Showing posts with label Education information. Show all posts
Showing posts with label Education information. Show all posts

Saturday, December 27, 2025

Chanakya University - Activities

 


27.12.2025

Distinguished Lecture Series - Chanakya University

22 Dec 2025

This time for the Chanakya University DLS, we had the privilege of having with us Ashok. K. Kantha, Subhas Chandra Bose Chair Professor of International Relations, School of Law, Governance, Public Policy, delivered a sharp, insightful lecture on India's Neighbourhood Policy 2.0.



19 November 2022 - Gnana Bharati Auditorium



Transforming Education with Indian Knowledge Systems: Insights from Dr. Anil Sahasrabuddhe

27 Mar 2023 

Dr. Anil Sahasrabuddhe, Chairman, NAAC  shares his thoughts on how the India Knowledge Systems(IKS) are not mythic concepts, but scientifically proven theories and practices of education that have held strong for millennia. It was a privilege for all in attendance to have someone as wise as Dr. Sahasrabuddhe shed light on our future path. 



Chanakya University  Channel

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https://www.youtube.com/watch?v=LUvvTukI9W8

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2024 Foundation Day

Prof. M.K. Sridhar, Founding Chancellor of Chanakya University and former Professor at Bengaluru University, reflects on the true meaning of building a university. He reminds us of that Chanakya University has no single founder, its foundation rests on the collective vision, philanthropy, and contributions of many. Drawing parallels to Pandit Madan Mohan Malaviya’s efforts to establish Banaras Hindu University, Prof. Sridhar emphasizes that great institutions are built by communities, rooted in ideals and ascending with ideas. 










Ud. 27.12.2025
Pub. 2.11.2025










Saturday, October 19, 2024

Indian Knowledge System

 


19.10.2024



Sampadananda Mishra     


Director, Centre for Human Sciences, Rishihood University, Sonipat

https://www.linkedin.com/in/sampadananda-mishra-85372b19/


19.10.2024


Sᴜᴄᴄᴇssғᴜʟ Cᴏᴍᴘʟᴇᴛɪᴏɴ ᴏғ ᴛʜᴇ Iɴᴅɪᴀɴ Kɴᴏᴡʟᴇᴅɢᴇ Sʏsᴛᴇᴍs (IKS) Aᴡᴀʀᴇɴᴇss Pʀᴏɢʀᴀᴍ (Pᴀʀᴛ 5 ᴀɴᴅ Pᴀʀᴛ 6) 


The Indian Knowledge Systems (IKS) Awareness Program


The first workshop -  100 girl students from Classes 11 and 12 participated. 

 During my session, I highlighted the steps taken by the Government of India in integrating IKS into higher education through NEP 2020. Through the story of Nachiketa, I emphasized the importance of true knowledge and the profound legacy of Indian Knowledge Systems, dating back to the Vedic age. We discussed how knowledge was created, preserved, and passed down in ancient India. 

The second workshop  -  boys and girls from Classes 9 and 10, numbering around 50, participated. 

 I discussed the role of IKS in NEP 2020 and introduced the students to the deeper meaning of the name 'Bharata.' Through the story of Shvetaketu, I explained the importance of learning, India's invaluable contributions to science and technology, and how reviving that ancient knowledge can help us understand the true role of Bharat in the development of humanity, aligning with the vision of Vikasit Bharat (Developed India). 


 Anil ji from Vivekananda Kendra and Swati Semwal from CHS, Rishihood University, were present throughout the sessions.

In a small way and with limited resources we are endeavouring to sow the seeds of knowledge that will help shape a brighter, more informed future.

https://www.linkedin.com/feed/update/urn:li:activity:7253346766127841280/




IntegratedJournal for Research in Arts and Humanities

ISSN (Online): 2583-1712Volume-4Issue-4|| July2024|| PP. 42-46

https://doi.org/10.55544/ijrah.4.4.7


An Overview on Indian Knowledge System

Dr.Salim Khanand Dr.Meeta Sharma

Former Head & Assistant Professor, Department of Business Administration, St. Xavier’s CollegeJaipur,INDIA.

Head & Assistant Professor, Department of Political Science St. Xavier’s CollegeJaipur,INDIA.

 Attribution-NonCommercial-NoDerivatives4.0 International(CC BY-NC-ND 4.0)

https://www.ijrah.com/index.php/ijrah/article/view/516/663



https://en.wikipedia.org/wiki/Indian_Knowledge_Systems



https://www.education.gov.in/nep/indian-knowledge-systems


ABSS 2023 - Panel discussion on Indian Knowledge System | #NEP2020 | #NEPThrivesAt3 | #3YearsofNEP


Ministry of Education Government of India

21 Aug 2023

https://www.youtube.com/watch?v=dEsZon9e1JE











Tuesday, October 15, 2024

SRMIST Convocation 2024 Address by Prof. T. G. Sitharaman, Chairman of the All India Council for Technical Education (AICTE)

 

Listen From 1 hour 21 minutes.

“Students should equip themselves with skills and knowledge to succeed”

Skills and knowledge are essential for sustaining a career in today’s rapidly changing job market, said T. G. Sitharaman, Chairman of the All India Council for Technical Education (AICTE), during the 20th Convocation of SRM Institute of Science and Technology (SRMIST) in Kattankulathur. 

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Dr. T. R. Paarivendhar, Founder Chancellor of SRMIST, presided over the convocation. Vice Chancellor Professor C. Muthamizhchelvan delivered the welcome address and presented the annual report.

Among those present were Pro Chancellor (Administration) Dr. Ravi Pachamuthu, Pro Chancellor (Academics) Dr. P. Sathyanarayanan, Co-Chairman of the SRM Group of Institutions Mr. S. Niranjan, Pro Vice Chancellor (MHS) In-charge Dr. Nitin M. Nagarkar, Registrar Dr. S. Ponnusamy, Controller of Examinations Dr. K. Gunasekaran, and UGC Nominee (Finance Committee) Commander V. K. Jaitly, among others.


Friday, August 25, 2023

Engineering Education in India - Since 1947


Development of Engineering and Technical Education in Independent India: Enrolment and Quality

Expansion of Engineering and Technical Education in Independent India: Enrolment and Quality

https://www.niti.gov.in/planningcommission.gov.in/docs/plans/planrel/fiveyr/1st/1planch33.html


ENGINEERING AND TECHNICAL EDUCATION

69. Assessment of the existing situation—Facilities for post-graduate studies and research are very inadequate, while the progress in respect of the undergraduate courses has been quite rapid. There has also been considerable expansion in the provision of facilities for diploma or certificate courses for training supervisory personnel. The following figures indicate the quantum of development since 1947 in the provision of degree and diploma courses :—

Year Engineering Technology

              Output Intake Output Intake

Degree Courses

1947 950 2,520 320 420

1950 1.652 3.297 795 1.156

1951 2.152 3.755 675 1.338

Diploma Courses

1947 1.150 3.150 290 500

1950 1.864 4.400 689. 1.212

l95l 1.923 4.965 885 1.523

Almost all the above development has taken place in the basic courses and specialised courses have not received due attention.


70. At the craftsman level, except in a few progressive States, adequate emphasis has not been placed on this highly important type of training and the existing facilities are very insufficient. The development that has taken place in the provision of facilities for the training of industrial workers, of technical teachers and instructors  is not commensurate with the requirements of the country. Technical high schools, recommended by the Central Advisory Board of Education, have also not received sufficient attention.

71. It would thus appear that there has been extensive development in the provision of courses leading to degrees and diplomas. Until, therefore, the Technical Manpower Committee of the All-India Council for Technical Education has assessed the country's requirements, it would be advisable to consolidate the work in the existing institutions.  The improvement of institutions and re-orientation of training are, therefore, the needs of the hour rather than any expansion in numbers.

72. Besides the quantitative aspect, mentioned above, are the more fundamental questions such as the pattern of technical education, the apportionment of responsibility as between the various agencies concerned, the control of technical education, co-operation between industy and commerce on the one hand and technical institutions on the other, etc., that will have to be dealt with.


73. Pattern of technical education—The Joint Committee of the All-India Council for Technical Education and the Inter-University Board has made specific recommendations in regard to the pattern of education at different levels, both in engineering and technology, viz. :—


that a Master's degree be given after a person has. obtained the first award in the subject (the first University degree or its equivalent) and has gone through disciplined training, which may involve a certain amount of research ;

that the first degree in Engineering should be awarded on satisfactory completion of a four'years' course, following Intermediate Science, of which at least six months should have been spent in practical training , and

that the first degree in Technology should be awarded either after a four years' course following Intermediate Science or a two years' course following Bachelor's degree in Science.

