Dr. Matam Mohan Babu is the principal at Sri Venkateswara College of Engineering & Technology. He obtained his PhD from JNTU and master's Degree from NITK, Suratkal. He is a distinguished academician and able administrator with more than 20 years of experience. He has grown from the ranks right here in the institute, starting his teaching career as Head of Training and Placements in 2006. Prior to assuming the position of Principal, he was the Dean in Sree Vidyanikethan Engineering College, Tirupati. He has published 25 research papers in various reputed National and International journals, besides a couple of patents to his credit. In his impressive teaching and administrative career, He has consistently promoted innovative teaching practices and imaginative thinking.

Sri Venkateswara College of Engineering

You have held key positions at education institutes throughout your professional career. What are the key factors that keep you connected with the education sector?

I held positions such as Head- Department of Civil Engineering, Dean- Placements and Training, Dean-International Relations, Director- International Relations, Chairman - Board of Studies, Chairman - Academic Council and currently i am working as the Principal. I believe that service and development are the two important factors that always motivated me to be in the field of education. Education is the process involving the development of individuals and thereby contributing to societal development and I strongly believe the words of Benjamin Franklin “An investment in knowledge pays the best interest”.

Being the Principal of COLLEGE/UNIVERSITY what is your philosophy of leadership? How would you describe your leadership style?

My leadership style is mostly a right blend of transformational leadership and democratic leadership wherein motivating and encouraging the stakeholder’s participation in conversations, opinions and discussions with collaboration and teamwork for enhanced institutional development. 

Being the Principal of COLLEGE/UNIVERSITY, how do you strategize about the key programs and plans for the marketing and administration of your school?

The college has a clearly laid out strategic plan which includes academics, administration, finances, branding and marketing and we carve out an annual operating plan from it for each academic year to make things simpler for implementation and evaluation. The targets we set in these plans have been worked meticulously along with financials and are disseminated to the departments and other academic and administrative units. Periodic reviews and audits help us to keep up with the plan and course corrections, if any, required.

The education systems in India and other foreign countries are structured very differently. In your experience, what can an inbound student gain from studying here at your university?

Yes, to a certain extent, we must agree that the education system, transaction styles and practices in India vary with other foreign countries. However, from the perspective of an academic administrator, I strongly believe that all education systems work for enhanced student learning outcomes and progression. Our philosophy and methodologies help students equip themselves to secure a gainful placement or be motivated for higher education and research or brimming with a zeal to become an entrepreneur.

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How does the curriculum of COLLEGE/UNIVERSITY ensure the best practice of industry?

During the design and development of the curriculum, industry experts are made part of the process, besides feedback is collected from them on the quality and extent of the curriculum. During implementation, experts from industry in certain frontier domains are invited periodically to deliver lectures for better impact and student learning outcomes.

Any insights into how your university could be more welcoming to students of different races or economic backgrounds?

We are ensuring that cultural awareness is promoted in the classroom and there should be acknowledgment and respect towards different cultures and practices. 

Also, we are giving fee waivers and concessions besides merit scholarships to help international students from modest economic backgrounds to pursue quality education at our institution.

What do you think your roles and responsibilities to the University and the students are?

My role mostly as a leader will be to lead from the front and be part of every situation so as to bring them to a logical and fruitful conclusion. My primary responsibilities will be strategic planning, team building, delegation of power and responsibilities, stakeholder interactions, industry connect and performance evaluation through audits.

What do you think should be the Institute's top priority over the next 10 years?

The institution should prioritize research, innovation and entrepreneurship which subsequently gives exemplary student learning outcomes, improves faculty quality and generates IPR and revenue.

When you first came to COLLEGE/UNIVERSITY, what was your vision for the university? Has it evolved over time, and how far along in implementing that vision are you?

My vision when I first took over the leadership of the institution was to improve the quality of the institution. As we are seeing a drastic shift in the perception of stakeholders on engineering education as a whole, we are focussing on new strategies to attract good quality students, quality enhancement, student development and stakeholder satisfaction. 

To a large extent, I could realize the vision. The quality and quantity of student strength, and accreditations by NBA for six B. Tech programs and NAAC with A + grades, student placements, research funding and faculty achievements testify to the realization of the vision.

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What would you like people to know about your university they may not know?

It is a place for cultural diversity, great learning, student placements and a strong commitment to research and innovation.

What do you see as COLLEGE/UNIVERSITY's greatest strengths?

Our greatest includes institutional vision and leadership, very strong networking with industry, institutions and people, robust student placements and progression to higher education and research innovation and entrepreneurship culture. 

What are some of the biggest challenges you see, both for higher education in general and for COLLEGE/UNIVERSITY specifically?

Changing technologies, quality applied research, managing diversity, uncertain job market for students and upkeep of mental health of the students and faculty are some of the biggest challenges I have been facing. 

Any suggestions you would like to give to the current youth and the aspiring students?

Students must be focused on developing divergent thinking and problem-solving skills. They should have a passion for research and innovation and build a strong professional network. They should have a global outlook and cultural awareness to continue their pursuit to develop and excel. 

What are some plans that you’re currently (or will be) designing for COLLEGE/UNIVERSITY International affairs and/or students?

Maintaining strong relationships with domestic and international institutions and building relationships with international alumni and scholars. Forging into international agreements for offering various student mobility programs. We will be creating additional grants for scholarships and funding opportunities for international students. We support engagement and outreach services that foster intercultural understanding and enrich the quality of life of the students. We believe in creating a comprehensive marketing campaign for prospective international students that emphasizes academics, research, student life, and affordability. 

How do you tend to establish a healthy relationship and environment in your institute/ university?

To establish a healthy relationship it is important to ensure strong and positive relations among the stakeholders. Clear communication for transparency and ease of operations is also necessary. We should have periodic stakeholder meetings on various academic and administrative issues.