# Introduction ecent theories of development suggest that for developing countries to catch up with the affluent industrialized countries, emphasis has to shift from merely industrialization and diversification "to an emphasis on building up managerial capacity, entrepreneurial skills and human capital in general". Quoting with the examples developed countries like Germany and Japan caught up with other developed European and OECD (Organization for Economic Cooperation and Development) countries, as also the contemporary example of South -East Asian countries, which fortified their economic base with stronger managerial capabilities especially in human capital. Their strong economic structures and accumulated human capital alone enabled them to revive from the crises of Second World War with surprising speed (Raffer and Singer, 2001). Right since independence, the Indian planners contemplated to silhouette India's strategy of attaining economic and commercially technical self reliance, with the grooming home grown commercial and technical manpower. That is why; the Nehruvian model of development envisaged an outright thrust on the erection of a well knit chain of IIM's to harness the vast potential of human skill and technical power of the Indian work force, by chiseling and honing their knowledge and skills in these 'temples of learning'. Although the accumulation of physical capital is important in the process of economic growth of a country, but as a matter of fact, the growth of tangible capital stock itself depends extensively on the rate of human capital formation. In the absence of adequate absorption of human capital, even the utilization of physical capital will be impaired, leading to stunted development. Absorption and placement of appropriate form of human capital formations implies and development of abilities and skills among the productive workforce of a country. The human capital formation is described as "the process of acquiring and increasing the number of persons who have the skills, educational and experience, which are critical for the economic and political development of the country. Human capital formations are thus associated with investment in man and his development as a creative and productive resource" (Harbison, 1992). In order to transform the liability of huge size of population into assets, adoptions of different measures of human capital formation is essential. For that the country is taking the help of different technical and non-technical universities situated in different parts of the country to impart technical education in business, management and commercial fields, with the aim of developing critical skill. Increasing number of job seekers, especially in areas concerning business and management technology, manifest gross squandering of highly skill and technical human resource. It betrays a moronic mismatch between manpower generation and its absorption in country's productive and non-productive sector. a) The Objectives are as Follows i. # Methodology a) Area Under Study With a geographical area 53,485 Km2, spread across 13 districts, is unique in its topography and large rural population which is 75%of total. The study was conducted in the year 2012 of Uttarakhand. # i. Design Study The study was conducted in state of Uttarakhand. The data was collected from the educated respondents of Uttarakhand who were readers and viewers of newspapers, television, magazines and internet etc. The residents of these parties were expected to have high literacy rate, its residents are expected to be ideal respondents for deep study of this type. A study of 325, respondents were taken from these for state of Uttarakhand, which was selected on the basis of purposive sampling. Purposive sampling is justified for exploratory study. When the choice of the individual teems of a sample entirely depends on the discretion of the investigation it is called a purposive sampling .In this type, the members constituting the sample are chosen not according to some definite scientific procedure but according to convince and personal choice of the individuals who selected the sample. # ii. Population Under Study From total 325 respondents were selected on the basis of purposive sampling. After identifying the respondents the information was obtained from it. iii. Sampling and Sample Size A total number of 325 audiences were selected using purposive sampling procedure. # III. # Methods of Data Collection Data will be collected with