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N. L. Dalmia Institute of Management Studies and Research - [NLDIMSR], Mumbai

N. L. Dalmia Institute of Management Studies and Research - [NLDIMSR], Mumbai

Mumbai, Maharashtra AICTE | Estd 1995 University of Mumbai, Mumbai Private

“The management courses must focus on relevance with due attention to academic rigor and thus facilitate application orientation with emphasis on conceptual clarity, knowledge of tools/ techniques, critical thinking coupled with contextualization.” opines Dr. Dinesh Hegde

Interview by Bhawna Rawat



Dr. Dinesh Hegde is currently working as the Dean of N.L.Dalmia Institute of Management Studies and Research, Mumbai. He holds Masters and Doctoral degrees in Economics with specialization in Quantitative Economics. He has taught Post–Graduate and Doctoral courses for 4 decades in India and abroad. He has guided several Doctoral and Masters Dissertations including summer/winter Projects.

Over the past four decades, Dr. Hegde has led research teams of prestigious projects in techno-economic areas (including Technology Matrix for Tanzania, Demand Side Management in the Indian Power Sector, Cost-Benefit Analysis of Cleaner Technologies in India, Estimation of the fair rate of return on equity for a PPP project) sponsored by SIDA, EERC/MOEF/World Bank and regulatory bodies. He has undertaken numerous consultancy assignments in techno-economic areas including restructuring, turnaround, and viability studies in diverse industries such as automobiles, continuous casting, industrial fasteners, agrochemicals, electronics and infrastructure sectors like air/seaports. He has published several papers in reputed national and international journals (including those of Elsevier, Inderscience, Science Direct, Springer and IEEE).

We have not only to keep ourselves updated, but also be proactive in the education industry

I have spent 40 years in the education sector. It has been an enjoyable career for me as we work on a larger canvas, mentoring a whole generation of students who shape up and tend to take up responsible positions and often occupy a pride of place in their respective roles in various industry/service sectors. It gives the immense satisfaction that we have been a part of this significant process and played our role in the making of professionals as well as institutions. Needless to say, there are unprecedented challenges, going forward. 

As technology makes big strides combined with changes in tastes & preferences, markets and organizations are increasingly becoming consumer/user centric which, in effect, alters the nature jobs and work environment. In light of this, the kind of requirements the industry would seek can only be expected to be different. Thus, the urgency for management education to rise up to the occasion becomes all the more  and give exposure to the latest developments such as Big Data, AI, IoT and Design Thinking in formats like seminars, conclaves and or short certification programs etc.

The Dean’s philosophy of leadership is to drive intellectual & physical capital and create synergy to secure the best outcome. 

I believe in inclusive and democratic leadership. I value it personally, and have seen it working effectively over the years, besides bringing in the best from those involved to develop a critical mass moving forward. We have well qualified, competent Faculty across disciplines with diverse viewpoints and when we work together, we strive for the optimum. 

Talent acquisition and retention continue to be the biggest challenge across Institutes

We have a lot of requirement for Faculty and some specific requirements are very difficult to meet. This is not only true for NL Dalmia but across all management institutes as getting quality faculty is the biggest challenge. Fortunately, we have a good team of Adjunct and Visiting Faculty to make up for this gap as also bring in their rich industry expertise & experience. 

We are working for creating more placement opportunities for students on campus

It has been good so far but we need to improve in terms of reach as well as preparing students industry ready. We are working on that and it is a continuous process which will take some time. Yes, competition is very much there but for well-established brands. Surely, over a period of time, with the ongoing collaborations/partnerships with Wisconsin and VirginiaTech, we should be able to establish ourselves as a strong brand. We are doing well but we could do a lot better. 

Our infrastructure facilities make us stand out among all the other institutions

Our uniqueness is in terms of infrastructure and various enabling facilities comprising a rich Library including a digital one. Also, we have a Bloomberg lab with twelve terminals, a rare facility at that. We have a good composition of students coming from diverse backgrounds, with nearly fifty per cent of the intake being engineers. NLDIMSR a preferred destination for management education. 

An ideal school environment will focus on the relevance of studies to the present time

An ideal B-School environment would be as I said earlier, a good combination of rigor and relevance. A lot of case studies are taken up for classroom discussion in addition to immersion experience projects. We also have live projects here undertaken by the Faculty with industry and social relevance. Recently, we have completed five research projects for the Police as well.  

Now, we are also entering industry oriented projects. Already, we have had interaction with the Mira Bhayandar industry Association. So, very soon we will have more projects to work with. These are some assignments from the industry which are under discussion with our consulting /research groups. We have a long way to go but then we have made a good beginning.  

As part of the nation-building exercise, we have also begun a long-term Logistic management program (LLMC) at INS Hamla for the Navy, here in Malad. We had done that earlier as well. Thus, we are making ourselves relevant outside institutes as well. 

The Institute provides continuous exposure to students to match industry and global levels

We are at it, in addition to the regular curriculum, we have quite a few workshops, conclaves and other events. Recently, we have had an international marketing conclave, in addition to others on artificial intelligence, big data and the like. Just last weekend, we had an international conclave on design thinking as part of the ongoing endeavor toward industry – academia interface. 

Well, it's an ongoing process of giving continuous exposure to the students on the latest developments taking place in the Global arena in respect of technologies and market; as a concerted effort to go well beyond the domestic boundaries.

Taking students’ feedbacks and solving their problems can build a strong student-teacher relationship 

We frequently interact with the students, get the feedback for whatever they need and their responses. They have a lot of activities, like Aakarshan and sports week and events like Utkarsh. So, we interact with them and we also sponsor them for events in other Institutions as well. So, there is constant interaction. 

Students try to address their problems, sometimes it is through the HODs, and sometimes it is direct. They can walk in anytime. We are not that formal. If they approach me, first we keep the HODs informed. We have regular meetings every fortnight, we have meetings with HODs. So, we come to know about the issues affecting the students. We try to resolve them as quickly as possible and similarly, regular monthly faculty meetings are there so that we are in touch with the faculty and the issues whether in the classroom or outside.

There’s the project called CSR which we now call MSR, My social responsibility, where we have adopted a village called Kondawa, 90 km away from here, where students are involved and time to time they visit and address the issues relating to school, health, hygiene and livelihood. We are working on that and there is a professor-in-charge for student affairs. So, we get regular inputs. All in all, there are a lot of activities and students are made to feel the responsibilities not only in the corporate sector but also in a wider societal space. Then we have regular industry visits. So, there are many things which closely link them to real worlds. 

Goals planned for the Institute to be achieved in the future 

We have a growth plan for the institution, our ambition is to become a University with different schools. So, to say environmental sustainable Technologies could be another School. So, how to make the students more social conscious so that there are Industrial and social levels. 

Suggestions for the current youth and the aspiring students

Values, acquire values. This is the age of consumerism. It's so easy to be blown off on its feet which I think is a big challenge, not to look at only packages but what sort of work content is there. You may also find them not being satisfied, “is this all?” every young person would feel so. Therefore, from the beginning itself, I keep telling them to choose the content. 

The US for instance, also the UK, 40% of the managers are not happy, they don't think they contribute in anything meaningful to the organization or to the society. So, then these questions tend to come so the best thing is to be rooted in values so that all these things will help you in choosing a career. 

In the long run, that's what matters as you are an internal part of the society. If you are divorced from that for whatever reason it turns to haunt you.

So, it is very important that the values are nurtured not only at home but also in institutions.

Last Updated - 12 Sep 2018

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