74. Except tor a few courses at the Indian Institute of Science, Bangalore, and the Indian Institute of Technology, Kharagpur, there are hardly any facilities at the postgraduate level in engineering. On the technological side, there are wide disparities both in the nomenclature of awards and in the content of training leading to post-graduate awards. Similarly at the under-graduate level, there are considerable variations in the duration and content of training. The lead given, by the Joint Committee should be of great value in removing this chaos and we hope that the various universities will adopt the suggestions made by this expert body. We also hope that similar committees should be constituted to review from time to time the existing pattern in order to keep it adjusted to the changing requirements of the country and the institutions concerned will take advantage of the advice tendered by the appropriate expert bodies in the interest of efficiency and maintenance of standards,


75. One very important lacuna in the organisation of facilities for degree and diploma courses is the absence of adequate arrangements to enable young people entering industry to continue their education, concurrently with the discipline and experience of work, by part-time study during day time or in the evenings. Almost all development has taken place on routine lines and the time has come when due emphasis should be laid on practical aspects. We consider it important that appropriate steps should be taken to bring about the establishment of what are known in the United Kingdom as technical colleges., preferably by re orienting the activities of some of the existing institutions. Such colleges will adopt a less academic approach to scientific principles than that characteristic of colleges preparing students for university degrees, and will train persons who will be of great use in the industrial advancement of the country.


76. For the training of engineering supervisory personnel, we would commend the universal adoption of the National Certificate Courses in engineering framed by the All-India Council for Technical Education which have the special advantage of being 90 devised that they can be taken on a part-time basis as well,


77. At the craftsman level there is at present no co-ordination in the matter of training and testing of craftsmen. The Government of India have recently appointed the National Trades Certification Investigation Committee. We hope that when its report is published it will provide valuable guidance in this matter.


78. Most of the trade training institutions cater at present for the urban population. We consider that the establishment of rural training centres, each at the centre of a group of villages, will go a long way towards improving techniques and skills of the villagers. These workshops should be opened in conjunction with basic institutions wherever possible, thereby effecting economy in equipment and staff and further establish the basic institutions in the affections of the people.


79. There is an urgent need for establishing a large number of technical high schools. We note that the All-India Council for Technical Education has appointed a small committee to report on this question.


80. Apportionment of responsibility— The responsibility for technical education has to be borne by the Central and State Governments on the one hand and industry and commerce on the other, with whatever assistance they can get from the public. So far as the State and Central Governments are concerned the Constitution has defined their spheres. Within that broad directive, we feel that the responsibility for technical education should be apportioned as follows :—


Research, advanced work and postgraduate courses. Major responsibility should be that of the Central Government in view of the high expenditure involved and the need for proper co-ordination. The Central Government should, however, undertake this responsibility with such assistance as is available, from the State Governments, commerce and industry.

Under-graduate work Major responsibility should be that of the State Government concerned with such grants-in aid as may be made by tne Central Government for maintenance of proper standards and provision of new approved courses.

Diploma certificate courses for training supervisory personnel. The State Governments and the Central Government in the proportion agreed upon in each case

Courses in junior technical institutions, industrial schools, trade schools, etc. The Stare Governments with the assistance of industry.

Secondary education with technical bias The State Governments.

Training of industrial workers or apprentices under proper supervision. The Central and State Governments with the assistance of industry.

Training of technical teachers and instructors


The responsibility of the Central Government in this behalf will be in accordance with the responsibilities undertaken for die various levels of training for which teachers are being trained.

81. Co-ordination of technical education—At present, position is that the All-India Council for Technical Education advises Governments on the development of higher technical education. This body's activities, however, relate only to the promotion of training and research facilities in the variou? institutions. For the promotion of engineering research; the Council of Scientific and Industrial Research has recently set up an Engineering Research Board. It is clear that the activities of this Board will extend to engineering colleges as well and we have no doubt that suitable means will be devised to co-ordinate the work of the two bodies.


82. The Council for Technical Education proposes to have four Regional Committees, one each for the eastern, western, northern and southern regions of the country. The eastern and western Committees have already been set up and we hope that the other two will also come into being very soon. It is the function of these committees to advise the Central Government, the State Governments and other authorities on the various problems concerning the region connected with the provision of educational and training facilities in technical institutions and industry and commerce at all levels.


83. In the interest of balanced development of technical education, especially in view of its expensiveness, it is desirable that the^dvice of a body which can take a comprehensive and overall view should be at the disposal of the various authorities running technical institutions or those who open new ones. We would recommend that a healthy convention should be established that whenever a new project is intended tp be launched, or substantial development in existing institutions is contemplated, the views of the All-India Council for Technical Education are sought and accepted by the authorities concerned. This body with its Regional Committees, which would be in close touch with both technical institutions and industry and commerce, should be in an excellent position to render that service.


84. Co-operation between industry and commerce and technical institutions—The inevitable necessity of the closest co-operation between industry and commerce on the one hand and the institutions that train the personnel for them on the other is obvious, and every step should be taken to improve the position in this regard. Technical institutions and industry working together can develop courses at the post-graduate level in several ways. One of these is "company operated courses" for giving the new employees, in addition to works experience, some form of orientation training to acquaint them with their surroundings, the organisation of the companies, their purposes and policies and, above all, to show them the paths of opportunities that are available to them. The other is "college extension courses" for the technical employees ofindusty. Colleges located in industrial centres can meet a real need by offering out-of-hours courses for ambitious technical graduates. The third is "postgraduate college courses" for employees on leave. Indian industry can certainly accomplish the task of training top-grade scientists by returning to the universities and colleges a few men each year for independent study. Such men, returning to colleges in their mature years, should not undertake any specific courses of study, or work for any degrees, but should rather pursue their own research objectives, developed from their industrial experience, doing some teaching also if they feel so inclined. Industry could greatly expand opportunities for advanced study in the colleges by providing fellowships for its own employees, who could be given leave of absence to carry on such study.


85. The importance of keeping the teaching staff alert brings up another field for co-operative programmes. Best results can be obtained by industry convening conferences of professors and teachers. A similar result can be accomplished in part through lectures at the colleges by industrial leaders. A series of lectures by a number of men in different fields will probably be more effective than single isolated ones. The stimulation obtained from dynamic leaders in particular fields should be a significant experience.


86. It does not appear that industry is making full use of technical institutions for the solution of its multifarious problems, both analytical and experimental. While such problems should be studied in colleges and technical institutions, it is essential that close association is maintained between industry and such institutions, with frequent interchange between industrial engineers and faculty members, in order to achieve the most effective results.


87. To bring about the various forms of co-operation it is necessaty to bring together persons concerned with the provision of educational facilities on the one hand and industrialists and commercial magnates on the other. We consider it essential that the governing bodies of the various technical institutions should have adequate representation of industry on them and that the technical men working in industry should be given due representation on the standing advisory committees, constituted by the various institutions for the development of their departments. The presence of various interests in each region on the regional comirLtees of the All-India Council for Technical Education should assist in bringing about greater co-operation between industry and educational institutions.


88. Lines of development—Organisation of facilities for professional education cannot be strictly related to the existing opportunities for employment but should take into account the developments planned in the various other spheres of national activity which require technical personnel. It is also necessary to turn out youngmen with initiative and grit in excess of the numbers indicated by the normal employment position in order that new ideas may be developed and small-scale ventures might receive an impetus. Data in regard to the employment position in different professions would still be an important requisite for the planning of facilities for professional education and it should be a point of major policy in the Plan to establish machinery for gauging the employment position accurately. Technical institutions can also help a great, deal in the planning and organisation of facilities by maintaining proper records of their alumni and the work they do after leaving the institutions. Such records are useful in assessing the utility of the various courses provided in the institutions as well as for indicating the numbers for whom facilities are required to be organised.


89. Special attention should be given to the development of facilities for research and postgraduate work. To attract the right type of students it will be necessary to institute research scholarships of adequate value and in adequate numbers. Collaboration between universities and higher institutions on the one hand and the national laboratories and Central research institutions on the other would go a long way in promoting research. Integrated schemes to make full use of these institutions should be worked out. Existing institutions, having on their staff teachers of proved research ability, should also be encouraged by various means to develop their research sections in the particular fields.


90. The Central Government have established a higher technological institute at Kharag-pur (the Indian Institute of Technology) and the All-India Council for Technical Education has recommended that this Institute should concentrate on post-graduate courses, advanced work and research. As many of the'courses at the post-graduate level as possible should, therefore, be provided at this Institute. The Indian Institute of Science, Bangalore, should also be a good place, in our view, for the provision of such courses. Similarly other established institutions, which have attained high standards at the under-graduate level, should be assisted to develop post-graduate courses.


