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Kirloskar Institute of Advanced Management Studies - [KIAMS], Harihar

Kirloskar Institute of Advanced Management Studies - [KIAMS], Harihar

Harihar, Karnataka AICTE Estd 1991 Private

Dr. C.N. Narayana, Principal Director at KIAMS answers about his philosophy of leadership and more. Read the full interview here..

Dr. C. N. Narayan
Dr. C. N. Narayana
Director, KIAMS

Dr. C. N. Narayana is currently the Director of Kirloskar Institute of Advanced Management Studies.

With two decades of corporate experience in finance, commercials, operations and Assurance, now Dr. C.N. Narayana is into academics, teaching. He has published International Papers on HR-Strategic Management& Chaired Strategic Session in IABE under California State University US and TexasUniversityy StrategicSummitt in Florida US. Contributed articles and book reviews in Global Business Review (GBR) published by SAGE International. He also has a credit of publication in spiritual Management “Silent Messages for soul searching”.

Dr. C. N. Narayana has successfully completed his PhD from Canterbury Christ Church University and before KIAMS, he was the Director, CDL and Prof. of IFIM Institutions. He has also worked in International School of Management as a Registrar and Professor.

Ques 1: Kindly tell us about your experience in the education industry and what makes it the best industry to work in?

Ans. I have spent 2 decades in the corporate world, before embarking my journey into academics a decade ago. It is certainly not the last straw in the Camel’s back, but is highly enriching and satisfactory on a comparative degree as I build future leaders of this nation. The intrinsic motivation I get in education is not explainable in words.

Ques 2: What are significant challenges that you are facing in bringing out the real vision of the Organization?

Ans. Challenges are many in a business school when there are more than 4000+ of them in the country. To remain focused on academic rigor, quality intake, and year on year improving the admission process (Input, throughput, and Output), making the student industry ready, and decent placement are always main challenges. As a Principal Director of Kirloskar Institute of Advanced Management Studies, I was given a task to turnaround in 3 years, which I could do it within a year with the help of faculty and support staff by meticulously driving the performance in teaching, research and management development program being the 3 engines of growth. We wanted to be in the top 50 business schools across rankings, which we have achieved but it is a long journey to move upwards in rankings. But, KIAMS will surely achieve its vision.

Ques 3: Tell us about some of your experiences and how does your curriculum ensure the best practices of the industry?

Ans. We ensure that our curriculum is updated once in 6 months through Academic Advisory Council which has drawn luminaries from the industry and academicians. We also hold a monthly expert’s day out to get updates on what industry is looking for in the next horizon of a year and make necessary changes in the curriculum which includes soft-skill updating also. KIAMS has a distinct advantage of industry connections through Kirloskar group and we ensure that we go beyond the group as well to every sector. We also have 4-month Business Immersion program which is a 20 plus credit course and it is delivered in all seriousness with academic rigor. It not only gives students an opportunity to demonstrate their skills while learning but also to stay connected and relevant to industry.

Ques 4: What goals do you have in your mind for KIAMS?

Ans. The first goal is to take KIAMS to top 40 business schools in India. The second goal is to bring in change through technology enablers including social media. Not to undermine the traditional class room teaching but to strengthen the same with blended learning pedagogies which is futuristic, is the third goal. To expand Pune campus and build research culture in KIAMS among faculty community is the fourth and to ensure that our faculty members publish books and research papers to build intellectual capital in KIAMS, and finally, make myself highly dispensable are the fifth and sixth goals respectively.

Ques 5: There have been talks of Kirloskar Institute of Advanced Management Studies having very different plans of delivering educational expertise to every aspirant, kindly elaborate on it more.

Ans. We are working with a couple of agencies and foreign universities to drive knowledge dissemination through technology includes joint research with ASMA. Adaptation of Social Media in Academia. KIAMS wants to be a knowledge and research partner in this upcoming field in social media. We want to the first mover in this direction. As explained earlier, we look at blended learning in a big way in the years to come. With the help of our group we are looking at Internet of Things (IOT) and other market relevant courses as analytic has become cluttered market. Every business school is misusing the terminology and we don’t want to be in that space.

Ques 6: How do you plan to build a positive school culture or climate in Kirloskar Institute of Advanced Management Studies?

Ans. I think, in the last 3 years KIAMS has proved its credibility through its intellectual capital building, we have won several awards and recognitions both national and international. We also ensure that a residential business schools like us have diversity. We ensure that minimum 20 plus state students are enrolled and good amount of girl students enroll for this 2-year residential program to ensure gender diversity. The climate is very conducive for students from learning perspective and freedom and autonomy to faculty to ensure learning takes place. Students also have lots of club activities, sports and various extra-curricular activities to ensure that at the end of this 2-year journey they are holistically developed and industry ready as well. KIAMS is also progressing towards establishing center called K- CDC (Kirloskar - Community Development center) to ensure knowledge sharing, Joint research with students and faculty fraternity in and around both the campuses.

Ques 7: What is your philosophy of leadership? How would you describe your leadership style?

Ans. More than leadership, I look at my position as an enabler for transformational journey of the institution and students. I want to be a guiding and driving force for this change as an active participant. As a captain of the tea, I ensure that faculty get enough freedom and opportunity to demonstrate their commitment and passion. I also communicate to my faculty fraternity that efforts are encouraged but performance is measured and recognized in all possible ways.

Ques 8: What would be your ideal school environment, and how would you encourage that kind of culture?

Ans. Academic and operational freedom will ensure growth of the institution. The first mantra is liberation for thoughts and ideas to grow. The second mantra is not to look at short term benefits but the long-term growth. The third mantra is no micro management in academics. The fourth mantra is updating self with changes happening in the market place to stay relevant. Last but not the least, commitment towards goal, equal opportunity, encourage research and publication culture amongst faculty and ensure consistent performance. To make them a better human being, give them practical exposure and treat them like our own children for their seamless and smooth transition.

Ques 9: Any suggestions you would like to give to the current youth and the aspiring students?

Ans. I would not advice students but suggest that they stay focused without thinking about the result. If you are hardworking and committed and honest to yourself to learning process you are destined to be successful. Not to think about placements in the beginning, get into a mode of seeking and broad-based learning to begin with and success will chase you and organization naturally will chase you too.

Last Updated - 18 Jul 2017

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