

enterprises

Livelihood Enhancement ProgrammingApproaches

- Appreciative inquiry approach- Learning process approach

Livelihood Enhancements and Micro-EnterpriseDevelopment through Community Participation

September 12-16, 2011Programme Co-ordinator:





- Asset based community developmentapproach

- Win-win approaches of watershedinterventions

Field Visits to Unique Interventions

Pedagogy

The programme will be conducted throughinteractive analysis, case studies, small groupdiscussions, role play, presentations, andsimulation games. Field visits to some unique

able to get a clearer understanding of bothconcepts and practical methods that couldenhance performance of collective enterprises.

Participants


agencies, state departments, academics, andothers who are concerned about livelihoodenhancement and poverty alleviation.

Fee`


August 15, 2011




component for achieving and maintainingeffectiveness of individuals and organizations.

gamut of activities from performance planning

such a system in an organization providesopportunities to individuals and teams inthe organization receive feedback about theirperformance.

The programme is designed to provideparticipants to develop a comprehensiveunderstanding of the performance managementsystem and cultivate or renew various skillsrelated to designing, implementing andmaintaining performance management systemwithin their organization. The programmeincludes designing of systems and processesthat facilitate individual performance leadingto enhanced organizational performance.

Objectives

To get an overview of the performanceappraisal system and various performanceassessment tools and techniques

To get deeper understanding of someof the building blocks of performanceappraisal such as goal setting, performancereview discussion, performance feedback,performance based incentives, mentoringand coaching, etc.

To get an insight into some of thelatest tools, techniques, and methods of

degree feedback system, team appraisal, balance scorecard, etc.

Contents

Overview

Mentoring and Coaching

Team Appraisal

Pedagogy

The programme will be conducted throughinteractive lectures, case discussions and

participants forms a crucial component of

screened to help participants enhance theirunderstanding of some concepts discussedduring sessions.

Participants

This programme would be useful for chief functionaries of small organizations as wellas employees handling the personnel/HR

organizations.

Fee`


Performance Management SystemSeptember 19-22, 2011Programme Co-ordinator:

Prof. Madhavi Mehta

August 31, 2011




seen as instruments for enhancing livelihoodsof economically marginalized rural and

have adopted this approach. Lijjat and

demonstrated the success of this approach.

approach. Livelihood enhancement andpoverty alleviation programmes of severalstate governments have incorporated this idea.This has helped establish producer companies

approach has immense possibilities forscaling up and making an impact, providedthe design, governance, and managementissues are correctly conceptualized andoperationalized.

Basic ideas related to promoting economic

enterprises such as value addition possibilities,demand and supply conditions, viability of

and implications for producer organizationmanagement are some of the key dimensionsthat need to be understood well for effectivemanagement of such enterprises.

Modules

Appreciative inquiry and learning processapproaches for building on community

risks-returns among membership; and lessons

Accounts and Finance Management

statements; typology of costs, breakeven andcost-volume-surplus relationships; evaluatinginvestment decisions, operating cycles andworking capital management; equity-debt

assessment of business performance evaluation

Demystifying of marketing and marketingmanagement; development of market linkagesfor commodity and product marketing, andrelated issues

by visionary leaders. They play the role of transformational leaders without ignoring

the importance of transactional leadership.Transformational leadership is more futures-oriented and adds large-scale dimension totransactional behaviours. Transformationalleadership models have a dual focus on whoa leader is as well as what a leader does,merging both the personal characteristicand behavioural theories of leadership.Transformational leadership involves rallyingpeople behind a dream or vision of something

that as yet has been out of reach. It is impossibleto usher in societal transformation withoutstrengthening the leadership capabilities of

leadership are disempowering. This modulehelps participants assess their own leadershipstyle and assess their capabilities for playingthe role of transformational leadership.

Governance and Management of Producer OrganizationsSeptember 19-24, 2011Programme Co-ordinator:

Prof. KV Raju




Rural enterprises face daunting challenges inmanaging their resources, especially in the

to its members. This limitation comes in theform of poor articulation of processes, theirlimited capabilities in managing processesto enhance internal productivity in additionto economic values for the products, andtackling information asymmetry. Valueadditions accrue with a robust linkage withmarket through intelligent networks and

gain from collective strengths of enterprises.This value chain calls for a systematicorganizational endeavour supported byrobust supply chain.

