Latest news with #MBA
Time of India
13 hours ago
- Business
- Time of India
University of Glasgow invites applications for its MBA scholarship 2025: How to apply, eligibility, exam requirements, and official website details
University of Glasgow opens MBA scholarship 2025 applications: How to apply, eligibility, and IELTS requirements University of Glasgow MBA scholarship 2025: The University of Glasgow is now inviting applications for its MBA Scholarship for the September 2025 intake. The scholarship is designed for high-achieving, self-funded candidates globally and provides both full and partial tuition fee waivers. The Glasgow MBA Scholarship supports the university's commitment to academic excellence and its values of diversity, equality, and inclusion. Candidates must first apply for the MBA (Master of Business Administration) programme and receive an offer before submitting a scholarship application. Scholarship categories and coverage The MBA Scholarship includes a small number of full tuition scholarships, a wider selection of partial tuition fee waivers covering up to 50% of the total fee, and a targeted full-fee scholarship for an outstanding female applicant. The women-specific award is offered in partnership with the 30% Club, a global campaign promoting gender diversity in business leadership. Applicants must be self-funded, as the scholarship cannot be combined with other discounts or external sponsorships, except for the University of Glasgow's Alumni Discount. If a student qualifies for multiple scholarships, only the higher-value award will apply. Eligibility criteria for applicants To be eligible for the scholarship, candidates must meet the following criteria: • A strong academic background, typically a first-class honours degree or equivalent • A demonstrated record of professional achievement • Completion of the MBA interview stage • An offer to join the MBA programme (unconditional or conditional only upon meeting English language requirements such as IELTS) • Financial need may also be considered Note: Only applicants who have already submitted their MBA application are eligible to apply for the scholarship. by Taboola by Taboola Sponsored Links Sponsored Links Promoted Links Promoted Links You May Like Elegant New Scooters For Seniors In 2024: The Prices May Surprise You Mobility Scooter | Search Ads Learn More Undo Application timeline and review process There is no fixed deadline for the scholarship application. However, the university advises early submission due to limited availability of funds and the rolling basis of awards. Scholarship applications are reviewed following the candidate's MBA interview, and decisions are typically communicated within five working days. Open to global candidates The Glasgow MBA Scholarship is open to applicants from numerous countries and regions across Africa, Asia, Europe, the Americas, and Oceania. Some eligible countries include India, Nigeria, the United States, United Arab Emirates, South Africa, and Australia. The funding applies exclusively to the MBA programme commencing in September 2025. How to apply through the official website Applicants must follow these steps to complete the scholarship application process: Step 1: Visit the official website: Step 2: Apply to the MBA programme using the university's online application form Step 3: Complete the MBA interview process and obtain an offer (unconditional or conditional only upon IELTS) Step 4: Download and complete the Glasgow MBA Scholarship Application Form Step 5: Upload the completed scholarship form via the Applicant Self-Service portal Contact information for queries • For guidance on the MBA programme and admissions, candidates may email: business-mba-recruitment@ • For questions related to scholarship eligibility, applicants should contact: scholarships@ Scholarship terms and additional notes The scholarship cannot be combined with other University of Glasgow internal or external sponsorships, with the exception of the Alumni Discount. If more than one scholarship is awarded, the one of lower value will be removed from the student's record. This scholarship opportunity is part of the university's broader strategy to support highly qualified, self-funded students from diverse backgrounds across the world. TOI Education is on WhatsApp now. Follow us here . Ready to navigate global policies? Secure your overseas future. Get expert guidance now!
Time of India
a day ago
- Business
- Time of India
Over 6k students allotted MBA, MCA seats
Ahmedabad: The admission committee for professional courses (ACPC), Gujarat, released the Round 2 allotment results for MBA and MCA admissions on July 28. A total of 6,168 candidates confirmed their registration by paying the required fees. Tired of too many ads? go ad free now As per official data, the merit list comprised 3,303 applicants for MBA, 2,809 for MCA, and 38 candidates from other states. Additionally, 120 candidates applied for both MBA and MCA programmes. In Round 2, a total of 2,456 candidates completed their choice filling by July 25. For MBA hopefuls, Round 2 saw 2,589 seats allotted out of 14,864 total seats across 128 institutes. This included 551 new admissions, 148 students who c institutions, and 1,890 who stuck with their Round 1 placements. Govt and govt-in-aid (GIA) institutes filled 482 of their 531 seats, while self-financed institutes (SFI) allotted 2,107 out of 14,333 seats. In the MCA domain, 1,871 seats were allotted in Round 2 from a total of 8,155 seats across 90 participating institutes. This included 763 new admissions, 132 institute changes, and 976 students who retained their Round 1 allotments. All 388 seats in govt and GIA institutes were filled, with 1,483 seats allotted in self-financed institutes from a pool of 7,767. Candidates allotted seats in this round are required to confirm their admission by paying the fees online between July 28 and July 30.