91. At the under-graduate level immediate steps have to be taken to provide courses in special subjects, such as technical training in printing, processing of woollen and silk fabrics, etc. Expansion of facilities in architecture and town planning is also immediately necessary and the State of Bombay, which is comparatively advanced in the provision of facilities in these subjects should offer training facilities to other States. Reorientation of courses in some of the existing institutions and improvement generally of the institutions should also be undertaken. In the plans submitted by the State Governments it is observed that most of the schemes relate to Government institutions. While industry and private philanthropists may be expected to help in the improvement of non-governmental institutions, the State Governments should not exclude such institutions completely from their plans. We suggest that the State Governments should, in consultation with the All-India Council for Technical Education, review the question of the continuance of the ill-equipped institutions started recently and, should the decision be to continue them, provision should be made both in the Central and the State Governments' plans to bring about the desired improvement. To enable the State Governments to bear this increased burden the Central Government may undertake partial responsibility also for institutions hitherto financed wholly by the State Governments.


92. For the training of supervisory personnel special emphasis should be laid on the reorientation of the activities of some of the existing institutions so as to train students for the National Certificate Courses of the All-India Council for Technical Education, mostly on part-time basis.


93. The greatest need for expansion of training facilities is at the level of artisans and craftsmen. Institutions run by the Ministry of Labour, trade schools, industrial schools, production-cum-training centres should be opened on an extensive scale, so that the skills of the largE: numbers of people, engaged in production or likely to be so engaged, are developed. The need for establishing rural training centres in villages has already been stressed. In towns, industry and technical institutions should co-operate to provide instruction for industrial employees. Training of varying standards will have to be organised for such persons.


94. Another important activity which should be organised on an extensive scale is the provision of apprenticeship training schemes in industry. Proper arrangements should be made for supervision of the training programmes in industry and for their co-ordination with instruction in technical institutions. The success of part-time courses depends mainly on the organisation of apprenticeship training schemes and properly co-ordinated programmes of this kind are likely to lead to increased production. We hope that the regional committees of the All-India Council for Technical Education will consider this task as of the greatest urgency and importance.


95. Only a few institutions have arrangements for refresher courses. Promotion of these courses, especially in areas where there is concentration of industries and other technical activities, should be encouraged. The regional committees of the All-India Council for Technical Education should investigate this problem in each region and organise, in collaboration with industrial and technical establishments on the one hand and educational institutions on the other, short-term refresher courses in various subjects, on a full-time or part-time basis, as may be convenient. As such courses will primarily benefit industry and other technical establishments, the financial liability should normally be borne by them though, with a view to giving encouragement. Government may share the responsibility to some cxi-c' • in the initial stages.


96. The only institute for training of technical teachers is the one established by the Ministry ot Labour at Koni Bilaspur. Here, instructors are trained for craftmanship training. Knowledge of teaching methods is as important for a icacher in a technical institution as elsewhere. Some provision for the training of teachers has been made in the Ministry's plan as a beginning in this direction.


EDUCATION FOR COMMERCE AND MANAGEMENT


97. The needs of commerce arc many. But though facilities exist, no comprehensive survey has been made of the state of commercial education in the co.-mtry and the standards of the various courses pri^-ided. The need for such a survey can be easily appreciated.


98. There is considerable room for co-ordination and standardization in commercial education outside the universities. Different courses and examinations are held by various bodies which include the State Governments and commercial institutions and result in wide variation in standards which not only impede development of commercial educ-adon but lead to confusion in the employing agencies about tlic utility of these courses. The All-India Council for Technical Education and its board of technical studies in commerce and business administration have prepared national diploma and cerutic.itc courses for the training of different categories of personnel required for commercial occupations. These courses, designed on a national basis and having in view the requirements of commerce and industry, go a long way towards achieving the much needed co-ordination and standardisation of training. A number of institutions are already affiliated to the All-India Council for these courses, and it is necessary now to have them accepted all over the country. We would suggest that the State Governments, who have their own institutions for commercial education or give grants-in-aid to similar private institutions, should introduce the national diploma and certificate courses. The All-India Council should periodically assess the standards followed by them in training and education.


99. A very important aspect of education for commerce which has attracted great attention of late, and has led to considerable development in the United Kingdom and the United States of America, is education in business management and industrial administration. The need for increasing production and raising the standard of living of the people by improving efficiency of manufacturing and distributing processes requires specially trained management personnel at all levels and in all fields. It is not enough to have only scientists and technologists but also scientists and technologists who can administer and organise, large scale production and distribution. The majority of men who possess technical qualifications are entrusted with managerial functions at a comparatively late stage of their career. The need for training such men is obvious. The observations made by the University Education Commission, the Percy Committee of the United Kingdom Sad the Joint Anglo-American Council for Productivity, all bring out prominently the importance of management studies and the need for facilities for such studies. The remarks of the Percy Committee in particular are fully applicble to the conditions which obtain in India :—


" The highly trained technician is often ignorant of the principles of industrial organisation and management'and he^often shows'no inclination to accept administrative responsibility. Admittedly, there is much that can be learnt in this field only from 'experience, but there is a body of knowledge, the awareness of which may greatly facilitate the process of learning. This body of knowledge should be made available both at the undergraduate and the post-graduate stages."


100. There is scope for organised education for management in this country and youngmen who reveal aptitude for managerial work can be better prepared by such education to take up responsible managerial positions in business. The task of detecting aptitude for managerial works and providing appropriate education and training 10 develop such aptitude into a profession can only be dealt with by such experts as now constitute the committee on industrial administration and business management appointed by the All-India Council for Technical Education. This committee has already prepared a plan for introducing specialised full-time courses on industrial administration and business management for the eastern region and is at present engaged in preparing a similar plan for the western region. It is important that the work of the committee is carried through with expedition and its plans and proposals for developing facilities for management studies on a regional basis are implemented.


101. Among the various professional courses law attracts, even now, perhaps the largest number of pupils in spite of the fact that conditions are by no means easy in that profession. This may be due to a desire to qualify for at ieast one profession however difficult the chances in it may be. Most of lecturers in law colleges are part-time and the attention they give to their work leaves much to be desired. The University Education Commission has analysed the question of legal education in detail.


First Five Year Plan (1951-1956). The First Year Plan was presented on 8th December 1951.  

The most important objectives for the 1st Five Year Plan were;

The most important objective was to move country’s economy out of poverty.

The second most priority was given to agriculture sector to overcome the food crisis.

Other Objectives were as follows;

1) To increase food production.

2) More efficient and fully utilization of available raw materials.

3) To check the inflationary pressure.

4) To reduce income and wealth inequalities.

5) Improve  Transport and Communication and Social Services, others.

Total budget allocated to these broad areas were Rs 2378 crores.  Bhakra dam and Hirakud Dam were two irrigation projects that were initiated during this period. 

For higher education , universities and  Indian Institute of Technology was formed, also University Grant Commission (UGC) was established to take care of funding of these universities so as to strengthen the higher education in India.  In health sector 101 crore was spent on health services and large number of hospitals and dispensaries were opened.  Railway lines were improved, highways were increased and 30 major bridges were improved.

https://www.vskills.in/certification/blog/the-first-five-year-plan/

Second Five Year Plan

https://niti.gov.in/planningcommission.gov.in/docs/plans/planrel/fiveyr/2nd/2planch23.html


 In the first five year plan about Rs. 169 crores were provided for the development of education—Rs. 44 crores at the Centre and Rs. 125 crores in the States. In the second five year plan, Rs. 307 crores have been provided—Rs. 95 crores at the Centre and Rs. 212 crores in the States. The distribution of outlay between different fields of education in the first and second plans is set out below:—

(Rs. in crores)


                                                                   First Plan Second Plan

University Education                                       15 57

Technical and Vocational Education               23 48


Economic Development in India: The First and the Second Five Year Plans

Author: N.A. Sarma

IFM Papers

Publication Date: 01 Jan 1958

https://www.elibrary.imf.org/view/journals/024/1958/001/article-A002-en.xml


Critique and analytical studies of India’s first two five year plans, particularly mentioning with economic and historical terms.

https://www.academia.edu/8067359/Critique_and_analytical_studies_of_India_s_first_two_five_year_plans_particularly_mentioning_with_economic_and_historical_terms



2017

https://www.sociologygroup.com/industrial-development-five-year-plans-india/


Engineering education: Solving India-specific grand challenges

India and the world need more engineering graduates, with unique competencies. For that, we need a new playbook for engineering education

Written By Guest

Updated: February 17, 2021 7:55:08 pm

By Arvind Raman & Vineet Gupta

Raman is executive associate dean of Engineering, Purdue University, US, and member of the upcoming Plaksha University’s Academic Advisory Board; Gupta is founder and trustee of the upcoming Plaksha University as well as of Ashoka University

https://www.financialexpress.com/opinion/engineering-education-solving-india-specific-grand-challenges/2194840/

21Sep 2021

A total of 23.6 lakh seats were available in engineering courses across the country for 2021-22, according to the AICTE, the regulatory authority for technical institutions in the country. This is the lowest tally since 2012-13, when 26.9 lakh seats were available. The peak of the last 10 years came in 2014-15, when 31.8 lakh seats were offered by engineering colleges. Since then, however, the number of seats has been declining.