Pedagogy

The programme calls for intensive engagement

of participants in case discussions, grouptasks to learn from simulated environments,

Fee

`


August 31, 2011




of a category of people arrived through a

determined by the state. However, thismethodology does not capture the entiredomain of poverty. There are poor who areleft out of this category. There are some whoare marginally above the poverty line, butare vulnerable to go below the poverty line.

understood as deprivations which obstructhealthy and decent functioning of humanlife. These deprivations are usually attributed

entitlement failure.

This programme would like to bringout different facets of poverty before the

local, global, and regional causes of different

being adopted for removal of poverty rangingfrom wage employment programme, incomegeneration programme, social securities,

programme to programmes targeting humandevelopment. The programme would also bring in focus major constraints in removal of poverty ranging from personal to structuralfactors of the economy. Based on a discussionof theoretical approaches and practices, theprogramme would discuss opportunitiesavailable for removal of poverty.

Contents

development

Pedagogy

The programme will use lectures, interactivesessions, case studies, small group discussions,

the programme would be to ensure learning

Participants

This programme is designed for senior/middle level development professionalsand for all those who are concerned aboutmanagement of poverty alleviation and safetynet programmes for the poor and its impact on

on issues of food security and livelihoods can

through this programme. Representatives fromgovernment departments, donor agencies,corporate houses engaged in corporate socialresponsibility and public-private partnerships,

useful.

Fee`


Removing Poverty:Constraints, Opportunities, and Strategies

September 26-29, 2011Programme Co-ordinator:

Prof. Mukul Kumar

August 31, 2011




Markets in diverse industries follow totallydifferent paths, leading to some industries being highly competitive while others areless so. The selection of strategies basedon universal concepts while marketsare characteristically different in diverseindustries leads to indifferent outcomesfor organizations. This situation is furthercompounded by misunderstanding of frontlinetactics being characterized as strategies. Also,the competitive environment changes withchanges in, among other things, socioeconomicfactors, technology, and competitor action

shifting bases of competition, much in thesame way as Nokias leadership positionis seriously challenged by change in thecompetitive basis of value creation fromhardware to software in mobile telephony.

This programme will cover topics onevolution of markets in historical perspective,understanding market structures and nuancedperspective of markets in both emerging anddeveloped economies, role of intermediaryinstitutions in shaping market responses,

and strategies for success in various marketconditions. These learning would be furtherreinforced with academic literature on whatdifferentiates strategies and tactics so thatorganizations do not mistake one for the other.

Contents

Markets: evolution and boundaries

Intermediary institutions and their role

Other sources of market imperfections

Market imperfections and sustainabilityof strategies

Tactical responses and outcomes

ParticipantsThis programme is meant for senior level

planners specially in the dairy sector andproducer organizations, entrusted with thetask of shaping future of the organization.Entrepreneurs interested in social enterprisesas also heads of producer organizations will

conditions precedent to creating a successfulenterprise.

Fee`


Market Structures, Strategies, and TacticsOctober 3-6, 2011

Programme Co-ordinator:Prof. Girish K. Agrawal

September 15, 2011




This programme is designed to help peoplewho are in charge of other people inorganizations. It is also designed to help

with which one works. There is an increasingtrend in using team building techniques forparticipatory rural development. Whetherin business or voluntary activities, we workwith other people who have unique skills tocontribute to the overall performance of theorganization. The leader needs to build ateam out of the group she/he has in order to bring about the best possible outcomes for the

organization as well as individuals involvedin the activity.

Objectives

processes in organizations

tool in participatory process

effective team

teams

maintaining an effective team

Contents

process in organizations

team building

sharing the ideology

teams

PedagogyThe programme will be conducted in sessionswhich would involve interactive lectures,

Video Films on dynamics of team buildingwill complement these. Throughout theprogramme, participants will be encouraged to

The emphasis across all sessions would be onpost-training action plan.

ParticipantsThe programme is intended for senior andmiddle level professionals from co-operatives,

bodies.

Fee`


Team BuildingOctober 10-13, 2011

Programme Co-ordinator:Prof. SN Biswas

September 15, 2011



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Organizations worldwide are embracingenterprise resource planning (ERP) with a

view to improving customer interface andenhancing productivity of employees andother internal resources. ERP acquisition is anorganizational activity and acquisition processprovides the organization an opportunity tointrospect on its various processes, people,and overall decision style including theculture since ERP is poised to affect allthese areas. There are many success storiesand failures which have been experienced by organizations worldwide. Learningsfrom ERP implementation scenarios suggestthat many soft issues related to standardoperating procedures (SOP), involvementof strategic decision makers in the process,and managing changes in the workplaceowing to the technology induction need to beaddressed. Therefore, it is often suggested thatthere should be readiness in ERP acquiringorganizations and this exercise should bedone prior to the acquisition process initiated.