the help of specific research tools (1) observation, (2) interview (3) interview schedule (4) records ( 5) secondary information would be collected from the T.V., newspaper, magazine and internet. a) The Analysis and Interpretation of Data Note : B1= Bachelor of Science; B2= Bachelor of Arts; B3= Bachelor of Commerce; ; B4= Bachelor of Business Administration; ; B5= Bachelor of other streams(courses). IV. # Result /Conclusion The different parts of the India under the affiliation of the Indian universities and open universities. Among management and business degree holders the trend in their placement is constantly escalating in Indian universities as compared to Indian Open universities with respect to ratio of their admissions taken by the students. 2013earYVolume XIII Issue III Version I( )Global Journal of Management and Business Researchii. To study the number of students getting passed out after completing the post graduate programme of business management in various institutes of Indian universities and open universities. R B business management in various institutes of Indian universities and open universities. II. 1UniversitiesNumber2008-092009-20102010-2011of Indiaof seatsB 1B 2B 3B 4B 5B 1B 2B 3B 4B 5B 1B 2B 3B 4B 5University of Allahabad467(15.2)8(17.3)9(19.5)10(21.7)12(26.3)6(13.1)9(19.5)11(30.9)12(26.2)8(17.3)9(19.5)8(17.3)12(26.3)13(28.3)4(8.6)C.C.S. Uni. Meerut6014(23.4)12(20)10(16.6)16(26.6)8(13.4)9(15)14(23.4) 17(28.2)8(13.4)12(20)7(11.6)13(21.7)4(6.6)6(10.0)30(50)B.R.A .Uni., Agra6013(21.7)9(15)15(25)11(18.3)12(20)11(18.3)8(13.4)18(30)00(00)23(38.3)00(00)15(25)13(21.7)10(16.6)22(36.6)Note : Number in Parentheses=%;B1= Bachelor of Science; B2= Bachelor of Arts; B3= Bachelor of Commerce; ;B4= Bachelor of Business Administration; ; B5= Bachelor of other streams(courses). 2Open Universities of IndiaNumber of seatsB 1B 22008-09 B 3B 4B 5B 1B 22009-2010 B 3B 4B 5B 1B 22010-2011 B 3B 4B 5RajshriTandon Open18035(19.4)37(20.5)31(17.3)49(27.3)28(15.5)31(17.3)29(16.1)40(22.2)33(18.3)47(26.1)34(18.4) 37(20.5)43(23.4)37(20.5)33(18.9)UniversityBhuj Open University12020(16.6)26(21.6)31(25.8)29(24.4)14(11.6)16(16.6)21(17.5)24(23.5)32(26.6)19(15.8)22(18.5) 31(25.5)40(33.6)08(6.6)19(15.5Indra GandhiOpen12025(20.8)21(17.5)23(19.2)18(15)33(27.5)29(24.1)30(25)16(13.3)34(28.3)11(9.3)15(12.4) 23(19.1)28(23.1)34(28.8)20(16.6)UniversityNote : Number in Parentheses=%;B1= Bachelor of Science; B2= Bachelor of Arts; B3= Bachelor of Commerce; ;B4= Bachelor of Business Administration; ; B5= Bachelor of other streams(courses). 3Universities of India2008-09 B 1 B 2 B 3 B 4 B 5 B 1 B 2 B 3 B 4 B 5 B 1 B 2 B 3 B 4 B 5 2009-2010 2010-2011University of Allahabad335762475443561C.C.S. Uni. Meerut9548447934352217B.R.A .Uni., Agra5466563700 15 0086411Note : B1= Bachelor of Science; B2= Bachelor of Arts; B3= Bachelor of Commerce; ; B4= Bachelor of BusinessAdministration; ; B5= Bachelor of other streams(courses). 4Open Universities of India2008-09 27 22 25 37 29 23 18 33 26 39 21 25 29 34 26 2009-2010 2010-2011 B 1 Rajshri Tandon Open University Open Universities of IndiaBhuj Open University15 19 24 217911 18 23 21 12 14 21 313Indra Gandhi Open University16 11 13 10825 26822 20911 10 22 13Note : B1= Bachelor of Science; B2= Bachelor of Arts; B3= Bachelor of Commerce; ; B4= Bachelor of BusinessAdministration; ; B5= Bachelor of other streams(courses). 5different facultiesUniversity of India2008-09 B 1 B 2 B 3 B 4 B 5 B 1 B 2 B 3 B 4 B 5 B 1 B 2 B 3 B 4 B 5 2009-2010 2010-2011University of Allahabad203742445321450C.C.S. Uni. Meerut511302351201116B.R.A .Uni., Agra224633140803424Note : B1= Bachelor of Science; B2= Bachelor of Arts; B3= Bachelor of Commerce; ; B4= Bachelor of BusinessAdministration; ; B5= Bachelor of other streams(courses). 6different faculties © 2013 Global Journals Inc. (US) BThe Case Study of India's Human Resources with Respect to Business and Managerial Manpower * Background document, National Consultation on the future of technical education in India Aicte 2002 New Delhi * Human capital base of the Indian labor market: Identifying worry spots GChadha Indian journal of labor economics 47 1 2004 * Twenty percent engineers in the country are without jobs" Hindustan times nuv SChoudhury 2004 6 * Case Studies in Organizational JHartley Qualitative Methods in Organizational Research: A Practical Guide: London: Sage CCassell & GSymon 1994 * Workers' Management: Some industrial cooperative experiences. 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