Admissions - School of Business Management

Admissions - School of Business Management

	Admissions open for Week-end Family Business Management 2009-10
	Full Time MBA-Banking
	Diploma in Business Management
	Diploma in Financial Management
	Diploma in Human Resource Management
	Merit List of Diploma Programme 2009
	PGDHR
	Merit list of PGDHR 2009
	Doctoral Programme in Management
	Merit list for Ph.D Management 2009
	Post Graduate Diploma in Family Business Management
	Merit List for PGDBM FAMILY BUSINESS (2009-11) Batch
	MBA (Capital Market) and MBA (Actuarial Science)
	MPE (2009 Batch)
	Next Merit list for MPE Programme 2009-011 Batch
	Part Payment for MPE
	Merit List for FT-MBA 2009 Under Management Quota

Annual Convocation 2009

Annual Convocation 2009

Chief Guest’s Speech Vice Chancellor’s Speech Student Achievers of the year 2008-09 Certificate of Honour/Awards/ Scholarships

Academic Procession on Convocation at NMIMS. Chief Guest Shri M V Nair and Shri BP Sheth, VP-SVKM

Shri M V Nair delivering Convocation Address at NMIMS University

VC Dr. Saxena lightning the Lamp on Convocation along with Shri Nair (R) and Shri BP Sheth (L)

MPSTME -1st Convocation - 2009

MPSTME -1st Convocation - 2009

The first convocation of NMIMS University’s Mukesh Patel School of Technology Management & Engineering (MPSTME) was held on 14th July 2009 where degrees were conferred to students of M.Tech. and MBA (Tech.) programmes. Mr. K.V. Kamath, Chairman, ICICI Bank was the Chief Guest and Mr. A. P. Parigi, M.D. & CEO, Entertainment Network India Ltd. was the Guest of Honor

