Department of
PROFESSIONAL-STUDIES






Syllabus for
Master of Business Administration (Leadership and Management)
Academic Year  (2018)

 
1 Semester - 2018 - Batch
Paper Code
Paper
Hours Per
Week
Credits
Marks
MBAL131 BUSINESS MANAGEMENT AND ORGANIZATIONAL BEHAVIOR 4 4 100
MBAL132 FINANCIAL ACCOUNTING FOR DECISION MAKING 4 4 100
MBAL133 STATISTICS FOR MANAGERS 4 4 100
MBAL134 MANAGERIAL ECONOMICS 4 4 100
MBAL135 BUSINESS COMMUNICATION 4 4 100
MBAL136 INFORMATION TECHNOLOGY FOR BUSINESS 4 4 100
MBAL181 EXPERIENTIAL LEARNING: INDUSTRY WORK PLACEMENT 4 4 100
2 Semester - 2018 - Batch
Paper Code
Paper
Hours Per
Week
Credits
Marks
MBAL231 HUMAN RESOURCE MANAGEMENT 4 4 100
MBAL232 LEGAL AND REGULATORY ASPECTS OF BUSINESS 4 4 100
MBAL233 FINANCIAL MANAGEMENT 4 4 100
MBAL234 MARKETING MANAGEMENT 4 4 100
MBAL235 OPERATIONS RESEARCH 4 4 100
MBAL236 BUSINESS RESEARCH METHODOLOGY 4 4 100
MBAL281 EXPERIENTIAL LEARNING: INDUSTRY WORK PLACEMENT 4 4 100
3 Semester - 2017 - Batch
Paper Code
Paper
Hours Per
Week
Credits
Marks
MBAL331 INVESTMENT ANALYSIS AND PORTFOLIO MANAGEMENT 4 4 100
MBAL332 STRATEGIC MANAGEMENT 4 4 100
MBAL333 OPERATIONS AND SUPPLY CHAIN MANAGEMENT 4 4 100
MBAL341A TRAINING AND DEVELOPMENT 4 4 100
MBAL341B HEALTHCARE ANALYTICS 4 4 100
MBAL341C SUSTAINABILITY AND STAKEHOLDER ENGAGEMENT STRATEGY 4 4 100
MBAL341D ENTREPRENEURIAL VENTURE PLANNING AND COMMUNICATION STRATEGY 4 4 100
MBAL342A CURRICULUM PLANNING, DESIGN AND IMPLEMENTATION 4 4 100
MBAL342B PHARMA AND HEALTHCARE QUALITY MANAGEMENT 4 4 100
MBAL342C CORPORATE SOCIAL RESPONSIBILITY DESIGN AND IMPLEMENTATION STRATEGY 4 4 100
MBAL342D LEGAL AND REGULATORY AFFAIRS IN STARTUPS 4 4 100
MBAL343B OPERATIONS MANAGEMENT IN HEALTHCARE 4 4 60
MBAL343C SUSTAINABILITY AND CSR PROJECT MANAGEMENT 4 4 100
MBAL343D INNOVATION MANAGEMENT AND DESIGN THINKING 4 4 100
MBAL381 EXPERIENTIAL LEARNING: INDUSTRY WORK PLACEMENT 4 4 100
MBAL382 SUMMER INTERNSHIP PROJECT 4 4 100
4 Semester - 2017 - Batch
Paper Code
Paper
Hours Per
Week
Credits
Marks
MBAL431 COST AND MANAGEMENT ACCOUNTING 4 4 100
MBAL432 STRATEGIC LEADERSHIP: SUSTAINABILITY, CSR, ETHICS AND GOVERNANCE 4 4 100
MBAL441A E-LEARNING MANAGEMENT SYSTEMS 4 4 100
MBAL441B PHARMA AND HEALTHCARE SUPPLY CHAIN MANAGEMENT 4 4 100
MBAL441C MANAGEMENT OF CORPORATE FOUNDATIONS AND NOT-FOR-PROFIT ORGANIZATIONS 4 4 100
MBAL441D ENTREPRENEURIAL FINANCE AND VALUATION 4 4 100
MBAL442A QUALITY MANAGEMENT IN EDUCATION 4 4 100
MBAL442B LEGAL AND REGULATORY AFFAIRS IN PHARMA AND HEALTHCARE 4 4 100
MBAL442C SOCIAL ENTREPRENEURSHIP 4 4 100
MBAL442D ENTREPRENEURIAL SALES AND MARKETING 4 4 100
MBAL443A LEGAL AND REGULATORY ASPECTS OF EDUCATION MANAGEMENT 4 4 100
MBAL443B PHARMACEUTICAL AND HEALTHCARE MARKETING 4 4 100
MBAL443C SUSTAINABILITY, CSR COMPLIANCE AND REPORTING 4 4 100
MBAL443D REENGINEERING SMALL AND FAMILY BUSINESS 4 4 100
MBAL451 BUSINESS INTELLIGENCE AND DATA ANALYTICS 4 4 100
MBAL481 INDUSTRY LIVE PROJECT / ENTREPRENEURSHIP PRACTICUM - NEW VENTURE CREATION 4 4 100
        

  

Assesment Pattern

Pass Criteria

A student shall pass each course with a minimum aggregate score of 50 marks with minimum of  50%  for CIA and 40 % for ESE. The overall aggregate to pass a semester is 50%.  Student failing a course due to less than minimum in ESE  shall repeat the ESE while his/her internal scores shall remain valid.

All other regulations pertaining to assessment and evaluation are same as other programmes of the CHRIST (Deemed to be University)

 

Percentage

 

Grade

Grade Point-4Point Scale

Grade Point-10Point Scale

 

Interpretation

 

Class

80 and above

A+

4.0

10.00

Excellent

First Class with

Distinction

75 – 79

A

3.75

9.38

Very good

70 – 74

A-

3.50

8.75

Good

First Class

65 —69

B+

3.0

7.50

Good

60—64

B

2.5

6.25

Above Average

55—59

C+

2.0

5.00

Average

Second Class

50 —54

C

1.5

3.75

Satisfactory

40 —49

C-

1.0

2.50

Exempted if Aggregate is more than 50%

 

Pass Class

39 and below

F

0

0.00

Fails

Fail

Examination And Assesments

Continuous Internal Assessment 1 - 20 marks (CIA 1)

Mid-Term Exam - 50 marks (CIA 2)

Continuous Internal Assessment 3 - 20 marks (CIA 3)

End Semester Examination - 100 marks

Students are evaluated for each paper on the basis of written examination and continuous internal assessment. Each paper carries maximum of 100 marks and is evaluated as follows:

End Semester Exam (ESE)                                                     :         50%

Mid Semester Exam (CIA-2)                                                  :         25%

Continuous Internal Assessments (CIA- 1 & 3)                      :         20%

Attendance*                                                                           :           05%

Total                                                                                      :          100%    

Evaluation Methods: Organizational / Field study reports, Assessment of Class Participation in case studies and discussions, Any other appropriate method identified by the instructor that would ensure objective assessment of the student performance

*Class engagement: 05 marks

Attendance Percentage

Marks

95% -100%

05 marks

90% - 94%

04 marks

85% - 89%

03 marks

80% - 84%

02 marks

76% - 79%

01 mark

Attendance : 05 marks

 

 

 

Department Overview:
Department of Professional Studies (DPS) offers some of the most unique and inter-disciplinary courses in the field of commerce and management. It was established in the year 2002 as Centre for Career Advancement (CCA), and later upgraded to Department of Professional Studies in 2007. The department aims at professional training for wider career opportunities. This is achieved through value enhancement programmes (Add-on courses and programmes) along with the academic degrees to equip the students to meet the challenges and prospects of contemporary academia and the corporate sector/
Mission Statement:
To develop into a centre of excellence in education, training and research in the field of commerce and management Mission- To impart holistic education through state-of-the-art technology with the aim of producing professionals in the field of commerce and management, and also to launch new programmes to bridge the gap between academia and the corporate sector by meeting stakeholder requirements.
Introduction to Program:
The MBA Leadership & Management is a 2-year full time program designed to develop business leadership and managerial skills, ensuring a critical appreciation of various theories, tools and techniques of contemporary business and management practices.
Program Objective:
MBA Leadership & Management Program Objective: The program will help the participants to acquire the requisite professional competence, skills and experience, to move up the ladder in emerging sectors such as Education, Healthcare, Sustainability & Corporate Social Responsibility or explore opportunities in new sectors through Entrepreneurship.

MBAL131 - BUSINESS MANAGEMENT AND ORGANIZATIONAL BEHAVIOR (2018 Batch)

Total Teaching Hours for Semester:60
No of Lecture Hours/Week:4
Max Marks:100
Credits:4

Course Objectives/Course Description

 

This course blends Principles of Management and organizational behavior knowledge to provide learners with a better understanding of how the organization attempts to accomplish its goals.

Learning Outcome

  • Critically analyze, evaluate and apply POLC framework, organizational behavior theories, practices and issues to formulate appropriate strategies and solutions in diverse business contexts.
  • Integrate relevant theories, evidence from research to analyze the impact of organizational behavior issues on strategic planning, business decision making and organizational effectiveness
  • Effectively communicate concepts and arguments in a logical and coherent manner and work collaboratively

Unit-1
Teaching Hours:15
Planning and Decision Making
 

Introduction to Planning, Organizational Goals - importance, purpose, Management by objectives (MBO),  Types of objectives, MBO process, Planning through MBO – practical insights,  Dimensions of Plans – Repetitiveness; Time; Level; Scope; Broadness; Planning Premises, Types of Planning Premises, Max E.Douglas model for writing effective objectives, Planning Tools and Techniques, Strategic Planning Process - Vision, Mission, Objectives,  Hierarchy of objectives, Situational analysis / Internal and External Analysis - Michael Porter 5 forces analysis, Strategy Formulation, Balanced Score Card (BSC), BSC vs MBO, Decision making and execution.

Unit-2
Teaching Hours:5
Organizational Culture and Strategic Planning
 

Organizational Culture, Impact of Organizational culture on strategy implementation, Types of Organizational Culture, Organization Cultural Models – Edger Schein, Robert Cooke, Hofstede Model, Charles Handy, Threats to Organizational Culture, Open Door Policy.

Unit-3
Teaching Hours:8
Foundations of Organizational Behavior
 

Personality, Attitude, Perception, Emotions and Individual Behavior.

Personality – MBTI, The Big Five Model, Personality types in different cultures, Personality attributes influencing OB.

Attitude: Formation, components of attitudes, attitude vs behavior,

Perception, Perceptual Process, Perceptual Distortions – Stereotyping, Halo Effect, Contrast Effects, Self-fulfilling prophecy, Projection, Contrast Effects, Impression Management, Attribution Theory, Attributions across cultures. The link between perception and individual decision making, Emotions: Emotional intelligence, self-awareness, self-management, social awareness, relationship management.

Unit-4
Teaching Hours:6
Organizing Structures and Design
 

Introduction to management Function of Organizing, Importance of Organizing, Steps in Organizing process, Organizing Staff/Employees, Organizational Design and Structure, Classification of Organization – Formal and Informal – Types of Organizational Structure – Formal (Line, Staff, Functional, Matrix, Project, Hybrid, Virtual, Network…) and Informal structure, Adaptive Organizational Design, Organizing  job tasks and employees like great companies  - specialization, Centralization, Decentralization, Formalization - Span of Control – Narrow & Broad – Authority & Responsibility.

Unit-5
Teaching Hours:6
Managing Groups, Teams and Conflict Management
 

Group Development,  Foundations of Group Behaviour, Stages of Group Development, Turning Groups into Effective Teams, Managing Work Teams, Types of Work Teams, Workplace Diversity, Conflict Management Techniques, Managing generational differences, Best practices for Organizing Tasks and Creating High Performance Teams. Challenges in building and managing teams.

Unit-6
Teaching Hours:6
Managing Performance, Leading, and Motivating Teams
 

Personal Identity – creating individual work identity, Leadership styles – Basic, Two-dimensional Leadership styles,  – Job Centered & Employee Centered, Total Leadership, Management by Exception, Management by Walking around, Open Door Policy, Emotional Intelligence for Effective Leadership. Leadership across cultures, understanding individual behavior, Motivating Employees – Theories of Motivation – Content and Process theories, Organizational Behaviour Models – Autocratic, Cusodial, Supportive, Collegial, Managing cross-cultural motivational challenges.

Unit-7
Teaching Hours:6
Organizational Control Systems
 

Meaning and importance - Relationship between Planning and Control, Types of control systems are available to executives: (1) output control, (2) behavioral control, and (3) clan control. Steps in controlling – Controlling for Organizational Performance, Types of Control - (a) timing, (b) designing systems, (c) management levels, and (d) Responsibility, Methods of establishing control techniques, Managing Human Resources - identifying and retaining competent employees, Employee Performance Management,Strategy implementation and control.

Unit-8
Teaching Hours:8
Organizational Intelligence and Change Management
 

Organizational Intelligence, Individual Transformation to Organizational Intelligence, Creating Knowledge, Capturing and Storing Knowledge Transforming Individual Learning Into Organizational Learning, Developing A Knowledge Management Capability, The Effect of Culture on Organizational Intelligence. Organizational Change Management, Planning Organizational Change, Change Management Process, Personality & change management -  eight personalities involved in Change Management Programme, Lewin’s Model, ADKAR Model, Kotter’s Model, Best practices in Change Management. Mc Kinsey 7s change model.

Text Books And Reference Books:

Encyclopedia of White-Collar and Corporate Crime, Volume 1

Harvard Business Review

Management, Stepehn P.Robins and Mary Coulter, Prentice-Hall

Organizational Behaviour, Stephen P. Robins and Timothy A.Judge, Pearson

Principles of Management, Richard L.Daft, Cengage Learning

The Future of Management, Hamel, Gary, Harvard Business School Press

Essential Reading / Recommended Reading

Harvard Business Review case studies, https://hbr.org/store/case-studies

Case Centre, https://www.thecasecentre.org/main/

Evaluation Pattern

Continuous Internal Assessement 1 - 20 marks (CIA 1)

Mid-Term Exam - 50 marks (CIA 2)

Continuous Internal Assessement 3 - 20 marks (CIA 3)

End Semester Examination - 100 marks 

Evaluation Methods:

Organizational / Field study reports, Assessment of Class Participation in case studies and discussions, Any other appropriate method identified by the instructor that would ensure objective assessment of the student performance. 

MBAL132 - FINANCIAL ACCOUNTING FOR DECISION MAKING (2018 Batch)

Total Teaching Hours for Semester:60
No of Lecture Hours/Week:4
Max Marks:100
Credits:4

Course Objectives/Course Description

 

This course captures the fundamental aspects of financial statements, its analysis and interpretation and techniques for managing cost. Upon completion, the students should have developed a basic understanding of what financial statements contain and how to use them to assess a company’s profitability and financial position.

Learning Outcome

Discuss accounting principles and practices

Prepare Financial Statements

Analyze organizational performance and propose measures to improve its financial performance

Apply techniques of cost accounting in planning, decision making and control

Unit-1
Teaching Hours:15
Financial Accounting
 

Concepts, Information needs of users, Generally Accepted Accounting Principles and the accounting environment, Analysis of business transactions, classification of commonly used accounts, the double entry system, journal, Ledger and trial balance. 

Unit-2
Teaching Hours:15
Final Accounts
 

Measurement of Business Income, Financial position, preparation of financial statements of companies, Statement of Profit and Loss, Balance Sheet, Introduction to Consolidated Financial Statements at conceptual level.

Unit-3
Teaching Hours:12
Financial Statement Analysis
 

Objectives, standards of comparisons, sources of information, Techniques of financial statements analysis, Comparative and Common size statements, Trend analysis, Ratio analysis, Fund flow statements and Cash flow statements

Management Accounting Ratio Analysis: Introduction, classification of ratios, segmental analysis and inter firm comparisons.

Funds Flow Statement: Concept of funds, objectives, uses and significance of Funds Flow Statement, Calculation of funds from operations and Preparation of funds flow statement

Cash Flow Statement: Concept of cash, objectives, uses and significance of Cash Flow Statement, Calculation of cash from operations and Preparation of Cash flow statement (As per Accounting Standard - 3)

Unit-4
Teaching Hours:12
Cost Accounting
 

Meaning of Costs, Classification of Costs, Cost Management,  Techniques of controlling and reducing costs, Marginal Costing, Concepts in decision making, Profit Planning, Pricing Decision, Make or Buy Decision, Accept or reject decisions, Level of activity planning, Budgets and Budgetary Control.

Unit-5
Teaching Hours:6
Accounting Controls and information Technology
 

Various software packages in accounting controls.

Text Books And Reference Books:

Raman B.S, (latest edition) United Publishers, Mangalore

Maheshwari S.N. (2005) Studies in Cost Management,1st edition, Sultan Chand and Sons

Kuppapally Joseph Jelsy. (2012) Accounting For Managers, 1st edition, Prentice Hall

Saxena V.K and Vashist C.D. (2011) Advanced Cost and Management Accounting – Problems & Solutions, 19th edition , Sultan Chand and Sons

Accounting for Management, S N Maheshwari, Suneel K.Maheshwari, Sharad K. Maheshwari

Accounting for Managers, Jelsy Joseph K, Phi Learning Ltd

Managerial Accounting, Jawahar Lal, Himalaya Publishing House

ICAI study material

Essential Reading / Recommended Reading

Harvard Business Review case studies, https://hbr.org/store/case-studies

Case Centre, https://www.thecasecentre.org/main/

Evaluation Pattern

Continuous Internal Assessement 1 - 20 marks (CIA 1)

Mid-Term Exam - 50 marks (CIA 2)

Continuous Internal Assessement 3 - 20 marks (CIA 3)

End Semester Examination - 100 marks 

Evaluation Methods:

Organizational / Field study reports, Assessment of Class Participation in case studies and discussions, Any other appropriate method identified by the instructor that would ensure objective assessment of the student performance. 

 

MBAL133 - STATISTICS FOR MANAGERS (2018 Batch)

Total Teaching Hours for Semester:60
No of Lecture Hours/Week:4
Max Marks:100
Credits:4

Course Objectives/Course Description

 

The objective of this course is to understand business decision making using statistical methodology to make better decisions. The students will learn to make sense of data along with the basics of statistical inference and hands-on implementation using software. Students will develop critical and integrative thinking in order to communicate the results of the analysis clearly in the context of the problem.

Learning Outcome

  • Develop skills in structuring and analyzing business problems statistically.
  • Create in depth insight into the applications of quantitative management technique.
  • Use of quantitative methods in effective management decision making process.
  • Utilize computer based statistical software to perform statistical calculations.

Unit-1
Teaching Hours:2
Introduction to Statistics
 

Importance of Statistics in modern business organizations. Scope and Applications of Statistics in business research, various functional areas of management Marketing Management, Human Resource Management and Finance.

Unit-2
Teaching Hours:3
Statistical Survey and Data Collection
 

Basic terms used in Statistical Survey - Units or Individuals - Population or Universe – sample, Variable, Statistic, Parameter Data: Types of Data, Collection of Data- Primary Data - Secondary Data.

Unit-3
Teaching Hours:5
Presentation of Data
 

Frequency and Frequency Distribution - Construction of frequency distribution, Diagrammatic and graphical representation of data - one dimensional diagram, two-dimensional diagram using MS Excel / SPSS.

Unit-4
Teaching Hours:10
Measures of Central Tendency and Dispersion
 

Introduction, Objectives of statistical average, Requisites of a Good Average, Statistical Averages - Appropriate Situations for the use of various Averages, Dispersion – Range - Quartile deviations, Mean deviation Standard Deviation -Properties of standard deviation Coefficient of Variance. Moments, Measures of Skewness and Kurtosis. Applications of measures of central tendency and dispersion using MS Excel/SPSS.

Unit-5
Teaching Hours:6
Basic Probability
 

Concept of probability and its uses in business decision-making; Addition and multiplication theorems; Bayes' Theorem and its applications. Probability Theoritical Distributions: Concept and application of Binomial; Poisson and Normal distributions.

Unit-6
Teaching Hours:12
Co-relation and Regression
 

Introduction – co-relation, regression, Correlation Analysis - Scatter diagram, Positive and Negative correlation, limits for coefficient of Correlation, Karl Pearson’s coefficient of correlation, Spearman’s Rank correlation, concept of Multiple and partial Correlation. Regression Analysis-Concept, least square fit of a linear regression, regression.   Properties of regression coefficients. Co-relation and regression using MS Excel/SPSS.

