Prof. Dr. Mahanand Chalise | Dean, Faculty of Management, Tribhuvan University
I began my professional journey in 1993, marking the start of a multifaceted career that spans the airlines industry, banking sector, and academia. My first job experiences included roles in both the aviation and financial sectors, providing me with a unique blend of operational and strategic insights early in my career.
At that time, the job market in Nepal and the broader South Asian region was in a phase of gradual transformation. Opportunities were limited compared to today, and entering reputed industries such as airlines and banking was highly competitive. However, the 1990s also marked a period of economic liberalisation and the beginning of modern corporate practices in Nepal, creating space for skilled and dynamic professionals.
Despite the challenges, I navigated the job market with determination and a commitment to continuous learning. Alongside my professional roles, I also took a keen interest in teaching, contributing to academic institutions as a part-time lecturer. My early engagement in education laid the foundation for my later accomplishments as a respected professor and thought leader in management, business and development studies.
I gained a wealth of foundational skills and practical knowledge from my early roles in the airlines industry, banking sector, and teaching profession. Working in such diverse fields from the outset of my career allowed me to develop a versatile and adaptive professional mindset.
From my experience in the airlines industry, I acquired essential skills in customer service, operations management, and logistics coordination. This environment taught me the importance of precision, time management, and maintaining high standards under pressure, qualities that proved invaluable throughout my career.
My time in the banking sector was very short but enhanced my understanding of financial systems, risk management, and corporate governance. I developed analytical thinking and a disciplined approach to problem-solving, which became crucial assets as I moved into leadership and academic roles.
In parallel, my involvement in part-time teaching nurtured my skills in communication, research, and mentoring. Engaging with students and academic discourse from an early stage helped me stay grounded in theory while applying knowledge in practical settings.
Together, these experiences provided me with a solid platform to grow as a professional, shaping me into a well-rounded expert with deep insights in both the corporate world and higher education.
My first job experiences played a pivotal role in laying the groundwork for my later success as a respected academic and thought leader. My early involvement in the airlines and banking industries gave me direct exposure to the dynamics of real-world business operations. These practical insights helped me bridge the gap between theory and practice which is an essential quality for any effective academician.
Working in these structured and high-pressure sectors taught me discipline, professional ethics, and the importance of systems thinking. These industries also provided me with first-hand understanding of customer behaviour, financial processes, and organisational challenges all of which enriched my ability to teach management, business and development with authenticity and relevance.
Simultaneously, my early role in teaching, even as a part-time commitment, sparked a deep passion for education. This dual involvement in industry and academia allowed me to develop a holistic view of both sectors. My ability to translate practical knowledge into academic frameworks earned me recognition among my peers and students alike.
Over time, these experiences helped me evolve from a lecturer to a professor, researcher, and academic leader, known for balanced perspective, engaging teaching style, and deep commitment to knowledge development. My first job was more than just employment, it was a launching pad that shaped my values, teaching philosophy, and leadership style.
There were certainly opportunities and potential attractions in other sectors particularly in international development, public policy, and consultancy, where my expertise could have been highly valuable. These areas, especially those connected to economic planning and social impact, did spark my interest over time. However, rather than making a complete shift, I found ways to integrate those interests into my academic work through research, policy engagement, advisory roles, and capacity-building initiatives.
What kept me rooted in academia was a strong sense of purpose, a passion for shaping minds, and a desire to contribute to national development through education. I found deep fulfillment in mentoring students, conducting research, and participating in institutional growth. I believe that education is the foundation of sustainable progress and it became the guiding force of my professional life. Ultimately, while other fields may have appeared attractive, none matched the intellectual freedom, impact potential, and personal satisfaction I found in academia to be professor and academic leader in Higher Education in Nepal
The most enduring and fulfilling part of my journey has been in academia. Working with universities and colleges allowed me to engage deeply with teaching, research, curriculum development, and institutional leadership. I’ve also worked closely with government bodies, development agencies, and non-governmental organisations, where I provided input on policy formulation, training programmes, and capacity building. These opportunities enabled me to contribute to national development while maintaining a strong academic foundation.
