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Thanikachalam, V.
- Curriculum Design for Industry Relevant and Interdisciplinary Postgraduate Programmes in Engineering and Technology
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Authors
Affiliations
1 National Institute of Technical Teachers Training and Research, Chennai, IN
1 National Institute of Technical Teachers Training and Research, Chennai, IN
Source
Journal of Engineering Education Transformations, Vol 28, No Spl Iss (2015), Pagination: 58-61Abstract
Innovative methods of curriculum development based on the reverse system approach coupled with national engineering qualification framework provide promise to develop industry relevant postgraduate programs in engineering technology. By close collaboration with the association of companies, one can design programmes which would enable the candidates industry ready. The programmes would meet the career developments of the candidates. The industry requirements could be assessed through various advertisements of companies who carefully plan job specifications. The programme educational objectives are to be planned to meet the designed job specifications.Keywords
Curriculum Development Process, Reverse System Approach, Enhancement of the Relevance of Postgraduate Programmes.
- Intrapreneurship and Innovation in Engineering Education
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Authors
Affiliations
1 Chennai-600041, IN
1 Chennai-600041, IN
Source
Journal of Engineering Education Transformations, Vol 29, No 3 (2016), Pagination: 20-25Abstract
It is observed that around 1-2% of the faculty membersin autonomous institutes usually take risk in developing many innovative projects and programs for corporates and International Development Agencies (IDAs) by responding to letters of invitation or advertisements through bidding process. They utilize their talents, expertise and prepare high quality and cost effective projects which meet the stringent terms of references (TORs). These faculty need empowerment, and delegation from administrators of the institutes but they are usually neglected in many institutes. Usually there is an inordinate delay in forwarding the bid documents and providing with sufficient technical staff even though the revenue generated would meet all expenditures. Most of the innovations are due to intrapreneuers who are risk taking faculty members, and also think out of box and provide creative solutions.
There is a need for supporting policy from the Chief Executing Officers (CEOs), Board of Governors, and government to encourage such outstanding ventures. Even though these institutes enjoy all types of autonomy but it is not passed on to the departments and to the faculty members. Institutes have to plan project specific policies, maintain separate accounts and distribute the gains as per the approved norms. Also the fear of failing has to be removed from other faculty members besides giving the needed resources. Such initiatives would encourage more risk takers to undertake development activities, outreach programs and sponsored projects. Since, the institutes have to contribute to the economy through providing conducive environment for creating new and innovative products; the management has to take a lead.
Keywords
Intrapreneurship, Development Policies, Internal Revenue Generation and Utilization.- Strengthening and Sustaining of Industry-Academies-Government Partnership through Continuous Process Improvement
Abstract Views :208 |
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Authors
Affiliations
1 Engineering Education and HRD, Chennai 600041, IN
1 Engineering Education and HRD, Chennai 600041, IN
Source
Journal of Engineering Education Transformations, Vol 29, No Spl Iss (2016), Pagination:Abstract
In this 21st century many multinational corporations (MNCs) started moving to Asian countries both for design and manufacturing due to globalization of economy, raising middle class,desire to efficiently serve the local and export markets, and utilizing the availability of competent human capital. It is assessed that no industry would provide any donationto the institutes but ready to pay for the excellent services availed. From a comprehensive research, it is found that with the availability of large number of autonomous institutes, national institutes, and technical universities in India, there is a great opportunity to establish Industry-Academies-Government Partnership through executive education, research collaboration, product development and testing. Further, there is a need for dedicated centers of industry-academy-partnership with satellite units in the industrial hubs and corridors with enabling policies and empowered high performing faculty. The institutions have to extend support for mutual benefits so that the corporates can benefit from one-stop shopping and integrated research and development. The industries would support development and share the industry relevant outcome. The institutions have to charge the industry based on the realistic financial proposal based on the terms of reference (TOR). The institutes have to prepare business plans for various technical services like developing the executives and offer relevant services like testing, and extending the expertise. The institutes could develop separate units for offering technical services through dedicated satellite centers in collaboration with networked institutes, if required. Such an approach would enable the rural institutes to overcome the difficulties due to far off location from the industrial hubs.Keywords
