| Foreword |
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xv | |
| Preface |
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xvii | |
| Acknowledgment |
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xxi | |
| Section 1 Revisiting the Admission Model |
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Chapter 1 Evolution of Admissions and Recruiting: The Ivey School of Business |
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1 | (17) |
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This chapter examines, by means of a case study, a Canadian business school, including the evolution of its way of admitting students and facilitating the placement of graduates. |
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Three forces triggered its evolution: the privatization of its programs within a publicly funded university, the emergence of globalization, and the increasing importance of business school rankings that directly affect applicants' selection of schools. |
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The chapter demonstrates how the admissions process and program design are a work in progress, especially given new competitors internationally. |
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It also shows how the reputation of the school is enhanced by the quality of its alumni. |
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Ideally, to accomplish the school's goal of high quality education, the admissions process should mirror the strategy and positioning of the school. |
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Chapter 2 Factors That Determine B-School Selection |
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18 | (18) |
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Education is about the moulding of young and unprepared minds. |
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It is a process that incorporates enormous inputs and commitment on the part of all stakeholders involved: teachers, peers, parents, and society. |
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The outcome of education is measured in terms of the status person has gained, wealth, physical comfort, standard of living, and social esteem. |
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Higher education plays important role in shaping the future of a student. |
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Management education is one the most popular courses at post-graduate level. |
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Hence, this chapter is an attempt to understand the factors that a student looks for while selecting a B-school. |
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Primary survey is done to understand the factors affecting students' decision in selecting a B-school. |
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It is observed that teaching pedagogy, placements, faculty, specialization, and fees play important roles in a student's decision process. |
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Chapter 3 Future of Business Education and Admission Challenges |
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36 | (12) |
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With the mushrooming of business schools across India producing graduates that are being labeled as unemployable by industry, a serious problem is facing the business schools in India. |
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Is it the right time to rethink how business education is being imparted? |
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Are we actually preparing the students for the future? |
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Do we need to relook at the way we are interacting with the industry? |
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Is there a need for closer tie-ups? |
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The author feels that we need to consider answering these questions if business education is to be improved. |
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Many interesting trends such as MOOCs (massive online open classes), technology-mediated learning, experiential education (internships and field-based projects), incubator and laboratory learning (including virtual reality), and gamification need to be explored. |
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With reference to challenges in regard to admission, only a strong differentiation in terms of content, industry tie-ups, center of excellence in collaboration with industry for knowledge creation would help. |
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Chapter 4 Design Thinking in Redesigning Business School Admission Process |
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48 | (19) |
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Admissions are critical for any business school (B-school). |
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A good school aims at a diverse participant mix who reflect a broad range of industries, functions, countries, and backgrounds to enrich the learning experience. |
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Therefore, admissions or the intake process becomes crucial and decides the fate of both the school and students. |
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This chapter maps the journey of the design thinking tools applied in redesigning of the admission process and its impact in context to a leading Indian B-school. |
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This study has broader implications for B-schools in general as the model will help them understand the need of applying design-thinking techniques in redesigning new age admission strategies. |
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Chapter 5 Time Travel Into a New Age of Business Education |
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67 | (23) |
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Business education is a very broad spectrum that encompasses a number of methods and principles which shape the career of students as per the needs of corporate world. |
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Business education not only provides the necessary approach and strategies which should be implemented in order to carry out business or job in a successful fashion, but it also helps in crafting personality of students on the basis of ethics, moral values, and skillsets. |
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Since the initiation of industrial era in this world, system of business education has been adapting and revolutionizing as per trends in global market. |
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Earlier, in the period of 1950, business education was based on the functionalities and principles of the business. |
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Chapter 6 Soft Skills: An Effortless Interview Strategy for Selecting the Cream of the Crop |
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90 | (14) |
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This chapter focuses on the development of an effortless interview strategy for selecting the cream of the crop. |
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While selecting the candidate for the institute, the management needs to look beyond the papers and documents. |
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They need to look for skills that sets the candidate apart from the rest. |
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Soft skills are the set of qualities that provide assurance to the management on the candidate chosen. |
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The author throws light on the intricate details to be kept in mind by the interviewer while processing an interview. |
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It takes a lot of effort to select the very best candidates from the lot. |
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The chapter highlights the soft skills needed to be considered carefully by the management while selecting the candidate who would do justice to the seat that they will acquire. |
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The research is based on the author's experience and discussion with the students. |
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Chapter 7 Impact of Technology in Admission Processes |
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104 | (8) |
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Admission is the most crucial leap taken by a student and the first step by an institute before they begin a journey for next couple of years. |
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The anticipation and excitement exhibited by both institute and student during the admission process is enthralling yet engulfed with complexities and apprehensions. |
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Multiple ways of evaluating candidates have been explored in the past with the likes of group discussions, personal interviews, aptitude tests, psychometric tests, behavioral tests, etc. |