Speech of Chief Guest, Mr. K.V. Kamath, Chairman, ICICI Bank Speech of Dr. Rajan Saxena, Vice Chancellor, NMIMS University Ladies and gentlemen: Thank you for inviting me to be the Chief Guest at this convocation today. I am honoured to be here to share my thoughts with all of you. At the outset, I would like to say that we as a nation are at a very exciting stage of economic development. The Indian economy is one of the few examples of rapid growth and resilience in an otherwise sluggish global scenario. To put this in perspective, our GDP growth rate of 6.7% is remarkable when seen in light of the contraction witnessed by western countries. Indeed the relative growth of the Indian economy over the western countries has increased substantially since last year. India’s impressive growth story has its origins in a fundamental shift in the underlying growth drivers of the economy. The recent growth is broad-based and balanced, driven by twin engines of consumption and investment. Consumption growth is being propelled by demographic transition, rising urbanisation and increasing household incomes whereas investment growth has been facilitated by policy reforms, increasing significance of India in the world economic order and macroeconomic stability. Going forward this process is only going to accelerate. Let me elaborate on this further. As we have progressed from a per capita income level of US$ 500 to US$ 1,000, we have seen a rapid increase in the consuming class in the country. A per capita income of US$ 1,000 marks the next step-up in the growth path. It is estimated that the increase of per capita GDP from US$ 500 to US$ 1,000 has added about 90 million people to the Indian consuming class. At this level of income there is a distinct demand for better living standards and with increased affordability, large-scale infrastructure development becomes a reality. Going forward, as we move towards a per capita income of US$ 1,500 and then US$ 2,000, we will witness a rapid acceleration of this process. This will be a key factor driving consumption momentum and the consuming class of population will expand exponentially in the years to come. On the other hand, the resurgence of investments in the economy will accelerate the industrial momentum. Already we have an infrastructure investment pipeline envisaged at US$ 500 billion across a range of sectors. In addition, the healthy savings-investments balance that we witness today is a strong indicator that such investments can be easily financed. The decisive elections and the clear mandate to a reform oriented UPA government has added political and policy stability to the current environment. As each of these factors gains in strength, we seem well poised to take our growth story to the next higher level. As can be seen, the Indian growth story today is based on multiple cylinders – consumption, investment, domestic demand, knowledge-based businesses and increasing industrial efficiency. Cyclical downturns in any one sector can occur but it is the combination of all factors that will keep the economy running at the rates that we are now seeing. In addition, there is ample scope to do much better, be it in the agriculture sector or in terms of infrastructure development. There are a lot of growth stories waiting to happen. How do today’s corporates and their leaders capture these growth stories and the opportunities they present? There is no single step solution to this question. Instead, the process will involve continuously moving up the learning curve, seeing the future and preparing for it in an environment where business cycles are shrinking and paradigms are becoming obsolete in three years. India has transformed itself over the last decade. The businesses we see as winners today are those that saw this transformation coming, prepared for it, capitalized on it and rode the wave. Essentially, no solution or business model is everlasting, and the winners are those who recognize this and can become game changers not just once, but repeatedly. Let me go back to the example of the Indian manufacturing sector and the Indian knowledge sector. Indian manufacturing, which was being written off a decade ago, can today boast of a Tata Motors being cited as a game changer in the world of automobiles with its ability to produce the world’s lowest cost car. The continuing competitive pressures have forced the company, and other manufacturing companies, to focus on continuous reinvention and efficiency enhancement. The knowledge sector became a global changer several years ago: its challenge now is to go beyond its existing business model and customer proposition to see how it can change the game again. This could be by radically transforming its human resources sourcing and development paradigm in its existing business, or by leveraging its knowledge capital and wealth of accumulated experience to develop completely new intellectual properties and business models. Business leaders need to be aware of the constantly changing environment that they are in. The art of managing change hinges on the leader’s and indeed the entire organisation’s ability and willingness to learn, anticipate the future and implement strategic change to enable it to continue to successfully compete under all conditions. Approach to strategic change requires leaders to realign the strategy, structure, process, technology and people of the organisation to fully capitalise on available opportunities. While every major change has to be initiated and managed separately and systematically, the organisation must have a basic structure and philosophy that supports change. Leaders should shape organisations that are flexible and amorphous, able to change shape and form easily. They must have a culture that encourages innovation and the challenging of conventions and existing procedures, at all levels. They must have a mindset that welcomes change as an opportunity for improvement, rather than as a threat to existing “comfortable” situations. For this, investment is required in continuously revitalising people, the organisation and relationships within an organisation, and democratising information. In this process, change leaders must ensure that the people in their organisations continue to learn, unlearn and relearn. The employees need to master new skills and knowledge with the increasing advance of technology. They need to be able to adapt to new structures which organisations bring in to stay flexible and fluid. Corporate leaders must constantly examine their strengths and weaknesses, their competitive positioning, their long-term strategy and their portfolio of businesses. Based on this ongoing analysis, they must change their organization’s structure and reallocate their resources optimally, to maximize the value that they deliver to their stakeholders. Before I end I would like to briefly talk about the ICICI experience and how we as an organisation reacted to opportunities around us. Till the 1990s, ICICI was a single product project finance company with limited need for or use of technology. It