In this programme, issues related toproducers collectives including producers

co-operatives and producers companies,their rationale, and business imperativeswould be discussed leading to formulationof performance indicators which would beused for ERP implementation strategies. Theprogramme will also focus on discussionson the rationale behind adoption of ERPin organizations. While discussing the ERParchitecture, attention would be given tolimitations, challenges, and opportunitiesthat an implementing organization may faceduring its alignment exercise.

Contents Conceptual framework of enterprise

resource planning (ERP) systems Understanding ERP, its evolution, and

rationale Components of ERP and its architecture

ERP and organization the relationship Organization performance and ERP Role of managers in ERP systems

management Organizational alignment strategy: Issues

and challenges Managing producer collectives Forms of producer collectives Managing producer collectives: Issues and

challenges Performance measures in producer

collectives

Information technology (IT) infrastructureand ERP ERP acquisition planning process Data warehousing and mining techniques IT Infrastructure and architecture Trends Case studies

Pedagogy

The programme will be conducted throughinteractive lectures, discussions, and casestudies. This programme gives emphasison participatory learning approach, groupexercises, and practical sessions.

Participants

The programme is intended for functionalmanagers (preferably from Production,Materials, Finance and Accounting, Materials,Human Resources, and IT) of producercollectives. Prior exposure to informationtechnologies, this would be an addedadvantage. Number of participants will belimited to 20 in order to facilitate laboratorysessions.

Fee` 20,000 per Indian participant and US$ 875per overseas participant

Enterprise Resource PlanningOctober 10-14, 2011

Programme Co-ordinator:Prof. Harekrishna Misra

September 15, 2011




Supply chain management and the closelyrelated concept of logistics are cornerstones of competitive strategy, increased market share,and value for most organizations. Logisticsis a critical part of the supply chain. The co-ordination and, perhaps, integration of thelogistics systems of all organizations in thesupply chain are necessary requirements forsuccessful management of the supply chain.Yet the logistics area in a large number of organizations is managed by people who didnot have an opportunity to gain professionalcompetencies in managing/integrating it.

Having recognized the importance of logisticsin supply chain, many organizations areseen to improve their logistics function. Thisprogramme is intended for those organizations.

Objectives

of logistics in supply chain management

and structures to integrate variousfunctions in an organization (or across thesupply chain) through logistical approach

issues and real life applications in supplychain

organizational experience among

participants

Contents

problems

Pedagogy

Participants

This programme is intended for managerswho are involved in logistics (distribution,warehousing, transportation, etc.) in supplychain.

Fee

` 20,000 per Indian participant and US$ 875


Logistics Approach to Supply Chain ManagementOctober 17-21, 2011

Programme Co-ordinator:Prof. MV Durga Prasad

September 30, 2011




A vast majority of people in India are smallproducers whose livelihoods depend on theincome from selling their products. However,

various factors, such as inadequate accessto knowledge and information, unaffordableappropriate technologies and skills, physicaland commercial isolation from markets,uneven competition with imported productsin the domestic market, price distortions dueto national and international trade policies,and decline in productivity as a result of environmental degradation and inequitableresource distribution.

It is experienced that collective enterprises bring in the desired momentum to thedevelopment initiative through their commoninterest, common resource planning andutilisation as well as provisioning of marketlinkage for sustainable livelihoods. Thus, theprogramme interweaves the rationale behindcollective enterprises with the objective of providing livelihood opportunities.

the principle that the recognition of strengths,gifts, talents, and assets of individuals andcommunities is more likely to inspire positiveaction for change than an exclusive focuson needs and problems. This alternativeapproach to livelihood enhancement workson the premise that groups can drive

the development process themselves byidentifying and mobilizing existing assets,and thereby responding to and creating localeconomic opportunities. In particular, attentionneeds to be paid to social assets i.e. the giftsand talents of individuals, and the socialrelationships that fuel local associations andinformal networks. Focusing on uncoveringthe merits of members encourages a spiritof egalitarianizm, even in societies that are

hierarchical and differentiated by culture,educational background, and gender. At thecore are associations of group members, bothformal and informal.

economic activities that can be carried on by self-help groups of individual familiesis a prerequisite to promotion of collectiveenterprises. Basic ideas related to promotingeconomic enterprises such as value additionpossibilities, demand and supply conditions,viability of operations, costs-volume-surplusrelations, and implications for collectiveenterprise management will be the focus of this programme.

