Management Education in India: Perspectives and Practices by Manish Thakur, R. Rajesh Babu

By Manish Thakur, R. Rajesh Babu

This quantity problematizes assorted features of administration schooling in India---pedagogy, curricula, and disciplinary and institutional practices---from the point of view of the worldwide South. The essays during this quantity carry out the institutional demanding situations of crafting a correct educational programme that converses with either nationwide specificities and worldwide realities. Coming from various educational specializations, the individuals traverse the interface in their respective disciplines with administration schooling. In doing so, they interact with the continuing worldwide debate on administration schooling. This quantity fills a seen hole of significant, scholarly mirrored image at the nation of administration schooling. whereas there were sporadic reflections and low evaluations, a severe stocktaking of the institutional and disciplinary elements of administration schooling has been lengthy in need of. This quantity is of curiosity to students and practitioners of administration schooling around the globe, and is probably going to generate debate on its modern relevance and destiny trajectory.

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9) No specific definition, all references to the accepted cannon of strategy discipline Margie Parikh and Rajen Gupta Organizational change (India edition) Organizational behaviour: a strategic approach (India edition) Business policy and strategic Management Barbara Senior and Jocelyne Fleming Michael A. Hitt C. Chet Miller Adrienne Colella AzharKazmi (continued) A Postcolonial Critique of Indian’s Management Education Scene 27 Table 1 (continued) Name of book Extract Authors Human resource Management: text and cases “HRM, on the other hand, is compatible with the organization design of new organizations.

How has this ontological status of Management served human kind? It has led to enormous wealth creation. One could not have dreamt that from 1950 to 2000 global GDP could have increased by 800 %5. Greer and Singh (2000) writing for the Global Policy Forum find that the 300 largest transnational corporations (TNCs) control a quarter of the world’s productive assets. Size of the TNCs as measured through annual sales far exceeds the GDPs of many a nation’s economy including those of industrialized countries.

Jammulamadaka Such “illegitimization of practice” was not limited to workforce and shop floor Management practices but encompassed financial and associational practices also. The series of legislations—Societies Act, Trust Act, Companies Act, Trade Union Act, Industrial Disputes Act and so on—enacted by British in the period after 1860 repeatedly rendered customary Indian business and Management practices illegal (Birla 2008). These notions of illegality continued into the postindependent era with legacy legal systems firstly and later globalization.

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