School of Management & Entrepreneurship

&ldquo;IIT Jodhpur is committed to impart quality education to facilitate the creation of qualified, competent and responsible human resources to meet the emerging technological challenges of the world. It is working towards creating an equitable learning platform that is positive, accessible and effective in the face of the modern societal and scientific advancements.

Flexibility in curriculum, in all its academic programs, encompassing elements of teaching, research, creativity, innovation and entrepreneurship is the most unique feature of IIT Jodhpur. The Department of Science and Technology (DST), under the National Mission on Cyber Physical Systems, has identified IIT Jodhpur as a Technology &amp; Innovation Hub in the area of Augmented Reality and Virtual Reality. The institute has also been nominated as the coordinator for the Jodhpur City and Knowledge Cluster by the Office of Principal Scientific Adviser, Government of India.

The sprawling 852-acre IIT Jodhpur campus is a majestic tribute to the deep-rooted diverse cultural heritage of the region. The campus is an architectural masterpiece, which is slated to become an international exemplar of sustainability with net-zero energy, and advanced water and waste management strategies.&rdquo;

IIT Jodhpur

Asian Journal on Quality

Designing quality for the higher educational system: A case study of select engineering and management institutions in India

World University root node

Management and Production Engineering Review

Creating procurement efficiencies in agribusiness in India

Excel Books

Improving effectiveness of preventive maintenance in a captive power plant

Purpose - Educational institutions must provide quality of services so as to be to able to delight the customers and be able to compete and achieve a leading position in the long run. This paper is a continuation to an earlier study and aims to present the results of an empirical study conducted on management institutes in India with a customer orientation to the quality paradigm through a focus on the students' perspective. While multiple methodologies were applied, SERVQUAL has already been discussed as the first part of the paper. This part of the series presents a prioritization for improvement of service design of an educational system through incorporation of the Voice of the Customer. The study is an attempt towards the integration of multiple methodologies so as to be able to identify customer requirements and evaluate service quality with the application of SERVQUAL; prioritize improvement of service through the Kano model; and, guide and develop educational services by incorporating the Voice of the Customer through the QFD. Design/methodology/approach - After having derived the findings from the application of the SERVQUAL, the Kano model and the Quality Function Deployment was used to guide and develop an educational system through the Voice of the Customer. Findings - The Kano model provided a guide to prioritize improvement and enhancement of attributes and thus, proposed the improvement and enhancement of delivery of educational service. The QFD helped develop educational services by incorporating the Voice of Customers. Practical implications - The paper could be useful to policy makers, educational planners and administrators in developing a system that could lead to customer satisfaction and delight. Originality/value - The integration of the multiple tools and their application to the field of management education in India, has not yet been made available in the literature. © Emerald Group Publishing Limited.

The TQM Journal

Delighting customers of management education in India: a student perspective, part I

Purpose - Educational institutions must delight their customers and provide quality of services so as to be competitive and achieve a leading position. The paper aims to present the results of an empirical study conducted on students of select management institutes in India with a focus on their orientation as a customer to the quality paradigm. The study is an attempt towards the integration of multiple methodologies so as to be able to identify customer requirements and evaluate service quality; prioritize improvement of service; and guide and develop educational services by incorporating the voice of the customer. Design/methodology/approach - The study was conducted across three phases. In the first phase, service quality was determined through the application of the SERVQUAL; in the second phase, the Kano model was applied; and, in the final phase, the QFD was applied. This paper, which forms the first part, is restricted to the application and findings of the first phase of the study, namely identification of customer requirements and the evaluation of service quality. The second part in the series is aimed at the establishment of prioritization for improvement of service design of an educational system through incorporation of the voice of the customer and the generalization of results. Findings - The study helped identify customer requirements, measure performance and evaluate service quality through the SERVQUAL and gap analysis. Practical implications - The paper can be useful to policy makers, educational planners and administrators in developing a system that could lead to customer satisfaction and delight. Originality/value - The integration of the multiple tools and their application to the field of management education in India has not yet been made available in the literature. The integration of such methodologies and the comprehension of the findings and relationships could enable policy makers, educational planners and administrators to assess performance and guide improvement efforts, with resultant customer satisfaction and delight. Copyright © 2011 Emerald Group Publishing Limited. All rights reserved.

Delighting customers of management education in India: a student perspective, part II

Vinod Gupta School of Management Indian Institute of Technology Kharagpur {\ldots}

Module-5 Consumer Behavior

Jindal Global Business School

Beyond usability: the OoBE dynamics of mobile data services markets

Conceptualizing service quality in higher education

PurposeThe industrial organizations all over the world are operating in a highly competitive and challenging business environment. Achieving customer satisfaction on a continual basis keeping in view of the increasing expectations of the customers has been the key to the growth of business and operations. Customer satisfaction and business development can only be achieved by retaining the competent and capable managers at different hierarchical levels of the organizations. But with the growing career opportunities and better employment prospects available, turnover of managerial personnel has become an increasingly important industrial problem worth studying in the recent years. The purpose of this paper is to examine the industry-wide problem of managerial turnover. Design/methodology/approachThe paper describes a study which is diagnostic in nature and which follows a causal design approach to empirically examine if the impacts of both the organizational social and technical subsystem elements on managerial retention are significant or not. In the first phase, a pilot survey was conducted on a sample of 93 managerial respondents at junior and middle levels in order to test the validity and reliability of the survey instrument. The second phase of the study was conducted on a sample of 444 junior and middle-level managers from various organizations located in India to determine the causal impacts of the organizational social and technical subsystem factors on managerial retention through developing an integrated model by using the general linear modeling technique. FindingsThe results were in the expected direction and fulfilled the research aim of the current study. The factor analysis had grouped the items into seven constructs with a total of 53 items. Studies indicate that in industrial organizations the design of managerial jobs by balancing both the organizational social and technical subsystem elements does impact managerial retention. The empirical model developed through general linear modeling technique supports the proposed relationships. Originality/valueThrough identifying and empirically establishing the impacts of organizational social and technical subsystem elements on managerial retention in Indian context, this paper helps to understand the managerial expectations from their prospective employers. The top management of the business organizations may use the findings as guiding criteria, while constructing, managing, and evaluating their managerial retention strategies in Indian context. © 2011, Emerald Group Publishing Limited.

Journal of Modelling in Management

Impact of organizational sociotechnical system on managerial retention: a general linear modeling approach

Statistical methodologies and their practice often rely upon tests and confidence interval procedures based on Studentized sample means of independent observations from a normal parent population and their Student's t distributions. This is specially so when the sample size n is small. An unmistakable impression one is left with, whether implied or not, is that such exact Student's t distributions may not be valid when the observations are dependent or non-normal. We show that one cannot discard the possibility of an exact Student's t distribution for a Studentized sample mean, or its suitable multiple, simply because the observations may be dependent or non-normal. In arriving at this conclusion, we have uncovered a very interesting and seemingly unknown feature (Theorem 2.1) of an n-dimensional multivariate t distribution with equi-correlation p, arbitrary degree of freedom v, and arbitrary n.

Metron

Examples of non-normal observations for which a studentized sample mean has a student's T-distribution