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Professor & Director
An alumnus of Indian Institute of Foreign Trade, New Delhi, with a PhD in Marketing from Dr. B.R. Ambedkar University, Agra, having 18 years of academic experience and 17 years of industry experience; a highly motivated and passionate academic with a clear focus on outcome based academic delivery and research. He teaches and practices critical thinking skills and analytical skills, apart from subjects in the domain of International Business and Strategic Management.
He is a highly motivated and passionate academic with a clear focus on outcome based academic delivery and research. I teach and practice critical thinking skills and analytical skills apart from teaching the subjects related to International Business and strategic management. He is an award winning corporate trainer in the domains of cross-cultural management; communication skills; time management.
Some of the core competencies he possesses are ability to enhance the intellectual capital and student experience; ability to engender constructivist learning environments; ability to dovetail employability skills into the curriculum.

Professor and Head - Department of Management Studies, and Proctor at JSS Academy of Technical Education
He worked as Professor, HOD (Department of Management Studies), and Proctor at JSS Academy of Technical Education, NOIDA from 2014 - 2016. He conceptualized a medium-term plan for the department, which gives a focused direction to the department and augments the intellectual capital of the department and enhances student experience. He started two initiatives called “Quest – going beyond the curriculum” and “Talk Club” to improve employability skills in the students; conceptualized and executed a National Conference on Managing Business Enterprises in BRICS countries (NCMBE 2016), a one day conference on 26th February 2016 giving a platform to academics and researchers to present their research and get insights into the research work of other academics and researchers.
As evaluation coordinator of AKTU (formerly UPTU) evaluation center at JSSATE, NOIDA, he got 55,000 answer scripts of the university belonging to 108 subjects successfully evaluated.
As Proctor of the academy, he was chairman of the attendance review committee. He revamped the attendance monitoring system of the academy and included all the key stakeholders in the system. He was also chairman of the disciplinary committee that was responsible for maintaining discipline in the academy.

Professor & Head of School (School of Management and Entrepreneurship), IIMT Oxford Brookes University
He was head of School (School of Management and Entrepreneurship), IIMT Oxford Brookes University, Gurgaon and worked from 2006 to 2014. During his tenure, he conducted Faculty Development Programs in the areas of Critical Thinking, Reflection, Bloom’s taxonomy, Student feedback, and Classroom management. He was also driving other initiatives like KSS (Knowledge Sharing Sessions) and Best Practices Sessions – which are part of the continuous learning initiatives, aimed at achieving an outstanding student experience. He was part of the leadership team responsible for giving strategic direction to the institute; also part of the team overseeing the implementation of the ERP system of “TCS ion”.
He successfully implemented the Oxford Brookes University’s systems and practices with regard to delivery, assessment and feed back in the Indian environment. He was part of the team responsible for successful audits by Quality Assurance Agency (QAA) of the Government of UK and periodic review (once in 5 years) by Oxford Brookes University.

Coordinator (North), Culture and Language Initiatives, Tata Consultancy Services Limited
He was the coordinator (north) for the process – “Culture and Language Initiatives”, Tata Consultancy Services Ltd, between 2005 and 2006. His key focus areas were: Designing, developing and implementing training sessions in the area of communication, cultural management, time management, and grooming; Mapping the learning needs of projects, in the area of soft skills and cultural management, and developing strategies to meet those needs; Identifying, evaluating and recommending on-line programs and assessing their effectiveness; Implementing blended learning programs and E-learning programs.

Industry Experience:
He worked in the field of International Business for 17 years in various capacities. Between 1981 and 1985 worked with Banaras House Ltd (a buying house) as Export Executive, responsible for the buyers from Netherlands; Raunaq International Ltd, and Dalmia International as Asst. Marketing Executive and Export Executive respectively, handling export of a diverse mix of products like light engineering products, dyes and chemicals, agricultural products to South-East and South-Central Asian markets and Middle East.
The key achievement was the successful organization and participation in Hannover Messe 1985, Germany, while working with M/s Dalmia International, when India was given the partner country status for the first time.
From 1985-1998 was an entrepreneur exporting Home Furnishings to West European markets of Germany, Switzerland, France, Belgium, and Holland, and handled all the major functions of procurement, logistics, export documentation, export finance and negotiation of export documents.
The key achievements were having two major departmental stores “Horten” and “Hertie” of Germany as customers, apart from other smaller departmental stores.