Management courses, meanwhile, have witnessed a steady rise in seats since 2019-20 with the highest number in five years — 4.04 lakh — on offer in the year 2021-22.

https://theprint.in/india/education/engineering-seats-in-india-hit-10-year-low-while-management-seats-continue-to-grow/736775/



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Achievements of India in Science, Engineering and Technology

Friday, May 10, 2019

https://guide-india.blogspot.com/2015/01/achievements-of-india-in-science.html


December 29, 2014

Achievements of India in Science, Engineering and Technology - 2014

https://guide-india.blogspot.com/2014/05/achievements-of-india-in-science.html




Special Promotion of Posts

277.
Techniques of Value Analysis and Engineering by L.D. Miles, Book Information, Review and Summary

278.

Value Analysis and Engineering - Examples by L.D. Miles

279.
Work Simplification Education and Training to All - Principle of Industrial Engineering


280.
Human Effort Industrial Engineering - Design of Human Effort for Increasing Productivity, Comfort, Health and Income


281.
Productivity Science - Determinants of Productivity


282.
Productivity Science of Machining I - Industrial Engineering Research by Taylor Part 1.
For every basic production process we need productivity science.
 

283.

Method and Motion Study in a Printing Company - 2019


284.
Taylor Society Bulletin on Industrial Engineering - Taylor's Way


285.
Warehouse Industrial Engineering - Introduction

288.
Zero Defect Movement and Six Sigma Method - Scalingup of Six Sigma in GE 


289.
THE EIGHTH PRINCIPLE OF EFFICIENCY: STANDARDS AND SCHEDULES - Harrington Emerson


290.
Material Handling Analysis in Methods Efficiency Engineering. Based on Operation Analysis by Maynard and Stegemerten.

291.
Productivity and IE in Tire Manufacturing 

292.
Productivity Improvement in Machine Shop - F.W. Taylor


293.
Supply Chain Efficiency - Supply Chain Waste Elimination - Lean Supply Chain


294.
F.W.Taylor - The Principles of Scientific Management and Industrial Engineering


295.
Productivity Incentives - Principle of Industrial Engineering

296.
Industry 4.0 - IIoT - Productivity Engineering

297.
Hand Tools, Cutting Tools and Machine Accessories for Productivity

298.
Industrial Engineering is Redesign of Products and Processes in Different Technologies for Increasing Productivity.

299.
Pennsylvania State University - Industrial Engineering Programs

TAYLOR'S INDUSTRIAL ENGINEERING - PROF. DIEMER. 






Ud. 26.8.2023
Pub 13.3.2022

Thursday, August 18, 2022

Content Creation in University Websites

 



How to Develop a Content Creation Strategy

https://www.cmswire.com/content-marketing/how-to-develop-a-content-creation-strategy/


https://contentmarketinginstitute.com/what-is-content-marketing/

https://www.forbes.com/sites/joshsteimle/2014/09/19/what-is-content-marketing/ 

https://copyblogger.com/content-marketing/

https://www.digitalmarketer.com/digital-marketing/content-marketing-strategy/

https://www.inc.com/jayson-demers/the-top-10-benefits-of-content-marketing.html


Content

Web pages

Articles

Articles - Pdf files

Blogs and Blog posts

Podcasts

Videos

Social Media Posts - LinkedIn, FaceBook, Twitter, Instagram, WhatsApp


Wednesday, July 6, 2022

Private Universities in India

 

As of 22 November 2021, the UGC consolidated list of universities lists 397 private universities. The earliest date of notification is that of Sikkim Manipal University, 11 October 1995.

https://www.ugc.ac.in/privatuniversity.aspx


https://www.4icu.org/in/


https://www.thehansindia.com/hans/education-careers/323-new-junior-colleges-to-come-up-in-ap-633474



https://school.careers360.com/schools/schools-in-india



Good placements at LPU in 2022 - 383 placements above Rs. 10 lakhs to 64 lakhs. Thousand below the level of Rs. 10 lakhs

https://indianexpress.com/article/education/sponsored-education/lpu-sets-placement-record-383-lpu-students-placed-at-packages-of-10-64-lacs-in-2021-2022-8010379/









Wednesday, May 4, 2022

Teacher and Teaching Quality Improvement

Learning in the Digital Era: 7th European Lean Educator Conference, ELEC 2021, Trondheim, Norway, October 25–27, 2021, Proceedings

https://books.google.co.in/books?id=KWVXEAAAQBAJ

Daryl John Powell, Erlend Alfnes, Marte D. Q. Holmemo, Eivind Reke

Springer Nature, 01-Jan-2022 - Computers - 410 pages


This book constitutes the refereed proceedings of the 7th European Lean Educator Conference ELEC 2021, hosted in Trondheim, Norway, in October 2021 and sponsored by IFIP WG 5.7. The conference was held virtually.


The 42 full papers presented were carefully reviewed and selected from 82 submissions. They are organized in the following thematic sections: Learning Lean; Teaching Lean in the Digital Era; Lean and Digital; Lean 4.0; Lean Management; Lean Coaching and Mentoring; Skills and Knowledge Management; Productivity and Performance Improvement; New Perspectives of Lean.


Continuous Improvement as an Ideal for Improving Teaching and Teaching Evaluation

Kirsten Kainz, Lora Cohen-Vogel, Christopher Harrison

April 2015 edition of American School Board Journal.


Bad apple strategy - Focusing on underperformers.

Continuous improvement strategy - Focus on majority to improve the performance and quality of the whole. 


1. Educators and education leaders must in collaboration craft a shared vision for quality teaching. 

2. Significant investments must be made toward improving teaching quality, including careful and sufficient study of the actions that result in improved teaching and learning. 

3. Respect for teachers and the act of teaching must be affirmed by declaring that teachers are working hard and doing their best within the systems we have designed.

4. Efforts must be made to support positive and productive dialogue among teachers, principals,  parents, and students, 

5. Capitalize on the learning of those who have come before us and begin to produce good evidence about the practices that lead to improvement in teaching and learning.

6. We must be committed to organizing schools and instruction according to the evidence we produce about practices that lead to improved teaching and learning. 

7. We must leave behind the notion that inspection and coercion will help us to improve teaching quality, and instead, through our teaching evaluation systems, create a rich and sufficient evidence base to improve teaching and learning throughout the nation.



Improving Teacher Quality Around the World

2011 International Summit on the Teaching Profession

https://asiasociety.org/education/improving-teacher-quality-around-world


Harvard

https://meded.hms.harvard.edu/offices-and-centers/Educational-Quality-Improvement


College Teaching Quality Evaluation Based on System Dynamics Model 

Zheng kang-ning, Sun shi-min ,Yu hai

MATEC Web of Conferences (2016), APOP2016


In this paper,  four essential factors of the teaching system  affecting the quality of teaching are identified as teaching environment, teaching management quality, quality of teachers,  and teaching organization. 

(1) Reform of teaching environmental quality. 

Improve  teaching physical environment and psychological environment. Teaching and physical environment, increase the teaching facilities, equipment, site, such as fixed asset investment, introduce advanced technology at the same time to improve teaching methods. With the advent of the era of mass education, college students’ quality on the whole, at this point, the school should pay attention to the cultivation of the students study more, at the same time in order to strengthen the management of teachers' culture, improve teachers' education concept and teaching attitude, promote the formation of good teaching. 

(2) The quality of teaching management reform. 

Schools must have talent training goal and the education idea, and make it into the teaching management. They can improve the quality of the teaching management from the scientific management and culture management for both sides. Scientific management, reasonable teaching plan, improve the system of teacher evaluation, supervise and urge teachers to complete the teaching work; Culture management, the innovation incentive constraint mechanisms, deepen understanding teachers for higher education target, to standardize the behaviour of teachers and arouse teachers' potential, improve teaching level. 

(3) The quality of teaching organization reform. 

