Management and Organisation

Dr. Amrita Bihani has been working as a Faculty since 2010 at Amrut Mody School of Management, Ahmedabad University. Her research interests include areas of Talent management, Employee Engagement, and Change Management. Her Ph.D. from CEPT University widened her research horizon. She had completed her minor thesis titled ‘A Study of Acceptance of Social Media as a Tool towards Recruitment’  and later completed her major thesis titled as 'A Study of Talent Management Practices in the Pharmaceutical Sector in India' in April, 2018 from CEPT University. She already has 1 national and couple of international publications to her research background.

Her career which spans over 16 years now, has a mix of both corporate exposure as well as academics. Soon after her PGDBM, she started working with ICICI Bank and later on moved on to TATA-AIG General Insurance Co. Ltd. and then to HDFC Bank. Having had six years of corporate association in the Financial Sector where she started as a Relationship Officer to Home Loan clients and in the due course of six years progressed to that of the Team Manager where she led a team of  young managers, handling customer investment portfolios, private equity investments and other financial products. She has also been associated with a management school at Chennai, affiliated to University of Madras for a very short stint in the year 2019-20.

With a keen interest in academics, she started teaching Strategic Human Resources Management at a private University in Ahmedabad, alongwith her corporate role at HDFC Bank. This triggered further interest in the field of academics, and she thus plunged into the opportunity of becoming a lecturer the newly constituted Ahmedabad University in the year 2010. Her Alma mater B. K. Majumdar Institute of Business Administration, also known as HLBBA at that point in time, was where she started her academic career. She started teaching courses like Identity and Behavior, Organizational Processes, Organization Behavior, Human Resources Management, Strategic HRM, International HRM, Organization Development, Social Change Management and Human Resource Development.

Her key strength has been her capacity to bring in practical examples from her own corporate experience to the class, communication skills and an effective team member at the workplace. At present she ably is shouldering the responsibility of chairing the iMBA (Integrated MBA) Programme at the University. Her corporate exposure also makes a  good team member, an efficient manager and a good administrator.

• Bihani, A. (2013). Review of Social Media as a Recruitment Tool. International Journal of Business Management and Social Sciences (IJBMSS). ISSN: 2249-7463 (UGC Care I)
• Bihani, A., & Dalal, K. (2014). A review into talent management, talent retention and its scope for learning organisations. International journal of knowledge management and practices, 2(1), 1. ISSN: 2320-7523 (Proquest & Ebsco Indexed; Impact factor: 0.88)
• Bihani, A. & Panicker, A. (2014). Leadership Development in Practice: A Review of Common Practices, their Fallacies and Means to Overcome Gaps. Business Excellence and Leadership: Transforming HR for Enhanced Organizational Capability. Excel Publication. ISBN: 978-93-84869-08-3
• Bihani, A. (2013). An Enquiry into Employee Engagement and its Organization Practices in the Banking Sector. Consumer Behavior & Emerging Practices in India. Excel Publication. ISBN: 978-93-5097-411-7
• Thaker, N.; Bihani, A. Café Coffee Day: A lot happened over coffee. Submitted to South Asian Journal of Business and Management Cases (Under Review)
• Bihani, A; Thaker, N. Designing a social enterprise: The Conflictorium Story. Submitted to The Case Journal, Emerald Publishing  (https://doi.org/10.1108/TCJ-11-2021-0202)
• Bihani, A. & Thaker, N. (2021). Conflictorium – A Museum of Conflict. AMSOM Case Unit. Product no: CS-21-005. Teaching Note no: CS-21-005TN
• Bihani, A. & Thaker, N. The challenges faced by Social Enterprises: The Case of Conflictorium - a mini case has been published by AIB (Academy of International Business) in the second edition of their Mini Case series in September, 2021
• Saxena, S. & Bihani, A. (2019). The Grand House. Case Centre (www.casecentre.org).  Product no: 418-0106-1

• Thaker, N.; Bihani, A. Café Coffee Day: A lot happened over coffee. Submitted to South Asian Journal of Business and Management Cases (Under Review)
• Bihani, A; Thaker, N. Designing a social enterprise: The Conflictorium Story. Submitted to The Case Journal, Emerald Publishing  (https://doi.org/10.1108/TCJ-11-2021-0202)
• Bihani, A. & Thaker, N. (2021). Conflictorium – A Museum of Conflict. AMSOM Case Unit. Product no: CS-21-005. Teaching Note no: CS-21-005TN
• Bihani, A. & Thaker, N. The challenges faced by Social Enterprises: The Case of Conflictorium - a mini case has been published by AIB (Academy of International Business) in the second edition of their Mini Case series in September, 2021
• Saxena, S. & Bihani, A. (2019). The Grand House. Case Centre (www.casecentre.org).  Product no: 418-0106-1

