Students are like the CEO of their career and life. As CEOs, they need to formulate a product and marketing strategy for their offered services. They need to handle their own finances. They should be concerned about their motivation and that of their stakeholders. They have to handle their learning and delivery (production) processes efficiently.
This personalises the MBA programme and makes it interesting and relevant. In the role of a CEO of their own fate, they realise that all the theory that they study can be assessed and refined in the crucible of their own experience. In a way, they are being taught how to manage the rest of their own life.
This book shows students some of the skills that are required to be the CEO of their own fate. The first part of the book talks about the reality of the MBA world, in the B-school and in corporate life. This is the marketplace where students, as competing CEOs, are operating.
The second part of the book shows the students how to develop the skills they need so that they can perform the right actions to further their career as an MBA.
The third part of the book teaches the students specific skills to make rational choices - in your life and career.About the AuthorChandra Kant
left corporate life at the ripe age of 45 after he realised that he could contribute to society by helping create 21st century managers who are well-adjusted socially and academically. He focuses on helping the students develop transferable skills which would help them throughout their lives.
He believes that parents, teachers, and the environment put too much pressure on students to perform by creating a culture of competition. This pressure to deliver results creates tremendous stress and anxiety which the students have not learnt to deal with in their formative years. Parents and teachers have not taught their wards any life skills to manage themselves and to create and manage relationships.
He is slowly bringing about a revolution in management learning, by teaching students to understand why people and organisations behave the way they do. He is deeply against the ?mug-and-vomit? culture; he uses the Socratic method of teaching.
He is a B. Tech. from I.I.T. Kanpur and has done his PGDM from I.I.M. Calcutta. He has more than 25 years of experience working with Investment Banks, IT service providers and consulting firms. When not teaching or mentoring, Chandra Kant does woodworking, makes wine and plays golf.Table of ContentsPart I: The MBA Program
Part II: What Managers Do
- I. ?So, why do you want to do an MBA??
- II. The problem with MBAs
- III. You are already a CEO, so think critically
- Emotional hijacking
- IV. The making of an MBA
- Factory Model
- Fitness Trainer Model
- Knowledge transfer in an MBA course
- The cost of producing an MBA
- The Choice of Specialisation
- V. MBA for sale ? what salary will I get?
- The demand for MBAs
- Marketing of an MBA
- The supply of MBAs
- So how do you determine your salary?
- Distribution channels
- The needs of a recruiter
Part III: Critical thinking
- VI. Introduction
- VII. Managing physical well-being
- Energy is not physical
- Immunity and relationship with stress
- The importance of sleep
- Backaches and headaches
- VIII.Managing emotions
- Beliefs and assumptions
- Are we puppets or is it low self-esteem?
- Managing negative emotions
- The behaviour of teens
- IX. Managing Change
- Self Motivation
- X.Managing knowledge ? so much to do, so little time
- What is knowledge
- Knowledge from books
- Time management
- XI.Managing others
- Group behaviour
- Effective communication and motivating others
- XII. The best manager we know
- XIII. Introduction to critical thinking
- XIV. Problem, what Problem?
- Is it a problem?
- The Importance vs. Urgent grid
- Root cause analysis
- XV.Seeing is believing
- Sources of errors in judgement
- Gathering data
- XVI. Eureka!
- Importance of creativity
- Brain storming
- XVII. Closing words