Tag Archive: faculty achivements

From a management student to associate professor at the Global Business School, Hubli to an associate professor at KIAMS, it has been a natural progression for Prof. Ashok Patil who joined the KIAMS team last month. Prof. Patil excels in the field of corporate finance, a subject he is teaching at KIAMS.

“Being a management student myself – I am pursuing my PhD as well – I know my subject and also the importance of imparting education the right way,” he says. On being asked how he makes his classes more interesting and engaging, he says: “I involve the students in group discussions in order to bring out new ideas, encourage role-play to practice real-time market scenarios and conduct question-answer sessions wherein I clarify their doubts. All these elements are an integral part of my classroom sessions to help the students pick up things easily.”

To create a better understanding of the various aspects of management, Prof. Patil says he picks up live examples. All the management workshops he has attended, he says, come in handy as he incorporates all those teaching methods in his own sessions.

As far as prerequisites for a good manager are concerned, Prof. Patil says, a manager should be able to analyze a situation appropriately before making any decision. “He must be a quick decision-maker and result-oriented,” he adds. “Managers should be dynamic and keep themselves abreast of the latest in their field,” he says, confident KIAMS will be able to help the students achieve this objective. “They should be up-to-date and should be analytical in decision making.”

Prof. Patil has been an achiever in his own right. His passion for teaching has helped him bag a number of prizes including second prize at the National Conference on Entrepreneurship and Business Development in India. He was also chosen for having the best paper in the technical seminar Track C-101. One of his papers, ‘Role of Trust and Control in Financial Services Outsourcing: An Empirical Study’ has been accepted in a peer reviewed journal. Another paper, ‘A Critical Review of Outsourcing, Off shoring and Offshore Outsourcing of Financial Services’ has been submitted for approval at the Institute of Management Education and Research, Belgium.

KIAMS is happy to welcome Prof. Patil on board and looks forward to this high value addition to the PGDM course.


To be a runner up in an international competition, where faculty members of major business schools presented best of their unpublished work, speaks volumes about the excellent analytical work of Dr. V S Pai. 

Students at KIAMS are painting the town red on their professor’s Chak De Phatte kind of success. “We are really not surprised because he has an uncanny ability to explain the most difficult of problems in the easiest possible way,” says PGDM student Drishya.

What we like the most is that he goes beyond the text books and connects everything with the present scenario and developments. This really kind of hooks students to his class,” says PGDM student Rohit, another die-hard fan of Dr. V S Pai.

Although, with more than two decades of experience under his belt, Dr. V S Pai never took the competition lightly and always knew his work needed to be elaborate and analytical in order to come in the first three. His writing work explained how Tata Teleservices entered into a joint venture with NPC DoCoMo of Japan to improve the performance of their telecom venture.

Management theories and practices are fast evolving in the present business scenario where mergers and acquisitions have long become a norm. Challenges faced by business are myriad and new, requiring managers to think on the feet and develop a truly international perspective. Kirloskar Institute of Advanced Management Studies has a reputation to groom future business leaders in the art of not only surviving but also outshining in the competitive world of business.

“We at KIAMS are fortunate to have an experienced and talented faculty member like Dr. Pai, whose international exposure will help students develop international perspective and transform into world class business leaders,” says Dr. Gopal Iyengar, Director of KIAMS.

Dr. Pai has some advice for the students. “There is no short cut to excellence and this holds true for everyone. I keep updating my knowledge and skills, and writing papers is a kind of passion for me” says Dr. V. S. Pai. “Awards and recognition always follow tenacity, so keep your goal in mind and toil hard to achieve it,” advises Dr. Pai to his students. But he warns against being workaholic as it saps one of energy and life. “Work hard and party harder has been my mantra and it has worked very well for me till today,” laughs Dr. Pai.

Kirloskar Insitute of Advanced Management Studies (KIAMS) has all that it takes to build and foster a successful manager – for the stakes are high. Research shows that between half and three-quarters of business alliances fail due to poor relationship marketing. Today’s economic climate requires them to have a quick turnover while lowering costs and increasing the amount of functionality they can deliver. This climate thus mandates that organizations master at least three critical skills to ensure that performance goals are being met: metrics, negotiation and relationship management.

To address the topic of how to make alliances or relationships succeed, we spoke to Prof. Akash Mathapati, Sr. Lecturer, BBA, MBA who teaches Relationship Marketing, Marketing Management and Brand Management to the students of KIAMS. With 6 years of rich industry work experience behind him, Mathapati gives us fantastic insight into the emerging need of relationship management and outlines what students and budding managers can do to move this from an individual skill into the realm of an organizational capability. He is also a frequent writer and speaker on issues of Brand Personality and Consumer Buying Behaviour, having presented papers in International Conferences and Research Publications.