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They have evolved and have formed a part of the admission process. |
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The process is time-consuming, effort-driven, and needs to be updated/modified constantly. |
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This chapter addresses the concerns that candidates and institutes face during the admission process and how technology adoption can increase effectiveness while reducing the time required by institutes to enroll candidates. |
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Chapter 8 Requisites and Provocations for Admissions in B Schools |
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112 | (22) |
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In Stanford University's Graduate School of Business, the most selective B-school in the U.S., 94 of every 100 applicants will be turned down. |
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Harvard Business School will rebuff 9 out of every 10 applicants. |
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Although increasingly becoming the "Mecca of the young," global professional, let's just say that business school is not everyone's cup of tea. |
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Admission committees are meeting huge challenges to make hard and often painful choices for jittery candidates. |
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MBA/PGDM admissions are more art than science. |
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It is a methodology that gives more weight to the ability of an institute to add value, rather than merely perpetuate the brand myth. |
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More importantly, B-schools are incorporating processes and systems that have become the norm in various industries. |
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For example, Alliance Business School, Bangalore, has embarked on an ambitious plan to implement PCMM (people capability maturity model), used in the software industry. |
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Under this, all processes-from admissions to career mapping to interfacing with stakeholders-have been identified and key metrics have been developed and implemented. |
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Chapter 9 Harnessing the Power of Differentiation: A Case of Indian Business Schools |
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134 | (16) |
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Gone are the days when attracting quality students for admissions used to be a cake walk. |
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Nowadays, the admission process particularly for business schools has become a herculean task as it incurs lot of challenges even for prestigious ones. |
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Nevertheless, there are multiple factors likely to impact thought process of prospective candidates while choosing appropriate B-schools like placement track, infrastructure, and quality of faculty, accreditation, ranking, etc. |
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This chapter reviews marketing drives adopted by business schools as an attempt to stand out and differentiate them in a crowded and volatile market and attract students worldwide. |
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The chapter also deals with range of marketing initiatives undertaken by B schools in recent times to attract potential students. |
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Considering the relevance of adapting to the changing market forces, the purpose of this chapter is to analyze innovative strategies adopted by business school in the Indian context. |
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Methodology adopted in the paper is conceptual and analytical. |
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Suggestions are proposed at the end of chapter. |
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| Section 2 Finding the Right Fit |
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Chapter 10 Choosing the Right Institution of Higher Education Could Really Be Tough! |
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150 | (20) |
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The chapter is a sneak peek into the possible complexity there can be in decision making, especially if it is about selecting one's future path in life. |
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The authors attempt by way of exploratory research method of case study to bring out the process model idiosyncrasies in decision making while selecting an institute of higher education. |
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The chapter also provides insight into the possible factors which can play an important role in the entire process of choice making. |
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The authors try to reason that such decision-making processes are highly complex, and this complexity increases as the information circle of a student grow. |
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Also, the student makes a satisficing choice and not that of an optimal one. |
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Chapter 11 What Do Business Schools Expect From Aspirants During Recruitment? |
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170 | (19) |
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This chapter will discuss the practices that business schools need to include/incorporate in their admission process. |
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The contents of this chapter are relevant to business schools admitting students for undergraduate, postgraduate, and/or both programs. |
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In this chapter, the author will elucidate various aspects that need to be considered by decision makers to help them achieve a wholistic outcome post the recruitment drive. |
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Red flag areas which can result in stagnation or rigidity in the selection process and impact the overall quality of a cohort will also be highlighted. |
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For the benefit of the reader the author has segregated the study into four different groups. |
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Some areas may be general and relevant to business schools recruiting for both, undergraduate, and postgraduate studies, other areas may be more specific to a program or level of students. |
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Chapter 12 Utopian B-School Classroom Where Expectation Meets Reality: An Admission Strategy for B-Schools |
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189 | (19) |
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The supremacy of some business schools like Harvard and IIMs in the ranking ladder makes them desirable to the students as compared to the clusters down the ladder. |
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The result is a greater number of admissions in the former category as compared to the latter. |
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The question that arises is, What makes the top-ranking institutions a class apart? |
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The answer is, the creation of the product that is a class apart. |
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The chapter discusses various means including the pedagogy and curriculum to make the business school classroom a conducive environment to create an elite class of future managers and entrepreneurs. |
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The main objectives of this study are to understand the differences in the students and the need for reinventing the pedagogy as to suit the needs of individual student thus converting the conventional classrooms into utopian classrooms for them. |
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The chapter also explains the importance and attributes of a good curriculum in a business school. |
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Chapter 13 What Do Candidates Look for While Selecting a B-School? |
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208 | (22) |
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Over 15,000 schools offer business degree programs worldwide. |
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A majority of the institutions including the educators and practitioners believe that they clearly understand and address the expectations of any current or prospective student that intends to enroll with them. |
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This belief is flawed and contradictory since there is significant divergence between students' expectations and the ground reality after the student enrolls for the program. |