Objectives

The course is interdisciplinary in nature,drawing on a wide range of underlying theoryand cases to show how social, economic,technological, and environmental issuescan be dealt for ensuring the twin issuesof livelihood security and environmentalintegrity. The programme would demonstratethe effectiveness of management approachesin dealing with such problems. Participantsare expected to be familiar with the following by the end of the programme:

and resource depletion in the eraof liberalization, privatization, andglobalization

management including their nature,scope, relationship, perturbation, andconservation using techno-managerialapproach

community-based organizations

appreciative inquiry (AI), stakeholders

Collective Enterprises for Livelihood EnhancementOctober 17-21, 2011

Programme Co-ordinators:Prof. KV Raju, Prof. Pramod K. Singh, Prof. Harekrishna Misra




management, learning process approach(LPA), asset-based communitydevelopment (ABCD), and noneconomicmotivation to deal with the issues of livelihood and environmental security

designs, and institutional arrangements

for livelihood enhancement

development

Pedagogy

The programme will be conducted throughinteractive analysis, case studies, small groupdiscussions, role play, presentations, andsimulation games. Field visits to some uniqueexperiments would help participants learn

visits, participants will be able to get a clearerunderstanding of both concepts and practicalmethods that could enhance performance of collective enterprises.

Participants


agencies, state departments, academics, andothers who are concerned about livelihoodenhancement and poverty alleviation.

Fee

` 20,000 per Indian participant and US$ 875per overseas participant

September 30, 2011




In the post-liberalization era, consumerand competition have assumed enormousproportions in the Indian context. Questionslike Who is my consumer?, Who is mycompetitor?, Where is the market for myproduct?, What does my consumer actuallywant?, How does my consumer perceivemy product vis--vis competing products?which were virtually nonexistent in the pastare the ones which are now deliberated indepth by managers. It is here that marketingresearch becomes relevant. The needs are two

market information and, secondly, to ensurethat data procured from various agenciesare appropriately understood, analyzed,and interpreted. Also, there is a need todemystify the maze of quantitative toolsand, more importantly, the plethora of jargonsused in marketing research parlance.

ObjectivesThis programme intends to:

enable participants appreciate the needfor marketing research in a competitiveenvironmentfamiliarize participants withmethodological issues in marketingresearchexpose participants to tools and techniquesof marketing researchprovide tools in planning and monitoringmarketing research projectsdevelop in-house capabilities of undertaking marketing research projects

ContentsDetermining information needsProcuring, analyzing, and interpretingdataFundamentals of statistics and modelingState of the art techniques (sales forecasting,analytical hierarchical processes, conjointanalysis, etc.) apart from marketingresearch tools such as regression analysis,cluster, and factor analysis, etc.

research

PedagogyClassroom sessionsCase discussionsHands on computer applications

Participants

involved in sales and marketing functions (e.g.

market planning, product/brand management,sales and distribution management, newproduct development, research). It wouldalso serve as a forum for marketing facultyand researchers in various business schoolsto familiarize themselves with concepts andtools of marketing research.


Marketing Research: Insights and ApplicationsOctober 31 November 4, 2011

Programme Co-ordinators:Prof. Preeti Priya & Prof. Anand Venkatesh

September 30, 2011




challenge for all enterprises despite havingsound methods for supply chain management(SCM). Information and CommunicationTechnologies (ICT) have paved the way foreffective SCM. However, value propositions ineach layer in the enterprise activities need to beassessed in order to ensure that stockholders

In the Indian context, enterprises vary insize, sector, turnover, and other parameters.Rural enterprises in particular face enormouschallenges to sustain the value chain becauseof various market conditions and other business issues. Despite policies for MSMEs,Indian producers still have to grapple witheconomies of scale, scope, and integration.Thus, there is a need to understand theunderpinnings of value chains in the entireenterprise life cycle.

Objectives

This programme is interdisciplinary in nature,drawing inputs from management principles

spanning the entire spectrum of enterprise:

planning (ERP), organizational behaviour,etc. The programme would demonstrate theeffectiveness of management approaches in

and ICT adoption in managing enterprisesdriven value systems.