Unit-7
Teaching Hours:12
Testing of Hypothesis
 

Testing Hypothesis - Null and alternate hypothesis - Interpreting the level of significance - Hypotheses are accepted and not proved , Selecting a Significance Level - Preference of type I error - Preference of type II error - Determine appropriate distribution, Two – Tailed Tests and One – Tailed Tests - Two – tailed tests - Case study on two –tailed and one-tailed tests, Classification of Test Statistics - Statistics used for testing of hypothesis - Test procedure - How to identify the right statistics for the test , Testing of Hypothesis in Case of Small Samples - Introduction – small samples, ‘t’ Distribution , Uses of ‘t’ test.

Testing of Hypothesis and Theory of inference – Type I and II errors. Concept of sampling distribution – test of significance for means, proportions and S.Ds. Large samples: Analysis of Variance one way classification. Testing of hypothesis using SPSS.

Unit-8
Teaching Hours:10
Lab Practicals
 

MS Excel, SPSS 

Text Books And Reference Books:

Fundamentals of Mathematical Statistics, S.C.Gupta and V.K.Kapoor

A text book of Computer Oriented Numerical Methods and Linear Programming, G.K.Ranganath, and B.Sooryanarayan.

Essential Reading / Recommended Reading

Harvard Business Review case studies, https://hbr.org/store/case-studies

Case Centre, https://www.thecasecentre.org/main/

Evaluation Pattern

Continuous Internal Assessement 1 - 20 marks (CIA 1)

Mid-Term Exam - 50 marks (CIA 2)

Continuous Internal Assessement 3 - 20 marks (CIA 3)

End Semester Examination - 100 marks 

Evaluation Methods:

Organizational / Field study reports, Assessment of Class Participation in case studies and discussions, Any other appropriate method identified by the instructor that would ensure objective assessment of the student performance. 

MBAL134 - MANAGERIAL ECONOMICS (2018 Batch)

Total Teaching Hours for Semester:60
No of Lecture Hours/Week:4
Max Marks:100
Credits:4

Course Objectives/Course Description

 

This course is designed to impart knowledge of the concepts and principles of Economics, which govern the functioning of a firm/organization under different market conditions. It further aims at enhancing the understanding capabilities of students about macro–economic principles and decision making by business and government.

Learning Outcome

  • To make the students aware of the various economic theories and principles
  • To equip them with the required tools and techniques for improving their decision-making skills.
  • To make the students understand the relation between enterprise and its economic environment.

Unit-1
Teaching Hours:6
Introduction
 

Definitions, Nature & Scope, Definitions, Importance, Managerial Decision Making, Fundamental concepts of Managerial Economics (scarcity, opportunity cost, marginal/incremental principle,  equilibrium, Time value of money)

Unit-2
Teaching Hours:6
Consumption Analysis
 

Approaches to the study of consumer behavior-cardinal approach – Law of Diminishing Marginal Utility - Law of Equi-marginal utility, Indifference curve analysis - Consumer surplus – meaning-analysis.

Unit-3
Teaching Hours:12
Demand and Supply Analysis
 

Demand (Determinants, Demand function) - Law of Demand – Variations in demand. Supply (Determinants, Supply function) – Law of Supply –Variations in Supply. Market equilibrium and changes in equilibrium   

Elasticity of Demand - Price, Income, Cross - Promotional elasticity of demand – its measurement and its application in business decisions, Elasticity of Supply, Demand forecasting: Survey and statistical methods.

Unit-4
Teaching Hours:8
Production Analysis
 

Production Analysis: Production – Firm and Industry – Production function – Production runs or Periods (short run and long run) – Production in the short run – Law of variable proportions – Production in the long run – Returns to scale (increasing, constant and decreasing returns to scale) – Isoquant Analysis.

Unit-5
Teaching Hours:4
Cost & Revenue Analysis
 

Cost - Cost concepts (Absolute cost and opportunity cost, Accounting cost and Economic cost) – Fixed and Variable cost – TC, AC & MC, Cost-output relationship in the short run - Cost-output relationship in the long run - Economies of scale and Diseconomies of scale

Revenue – TR, AR & MR - Revenue with no change in price – Revenue with change in price.

Unit-6
Teaching Hours:12
Market Analysis
 

Introduction, Markets Types– Perfect Competition, Monopolistic Competition, Monopoly and Oligopoly – Collusive and Non-collusive Oligopoly Models (including Game Theory Models)

Unit-7
Teaching Hours:12
Business & Macro Economy
 

Macro economy – Meaning - Concepts of National Income, Measurement of National Income - Methods and Problems, Price Indexes - Macroeconomic objectives, Aggregate Demand & Aggregate Supply Framework, Macroeconomic problems – Business Cycles/ Unemployment / Inflation, Macroeconomic policies – Fiscal policy & Monetary policy.

Text Books And Reference Books:

Managerial Economics, Atmanand, Excel Books

Managerial Economics,H. Craig Petersen &W. Cris Lewis, Pearson Education.

Managerial Economics, Suma Damodaran, Oxford.

Managerial Economics, D.N.Dwivedi, Vikash Publication

Managerial Economics, H.L. Ahuja, S. Chand and Co. Ltd

Essential Reading / Recommended Reading

Harvard Business Review case studies, https://hbr.org/store/case-studies

Case Centre, https://www.thecasecentre.org/main/

Evaluation Pattern

Continuous Internal Assessement 1 - 20 marks (CIA 1)

Mid-Term Exam - 50 marks (CIA 2)

Continuous Internal Assessement 3 - 20 marks (CIA 3)

End Semester Examination - 100 marks 

Evaluation Methods: Organizational / Field study reports, Assessment of Class Participation in case studies and discussions, Any other appropriate method identified by the instructor that would ensure objective assessment of the student performance. 

MBAL135 - BUSINESS COMMUNICATION (2018 Batch)

Total Teaching Hours for Semester:60
No of Lecture Hours/Week:4
Max Marks:100
Credits:4

Course Objectives/Course Description

 

This course is designed to focuses on strategic communication and organizational performance.

Learning Outcome

Develop strong strategic communication skills.

Communicate effectively in both written and oral forms in a business setting.

Develop public speaking and interpersonal skills.

Unit-1
Teaching Hours:6
Organizational Communication
 

The concept of Organizational communication, Corporate Communication, Organizational Communication structure – formal and informal, Inter-cultural Organizational Communication, Communication Network of the Organization; Process of Communication, Patterns of Communication – Circle, Chain, Y and Wheel, Effective Communication with NLP, Importance, Need for NLP techniques, Skill Building sessions.

Unit-2
Teaching Hours:6
Strategic Communication
 

Introduction to Strategic Communication, Systems Thinking Strategic Communication for sustainable organizations, Four step Public Relations  process – Situational analysis, Strategy, IMBALementation, Assessment, with various stakeholders -  Media Relations, Marketing and Brand communication, Public affairs, Investor Relations.

Unit-3
Teaching Hours:12
Effective Oral Communication at work and beyond
 

Verbal and Non verbal communication fundamentals, Barriers and Gateways, Effective Power point and prezi presentation, body language, non-verbal, facial expressions, voice modulation, eye contact, audience research, questions from the audience, communication and emotional intelligence, creativity in oral communication, Communication through Telephonic, teleconferencing, video and Skype,  Clinical Group Discussion. Impromptu speaking. Public Speaking, Telephone skills, Giving and Accepting criticisms, Motivating and Supporting, 

Unit-4
Teaching Hours:8
Effective Written Business Correspondence
 

Importance of Writing Skills in Business, Internal and External business communication – physical and electronic, Writing to persuade, Gathering and summarizing information, Drafting skills, Email, social media etiquettes, Communication with media – press release, Advertisements - Creativity in written communication, Import-Export Correspondence, Report writing, Blogging, Maintaining work diary.

Unit-5
Teaching Hours:4
Collaborative Interpersonal Communication and Employee Engagement Communication
 

Communication in High Performance Teams, Transactional Analysis in Organizational communication, Recent developments in work place communication. Communications in Action - combination of individual and team-based assignments that include practical exercises such as representing a company in crisis to multiple stakeholders, PR and Corporate Communication. Employee Communication – In-person communication, Email and Instant Messaging, Telephone and social-media, Building effective internal communication strategy, Role of Communication in Employee Relationship, Driving Employee Engagement through communication. Assertive, Non-assertive and Aggressive communication.        

Effective communication: Using NLP Visual, Auditory & Kinesthetic words, Auditory Digital, Intra-cultural, Inter-cultural, Multi-cultural, Cross-cultural communication, Emotional Intelligence (EI) in business communication, Cross-Cultural study of EI, Role of EI in Leadership Communication, Business Etiquette.

Unit-6
Teaching Hours:12
Leading communication and Engaging Stakeholders
 

Strategic Communication, Business-aligned Communication Strategy, Communication with stakeholders, Leadership executed through Business Communication, Communication to build trust, Leadership Dialogues, Case Studies in Effective Communication: Leadership in Action, Case Studies in Crisis Communication, Communicating Organizational Change, 

Financial Communication and Investor Relations, Communication in crisis and conflict. Recent developments in communication, Toastmasters Club, BEC, Business Podcasts, Webinars.

Unit-7
Teaching Hours:12
Employment Communication, Negotiation and Conflict Management
 

Practical exercises in – Writing Job application, Linkedin profile, resume writing, video resume, Social-media communication. Do’s and Don’t’s.

Text Books And Reference Books:

Business Communication Strategies, Monipally M.M, McGraw Hill

Business Communication Today, Bovee, Till and Schatzman, Pearson

Intercultural Organizational Communication, Lisbeth Calusen, Copenhagen Business School Press

Murphy, Effective Business Communication, McGraw Hill

Organizational Communication, Michael J Papa, Tom D.Daniels, Barry K.Spiker, Sage Publications

Essential Reading / Recommended Reading

Harvard Business Review case studies, https://hbr.org/store/case-studies

Case Centre, https://www.thecasecentre.org/main/

Toastmasters International Manual

Evaluation Pattern

Continuous Internal Assessement 1 - 20 marks (CIA 1)

Mid-Term Exam - 50 marks (CIA 2)

Continuous Internal Assessement 3 - 20 marks (CIA 3)

End Semester Examination - 100 marks 

Evaluation Methods:

Organizational / Field study reports, Assessment of Class Participation in case studies and discussions, Any other appropriate method identified by the instructor that would ensure objective assessment of the student performance. 

MBAL136 - INFORMATION TECHNOLOGY FOR BUSINESS (2018 Batch)

Total Teaching Hours for Semester:60
No of Lecture Hours/Week:4
Max Marks:100
Credits:4

Course Objectives/Course Description

 

This paper is aimed gaining skills in using information technology tools and techniques for business decision making.

Learning Outcome

By the end of the course, students will gain the skills required to navigate through the complexities of making decisions using data science.

Learn how to lead your firm to make better business decisions using analytic methods and create competitive advantages from data.

Unit-1
Teaching Hours:2
Information Systems and Strategic Implications
 

Data Information Systems and Information System activities and resources

Information Technology as a key Business Enabler and Driver, Business View of Information Technology Applications 

Unit-2
Teaching Hours:2
Introduction to Data Science and Business Analytics
 

Data Science overview

Data science components - data visualization, modelling, data prep, communication and presentation

Unit-3
Teaching Hours:8
Business Analytics Fundamentals
 

Business Analytics Fundamentals, descriptive, predictive and prescriptive analytics

Types of Digital Data and Data Management

Business Intelligence, system architecture, OLTP and OLAP systems, OLAP operations, Database, Data Warehouse 

Unit-4
Teaching Hours:6
Business Analytics Solutions
 

Customer Analytics, Market Analytics, People Analytics, Application in Agriculture, Finance, Supplychain, Sports domains.

Unit-5
Teaching Hours:12
Data Visualization in Tableau
 

Tableau Fundaments

Design Views and Analyse Data (working with different data sets, charts, maps, dashboards)

Communication and Presentation of Work

Publish workbooks to Tableau public

Data Mining basics

Unit-6
Teaching Hours:10
Statistics Fundamentals -Descriptive and predictive statistics fundamental
 

Hypothesis testing (z-test, t-test, ANOVA)

Simple Linear Regression

Multiple Linear Regression

Unit-7
Teaching Hours:10
Data Modelling and Introduction to SPSS
 

Model building using relevant datasets

Assessing your model

 Drawing insights from your model

Unit-8
Teaching Hours:10
Data Analysis and Visualization with R
 

Simple data processing with R

Data Visualization with R

Text Books And Reference Books:

Information Technology for Management: Improving Strategic and Operational Performance, Efraim Turban and Linda Volonino, Wiley Publishers.                  

Introduction to Information Technology, ITL Education Solutions Limited, Publisher: Pearson India 

Microsoft Excel 2013: Data Analysis and Business Modeling, Winston Wayne L.

Microsoft Excel 2010 (Straight to the Point), Dinesh Maidasani.

Marketing Analytics: Data-Driven Techniques with Microsoft Excel, Wayne L. Winston

Essential Reading / Recommended Reading

Case Centre, https://www.thecasecentre.org/main/

Harvard Business Review case studies, https://hbr.org/store/case-studies

Research Methodology, C.R. Kothari

Evaluation Pattern

Continuous Internal Assessement 1 - 20 marks (CIA 1)

Mid-Term Exam - 50 marks (CIA 2)

Continuous Internal Assessement 3 - 20 marks (CIA 3)

End Semester Examination - 100 marks 

Evaluation Methods: Organizational / Field study reports, Assessment of Class Participation in case studies and discussions, Any other appropriate method identified by the instructor that would ensure objective assessment of the student performance. 

MBAL181 - EXPERIENTIAL LEARNING: INDUSTRY WORK PLACEMENT (2018 Batch)

Total Teaching Hours for Semester:60
No of Lecture Hours/Week:4
Max Marks:100
Credits:4

Course Objectives/Course Description

 

Industry Work Placements is an important learning experience of this study program, allowing students to apply management knowledge in a professional setting.

Learning Outcome

  • To develop practical skills required in organizational context. .
  • Exposure to environments under which different organizations work.
  • Developing disciplined attitude required for a professional.

Unit-1
Teaching Hours:60
Mandatory Requirements to be met
 

 

Attendance and Minimum Number of Hours: 

Minimum of 20 hours per week, Monday – Saturday, from 1 PM to 5.30 PM. 

The student has to attend work placement from June to September 30th 2018. A student shall pursue compulsory work placement from the first day of the semester to the last working day of the semester.  If the student abstains from work placement for a particular week/month, marks of such students will be adjusted on pro-rata basis. However, students are exempted from attending work placement during mid-term exam only. The mid term study leave period for mid-term exam shall not exceed beyond a period of seven working days. 

Quality requirement: 

Students are not permitted to intern in family-owned businesses. When students work at a business owned by a family member or a close family acquaintance, it causes a conflict of interest and evaluations may not be as objective as they should be. Such internships will attract fail grade.

The credits earned for work placement are not tied solely to hours "on the job," but to the quality of work the student accomplishes during the work placement. 

A student shall pursue high-quality skill enhancing work placements. We discourage online / pyramid marketing.   

Internships may be paid or unpaid. The student is expected to deliver high quailty work at all times.

The student is allowed to intern in a single organization. Interning in multiple organizations will lead to disqualification.

When a particular quality standard has not been demonstrated within the opportunities offered in the work placement, such low-quality work placement assignments will attract fail grade.  

Employer’s Evaluation:

A student shall be subjected to periodic performance reviews at work placement. The evaluation will be based on rubrics criteria such as consistency, overall performance, attendance, number of hours worked, quality of work, code of conduct on the job and many other parameters. 

If the student abstains from work placement, the employer should adjust/deduct the marks of such students on pro-rata basis. 

Documentation:

Students record daily or weekly impressions of the setting, activities, and areas of growth they are experiencing. Journal entries should relate back to the learning goals and responsibilities that were agreed upon with the program co-coordinator. Additionally, the act of creating a work diary of what has been learned assists students in consciously reflecting on their work as interns and integrating their experiences with other learning.

Portfolio—Students create a portfolio to keep samples of written work, photographs, videos, reports, interview transcripts, summaries, certificates of training, reference letters and other documentation of the internship experience and their contribution to the work of the organization in which they were interns. The portfolio is to illustrate what the student has learned and how his/her skills or knowledge base has expanded through the internship.

Students will inform any change in the employer to the Department within 03 working days of such changes with all the relevant documents.

Code of Conduct:

You will conduct yourself in a professional manner at all times. This includes, but is not limited to:

1) Reporting for the internship on-time. Maintaining required work schedule.

2) Following all rules and policies as required by employer.

3) Follow all the rules and regulators as required by government / regulatory authorities. 

4) Maintaining strict confidentiality regarding information/data obtained on any clients, members, customers, patients, employees, and products or services associated with the internship site.

5) Using appropriate written and oral communication in all interactions with all supervisors, employees, clients and university staff.

6) Observing all established safety rules and avoiding unsafe work practices.

7) Demonstrating honesty, cooperation, integrity, courtesy, and a willingness to learn.

8) Engaging in positive, ethical, and legal behavior.

9) Accept responsibility and accountability for decisions and actions taken while at the internship site.

10) Treat all customers, clients, supervisors, and fellow employees with dignity and respect.

11) Students are expected to maintain professionalism at work place. We do not encourage interaction at a personal level.

12) Staying late in office / accepting personal invitations is not recommended. 

Text Books And Reference Books:

*

Essential Reading / Recommended Reading

*

Evaluation Pattern

Employer's Performane Appraisal - 50 marks

Report submission & viva -  50 marks 

MBAL231 - HUMAN RESOURCE MANAGEMENT (2018 Batch)

Total Teaching Hours for Semester:60
No of Lecture Hours/Week:4
Max Marks:100
Credits:4

Course Objectives/Course Description

 

The people factor in Business and Management is the most important aspect. Human resources are viewed by most experts as the most important asset of any organization. Managing an organization’s people is often the most challenging and complex task required of a manager.

Learning Outcome

By the end of the course, students will gain the skills required for recruiting, evaluating performance, structuring teams, coaching and mentoring people.

Unit-1
Teaching Hours:4
Concept and Role of HRM
 

Concept, role and scope of Human Resource Management in the organizational context - Nature  and Significance of  HRM - Evolution of the concept of HRM - Distinction between personnel management and HRM - Organization and Functions of HRM - HRM in the global economy - Factors influencing HRM - HRM and Competitive Advantage- HR Structure and Strategy - Line and Staff aspects HR Function, NHRD Membership.

Unit-2
Teaching Hours:4
Strategic HRM
 

Traditional and Strategic HR - Characteristics and scope of SHRM, Factors influencing HR Strategy, SHRM Vs Conventional HRM, Barriers to strategic HRM, Linking HR strategy with business strategy, SHRM and business performance. HR’s role in Organizational Development (OD), Human Capital Management, Human Resource Planning Process - Factors affecting Human Resource Planning - HR Forecasting Methods, HR supply forecasting.

Unit-3
Teaching Hours:6
Job Analysis, Recruitment and Selection
 

Nature of job Analysis, job design, Job evaluation, Recruitment Life Cycle -Stages of recruitment process - Sources and Types of Recruitment, Selection process and methods Stages of recruitment process - Sources and Types of Recruitment, Selection process and methods, Letter of Offer process,  Reference and background checks, Employee Induction, Induction training and its importance - Promotions and Transfers – Employee separations.

Unit-4
Teaching Hours:8
Employee Performance Management, Compensation & Benefits
 

Work Identity, Overview of performance measurement - Performance appraisal process - Appraisal interview and feedback, Design and Implementation of Performance Appraisal system, Performance Appraisal System Limitations (PAS) - Problems encountered with PA system. Overcoming limitations of PA systems - Job evaluation and methods of evaluation - Essentials for effectiveness of job evaluation - Advantages and disadvantages of job evaluation - Concepts of employee remuneration. Practical exposure to industry Payroll, Performance Appraisal practices.

Unit-5
Teaching Hours:6
Employee Training and Development
 

Concepts  and importance of training - Training needs identification - Training methods -on the job and off-the-job - Enhancing effectiveness of training programs - Evaluation of training program - Concepts of human resource development - Need for career planning - Process of career planning - Succession planning - Career counselling - Advantages and limitations of career planning and development.

