ASTHA School of Management has always encouraged and empowered its faculty and staff to take initiatives in spearheading various initiatives to foster a decentralised and participative management system. An example of such participative decision making is the Shuttle Smashers (Whack n' Win), the state level Open Door Badminton Championship organised by ASTHA School of Management every year, aimed to promote not only sportsmanship and a spirit of healthy competition among the participants but also to act as a shining opportunity to ensure Institute industry connect. The entire event is planned and coordinated by faculty coordinators with the involvement of staff and student volunteers to smoothly carry out all necessary arrangements.
The institution demonstrates effective leadership through decentralization by forming various functional committees such as placement, admission, hostel, canteen, research & development, and Internal Complaints Committee. These committees distribute responsibilities among faculty and staff, ensuring shared decision-making. Active participation of members in planning and executing activities reflects participative management. It promotes transparency, accountability, and collective responsibility in institutional functioning. Thus, leadership is not centralized but practiced collaboratively across different levels of the institution.
The institution exemplifies effective leadership through its commitment to sustainability and participative initiatives. The Executive Director-cum-Secretary, Dr. Bankim Mohanty, receiving the prestigious Prakruti Mitra Award reflects visionary and responsible leadership. This recognition highlights the institution’s focus on environmental consciousness and sustainable practices. Further, the organization of a plantation drive in collaboration with Bank of India demonstrates participative management and community engagement. Such initiatives indicate decentralized efforts and collective involvement in achieving sustainability goals.
In its latest edition Shuttle Smashers 2024 held on 14th & 15th December 2024, the event witnessed participation from more than 100 teams, both in women's and men's doubles category from 65 different universities, institutes and corporate houses across the state. Shri Jagdish Arora acted as the Chief Guest of the valediction ceremony. Mr. Yagyansis Mohapatra was invited as the Guest of Honour. Winners and runners-up were awarded trophies, certificates and Cash Prizes. A special exhibition match between faculty members added excitement and fostered camaraderie within the institution.

The institutional bodies of ASTHA School of Management in the shape of Committees both statutory and non-statutory are effective and efficient as the Internal Quality Assurance Committee (IQAC) approves and implements all the academic and administrative activities. The institute is run and managed by Shree Panchamukhi Educational and Charitable Trust, so the Board of Governers holds the responsibility to sustain the institute. The Executive Director-cum- Secretary acts as the representative of the Board overseeing all the activities such as revenue generation. Principal being the Head of the Institution and Head of IQAC engages in day to day academic, administration and Financial activities. Respective Deans of Academic Affairs, Training and Placement, Statutory Compliance and Communication and Research Publication provide necessary support to the Principal for effective execution. The faculties are involved in various committees and act independently in decision making.
The institution has also well-defined policies that ensure effective and efficient functioning of its administrative and academic bodies. The HR policy, including recruitment, leave, and performance appraisal, provides a structured framework for managing human resources. The scholarship policy ensures transparency and support in student financial assistance. The research and publication policy promotes academic excellence and guides faculty in scholarly activities. The library policy facilitates systematic access to learning resources and services. Together, these policies establish clear procedures and accountability, reflecting an organized and efficient institutional setup.

Performance Appraisal of employees is done yearly with a standardized appraisal form. The faculty face a 360 degree appraisal whereas, the non-teaching staff have dual rating system. The Grade IV employees are appraised by the supervisor and the management. Every individual is communicated about their roles, responsibilities and KPAs before the beginning of Academic Year.
Performance monitoring is however, a continuous process and it is carried out at the end of each semester for the faculty. The non-teaching staff are monitored monthly, and given feedback on half-yearly basis. Process of Performance Appraisal
• Principal evaluates the appraisal form and submits her recommendation to the ED-cum-Secretary.
• The ED-cum-Secretary constitutes a committee where each form is evaluated and verified.
• After the due recommendation of committee, ED-cum-Secretary incorporated it in agenda of the Governing Board or Trust Board meeting.
• The recommendation given by the committee gets approved and the same is beingcommunicated to each teaching and non-teaching members through an office order.
• The outcomes of the appraisal come into force by the first day of each annual year.

ASTHA mobilizes and optimally utilizes its financial resources through multiple structured sources. The primary source of funding is students’ fees, which support regular operations and institutional development. The Internal Revenue Generation Committee contributes by organizing corporate training, consultancy, and resource-sharing activities. Additional income is generated through rentals from telecom service providers such as BSNL and Bharti Airtel for towers installed on campus. The institute also receives occasional financial support from trustees and alumni. Other sources include interest earned on bank deposits, sale of admission forms and prospectus, and collection of hostel fees.
The following are the areas where the institutional expenditure occurs:
1. Capital expenditure on infrastructure development, procurement of library books, creating ICT facilities, buying equipment & accessories.
2. Administrative expenses are incurred as recurring expenditure on salaries, electricity & Wi-Fi bills, EMIs, Insurance, maintenance of systems and equipment, vehicles, landscape etc. The non-recurring expenditure is on tours and travels, repairs, write-offs, damages etc.
3. Academic expenses on events, seminars, conferences.
4. Social expenses are incurred on outreach programmes.
5. Training & Placement expenses
6. Corporate Liaison expenses
7. Expenditure is made on Admissions and Scholarships.
8. Audit expenses

The institute reviews it’s teaching learning process through a continuous assessment system through the following ways:
• Feedback from the students are collected on faculty’s subject delivery, course curriculum and learning support.
• Feedback is also collected from student for evaluating the attainment of COs, POs and PSOs.
• Faculty subject presentation seminars are thoughtfully conducted to enhance and showcase their subject expertise, delivery, preparedness, and pedagogical skills, while providing constructive and encouraging feedback for continuous professional development.
The IQAC has given guidelines for measuring learning outcomes. Accordingly the feedback survey is administered, analysed and reported to the IQAC. Based on the analysis IQAC recommends many interventions for continuous refinement of teaching learning process. Few of the add on initiatives are as follows:
Preparation of Online Study Materials
To ensure the students are better equipped to gain theoretical insights from a variety of sources, outside of books available at library, various study materials are prepared for the students essential from the examination perspective.
The following e-resources are prepared by the faculty members for their respective courses:
1. Module wise teaching notes of various subjects
2. Practice Questions at the end of every module related to those topics
3. One case study after each module
4. Probable questions for the University examination and model answer
5. Video lecture of eminent academicians from NPTEL
Out-Bound Training on Leadership Development and Team Building
Leadership:
Good leadership is often cited as the key reason for organizational success. Today’s highly competitive corporate workplace demands high energy leaders to develop agile, resilient teams who can translate their vision into competitive advantage.
Leadership development activities are custom designed that provide a collaborative and participative learning platform where the participants get many opportunities to hone their strategic skills combating critical challenges. These activities also help the participants in connecting their learning to their existing knowledge and experience base.
Team Building
Team building means shaping the people into a productive force. Team building is an ongoing process that helps a group evolves into a cohesive unit. The team members not only share expectation for accomplishing group tasks, but trust and support one another and respect one another individual difference.
Team building activities and team games consist of a variety of tasks designed to develop group members on behavioral competencies and enhance their ability to work together effectively. The team building activities aim to strengthen interpersonal relationships between group members, break up the monotony and get the creative juices flowing.