Forbes
a day ago
- Business
- Forbes
From Reactive To Reflective: Leading With Intention In Times Of Change
Alba Contreras Rodriguez, MBA, PCC is the founder and president of FONS LLC. In today's fast-paced world, reacting quickly can feel like a badge of honor. Leaders are applauded for jumping in, solving problems, moving fast. As a former corporate executive and management consultant, I've noticed the thrill of moving fast and "whatever it takes" approaches. But over time, constant reactivity becomes a trap. It erodes strategic focus. It strains teams. And it disconnects leaders from the very purpose that once anchored them. This is especially true in times of uncertainty and change, when tension is high, decisions are complex and outcomes are unpredictable. In the rush, even well-meaning people and priorities can get sidelined. Leaders feel pressure to act swiftly, to respond to the next fire, to prove their value by doing. But this constant motion often masks a deeper cost: the loss of intentional leadership. The Cost Of Reactivity Reactive leadership means operating from a state of urgency and defensiveness, responding to what's loudest rather than what's most important. Unfortunately, it is a common way of leading, especially because those who put out fires often receive more recognition and reward than those who take the time to be proactive or preemptive. Over time, leaders stuck in the reactive mode tend to: • Chase short-term wins at the expense of long-term vision • Make decisions based on pressure instead of principle • Drift from their values and unintentionally model that drift for their teams When change is constant, reactivity feels justified. But reactive leadership limits growth, stifles innovation and creates burnout—for the leader and for those around them. Reflection Is A Strategic Tool, Not A Luxury The most effective leaders I have worked with pause to think before acting. They anchor decisions to values. And they create space to ask the deeper questions: • What's really driving this decision? • What are we reacting to and what are we trying to create? • Is this aligned with the impact we want to have? The shift from reflex to reflection will sharpen your focus, allowing you to lead from clarity instead of chaos. And it often results in more confidence, stronger alignment and better business outcomes. Leading With Intention In Practice Here are three ways you can begin to shift from reactive to reflective. Schedule regular, protected time to step back and reflect. Not to catch up on emails, but to pause and consider what matters most right now. Think of it as a "strategic reset" that allows you to respond with clarity rather than react from stress. When the pressure is on, values can become blurry. Write down your top three leadership principles. Then ask yourself: Are my current actions aligned with them? If not, what needs to change? You don't have to make every decision alone. A coach can create the space to challenge assumptions, test ideas through experimentation, take you out of your comfort zone and reconnect you to your deeper leadership goals, especially when the pace around you is pushing you to react. One of the phrases I often share with clients is: "Go slow to go fast." Embracing it can radically shift how they show up and what they make possible. Slowing Down Is Wise, Not Weak Intentional leadership is all about being purposeful. It's not the loudest voice in the room or the fastest decision that wins. It's the one anchored in clarity, guided by values and aligned with a bigger vision. In moments of change and uncertainty, your greatest strength isn't how fast you move; it's how clearly you lead. If you find yourself stuck in reaction mode, it may be time to create space for something more powerful: reflection, alignment and the kind of leadership that truly lasts. Forbes Coaches Council is an invitation-only community for leading business and career coaches. Do I qualify?