Unit-6
Teaching Hours:8
Employee Welfare and Industrial Relations
 

Employee Welfare- Health-Safety- Practical insights on ESI- EPF- New Pension Scheme- Workman Compensation-Social Security-Importance, scope and objectives of industrial relations (IR) - Characteristics of industrial relations-Factors affecting industrial relations - Grievance handling and industrial discipline -  Distinctions between HRM and IR Approaches to industrial relations - Industrial dispute - Meaning of Industrial conflicts, Causes of industrial conflicts, Types of industrial conflicts - strikes and lockouts - Prevention of industrial conflicts - Settlement of industrial disputes - Tripartite and bipartite bodies - Standing Orders - Grievance procedure - Conciliation and its functioning. Case study approach.

Unit-7
Teaching Hours:8
Trade Unions
 

Meaning and characteristics of trade unions - Reasons for employee to join trade union - Objectives and Functions of trade unions-  Meaning and characteristics of trade unions - Reasons for employee to join trade union - Objectives and Functions of trade unions - Overview of Trade Union Act, 1926 Problems of trade unions and remedies

Concept of Collective Bargaining (CB) - Characteristics of Collective Bargaining - Necessity and importance of CB - Collective Bargaining Process Principles of CB contracts - Factors affecting the functions of CB - Essential conditions for the success of CB - Causes for limited success of CB.

Unit-8
Teaching Hours:8
Human Resource Accounting
 

Human Resource Accounting (HRA): Introduction: Meaning & Definition of HRA – Importance; Development of the Concept – An Historical Score Card; HRA for Managers & HR Professionals; Objectives of Human Resources Accounting – Approaches to Human Resource Accounting; Investment Approach – Investment in Human Resources; HR Value – Concepts, Methods & Mechanics; Recruiting and Training Costs – Depreciation –Rates of Return; Design of HR Accounting Process & Procedures for each of the HR Sub-system including Recruitment, induction, performance appraisal and Training; HR Auditing and Accounting, HRIS.

Unit-9
Teaching Hours:4
International HRM
 

Domestic vs International HRM, HRM activities – an international perspective, Organizational processes in international HRM, Role of culture in international HRM, Hiring inpatriate and expatriate managers – choices and dilemmas for MNCs.

Unit-10
Teaching Hours:4
NHRD Project
 

The objective is to enable the student to gain a hands-on exposure and understand the concept of human resource management in an industry forum. The study facilitates the student to attend NHRD events develop application mindset on the concepts learnt.

Text Books And Reference Books:

Human Resource Management, Gary Dessler and Biju Varkkey, Pearson Publication

Human Resource Management, Biswajeet Pattanayak (2014), PHI Publications

Essentials of HRM and Industrial Relation- Text and Cases, Subba Rao, Himalaya Publications.

Human Resource Management, Text and Cases, VSP Rao, Third Edition, Excel Books

Human Resource and Personnel Management, Text and Cases, K.Aswathappa, TMH.

Essentials of Human Resource Management, Indranil Mutsuddi, New Age International Publishers.

Personnel Management in Indian Organisations,  Pramod Verma (Oxford & IBM Publishing Personnel Management and Human Resources Venkata Ratnam C. S. & Srivatsava B. K., TMH

Managing Human Resources Bohlander, Snell, Sherman, Thomson - South Western.

Reward Management- Remuneration Strategy and Practice, Michael Armstrong & Helen Murlis,

A Framework for Human Resource Management, Gary Dessler, Fourth Edition, Pearson Edn.

Essential Reading / Recommended Reading

Harvard Business Review case studies, https://hbr.org/store/case-studies

Case Centre, https://www.thecasecentre.org/main/

Evaluation Pattern

Continuous Internal Assessement 1 - 20 marks (CIA 1)

Mid-Term Exam - 50 marks (CIA 2)

Continuous Internal Assessement 3 - 20 marks (CIA 3)

End Semester Examination - 100 marks 

Evaluation Methods:

Organizational / Field study reports, Assessment of Class Participation in case studies and discussions, Any other appropriate method identified by the instructor that would ensure objective assessment of the student performance. 

MBAL232 - LEGAL AND REGULATORY ASPECTS OF BUSINESS (2018 Batch)

Total Teaching Hours for Semester:60
No of Lecture Hours/Week:4
Max Marks:100
Credits:4

Course Objectives/Course Description

 

This course has been selected to teach to the students, to be aware of various legal and regulatory aspects affecting business.

Learning Outcome

  • To impart essential knowledge about relevant laws concerning and affecting business Organizations in operation with special focus on legislations concerning Foreign Exchange, Information Technology, cyber law, prevention of harassment at work places.
  • To familiarize the student with certain statutes that may apply in the context

Unit-1
Teaching Hours:12
Indian Contract Act, 1872
 

Contract—Definition; Types of Contracts; Essential elements of a Valid Contract- Offer and Acceptance, Parties to the contract, Consideration, Capacity of the parties to the contract, lawful object and consideration, Free Consent –coercion, undue influence, Fraud, misrepresentation and  mistake  Classification of Contracts; Contracts specifically declared void;  Discharge of contracts—Performance of contracts, Breach of Contracts-Remedies for breach of contracts; Wagering and Contingent Contracts, Quasi Contracts, Quantum Merit; Special Contracts: Indemnity and Guarantee—Distinction between Indemnity and Gurantees—Essential Features of Guarantees—Types of Guarantees—Duties and Rights of parties to the Guarantee; Bailment and Pledge—Distinction between Bailment and Pledge—Duties and Rights of parties to the contract of bailment and pledge; Law of Agency---Types of Agency—Classification of Agents--Duties and Rights of the Principal and Agent—Termination of the contract of Agency.

Unit-2
Teaching Hours:8
Sale of Goods Act, 1930
 

Definitions.: Buyer and Seller, Goods / Existing Goods / Future Goods / Specific Goods, Document of Title to goods,  Mercantile Agent. Contract of Sale and Essentials of Contract of Sale; Sale and Agreement to Sell; Price and mode of fixing of Price; Conditions and Warranties Essentials of Conditions and Warranties; Caveat Emptor and Exceptions to the Rule of Caveat Emptor; Transfer of Ownership and Rules regarding Passing of Property; Sale by Non – Owners; Unpaid Seller and Rights of Unpaid Seller; Rights of a buyer. Contracts of hire purchase and installment sales; Specific Terminologies—Lien, Right of Set-off; Lease, Pledge, Hypothecation, Mortgage, Assignment.

Unit-3
Teaching Hours:6
Indian Partnership Act, 1932
 

Definitions: Partnership, Partner, Firm. Essential elements of Partnership Firm; Types of Partners; Minors Position in Partnership; Rights of Partners; Duties of Partners; Liability of Partners; Limited Liability Partnership Act,2000.

Unit-4
Teaching Hours:6
The Competition Act 2002
 

Object of the Act:-Definitions: Acquisition, Agreement, Cartel, Commission, Consumer, Enterprise, Price, Relevant, market Trade,Turnover’ Prohibition of certain agreements, abuse of dominant position and regulation of combinations; Establishments of Competition Commission; Duties Powers and Functions of Commission.

Unit-5
Teaching Hours:10
The Foreign Exchange Management Act, 1999
 

Object, Definitions: Adjudicating Authority Authorized Person, Capital Account Transaction, Current Account Transaction, Currency, Currency Notes, Foreign Currency Foreign Exchange, Person Resident In India Person Resident outside India.

Current Account Transactions – Compliances - Government of India Rules, Prohibited List, matters which requires approval from Government of India and/or RBI, Compliance.

Capital Account Transactions – Compliances - Permissible Transactions by Persons resident outside India. Prohibition on Investment Outside India of Capital Account Transaction. Object, Definitions: Adjudicating Authority, Authorized Person, Capital Account Transaction, Current Account Transaction, Currency, Currency Notes, Foreign Currency Foreign Exchange, Person Resident In India Person Resident outside India.

Unit-6
Teaching Hours:18
Contemporary Legislations & Regulations:
 

Information Technology Act, 2000 including the amendments (particular emphasis to Cyber law); Law relating to Intellectual Property Rights--(Copyrights, Patents, Geographical Indications); Right to Information Act--Basic awareness; Law relating to Sexual harassment at workplaces; Prevention of Money Laundering Act; Consumer Protection Act 1986; SEBI Act; SARFAESI Act; The Negotiable Instruments Act with special focus on Electronic cheques and criminal liability in case of dishonor of cheques; The industrial employment (standing orders) Act 1946 and amendments; Shops and Establishments Act, Health, Safety & Sanitation; Employee Compensation Act 2012; Equal Remuneration Act.

Text Books And Reference Books:

Mercantile Law  - Avatar Singh

Elements of Mercantile Law – N.D.Kapoor

Industrial Law -P.L. Malik

Legal Aspects of Business: Akhileshwar Pathak--Mc Graw Hill Education Pvt Ltd;

Economic and Commercial Laws:( CS exe program)

Sangeet Kedia, Pooja Law Publishing House

Essential Reading / Recommended Reading

Relevant Bare Acts.

Evaluation Pattern

Continuous Internal Assessement 1 - 20 marks (CIA 1)

Mid-Term Exam - 50 marks (CIA 2)

Continuous Internal Assessement 3 - 20 marks (CIA 3)

End Semester Examination - 100 marks 

Evaluation Methods:

Organizational / Field study reports, Assessment of Class Participation in case studies and discussions, Any other appropriate method identified by the instructor that would ensure objective assessment of the student performance. 

MBAL233 - FINANCIAL MANAGEMENT (2018 Batch)

Total Teaching Hours for Semester:60
No of Lecture Hours/Week:4
Max Marks:100
Credits:4

Course Objectives/Course Description

 

This subject deals with theoretical and practical aspects of financial management. Students are trained to assess the optimality the firm's investment, financing and dividend decisions to maximize shareholder's wealth.

Learning Outcome

Discuss the essential principles of Financial Management 

Forecast firm’s financial needs and design optimum capital structure 

Estimate the optimum working capital requirements and formulate strategies to manage working capital

Unit-1
Teaching Hours:5
Introduction to Financial Management:
 

Functions of Financial Management, Objectives of Financial Management - Profit Maximization and Wealth Maximization, their social implications  Interface of Financial Management with other functional areas, Decisions of Finance, Organization of the Finance Function, Emerging Role of the Financial Manager in India, Overview of Indian Financial System.

Unit-2
Teaching Hours:12
Capital Budgeting Decisions:
 

Concept of Time value of Money, Concepts of capital budgeting, Basic principles in estimating costs and benefits of investments, Appraisal criteria for capital budgeting decisions - Payback period, Average rate of return, Net present value, Profitability Index, and Internal rate of return, Conflicts in appraisal, Capital Rationing, Risk analysis in capital budgeting. Financial Modeling using MS Excel.

Unit-3
Teaching Hours:12
Cost of Capital and Sources of Finance:
 

Cost of equity and retained earnings, cost of debt, cost of preferred stock, weighted average cost of capital, Factors affecting cost of capital, Long term financing - shares, Debentures, Warrants, Term loans, Lease financing, Hybrid financing, Venture capital financing. 

Unit-4
Teaching Hours:10
Capital Structure and Leverages:
 

Introduction, Factors affecting capital structure, Features of an optimal capital structure, EBIT - EPS Analysis, Capital structure theories - Net income approach, Net operating income approach, Miller Modigliani propositions I and II and Traditional theory, Leverages - Operating, Financial and Combined, Leverage and firm value.

Unit-5
Teaching Hours:7
Dividend Policy:
 

Introduction, Dividend decisions and valuation of firms, Determinants of dividend policy, Dividend theories – relevance and irrelevance, Walter, Garden and M M Hypothesis, Bonus issues, stock split, Buy back of shares.

Unit-6
Teaching Hours:14
Working Capital Management and Financing:
 

Meaning; Concepts, Types of Working Capital, Operating Cycle, Importance of Working Capital, Dangers of Inadequate and Excessive Working Capital, Management of Working Capital, Factors determining Working capital, Estimation of Working capital Requirements.

Cash Management: Motive of Holding cash, Cash budgeting, Cash collections and disbursement, Options and Strategies for investing and Managing Surplus cash, Cash Management Models.

Inventory Management: Purpose of holding inventory, Risk and cost of holding inventories, Objectives of Inventory Management, Tools and Techniques of Inventory Management

Credit Management: Cost of maintenance of Accounts Receivables, Forecasting the receivables, Terms of Payments, Credit policy, Credit evaluation, Credit granting, Collection policy.

Text Books And Reference Books:

Chandra Prasanna. (2011) Financial Management Theory & Practice, Tata McGraw Hill, 8th ed

Horne Van, C. James and Wachowicz John M. (2008) Fundamentals of Financial Management, 13th edition, Prentice Hall, New Delhi

Khan and Jain (2012) Financial Management:Text, Problems and Cases, 6th edition, Tata McGraw Hill Education Private Limited

Pandey I M (2009) Financial Management, 9th edition, Vikas Publishing House Private Limited 

Essential Reading / Recommended Reading

Harvard Business Review case studies, https://hbr.org/store/case-studies

Case Centre, https://www.thecasecentre.org/main/

Evaluation Pattern

Continuous Internal Assessement 1 - 20 marks (CIA 1)

Mid-Term Exam - 50 marks (CIA 2)

Continuous Internal Assessement 3 - 20 marks (CIA 3)

End Semester Examination - 100 marks 

Evaluation Methods:

Organizational / Field study reports, Assessment of Class Participation in case studies and discussions, Any other appropriate method identified by the instructor that would ensure objective assessment of the student performance. 

MBAL234 - MARKETING MANAGEMENT (2018 Batch)

Total Teaching Hours for Semester:60
No of Lecture Hours/Week:4
Max Marks:100
Credits:4

Course Objectives/Course Description

 

Upon successful completion of this course, the students will will identify and analyze marketing problems; develop creative solutions to address them and articulate reasons for choosing various alternatives.

Learning Outcome

Identify marketing problems or opportunities facing an organization

Develop critical thinking using data analytical tools in Marketing Management

Unit-1
Teaching Hours:2
Introduction
 

Introduction: Concept, nature, scope and importance of marketing; Marketing concept and its evolution; Marketing mix; Strategic marketing planning, Green marketing, Marketing sustainability and ethics – an overview.

Unit-2
Teaching Hours:4
Market Research & MIS
 

Marketing Research: Meaning and scope of marketing research; Marketing research process, steps involved in marketing research- areas of marketing research. Big Data - Marketing Intelligence System, Marketing Research System, Decision support system, Experiential Marketing, Use of data analytical tools in Marketing research process.

Unit-3
Teaching Hours:6
Market Analysis and Selection
 

Marketing environment – macro and micro components and their impact on marketing decisions; STP process - Market Segmentation, Target Market and positioning; Buyer behavior; consumer versus organizational buyers; Consumer decision making process, International Market selection and strategy execution. Use of data analytical tools in Market analysis and selection.

Unit-4
Teaching Hours:12
Product and Pricing Decisions
 

Product Decisions: Concept of a product; Levels of product, Classification of products; Major product decisions; Product line, product depth, product width and product mix; Branding; Packaging and labeling; Product life cycle – strategic implications; New product development, Diffusion of Innovation - consumer adoption process. BCG, Ansoff Matrix. International product strategy. Pricing Decisions: Factors affecting price determination; Pricing policies and strategies; Discounts and rebates. International pricing strategy. Use of marketing analytical tools in arriving at product and pricing decisions.

Unit-5
Teaching Hours:12
Distribution and Promotion Decisions
 

Distribution Channels and Physical Distribution Decisions: Nature, functions, and types of distribution channels; Distribution channel intermediaries; Channel management decisions; Retailing and wholesaling. Distribution challenges faced by online portals. International distribution strategy.

Promotion Decisions: Communication Process; Promotion mix – advertising, personal selling, sales promotion, publicity and public relations; Determining advertising budget; Copy designing and testing; Media selection; Advertising effectiveness; Sales promotion – tools and techniques, Digital Marketing, Legal considerations in Digital Marketing, promotional Strategy, International promotional strategy. Legal and Regulatory controls on advertising to marketing to children. Use of marketing analytical tools in making distribution and promotion related decisions.

Unit-6
Teaching Hours:12
Service Marketing
 

Three Ps of service marketing – People, Process, Physical Evidence, SERVQUAL model, Case study on Services Marketing.

Unit-7
Teaching Hours:6
Consumer Behavior
 

Consumer motivation, Personality and consumer behavior, Consumer Perception, Consumer Learning, consumer Attitude formation and change. Brand Equity Models

Unit-8
Teaching Hours:6
Marketing Control
 

Organizing and controlling marketing operations. Approaches to marketing control, Legal aspects of marketing. Marketing analytical tools for better control.

Text Books And Reference Books:

Marketing Management, Philip Koter, Kevin Lane Keller, Abraham Koshy and Mithileshwar Jha, Pearson Education, Latest Edition

Philip Kotler, Gary Armstrong, Prafulla Y. Agnihotri, Ehsan ul Haque (2011). Principles of Marketing  (Latest ed.). Delhi: Pearson /Prentice    Hall.

Harvard Business Review

Essential Reading / Recommended Reading

Harvard Business Review case studies, https://hbr.org/store/case-studies

Case Centre, https://www.thecasecentre.org/main/

Evaluation Pattern

Continuous Internal Assessement 1 - 20 marks (CIA 1)

Mid-Term Exam - 50 marks (CIA 2)

Continuous Internal Assessement 3 - 20 marks (CIA 3)

End Semester Examination - 100 marks 

Evaluation Methods: Organizational / Field study reports, Assessment of Class Participation in case studies and discussions, Any other appropriate method identified by the instructor that would ensure objective assessment of the student performance. 

MBAL235 - OPERATIONS RESEARCH (2018 Batch)

Total Teaching Hours for Semester:60
No of Lecture Hours/Week:4
Max Marks:100
Credits:4

Course Objectives/Course Description

 

Operations Research (OR) provides the tools needed to make these decisions rigorously and effectively. 

Learning Outcome

  • Identify and develop operational research models from the verbal description of the real system.
  • Develop a general understanding of the Operational Research

Unit-1
Teaching Hours:6
Overview of Operations Research
 

Introduction, scope of Operations Research, Operations Research – a tool for Decision support system (DSS), a tool for productivity improvement.

Unit-2
Teaching Hours:12
Linear Programming
 

Introduction to Linear Programming (LP) concept, Linear Programming Methods – Simplex method – Algebraic and graphical, Big M method, Dual simplex method, Two-phase method. Case study approach.

Unit-3
Teaching Hours:12
Transportation and Assignment Models
 

Introduction, Transportation problem methods – Balanced and unbalanced. Assignment problems, Hungarian Method Algorithm, Network problems, MST algorithms, Travelling Salesman Problem.

Unit-4
Teaching Hours:10
Sequencing and Queuing Theory
 

Johnsons Algorithm for n Jobs and Two machines, n Jobs and Three Machines, Two jobs and m - Machines Problems. Queuing Theory: Characteristics of M/M/I Queue model; Application of Poisson and Exponential distribution in estimating arrival rate and service rate; Applications of Queue model for better service to the customers.

Unit-5
Teaching Hours:12
Project Scheduling Management
 

Introduction, PERT and CPM based problems.

Unit-6
Teaching Hours:8
Game Theory
 

Introduction, Competitive Situations, Characteristics of Competitive Games, Maximin – Minimax Principle, Dominance. 

Text Books And Reference Books:

Operations Research: An introduction. 9th edition. By Hamdy Taha

Operations Research: Concepts and cases. 8th edition. By Frederick S. Hilllier and Gerald J. Lieberman

Introduction to Operations Research. By Frederick S. Hilllier, Bodhibrata Nag, Preetam Basu and Gerald J. Lieberman

Introductory Operations Research Theory and Applications, Authors: Kasana, Harvir Singh, Kumar, Krishna Dev

Operations Research, Gupta Prem Kumar (Author), Hira D.S. (Author)

Essential Reading / Recommended Reading

Harvard Business Review case studies, https://hbr.org/store/case-studies

Case Centre, https://www.thecasecentre.org/main/

Evaluation Pattern

Continuous Internal Assessement 1 - 20 marks (CIA 1)

Mid-Term Exam - 50 marks (CIA 2)

Continuous Internal Assessement 3 - 20 marks (CIA 3)

End Semester Examination - 100 marks 

Evaluation Methods: Organizational / Field study reports, Assessment of Class Participation in case studies and discussions, Any other appropriate method identified by the instructor that would ensure objective assessment of the student performance. 

MBAL236 - BUSINESS RESEARCH METHODOLOGY (2018 Batch)

Total Teaching Hours for Semester:60
No of Lecture Hours/Week:4
Max Marks:100
Credits:4

Course Objectives/Course Description

 

Business and management research involves undertaking systematic research to find out decision outcomes. It is trans-disciplinary, and engages with both theory and practice. The course intends to provide comprehensive knowledge & skills about the research methods that are eMBALoyed to investigate problems in business.