operated in a segmented financial sector with limited scope for entrepreneurship and gave loans to companies operating in a protected environment. In the 1990s, however, a series of challenges confronted ICICI. Indian industry was going through a process of deep structural change, trying to cope with liberalisation and competition. Technology and the advent of the worldwide web were changing business paradigms across the globe. We realized that our traditional business model would no longer work in this environment. ICICI responded to these developments with a multi-pronged strategy. We identified the key growth opportunity for the future – consumer banking, recognizing the under-penetration of retail lending in India and the importance of this segment in propelling economic growth. However, we did not have the “conventional” infrastructure required for retail banking in the form of branches. We realised that technology was the key to capitalising on this opportunity profitably. We pioneered the delivery of financial services using technology in India. And, more importantly, we did not limit it to a niche customer segment or restrict it geographically – we scaled it up and rolled it out across the country. We have consciously chosen a technology architecture that is flexible and scaleable, without building legacies that could hamper future innovation. Technology is now ingrained in our products, services and business processes; indeed, we have changed from a bank using technology to a technology company offering banking products and services. As a result we were able to increase our customer base from less than one million to over 10 million in four years. Once we established market leadership in this segment we realized the need to seek new opportunities for growth and evolution. In the last few years, our two key initiatives have been to expand our presence outside India and deepen our presence in rural India. We believe that India’s rural economy and the country’s growing international linkages will be our future growth engines. Indeed, we do not expect that catering to international of rural markets will follow the same norms or path as that to the consumer credit segment. To cite an example, we realize that doing business in rural India will call for a set of completely different ideas, as we will have to deal with ticket sizes that are about one-tenth of what we cater to now. Our philosophy is to continuously look at new opportunities, new horizons; while evaluating how can improve our existing businesses at the same time. It is important that we develop organizations that are capable of shaping global markets and contributing to economic growth. We must harness the entrepreneurial spirit of our people to build organizations like these. We have all the resources and capability to achieve this. What we need now are corporate leaders who can think differently, act without fear, shape organizations and create opportunities where none existed earlier. Great leadership and great success emanate from dreaming, learning and executing – and then dreaming and learning again! You are some of the most talented young people of today. You are the products of a new millennium. You need to think and act differently from the generation before you. This illustrious institute has provided you with the requisite skills to manage the multitude of demands that are facing today's businesses. It is under your leadership that India will achieve her rightful place in the world. I congratulate all the graduating students of NM and wish them all the best for a very bright future. Thank you Hon’ble Chancellor, Shri Amrishbhai, Chief Guest Shri K. V. Kamath, Guest of Honour Shri A. P. Parigi, Sr. Vice President and Mentor NMIMS University, Shri Balwantbhai, Vice President, Shri Pravin Gandhi, Hon. Secretary Shri Sunandan Divatia, Jt. Hon. Secretary Dr. Jayant Gandhi, Deans Dr. D. J. Shah and Dr. Pradeep Kumar, Associate Deans, Director (Administration) & Registrar I/c Mrs. Varsh Parab, my faculty colleagues, staff members, graduating students, Ladies and Gentlemen. Five years ago we saw a dream of developing Techno Managers in our University. It took us on a path of integrating engineering education with management education and thus emerged our innovative programme, the MBA (Tech). It is a unique programme, as it offers the students not only the opportunities to acquire knowledge and skills in engineering but also the competencies for managing technology. Today is a historic moment for our Mukesh Patel School of Technology Management & Engineering, which was set up five years back, as its first batch of MBA (Tech) graduates. It is also historic, as five students who have successfully completed M.Tech. will be awarded their degrees. At a time when not many engineering institutions offer M.Tech. programme which is the need of the hour, the University took the lead to set up a M.Tech and Ph.D. Programmes in technology area. To commemorate this moment, we are indeed lucky that we have today in our midst two leaders who have changed the paradigms in the industry in which they operate. Mr. K. V. Kamath, Non-Executive Chairman of ICICI Bank is credited to have revolutionalized the banking experience for the customers. We all know him as a visionary leader who brought retailing concepts in the banking industry which until 1998, expected customers to come to the bank to transact the business. And the banks offered their services in an obliging manner. Mr. A. P. Parigi is another visionary leader who today has also revolutionalized the entertainment broadcasting industry. At a time when the only entertainment-broadcasting channel was Vividh Bharati – The AM Channel, Mr. Parigi was a man who saw opportunities in FM radio and thereby led the Times Group in this industry. We all know it today as Radio Mirchi. Once again, Mr. Parigi was responsible for bringing retailing concepts in Telecom industry. Ladies and Gentlemen, please join me in welcoming the two leaders as our Chief Guest and Guest of Honour. At this point of time, I would fail in my duties if I do not talk about yet another leader in our midst, Mr. Amrish Patel our Chancellor and President of SVKM. He, today, not only provides visionary leadership to the Trust and the University, but as a person he understands not only the education, but also the development needs of the country. He is passionate about the quality of education in our system. He is today supported by a very able team of Office Bearers which includes Shri Pravin Gandhi, Shri Balwantbhai Sheth, Shri Sunandan Divatia, Dr. Jayant Gandhi and Shri Pruthviraj Shah. Our Parent trust SVKM started its journey in education 75 years ago with a school for Gujarati girls in Vile Parle. It is today one of the dominant education providers in Mumbai and is fast expanding its wings across India through its NMIMS University. At this point of time, it is pertinent for me to mention that the SVKM’s NMIMS University, was created out of India’s top 10 business school Narsee Monjee Institute of Management Studies. We were