Dissertation Guidance:
He guided two dissertations of post graduate students of International Business in the areas of consumer behavior and export trade:
❖ “Impact of Demographic Variables on Branded Clothing Purchase Behaviour – A study on the Urban Inhabitants of Delhi-NCR.” (2011) and India’s Textile export trade
❖ “An analysis of changing trends in Indian textile and clothing industry” (2010)

Research Papers and Case studies (published):
❖ Musunuri, D. (2015) “The Cultural & Economic Significance of Hampi Festival”, World Hospitality and Tourism Themes Vol. 7 No. 4
❖ Musunuri, D. (2014) “Decoding the Strategic growth challenges facing the Indian Hospitality Industry”, Journal of Services Research Vol.14 No.1
❖ Musunuri, D. (2014) “Appropriate Technology and Economic Development of Emerging Economies – A myth or a reality” Journal of Technology Management in Growing Economies, Vol.5 No.1
❖ Musunuri, D. (2013) “Marketing strategies and emerging economies – the Indian experience” Global Competitiveness & Corporate Governance: Imperatives in Emerging economies, Excellent Publishing House, New Delhi.
❖ Tripathi, G and Durgamohan, M. (2012) “Uncertainties in business environment – political exigencies versus economic realities: the saga of Zimbabwe Iron & Steel Company (ZISCO)”, Emerald Emerging Markets Case Study collection, 2012.
❖ Musunuri, D. (2009) “A critical analysis of mission statements and their relevance to stakeholder management – an Indian perspective” Indigenous Management Practices, Excel India Publishers, New Delhi.
❖ Dutta, K. and Musunuri, D. 2008) “The Rural Market of India, Strategic Marketing Approach for successful positioning”, IMSAR GENESIS, January- June 2008.
❖ Musunuri, D. and Dutta, K. (2008) “Issues in online purchase: A perspective on current internet shopping in India” Technology and Innovation in Marketing, Allied Publishers Private Ltd, New Delhi.

Research Papers Presented at International Conferences
❖ Musunuri, D. (2015) “A critical analysis of Indian higher education system and its relevance for the economy” International Conference on Management (ICON2015) Gurgaon 19th and 20th February 2015, Gurgaon, India at GD Goenka University, Gurgaon.
❖ Musunuri, D. (2014) “Advertising and Multinational Corporations in the Indian Context – a cultural perspective” International Conference on “Innovation and Creativity Management: Future for Sustainable Development” (ICM 2014) Ghaziabad 29 November 2014, Ghaziabad, India at IMS, Ghaziabad.
❖ Musunuri, D. (2014) “Working with Americans: Cross-Cultural Challenges from an Indian Perspective” Global conferences on the theme “Managing in Recovering Markets” “GCMRM 2014” Gurgaon 5-7 March, Gurgaon, India .at MDI, Gurgaon in association with Australian Centre for Asian Business, University of South Australia, and Faculty of Economics & Business, University of Maribor, Slovenia.
❖ Musunuri, D. (2014) “Feedback systems in institutions of higher education – an Indian perspective” Global Conference on Services Management 2014, Surat 6-7 January, Surat, India at Auro University.
❖ Musunuri, D. (2013) “The Challenges of going global – a cultural perspective with focus on Indian companies from IT and ITES sectors” Jaipuria Management Conference on “Resurgent India: The Path of Globalization”, NOIDA, 13-14 December, NOIDA, India at Jaipuria Institute of Management.
❖ Dutta, K. and Musunuri, D. (2013) “Reinventing marketing strategy for higher education” International Conference on "Reinventing Management Strategy: The Design for Future (IC-RMS 2013)", Ghaziabad, 30 November Ghaziabad, India at IMS, Ghaziabad.
❖ Musunuri, D. (2013) “Marketing Strategies and Emerging Economies – The Indian Experience” International Conference on Global Competitiveness and Corporate Governance Imperatives in Emerging Economies (ICGCE2013), Gurgaon, School of Management Studies, Ansal University, Gurgaon.
❖ Bharwani,S. and Musunuri, D. (2011) “Reflection: A process from Theory to Practice” National Conference on Excellence in Higher Education, Delhi, 01-03 April, Delhi, India at Indian Institute of Technology, Delhi.
❖ Musunuri, D. (2009) “A critical Analysis of Mission Statements and their relevance in Stakeholder Management – an Indian Perspective” International Conference on Indigenous Management Practices (ICIMP-2009), Chidambaram 16-18 July, Annamalai University.
❖ Musunuri, D. (2009) “Indian Corporate Enterprises & Corporate Social Responsibility – a comparison between manufacturing sector and services sector 4th International Conference on Services Management 2009, Oxford, UK.
❖ Dutta, K. and Musunuri, D. (2008) E-tailing International Conference on Technology and marketing, 2008, at IMT, Ghaziabad.
❖ Dutta, K. and Musunuri, D. (2008) “Corporate Social Strategy: Relevance and pertinence in the Indian Context”11th annual convention of Strategic Management Forum, Kanpur, 8-10 May, Kanpur, India at Indian Institute of Technology, Kanpur.