First, select teaching materials and teaching reference books to form a complete knowledge system; Secondly through the teaching management, formulate reasonable  target teaching content; Through scientific management, supervise and urge the teacher fully preparation, teaching system and to build their own style, using new teaching means, to form the unique teaching methods. 

(4) Reform of teachers’ quality 

Pay attention to introduce high levels of teachers, improve the quality of teachers. At the same time should pay attention to all teachers' professional development, pay attention to teachers' personal development orientation, education idea, training teachers to attach importance to practical experience and professional development for teachers, improve teachers' professional ability.


Quality Improvement Approaches: Lean for Education

Carnegie Foundation for the Advancement of Teaching
April 20, 2017|By Sarah McKay|Topics: Learning in NICs, Spreading & Scaling in NICs
https://www.carnegiefoundation.org/blog/quality-improvement-approaches-lean-for-education/


Improving the Quality of Education
By Derek Bok 
Derek Bok is the 300th Anniversary University Research Professor, professor of law and president emeritus of Harvard University. His books include Higher Education in America, Our Underachieving Colleges and Universities in the Marketplace. This article is excerpted from The Struggle to Reform our Colleges, being published this week by Princeton University Press. (© 2017 by Princeton University Press.)
September 21, 2017



EFQM model implementation in a Portuguese Higher Education Institution

Ricardo Simões Santos and António João Pina da Costa Feliciano Abreu
Open Engineering, Vol9, Issue 1
De Gruyter Open Access March 26, 2019
https://doi.org/10.1515/eng-2019-0012

‘College Science Teaching’
Author discusses his new book to promote more effective teaching in colleges and universities.

 

By Scott Jaschik 
December 3, 2020
 

Terry McGlynn is constantly promoting better teaching of science in American colleges and universities. A professor of biology at California State University, Dominguez Hills, and author of the blog Small Pond Science, he believes that good teaching is essential at every kind of college. But to achieve that, he thinks some of the incentives of American higher education (think of what generates raises at research universities) need to change.
https://www.insidehighered.com/news/2020/12/03/author-discusses-his-book-chicago-guide-college-science-teaching

https://www.insidehighered.com/news/focus/teaching-and-learning

How to Improve Teaching Quality and Effectiveness

What it will take to overcome some deeply embedded and counterproductive assumptions.

Steven Mintz

March 24, 2021

https://www.insidehighered.com/blogs/higher-ed-gamma/how-improve-teaching-quality-and-effectivness

Teaching has  science. Faculty members’ effectiveness can be enhanced if they attain a basic understanding of cognitive processes, intrinsic and extrinsic motivation, cognitive load, and short- and long-term memory; understand the value of generation effect, regulatory fit, mental modeling, metacognition, repeat testing and spaced practice; and how to apply principles derived from the science of learning in classroom settings.

Teaching is  a craft, a set of skills that depends on domain expertise followed by teaching  practice, polish and attention to detail.

Teaching is artistic expression that requires an ability to improvise. Imagination, inventiveness and inspiration -- qualities quite difficult to clone -- are attributes of some of the most impressive and memorable professors.


TOTAL QUALITY MANAGEMENT IN HIGHER EDUCATION INSTITUTE OPERATIONS

https://nraoiekc.blogspot.com/2014/11/total-quality-management-in-higher.html

Ud  5.5.2022,  17.10.2021, 2.9.2021

Pub 16.8.2021







Wednesday, February 2, 2022

Saveetha University - Chennai

 


_______________


https://www.youtube.com/watch?v=Cr8RXeJUfsE

_______________


2012

Talk by Chancellor N.K. Veeraiyan

https://www.youtube.com/watch?v=227QpIkhyvE

Thursday, January 13, 2022

Design Thinking for Academicians and Educators - Curriculum Design and Teaching Plan Design

 Design Thinking can do for organic growth and innovation what TQM did for quality.


What is Design Thinking?


Design thinking is Ideo's approach for design which is human-centered. As a design company, Ideo tries to solve design problems starting with the user's requirements, feelings and difficulties in using or experiencing products. While tech-centered companies focus on their technical capabilities to design products, Ideo focuses on its behavioral research skills to understand the customers' pain points and pleasure points.

Ideo's research for product design is based on teams having persons from diverse disciplines spanning from business to behavior sciences (that includes engineers and scientists). The research team tries to observe consumers during their product evaluation and purchase decisions through videos and photographs apart from interviews. It uses photographs and videos persons in physical locations of the companies to observe how they feel and why they feel in the location. The insights gained are used to improve the facility. It forms of groups of consumers to help it in evaluating the experience in using products and encourages them to take pictures and videos and write descriptions regarding their feelings on various aspects of the products.

Frequent prototypes of are made of the proposed products so that consumers can give their evaluation more frequently about the proposed products. It encourages its employees and the employees of client companies to participate in the research project. One illustration of the benefit of this approach is an objection by Steve Jobs to the noise made the movement of a proposed mouse design. It was resolved by rubber coating the steel ball.

The principal focus of Ideo is on solving usability problem for consumers. It research is broad to cover many consumers and in depth to discuss issues with select group of consumers. The approach of Ideo now became a design excellence model like that of Toyota Production System for World Class Manufacturing.

(Source: Marketing Case Study in Kotler and Keller, Marketing Management, 15th Ed. P.160-161)


Why you SHOULD use Design thinking approaches in education!
Posted on August 7, 2013 by EmerBeamer

My professional experiences using Design thinking have revealed a great potential for education, both for teachers in their own practice and for students (young and older). For the new ‘Nederlandse School‘ (I’m in the design team), the curriculum concept is ‘Ontwerpend leren’ and partly informed by design thinking. 
https://emerbeamer.blog/2013/08/07/why-you-should-use-design-thinking-approaches-in-education/

Ideo's Design Thinking for Educators

Design thinking is a mindset. In educational institutions, it is the belief that everyone can be part of creating a more desirable future, and it has to be part of the  process to take action when faced with a difficult challenge. 

Classrooms and schools across the world are facing design challenges every single day, from teacher feedback systems to daily schedules. For finding effective solutions to these challenges educators  require new perspectives, new tools, and new approaches. Design thinking is one of them.

We have a resource—The Co-Designing Schools Toolkit, which supports educators to collaboratively create  change in schools through a  design-driven process. You can  download the classic Design Thinking for Educators toolkits + workbook from the webpage.


View of Debbie Morrison


Designing Transformations in Higher Education
Clark G. Gilbert, Michael M. Crow & Derrick Anderson Winter 2018
https://ssir.org/articles/entry/design_thinking_for_higher_education

Interesting articles in Google search - Design Thinking in Universities





Design Thinking Research: Translation, Prototyping, and Measurement

Christoph Meinel, Larry J. Leifer
Springer Nature, 2021 - Electronic books

The practice of design thinking has become widespread over the last several years, and an increasing number of individuals and institutions have come to recognize its innovative power. However, its success story has also meant that the term has evolved into something of an overused, or even misused, buzzword. The demand for an in-depth, evidence-based understanding of the way design thinking works has grown accordingly. This challenge is addressed by the Hasso Plattner Design Thinking Research Program. Summarizing the outcomes of the research program's 12th year, this book presents a broad range of scientific insights gained by researchers at the Hasso Plattner Institutes in Potsdam, Germany and Stanford University in California, in the course of their investigations, experiments and studies. Special focus is placed on the impact, accessibility and measurability of design thinking. The contributing authors seek to establish common ground, conduct modelling, and develop essential toolkits. The expanding field of neurodesign is also addressed in contributions that explore the neural basis for creativity and nonverbal actions. The results of this rigorous academic research are not meant to be discussed exclusively within the scientific community: they will hopefully find their way to those who seek to promote innovation through collaboration, be it at businesses or in society.



Design Thinking in Student Affairs: A Primer

Julia Allworth, Lesley D'Souza, Gavin W. Henning
Stylus Publishing, LLC, 23-Sep-2021 - Education - 250 pages

“Design Thinking in Student Affairs: A Primer constitutes such an important and timely contribution to the literature. By focusing equally on the theory, mindset, and practice of design thinking, the book fills a gap by providing a roadmap for theoretically informed practice and culture change. Authored by trusted colleagues with expertise in leadership, innovation, assessment, storytelling, equity, organizational development, change management, and student success in both Canada and the United States—the book makes a compelling case for using design thinking to facilitate human-centered, cocreated, high-impact solutions within and beyond the traditional realm of student affairs.

Given the unprecedented combination of new and exacerbated challenges facing our colleges and universities—decreasing government funding, student mental health and well-being, diversity and inclusion efforts, and affordability chief among them—who among us doesn’t need another arrow in their quiver?”—From the Foreword by Janet Morrison, President and Vice Chancellor of Sheridan College, Ontario, Canada

Design thinking is an innovative problem-solving framework. This introduction is the first book to apply its methodology to student affairs and, in doing so, points the way to its potentially wider value to higher education as a whole.