Learning Outcome

  • Provide a grounding from which students can then undertake their own piece of business research.
  • Writing research papers for publication

Unit-1
Teaching Hours:6
Introduction to Management Research
 

Definition, Nature and role of Management Research, Types of Research, Research concepts, Features of a good research Study, Research Process, and Ethics in Research.

Unit-2
Teaching Hours:8
Research Design
 

Identification and Selection of the Problem, Definition and Statement of the Problem, Evaluation of the Problem, Criteria and sources for identifying the problem, process of defining the problem. Nature, Definition and Characteristics of Good Hypothesis, types of hypothesis. Formulation and testing of hypothesis. The Design of Research, Meaning, Need, dimensions and process, types of research design.

Unit-3
Teaching Hours:8
Sampling and Data Collection
 

Concept of Sample and Target Population, Sample frame, Sample unit and sample size, Characteristics of a Good Sample, Sampling Design Process; Probability and Non Probability Sampling Design, Sampling v/s Non-Sampling Error; Determination of Sample Size.

Unit-4
Teaching Hours:10
Questionnaire Design and Data Preparation
 

Scales of Measurement, Classification of Scales - Single Item v/s Multi Item Scales, Comparative v/s Non-Comparative scales, Continuous Rating Scales; Criteria for Good Measurement. Criteria for Questionnaire Designing; Types of Questionnaire; Questionnaire Design Procedure, Pilot test, validity and reliability of Questionnaire, interview schedule. Primary Data Collection, Classification of Survey methods, Data Preparation, Field Validation, Data editing, Coding, Content Analysis, Classification and Tabulation of Data.

Unit-5
Teaching Hours:20
Data Analysis
 

Basic data analysis: Descriptive Statistics, Univariate and Bivariate Statistical Analysis (concepts), Parametric & Non-Parametric Tests; Null & Alternative Hypothesis, Error in Testing of Hypothesis, Critical Region, Degrees of Freedom, One Tailed & Two Tailed Tests, Standard Error; Procedure for Testing of Hypothesis. Parametric test, Non parametric test and Factor Analysis: Conditions for applicability, practical applicability, Implementation and statistical Inference of the test. Data analysis using SPSS – lab approach.

Unit-6
Teaching Hours:8
Research Report Writing
 

Ethics in research – plagiarism, Types of Research Report, Report Structure, Report Writing: Report Formulation, Citation and Referencing styles Guidelines for effective Documentation and visual representation (Graphs) and Research Briefing –Oral Presentation.

Text Books And Reference Books:

Research Methodology Concepts and Cases, Deepak Chawla, Neena Sondhi, Vikas Publishing Business Research Methods, William Zikmund, Barry Babin, Jon Carr, Mitch Griffin, Cengage

Business Research Methods, Naval Bajpai, Pearson Education

Essential Reading / Recommended Reading

Harvard Business Review case studies, https://hbr.org/store/case-studies

Case Centre, https://www.thecasecentre.org/main/

Evaluation Pattern

Continuous Internal Assessement 1 - 20 marks (CIA 1)

Mid-Term Exam - 50 marks (CIA 2)

Continuous Internal Assessement 3 - 20 marks (CIA 3)

End Semester Examination - 100 marks 

Evaluation Methods: Organizational / Field study reports, Assessment of Class Participation in case studies and discussions, Any other appropriate method identified by the instructor that would ensure objective assessment of the student performance. 

MBAL281 - EXPERIENTIAL LEARNING: INDUSTRY WORK PLACEMENT (2018 Batch)

Total Teaching Hours for Semester:60
No of Lecture Hours/Week:4
Max Marks:100
Credits:4

Course Objectives/Course Description

 

Industry Work Placements is an important learning experience of this study program, allowing students to apply management knowledge in a professional setting.

Learning Outcome

  • To develop practical skills required in organizational context. .
  • Exposure to environments under which different organizations work.
  • Developing disciplined attitude required for a professional.

Unit-1
Teaching Hours:60
Mandatory Requirements to be met
 

 

Attendance and Minimum Number of Hours: 

Minimum of 20 hours per week, Monday – Saturday, from 1 PM to 5.30 PM. 

The student has to attend work placement from Novermber 2nd 2018 to March 20th 2019. A student shall pursue compulsory work placement from the first day of the semester to the last working day of the semester.  If the student abstains from work placement for a particular week/month, marks of such students will be adjusted on pro-rata basis. However, students are exempted from attending work placement during mid-term exam only. The mid term study leave period for mid-term exam shall not exceed beyond a period of seven working days. 

Quality requirement: 

Students are not permitted to intern in family-owned businesses. When students work at a business owned by a family member or a close family acquaintance, it causes a conflict of interest and evaluations may not be as objective as they should be. Such internships will attract fail grade.

The credits earned for work placement are not tied solely to hours "on the job," but to the quality of work the student accomplishes during the work placement. 

A student shall pursue high-quality skill enhancing work placements. We discourage online / pyramid marketing.   

Internships may be paid or unpaid. The student is expected to deliver high quailty work at all times.

The student is allowed to intern in a single organization. Interning in multiple organizations will lead to disqualification.

When a particular quality standard has not been demonstrated within the opportunities offered in the work placement, such low-quality work placement assignments will attract fail grade.  

Employer’s Evaluation:

A student shall be subjected to periodic performance reviews at work placement. The evaluation will be based on rubrics criteria such as consistency, overall performance, attendance, number of hours worked, quality of work, code of conduct on the job and many other parameters. 

If the student abstains from work placement, the employer should adjust/deduct the marks of such students on pro-rata basis. 

Documentation:

Students record daily or weekly impressions of the setting, activities, and areas of growth they are experiencing. Journal entries should relate back to the learning goals and responsibilities that were agreed upon with the program co-coordinator. Additionally, the act of creating a work diary of what has been learned assists students in consciously reflecting on their work as interns and integrating their experiences with other learning.

Portfolio—Students create a portfolio to keep samples of written work, photographs, videos, reports, interview transcripts, summaries, certificates of training, reference letters and other documentation of the internship experience and their contribution to the work of the organization in which they were interns. The portfolio is to illustrate what the student has learned and how his/her skills or knowledge base has expanded through the internship.

Students will inform any change in the employer to the Department within 03 working days of such changes with all the relevant documents.

Code of Conduct:

You will conduct yourself in a professional manner at all times. This includes, but is not limited to:

1) Reporting for the internship on-time. Maintaining required work schedule.

2) Following all rules and policies as required by employer.

3) Follow all the rules and regulators as required by government / regulatory authorities. 

4) Maintaining strict confidentiality regarding information/data obtained on any clients, members, customers, patients, employees, and products or services associated with the internship site.

5) Using appropriate written and oral communication in all interactions with all supervisors, employees, clients and university staff.

6) Observing all established safety rules and avoiding unsafe work practices.

7) Demonstrating honesty, cooperation, integrity, courtesy, and a willingness to learn.

8) Engaging in positive, ethical, and legal behavior.

9) Accept responsibility and accountability for decisions and actions taken while at the internship site.

10) Treat all customers, clients, supervisors, and fellow employees with dignity and respect.

11) Students are expected to maintain professionalism at work place. We do not encourage interaction at a personal level.

12) Staying late in office / accepting personal invitations is not recommended. 

Text Books And Reference Books:

*

Essential Reading / Recommended Reading

*

Evaluation Pattern

Employer's Performane Appraisal - 50 marks

Report submission & viva -  50 marks 

MBAL331 - INVESTMENT ANALYSIS AND PORTFOLIO MANAGEMENT (2017 Batch)

Total Teaching Hours for Semester:60
No of Lecture Hours/Week:4
Max Marks:100
Credits:4

Course Objectives/Course Description

 

This subject deals with investment analysis. Students are taught investment process, fundamental analysis, technical analysis and efficient market hypothesis. In addition, portfolio theories and asset pricing models are discussed.

Learning Outcome

  • Discuss the investment process
  • Discuss various investment avenues and the concept of risk and return
  • Apply fundamental and technical analysis to analyze the investments
  • Value Bonds and Shares
  • Identify underpriced/overpriced securities by applying Capital Asset Pricing Model (CAPM)
  • Construct optimum portfolio by applying portfolio models

Unit-1
Teaching Hours:6
Introduction
 

Micro and macroeconomic concepts, Investment objectives, Process, Constraints, Investment strategy, investment v/s speculation, Arbitrage, Types of investors, Investment avenues 

Unit-2
Teaching Hours:18
Securities Market
 

Primary and Secondary markets, Cash and Derivatives Markets, Trading Procedure, Margin System, Type of Orders, Settlement process, Market Indices, Role of Stock Brokers, Stock Exchanges, Securities Exchange Board of India (SEBI). 

Unit-3
Teaching Hours:18
Risk Management
 

Concept of risk and return, Measurement, Classification of Risks, Diversification, Statistical tools used in risk management, Techniques of risk mitigation, beta coefficient. 

Unit-4
Teaching Hours:18
Investment Analysis
 

Fundamental analysis – Economic, Industry and Company analysis, Technical, Efficient market Hypothesis

a)      Valuation of Bonds and Equity

Concept, Bond valuation, Equity valuation, Two stage and three stage models

b)     Portfolio Construction

Introduction, Portfolio theories, Portfolio risk management through diversification, Measuring portfolio efficiency, Markowitz model, Sharpe portfolio optimization model, Capital asset pricing model (CAPM), Arbitrage pricing theory

c)      Portfolio Evaluation

Overview, Calculating and averaging returns, Abnormal Performance and Risk Adjustments, Market Timing, Performance measures - Sharpe, Jensen, Treynor Model

Text Books And Reference Books:
  • Bodie, Kane and Marcus. (2013) Investment Analysis, 10th edition, Tata McGraw Hill
  • Chandra Prasanna. (2013) Investment Analysis and Portfolio Management, 4th edition, Tata McGraw Hill
  • Rustagi R P. (2013) Investment Analysis and Portfolio Management, 4th edition, Sultan Chand and Sons Educational Publishers, New Delhi
Essential Reading / Recommended Reading
  • Ronald. J. Jordan and Donald E. Fischer. (2013) Security Analysis and Portfolio Management, 6th edition, Pearson
  • Harvard Business Review case studies, https://hbr.org/store/case-studies
  • Case Centre, https://www.thecasecentre.org/main

Evaluation Pattern

Continuous Internal Assessment 1 - 20 marks (CIA 1)

Mid-Term Exam - 50 marks (CIA 2)

Continuous Internal Assessment 3 - 20 marks (CIA 3)

End Semester Examination - 100 marks 

Evaluation Methods:

Organizational / Field study reports, Assessment of Class Participation in case studies and discussions, Any other appropriate method identified by the instructor that would ensure objective assessment of the student performance. 

MBAL332 - STRATEGIC MANAGEMENT (2017 Batch)

Total Teaching Hours for Semester:60
No of Lecture Hours/Week:4
Max Marks:100
Credits:4

Course Objectives/Course Description

 

This course introduces the key concepts, tools, and principles of strategy formulation and competitive analysis.

Learning Outcome

  • Analyze the main structural features of an industry and develop strategies that position the firm most favorably in relation to competition and influence industry structure to enhance industry attractiveness.
  • Recognize the different stages of industry evolution and recommend strategies appropriate to each stage.
  • Appraise the resources and capabilities of the firm in terms of their ability to confer sustainable competitive advantage and formulate strategies that leverage a firm’s core competencies.

Unit-1
Teaching Hours:12
Strategic Analysis
 

Strategy formulation - Stakeholders in business - Vision, mission and purpose - Business definition, objectives and goals, types of strategies - Guidelines for crafting successful business strategies, Environmental Threat and Opportunity Profile(ETOP) - Organizational Capability Profile - Strategic Advantage Profile – Corporate Portfolio Analysis - SWOT Analysis - Synergy and Dysergy - GAP Analysis - Porter's Five Forces Model of competition - Mc Kinsey's 7s Framework - GE 9 Cell Model - Distinctive competitiveness - Selection of matrix Tailoring strategy to fit specific industry, Strategic management in large multi-product, mid-size, small organizations, nonprofit organizations and large multi product and multiple market organizations.

Unit-2
Teaching Hours:10
Corporate Strategy
 

The Motive for Diversification, Related and Unrelated Diversification, Business Portfolio Analysis – case study. Mergers and acquisitions: The popularity of Merger and Acquisition Strategies. Difference between Merger, Acquisition and Takeover, Reasons for Acquisition. Problems in having a successful acquisition. Attributes of successful acquisition. Scenario mapping –managing new ventures: Strategic Mapping, Scenario Planning. 

Unit-3
Teaching Hours:10
SBU Strategy
 

Strategic Analysis and Choice, Competitive Strategy Five Forces that Shape Strategy, Generic Strategies, Generic Strategies and the Value Chain, Competitive Strategy - Strategy formulation Generic strategies - Grand strategies - Strategies of leading companies - The role of diversification -limit - means and forms.

Unit-4
Teaching Hours:6
Functional Strategy:
 

Strategy Implementation, Structure, Systems and People The 7S Framework

Unit-5
Teaching Hours:6
Strategy Planning and Evaluation
 

Competitive cost dynamics - experience curve -BCG approach - cash flow implication. IA - BS matrix - A.D Littles Life -cycle approach to strategic planning - Business portfolio balancing - Assessment of economic contribution of strategy - Strategic funds programming.

Unit-6
Teaching Hours:10
Strategy Implementation & Control:
 

Various approach to implementation of strategy - Matching organization structure with strategy - 7Smodel - Strategic control process - Du Pont’s control model and other Quantitative and Qualitative tools - Balanced score card - M.Porter’s approach for Globalization - Future of Strategic Management. Project implementation – Procedural implementation - Resource Allocation - Budgets - Organization Structure - Matching structure and strategy - Behavioural issues - Leadership style - Corporate culture - Values - Power

Unit-7
Teaching Hours:8
Strategy and Innovation
 

Three box solution, Value Innovation – Blue Ocean Strategy, Managing New Ventures successfully, New ventures for corporate growth

Text Books And Reference Books:

Barney J, Patricia Gorman Clifford; What I didn’t learn in Business School. How Strategy works in the real world. Current Edition, Harvard Business Press

Haberberg A and Rieple A; The Strategic Management of Organisations, Current Edition,Prentice Hall Johnson G and Scholes K; Exploring Corporate Strategy: Text and Cases, Hill C and Jones G; Theory of Strategic Management with cases, Current Edition, South Western Cengage Learning

Gallagher G; Corporate Strategy for Irish Companies, Current Edition, Gill and Macmillian

Thompson A and Strickland AJ and Gamble; Crafting and Executing Strategy

Essential Reading / Recommended Reading

Harvard Business Review case studies, https://hbr.org/store/case-studies

Case Centre, https://www.thecasecentre.org/main

Evaluation Pattern

Continuous Internal Assessment 1 - 20 marks (CIA 1)

Mid-Term Exam - 50 marks (CIA 2)

Continuous Internal Assessment 3 - 20 marks (CIA 3)

End Semester Examination - 100 marks 

Evaluation Methods:Organizational / Field study reports, Assessment of Class Participation in case studies and discussions, Any other appropriate method identified by the instructor that would ensure objective assessment of the student performance

MBAL333 - OPERATIONS AND SUPPLY CHAIN MANAGEMENT (2017 Batch)

Total Teaching Hours for Semester:60
No of Lecture Hours/Week:4
Max Marks:100
Credits:4

Course Objectives/Course Description

 

This course introduces the key concepts, tools, and principles pertaining to operations function which is a vital component of any business. The level of discussion spans from control of daily operations processes to strategic aspects of business.

Learning Outcome

  • Describe inter-relationship of major functions of a business, duties and responsibilities of an Operations Manager.
  • Apply supply chain management concepts and tools to real life scenarios.
  • Recognize the different strategies in building competitive value chain.
  • To learn basic analytical tools and analyze operation processes in terms of efficiency, quality, productivity and responsiveness.

Unit-1
Teaching Hours:3
Introduction to Operations and Supply Chain Management
 

Introduction, Operations Management and Strategy, Operations as a key functional area, Sustainability in operations, Tools for implementation of Operations, Manufacturing and Industry Best Practices, Challenges in Operations Management, Capital Productivity, Personnel Productivity, CSR and Ethical issues in Operations Management. Supply Chain: Introduction and overview - need for efficient SCM, challenges and latest practices in SCM.

Unit-2
Teaching Hours:12
Supply Chain Management
 

Supply chain management – Strategic requirement and supply chain components; single warehouse – single product deterministic inventory models for constant demand, finite and infinite horizon; single warehouse – multi-product inventory model and multi-retailer models; stochastic inventory models – newsvendor models; MRP for dependent demand, supply contracts; pricing models; bullwhip effect; global and collaborative supply chain, e-supply chain management, factors affecting location decisions, location planning models – factor rating; centre-of-gravity; load distance model; push-pull strategy, make or buy decisions; procurement process and issues; vendor managed inventory; introduction to green supply chain, sustainable supply chain practices. 

Unit-3
Teaching Hours:10
Supply Chain Analytics
 

Context of supply chain analytics, key issues in supply chain analytics, business analytics – introduction to modeling; approaches for optimization and simulation; supply chain decisions that require mathematical and interpretative modeling, analytics in network planning, design of logistics network using heuristics/optimization, concept of 3PL/4PL in supply chain, analytics of transportation problem.

Unit-4
Teaching Hours:10
Production and Maintenance
 

Introduction, production types and application to real life scenarios, classification of facilities, basis for types of layouts, planning and designing manufacturing facility layouts, evaluating plant layouts, assembly line balancing, evaluating line balancing, single factor and multi-factor productivity, aggregate production planning, evaluating production plans,  lean manufacturing – introduction, 5S; value stream mapping.

Maintenance: Types of maintenance, TPM framework, OEE for measuring effectiveness of TPM

Unit-5
Teaching Hours:6
Total Quality Management, Lean Management and Just-in-time
 

Introduction, meaning and dimensions of quality, quality based strategy, quality gurus, quality tools, process design, process redesign by BPR, capacity planning and analysis, poka yoke, total quality management (TQM), towards TQM – ISO standards, lean management, lean concept – kaizen, JIT concept and case study, creating lean enterprise, tools for continuous improvement.

Unit-6
Teaching Hours:10
Six Sigma - A practical approach to continuous improvement (Green belt level and Black belt level)
 

Overview of Six Sigma methodology, identification of projects, DMAIC, development of project team, charter and process mapping (SIPOC), C2Q and VoC concepts, QFD, FMEA, Statistical distributions – Binomial, Poisson and Normal, understanding variation – seven SQC tools, stratification methods, normality test of data, concept of confidence interval, evaluation of process capability, assessment of sigma level, VSM, concept of correlation and regression and use of same in validating causes, concept of test of hypothesis – 2 sample t, chi sqr, ANOVA etc. Plotting solutions and monitoring results through process control charts.

Unit-7
Teaching Hours:5
Demand Planning and Control of Operations
 

Introduction to Demand Forecasting, The Strategic Importance of Forecasting, Benefits, Cost implications and Decision making using forecasting, Classification of Forecasting Process, Methods of Forecasting, Forecasting and Product Life Cycle, Selection of the Forecasting Method, Qualitative Methods of Forecasting, Quantitative Methods, Associative Models of Forecasting, Accuracy of Forecasting, Operations Scheduling introduction, Purpose of Operations Scheduling, practical problems in scheduling.

Unit-8
Teaching Hours:4
Operations Strategy
 

Strategy formulation process, measures for operational excellence, Competitive Capabilities and Core Competencies, Developing Operations Strategy – manufacturing and services, Components of Operations Strategy, Competitive Priorities, Emerging context for Operations Strategy, Outsourcing  Strategies, Service Strategies, Global Strategies and Role of Operations Strategy, Strategies for managing small / medium and large scale projects, Enterprise Resource Planning (ERP), Case study approach

Text Books And Reference Books:

Supply Chain Management: Strategy, planning and operation. By Sunil Chopra and Peter Meindl. 3rd Edition, Prentice Hall.

Designing and managing the supply chain: concepts, strategies and case studies. By David Simchi-Levi, Philip Kaminsky and Edith Simchi-Levi. McGraw Hill.

