Aims to enable students to develop design leadership

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aims to enable students to develop design leadership and entrepreneurial skills and empower them to become wealth creators in the field. Design, an Apt Partner for Management in India According to Kanagasabapathi (2009) India is different than the rest of the world in terms of its economy, business practices and management. It is a society driven economy, its growth attributed to the inherent strengths of its people; the quality of putting ideas into practice, the initiative, energy and genius of the Indian people. Another important unique factor about India is the dominance of its non- corporate sector in the Indian business system, which provides employment to a significant part of the population but also produces a large number of entrepreneurs, making India one of the largest entrepreneurial nations in the world. Even the corporate sector has different management needs in the Indian context, whether they be for the manual intensive production models, technology models for a large population, educated and uneducated, finance models for people who rely on their own money rather than borrowed money or the marketing theories that take into account the fact that an Indian is not an individual but is a part of a family and community, which influence his buying decisions. Looking at these needs, only those management models will work in India that have taken into account the socio-cultural context and have built management paradigms around it. The management needs in India rely on being more intuitive rather than data driven. Management has to be holistic rather than in silos of functional specialization marketing, finance, operations, systems and so forth. Approaches to Design and Management in India 115 The need for such an indigenous management model arose around 2006, when the economy was in boom. The need was felt even more during the economic slowdown in late 2008. It was evident during that time that Western models of management were not fully applicable in the Indian context. In fact, the conservative Indian belief in saving money actually helped us during the financial crisis. Lessons had to be learned from within economic, business and management models had to be designed indigenously for future readiness. Management education itself needed fresh thought. We found new concepts emerging at the intersection of divergent fields. Their combined strength could add a lot more value than they would individually. Interestingly, here design and management came out as the best partners, complementing each other in the lifecycle of a new emerging business. Design contributes a sensing/ feeling aspect that is not easily articulated in terms of market needs or well defined problem solving but more as tacit knowledge and pre-consciousness (Utterback et al.
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