Pedagogy

The programme will be conducted throughinteractive analysis, case studies, small group

discussions, and presentations.

Participants

The programme is intended for executives of enterprises, entrepreneurs, professionals from


e-Value Chain Management in Rural EnterprisesNovember 2-4, 2011

Programme Co-ordinators:Prof. Harekrishna Misra & Prof. KV Raju

October 15, 2011




This quote by Ms. Peak says all about leadershipand its effectiveness. It also indicates the needfor leadership to be a widespread virtue andnot a prerogative of the privileged few. Itindirectly indicates the need for leadership atvarious levels within the organization as well

as in the community at large. The leadershipthought has evolved over time when it was awidespread belief that leaders are born tothe current state when leadership is seen as aset of behaviours that can be learnt.

This programme aims at providingopportunities to participants to understand thecurrent leadership thought and its evolutionas well as to discuss some of the behaviouraland situational theories of leadership indetail. The programme also intends to help

participants develop self-awareness for theirleadership style preferences and leadershipeffectiveness.

Objectives

and related concepts

leadership models

leadership styles and preferences

effective leaders

refresh leadership communication skills

mistakes that must be avoided

ContentsEvolution of Leadership ThoughtBehavioural and Situational LeadershipModelsAssessment of Leadership Styles and Skills

Leadership for TransformationLeadership Communications: One-on-

Team Leadership SkillsLeadership Mistakes that Must be Avoidedand Why

PedagogyThe programme will be conducted throughinteractive lectures, case discussions, andexercises. Some instruments would be used

for developing self-awareness amongstparticipants regarding their leadership stylepreferences and leadership skills. Sharing of experiences by participants forms a crucialcomponent of the programme. Selected videoswill also be screened to help participantsenhance their understanding of some conceptsdiscussed during sessions.

Participants

This programme would be useful for those

people, be it their own team or at thecommunity level.


Developing Leadership SkillsNovember 8-11, 2011


My father had a simple test that helps me measure my own leadership quotient:

on remarkably well without you?

Management Review, October 1992

October 15, 2011




paradigm worldwide in general and indeveloping countries like India in particular.With a huge demand supply gap coupled withthe recognition of policy makers about the

(MFIs) have increased in numbers and scale.However, with the coming of age, the MFIsin India now are poised at a critical juncturewhere the practices of these institutions alongwith issues of their viability and sustainabilityhave assumed great importance.

A practice adopted by many MFIs is to offer

of lending. In this approach, interest chargesare set in a manner that it covers all costsincluding that of capital, administration,loan losses with a margin for adequatereturn. However, this practice has begun to be questioned by many practitioners, socialworkers and researchers, particularly, whenthe effective interest rates thus set go onthe higher side. With competition as well

as the constraint in absorptive capacity of the borrowers, such interest setting can becounter-productive. Under such a situation,the need for systematic cost analysis and costmanagement assumes great importance.

Sound management of MFIs necessitates

principles and standards, costing concepts and

parameters that impinge on their viabilityand sustainability, such that the managers

of these institutions are able to assess thepotential results of their decisions and planand implement effectively. This programmeaims at providing tools and techniques of these aspects.

ContentsAccounting including relevant principlesand standards with particular reference

statements

Time value of money and interestcomputations and their implications

breakeven analysis

Credit products, their effective costs andpricing of products, and activity basedcosting

- Financial analysis including those on

and portfolio quality- Delinquency management- Other parameters impinging on

viability

PedagogyMix of lectures, classroom discussions andgroup exercises. Participants would be put

statements and calculate costs of variousproducts offered by an MFI.

Participants


November 8-12, 2011Programme Co-ordinators:

Prof. Shiladitya Roy, Prof. Paresh J. Bhatt, Prof. Asmita H. Vyas

October 15, 2011




In view of the increased strategic needs

of organizations, it has become imperative

Such an exposure will enable them to evaluate

performance of their organizations as well asequip them to understand various accounting

more effectively in cross-functional teams.

This programme provides a broad-based

for those who need economic information tomake decisions and judgments. It is aimedat providing an understanding of the mainconcepts and their practical application indecision making.