Chapters in Books
❖ Chapter titled “Generation – Z and Specialist Coffee Shops in India – the needs, motives and issues from the Gen Z perspective”; Book: Balancing growth and profitability: Case of Indian Hospitality Industry; publisher: Apple Academic Press, New Jersey, USA (2016).
❖ Chapter titled “Is work life balance a significant factor in selecting a profession? A study of women working in the education sector in India’; Book: Emerging challenges and opportunities for employees and employers in service organizations; publisher: Apple Academic Press, New Jersey, USA (2016).

Journal review board Member
❖ He is a member of the review board of “Journal of Services Research”, a peer reviewed journal, available on Proquest and Ebsco.
❖ He is also a member of the review board of “American Journal of Educational Research”, a peer reviewed academic journal.

His views on Teaching
The concept of teaching dates back in time In Indian context to the era of “Gurukul” , and the “Guru –shishya paramapara”. It is our belief that without a Guru, no human being can attain the objectives that he/she has set for himself/herself. Further we have put the teacher on the same pedestal as parents and given the same status too, which highlights the importance of teacher and teaching. In the present context the objective of teaching is to make the students employable, that is the students should possess those skills that the employer is looking for in potential employees.
Keeping this in view, the role of teacher and teaching in the life of a student is as follows:
It is the teacher through his/her teaching that moulds and transforms an individual to a professional on one hand, capable of resolving the issues that he/she faces in both personal and professional domains. On the other hand it makes the individual a good citizen with a good civic sense, who finds acceptability in the society. Having defined teaching and role of teacher, my approach to teaching is as follows:
❖ At the very basic level imparting knowledge and making the student comprehend it. At this stage students are also to be taught how to source information, the various sources of information and the importance of academic sources.
❖ However knowledge is not useful until and unless it is used to understand and solve issues and challenges. Here the teacher needs to help the students in the transition from lower order thinking skills (LOTS) to higher order thinking skills (HOTS). The higher order thinking skills involve analysis, synthesis and evaluation. Teaching merely theories, concepts is not enough, students should be taught to use them in analyzing situations and drawing inferences from the analysis. This involves demonstrating to the students; how analysis is carried out with real-life situations and then making them carry out the analysis on their own.
❖ It is not enough to teach them HOTS, but the same should be part of the assessment criteria and assessed especially in Indian context, as Indian students take anything seriously, when it is assessed.
❖ Teaching should impart other employability skills too like communication skills – both written and spoken, presentation skills, team working skills, problem solving skills, and time management skills. These skills should be taught, practiced and assessed too, enabling the student to carry out self-evaluation.
❖ The approach to teaching should involve empathy, that is thinking from the perspective of the students and help them come out of their shell and express their ideas, thoughts, and concerns freely. This is again true for Indians, as we rarely speak up in a group, as we want to protect our face.
❖ The pace at which teaching is carried should be equated to the slowest learner in the class; thereby the laggards in the class are not left out. This appears difficult, as it is often easy to teach those who learn fast compared to others.
❖ The technology and the technological gadgets that are available to a teacher should be used to increase the effectiveness of teaching but the teacher should not become a slave to these gadgets.
❖ Use of formative assignments at the beginning of the semester gives an opportunity to both the teacher as well as the students to identify the gaps and take corrective measures right at the beginning.
❖ Teaching reflection as a pedagogical tool to enhance the learning experience of the student.
❖Feedback and feed forward should be shared with the students at the individual level; thereby giving and opportunity to the student to work on the areas of development.
The essence of teaching is not only knowledge transmission, but also making an individual operate at a level, where he/she uses higher order thinking skills.
His views on Research:
According to the Webster’s New World Dictionary research means a “careful, systematic, patient study and investigation in some field of knowledge undertaken to discover or establish facts or principles.” From this definition it is clear that research entails discovering or establishing facts or principles.
The need for an academic in the field of management to undertake research arises firstly from the fact that the business environment in which a business functions is in a constant state of change, i.e., change is the only constant. The management theories and conceptual frameworks that have been propounded by the management Gurus belonging to a different environment and a different era need to be once again validated or modified to be sync with the present day world. Secondly an academic need to keep himself / herself abreast of the latest developments in the realm of business from the perspective of the various stakeholders, necessitating collection of relevant and appropriate facts and figures (in other words information) from credible sources, analyze them in order to make a sense out of them. Thirdly knowledge acquired some time back may no longer be valid as there are paradigm shifts in the way business is conducted that can only be noticed, when one undertakes research. Fourthly at a very mundane level research inculcates the skill of information search – searching information that is appropriate, relevant and credible. It is a misconception that in today’s web-based, interconnected world, it is very ease to search for information. However this is not true. By doing research the faculty not only learns to source information, but can also impart this key skill to the students.
Above all research that is carried out should have a clear objective or purpose. That is it should be useful to both academia as well to business, making it a meaningful exercise and not an exercise in futility done under compulsion.