“When I talk about Relationship Management” he says, “I incorporate it as a holistic distinction between two different kinds of RM. The first kind is focused on a particular transaction or relationship say, with a customer. The second is focused on organizational capability, i.e. what processes, tools, and skills does the organization need to have in place with its suppliers, vendors & other stakeholders to have a truly effective RM.” said Prof. Mathapati.

He adds that, “Ultimately, the cost of a bad relationship can be the outright failure or sub- optimization of the enterprise or effort.” Simply put, a poor relationship can prevent an effort from delivering up to its potential. “The fact that individuals and organizations have different interests, cultures etc. is the reason you need a RM. We all have different sets of experiences, and we interpret data in different ways and thus form conclusions. All of these differences need to be managed.”

Indeed the job opportunities are fairly moving up in this vertical (such as Banking, and IT and ITes Services) as more and more companies are realising to the inadequate attention of the working relationship as being a major cause of failure of an alliance, be it with a customer, supplier or a vendor.

A “virtual club”, the Kirloskar Institute of Advanced Management Studies (KIAMS) Operations Club’s goal is to gain a good understanding of

Club members said they want to learn “what is really happening in the industry.”

A relatively new Operations club, began in 2011 and consists of 13 members from the seniors, 10 from the juniors, three faculty members and alumni. Because the Operations Club is a “virtual club” operating online, it doesn‘t have any co-ordinators. “We just have initiators – students who started the club,” said club members. Being an online activity, anyone can initiate a discussion and we all participate.” With a forum on Facebook, “We get a lot of responses from the students. For example if we post on a particular topic, students usually give their point of view on that particular topic and will give live corporate examples in which the concept is being used.”

The club has also caught the attention of KIAMS faculty.

“Earlier there was input only from students, but now faculty as well as alumni working in the operations sector also comment on the topics,” said club members. “It’s a two-way interaction. If students have any questions, they can ask their questions on the forum and the faculty/alumni always respond.”

In addition to its online activities the club does organize some events.

“We do have some sub-events happening during Pragati. Even during Operacy we organize some Ops-based quizzes – themes may differ from year to year.” Being in the club, having to manage time for discussions, members have learned if having a face-to-face discussion doesn’t work they can always connect on Facebook and have an online discussion. It’s a continuous process providing daily interaction with classroom knowledge forming the basis of discussion.

As with any organization, there are challenges to be faced. “One challenge that we face is that sometimes new concepts that we post as topics on our FB forum get only bookish answers from students,” said club members. “Earlier, when the faculty and alumni were not a part of this forum, we were not making much progress in terms of real-life examples being given to us. Also, sometimes when we want actual data, or examples of real-time implementations, getting them can get difficult. But with the faculty and alumni coming in, it’s now much better.”

While Prof. R.N. Venkateshwara helped start the club and even held a session on an operations topic to help members to understand the field, students took over the club from there.

“But we do have a lot of support from faculty and alumni on our online page,” club members said. Future plans include converting the  club from a “virtual” organization to a physical one, but in the interim they can be contacted at their Facebook thread: https://www.facebook.com/groups/161946767207751/

While most of the faculty and MBA-grads at Kirloskar Institute of Advanced Management Studies or 
KIAMS, find Professor Bidyanand Jha’s mix of Marketing and Mathematics, fascinating, Professor Jha himself doesn’t.

After my BSc and MSc in Mathematics, I chose to do MBA in Marketing, out of interest. There is a lot of analysis in both. Marketing requires a lot of calculations, lot of formulas are inter-related… number crunching, you know. Happens in Finance also, but Marketing attracted me, because of the different kind of challenges. Actually Finance becomes an office job, while I love travelling, roaming around and talking to people. That was my skill and I found that it could be used in Marketing.

As a core faculty of Kirloskar Institute of Advanced Management Studies, Prof Jha teaches Sales & Distribution Management, Brand Management and Retail & Franchising Management. He is particularly bullish about career opportunities for branding ‘India’!

“The Government of India is focusing hugely on Tourism, be it sight-seeing or Health Tourism. But we’ve got to brand tourism properly. Infact India is globally branded as the centre of economic growth, and this needs to be brand-managed as well. That’s why at KIAMS, we believe that Brand Management has immense scope, not just for branding a product, but branding a community, a country, or even a system.