With its focus on empathy, which is the need to thoroughly understand users’ experiences, design thinking is user-centered, similar to how student affairs is student-centered. Because the focus of design thinking is to design with users, not for users, it aligns well with student affairs practice. In addition, its focus on empathy makes design thinking a more equitable approach to problem-solving than other methods because all users’ experiences—not just the experiences of majority or “average” student—need to be understood. Centering empathy in problem-solving processes can be a tool to disrupt higher education systems and practices.

Design thinking is a framework to foster innovation, and, by its nature, innovation is about responding to change factors with creativity. In an organization, design thinking is inherently connected to organizational change and culture because the process is really about changing people to help them rally around a disruptive idea. Implementing design thinking on a campus may in itself be disruptive and require a change management process. The beauty of using design thinking is that it can also act as a framework to support organizational culture change.

Design thinking approaches, with their focus on stakeholder needs (as opposed to systemic norms), collaborative solutions building, and structured empathy activities can offer a concrete tool to disrupt harmful systems of power and oppression. Design thinking as a process is not a magic solution to equity problems, though it can be a powerful tool to approach the development of solutions that can address inequity. Design thinking is data-driven and considers both qualitative and quantitative data as necessary to gain most complete picture of an issue and its possible solutions, whether a product, program, or service.

Design thinking has numerous benefits to afford students affairs. Chapter 1 outlines a case for design thinking in student affairs. Chapter 2 discusses a brief history of design thinking, noting its germination and evolution to current practice. Chapter 3 provides a detailed description of each step of the design thinking model with pertinent examples to make the steps clearer. Chapter 4 explains the intersection of equity and design thinking while chapter 5 explores the use of design thinking for organizational change. Chapter 6 presents a new model for design thinking assessment. Chapter 7 addresses the challenges and limitations of the process. Chapter 8 concludes the book by discussing the alignment of design thinking and student affairs and outlining next steps.

Design thinking is an innovative process that can change the way higher education and student affairs operates, realizing the potential it offers.

Video - Julia, Lesley
_____________________



https://www.youtube.com/watch?v=vxCmVoh0YuU
_____________________

Applying Design Thinking to the Measurement of Experiential Learning

Peck, Adam, DeSawal, Danielle
IGI Global, 25-Jun-2021 - Education - 348 pages

In the field of student affairs, many are rethinking the value of a wide variety of traditional aspects associated with the student experience. Recent commentary has questioned whether students should attend college that has an all-inclusive tuition, focused primarily upon academic and support services. Given the need for changes the COVID-19 pandemic has created, it is imperative to question whether this kind of academic package is ideal for the future of higher education. As issues surrounding the traditional aspects of the student experience continue to develop, research has begun to focus on how student learning and awareness can be improved, specifically within the principles of design thinking.

Applying Design Thinking to the Measurement of Experiential Learning is a forward-thinking and innovative look at assessment and design conditions that promote student learning. It proposes new models for education, conditions for student learning, and student learning assessment using design thinking and experiential learning. These topics include adjustments to curriculum, integrated learning environments, student success and student affairs, campus-wide design thinking, and testing assessments. This book is valuable for senior leaders in the field of student affairs, student affairs assessment professionals and faculty teaching in higher education programs, practitioners, researchers, academicians, and students interested in how the principles of design thinking can be applied to higher education.













Role of Vice-Chancellors - Articles and Books

 

What does a Vice-Chancellor do?

I have recently reached my first anniversary as Vice-Chancellor of the University of Nottingham.


In general terms, a Vice-Chancellor has four major responsibilities: 

  • providing strategic leadership for the University community of staff and students;
  • having accountability to Senate and Council for academic and financial performance as well as compliance with all regulatory bodies; 
  • leading and managing the University Executive Board; and 
  • being a key point of contact for major stakeholders who will support and impact on our University in a multitude of ways: for example, research funding bodies, donors, alumni, other universities, mission groups, industry partners, policymakers, cultural organisations, local, national or international government officials and suppliers.  


Professor Shearer West

Vice-Chancellor




What Do Vice‐Chancellors Do?
Don Aitkin 
Journal of Higher Education Policy and Management 
Volume 20, 1998 - Issue 2
Pages 117-128 


Provide leadership, academic and administrative to the whole University;
Represent the University externally, both within the UK and overseas;
Secure a financial base sufficient to allow the delivery of the University's mission, aims and objectives;
Carry out certain important ceremonial and civic duties.


Strengthening the university executive: The expanding roles and remit of deputy and pro-vice-chancellors
Sue Shepherd
First published: 15 November 2017
full paper available.

Suggestions from many on how to begin. - VC role.






Hence “Making a Difference in the Life of Every Student” is the Priority of my administration.


Our shared values and beliefs  - Four concepts that guide our actions:

Excellence
Collaboration and innovation
Respect
Honesty and integrity

Our purpose is to deliver academic and administrative excellence in higher education, through an orientation toward collaboration and innovation, with respect for all who come to our campus and with honesty and integrity at our core.

Strategic Initiatives and Goals


Our Strategic Plan consists of ten overarching initiatives and goals for our campus in Columbus, Indiana.

Student Success

Optimize Enrollment Management


Streamline recruitment, admissions, advising and enrollment processes to enhance student experience and satisfaction.
Formulate a long-term enrollment growth strategy with annual growth of between 3-5 percent, reaching enrollment of 1850 students by 2022.
Increase transfer enrollment by 2 percent annually.
Create a comprehensive branding approach  with a focus on positive name recognition and connection to the resources of Columbus. 

Promote Undergraduate Student Learning and Success


Enhance the collection and use of data on student learning and institutional effectiveness through a comprehensive program of outcomes assessment.
Enhance support for faculty and staff development to strengthen teaching effectiveness.
Improve student retention and graduation through a broad range of student support initiatives and services.
Strengthen out-of-class learning opportunities for students, including the honors program and honor societies, student-faculty research, women’s center, internships, service-learning, study abroad, leadership programs, student organizations and activities, career services, financial literacy, student jobs and special events. 

Increase Capacity for Undergraduate, and where appropriate, Graduate Programs


Develop a 10-year academic plan that identifies programs for growth, proposes new academic degrees, concentrations, certificates, minors, and tracks, specifying a timeline and resources needed.
Secure appropriate accreditation that demonstrates the quality and strength of our programs.
Examine the feasibility of developing programs and curricula targeting non-traditional student populations. 

Transform Online Education


Promote the development of high quality online certifi­cate and degree programs.
Develop innovative technology-enabled learning experiences.
Participate in IU Online with program and certificate options. 

Position Our Students to be Global Citizens


Increase funding for study-abroad opportunities for our students.
Develop additional local study-abroad opportunities and promote system-wide opportunities.
Further integrate global perspectives in our curricula. 
Economic Development and Economic Opportunity

Align Academic Programming initiatives with regional economic development and economic opportunity priorities


Develop programs to address critical regional needs in education, healthcare, safety, security, management, information systems, engineering, and technology.
Strengthen current relationships and collaboration with regional guiding groups, local governments, the EcO Network, economic development boards, chambers of commerce, community foundations, significant employers, and regional planning initiatives.
Build capacity to support and enhance the growth of the regional talent pipeline, particularly in the areas of diversifying the pipeline, creating welcoming communities, and supporting the global workforce in our region.
Become an employer of choice for staff and faculty by providing meaningful work, improved workplace culture and communication, and advancement opportunities. 


Increase Capacity for Innovation and Discovery


Enhance support for scholarly activity.
Enhance capacity for grant-funded research and scholarship.
Enhance support for faculty/student research.
Engagement

Deepen our Commitment To Community Engagement

Engage communities and their leaders university campaigns; create and meet targets and timelines.
Develop and host community events in the community and on campus to position the university as a regional thought leader.
Leverage the IUPUC Center for Business and Economic Development to build stronger connections with local employers and community organizations in order to support placement of our students, engagement in the community, and long-range philanthropic efforts. 

Foster a Welcoming Campus Environment


Develop and foster a culture that proactively seeks out solutions to challenges and creates/fosters a positive environment.
Review all campus messaging (events and communications) for consistency with the principles of a welcoming and diverse campus.
Support an active Diversity Council and strong diversity programming for the campus and community.
Achieve a representative employee population in line with state, regional, and national benchmarks. 

Develop Faculty and Staff

Strengthen promotion and reward structures for non-tenure track, tenure-track, and tenured faculty.
Provide regular professional development opportunities for faculty and staff.