Mint
2 days ago
- Business
- Mint
Suresh Narayanan—the accidental CEO
NEW DELHI : Suresh Narayanan's entry into the corporate world was serendipitous. Growing up in pre-liberalized India, he didn't consider a career in the packaged consumer goods industry. He wanted to be a bureaucrat, following in his father's footsteps. But a chance encounter during his final year at the Delhi School of Economics led to his first corporate job. This week, he'll end his four-decade corporate career when he steps down as the chairman and managing director of Nestlé India Ltd. On 1 August, Amazon's Manish Tiwary will replace Narayanan, who has been with the Swiss packaged foods company for over 25 years, including a decade of leading its India operations. But a look back at his career, in some sense, suggests he was being prepared for this role from the very beginning. 'People wanted me to do engineering or medicine. I studied economics instead with every intention of being a bureaucrat that was drilled in me—my father was in government, so was my grandfather," said Narayanan. Hindustan Lever Ltd (now HUL), a coveted employer at the time, was recruiting on campus—a rare event back then. Narayanan, who hadn't even taken the CAT exam (mandatory for pursuing an MBA), was persuaded by a peer to apply, and to his surprise, he got the role. This prompted his move to Mumbai, with a monthly salary of ₹1,200 to ₹1,300. HUL and foods Narayanan's career at HUL was entirely focused on the food division, a natural precursor to what was to come. At HUL, his peers included Nitin Paranjpe (non-executive chairman of HUL) and Leena Nair (the current chief executive, Chanel), among others. He worked on brands such as Dalda and animal feeds and later became part of the Brooke Bond Lipton team. He eventually headed sales for their tea and coffee business before a brief stint at Colgate. While he respected Colgate's culture and values, the toothpaste and shampoo categories didn't appeal to him after years of being a 'foods guy". Narayanan joined Nestlé in 1999 as executive vice president for sales in India, a rare external hire into the company's core management committee at the time. 'What struck me about Nestlé was that it was a company with a huge premium on quality and safety and very strong brands," he told Mint in an interview earlier this month at the company's Gurugram office. What followed were over 25 years of service at the Swiss foods company, including international assignments in Nestlé Indochina, where he led sales, marketing, and food services across Thailand, Cambodia, Myanmar, Laos, and Vietnam. He also served as managing director of Nestlé Singapore Pte. Ltd, followed by chairman roles for Nestlé North Africa and Nestlé Philippines. He was chairman and CEO of Nestlé Philippines prior to joining Nestlé India as managing director. The Maggi crisis Narayanan returned to India and joined as managing director on 1 August 2015, in the midst of the Maggi noodle crisis. This period, he said, was an 'existential crisis" but also a defining one. Nestlé India's instant noodles brand got embroiled in controversy following allegations of high levels of lead and monosodium glutamate (MSG) exceeding permissible limits. The issue first emerged in March 2014 when a food inspector in Uttar Pradesh found MSG despite the 'no added MSG" label. This led to the Delhi government imposing a 15-day ban, followed by a nationwide recall order on 5 June 2015. Nestlé India recalled and destroyed approximately 38,000 tonnes of Maggi noodles, plummeting its market share from over 80% to zero in one month. Maggi noodles eventually returned to the market in November 2015 and have since regained market share, now hovering over 60%. In 2015, the company's net sales decreased by 17.2% to ₹8,123.27 crore, largely due to the crisis, with a profit after tax (PAT) of ₹563.27 crore. However, the crisis did push the otherwise media-shy company to open up more to investors, shareholders, and the public at large. 'It was groundswell not only from global, but from the local market as well. Nestlé has always been a reticent, low-profile company. There is less known about it than should be known. Post the crisis, we became more open. I became a kind of regular fixture on media calendars. We shared a lot more. We have come out of the crisis stronger," he said. Nestlé also stepped up its innovation efforts to shake off the company's dependence on the Maggi brand. 'In 2015, many considered us to be solely a Maggi noodles company. Since then, we have diversified our portfolio, expanding categories such as breakfast cereals, premium coffee, and pet food with over 150 new products that have contributed to 7% of sales," he said in the company's annual report for 2024-25. For instance, the company's pace of innovation is now 4X faster than it was a decade ago. 'We have become less failure-averse as a company," he added. In 2024-25, the KitKat chocolate maker reported sales worth ₹20,077.5 crore, more than double since Narayanan took over. PAT stood at ₹3,314.5 crore. 'Over the last decade, Nestlé India's revenue witnessed a compound annual growth rate of 10.3%, while the corresponding profits from operations grew by 13.5%.The capex levels have risen from 1.8% of sales in 2015 to 10.0% of sales in the fiscal year ending 2024-25," according to the company's annual report. Nestlé India's share price was around ₹654.86 when Narayanan took over. It has risen 248% to ₹2,279.20 as of 25 July. The Maggi troubles aside, the company has faced other challenges, such as skyrocketing coffee prices over the last year that have impacted margins and a sluggish demand for packaged foods in general. In the June quarter, profit fell because of input cost pressure and higher finance costs for the company. Analysts said Nestlé's volume growth was 'modest", and the company missed margin expectations due to input cost pressure. There were some misses, too, such as rival HUL outbidding it to buy health food drink brand Horlicks. However, Narayanan seems to have little regret over the deal now. 'Let us just say, we are a nutrition company," he said. In 2024, Nestlé India faced scrutiny over allegations of adding high levels of sugar to its baby food products, particularly Cerelac and Nodi infant cereals, sold in India and other developing countries. 