Industry-Academies-Government-Partnership-Continuous Process Improvement-Satellite Centers in the Industrial Hubs-Corridors.- Enhancing Institutional Governance Beyond the Society's Act of 1860 (Steps to Improve Autonomous Institutes' Administration through Board of Governors)
Abstract Views :162 |
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Authors
Affiliations
1 Engineering Education and HRD Chennai-600041, IN
1 Engineering Education and HRD Chennai-600041, IN
Source
Journal of Engineering Education Transformations, Vol 29, No Spl Iss (2016), Pagination:Abstract
Most of the autonomous institutes in India are governed by the Society's Act, 1860. It is usually assumed that the institutes are well run by the Chief Executive Officers (CEOs) who have to implement the approved policies of the government and theBoard of Governors.A few CEOs determine the desired agenda, selectively implement the policies and omit many keydecisions which will be conducive for the growth of the institute andfaculty.Considering the excellence in administration and high academic performance, the research work centers on addressing the vulnerabilities in the institutional administration, building response capacity of the Board of Governors, managing leadership risks and confronting the degradation of the institute. From the analyses of the cases, it is proposed the following standing committees under the Board of Governors: • Academic Affairs Committee • Financial Control, Purchase, and Audit Committee • Faculty Recruitment and Internal Governance Committee • Institutional Development Committee, and • Ad hoc Committee By constituting these committees, the Board can lead appropriate governance and ensure high performance which would facilitate academic excellence by contributing to the knowledge and human capitals.Keywords
Effective Governance, Academic Affairs Committees, Internal Governance Committee.- Planning and Developing Outcome Based Engineering Curricula to meet the Needs of Fast Growing Indian Industries
Abstract Views :182 |
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Authors
Affiliations
1 Chennai-600041, IN
1 Chennai-600041, IN
Source
Journal of Engineering Education Transformations, Vol 30, No 1 (2016), Pagination: 101-110Abstract
Most of the engineering institutes are finding difficulties in developing outcome based engineering curricula to meet the needs of fast growing Indian industries and MNCs. The process of developing outcome based curricula is as follows:Preparation of matrix, analyzing the types of industries which would employ them, analysis of desired performances of graduates at entry, synthesis of abilities, and preparation of course outcomes, preparing curriculum framework, strategies to acquire professional abilities expressed as program outcomes as in EC2000, curriculum development approach, required key skills of the fresh graduates, tracer study, forming consortium of institutes, establishing satellite centers in the industrial hubs/ corridors for assessing the needs, accreditation criteria and the process for accreditation of outcome based curricula. If the institutes systematically plan the outcome based curricula and implement them through trained and qualified faculty and with cooperation with the companies, then the institutes can largely achieve success.Keywords
Outcome Based Curricula, Accreditation Process, Steps in Implementing.References
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- Intrapreneurship and Innovation in Engineering Education
Abstract Views :219 |
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Authors
Affiliations
1 Chennai-600041, IN
1 Chennai-600041, IN
Source
Journal of Engineering Education Transformations, Vol 30, No 2 (2016), Pagination: 36-43Abstract
It is observed that around 1- 2 % of the faculty members in autonomous institutes usually take a risk in developing many innovative projects and programs for corporate and International Development Agencies (IDAs) by responding to letters of invitation or advertisements through abiding process. They utilize their talents, expertise and prepare high quality and cost effective projects which meet the stringent terms of references (TORs). These faculties needs empowerment and a delegation of administrators of the institutes but they are usually neglected in many institutes. Usually, there is an inordinate delay in forwarding the bid documents and providing with sufficient technical staff even though the revenue generated would meet all expenditures. Most of the innovations are due to Intrapreneurship who are risk-taking faculty members, and also think out of the box and provide creative solutions. There is a need for supporting policy from the Chief Executing Officers (CEOs),Board of Governors, and government to encourage such outstanding ventures. Even though these institutes enjoy all types of autonomy but it is not passed on to the departments and to the faculty members. Institutes have to plan project specific policies, maintain separate accounts and distribute the gains as per the approved norms. Also,the fear of failing has to be removed from other faculty members besides giving the needed resources. Such initiatives would encourage more risk takers to undertake development activities, outreach programs and sponsored projects. Since the institutes have to contribute to the economy through providing a conducive environment for creating new and innovative products; the management has to take a lead.Keywords
Intrapreneurship–Development Policies-Internal Revenue Generation and Utilization.References
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Abstract Views :187 |
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Authors
Affiliations
1 Correspondence Course Dept., NITTTR, Taramani, Chennai - 600 113, IN
1 Correspondence Course Dept., NITTTR, Taramani, Chennai - 600 113, IN