Vice Chancellor's Speeches

06 JAN 2021

A Message from HBS Dean Srikant Datar after taking charge as Dean


Four directions indicated in the speech.

First, I think implementing with speed and urgency the ambitious agenda of the Dean's Anti-Racism Task Force that the Dean had initiated in the summer. 

Second, I see many opportunities to leverage the many digital assets we have built and to think about how we might use the case method, the field method, and online learning, as well as virtual hybrid in-person instruction most effectively in all our educational programs. There are skills and concepts that are better learned through an online module where students with varying levels of expertise or experience can move through them in a self-paced way.

A third would be around what's happening in the world today with digitization and technology going at a very fast pace. Artificial intelligence, internet of things, the cloud, 5G telecommunication technologies, all of these are transforming organizations in very fundamental ways. And I believe that organizations will demand graduates with knowledge of these skills necessary to make wise and critical judgments. We'll have to think imaginatively about the implications of these technologies on our research and in our educational programs.

Finally,  business leaders and large corporations are being challenged to make capitalism more inclusive, to consider what is happening around inequality, to think about sustainability and how best we might meet environmental, social, and governance goals. These are all interesting and complex questions with no easy answers, but ones that I believe we must address to educate leaders who make a difference in the world. I hope we will lay out a fairly bold and ambitious agenda for the next few years.
https://www.hbs.edu/about/leadership/statements-and-speeches/Pages/message-from-dean-srikant-datar.aspx



2012
I. VENKATESWARA RAO, Vice-Chancellor of Dr NTR University of Health Sciences, has a vision for the institution he heads. It can be summed up thus: A strong research wing that can support real-time work to find solutions for the common problems of the community and provide a unique opportunity for medical students to scale new heights in providing excellent health care.

Speech delivered by Professor Sir Leszek Borysiewicz
Shared Values and Visions

Inaugural address to the University, 1 October 2010
University of Cambridge





Ud 14.1.2022
Pub 29.7.2021









Thursday, September 30, 2021

AICTE Initiatives and Webinars

 


Towards Academic Excellence in 21st Century - Webinar 30 Sep 2021

https://www.youtube.com/watch?v=q_c228S7_6I


Online Awareness Programme for Students & faculty on CII Industrial Proficiency Aptitude Test(iPATE)

https://www.youtube.com/watch?v=hshhUXMbnis

21.9.2021


Webinar on AICTE Quality Initiatives

1,122 views Streamed live on 10 Sept 2021

https://www.youtube.com/watch?v=DEwqWrWJOew  


Webinar on Research Indices Visualise Research and Authorship Impact

5 Sept 2021

https://www.youtube.com/watch?v=IqKQfukLbbo    

Webinar on Strategic Approach for Research and Innovation

31 Aug 2021

https://www.youtube.com/watch?v=AwWnyeZ6MIQ  



Friday, September 24, 2021

Ayurveda - Introduction and Books

 


https://www.astrojyoti.com/ayurvedabasics.htm


https://www.astrojyoti.com/charkasamkitasanskrit.htm


Charaka Samhita Online is good source to read and understand basics of Ayurveda

https://www.carakasamhitaonline.com/index.php?title=Sutra_Sthana


https://www.carakasamhitaonline.com/index.php?title=Matrashiteeya_Adhyaya


https://niimh.nic.in/ebooks/ecaraka/?mod=home&con=pro




Thursday, September 23, 2021

Role of Vice-Chancellors - UGC India Hand Book for Vice-Chancellors

Hand Book for Vice-Chancellors - UGC - e-book PDF

Responsibilities of Vice-Chancellors in Indian Universities.

https://www.ugc.ac.in/e-book/VC%20handbook_Complete.pdf


The role of Vice-Chancellors of Indian universities has gained paramount importance. 

As ‘Chief  Executives and Academic Heads of universities’, the Vice-Chancellors are expected to be efficient and effective in terms of 

(a) implementation of National Higher Education Policy and programmes,

(b) institutional change in tune with the national reforms package, 

(c) quality and innovation enhancement and their sustainability, 

(d) productive engagement with ‘communities of scholars’ from within their universities and from national and international domains, 

(e) nurturing of ‘Research and Innovation Ecosystem’ and translation of deliverables to society and economy and 

(f) adoption of international best practices of ‘Good Governance.’

Universities in India have shared governance wherein the Vice-Chancellors as the ‘Chief Executives and Academic Heads’, are expected to strictly adhere to the Acts, Statutes and Ordinances of their universities on the one hand, and equally comply with Acts, Regulations and Guidelines of the National Statutory/Regulatory bodies on the other hand. Most of the decision making powers are vested with university bodies like Executive/Governing Councils/Syndicate/ Board of Management, Senate/Court, Academic Councils and Finance Committees.

CHAPTER II

ATTRIBUTES OF A 21ST CENTURY VICE-CHANCELLOR OF AN INTERNATIONALISED UNIVERSITY


Attributes of a performing Vice-Chancellor 

The Vice-Chancellor has to focus on  at least four attributes:

2.2. Firstly, preparedness for the structural challenge:

The Vice-Chancellor has to start by elaborating major themes that will be developed by him/her. The principal themes should be few, clear and amenable to development. The Vice-Chancellor has multiple audiences who need to understand the proposed central themes of development. Hence, they are to be repeated sensibly to sensitize these audiences.

2.3. Secondly, the development stage:


Various new themes or themes requiring renewed attention like like student experience, research challenges, relating to wider political culture and economic imperatives shaping societies through higher education, demand action  in the current period.  This stage is needed to turn fragments into great building blocks. The university leadership needs to develop the strategy to show how fragments   (new areas requiring implementation) can be brought together, how one can triumph against adversity, and how dissonance can give way to harmony.

Recruitment of Quality Faculty: One should not assume that it is difficult to get the best teachers, but think what may attract them to one’s institution.

It is important to understand the factors impacting the desired behaviour and devise appropriate incentives and disincentives. 



2.4. Thirdly, university governance, whether collegial and/or corporate?


Keeping these governance forms in operational balance is a continuing challenge. Managing the coexistence of these two very different and apparently contradictory models appropriately on a contingency (suitability) basis is a good attribute. It lies at the very heart of a university’s wonderfully quirky culture and makes the job of Vice-Chancellor probably the best in the world.



2.5. Fourthly, developing teams and team work, building partnerships and collaborations:

2.7 International Practices in Good Governance

For achieving excellence and contribution to society, institutions that demonstrate:

a) Integrity in appointments at all levels, both external and internal; 
b) Strong leadership and management skills in all of the places where they are needed;
c) Processes in place for monitoring the quality of teaching and learning and, within institutions, for 
improving that quality with appropriate student involvement;
d) Processes in place to deliver improvements in research quality (assuming that there is significant 
research activity);
e) Competent administration;
f) Robust and transparent financial systems, not least on procurement, together with strong internal and external audit;
g) Effective and transparent mechanisms to determine remuneration at all levels;
h) Strong human resources process, for appraisal, development and dealing with poor performance;
i) Effective student support arrangements;
j) Student participation in management and governance at all levels.

Code of Professional Ethics for Teachers


Teachers and their Responsibilities :

The national ideals of education which have already been set forth and which he/she should seek to 
inculcate among students must be his/her own ideals. The profession further requires that the teacher should be calm, patient and communicative by temperament and amiable in disposition.

Teacher should:

(i) Adhere to a responsible pattern of conduct and demeanor expected of him/her by the community;
(ii) Manage his/her private affairs in a manner consistent with the dignity of the profession;
(iii) Seek to make professional growth continuous through study and research;
(iv) Express free and frank opinion by participation at professional meetings, seminars, conferences etc., towards the contribution of knowledge;
(v) Maintain active membership of professional organisations and strive to improve education and profession through them; 
(vi) Perform his/her duties in the form of teaching, tutorials, practicals, seminars and research work, conscientiously and with dedication; 
(vii) Discourage and not indulge in plagiarism and other non ethical behaviour in teaching and research; 
(viii) Abide by the Act, Statute and Ordinance of the university and respect its ideals, vision, mission, cultural practices and tradition; 
(ix) Co-operate and assist in carrying out the functions relating to the educational responsibilities of the college and the university, such as: assisting in appraising applications for admission, advising and counselling students as well as assisting the conduct of university and college examinations, including supervision, invigilation and evaluation; and 
(x) Participate in extension, co-curricular and extra-curricular activities, including the community service.

6.2. The Quest for Quality Teachers

It is very difficult to identify and specify the attributes of good teachers, although all agree that domain knowledge and pedagogic skills are essential. In other words, a good teacher knows what to teach and how to teach (Stephenson, 2001). A good teacher is one who has excellent knowledge of the subject 
and can engage his/her class and communicate the knowledge effectively.


