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Tuesday, May 1, 2012

Development in a Trimester of rural management - 3

Continuing from the 2nd part of the Development series in RM , I will move towards the 3rd part of the learning in the field of Rural Management.  Here in 6 points what I learnt in last 3 months:

1- Integrity and Humility are more necessary to success than the knowledge. Only creating assets and giving knowledge is not enough but the spirit of service is far more essential for a rural manager.

2- For-profit firms, they argue, often face pressure to abandon social goals in favour of increasing profits. Non-profit firms and charities are needlessly restricted in their ability to raise capital when they need to grow. There should be a third way of developing the objectives of both firms.

3- There is a misplaced tendency to look at "progress" through the eyes of people in power or in powerful economic institutions. There lies a great assumption that if they do well, wealth/prosperity will trickle down into the lives of ordinary people. This approach is one of the many 'indicators' of the development, not the only one as perceived by mainstream.

4- Government can give equal opportunity to all, but still a Steve Jobs will be a Steve Jobs, all people are not going to become Steve Jobs. Equity does not mean that all children must learn the same thing at the same rate but they have the same access to same infrastructure and facilities.

5- LPG are regarded as panacea of all the problems. I don't agree with this trend. Often assets and infrastructure created that are more beneficial to the elites than the poor who created them. I am not yet sure of the access of the vulnerable group of assets created in NREGA.

6- The true institution failure happens when the voice of vulnerable people are kept silent. Not being organised, they lack representations in social, economic and political institutions and often fail to participate despite granted rights. Most of the time, they form group on the basis of their social identity and caste system thrives with changing times.

Summary of One Year :
It is not the most talented who survive, nor the most intelligent, but the ones who are most responsive to change. One year has passed since my admission in 2-Year Full Time Postgraduate Diploma in Rural Management. I don't much bother academic competence but trying to learn with each passing moment. MBA degree is a fast-track exposure to various functions in the organisation -- sales, marketing, human resources, finance, product management and strategy. While development studies take s in the domain of sociology, anthropology, economics, political science and even public administration. Rural Management is a hybrid mixture of both these domains. I have not allow myself time to settle down. I tried to jump at every opportunity, to do as much as I could with my time. Rural Manager is needed to harness grass-roots dynamism and entrepreneurial potential. Hoping to convert this knowledge to some useful actions.

XIMB -RM has taught me the tact to handle of academic pressure. Still, much can be done to put a student through an intellectual rigour. I never tend to prioritize the number of hours spent in the classroom over the quality of teaching, that helps me much in assessing impact of classroom lectures on me.

As an IT engineer with 12 hrs 3.5L job at MNC was good but never a satisfying one. It is not money that has tempted me to give up a stable career at IT firm and enter rural management program. It is the freedom to read widely, think deeply, write independently and keep learning—the opportunity to live in the world of ideas and realities simultaneously. I have achieved a lot of mine goals and pretty happy with my progress. In the end, I still ponder over a simple question - But what does it mean anyway — development?

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