Objectives

To provide an overview of accounting,

organizations

To help participants to be effective infunctions involving multidisciplinarytasks

To help participants in evaluating impact of managerial decisions on the organizationsrevenues, costs, and surplus

To provide skills for analysis and

To help participants in developing better

department of the organization

Contents

Accounting concepts and mechanics

statements

Working capital management

Time value of money

Capital expenditure analysis return oninvestment, payback period, net presentvalue, internal rate of return, and debt

service coverage ratioEssentials of product costing

Flexible budgeting, variance analysis, andcontrol

Cost reduction strategies

Pedagogy

The pedagogy would emphasize participative

learning and insights into practical situationsthrough lectures and case discussions.

Participants

managers and executives working in, or fororganizations serving the rural sector.

Fee` 20,000 per Indian participant and US$ 875


Finance for Non-Finance ExecutivesNovember 14-18, 2011

Programme Co-ordinators:Prof. Shiladitya Roy, Prof. Paresh J. Bhatt, Prof. Asmita H. Vyas

October 15, 2011




Managing voluntary organizations is becomingincreasingly complex and sophisticatedwith the changing context of developmentin global environment. More and morevoluntary organizations working towardsimproving the conditions of socioeconomicallydisadvantaged and marginalized sections of society in developing countries are realisingthe need for a superior understanding of development perspectives as well as tools andtechnology for development management.The need to enhance the range of knowledge,skills and strategies they use in their work isalso realised. Capacity building of managerialstaff of voluntary organizations is crucial forenhancing managerial skills and leadershippotential.The Management Appreciation Programme

offered by IRMA since 1992 focuses onapprising participants with new perspectivesas well as strategic and operational issues

structure and contents are continuouslyrevised and upgraded to best meet the needs

a large number of participants from Indiaand other developing countries such asAfghanistan, Bangladesh, Nepal, Pakistan, SriLanka, Ethiopia, Kenya, and Tanzania. In thelast nineteen years, IRMA has trained morethan 500 participants from more than 175

Objectives

residential international programme designed

to provide an overview of managementfunctions required for the effectivemanagement of development organizationsin an increasingly complex and challenging

To provide an overview of the changingcontext of development in the globalenvironmentTo impart basic knowledge in functionalareas of management for management of development organizations

To enable participants develop analyticaland practical skills for effectivemanagement of development organizationsTo provide space to participants for sharingof their experiences as development

organizations and to learn from each other

Programme OverviewThe programme is designed around sevenmodules covering various aspects of understanding development and management.

Programme Modules

ManagementUnderstanding Human Behaviour forManagerial EffectivenessMarketing and CommunicationFinancial ManagementManagement of Development Projects(including LFA and MIS)

Organization and ManagementSustainable Livelihoods and Community-Based Organizations

Besides these programme modules, therewould be several intensive workshops

or development. The workshops would beorganized on the following themes:

Sustainable Financing

Social InnovationStrategic Issues in DevelopmentOrganizationsTeam BuildingDevelopment Action and Policy AdvocacyInformation and CommunicationTechnology

20th International Management Appreciation Programmefor Voluntary Agencies (VOLAG-MAP)

November 14 December 9, 2011Programme Co-ordinator:

Prof. Mukul Kumar




PedagogyClassroom sessions will be interactive withscope for case analysis and small groupdiscussions based on participants experiences.

provide opportunities to enrich participantsexperiential knowledge base through sharinglearning with other development practitioners.

learning on development management inpractice.

Who Should Participate?

be personnel from voluntary organizationsin developing countries who have spentconsiderable period of time in theseorganizations, and whose job content ismanagerial rather than involving direct

implementation. It is these human resources of of many people, mentor younger entrants intothe working of the organization, maintaincritical interface with external agencies,and perhaps manage an entire project orprogramme for the organization. Managerial

exposure to the principles and applicationsof development management, which form thecore of this programme. IRMA encouragesapplications especially from women managers

Programme RequirementsThe intensive character of the programmerequires full and undivided attention and

trips. For this reason, participants must befree from any professional or other obligationsfor the entire duration of the programme.Since classroom deliberations and pedagogicmaterials are in English, a good understandingof the language is essential to enhance learningand facilitate participation in discussions.

VenueThe programme will be conducted at theExecutive Training and Development Centre(ETDC), located on IRMA campus. ETDChas modern and well-equipped classrooms,50 furnished and air-conditioned singleoccupancy rooms, a dining hall, a lounge, andother facilities.