Chapter 9

9.1. Quality Assurance in Higher Education

9.1.1. Initiatives to Improve Quality of Higher 
Education in India

UGC in its 532nd meeting held in May, 2018 deliberated on quality concerns in higher education and set the target of achieving FIVE results/outcomes at the institutional level for improving quality in higher education in India by 2022. They are:

(i) Improved graduate outcomes in terms of at least 50% of graduates to have access to employment/
self–employment or pursuit of higher education;
(ii) At least 2/3rd of students of HEIs getting engaged in socially productive activities and/or in industry during their study;
(iii) Graduates acquire essential professional (domain) knowledge and soft skills such as teamwork, 
critical thinking, communication, leadership, and entrepreneurship skills as well as human values and 
ethics;
(iv) Ensuring teacher deployment to secure that teachers are in position against at least 90% of sanctioned strength at any point of time and professional development of 100% of teachers in terms of domain knowledge and pedagogical competencies; and
(v) Obtaining NAAC accreditation with at least a minimum CGPA score of 2.5 by all HEIs by the year 
2022.

The UGC recommended the following strategies to deliver these results:

(a) Induction programmes for all students;
(b) Outcome based curriculum framework and its revision at regular intervals;
(c) Use of ICT based learning tools by teachers and students;
(d) Teaching soft skills to students;
(e) Mentoring students to become entrepreneurs and self-employable as for ‘start-ups’, and other
ventures;
(f) Engagement of HEIs in socially productive activities and with industry;
(g) Examination reforms;
(h) Tracking students’ progress after completion of educational programmes;
(i) Induction and regular refresher courses for teachers on a yearly basis;
(j) Promoting quality research by faculty; and 
(k) Monitoring non–accredited HEIs to ensure that they get accredited by 2022.

9.2.3. Value Framework
Following are to be the core values of  the HEIs of the country:

a) Contributing to National Development.
b) Fostering Global Competencies among Students.
c) Inculcating a Value System among Students.
d) Promoting the Use of Technology.
e) Quest for Excellence

9.2.5. Revised Assessment and Accreditation (A&A) Framework





9.3 Internal Quality Assurance Mechanisms

Every accredited institution should establish an Internal Quality Assurance Cell (IQAC) as a quality sustenance measure. Since quality enhancement is a continuous process, the IQAC will become a part of the institution’s system and work towards the realisation of the goals of quality enhancement and sustenance.

The work of the IQAC is the first step towards internalization and institutionalization of quality enhancement initiatives.

It has the potential to become a vehicle for ushering in quality enhancement by working out planned interventionist strategies by IQAC to remove deficiencies and enhance quality, like the “Quality Circles” in industries.

9.3.2. Objective 

The primary aims of IQAC are:
a) To develop a system for conscious, consistent and catalytic action to improve the academic and 
administrative performance of the institution; 
b) To promote measures for institutional functioning towards quality enhancement through internalization of quality culture and institutionalization of best practices.

9.3.3. Strategies

IQAC shall evolve mechanisms and procedures for:
a) ensuring timely, efficient and progressive performance of academic, administrative and 
financial tasks;
b) promoting relevant and quality academic/ research programmes;
c) ensuring equitable access to and affordability of academic programmes for various sections of 
society;
d) optimization and integration of modern methods of teaching and learning;
e) ensuring credibility of assessment and evaluation process;
f) ensuring the adequacy, maintenance, and proper allocation of support structure and services;
g) sharing of research findings and networking with other institutions in India and abroad.

9.3.4. Functions

Some of the functions expected of the IQAC are:
a) Development and application of quality benchmarks;
b) Parameters for various academic and administrative activities of the institution;
c) Facilitating the creation of a learner-centric environment conducive to quality education and 
faculty maturation to adopt the required knowledge and technology for participatory teaching and 
learning process;
d) Collection and analysis of feedback from all stakeholders on quality-related institutional 
processes;
e) Dissemination of information on various quality parameters to all stakeholders;
f) Organization of inter and intra institutional workshops, seminars on quality related themes and 
promotion of quality circles;
g) Documentation of the various programmes/activities leading to quality improvement; 
h) Acting as a nodal agency of the Institution for coordinating quality-related activities, including 
adoption and dissemination of best practices;
i) Development and maintenance of institutional database through MIS for the purpose of 
maintaining /enhancing the institutional quality;
j) Periodical conduct of Academic and Administrative Audit and its follow-up;
k) Preparation and submission of the Annual Quality Assurance Report (AQAR) as per guidelines and 
parameters of NAAC.

The composition of the IQAC may be as follows:
1. Chairperson, Head of the Institution
2. Teachers to represent all levels (Three to eight)
3. One member from the Management
4. A few senior administrative officers 
5. One nominee each from local society, students and alumni 
6. One nominee each from employers /industrialists/stakeholders
7. One of the senior teachers as the Coordinator/Director of the IQAC.


9.4. Annual Quality Assurance Report (AQAR)

NAAC has launched Revised Accreditation Framework since July, 2017 and hence, the AQAR format was also  modified, in consonance with the new methodology P. 207)


9.7. Professional Development of Teachers and the Need for On-the-Job Training
9.7.1. Higher Education Needs to Focus on Deep Learning



CHAPTER X
UNIVERSITY E-GOVERNANCE AND
ADMINISTRATIVE, PROFESSIONAL AND
LEADERSHIP DEVELOPMENT PROGRAMMES IN
HIGHER EDUCATIONAL INSTITUTIONS

 TQM is the art of managing the whole institution so as to satisfy the needs of internal and external stakeholders and to achieve excellence.

TQM is both a philosophy and a set of guiding principles that represent the foundation of a continually 
improving organization.

CHAPTER XI
GOOD and BEST PRACTICES IN HIGHER EDUCATIONAL INSTITUTION


11.4. BEST PRACTICE SERIES BY NAAC

A series of publications on the ‘Best Practices’ assessed on different aspects

(i) Curricular Aspects;
(ii) Evaluation of Students;
(iii) Student Feedback and Participation;
(iv) IQAC activities;
(v) Library & Information Services; and
(vi) Community engagement.

11.5. National level Best and Good Practice initiatives and facilitating UGC Regulations and Guidelines:


11.5.1. Academia-Industry Interactions in Higher Educational Institutions
11.5.1.1. Current Status of Cooperation between Academia and Industry
11.5.1.2. Reasons Behind the Gap Between Academia and Industry
11.5.1.3. Avenues for Future
11.5.1.4. Interaction Between Industry and Doctoral Programs
11.5.1.5. Academia-Industry Interaction Should be Considered as Part of Education
11.5.1.6. Industry Team Project: Real world Experience
11.5.1.7. Industry and Government Research Relationships
11.5.1.8. Provision for Scale-up Operation and Entrepreneurial Ventures
11.5.1.9. Consultancy Services
11.5.1.10. Nurturing the Innovation Ecosystem
11.5.1.11. UGC Guidelines for Establishing University-Industry Inter-Linkage Centres in Universities

11.5.2 Internationalization of Indian Education

11.5.3 Foreign Collaborations

CONTENTS

Foreword v Acknowledgements ix
Introduction 1 
I Genesis and Development of Appointment Norms of Vice-Chancellors, their Duties, Responsibilities, Powers and Functions 9
II Attributes of a 21st Century Vice-Chancellor of an Internationalised University 19
III Code of Conduct for the University community 31
IV Statutory/Regulatory Councils / Bodies and their Acts/Statutes/ Ordinances/Regulations 47
V Autonomy of Higher Educational Institutions and Regulatory Provisions 99
VI Human Resource Management: Teachers, their Appointments, Promotions and Norms 108
VII Financial Administration and Norms, Accounts and Audit Rules 134
VIII Student Harmony in Higher Educational Institutions and Grievance Redressal Mechanism 169
IX Higher Education: Quality, Teachers, and Employability of Graduates 179
X University e-Governance and Administrative, Professional And Leadership Development Programmes in Higher Educational Institutions 234
XI Best Practices in Higher Education System 267
XII UGC Quality Mandate 288
References 290
Appendix – Compendium relating to Circulars/Orders issued by Government of India/UGC





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https://www.linkedin.com/jobs/vice-chancellor-jobs/?originalSubdomain=in



Finance
Human Resources
Facilities
Admissions
Placements
Quality - Teaching/Learning
Research
Service by Faculty Members

Marketing
Relationships Management
Strategy
Supply Chain Management
Policies Formulation
Process Design
Knowledge Management
Benchmarking and Best Practices