Overall, each organisation I’ve worked with has shaped my values, broadened my vision, and reinforced my commitment to using knowledge as a tool for social and economic transformation. I consider myself fortunate to have had such a diverse and meaningful career path.
Over the years, Nepal’s management landscape has experienced notable transformations influenced by political changes, globalisation, technological advancements, and the growing role of the private sector. Traditionally, management in Nepal was largely informal, with many organisations, especially family-run businesses, relying on experience rather than structured systems or formal training. Decision-making was centralised, and there was limited focus on long-term strategy or innovation.
However, in recent decades, there has been a clear shift toward modern and professional management practices. With the rise of educational institutions offering business and management degrees, such as MBAs, and the increasing influence of global management standards, organisations now emphasise planning, efficiency, and results-oriented approaches. The private sector has expanded significantly, particularly in areas like IT, tourism, banking, education, and agriculture, bringing with it a stronger emphasis on entrepreneurship and competitive practices.
Political changes, especially Nepal’s transition from a monarchy to a federal democratic republic, have also influenced management styles. The introduction of federalism created new layers of governance, requiring more coordination, transparency, and capacity-building at the provincial and local levels. This has led to a growing need for managerial skills in the public sector, particularly in areas of service delivery, budgeting, and human resource management.
Technological advancements have played a crucial role as well. From manual paperwork and basic operations, many organisations have moved toward digital platforms, incorporating tools like management software, ERPs, and cloud-based communication systems. The COVID-19 pandemic further accelerated digital transformation, making remote work, online services, and digital literacy essential components of effective management.
Another significant shift has been the growing emphasis on corporate governance and accountability. Regulatory bodies have strengthened their roles, particularly in sectors like banking, insurance, and hydropower, ensuring that organisations follow ethical practices and maintain transparency. The influence of NGOs and INGOs has also introduced global best practices in project management, monitoring, and evaluation, which have gradually been adopted across other sectors.
Additionally, the experience of a large portion of the workforce working abroad has influenced domestic management culture. Many returnees bring back international exposure, modern workplace expectations, and new ideas, which contribute to evolving workplace norms and management practices in Nepal. Overall, Nepal’s management landscape is steadily evolving from traditional, informal practices toward more structured, efficient, and globally aligned systems, reflecting the broader socio-economic transformation of the country.
I have made significant contributions to strengthening management education and practice in Nepal. I led comprehensive curriculum reforms at Pokhara University, Tribhuvan University and other higher educational institutions aligning academic programmes with global standards and industry needs. Under my leadership, updated curricula emphasised practical exposure, industry attachments, research components, and soft skills development, making graduates more market-ready.
I played a key role in building stronger academia–industry linkages by organising regular consultations with business leaders, promoting internship flexibility, and encouraging experiential learning. I have also been instrumental in enhancing quality assurance by advocating for merit-based academic leadership, modern evaluation systems, and tighter regulatory oversight.
My commitment to faculty development is evident through my leadership in organising national-level research and pedagogical training workshops. I have promoted a strong research culture and published extensively in areas such as knowledge management, CSR, consumer behaviour, and sustainability.
Moreover, I have strengthened international collaborations through MOUs with global institutions and active participation in regional academic networks. Through these multifaceted contributions, I have played a vital role in advancing management education and institutional governance in Nepal.
The prudent and effective management of Nepal’s universities, including Tribhuvan University, requires comprehensive reform in governance, academics, and institutional culture. Firstly, universities should be granted greater autonomy in academic, financial, and administrative decision-making, while also promoting decentralised governance at the faculty and campus levels. Leadership appointments must be transparent, competitive, and merit-based, free from political interference, and tied to performance evaluations.
Financial sustainability should be ensured through diversified funding sources, including research grants, partnerships, alumni contributions, and income-generating activities. Transparent financial management must be enforced through regular internal and external audits.