DurationThe programme will commence at 09:00hours on November 14, 2011, and conclude at17:30 hours on December 9, 2011. Participantsare expected to make their travel plansaccordingly.


September 30, 2011




The present paradigm for Indiasdevelopmental strategy is inclusive growth.The exclusion or marginalization manifestin the Indian populace in various forms: between the haves and the have-nots; betweenurban and rural areas; between employedand un/under employed; between different

between genders has created a major problemin relation to the context of inclusive growth.Essentially inclusive growth is a process,

which involves opportunity, capability, access,and security of the population.

The watershed is a complex meta-systemof biophysical, economic, social-behaviouraland institutional-organizational systems.It provides natural boundary to an areaand this makes to be a functional unit fordevelopment administration. A total of 23%of the budget of watershed is reserved forlivelihood enhancement and micro-enterprise

offers an opportunity to converge andharmonize resources of different schemes andprogrammes specially those under the Bharat

watershed development projects.

A participatory, outcome and impact-orientedand user-focused monitoring, evaluation, andlearning system is needed to obtain feedbackand undertake improvements in planning,project design, and implementation. Someof the monitoring systems which have been

tried in India are Concurrent Monitoring,Input-Output Monitoring (e.g. PNP), ProcessMonitoring (e.g. APRLP), QualitativeAssessment Matrix (QAM), Participatory

based monitoring, Community Level Self Assessments, etc. Essentially the monitoringsystem has to be comprehensive encompassing biophysical, economic, institutional,

indicators.

involvement, of multiple interest resolution,of compromise rather than confrontation, of

Hence effective management of a watershedwould require a socio-technical approach of planning and intervention.

ContentsThe programme is interdisciplinary, havingpractical orientation based on case studies,

success stories, and existing innovations of monitoring, management, and governanceof watershed. It would demonstrate theeffectiveness of management approaches indealing with such problems. Participants areexpected to be familiar with the following bythe end of the programme:

Management Information System (MIS) forManaging People, Processes and Technology

Understanding MIS

MIS for Watershed Projects in IndiaMonitoring and Management of WatershedProjects

Management of Watershed Projects (usingLFA)

Monitoring, Evaluation, and ImpactAssessment of Watershed

Governance of Watershed

Watershed Approach: An IntegratedManagement of Land, Water, and Forests

of Watershed

Social Auditing and Policy Analysis

Win-Win Approach for WatershedIntervention

Appreciative Inquiry Approach forWatershed Intervention

Monitoring, Management, and Governance ofWatershed for Inclusive Development

November 21-25, 2011Programme Co-ordinator:





Learning Process Approach to Scaling Up

Watershed Interventions in the RespectiveAreas of Participants

Field Visit to Unique Interventions

PedagogyThe programme will be conducted throughinteractive analysis, case studies, small groupdiscussions, role play, presentations, andsimulation games. Field visits to some uniqueexperiments would help participants learn

analysis of their experience and experience

able to get a clearer understanding of both

concepts and practical methods that couldenhance performance of collective enterprises.

Participants


donor agencies, state departments, academics,and others who are concerned and restiveabout livelihood enhancement and povertyalleviation.


October 31, 2011




IRMAs Strength on the TopicIRMA has conducted a large number of programmes on effective leadership and

will bring a great synergy for participants.

ContentsLeadership effectiveness: Leadership inchanging times, leadership development,leadership interventionsSocial and transformational leadershipImproving communication within anorganization

resolution

frameworks

resolution

participation

Pedagogy

The programme will be conducted throughinteractive sessions, case studies, small groupdiscussions, role-play, presentations, andsimulation games. Field visits to some uniqueexperiments would help participants to learnthrough experiences.

Participants


donor agencies, government departments,academics, and others.


Effective Leadership, Organizational

November 28 December 1, 2011Programme Co-ordinators:

Prof. SN Biswas & Prof. Pramod K. Singh

October 31, 2011




A key challenge facing professionals isoptimal management of data. The perspectivehas shifted from availability of data tooptimal utilization and management. Therationale behind this programme is to enableorganizations fully utilize the data they may be collecting from in-house surveys, agencies,or from secondary sources. During thisprogramme, the endeavour would be to shareanalytical tools and techniques to make datatalk while not losing track of simplicity.

Objectives

The programme would provide amethodological framework for datamanagement and statistical analysis of surveysand would cover:

Classifying and Measuring DataOrganizing Data

Descriptive Statistical Analysis of Data

Pedagogy

The programme will be conducted throughinteractive sessions, case analysis, and groupexercises. Computer exercises and hands-onexposure to the most widely used data analysissoftware SPSS would help participantsgrasp the nuances of data management.