Not surprisingly, therefore, Prof Jha finds Franchising Management as the next big thing. The number of foreign companies queuing up to do business in India – but not willing to ‘manage’ it – is on the rise. Such companies are always in search of innovative entrepreneurs willing to promote their product, as well as become a part of their system – an opportunity for which students are prepared at Kirloskar Institute of Advanced Management Studies.

But what interests Professor Jha the most, are the teens of India. Infact, both the research projects currently being pursued by Prof Jha at KIAMS – learning style of the teens and purchase decision making of the teens – revolves around them.

There was a time when decisions were made by elders and passed on to the teens, but now teens are self-dependent. This is the new India, which hasn’t been explored much. What is the Teens’ perception? How do they see the Indian market? How do they perceive a product? How do they make a purchase decision? They are habituated to a certain learning-style in the classrooms and school. What impact does it have on their selection of marketing messages… their interpretation of advertisements – in conventional and in new media? How the perceptions of the advertiser differ from the person watching the advertisement? Teens are the Centre of my research at KIAMS, because tomorrow they will be the main consumers in India, atleast.

With KIAMS for a year now, Prof Bidyanand Jha resides within the campus of Kirloskar Institute of Advanced Management Studies.

I get good sets of students to teach, good peer groups to work for… KIAMS is a motivating factor for me to do better.” He advises the outgoing batches to map the difference between their perception and the reality of the outside world, before they step out of Kirloskar Institute of Advanced Management Studies.

…And for the incoming batches at KIAMS?

They should unlearn things they’ve learnt outside and relearn new things. At KIAMS, We ‘teach to think’. We all are different individuals with different caliber of solving problems with success. The Kirloskar Institute of Advanced Management Studies doesn’t teach that ‘this is the fundamental process of solving a problem’ and that’ you should handle this problem in this way’. KIAMS grads are taught the process of decision-making that leads to a good decision, when a problem comes their way. The students design their own boundaries.”

Clearly, at Kirloskar Institute of Advanced Management Studies, you will have to be creative in solving problems on your own!

Pinak Kulkarni is a visiting faculty member of Kirloskar Institute of Advanced Management Studies (KIAMS), which is part of the Kirloskar Group of Companies, one of India’s largest industrial conglomerates. Having joined KIAMS in 2005, his areas of expertise lie in Operations Management and Supply Chain Management.

A self-professed workaholic, he describes himself to be part of the family which stays away from family. Besides keeping a tab on collaborative decision making in modern supply chains, technologies, and other research interests, he is also part of the recruitment and admission process of the college.

When questioned about how do business schools prepare good leaders? , Mr. Kulkarni answers that “A business school and its faculty’s role requires that they focus, channel, and enliven the energies, knowledge and talents of its students.” “The mission and the vision will decide and animate the school’s strategy, policy, and method; and its values will ensure that propriety and consistency of its tactics and actions.” “As a knowledge imparter, therefore, the school must provide an organisational environment which fosters opportunity, endeavour, and growth. I believe all these qualities to be amply present in KIAMS – and no doubt such an environment will harbinger the future leaders of tomorrow” Kulkarni states.

In addition, another important and challenging issue confronting business schools today is the business student’s viability to find a good job. To this Mr. Pinak Kulkarni ratifies that there is in essential three elements to be understood before a grad student tries to enter an industry – one, the need to identify clearly all his strengths, in terms of knowledge and skills; second, the importance of gaining practical industrial experience during college, to understand the realities of the industry and thirdly, contemporary awareness of it.

Kulkarni accredits in imparting indigenous management skills to his 2nd year students, whom he mentors. Students learn from experience and his approach is focussed on a lot of research work which he encourages his students to perform.

Further, a word of advice – Pinak wants students to not make any wrong program choices. Before enrolling for a course he suggests that they go in for an advanced psychometric test to understand their real interests and strengths. Based on the result, they should figure what they’d like to study.

For Pinak, the challenge of being part of KIAMS faculty is to align his personal goals with the goals of the institute, and also the needs and aspirations of its students, and to ensure that this alignment is centred on a crux of ethics, knowledge and morality. Only then, he believes – the
faculty or otherwise can truly lead and achieve permanent positive transformation of its students.