Essential Guide to Operations Management: Concepts and Case Notes, David Bamford, Paul F

Operations Management for MBAs, Jack R. Meredith, Scott M. Shafer, 5th Edition

Operations Management: Theory and Practice. 2nd Edition. By B Mahadevan

Essential Reading / Recommended Reading

Harvard Business Review case studies, https://hbr.org/store/case-studies

Case Centre, https://www.thecasecentre.org/main

Evaluation Pattern

Continuous Internal Assessment 1 - 20 marks (CIA 1)

Mid-Term Exam - 50 marks (CIA 2)

Continuous Internal Assessment 3 - 20 marks (CIA 3)

End Semester Examination - 100 marks 

Evaluation Methods:

Organizational / Field study reports, Assessment of Class Participation in case studies and discussions, Any other appropriate method identified by the instructor that would ensure objective assessment of the student performance

MBAL341A - TRAINING AND DEVELOPMENT (2017 Batch)

Total Teaching Hours for Semester:60
No of Lecture Hours/Week:4
Max Marks:100
Credits:4

Course Objectives/Course Description

 

This course will enhance understanding of Training and Development practices. It offers a critical examination of a wide range of topics central to training and development, and their application to the field of education and corporate.  

Learning Outcome

To understand the history and basic concepts of training and development.

To develop a strong conceptual understanding of the principles which impact how people learn, and be able to apply these principles to work settings.

To understand the impact and use of technology on the field of training today.

To be able to use appropriate technology to research and develop an effective needs analysis.

Unit-1
Teaching Hours:5
Overview of Training and Development
 

Competencies of an effective Training and Development practitioner, Organization Development, Change Management, Strategies for change management, Knowledge Management strategies in Education, innovation in education. Institutional strengthening.

Unit-2
Teaching Hours:2
Training Need Analysis
 

Methods, Tools and Techniques, process of conducting need analysis, How to gather information.

Unit-3
Teaching Hours:8
Understanding Organizational Stakeholders for Training Design
 

Benefits of stakeholder analysis, Steps in Stakeholder Analysis - Identify Organizational Stakeholders such as Central and State Government (UGC, NCERT, NIEPA, IASE, DSERT, CTE,  NCTE, NAAC, AICTE) and other regulatory bodies, students, faculty members, alumni, corporate/industry, society. Understanding stakeholders perspective, Incorporating stakeholder perspective into design. 

Unit-4
Teaching Hours:15
Training & Development in Education Sector
 

Professional practice in education sector K-12, Higher Education, hands on real-time practical exposure.

Unit-5
Teaching Hours:15
Training & Development in Corporate Sector
 

Professional T&D practice in corporate sector, hands on real-time practical exposure.

Unit-6
Teaching Hours:7
Planning and Execution of Training & Development
 

Tactical and operational level planning, key performance indicators, Building Effective Work Teams: Innovative leadership, Organizational culture and institution transformation, collaborating with people and performance management, crisis management.

Unit-7
Teaching Hours:8
Training Operations - Administration, Facility and Infrastructure Management
 

Operational Process for Training and Development facility management in K-12, college, university and corporate set up, Key-issues, Best practice management, environment and waste management. PPP model, Infrastructure management and improvement, strategies for managing facility and infrastructure.

Text Books And Reference Books:

Training Needs Assessment: Methods, Tools, and Techniques, Volume 1  Jean Barbazette

Learning Needs Analysis Pocketbook, Paul Donovan

Essential Reading / Recommended Reading

Harvard Business Review case studies, https://hbr.org/store/case-studies

Case Centre, https://www.thecasecentre.org/main

Evaluation Pattern

Continuous Internal Assessment 1 - 20 marks (CIA 1)

Mid-Term Exam - 50 marks (CIA 2)

Continuous Internal Assessment 3 - 20 marks (CIA 3)

End Semester Examination - 100 marks 

Evaluation Methods: Organizational / Field study reports, Assessment of Class Participation in case studies and discussions, Any other appropriate method identified by the instructor that would ensure objective assessment of the student performance

MBAL341B - HEALTHCARE ANALYTICS (2017 Batch)

Total Teaching Hours for Semester:60
No of Lecture Hours/Week:4
Max Marks:100
Credits:4

Course Objectives/Course Description

 

This subject enables systematic understanding of Healthcare Analytics landscape, technology, use cases, expected business and service outcomes.

Learning Outcome

  • Ability to use Healthcare Analytical tools in formulating, implementing and evaluating strategic decisions.
  • Describe the changing context of healthcare services, including the trend value based healthcare systems and the role of data in promoting improved outcomes
  • Import data from electronic health record (EHR) systems into data warehousing system and use analytics tools.
  • Design an analytic strategy to frame a potential issue and solution relevant to the health improvement of patient populations

Unit-1
Teaching Hours:6
Competing on Healthcare Analytics:
 

Introduction to Healthcare Analytics, How analytics is used in Healthcare value chain - Hospitals, Pharmaceutical companies, clinical trials, Healthcare outsourcing, telemedicine, medical tourism, Health Insurance, Electronic Health Records and medical equipment OEMs, IoT in Healthcare.

Unit-2
Teaching Hours:4
Business Intelligence and Data Driven Decision Making
 

Case studies, best practice management.

Unit-3
Teaching Hours:10
Applied Statistics for Healthcare Analytics
 

Health statistics primer - set of sessions to include aspects covering Data Analytics Tools and Techniques - Statistical Methods

Unit-4
Teaching Hours:8
Data-driven approach to Healthcare Innovation
 

Analytics in achieving service excellence across Healthcare value chain  Hospitals, Pharma, Devices, Insurance, Bio-technology. Case study approach.

Unit-5
Teaching Hours:8
Healthcare Systems and Data Structures & Standards
 

Introduction to Healthcare systems, Technology: AI, ML, NLP, Computer Vision, EMR, HIS, PHR, PACS, ICD10, CPT, LOINC, HIMSS, HIPAA, HL7

Unit-6
Teaching Hours:8
Data Mining for Healthcare Analytics
 

Forecasting techniques using trends analysis and linear regression; geographic-based service assessments; quality control in healthcare systems; tools for identifying quality problems.

Unit-7
Teaching Hours:8
Analytics and Decision Support in Healthcare Operations
 

Data Exploration and Visualization

Unit-8
Teaching Hours:8
Healthcare Databases
 

Health Analytics India - http://www.healthanalyticsindia.com/,  

Data.gov.in - https://data.gov.in/catalogs#path=ministry_department/department-health-and-family-welfare

US Government Data - https://www.data.gov/

NHIS Dataset 

Text Books And Reference Books:

Healthcare Analytics: From Data to Knowledge to Healthcare Improvement, Hui Yang, Eva K. Lee

Healthcare Data Analytics, edited by Chandan K. Reddy, Charu C. Aggarwal

Essential Reading / Recommended Reading

Harvard Business Review case studies, https://hbr.org/store/case-studies

Case Centre, https://www.thecasecentre.org/main

Evaluation Pattern

Continuous Internal Assessment 1 - 20 marks (CIA 1)

Mid-Term Exam - 50 marks (CIA 2)

Continuous Internal Assessment 3 - 20 marks (CIA 3)

End Semester Examination - 100 marks 

Evaluation Methods: Organizational / Field study reports, Assessment of Class Participation in case studies and discussions, Any other appropriate method identified by the instructor that would ensure objective assessment of the student performance

MBAL341C - SUSTAINABILITY AND STAKEHOLDER ENGAGEMENT STRATEGY (2017 Batch)

Total Teaching Hours for Semester:60
No of Lecture Hours/Week:4
Max Marks:100
Credits:4

Course Objectives/Course Description

 

This course is designed to familiarize students with Sustainability and Stakeholder Engagement practices.

Learning Outcome

Understand the process of Sustainability and Stakeholder Management

Explain and identify key factors necessitating corporate involvement in social development

Will be able to classify and compare different approaches to CSR

Describe and evaluate global efforts in social and economic development through corporate commitment and involvement

Achieving excellence in Stakeholder Management 

Unit-1
Teaching Hours:5
Setting the Agenda for Corporate Sustainability
 

Business Growth and Sustainability Issues - People, Climate and Natural Resources. Questions of Sustainability Global Poverty and Inequality, The Environmental Impacts of Global Economic Growth Resource Depletion.

Global Action to Fix Problems:

Millennium Development Goals (MDGs)

Sustainable Development Goals (SDGs) 

UN Global Compact – 10 Principles of Global Compact

Corporate Citizenship and Governance Initiatives
CSR and Triple Bottom line in business: an international endeavor.

Investing in local communities to solve global challenges using local solutions. Moving toward a sustainable, responsible and inclusive business.

Business Process reengineering for Sustainability

Sustainability Auditing and Assurance

World Council for Economic Development

Unit-2
Teaching Hours:5
Corporate Sustainability Management - A Context Based Approach
 

Foundations of Sustainability management, The double-loop CSM cycle - a. Launch/Orient CSM Function b. Identify Stakeholders c. Set Standards of Performance d. Measure/Assess Performance e. Plan Strategies & Interventions f. Implement Strategies & Interventions.

Unit-3
Teaching Hours:12
Sustainability and Stakeholder Engagement for Competitive Advantage
 

Stakeholder concept, The stakeholder model, Organizational wealth, Stakeholder relations and Organizational wealth, strategies for  assessing and managing stakeholders, strategic and stakeholder centric models, comparison of strategic stakeholder models. Sustainability in the context of Strategic Management, Turning sustainability to advantage.

Managing Sustainability for Competitive Advantage, GRI Standards, GRI Reporting Principles and Standard Disclosures, Linking Sustainability to Corporate Strategy, Managing sustainability for competitive advantage, Integrating Sustainability within organization – integrating into business strategies, brand and core business. Corporate sustainability barometer.

Unit-4
Teaching Hours:8
Implementing Stakeholder Engagement Strategies
 

Stakeholder Engagement Process - AA 1000, Putting stakeholder management into practice, Stakeholder management issues, Engagement with external and internal stakeholders — employees, future employees, supply chain, customers, community at large, NGOs and pressure groups, regulators and suppliers of equity and debt capital; constitutes key to inclusive growth of the organization.

Stakeholder management tools and techniques, Levels - Manipulation and therapy, informing, explaining, placation, consulting, negotiation, involvement, partnerships, delegated power, stakeholder controls. Best practices in Sustainability Report: Stakeholder Engagement.

Unit-5
Teaching Hours:4
Sustainability and HRM
 

Introducing Sustainability into HRM, Critical success factors for implementation of sustainable business practices from a people perspective, Development of key HR capabilities to drive sustainability and create sustainable HR systems and processes, Human Resource’s contribution to sustainable enterprises, Best HR practices of Sustainable Organizational Growth, Developing Human Capital to support sustainability strategy.

Unit-6
Teaching Hours:6
Organizational Change for Corporate Sustainability
 

Reengineering cultures for achieving true sustainability, Involving stakeholders in Change, The Drivers of Organizational Change – Dynamic environment, Globalization, Evolving forms of regulation, New technologies and business models. Managing the persistent past, the dominant current reality, Redesigning the corporation, Stakeholder Communication Strategy.

Unit-7
Teaching Hours:7
Pathways to Sustainability
 

The incremental path to sustainability, Applying the phase model to incremental change.

Steps involved in incremental change, Change agent roles and the phase model Phase models of Sustainability – Rejection and Non-responsiveness in the Pre-Compliance phase; Compliance phase, Efficiency phase (beyond Compliance), Proactive value-driven Strategy, The sustaining corporation phase. Change agent roles and the phase model, Major issues in the movement between phases.

Applying the sustainability phase model to sustainable value chain.

Phase model vs Transformational change, steps towards transformational change.

Sustainable supply chain, sustainable marketing practices.

Unit-8
Teaching Hours:4
Sustainability Integration for Effective Project Management
 

Project Management through Sustainability lens, integrating project strategy for Sustainable Development.  

Unit-9
Teaching Hours:6
Measuring Sustainability : Balanced Scorecard
 

Linking Sustainability to Corporate Strategy using the Balanced Scorecard approach, Balanced scorecard approach for measuring sustainability performance, process and steps of Formulating a Sustainability Balanced Scorecard

International best practices in implementing Balanced scorecard to measure Key Performance Indicators, How to design Sustainability Balanced Scorecard.

The Sustainability Quotient S=A/N

Economic performance indicators: company turnover, Financial Compliance, profit, quantity of products sold, etc.

Social performance indicators: labor practices, human rights, and broader issues affecting consumers, community, and other stakeholders in society.

Environmental performance indicators (KePI): greenhouse gas emissions, water consumption, waste output, etc. Sustainability Audit.

Unit-10
Teaching Hours:3
Implementation of Sustainability Strategies
 

Corporate Sustainability Management (CSM) strategies and interventions to help close Gaps or deficiencies in performance revealed through measurement, Design Thinking for Corporate Sustainability.

Text Books And Reference Books:

Asongu, J. (2007). Strategy and Society: The Link Between Competitive Advantage and Corporate Social Responsibility that The Real Importance of CSR is in the “shared value". USA: Greenview Publishing Company. Asongu,     J.J.(2007).

Strategic Corporate Social  Responsibility in Practice Atlanta,GA: Greenview Publishing Company.

Porter, M., & Kramer, M. (2006). Strategy and Society: The Link Between Competitive Advantage and Corporate Social Responsibility. Harvard Business Review

Research Handbook on Corporate Social Responsibility in Context edited by Anders Örtenblad

Achieving Excellence in Stakeholder Management, Joachim Schrioth and Margit Huber, Springer

Stakeholder Management, David M. Wasieleski and James Weber, Emerald Publishing

Organizational Change for Corporate Sustainability, Suzanne Benn, Dexter Dunsphy and Andrew Griffiths 

Corporate Sustainability Management: The Art and Science of Managing Mark W. McElroy, Jo van Engelen

Sustainable Human Resource Management: A conceptual and exploratory analysis, By Ina Ehnert

Sustainable Human Resource Management in theory and practice,  Barbara Mazur

Sustainable Integration for Effective Project Management, Silvius Gilbert,

Social Progress Index https://www.socialprogressindex.com/

Essential Reading / Recommended Reading

Harvard Business Review case studies, https://hbr.org/store/case-studies

Case Centre, https://www.thecasecentre.org/main

Evaluation Pattern

Continuous Internal Assessment 1 - 20 marks (CIA 1)

Mid-Term Exam - 50 marks (CIA 2)

Continuous Internal Assessment 3 - 20 marks (CIA 3)

End Semester Examination - 100 marks 

Evaluation Methods:

Organizational / Field study reports, Assessment of Class Participation in case studies and discussions, Any other appropriate method identified by the instructor that would ensure objective assessment of the student performance

MBAL341D - ENTREPRENEURIAL VENTURE PLANNING AND COMMUNICATION STRATEGY (2017 Batch)

Total Teaching Hours for Semester:60
No of Lecture Hours/Week:4
Max Marks:100
Credits:4

Course Objectives/Course Description

 

The objective of the course is to gain an understanding of new venture creation process.

Learning Outcome

  • Understand and apply the processes involved in setting up new ventures. \

  • The course accomplishes its goal by teaching students how to develop their implementation plan. Our primary goal is to help you create a successful venture or to become part of an entrepreneurial team.

  • Messaging from investors to consumers is an important aspect of a startup. The course helps students enhance the ability to connect with stakeholders.  crucial survival strategy.

  • Communication Plan for start-ups

Unit-1
Teaching Hours:4
Lean Startup Paradigm
 

Entrepreneurship Research - assessing entrepreneurial quotient, Steps to develop startup’s corporate culture, Organizational Development in startups. Business Plan and Execution, Review Business Plan. Venture Experience in Terms of Actual Viability of New Venture.

Unit-2
Teaching Hours:6
New venture Analysis and Business Design
 

Concept Planning, Feasibility Analysis, Planning the launch of venture, Designing the business, SWOT, PESTEL, Formulating strategy, Industry and market analysis,  Porter’s five forces, potential strategies to position venture successfully Opportunity creation and recognition, Feasibility Analysis, Risk analysis, Lean start-up strategy, strategies for achieving/sustaining competitive advantage, Tools for identifying resource requirements and building capabilities, Designing the business model for competitive advantage, strategic  partnerships, Resource building.

Unit-3
Teaching Hours:8
The startups identity: Winning Startup Communication Strategy
 

Elevator Pitches for make-it-or-break-it meetings, Reviewing sample elevator pitches of  successful startups, Practical exercise on How to write an effective elevator pitch?  Practical hands-on approach. 

Professional persona pitch: Building your professional persona, Creating a unique and authentic elevator pitch. Perfecting pitch.  How write an official resume for business plan and other communication materials. The resume snapshot should briefly describe the venture, then highlight elements of the entrepreneur's background that support the venture and enhance his/her credibility.

VMOSA process, Mission Statement: In 1-3 sentences, explain core purpose for starting this business. How to use specific, powerful words to define the mission. 

Vision Statement: In 1-3 sentences, express start-ups long-term goal (5-years or more). The vision should be S.M.A.R.T. (specific, measurable, achievable/aspirational, relevant, and time-bound) and inspire stakeholders, from investors to employees.

Unit-4
Teaching Hours:12
Stakeholders Communication Analysis and Planning
 

Brand Messaging for Early-stage Startups, Developing initial brand strategy, case studies of successful and failed startups.

Customer segments, competitors, and community stakeholders might shape communication strategy. Findings must be based on research, with no generalizations or stereotypes.

Target Customer Research: Analysing target customers, how do target customers  communicate? What media target customers primarily consume?. Who influences target customers? How they communicate (i.e., the language they prefer in writing or speaking). Rationale for selecting target segment(s). How tell a story that resonates with your target audience.

Employer Brand Management: attract the right employees, interns

Competing Brands Analysis: Identifying top five competitors, direct or indirect, and conducting in-depth analysis. Evaluating competitors branding communication, What media and messages they use.

Influencers  Community: Analyze one each of the following three external stakeholder categories. • Influencer: Who influences your client's customers, and what media and messages do they use? + Positioning Statement, Public Relations Narrative: startup storytelling strategies.

Unit-5
Teaching Hours:5
Social Media Communication Strategy
 

How startups can leverage the power of social media, How to build a social media plan, How to enhance the ability to connect with stakeholders,  Online tools - Adobe Marketing Cloud for Creativity and Design strategy. Hands on approach.

Unit-6
Teaching Hours:5
Startup Branding Collaterals
 

Startup branding, preparing start-up collaterals - hands on approach.

Unit-7
Teaching Hours:8
Operational Planning and Execution
 

Identifying and addressing operational challenges and operational needs of the new venture, planning the launch of the venture, scaling a start-up, analytical frameworks for understanding competitive/market dynamics. Capacity Building, Review alternative operations strategies for various objectives, Tools to sensitivity analysis, cash conversion analysis, strategic  partnerships,  identify/evaluate opportunities and acquire/manage resources, Tools to analyze business context and risks.

Unit-8
Teaching Hours:6
Building and Managing Human Capital
 

Building New Venture Team, Personality Traits, How do you negotiate equity splits and other team formation dilemmas,  Structuring the Venture, HR best practices for start-ups, How do you effectively hire and manage employees,  Organizational Chart, roadmaps and milestones, Conflict management in new ventures, assessing entrepreneurial traits of top management.

Unit-9
Teaching Hours:6
Organizational Development for Startups
 

Organizational structure for startups, Building organizational culture, Leadership

Text Books And Reference Books:

Employer Brand Management: Practical Lessons, Richard Mosley

Entrepreneurial New Venture Skills By Robert N. Lussier, Joel Corman, David Kimball

Start-Up: A Practice Based Guide For New Venture Creation, Inge Hill

Essential Reading / Recommended Reading

Case Centre, https://www.thecasecentre.org/main/

Harvard Business Review case studies, https://hbr.org/store/case-studies

Evaluation Pattern

Continuous Internal Assessement 1 - 20 marks (CIA 1)

Mid-Term Exam - 50 marks (CIA 2)

Continuous Internal Assessement 3 - 20 marks (CIA 3)

End Semester Examination - 100 marks

Evaluation Methods: Organizational / Field study reports, Assessment of Class Participation in case studies and discussions, Any other appropriate method identified by the instructor that would ensure objective assessment of the student performance

 

MBAL342A - CURRICULUM PLANNING, DESIGN AND IMPLEMENTATION (2017 Batch)

Total Teaching Hours for Semester:60
No of Lecture Hours/Week:4
Max Marks:100
Credits:4

Course Objectives/Course Description

 

This course is designed to assist students in developing those skills essential for curriculum planning, design and implementation.

Learning Outcome

Assess the curriculum and professional development needs of an instructional program.

Identify functions and implications of various curriculum designs.

