Despite good record, SRCC’s PGDM in Global Business Operations faces degree hurdle

NEW DELHI: Delhi University’s Shri Ram College of Commerce started its postgraduate diploma in Global Business Operations (GBO) 25 years ago. Principal Simrit Kaur spoke to Careers360 on their effort to convert the diploma into a degree programme, changes required in the National Institutional Ranking Framework (NIRF) and more. Edited excerpts

Q. SRCC has been running the PGDM in Global Business Operations for 25 years. Why has it not become an MBA degree?

A. Twenty-five years back, when SRCC commenced the GBO programme, the vision was to have post graduate programmes in tune with changing contours of the economy. This was a time where the complexion of the Indian economy was undergoing rapid changes at the turn of the millennium. In the ensuing two and a half decades, the GBO programme has been received highly enthusiastically by the applicants and industry. It is a highly sought after programme with each seat receiving over 100 applications.

Earlier, there was a general notion that the colleges teaching UG programmes should specialise in the same. When SRCC commenced with the PG diploma programme, the approach was evolutionary. Today, we have gained considerable experience in managing a PG programme.

Despite the GBO programme doing very well and providing competitive outcomes of internship and placements, its scope becomes limited because of its status as a diploma. Understandably, there is a threshold that needs to be crossed to elevate the GBO programme. Though we have proactively taken forward this matter with regulatory authorities, a favourable outcome is yet to be received.

Q. What are the reasons cited for not converting the diploma into an MBA degree?

A. We don’t know exactly because our letters are categorically showing the strength of the programme. We don't renew the curriculum very often but we included value-added courses such as artificial intelligence and machine learning. Also, we have strong alumni.

It is presumed that there is a regulatory constraint that UG colleges will not be granted a degree programme. The course is self-financing – that could be the reason. But this is only hearsay. We are still very hopeful and have met the regulatory authorities in this regard.

Q. In this case, who is the regulatory authority?

A.It is the University of Delhi’s decision on the matter. In this regard, we have met the competent offices. Our Hon’ble Vice Chancellor is very proactive with a progressive vision and we are hopeful that under his able leadership, we will be able to take forward the matter.

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Q.Then, how are distance learning institutions providing MBA degrees?

A.There is a separate framework for that in the country. But one might argue that if distance learning programmes can be granted post graduate management degrees, then here at SRCC is a highly sought after programme at one of India’s top institutions which has state-of-art infrastructure, renowned teachers and strong placements making a rational case for the GBO programme to be granted a degree status.

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Q. Considering it is a self-financing course, the fees are quite reasonable compared to other institutes.

A.If we compare with IIMs [Indian Institutes of Management] it is practically 1/10th of their fee. We have 90 students per year and in two years, the strength is 180. In just Rs 3 lakh we are offering a course from brand SRCC where return on investment is quite high.

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Q. What is the impact of it not being a degree programme?

A. To begin, this creates a fundamental cycle of perception and outcomes. Since the course does not have the nomenclature of a degree programme, it impacts the potential pool of applicants. Naturally, a preference exists amongst applicants for a degree programme vis-à-vis diploma programmes, especially when the duration of both is two years. Further, since this programme is not considered for UGC NET qualification, students cannot enter academia as a teacher or pursue a PhD.

Q.What is the profile of students pursuing the course?

A. About 80% of our candidates are engineers. The remaining would be graduates from economics or commerce and others. The ratio between men and women is practically 50:50. We also have foreign students and this year we had three of them, out of the four seats allotted.

Q. What makes the programme stand out?

A.We have guest teachers from IIMs, Indian Institute of Foreign Trade (IIFT). Often, one paper is taught by two teachers. One focuses on academics and the other supplements with industry experience.

Before the course starts, we have practical and industry-led classes. These introduce students to digitalisation, new visualisation tools, case study method, storytelling and soft skills. Once the academic course starts, the programme becomes very hectic and so, we call them a month in advance. This is a hit among recruiters and students.

We also run a lot of value-added courses such as product management, artificial intelligence and digital business, managerial communication and others which students voluntarily attend on Sundays. Every Saturday, we arrange industry interactions for students.

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Q. How have the placements been?

A. In the last two years, we had almost 100% placements . The average salary is comparable to any B-school in our category, Rs. 13-14 lakh. Last year, [the highest] was over Rs. 40 lakh and the year before, it was Rs. 26 lakh. Almost all big brands come here for placements. Internships are also wonderful. Every year we are adding new companies.

Q. Why is the NIRF ranking of the college towards the lower end?

A.The NIRF ranking assumes a one-size-fits-all concept, but it doesn’t. They are not giving leverage to institutions like ours. We have written to the ministry of education, met the minister and also the NIRF head and stated that there are circumstances where you have to acknowledge that we are not a science college. We specialise in commerce and economics. We have our own parameters on which our key performance indicators are based, so it is not comparable to those specialising in sciences.

Typically, in a research institution, research will be based on sciences. Their lab expenditure would be much more in these subjects. Expenditure per student is a parameter in the NIRF. If we are spending less on our students because we don’t have labs. How many labs can we create? Our equipment is worth lakhs; their equipment, crores.

Second: research publication. SRCC has been known for its book publications. The best of the books across India are from SRCC. But in NIRF, book publications are not given any weightage, only journal publications are.

Similarly, factors not directly controllable by colleges such as student regional and gender diversity are also marked in the framework. An important metric to adjudge the teaching-learning quality of a Higher Education Institution (HEI) is its ability to retain students, despite them having choices to opt for other HEI. Commonly called post-admission withdrawal rate, this metric remains close to nil for SRCC. Regrettably, this metric is not accounted for in the NIRF Framework.

In our correspondences with the competent authorities, we have emphasised repeatedly the need for discipline-specific rankings for colleges.

Yet another metric, not accounted for in the framework, is the quantity and quality of placements as a measure of the graduate outcomes. We have also not been able to understand why SRCC gets 60 marks in perception. Although we are not happy with the NIRF ranking, it has made us understand what is required.