'We were fully compliant with the laws of the land. We have launched products with low refined sugar," he said. India investments Meanwhile, the company has made substantial capex investments over the last five years, including expanding production capacities for Maggi, confectionery, and coffee. Narayanan expects the pace of innovation to pick up even more. 'We've invested almost ₹6,000 crore as capex (between 2020 and 2025). We have done a lot of capacity creation to meet the demand we are anticipating. I would reckon that the pace of innovation, which today contributes about 7% of sales, we should reasonably target at least a 10% interim goal going forward," he added. Narayanan said urban Indian consumers are changing, with greater emphasis on quality and more premium experiences. This is playing to the advantage of companies like Nestlé, he added. For instance, the company opened its premium coffee boutique, Nespresso, in India this year. It has also expanded into the pet care business and has a joint venture with Dr. Reddy's to sell nutraceutical brands. It has also stepped up distribution in rural markets after years of being an 'urban" company. Rural markets now account for 20% of its domestic sales, albeit less than the industry average, but growing. While affordability remains an important plank for FMCG companies in the Indian market, Narayanan has been pointing to a trend of 'premiumization", with consumers increasingly willing to pay for quality products. Beyond business, Narayanan has rarely held back views on broader economic and social trends. He said consumption growth in India will depend on controlling food inflation and creating meaningful employment opportunities, especially in sectors like manufacturing. Greater spending on infrastructure could go up, "that's what's fueling growth in rural India", he added. Second innings As he transitions into his 'second innings", Narayanan plans to pursue teaching, particularly in executive education, starting initially with guest lectures. He is also in conversations with private equity firms for advisory roles. 'I've worked for 44 years and have had my fair share of operating and running businesses. I have no desire to uproot myself, but I'd rather give back. I want to also see more places in India, and travel a bit of the world," he said. On management lessons, Narayanan said humility and keeping one's ego in check are critical, especially as people move up within organizations. 'One of the biggest challenges of leadership is that you develop the plaque of ego and you're not able to scrape it off," he added.
Zawya
3 days ago
- Business
- Zawya
Vatel Bahrain launches first MBA in International Hotel Management in the Kingdom
Bahrain: In response to growing demand for specialised leaders in the region's rapidly expanding tourism sector, Vatel Bahrain has launched the Kingdom's first MBA in International Hotel Management. The two-year postgraduate programme, approved by the Higher Education Council (HEC), is placed at level 7 of the European Qualifications Framework (EQF) and aligned with the National Qualifications Framework (NQF) at level 9, offering students an internationally recognised pathway to senior roles in the hospitality and tourism sector locally, regionally and internationally. In line with the college's strategic goals, the MBA programme supports the objectives of Bahrain Vision 2030 and the Kingdom's Tourism Strategy 2022–2026 by empowering national talent in high-potential sectors and equipping them with professional knowledge, relevant skills, and leadership capabilities that enhance their contribution to sustainable economic development. Delivered entirely in English over two academic years, the programme is designed to engage students in a unique curriculum covering subjects such as Economy of Tourism and Hospitality, Marketing Strategy, Financial Analysis, Human Resources, Hospitality and Tourism Strategy, and language studies in English and French, honing their skills and enhancing industry readiness. Admission to the programme requires a bachelor's qualification in Hospitality or Hotel Management, or a bachelor's degree in any other discipline accompanied by a minimum of two years of relevant professional experience. Applicants must also successfully complete a personal interview as part of the selection process. Sheikh Khaled bin Khalifa Al Khalifa, General Director of Vatel Bahrain, affirmed that the introduction of this MBA programme—considered the first of its kind in the Kingdom—addresses the increasing need for skilled leadership in the hospitality and tourism industries across Bahrain and the wider region, while also executes Vatel Bahrain's strategic plan aimed at developing national and regional competencies to the highest standards by equipping them with professional skills, expertise and knowledge in the tourism field. Sheikh Khaled further added that the MBA programme has been meticulously developed to equip graduates with the professional knowledge, strategic acumen, and global perspective essential for assuming senior leadership roles within the tourism and hospitality sector. By seamlessly integrating academic rigour with practical industry experience and remaining attuned to evolving global trends, the programme seeks to address existing professional gaps and contribute meaningfully to enhancing the quality and competitiveness of hospitality services in Bahrain and the wider region. For more information, please contact: Zainab Ashoor | Marketing & Communications Specialist Al Jasra, Kingdom of Bahrain About Vatel Hospitality School: Vatel Hospitality School was established in France in 1981, specializing in business management within the hospitality and tourism sectors it has grown into a global network of over 55 campuses in 33 countries. The Bahrain campus, founded in 2018, is part of this global network. Vatel holds a distinguished international reputation, with over 45,000 graduates worldwide who have gone on to become leaders in the industry. Vatel has consistently been ranked first in France and 12th globally in hospitality management, according to the latest QS rankings, maintaining this position for four consecutive years.