Unit-1
Teaching Hours:5
Introduction
 

Curriculum – meaning - - principles of curriculum designing - curriculum as an instrument of national development. Factors influencing curriculum construction such as national political, economic, cultural, social and intellectual aspects – systems approach to curriculum construction – curriculum as an output in the system.

Unit-2
Teaching Hours:10
Programmed Learning
 

Meaning, Characteristics and Principles of Programmed Instruction, Development of programme material- Phases- Types of Programmed Learning - Linear- Branching - Computer Assisted Instruction - Technologies - Modes- Computer Managed Instruction– Advantages- Disadvantages-Application of Programmed Learning in school instruction.

Unit-3
Teaching Hours:12
Instructional Design
 

Concept of Instructional Design - Phases of Instructional Design – ADDIE Model- Models of Instructional Design- Dick and Carey Design Model- Hannifen Peck Design Model- Knirk and Gustafson Design Model - Jerold Kemp Design Model - Gerlach-Ely Design Model. curriculum implementation strategies at K-12, higher education level – traditional and non-traditional strategies – group and individual methods of instruction – lecture, demonstrations, seminars, symposia, workshops, brainstorming, case analysis and team  teaching – components effective curriculum transaction

Unit-4
Teaching Hours:5
Inter linked Curriculum and Resource Management
 

Instructional materials interlinked across syllabus key learning areas, library and electronic devices, audio-visual devices, the chalkboard, overhead projector, liquid crystal display projector, laboratory and field experience – using internet and computers for effective curriculum teaching.

Unit-5
Teaching Hours:12
Curriculum Evaluation and slow learner factoring
 

Meaning of evaluation – objectives and methods of evaluation-measurement and evaluation in education-formative and summative evaluation tools of evaluation such as achievement test-psychological scales such as attitude scales, interest inventories, personality test-curriculum revision-need and principles to be adopted – curriculum designing and redesigning as continuous process.

Unit-6
Teaching Hours:5
Current Trends in Curriculum Change and Innovation
 

Best practices from around the world

Unit-7
Teaching Hours:11
Practicum
 

Designing and developing curriculum for K-12, UG and Higher Education. Exposure to Board of Studies documentation.

Text Books And Reference Books:

Curriculum Development: A Guide to Practice (8th Edition) Jon W. Wiles, Joseph C.

Curriculum Development: A Guide to Practice, John Whiles

Essential Reading / Recommended Reading

NCERT, NACC, etc

Evaluation Pattern

Continuous Internal Assessment 1 - 20 marks (CIA 1)

Mid-Term Exam - 50 marks (CIA 2)

Continuous Internal Assessment 3 - 20 marks (CIA 3)

End Semester Examination - 100 marks

Evaluation Methods: Organizational / Field study reports, Assessment of Class Participation in case studies and discussions, Any other appropriate method identified by the instructor that would ensure objective assessment of the student performance

MBAL342B - PHARMA AND HEALTHCARE QUALITY MANAGEMENT (2017 Batch)

Total Teaching Hours for Semester:60
No of Lecture Hours/Week:4
Max Marks:100
Credits:4

Course Objectives/Course Description

 

This course is designed to understand operational aspects in Healthcare sector.

Learning Outcome

Apply appropriate operational techniques in healthcare sector.

Unit-1
Teaching Hours:6
Introduction to Healthcare Industry
 

Introduction to Healthcare Industry, components of Healthcare value chain and value chain analysis of Healthcare market players - Hospitals, Pharmaceutical companies, clinical trials, Healthcare Consulting and outsourcing, Telemedicine, Medical tourism, Health Insurance, Pharmaceuticals and Life science, Electronic Health Records Medical Equipment OEMs, IoT in Healthcare. Health Support Services, Managed care – Geriatric, Healthcare Analytics and Healthcare Entrepreneurship.

Unit-2
Teaching Hours:15
Clinical Operations in Hospitals
 

Managing end-to-end clinical operations, Patient flow and capacity management, Delivering agile and patient-centered care, Optimizing patient care services across various clinical specialties, Outpatient Department (OPD), Nursing unit administration, Emergency Department, Operating rooms, Ward administration and management, Clinical Records lifecycle management (Electronic and Non-electronic records), Coordination with functional departments, Clinical Operations excellence, Scrum and Agile implementation in Healthcare and Best practice management in healthcare delivery system.

Unit-3
Teaching Hours:15
Non-Clinical and Support Services in Hospitals
 

Planning and managing operations of end-to-end non-clinical and support services processes in a hospital. Layout planning, Productivity measures, value addition, capacity utilization, Housekeeping – Linen and Laundry – Food Services – Central Sterile Supply Department (CSSD), Maintenance, Bio-medical waste management, Non-clinical records lifecycle management ( electronic and non-electronic records), Medical insurance and Patient Billing, Relationship management with insurance companies, MIS reporting. Non-clinical operations excellence using Scrum.

Unit-4
Teaching Hours:4
Competing on Value-based Healthcare Delivery
 

Principles of value-based Competition, Process Analysis and Design of value-based Healthcare Delivery (Michael Porter), Effective process management, Capacity and Demand Management, scheduling Staff, Patients, and processes. Best practices in Healthcare Delivery models, Health Care system redesign, Healthcare Delivery Innovation. Vertical and Horizontal integration strategies in Healthcare delivery. 

Unit-5
Teaching Hours:5
Human Capital Management for Healthcare
 

Human Capital Planning, Healthcare Recruitment practices, Training - Clinical skills and Managerial skills, Ethical Training, Performance Appraisal Techniques in Healthcare. Building Effective Work Teams – Innovative leadership, Organizational culture, institutional transformation and change management.

Unit-6
Teaching Hours:7
Diagnostic, Clinical Pathology and Hospital Pharmacy Operations
 

Planning and managing operations of end-to-end operations, Records lifecycle management, MIS reporting. Best practice management in achieving operational excellence. Blood bank services.

Planning, organizing, and controlling the flow of materials from their initial purchase internal operations to the service point through distribution. Hospital Pharmacy Licenses, Drug Licenses, Pharmacy Billing, Legal Metrology.

Unit-7
Teaching Hours:2
Sustainability in Healthcare Operations
 

Strategic steps to sustainability, sustainable design for Healthcare

Unit-8
Teaching Hours:6
Disaster Management and Operational Excellence
 

Disaster management - SOP, risk assessment, planning and implementation case study approach. Operational Excellence strategy, Tools for achieving Operational Excellence - Lean six sigma, Performance Measurement frameworks, Implementing Balanced scorecard in Hospitals.

Text Books And Reference Books:

 Healthcare Operations Management, Second Edition, Daniel B. McLaughlin

The Strategic Management of Health Care Organizations 7th Edition, by Peter M. Ginter

The Scrum Culture: Introducing Agile Methods in Organizations, Dominik Maximini       

Improving Healthcare Operations: The Application of Lean, Agile Sharon J Williams  

Operations Management in Healthcare Strategy and Practice, Corinne Karuppan PhD, CPIM      

Redefining Health Care: Creating Value-based Competition on Results, Michael E. Porter

Essential Reading / Recommended Reading

Harvard Business Review case studies, https://hbr.org/store/case-studies

Case Centre, https://www.thecasecentre.org/main

Evaluation Pattern

Continuous Internal Assessment 1 - 20 marks (CIA 1)

Mid-Term Exam - 50 marks (CIA 2)

Continuous Internal Assessment 3 - 20 marks (CIA 3)

End Semester Examination - 100 marks 

Evaluation Methods: Organizational / Field study reports, Assessment of Class Participation in case studies and discussions, Any other appropriate method identified by the instructor that would ensure objective assessment of the student performance

MBAL342C - CORPORATE SOCIAL RESPONSIBILITY DESIGN AND IMPLEMENTATION STRATEGY (2017 Batch)

Total Teaching Hours for Semester:60
No of Lecture Hours/Week:4
Max Marks:100
Credits:4

Course Objectives/Course Description

 

This course is designed to familiarize students with the process of CSR strategy and execution.

Learning Outcome

Explain and identify key factors affecting/ determining CSR in India

Will be able to classify and compare different models of CSR

Evaluate strategic  efforts in social and economic development through corporate commitment and involvement 

Unit-1
Teaching Hours:3
CSR for Sustainable Business Model
 

The strategic importance of CSR in creating Sustainable Organizations, Environmental and other forces propelling CSR. 

Unit-2
Teaching Hours:5
Strategic Thinking and CSR:
 

Embedding CSR into Corporate Strategy, Action-based approach for linking CSR with strategy, Business-level CSR, CSR vision, mission, strategy, and tactics, Responsive CSR agendas Vs Strategic CSR agendas, CSR driven innovation, Integration of CSR into Strategic Decision Making process, Impact of value and culture on CSR, Integration of CSR into Investment Decisions, CSR Integration : System driven vs value driven, Managing the CSR process – road to competitive advantage.

Unit-3
Teaching Hours:4
The New Competitive Advantage : Creating Shared Value
 

Introduction to Porter’s and Kramer’s Creating Shared value (CSV) business model, Levels of Shared Value, Case studies on CSV, Corporate Values, How shared value creates Competitive Advantage,  "CSR and Creating Shared Value, CSV vs CSR, Supply chains Vs Value Chains, CSR in value chains,  Sustainable Value Chain Management.

Unit-4
Teaching Hours:6
CSR Strategy Design and Implementation
 

How to develop an effective CSR strategy, Steps - Identifying stakeholder issues, Establishing vision and working definition, Auditing current CSR practices, Benchmarking best practices, Raising CSR awareness within organization, Crafting CSR design strategy. Corporate Foundations – Policy formulation, CSR Models - Project and Programme Mode, Structure, Scale and outcome of CSR activities.

Unit-5
Teaching Hours:12
Government as a regulator of CSR : Regulatory Framework in Indian Context
 

Role of Government and Regulatory /Implementation Agencies, Formation of CSR Committee, Responsibilities of CSR Committee, Mandatory Reporting by the Board, Responsibilities of the Board, The CSR Activities – Eligible and restricted, Penalties for non-compliance,  Environmental and supply chain compliance.

CSR Provisions under Companies Act, 2013, Companies (Corporate Social Responsibility Policy) Rules, 2014. Implementing the CSR Law, Challenges and Opportunities. Corporate Sustainability Management, Corporate Sustainability Management (GRI and CSR Audit), Reporting Framework. CSR Audit, Accounting & Taxation, Social Impact Assessment, CSR Audit, CSR Compliance & Reporting standards

Unit-6
Teaching Hours:6
CSR from Marketing Perspective
 

Marketing Brand Lead CSR Strategy, CSR as risk management, Sustainable Design Thinking, Responsible supply chain management, Sustainable Green supply chain management, Managing sustainable operations, Marketing and Sustainability, Sustainability Branding and Communication, Green Marketing. CSR Branding strategy.

Unit-7
Teaching Hours:4
Leadership and CSR
 

Responsible Leadership, Search committee criteria for top management, Conflict Management between Corporate and business units about CSR strategy, Communication flow between headquarters and regional offices when it comes to CSR, Leadership role in CSR and Sustainability, Sustainable HRM practices, CSR and Organizational Commitment, Organizational Citizenship Behavior and CSR

Unit-8
Teaching Hours:6
Managing CSR Performance
 

Managing CSR Performance, CSR Performance Targets and CSR Measurements, CSR KPIs, CSR Decision process in fortune 500 corporations. CSR Monitoring and Evaluation.

Unit-9
Teaching Hours:14
Design and Implementation of CSR in Corporations
 

Case study approach – Indian and Multinational corporations

Text Books And Reference Books:

Gupta (2015).Corporate Governance and Social Responsibility, Scholar Tech Press, 2015

Chatterji, Madhumita (2011). Corporate Social Responsibility, Oxford University Press

Agarwal, S.K.Corporate Social Responsibility in India, Sanjay K Agarwal

Bajpai, G.N. (2001).Corporate Social Responsibility in India and Europe: Cross Cultural Perspective. Chakrabarty,  B.  (2011).  Corporate  Social  Responsibility  in  India.  New  Delhi: Routledge.

Jain, A. (2013). Corporate Social Responsibility Practices in India. New Delhi: Times Foundation, The Times of India Group

Corporate Strategy in the Age of Responsibility, By Peter McManners

Mitra, M. (2009). It's Only Business!: India's Corporate Social Responsiveness in a Globalized World . USA: Oxford University Press.

Panda, S. K. (2009). Corporate Social Responsibility In India-Past, Present and Future. Delhi: ICFAI University Press.

Gupta (2015).Corporate Governance and Social Responsibility, Scholar Tech Press, 2015
Chatterji, Madhumita (2011). Corporate Social Responsibility, Oxford University Press

Agarwal, S.K.Corporate Social Responsibility in India, Sanjay K Agarwal

Essential Reading / Recommended Reading

Corporate Sustainability, Social Responsibility and Environmental Management ...

By Mark Anthony Camilleri

Chakrabarty,  B.  (2011).  Corporate  Social  Responsibility  in  India.  New  Delhi: Routledge

Jain, A. (2013). Corporate Social Responsibility Practices in India. New Delhi: Times Foundation, The Times of India Grou

Corporate Strategy in the Age of Responsibility, By Peter McManners

Why Every Company Needs a CSR Strategy and How to Build It Kash Rangan Lisa A. Chase Sohel Karim

Evaluation Pattern

Continuous Internal Assessment 1 - 20 marks (CIA 1)

Mid-Term Exam - 50 marks (CIA 2)

Continuous Internal Assessment 3 - 20 marks (CIA 3)

End Semester Examination - 100 marks 

Evaluation Methods:

Organizational / Field study reports, Assessment of Class Participation in case studies and discussions, Any other appropriate method identified by the instructor that would ensure objective assessment of the student performance

 

 

MBAL342D - LEGAL AND REGULATORY AFFAIRS IN STARTUPS (2017 Batch)

Total Teaching Hours for Semester:60
No of Lecture Hours/Week:4
Max Marks:100
Credits:4

Course Objectives/Course Description

 

The objective of the course is to gain an understanding of  legal and regulatory affairs in setting up new ventures

Learning Outcome

  • Understand and apply legal and regulatory processes involved in setting up new ventures.

  • The course accomplishes its goal by teaching students how to develop their legal strategy implementation plan. Our primary goal is to help you create a successful venture or to become part of an entrepreneurial team.

Unit-1
Teaching Hours:10
Structuring a Business:
 

Choosing a business type- Sole proprietorship as a business structure, Family business - Taxation issues, Partition and family settlement, Structuring a partnership / LLP - Partnership Deed, LLP Agreement, registration requirement and procedure and various rules under Partnership Act and LLP Act.

Structuring a company - Formation and incorporation, Drafting MOA and AOA, private company, one person company: Reservation of Name, Director Identification Number and Digital Signature, Forms to be submitted to Registrar of companies for incorporation, Memorandum and Articles of Association, Types of Share Capital, Annual and periodic compliances.

MSMED Act: Advantages of registration, Registration process, money recovery procedures for startups, effective payment-related , dispute resolution mechanisms, Sample disclosure to be made under MSMED Act.

Process, checklists and flowcharts for incorporation of partnership, company and LLP

Non-profit businesses and hybrid models: Procedure and key issues for incorporation of a trust / society / non-profit company, Tax benefits for a non-profit, Hybrid structure.

Unit-2
Teaching Hours:8
Taxation, Import-Export and GST
 

Corporate taxation - Corporate income tax, taxation of software product and SAAS companies, tax on issue of capital (e.g. equity, bonus shares and convertible instruments) to different entities, transfer pricing, TDS.

Procedure for getting IMPEX code. Filing paper work.

Goods and Service Tax (GST) - Determining GST, GST Framework – Dual GST, State GST, Central GST, Integrated GST, Compliance requirements and filing of returns, Tax strategy, regulatory proceedings and litigation.

Unit-3
Teaching Hours:4
Corporate Governance
 

Introduction to corporate governance, Models of corporate governance: Indian and international practices, Corporate governance related compliances, Corporate Social Responsibility.

Unit-4
Teaching Hours:6
Raising investment ? Angel rounds, VC & PE deals
 

Steps in an investment transaction – negotiation, drafting and legal strategy, due diligence process, understanding non-disclosure agreements (NDAs), capitalization table and term sheets, Private placement process, Transfer of shares, Dealing with multiple investors, Shareholders Agreements, Exit issues in investment transactions.

Unit-5
Teaching Hours:5
Foreign direct investment and Regulatory Affairs
 

FDI restrictions on foreign investors, FDI in different business structures Companies, Trust, LLP, sectoral regulations – FDI in e-commerce, Entry-related issues – approval route, conditionalities and sectoral regulations.

Unit-6
Teaching Hours:4
Employee Management Labour Law and Business Licenses
 

Employment agreement, Labour law compliances, Structuring ESOP& ESPS, Non-compete agreements, non-disclosure agreements with employees, Temping Laws.

Unit-7
Teaching Hours:4
Arbitration and Dispute Resolution
 

Dispute resolution, negotiation, Arbitration clauses in contracts

Unit-8
Teaching Hours:4
Information Technology and Law
 

Legal structure governing the Internet, electronic contracts and digital signatures, Data protection under Indian law, Offences under Information Technology Act, Payment gateways and legal documentation, Cloud computing agreements and End-User License Agreements (EULA), privacy issues on the Internet.

Unit-9
Teaching Hours:8
Intellectual Property Rights and IP Monetization
 

Copyright: Copyright Act, Rights available to copyright owner, Originality and Idea-Expression dichotomy, infringement of copyright, Exceptions to infringement (including fair use), Copyright protection on internet, software piracy.

Patents: Patent Act, components of a patent application, international patent registrations, rights available to patent holders, requirements of novelty, inventive step and industrial application, product and process patents, assignment and revocation, Patenting of biotechnology inventions and pharmaceutical products.

Trademark Act: Registration of trademark, steps for international registration of trademark, rights available to trademark owner, Goodwill, different types of marks such as service marks

Monetization of intellectual property – Licensing and franchising agreements

Trade secret law, employment contracts and protection of software, draft end-user license agreements (EULAs

Unit-10
Teaching Hours:7
Start-up India Notifications
 

Notifications issued by the government from time-to-time. List of Central and State Government clearances, start-up kit - https://www.startupindia.gov.in

Text Books And Reference Books:

https://www.startupindia.gov.in/notification.php                                                            

 Information Technology Act                                                                                                            

 Company Law, 2013 Relevant Acts

Essential Reading / Recommended Reading

Bare Acts

Evaluation Pattern

Continuous Internal Assessement 1 - 20 marks (CIA 1)

Mid-Term Exam - 50 marks (CIA 2)

Continuous Internal Assessement 3 - 20 marks (CIA 3)

End Semester Examination - 100 marks

Evaluation Methods: Organizational / Field study reports, Assessment of Class Participation in case studies and discussions, Any other appropriate method identified by the instructor that would ensure objective assessment of the student performance

MBAL343B - OPERATIONS MANAGEMENT IN HEALTHCARE (2017 Batch)

Total Teaching Hours for Semester:60
No of Lecture Hours/Week:4
Max Marks:60
Credits:4

Course Objectives/Course Description

 

This course is designed to understand operational aspects in Healthcare sector.

Learning Outcome

Apply appropriate operational techniques in healthcare sector.

Unit-1
Teaching Hours:6
Introduction to Healthcare Industry
 

Introduction to Healthcare Industry, components of Healthcare value chain and value chain analysis of Healthcare market players - Hospitals, Pharmaceutical companies, clinical trials, Healthcare Consulting and outsourcing, Telemedicine, Medical tourism, Health Insurance, Pharmaceuticals and Life science, Electronic Health Records Medical Equipment OEMs, IoT in Healthcare. Health Support Services, Managed care – Geriatric, Healthcare Analytics and Healthcare Entrepreneurship.  

Unit-2
Teaching Hours:15
Clinical Operations in Hospitals
 

Managing end-to-end clinical operations, Patient flow and capacity management, Delivering agile and patient-centered care, Optimizing patient care services across various clinical specialties, Outpatient Department (OPD), Nursing unit administration, Emergency Department, Operating rooms, Ward administration and management, Clinical Records lifecycle management (Electronic and Non-electronic records), Coordination with functional departments, Clinical Operations excellence, Scrum and Agile implementation in Healthcare and Best practice management in healthcare delivery system.