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This chapter aims to outline key deciding criteria that may enable a prospective candidate to assess schools before application. |
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The factors include, but are not limited to, drawing up a list of potential schools, shortlist the "top" schools matching the offered programs and aspirations, future career path desired, amongst other important parameters such as diversity, class profile, and financial investment. |
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The factors discussed also highlight the key areas where business schools can meet and exceed expectations and go the extra mile that will help them differentiate against competition. |
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| Section 3 Engaging With Millennials |
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Chapter 14 Fostering Engaged Prospects Through Digital and Social Media: How to Get and Keep Their Attention |
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230 | (21) |
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In the age of innovation, social media is the ideal platform for academic bodies to reach out to prospective students, currently enrolled students and alumni. |
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This chapter explains role and significance of social media in keeping students engaged. |
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Student as customer concept is in trend which keeps academic institutions under pressure to improve quality. |
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Prospective students expect academic institutions to be transparent in their governance and promote simple and easy to use social media and digital channels for information. |
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The inevitable role of social media for connecting alumni and current student worldwide for networking is explained in this chapter. |
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Social media is an affordable tool for academic institutions to connect to larger student network, but it is important to learn how to use the social media to influence and engage students and alumni of both online and on campus program. |
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The objective of this chapter is to use various examples to help readers understand the concept well to attract prospective students and retain current students. |
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Chapter 15 Millennials: Understanding and Attracting Them to Higher Education |
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251 | (13) |
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The Millennial generation (Gen Y) will comprise half of the global workforce by 2020 and three-fourths of the workforce by 2025. |
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With limited career and growth opportunities in many sectors, many higher education aspirants are looking to reskill themselves in the field of management. |
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The challenge is that this generation has a very different value orientation than that of the previous generation (Gen X). |
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Therefore, understanding the learning attitudes and attributes of this generation could provide useful insights into the strategies that might be effective in the admission selection process. |
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This chapter surveyed 560 students recently admitted to the management institute in and around Delhi region to assess their learning motivations. |
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The results show that the students were very confident in their ability to participate and perform well in the course. |
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They were attracted to the teaching methodologies and networking opportunities. |
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The close interaction between the students, peers, and faculty was one of the main sources of motivation for them to join the institute. |
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Chapter 16 Structural and Functional Pre-Requisites of Management Admission Process: An Analysis of Aspirant Networks in India |
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264 | (15) |
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In the last 25 years, along with the opening up of the economy and growth of the industry, there has been an exponential growth of both private and public business schools. |
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Public business schools have also started expanding giving a tough competition to private business schools. |
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There is competition in both the supply (B-schools) and demand side (MBA aspirants) to match the aspirants' needs and get them a rational return on their investment (RoI) through this tool called management degree. |
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To understand the strategy of MBA admission in business schools, it is pertinent to understand the networks of MBA colleges and the created networks of aspirants. |
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This chapter is an attempt to understand the admission strategy of classified business management institutions in the socio-structural context of aspirants. |
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For the classification of management institutions, the author has considered NHRDN ranking of 2018. |
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The chapter also explores the MBA admission strategies of these top business schools in the context of their institutional branding and student networks effects. |
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Chapter 17 Engaging Alumni in Branding, Admissions, and Recruitment |
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279 | (15) |
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With the ever-evolving nature of education, the functioning of a b-school and an alma mater's role in it has witnessed considerable change. |
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B-schools today go beyond once in a while alumni get-togethers to include alumni in important decision making. |
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The chapter examines various avenues through which a b-school leverages its alumni network specifically in its branding, admissions, and student placement efforts. |
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Using alumni reaps benefits for the students and the schools in terms of a better connection with the school as well as the external environment. |
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Continued association with the school has also proved to be an added advantage to an alumnus and his profile. |
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Chapter 18 Digital Marketing Approaches for Generation Y to Position PhD or FPM Program |
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294 | (16) |
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The purpose of this chapter is to provide a comprehensive overview of the changing needs of PhD or FPM program. |
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The focus of its overview will extend to an exploration of the needs and demands of modern PhD or FPM programs. |
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One of the first dimensions of this exploration is the nature of Generation Y students pursuing their PhD or FPM programs. |
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One of the first insights this chapter offers is that this generation merges their knowledge requirements, consumption patterns, and social interactions. |
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This merging happens in the context of digital devices and platforms for Generation Y. |
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This merging is inclusive of their educational requirements. |
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When they wish to pursue their educational goals, they seek the same criteria that they evaluate their either requirements on. |
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These criteria are functionality, ease of access and aesthetics. |
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Going on, the denizens of Generation Y seek to contribute as much on digital platforms as much as they receive. |
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In the context of PhD or FPM programs, the students of Generation Y prefer to communicate with other users, experts, and influencers. |
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| Compilation of References |
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310 | (27) |
| About the Contributors |
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337 | (6) |
| Index |
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343 | |