• Bihani, A. and Thaker, N. (2021). Conflictorium – A Museum of Conflict. AMSOM Case Seminar Series, Ahmedabad University, Ahmedabad, September 22.
• Bihani, A. and Thaker, N. (2021). Conflictorium – A Museum of Conflict. AIMA-ICRC Case Writing Competition & Conference, Delhi (conducted online), India, March 30-31.
• Bihani, A. (2019). The Role of Talent Management in Pharmaceuticals in India – A Thematic Analysis. INDAM Conference 2020, IIM Trichy, Tamil Nadu, India, January 2-4.
• Panchamia, J. and Bihani, A. (2018). Study on Structural Organicity-Turnover Intention relationship among sales people of pharmaceutical sector in India. International Asian Conference of AHRD, Bangkok, Thailand. November 22-23.
• Bihani, A. and Pandey, S. (2017). An Empirical Study on Perception of Talent Management Practices & Employee Engagement among Employees in the Pharmaceutical Sector in India. 18th International Conference on Human Resource Development Research and Practice, Universidade Europeia, Lisbon, Portugal, June 7-9.
• Gangal, A. and Bihani, A. (2016). Service Quality Measurement in Unorganized Retail Stores: Implications for Marketing Strategies using SERVQUAL and RSQS. International Conference of Management and Communications. MICA, Ahmedabad, India, January 9-11.
• Bihani, A. and Panicker, A. (2015). Leadership Development in Practice: A Review of Common Practices, their Fallacies and Means to Overcome Gaps. Nirma International Conference on Management. Ahmedabad, India, January 6-8.
• Bihani, A. and Dalal, K. (2014). A Review into Talent Management, Talent Retention and Its Scope for Learning Organizations. K. J. Somaiya International Conference for Learning Organizations, Mumbai, India, January 4-5.
• Bihani, A. (2013). An Enquiry into Employee Engagement and its Organization Practices in the Banking Sector. Nirma International Conference On Management, Ahmedabad, India, January 7-9.
• Bihani, A. (2012) Synthesizing Talent Management Practices – A Road towards Competitive Advantage. 2nd National Conference at AMSOM on Managing for Tomorrow: Issues and Challenges, Ahmedabad University, Ahmedabad, India, April 12-14.

Working Papers

• Bihani, A. and Pandey, S., “Mediating Roles of Perceived Organizational Support and Organizational Citizenship Behaviour between Perception of Talent Management Practices and Employee Engagement,” AMSOM, Ahmedabad University, Ahmedabad, 2019,  Working Paper No.: AMSOM-WP-2019-05-004
• Bihani, A. and Pandey, S., “A Working Paper on The Role of Talent Management in Indian Pharmaceuticals: A Thematic Analysis - submitted at AMSOM, Ahmedabad University, Ahmedabad, 2021

Pipeline

• Stress Coping Mechanisms of Working Women in Mid-life
• Empirical Study of leadership skills among students pursuing a course in entrepreneurship

• Strategic Human Resrouces Management was a specialization subject delivered to the PGDBM students in their fourth semester
• Courses taught at Ahmedabad University
  • Behavioral Skills
  • Organization Behavior
  • Human Resources Management
  • Strategic Human Resources Management
  • International Human Resources Management
  • Human Resources Development
  • Organization Development
  • Strategic Management
  • Fundamentals of Management
  • Social Change Management

1. Worked with HDFC Bank Ltd as an Investment Banker – Private Banking & Equities Group from July 2009 to Jan. 2010.

• Handled a clientele of HNIs with a net worth of 50 lakhs and above for the Bank
• Responsible for managing current portfolios, churning them as well as have proper asset allocation done at the requisite time intervals; keeping in mind the client requirements
• To generate revenues for the Bank through Advisory Services as well as sales of Investment Products which would comprise of Mutual Funds, Life & General Insurance, Trading Platform, Private Equities and PMS

2. Worked with ING Vysya Bank as a Relationship Manager - Wealth Management from Sept. 2008 to July 2009.

• Responsible for generating revenue for the Bank through sales of Mutual Fund and Life Insurance
• Coordinating with different AMCs for an update on the various products available in the market so as to update ourselves on the market trends
• Managing the portfolio of HNI customers already associated with the Bank.

3. Worked with TATA-AIG General Insurance Company as a Retention Manager from Feb 2006 to September 2008.

• Managing Retention portfolio for Products in Auto, Accident & Health and Home insurance
• Managing a team of young executives to control business sourcing while also monitoring their performance on a day-to-day basis
• Training sales executives on a regular basis on product knowledge, sales skills, and convincing skills.

4. Worked with ICICI Home Finance Company as a Relationship Officer April 2004 to Feb 2006.

• Handling a team of sales executives and monitoring them and their performance on a daily basis
• Coordinating with the Credit Manager for timely completion of files in order to maintain the set Turnaround Time by the company
• Coordinating with the outsourced agencies for completion of the required processes, again to maintain the turnaround time