Academically, universities must modernise curricula to reflect global standards and local market needs, adopting interactive and student-centred teaching methods. Strengthening the quality assurance and accreditation system is essential to uphold academic standards, with regular monitoring by independent bodies such as the University Grants Commission.
Promoting a research culture is vital, which requires increased funding, incentives, and collaboration with industries and government sectors. Political interference in academic and administrative functions should be minimised by depoliticising student unions and ensuring neutral recruitment and promotion practices.
Digital transformation is crucial, with the implementation of University Management Information Systems (UMIS), digital libraries, and online learning platforms. Internationalisation efforts should be expanded through academic exchange programmes and partnerships with global institutions.
Finally, universities must provide robust student support services, including career counselling, internship placements, and mental health resources, to enhance graduate employability and overall student well-being.
For fresh graduates entering the job market and aspiring to become tomorrow’s leaders in management, several key pieces of advice are essential for building a successful and impactful career. First, focus on continuous learning, the academic degree is only the foundation. In today’s fast-changing business environment, staying updated with industry trends, new technologies, and emerging management practices is crucial. Graduates should actively seek out professional certifications, attend workshops, and engage in self-learning.
Second, develop strong communication and interpersonal skills. Leadership is not only about technical knowledge but also about the ability to inspire, influence, and collaborate with others. Cultivating emotional intelligence, active listening, and public speaking skills will greatly enhance leadership potential.
Third, gain practical experience early through internships, volunteering, project-based work, or entrepreneurship. Real-world exposure builds confidence, problem-solving abilities, and adaptability, qualities essential for future leaders. It also helps graduates better understand workplace dynamics and industry expectations.
Fifth, build a strong professional network. Relationships with mentors, peers, and industry professionals provide guidance, support, and opportunities. Attending networking events, joining industry groups, and staying connected through platforms like LinkedIn can open doors to career growth.
Lastly, be resilient and open to feedback. The journey to leadership is not linear- setbacks and challenges are part of the process. Those who learn from failure, adapt quickly, and keep improving themselves are the ones who eventually succeed.
In summary, fresh graduates should enter the job market with a learning mindset, a strong ethical foundation, practical skills, and the ability to connect and lead with purpose. These qualities will shape them into capable and respected management leaders of the future.
Considering the evolving dimensions of management in a globalised and technology-driven world, managers in Nepal must adopt several fundamental universal practices to remain effective, competitive, and ethical. First and foremost, strategic thinking and data-driven decision-making are essential, as modern management increasingly relies on analytics, forecasting, and evidence-based planning. Managers must be proactive in aligning organisational goals with market trends and emerging challenges.
Secondly, adaptability and innovation are crucial. In a rapidly changing environment, managers must embrace flexibility, encourage creativity within teams, and be open to adopting new technologies, digital tools, and agile management practices. Leadership with emotional intelligence is also a universal requirement – managers must lead with empathy, communicate effectively, and foster inclusive work environments that value diversity and employee well-being.
Furthermore, ethical conduct and corporate social responsibility (CSR) must guide all managerial decisions. Upholding integrity, transparency, and accountability is not only essential for building trust but also for long-term organisational sustainability. In the Nepali context, where governance and regulatory enforcement may be inconsistent, adherence to ethical standards becomes even more critical. Another core practice is continuous learning and development. Managers must invest in their own growth through lifelong learning, while also building a culture of learning within their organisations. Encouraging staff training, knowledge sharing, and professional development ensures organisational resilience and innovation.
Lastly, collaborative and cross-cultural competence is vital, as businesses increasingly operate in interconnected global networks. Managers must be able to work effectively with diverse teams, engage stakeholders, and build partnerships across sectors and borders. In conclusion, to succeed in today’s dynamic environment, managers in Nepal must embrace strategic vision, ethical leadership, adaptability, innovation, continuous learning, and cross-cultural collaboration as fundamental universal practices.