Prof. Dr. V. S. Pai

For over 24 years Dr. V S Pai or Professor Pai, as his students know him, has taught Business Strategy, Corporate Strategy, International Business, Organization Structure and Design and Management Control Systems. He recently submitted a paper for publication at Salem State University in Massachusetts. “The case based paper has been sent for publication in ‘The CASE Journal’ and is under the blind review process. It examines how Tata Teleservices faced the challenges in the turbulent telecom services market in India, its tie up with DoCoMo the Japanese MNC and the future of the joint venture in a high growth scam hit industry,” he says, giving us a small insight into his paper. Another one of his case based paper namely on the joint venture between the Japanese MNC, Honda Motors and the Hero Group of India was accepted for publication, last year, by the Asian Case Research Journal, National University of Singapore.

As a core faculty at Kirloskar Institute of Advanced Management Studies (KIAMS), Dr. Pai found the students a praiseworthy lot. He said, “The students there are adroit and professional enough to carry on with a lecture session even in the event of a rare power failure in the classrooms.” A little bit of humour does go a long way, especially in a classroom full of MBA aspirants. “There was a complete power failure but the session went on through the teaching-cum-discussion mode in near-dark conditions with everyone attentive and many participating in the discussion until the power came back after quite a while,” he says. This is one KIAMS memory that is going to be with him forever.

Incidentally, Kirloskar Institute of Advanced Management Studies (KIAMS) is a management institute situated in Harihar – a town situated about 240 kilometres from Bangalore. Despite the rural location and resultant power failures, KIAMS is ranked amongst the best B-schools of India.

“The students of KIAMS,” he says, “are being well trained to become excellent managers in the future.” KIAMS, according to him has excellent faculty. The courses are structured and well thought out. Students are exposed to the industry, and study in a simulated environment of work life in the industry. He has a word of advice for the institute, though. It needs to attract the best faculty in the country, strengthen the placement process and get closer to the industry, and also tie up with reputed B-schools abroad and thus internationalise its base.

The latest subject of his research is the Indian telecom industry. When asked why he chose to particularly focus on this industry, he had a wealth of insight to share with us. He said, “It is a happening sector, which is transforming the Indian landscape. It can propel growth of the economy as telecommunications is a critical dimension for stimulating growth. The services that can be rendered are mind boggling. For example we have entertainment, banking, travel reservations, networking and so many other applications available at our fingertips. With around 14 players the industry appears fragmented and may lead to consolidation. The potential for employment generation across the country and bringing dramatic changes in the lives of rural and far flung population is substantial. Future for this industry is extremely bright because of the huge population in India, the still low level of penetration in semi-urban and rural areas, and the 4G and 5G possibilities that are already unfolding in the developed markets.”

When asked to share a little about the paper he has submitted at the Salem State University, Massachusetts, Prof. Pai said, “It is a case based paper that has been sent for publication and is under the blind review process.” He minced no words about rightly calling the high growth industry ‘scam hit’.

This professor of management is a well-travelled man and has visited various countries including Australia, New Zealand, Hong Kong, Malaysia and Thailand in connection with academic pursuits. Dr. Pai has successfully overseen many academic and social events. The audiences he has planned for include management gurus, students and the common man, or woman, which covers the entire gamut of the human race.

Dr. Pai has guided three PhD scholars successfully, completing an ICSSR, New Delhi funded research project and also of publishing several research papers. Many institutes have benefitted under his competent mentorship. Some of them include T A Pai Management Institute, Gulbarga University, Manipur University and ICFAI Business School. He specialises in Management Teaching, and has taught both under-graduates and post-graduates alike as well as at the doctoral level. Although grades are a good measure of academic performance, Dr. Pai says, “They should be backed by the needed aptitude, grit, the ability and willingness to think plus a never-say-die attitude.”

His favourite book, no surprises, is Jonathan Livingstone Seagull, and his favourite quote is, “Give a man a fish and you will feed him for a day, teach him how to fish and you feed him for a life time.”

As we concluded the interview, we only came back with a higher regard for the professor whose contribution in Management cannot be ignored. He can be rightly and deservingly considered the star faculty of KIAMS for the month of August, 2011. This is the result of his deep commitment to his work, his students, society, and to each of the public and private sector organizations he is associated with.

Dr. V. S. Pai grows with each ‘project’. To him it is a learning experience he takes in his efficient stride. The aura that surrounds him is energetic. It speaks of excitement and those meeting him can only wait in anticipation for the gems he generously shares in the form of his knowledge. The students of KIAMS were enthralled with Dr. Pai’s classes and left him with a small prayer that said, “Sir, we pray for your good health and long life. May you help everyone; including those who are yet to be acquainted with you. We love you always.” It came straight from their hearts.