recognized as a Deemed University by UGC, on the strengths of our work in management education and our accreditation by NAAC, and our standing among the top business schools in India. Over the last 5 years the University diversified in areas of Technology Management and Engineering, Pharmacy and Pharma Tech Education, Architecture and Science. It also introduced innovative 5 year dual degree MBA (Tech) and undergraduate Business Administration and Commerce Programmes. It continued to strengthen its foothold in executive education through its Distance Learning Programme. The spirit of NMIMS can best be described in the following words: Innovativeness Entrepreneurial Responsiveness to market needs Focus on societal developments This spirit has guided our action from 1981 till today, when our concern is to develop education programmes, which will enhance the employability of young Indians. Towards this end, one of the major activities is to continuously keep our programmes relevant to the needs of the industry. This spirit has guided the development of our Programmes at the Mukesh Patel School of Technology Management & Engineering. At this point of time it is pertinent to mention that our School of Technology Management & Engineering is named after one of our illustrious and dynamic President, Shri Mukesh Patel, who was snatched away from us by the cruel hands of destiny in 2002. Today the graduates of the MBA (Tech) is indeed the fulfillment of dream of Shri Mukeshbhai, who wanted the University to chart the path in undiscovered territories and create a distinctive image for itself. In his interaction he would invariably mention that the benchmark for all in NMIMS have to be the IITs and IIMs and international institutions. Today, the University is committed to changing the paradigms in education by delivering innovative programmes through experiential pedagogy. To meet this objective, we have today an academic relationship with the Harvard Business School. This relationship helps us to develop our faculty members. Similarly, today we have relationship with other leading Universities in the US. Ladies and Gentlemen, we are today standing at a very interesting moment in the history of modern India. Perhaps it is the first time ever after 1947 that we hope to see major structural changes in education sector. Our belief is that India cannot grow if it doesn’t have strong education sector which delivers globally benchmarked education. The purpose of education, as you all know, is to develop inquisitive minds. It needs to encourage cross fertilization of ideas. Unfortunately, until now our entire education system has been geared to comply with a standard model which rarely takes into account the evolving needs of the industry. It leaves very little scope for the faculty innovation and research. We are today witnessing the consequence of such an ill-conceived bureaucratic model of education. NMIMS University today wishes to change this entire paradigm. For this we believe that we need to aggressively pursue the agenda of teaching and research excellence in all our Schools. Hence our dream is that the University should play a definitive role in the 21st century technological, management and organizational research and educate to develop individuals who are socially sensitive and impact global development. Our mission therefore will be to provide to the nation good quality trained human resources who are socially sensitive, have inquisitive mind and persistence to change their own and organization’s lives and contribute to make India a knowledge super power and the world a better place to live. The University will continue to seek out opportunities for interdisciplinary research. It will focus on creating research communities, who share the objectives of creating knowledge that will influence the development in India and perhaps the world. Our goal is also to create an impact making learning environment. Finally the demographics of Indian market can be converted into an advantage only when the benefits of quality higher education reaches the segments of Indian population who have so far remained out denied the benefits of the formal university education. The Chancellor Shri Amrish Patel’s dream and all of us in his team is to develop employable youth through good quality professional and vocational education for different segments of the society. This, then Ladies and Gentlemen, is our dream. Word to Graduating Students Let me now turn to the graduating students. You are now entering in a world where there are no complete Black and White situations. All have high shades of grey. This grey component of real life situation will require a very high degree of problem solving and decision making skills, which I am sure you have acquired in your programme. It will be extremely important for you to keep the ethical standards at the highest level. Remember, you and I can’t change the world but we can be the face of change that we wish to see in our lives. Hopefully, if graduating students like you from NMIMS accept this, India will be a lot more different place to live. From today you will have the task of carrying the NMIMS flag. We will always look forward to you keeping it flying high. Remember every goal that you hit and achieve will always make us proud. So, go out in the world score the goals and we as the faculty in your alma mater will be your score keeper and cheer leaders. Let me wish you all the best at this juncture in your career as also in your life. Finally I like to thank the Office Bearers and the Managing Committee of Shri Vile Parle Kelavani Mandal, the Members of the Board of Management, my colleagues, Pro Vice Chancellor, Dr. M. N. Welling, Deans, Director, Faculty and Staff and sub staff for their unstinted co-operation and support. I would particularly like to thank the Hon’ble Chancellor, Shri Amrish Patel, Mentor, Shri B. P. Sheth, Shri Pravin Gandhi, Shri Sunandan Divatia, Dr. J. P. Gandhi and all other Management Committee Members of SVKM who have reposed confidence in me and my leadership. Thank You: Ladies & Gentlemen

UTVi Panel discussion, Budget 2009, The Big Debate

UTVi Panel discussion, Budget 2009, The Big Debate

• Panel discussion part - 1/7
• Panel discussion part - 2/7
• Panel discussion part - 3/7
• Panel discussion part - 4/7
• Panel discussion part - 5/7
• Panel discussion part - 6/7
• Panel discussion part - 7/7

School of Science

Admissions - School of Science

	Programmes
	Ph.D. in Biological Sciences
	Ph.D. in Chemical Sciences
	M.sc. Statistics Sciences
	Integrated M.Sc. Ph.D. in Chemical Sciences
	Integrated M.Sc. Ph.D. in Chemical Sciences
	DMLT
	DIAC
	Important Dates
	Prospectus
	Advertisement
	PI Call Letter

Balwant Sheth School of Architecture

Admissions - Balwant Sheth School of Architecture

	B.Arch.
	Next Merit List for BSSA 2009

Admissions - School of Commerce

Admissions - School of Commerce

	PGDBM (Tourism) Batch 2009
	Merit list for PGDBM(Tourism) 2009
	BBA/B.Com
	Next Merit list for BBA/B.Com
	Management Quota for BBA\B.COM
	PGDBM (Insurance & Sales)