Unit-3
Teaching Hours:15
Non-Clinical and Support Services in Hospitals
 

Planning and managing operations of end-to-end non-clinical and support services processes in a hospital. Layout planning, Productivity measures, value addition, capacity utilization, Housekeeping – Linen and Laundry – Food Services – Central Sterile Supply Department (CSSD), Maintenance, Bio-medical waste management, Non-clinical records lifecycle management ( electronic and non-electronic records), Medical insurance and Patient Billing, Relationship management with insurance companies, MIS reporting. Non-clinical operations excellence using Scrum.

Unit-4
Teaching Hours:4
Competing on Value-based Healthcare Delivery
 

Principles of value-based Competition, Process Analysis and Design of value-based Healthcare Delivery (Michael Porter), Effective process management, Capacity and Demand Management, scheduling Staff, Patients, and processes. Best practices in Healthcare Delivery models, Health Care system redesign, Healthcare Delivery Innovation. Vertical and Horizontal integration strategies in Healthcare delivery.

Unit-5
Teaching Hours:5
Human Capital Management for Healthcare
 

Human Capital Planning, Healthcare Recruitment practices, Training - Clinical skills and Managerial skills, Ethical Training, Performance Appraisal Techniques in Healthcare. Building Effective Work Teams – Innovative leadership, Organizational culture, institutional transformation and change management.

Unit-6
Teaching Hours:7
Diagnostic, Clinical Pathology and Hospital Pharmacy Operations
 

Planning and managing operations of end-to-end operations, Records lifecycle management, MIS reporting. Best practice management in achieving operational excellence. Blood bank services.

Planning, organizing, and controlling the flow of materials from their initial purchase internal operations to the service point through distribution. Hospital Pharmacy Licenses, Drug Licenses, Pharmacy Billing, Legal Metrology.

Unit-7
Teaching Hours:2
Sustainability in Healthcare Operations
 

Strategic steps to sustainability, sustainable design for Healthcare

Unit-8
Teaching Hours:6
Disaster Management and Operational Excellence
 

Disaster management - SOP, risk assessment, planning and implementation case study approach. Operational Excellence strategy, Tools for achieving Operational Excellence - Lean six sigma, Performance Measurement frameworks, Implementing Balanced scorecard in Hospitals.

Text Books And Reference Books:

Healthcare Operations Management, Second Edition, Daniel B. McLaughlin

The Strategic Management of Health Care Organizations 7th Edition, by Peter M. Ginter

The Scrum Culture: Introducing Agile Methods in Organizations, By Dominik Maximini       

Improving Healthcare Operations: The Application of Lean, Agile Sharon J Williams

Operations Management in Healthcare Strategy and Practice, Corinne Karuppan PhD, CPIM         

Redefining Health Care: Creating Value-based Competition on Results By Michael E. Porter

Essential Reading / Recommended Reading

Harvard Business Review case studies, https://hbr.org/store/case-studies

Case Centre, https://www.thecasecentre.org/main

Evaluation Pattern

Continuous Internal Assessment 1 - 20 marks (CIA 1)

Mid-Term Exam - 50 marks (CIA 2)

Continuous Internal Assessment 3 - 20 marks (CIA 3)

End Semester Examination - 100 marks 

Evaluation Methods: Organizational / Field study reports, Assessment of Class Participation in case studies and discussions, Any other appropriate method identified by the instructor that would ensure objective assessment of the student performance

MBAL343C - SUSTAINABILITY AND CSR PROJECT MANAGEMENT (2017 Batch)

Total Teaching Hours for Semester:60
No of Lecture Hours/Week:4
Max Marks:100
Credits:4

Course Objectives/Course Description

 

This course is designed to familiarize students with Sustainability and Corporate Social Responsibility project management.

Learning Outcome

Describe the project selection and design process

Explain and identify key elements of project appraisal and analysis

Will be able to apply different tools and techniques of project planning and execution.

Unit-1
Teaching Hours:5
Introduction to Project Management
 

Meaning, Scope and Importance, Challenges for project managers when working and communicating with domestic and foreign partners in CSR projects. Sustainability Integration for Effective Project Management, How project managers can tackle sustainability and CSR. Leadership and management skills for project management, The project process - key steps for success, project phases, key steps to success.  

Unit-2
Teaching Hours:7
Project Identification and Selection process
 

Need assessments and baseline surveys - Feasibility study, due diligence of the implementation partners, Finalizing arrangement with the implementing agency, Alignment with company values, vision & competency – Benefit-Cost Analysis, Project selection approaches - Programme based/Project based approaches,  Project Selection (Partnership building, selection, grant application, proposal evaluation/structuring).

Unit-3
Teaching Hours:10
Project Planning, Appraisal & Budgeting
 

Project planning and budgeting in Corporate Foundations and NGOs, Project Appraisal: Time Value of Money; Project Appraisal Techniques – Payback Period, Accounting Rate of Return, Net Present Value, Internal Rate of Return, Benefit Cost Ratio; Social Cost Benefit Analysis; Effective Rate of Return. Risk Analysis: Measures of Risk; Sensitivity Analysis; Stimulation Analysis; Decision Tree Analysis.

CSR Project Facilitation and Program Management in Corporate Foundations, CSR Implementation and Capacity Building. Practical approach.

Unit-4
Teaching Hours:6
Launching and Executing the Project
 

Project Scheduling and tracking, Project Risk Management, Reducing Project Duration, Project team Management, Project Control Process, Promoting CSR using Shewart or PDCA cycle and Shewart cycle, Performance Measurement, Evaluation, Planning Audit, Post Completion Audit.

Unit-5
Teaching Hours:5
Managing Risks in Projects
 

Project drift, The risk management process. Problem Solving Process. Design of potential organizational solution options. Implementation issues.  Tools and techniques.

Unit-6
Teaching Hours:4
Monitoring, Evaluation, Closure and Post-Project Evaluation
 

LFA or Log Frame Analysis,  Project Renewal rating tool :

Monthly / Quarterly / Periodic reporting, Process for renewal of projects, The acceptance process checklist. closeout meeting, post-project evaluation.

Unit-7
Teaching Hours:5
Impact assessment, Reporting and Managing Stakeholders
 

Tools and techniques in impact assessment. Reporting and Financial auditing, stakeholder management process.

Unit-8
Teaching Hours:4
Sustainable Project Management
 

Gap analysis for integrating Sustainability in Project Management.

Unit-9
Teaching Hours:10
Project Management Software Tools
 

Project Management using Microsoft Project 2013

Unit-10
Teaching Hours:5
Green Project Management
 

Project management techniques using sustainable practices.

Text Books And Reference Books:

Crane, A., McWilliams, A., & Matten, D. (2008). The Oxford Handbook of Corporate Social Responsibility. USA: Oxford University Press.

Ley, S. (2012) Event Project Management Best Practice, in Responsible Business: How to Manage a CSR Strategy Successfully (eds M. Pohl and N. Tolhurst), John Wiley & Sons, Inc., Hoboken, NJ, USA.

Ray, Subhasis and Sivaraju. S (eds) (2014). Implementing Corporate Social Responsibility: Indian perspectives. Springer.

Successful Project Management, Trevor L Young

Green Project Management, Richard Maltzman, David Shirley

Essential Reading / Recommended Reading

Harvard Business Review case studies, https://hbr.org/store/case-studies

Case Centre, https://www.thecasecentre.org/main

Evaluation Pattern

Continuous Internal Assessment 1 - 20 marks (CIA 1)

Mid-Term Exam - 50 marks (CIA 2)

Continuous Internal Assessment 3 - 20 marks (CIA 3)

End Semester Examination - 100 marks 

Evaluation Methods: Organizational / Field study reports, Assessment of Class Participation in case studies and discussions, Any other appropriate method identified by the instructor that would ensure objective assessment of the student performance

MBAL343D - INNOVATION MANAGEMENT AND DESIGN THINKING (2017 Batch)

Total Teaching Hours for Semester:60
No of Lecture Hours/Week:4
Max Marks:100
Credits:4

Course Objectives/Course Description

 

Creativity and innovation are the key drivers of success for many of today’s leading companies. Some of the most gains in shareholder value over the last few years (e.g., Google, Facebook) are due to a culture of creative innovation. This course examines the process of developing new product or service innovations.

Learning Outcome

 Awareness of the role of multiple functions in creating a new product (e.g. marketing, finance, industrial design, engineering, production).

Ability to coordinate multiple, interdisciplinary tasks in order to achieve a common objective.

Enhanced team working skills.

Unit-1
Teaching Hours:4
Power of Design Thinking in Entrepreneurship
 

The Need for Creative and Design, Thinking Mental Models of Creativity, Design Thinking in Entrepreneurship, Why design needs entrepreneurial mindset, combining entrepreneurial and design thinking, The seven steps of design thinking, Creative Thinking.   creative solutions to issues facing organizations, Company culture and architecture, from design thinking to funding.

Unit-2
Teaching Hours:6
The New Design Thinking Paradigm for Strategic Innovation
 

Strategies for creating value, Design Thinking as a paradigm for  innovation strategy, Design Research for understanding the needs of our users and clients,  Theories of Innovation, Technology Forecasting, Conducting analysis - Economic justification, First Mover and late mover Advantage, Organizations and Innovation Process, Diffusion of Innovation. Case studies - How Indra Nooyi Turned Design Thinking Into Strategy? P&G, Pfizer, IDEO – SHIMANO

Unit-3
Teaching Hours:4
Design Thinking Paradigm Skills
 

Meaning of Design Thinking, Design thinking for competitive advantage, Design thinking process in new product development, Three Box Model solution:  strategy for innovation, Case study discussion - Vijay Govindrajan’s  - Reverse Innovation. Design of Services and Customer Experience. Case study discussions – manufacturing and service sector. Service sector – IDEO, Lego, e-commerce market players design thinking strategies. Toward Sustainable Design Thinking

Unit-4
Teaching Hours:8
Design Phase - Small Projects
 

Conducting market research for new a product offering, Levels of Product / Service, Identifying stakeholder needs for Product/service innovation. obtaining Insights, personal techniques and Foresight of Future Scenarios

Concept generation, Identifying new business opportunities based on market needs – from product to service design, Designing and testing breakthrough concepts.

Assign Teams and Introduce Small projects with Design Thinking framework – empathize, define, ideate, prototype and test. Design Thinking for the Greater Good - Conducting design thinking challenge for kids.

Unit-5
Teaching Hours:6
Product / Service and Business Model Design
 

Lean start-up techniques for the design and refinement of business models. Customer Experience Strategy. From the Design of Services to Business Design. Customer Discovery & Validation. Business Model Canvas. How to create a winning Business Model Design & Lean Startup. Canvas Value Proposition. Lean Startup Machine

Unit-6
Teaching Hours:8
Managing Innovation - Operational Setting
 

R&D Management, The innovation process, Identify Technology transfer partners, Where and how do new product ideas originate Collaborative approaches – Industry, University, Transferring the project from R&D to operations,– Open innovation, crowd sourcing for Innovation, researching & monitoring markets, Five Cs of Opportunity Identification, Market Opportunity Identification in emerging technology companies, opportunity identification by fulfilling unmet customer needs. Hambrick and Fredrickson Strategy and Prototyping.

Unit-7
Teaching Hours:5
Product positioning and Commercialization
 

Monetizing Innovation – Breakthrough Thinking, putting customer demand and willingness to pay front and center.  New product introduction and competitive response.

Unit-8
Teaching Hours:3
Risk Management in Innovation
 

Overcoming redundancy constraints, minimizing risk of failure – risk management. Case study approach Intellectual Property Rights, Managing Future Technologies.

Unit-9
Teaching Hours:12
Delivery Phase - Major Design Project
 

Concept Visualization & Prototyping Workshop, Practicum - Choose an existing product that you like to improve further. Designing User Scenarios that integrates concepts and skills in a practical application to an existing organization or to a potential new enterprise. Branding Strategy and Innovation.

Unit-10
Teaching Hours:4
Organization Design and Design Thinking
 

Design new organization structures or to redesign existing structures with a new approach, test and learn with a pilot structure.

Text Books And Reference Books:

Monetizing Innovation: How Smart Companies Design the Product Around the Price By Madhavan Ramanujam, Georg Tacke

The Three-Box Solution: A Strategy for Leading Innovation By Vijay Govindarajan

Design Thinking: New Product Development Essentials from the PDMA, By Abbie Griffin, Michael G. Luchs, and Scott Swan

Blue Ocean Strategy

Sketching User Experiences: Getting the Design Right and the Right Design, Bill Buxton

Essential Reading / Recommended Reading

Case Centre, https://www.thecasecentre.org/main/

Harvard Business Review case studies, https://hbr.org/store/case-studies

 

Evaluation Pattern

Continuous Internal Assessment 1 - 20 marks (CIA 1)

Mid-Term Exam - 50 marks (CIA 2)

Continuous Internal Assessment 3 - 20 marks (CIA 3)

End Semester Examination - 100 marks

Evaluation Methods: Organizational / Field study reports, Assessment of Class Participation in case studies and discussions, Any other appropriate method identified by the instructor that would ensure objective assessment of the student performance

MBAL381 - EXPERIENTIAL LEARNING: INDUSTRY WORK PLACEMENT (2017 Batch)

Total Teaching Hours for Semester:60
No of Lecture Hours/Week:4
Max Marks:100
Credits:4

Course Objectives/Course Description

 

Industry Work Placements is an important learning experience of this study program, allowing students to apply management knowledge in a professional setting.

Learning Outcome

  • To develop practical skills required in organizational context. .
  • Exposure to environments under which different organizations work.
  • Developing disciplined attitude required for a professional.

Unit-1
Teaching Hours:60
Mandatory Requirements to be met
 

 

Attendance and Minimum Number of Hours: 

Minimum of 20 hours per week, Monday – Saturday, from 1 PM to 5.30 PM. 

The student has to attend work placement from June to September 30th 2018. A student shall pursue compulsory work placement from the first day of the semester to the last working day of the semester.  If the student abstains from work placement for a particular week/month, marks of such students will be adjusted on pro-rata basis. However, students are exempted from attending work placement during mid-term exam only. The mid term study leave period for mid-term exam shall not exceed beyond a period of seven working days. 

Quality requirement: 

Students are not permitted to intern in family-owned businesses. When students work at a business owned by a family member or a close family acquaintance, it causes a conflict of interest and evaluations may not be as objective as they should be. Such internships will attract fail grade.

The credits earned for work placement are not tied solely to hours "on the job," but to the quality of work the student accomplishes during the work placement. 

A student shall pursue high-quality skill enhancing work placements. We discourage online / pyramid marketing.   

Internships may be paid or unpaid. The student is expected to deliver high quailty work at all times.

The student is allowed to intern in a single organization. Interning in multiple organizations will lead to disqualification.

When a particular quality standard has not been demonstrated within the opportunities offered in the work placement, such low-quality work placement assignments will attract fail grade.  

Employer’s Evaluation:

A student shall be subjected to periodic performance reviews at work placement. The evaluation will be based on rubrics criteria such as consistency, overall performance, attendance, number of hours worked, quality of work, code of conduct on the job and many other parameters. 

If the student abstains from work placement, the employer should adjust/deduct the marks of such students on pro-rata basis. 

Documentation:

Students record daily or weekly impressions of the setting, activities, and areas of growth they are experiencing. Journal entries should relate back to the learning goals and responsibilities that were agreed upon with the program co-coordinator. Additionally, the act of creating a work diary of what has been learned assists students in consciously reflecting on their work as interns and integrating their experiences with other learning.

Portfolio—Students create a portfolio to keep samples of written work, photographs, videos, reports, interview transcripts, summaries, certificates of training, reference letters and other documentation of the internship experience and their contribution to the work of the organization in which they were interns. The portfolio is to illustrate what the student has learned and how his/her skills or knowledge base has expanded through the internship.

Students will inform any change in the employer to the Department within 03 working days of such changes with all the relevant documents.

Code of Conduct:

You will conduct yourself in a professional manner at all times. This includes, but is not limited to:

1) Reporting for the internship on-time. Maintaining required work schedule.

2) Following all rules and policies as required by employer.

3) Follow all the rules and regulators as required by government / regulatory authorities. 

4) Maintaining strict confidentiality regarding information/data obtained on any clients, members, customers, patients, employees, and products or services associated with the internship site.

5) Using appropriate written and oral communication in all interactions with all supervisors, employees, clients and university staff.

6) Observing all established safety rules and avoiding unsafe work practices.

7) Demonstrating honesty, cooperation, integrity, courtesy, and a willingness to learn.

8) Engaging in positive, ethical, and legal behavior.

9) Accept responsibility and accountability for decisions and actions taken while at the internship site.

10) Treat all customers, clients, supervisors, and fellow employees with dignity and respect.

11) Students are expected to maintain professionalism at work place. We do not encourage interaction at a personal level.

12) Staying late in office / accepting personal invitations is not recommended. 

Text Books And Reference Books:

*

Essential Reading / Recommended Reading

*

Evaluation Pattern

Employer's Performane Appraisal - 50 marks

Report submission & viva -  50 marks 

MBAL382 - SUMMER INTERNSHIP PROJECT (2017 Batch)

Total Teaching Hours for Semester:60
No of Lecture Hours/Week:4
Max Marks:100
Credits:4

Course Objectives/Course Description

 

Summer Internship Project is an important learning experience of this study program, allowing students to apply problem solving skills in a professional setting.

Learning Outcome

  • To develop practical skills required to solve business problems.
  • Exposure to working on solving real-time business problems.
  • Developing disciplined attitude required for a professional.

Unit-1
Teaching Hours:60
Mandatory Requirements to be met
 

Attendance requirement:

A student shall pursue compulsory full-time summer internship placement in the month of April and May.

Summer Internship Project work timings: Monday – Saturday, from 9 AM to 5.30 PM. Staying late in office is not recommended.   

A student shall pursue compulsory summer internship. If the student abstains from work placement for a particular week/month, marks of such students will be adjusted on pro-rata basis. 

Quality requirement: 

Students are not permitted to intern in family-owned businesses. When students work at a business owned by a family member or a close family acquaintance, it causes a conflict of interest and evaluations may not be as objective as they should be. Such internships will attract fail grade.

The credits earned for work placement are not tied solely to hours "on the job," but to the quality of work the student accomplishes during the work placement. 

A student shall pursue high-quality skill enhancing work placements. We discourage online / pyramid marketing internships.   

Internships may be paid or unpaid. The student is expected to deliver high quailty work at all times.

The student is allowed to intern in a single organization. Interning in multiple organizations will lead to disqualification.

When a particular quality standard has not been demonstrated within the opportunities offered in the work placement, such low-quality work placement assignments will attract fail grade.  

Employer’s Evaluation:

The student intern shall be subjected to periodic performance reviews. The evaluation will be based on rubrics criteria such as consistency, overall performance, attendance, number of hours worked, quality of work, code of conduct on the job and many other parameters. 

If the student abstains from summer placement, the employer should adjust/deduct the marks of such students on pro-rata basis. 

Documentation:

Students record daily or weekly impressions of the setting, activities, and areas of growth they are experiencing. Journal entries should relate back to the learning goals and responsibilities that were agreed upon with the program co-coordinator. Additionally, the act of creating a work diary of what has been learned assists students in consciously reflecting on their work as interns and integrating their experiences with other learning.

Portfolio—Students create a portfolio to keep samples of written work, photographs, videos, reports, interview transcripts, summaries, certificates of training, reference letters and other documentation of the internship experience and their contribution to the work of the organization in which they were interns. The portfolio is to illustrate what the student has learned and how his/her skills or knowledge base has expanded through the internship.

Students will inform any change in the employer to the Department within 03 working days of such changes with all the relevant documents.

Code of Conduct:

You will conduct yourself in a professional manner at all times. This includes, but is not limited to:

1) Reporting for the internship on-time. Maintaining required work schedule.

2) Following all rules and policies as required by employer.

3) Follow all the rules and regulators as required by government / regulatory authorities. 

4) Maintaining strict confidentiality regarding information/data obtained on any clients, members, customers, patients, employees, and products or services associated with the internship site.

5) Using appropriate written and oral communication in all interactions with all supervisors, employees, clients and university staff.

6) Observing all established safety rules and avoiding unsafe work practices.

7) Demonstrating honesty, cooperation, integrity, courtesy, and a willingness to learn.

8) Engaging in positive, ethical, and legal behavior.

9) Accept responsibility and accountability for decisions and actions taken while at the internship site.

10) Treat all customers, clients, supervisors, and fellow employees with dignity and respect.

11) Students are expected to maintain professionalism at work place. We do not encourage interaction at a personal level.

12) Staying late in office / accepting personal invitations is not recommended. 