Participants

donor agencies, co-operatives, governmentdepartments, academics, and others whoare concerned with design, implementation,and analysis of surveys or alternatively areconsumers of survey data.


Data Management SkillsDecember 7-9, 2011

Programme Co-ordinators:Prof. Anand Venkatesh & Prof. Preeti Priya

November 15, 2011




Information System (IS) is the backbonefor effective managerial decision making.However, the perception of effectivemanagement of information throughinformation technology (IT) has provednonremunerative for many where proper carehas not been taken to map the deliverablesof IS vis--vis the organizations goals. If information systems are not aligned to theprocesses of the organization, the result may be destructive and at this point reversal of thedecision to invest on IT becomes infeasible.Management of Information Systems (MIS)is, therefore, a critical issue before strategicdecision makers to create an ambiance for IS-IT alignment in the organization. Though an

IT intervention, other managers have equalor more responsibility of understanding theintrinsic issues of such interventions for theimprovement of a process. This programmeaims to discuss various issues relatingmanaging information systems in development

organizations, discuss methodologies forformulation of MIS plan, and appreciatepossible roles and deliverables of managers.

Objectives

To help participants understand theconcept and importance of MIS, strategicissues of alignment of information systemswith organization processes, informationtechnology, role of managers in effectivelyplanning, organising and managing

information resources, and in using IT as toolin the organization.

ContentsConceptual framework of informationsystemsMIS and organization - the relationshipForms of MISInformation technology and its role inorganizationsDecision support and information systemsData mining and warehousingCase studies and laboratory sessions

Pedagogy

The programme will be conducted throughinteractive lectures, discussions, and casestudies. This programme gives emphasison participatory learning approach, groupexercises, and laboratory sessions. Sinceparticipants will be drawn from differentorganizations in the development sector,discussions will be on frameworks followed

ParticipantsThe programme is intended for functionalmanagers, MIS managers, and professionals

operative organizations from the business anddevelopment sectors, and rural developmentorganizations including related governmentagencies/line departments. Participation islimited to 20 participants in the programme

served basis.

Fee`

16,000 per Indian participant and US$ 700per overseas participant

Enterprise Information Systems ManagementDecember 19-22, 2011Programme Co-ordinator:Prof. Harekrishna Misra

November 30, 2011




Evaluation is an important tool to examine

the effectiveness of any programme, learnfrom the past mistakes, examine whetherpolicy/programme has been useful for theclientele, etc. In the context of developmentmanagement, social inquiry is a complexprocess. Traditional quantitative methodswhich examine whether programme objectivesare met or not through surveys are increasingly being complemented by qualitative methods.Both at the start of development projects (toidentify the problem) and at the evaluation

stage, social inquiry is a critical component.crucial to capture the realistic situation. Thisprogramme is designed to build (as well as torefresh) skills and capacity to use qualitativeand quantitative techniques of evaluation indevelopment contexts.

Objectives

To expose participants to differenttechniques of evaluation

To discuss issues in evaluation suchas appraised by objectives, samplingtechniques in large-scale evaluation,

To acquire skills for carrying out variousdata collection techniques and systematicrecording of data

To gain expertise on differentmethodological issues associated withdifferent designs and data collection tools

Contents

part will deal with quantitative approaches,primarily survey methods. The secondpart will focus on the use of ethnography,participant observation, qualitative interviews,focused group, conversation and discourseanalysis, personal narratives, and biographicalmethods. There will be also sessions on howqualitative and quantitative data could beused together in the analysis.

PedagogyThe programme is organized in the model of a workshop. Apart from classroom sessions,model research studies which have usedmixed-method approach, will be discussedin the groups. There will be opportunity forparticipants to discuss their practical researchproblems with professionals and to receivefeedback.

Participants

This programme is targeted at professionalsin the research wing of developmentorganizations, co-operatives, and agencies of rural management. It also welcomes juniorfaculties and research students, particularlyfrom educational institutions located in ruraland small-town settings.


Qualitative and Quantitative Techniques for EvaluationDecember 19-22, 2011Programme Co-ordinator:

Prof. Sony Pellissery

November 30, 2011



53/6748 Institute of Rural M

MDP Details of IRM Anand

Documents