When was first iim established

In , a committee headed by Ravi J. Based on the committee's recommendation, a new IIM, originally intended to cater exclusively to the needs of public sector enterprises, was established in Bangalore IIM Bangalore the next year. The committee noted that the three IIMs were producing around PGP graduates every year and that they had reached their optimum capacity.

It proposed the opening of two more IIMs to meet the rising demand for management professionals. It also recommended expanding the Fellowship programmes, similar to PhD programmes, to meet the growing demand for faculty in management schools in India. IIM Shillong was the seventh IIM to be established, following a decision by the Government of India; its foundation stone was laid on 1 December ; and its first academic session was — The Union Cabinet, on 24 January , approved the bill that became the Indian Institutes of Management Act, , which declares IIMs as Institutes of National Importance and enables them to grant degrees and to further make other important changes to the institute.

The IIMs mainly offer postgraduate, doctoral, and executive education programmes. Students join this program just after finishing their school class XII. The course structures are similar though not same at both the institutes. For the first three years, they are taught a combination of "statistics, economics and humanities", making them unique in their way.

The last two years, they undergo the program with PGP students at their respective institutes. IIM Rohtak has launched this program in and the first batch is expected to graduate in This programme is aimed at preparing students for careers in teaching or research in different disciplines of management, as well as for careers outside academics that demand a high degree of investigative and analytical ability.

The institute aims to develop unbeatable leaders for an economically and ecologically sustainable society, with the help of a unique curriculum that comprises a mix of compulsory and elective courses, supplemented by specialised courses on industry sectors.

It offers Post-graduate Programme in Management. The Institute has been set up to serve the increasing demand for quality managers in the corporate world, whilst striving for excellence and working towards its core value of inclusive growth for the greater good.

The Institute is presently functioning from the campus of the National Institute of Technology. Supports: Firefox 2. Technical Education.

However, the oft expressed faculty view is that if financial self sufficiency does not guarantee government non-interference in the functioning of the institutions, then why bother, we may as well take grants. So understandably, the paradigm shift is mind boggling. We have always hoped for a "" moment that liberalises and liberates education, especially for the older IITs and IIMs which have demonstrated a sound system of faculty governance and delivered high-quality teaching and social contribution.

The moment appears to be here now. But we need to see the details. Key concerns are how the chairman and director are selected and what role the boards play in it. Also of concern is the bogey raised by the HRD ministry earlier that it would set up a "super board" for all the IIMs which it would populate through a process not discussed yet, which would take a set of decisions on behalf of all IIMs, bonsai-ing the existing IIM boards more formally than ever before. There was talk of forcing commonality across all IIMs, old and new, reducing them all to a common denominator, pursuing a common strategy and sharing a common faculty pool.

This is of course patently stupid. No spine Let us assume that this bill is indeed a "" moment for the IIMs, and gives them everything that Javadekar promises.

Are the IIMs ready? IIM boards typically comprise a majority of corporate sector or business people. They are notorious for their lack of spine and understanding of the how and why institutions of education are fundamentally different. They don't "get" the idea of academic freedom and room to innovate. Or the idea of how institutions grow or how the director, unlike the CEO, cannot and should not be directive and prescriptive; that she should be a shaper through influence and persuasion rather than through clout of hierarchy.

Boards will have to play a very critical role in managing the transition to a board and not government-controlled institution. They need to learn how to make a performance contract with the institution each year and what action to take if not adhered to. With autonomy comes accountability. IIM boards will need to deliberate their new responsibilities and fashion their new role; build the requisite knowledge wisdom and emotional quotient to be able to get the faculty and the "management" to do more than be polytechnics churning out the same "me too" MBAs; Are boards ready to give autonomy - true autonomy - to institutions?

Created and nurtured as an institute of management and not just as a business school, IIMA has produced numerous leader-managers for the business and public sectors who, with their dreams, aspirations and vision, have shaped their organizational, economic and social contexts. In this educational journey IIMA has been led by its commitment to:.