 

Text Books And Reference Books:

*

Essential Reading / Recommended Reading

*

Evaluation Pattern

Employer's Performance Appraisal - 50 marks

Report submission & viva - 50 marks 

MBAL431 - COST AND MANAGEMENT ACCOUNTING (2017 Batch)

Total Teaching Hours for Semester:60
No of Lecture Hours/Week:4
Max Marks:100
Credits:4

Course Objectives/Course Description

 

To familiarize the students with the knowledge of cost and management accounting practices in the global and Indian context.

Learning Outcome

Critically analyze and provide recommendations to improve the operations of organizations through the application of management accounting techniques

Demonstrate understanding of cost management systems

Unit-1
Teaching Hours:4
Introduction to cost accounting:
 

a. Definition, Scope, objectives and significance of cost accounting, its relationship with financial accounting and management accounting b. Cost Objects, Cost centers and cost units c. Elements of cost d. Classification of costs

Unit-2
Teaching Hours:6
Cost ascertainment - elements of cost:
 

Material Costs: i) Procurement of Materials, ii) Inventory Management and Control, iii) Inventory Accounting & Valuation iv) Physical Verification, treatment of losses v) Scrap, spoilage, defectives and wastage.

b) Employee Costs: i) Time keeping, Time booking and payroll, ii) Labour Turnover, Overtime and idle time iii) Principles and methods of remuneration and incentive schemes iv) Employee cost reporting and measurement of efficiency.

c) Direct Expenses

Unit-3
Teaching Hours:8
Methods of costing:
 

a) Job Costing b) Batch Costing c) Contract Costing d) Process Costing – Normal and abnormal losses, equivalent production, Joint and By Products. e) Operating Costing or Service Costing – Transport, Hotel and Hospital

Cost Accounting techniques: Marginal Costing i) Meaning of Marginal Cost and Marginal Costing ii) Absorption Costing vs. Marginal Costing iii) Break-even analysis iv) Margin of safety v) Application of Marginal Costing for decision making

Unit-4
Teaching Hours:12
Performance Management
 

Cost and Variance Measures – Analyse performance against operational goals using measures based on revenue, manufacturing costs, non manufacturing costs, and profit (basis type of center or unit being measured), Reasons for variance and its analysis, Performance analysis : Actual results v/s Master budget, Calculating and analyzing variances, Preparing flexible budget, Flexible budget variances, sales volume and sales price variance.

Standard Cost System – Definition, Reasons for adopting standard cost systems, Variances related to direct material, direct labour, fixed and variable overhead. Calculate and explain variances. Demonstrate how price, efficiency, spending, and mix variances can be applied to service and manufacturing companies.

Unit-5
Teaching Hours:10
Performance Management Responsibility Centers and reporting segments
 

Types of Responsibility centers (revenue / Cost / Profit / Investment centers). Contribution Margin: calculation and analysis, Segment reporting (identify segments that organizations evaluate – product lines, geographical areas, other meaningful segments), Methods of allocating common costs.

Unit-6
Teaching Hours:10
Performance Measures
 

Performance evaluation measures and its timeliness, Product Profitability analysis, business unit profitability, customer profitabilityReturn on Investment (RoI) – Definition and calculation, Residual Income (RI) - Definition and calculation, Compare and contrast RoI v/s RI as measures of performance, Balance Scorecard

Unit-7
Teaching Hours:10
Dealing with risk and uncertainty
 

(a) Discuss the nature of risk and uncertainty and the attitudes to risk by decision makers, The nature of risk and uncertainty. The effect of risk attitudes of individuals on decisions.

(b) analyse risk using sensitivity analysis, expected values, standard deviations and probability tables, Sensitivity analysis in decision modelling and the use of ‘what if’ analysis to identify variables that might have significant impacts on project outcomes, Assignment of probabilities to key variables in decision models, Analysis of probability distributions of project outcomes, Standard deviations, Expected value tables and the value of perfect and imperfect information, Decision trees for multi-stage decision problems.

(c) apply decision models to deal with uncertainty in decision making

Text Books And Reference Books:

FC01-Fundamentals of management accounting – CIMA

Cost and Management Accounting, M.N.Arora

Essential Reading / Recommended Reading

Case Centre, https://www.thecasecentre.org/main/

Harvard Business Review case studies, https://hbr.org/store/case-studies

Evaluation Pattern

Continuous Internal Assessment 1 - 20 marks (CIA 1)

Mid-Term Exam - 50 marks (CIA 2)

Continuous Internal Assessment 3 - 20 marks (CIA 3)

End Semester Examination - 100 marks

 

Evaluation Methods: Organizational / Field study reports, Assessment of Class Participation in case studies and discussions, Any other appropriate method identified by the instructor that would ensure objective assessment of the student performance

MBAL432 - STRATEGIC LEADERSHIP: SUSTAINABILITY, CSR, ETHICS AND GOVERNANCE (2017 Batch)

Total Teaching Hours for Semester:60
No of Lecture Hours/Week:4
Max Marks:100
Credits:4

Course Objectives/Course Description

 

Leaders who lead ethically are role models, communicating the importance of ethical standards, holding their employees accountable to those standards. Ethical leadership is leadership that is directed by respect for ethical beliefs and values and for the dignity and rights of others.

Learning Outcome

To familiarize the students with the knowledge of ethics, emerging trends in good governance practices and corporate social responsibility in the global and Indian context.

Build Leadership traits that hinges on Ethical Leadership.

Unit-1
Teaching Hours:5
Business Ethics:
 

The concept of ethics; ‘ethics’ and related connotations; business values and ethics; concept of business ethics; various approaches to business ethics; ethical theories; ethical governance; social responsibility–an extension of business ethics; the concept of corporate ethics

Unit-2
Teaching Hours:5
Conceptual Framework of Corporate Governance
 

Evolution of corporate governance; developments in India; regulatory framework of corporate governance in India; SEBI guidelines and clause 49; reforms in the Companies Act; Recent developments in India, National Foundation for Corporate Governance.  Corporate Governance Award.

Unit-3
Teaching Hours:10
Corporate Management:
 

Management vs. Governance; internal constituents of the corporate governance; key managerial personnel (KMP); chairman- qualities of a chairman, powers, responsibilities and duties of a chairman; chief executive officer (CEO), role and responsibilities of the CEO; separation of roles of chairman and CEO; CFO; manager; company secretary; auditor.

Unit-4
Teaching Hours:10
Role and Functions of Board Committees:
 

Standing committees, ad-hoc committees, task force committees, advisory committees; powers, functions and duties of board committees; limitations of board committees; statutory committees of board- audit committee, remuneration committee, nomination committee, compliance committee, shareholders grievance committee, investors relation committee, investment committee, risk management committee, other committees.

Unit-5
Teaching Hours:10
Corporate Governance code and Whistle-blowers:
 

The Concept of Whistle-Blowing; Types of Whistle-blowers; Whistle-blower Policy; the Whistle-Blower Legislation across Countries; developments in India. Whistle Blowers Protection Act, 2011 (Amendment 2015).

Unit-6
Teaching Hours:10
Sustainability Strategy
 

Corporate Sustainability, The Corporate Responsibility and Sustainability Capability Maturity Model, Environmental Reporting, Corporate Social Reporting.

Unit-7
Teaching Hours:10
Corporate Social Responsibility
 

Meaning; corporate philanthropy; CSR-an overlapping concept; corporate sustainability reporting; CSR through triple bottom line; CSR and business ethics; CSR and corporate governance; environmental aspect of CSR; CSR models; drivers of CSR; global reporting initiatives; major codes on CSR; initiatives in India. CSR and Companies Act, 2013. Stages of CSR Maturity, ISO 26000 standard and guidelines.

Text Books And Reference Books:

Mallin, Christine A., Corporate Governance (Indian Edition), Oxford University Press,

Blowfield, Michael, and Alan Murray, Corporate Responsibility, Oxford University Press.

Francesco Perrini, Stefano, and Antonio Tencati, Developing Corporate Social Responsibility-A European Perspective, Edward Elgar.

Sharma, J.P., Corporate Governance, Business Ethics & CSR, Ane Books Pvt Ltd, New Delhi.

Essential Reading / Recommended Reading

Case Centre, https://www.thecasecentre.org/main/

Harvard Business Review case studies, https://hbr.org/store/case-studies

Evaluation Pattern

Continuous Internal Assessment 1 - 20 marks (CIA 1)

Mid-Term Exam - 50 marks (CIA 2)

Continuous Internal Assessment 3 - 20 marks (CIA 3)

End Semester Examination - 100 marks

Evaluation Methods: Organizational / Field study reports, Assessment of Class Participation in case studies and discussions, Any other appropriate method identified by the instructor that would ensure objective assessment of the student performance

MBAL441A - E-LEARNING MANAGEMENT SYSTEMS (2017 Batch)

Total Teaching Hours for Semester:60
No of Lecture Hours/Week:4
Max Marks:100
Credits:4

Course Objectives/Course Description

 

This course introduces different e-learning environments and e-learning tools. By the end of this course, you’ll have the ability to design a blended or online learning environment with modules for learning content aimed at different target groups.

Learning Outcome

  • Understand e-learning management systems

  • Develop the ability to design and implement e-learning environments.

  • Apply e-learning to support relevant e-content projects.

Unit-1
Teaching Hours:12
Introduction to e-Learning Management System
 

Definition, history, benefits and drawback, learning vs. training, e learning in education  vs corporate sector, future of e-learning, LMS, types, content authoring tool, synchronous e-learning vs asynchronous e-learning, SSCORM, TinCan, technologies used, elements,  importance of tests and quizzes, effective e learning; e learning components: (a) e-learning content; (b) e-tutoring, e-coaching, e-mentoring; (c) collaborative learning; and (d) virtual classroom.  Types of e-learning courses: Classroom Course, Synchronous Distributed Course, Web-Enhanced Course, Blended (also called Hybrid) Classroom Course, Blended (also called Hybrid) Classroom Course, Online Course, Flexible Mode Course. Types of programmes: Classroom Programme, multi-format programmes, Blended Programmes, Online Programmes. Emerging trends: mobile education, massive open online courses (MOOCs) and competency-based education, e-Learning Management Systems.

Unit-2
Teaching Hours:6
Knowledge Management and Corporate e-Learning
 

E-learning and KM, Meaning of Knowledge Management (KM), Knowledge Capital, retaining company’s knowledge through e-Learning, ISO/CD 30401

Unit-3
Teaching Hours:12
Designing e-learning Systems
 

Introduction to e-Learning Management Systems, The ADDIE model for e-learning, Designing an e-learning course using ADDIE model – Analysis, Design, Development, Implementation and Evaluation. Design Thinking in e-Learning. Designing e-LMS for K-12 space, e-learning in higher education, e-learning in vocational / finishing school space. ADDIE model for e-learning. Analyze the comparative strengths and weakness of e-learning platforms and other technology tools as they apply to the goal of meeting given learning needs. Determine e-Learning benchmarks to include in the evaluation of an e-learning project. Develop a business case for e-learning.

Unit-4
Teaching Hours:10
Developing & Managing e-learning Content
 

Team expertise, technology, www, internet backbone, connectivity, choosing the most effective and cost-efficient course delivery formats, Using tools and technologies to create, deliver and access course materials, Repurposing existing materials for web delivery, Navigating intellectual property and copyright in the e-learning setting, Troubleshooting challenges in scheduling, budgeting and planning, Content Licensing, Evaluating emerging technologies and courseware packages, using e-learning platform.

Unit-5
Teaching Hours:6
E-learning Curriculum Delivery
 

Apply best practice principles to plan and teach, interactive teaching strategies, Plan course management strategies, strategies for managing online discussions and communicating with learners, select assessment methods appropriate to learning objectives and context e learning and social media, m learning. Case Study approach - Byju’s, Cuemath, UpGrad.com, e-Learning market places.

Unit-6
Teaching Hours:6
e-learning Assessment & Evaluation
 

Applying key concepts of assessment and evaluation - quantitative and qualitative methods of assessment, Providing effective feedback to learners, Using evaluation data in course and program design, Measuring accomplishment of performance criteria or strategic business goals.

Unit-7
Teaching Hours:8
e-learning Practicum
 

Hands on exposure to developing e-learning content.

Text Books And Reference Books:

Advanced principles of effective e-learning,  Nicole A. Buzzetto-More

Affective, Interactive and Cognitive Methods for E-Learning Design, Tzanavari

E-Learning by Design, William Horton, Wiley Publishers

E-Learning in the 21st Century: A Framework for Research and Practice, D. Randy Garrison, Routledge

E-Learning and the Science of Instruction: Proven Guidelines for Consumers,  Ruth Richard E. Mayer

 

Essential Reading / Recommended Reading

Case Centre, https://www.thecasecentre.org/main/

Harvard Business Review case studies, https://hbr.org/store/case-studies

 

Evaluation Pattern

Continuous Internal Assessment 1 - 20 marks (CIA 1)

Mid-Term Exam - 50 marks (CIA 2)

Continuous Internal Assessment 3 - 20 marks (CIA 3)

End Semester Examination - 100 marks

Evaluation Methods: Organizational / Field study reports, Assessment of Class Participation in case studies and discussions, Any other appropriate method identified by the instructor that would ensure objective assessment of the student performance

MBAL441B - PHARMA AND HEALTHCARE SUPPLY CHAIN MANAGEMENT (2017 Batch)

Total Teaching Hours for Semester:60
No of Lecture Hours/Week:4
Max Marks:100
Credits:4

Course Objectives/Course Description

 

This course is designed to familiarize students with the practices of Supply Chain Management in Healthcare sector.

Learning Outcome

  • Describe the process of  Supply Chain management in healthcare

  • Explain and identify key factors affecting/ determining Supply Chain planning in healthcare

  • Evaluate different approaches to vendor management in healthcare organizations

Unit-1
Teaching Hours:6
Introduction to Supply chain in Healthcare sector
 

Introduction to Supply chain, Components of Supply chain, Understanding supply chain functions, Elements of supply chain strategy – Bull whip effect, assessing customer needs, Internal capability assessment, mitigate supply chain risk, competitor analysis, e-supply chain trends. Supply chain implications - regulatory compliance, product security, cost management, Risks facing healthcare supply chain, supply chain for competitive advantage.

Unit-2
Teaching Hours:12
Hospital Supply Chain Management
 

Clinical including lab and imaging, Non-clinical supply chain, sourcing and contract negotiations to purchasing, materials planning and inventory management. Operational challenges, streamlining hospital supply chain, Measuring supply chain performance, Metrics for measuring supply chain performance, Best practices management.  Tactical implementation of supply chain strategy – case study approach.

Unit-3
Teaching Hours:12
Material Planning, Inventory Control and Vendor Management in Hospitals:
 

Importance, Objective of materials management - Materials forecasting and planning - Inventory control – ABC, VED, SDE, FSN Analysis, Materials requirement planning, material forecasting, aggregate inventory management - Implementation aspects of inventory systems - Financial Aspects of Inventory – Inventory Carrying costs. Materials accounting and budgeting evaluation of materials management performance, Fixed order size and fixed order interval systems - Calculating Safety Stock Requirements – Calculating Fill Rate - – Economic Quantity, Deterministic probabilistic models, static inventory models. Impact of an Inventory Reduction on profitability

Warehousing (a) Receipt of Items (b) Dispatch of items (c) Storage (d) Preservation (e) Shelf Life (f) Storing and restoring (g) Stock Verification (h) Security (i) Safety (j) Stores Accounting,  Hospital Pharmacy Drugs store management, RFID inventory management. 

Vendor management in Hospital sector.

Unit-4
Teaching Hours:12
Pharma Supply chain Management
 

Pharmaceutical supply chains – key issues and strategies, Measuring supply chain performance, distribution strategies. JIT practices, Tactical implementation of supply chain strategy - planning, API procurement, operations and logistics. Case study approach.

Unit-5
Teaching Hours:12
Vendor Management in Pharmaceutical Industry
 

Supplier selection, legal formalities, Import formalities relating to Medical Equipments, Letter of credit, Tender Process flow, , e-procurement / Online Reverse Auctions,  service contracts, Economic order quantity, safety stock, lead time, Vendor Rating.

Unit-6
Teaching Hours:6
Case Study
 

Live case study discussion by industry professionals, reporting of best practices in supply chain management in healthcare sector.

Text Books And Reference Books:

Essentials of Inventory Management Hardcover – Max Mueller

Inventory Management Explained: A focus on Forecasting, Lot Sizing, Safety Stock, and Ordering Systems.  David J. Piasecki

Essential Reading / Recommended Reading

Case Centre, https://www.thecasecentre.org/main/

Harvard Business Review case studies, https://hbr.org/store/case-studies

Evaluation Pattern

Continuous Internal Assessment 1 - 20 marks (CIA 1)

Mid-Term Exam - 50 marks (CIA 2)

Continuous Internal Assessment 3 - 20 marks (CIA 3)

End Semester Examination - 100 marks

Evaluation Methods: Organizational / Field study reports, Assessment of Class Participation in case studies and discussions, Any other appropriate method identified by the instructor that would ensure objective assessment of the student performance

MBAL441C - MANAGEMENT OF CORPORATE FOUNDATIONS AND NOT-FOR-PROFIT ORGANIZATIONS (2017 Batch)

Total Teaching Hours for Semester:60
No of Lecture Hours/Week:4
Max Marks:100
Credits:4

Course Objectives/Course Description

 

This subject enables systematic understanding of management of corporate foundations and not-for-profit organizations.

Learning Outcome

Knowledge of key operational planning and execution.

Ability to use knowledge in formulating, implementing and evaluating decisions

Unit-1
Teaching Hours:8
How to Start an NGO?
 

Steps to register society, trust, not-for-profit company, Comparative analysis of society/trust/not-for-profit company model rules and regulations of society, management of funds and operations, recommended code of practice, bye-laws, The Indian Trust Act, relevant statutes, Specimen Trust Deed. Practical exposure to legal and regulatory documentation.

Unit-2
Teaching Hours:10
Legal and Regulatory aspects of Non-Governmental Organizations
 

Schemes sponsored by various ministries, Tax laws pertaining to NGOs in India, Foreign Contribution Regulation Act. Documentation procedure.

Unit-3
Teaching Hours:10
Legal and Regulatory aspects of Corporate Foundations
 

Registration procedure and relevant laws, Income Tax Act, Income Tax exemption, Documentation procedure.

Unit-4
Teaching Hours:10
Operations in NGOs and Corporate Foundations in CSR
 

End-to-end operational activities involved in NGOs and Corporate Foundations

Unit-5
Teaching Hours:10
Strategy and Planning for Corporate Sponsored Foundations and NGOs
 

Elements of Strategy, Fundraising strategy

Process of Management – Planning, Organization, Delegation, Coordination, Core-Competency and Capacity Building, Governance practices in Corporate sponsored Foundations

Unit-6
Teaching Hours:4
People Management
 

HR strategies – Talent Management, Succession Planning, Performance Management

Unit-7
Teaching Hours:4
Fund Raising Strategy
 

How to run fund raising campaigns, strategy, best practices.

Unit-8
Teaching Hours:4
NGO and Corporate Foundations Organizational Development and Change
 

Enhancing Non-Governmental Organization and Corporate Foundations capacity through organization development and change

Text Books And Reference Books:

Formation and Management of NGOs: Non-governmental Organisations, By Anita Abraham

Essential Reading / Recommended Reading

Relevant Acts

Evaluation Pattern

Continuous Internal Assessment 1 - 20 marks (CIA 1)

Mid-Term Exam - 50 marks (CIA 2)

Continuous Internal Assessment 3 - 20 marks (CIA 3)

End Semester Examination - 100 marks

Evaluation Methods: Organizational / Field study reports, Assessment of Class Participation in case studies and discussions, Any other appropriate method identified by the instructor that would ensure objective assessment of the student performance

MBAL441D - ENTREPRENEURIAL FINANCE AND VALUATION (2017 Batch)

Total Teaching Hours for Semester:60
No of Lecture Hours/Week:4
Max Marks:100
Credits:4

Course Objectives/Course Description

 

This course is designed to familiarize students with the theory and practice of finance and firm valuation.

Learning Outcome

  • The objectives of the course are to build your skills, frameworks and knowledge in entrepreneurial finance.

  • The skills and frameworks are similar to those employed in traditional corporate finance, but are, of necessity, more focused on cash flow, returns and recognizable value

Unit-1
Teaching Hours:2
Source of Financing:
 

Source of financing: Financing over the life of a venture, start-up financing – Bootstrapping, series funding, external sources of funds: equity, debt, startup financing trends and how access and cost of capital impact profitability.

Unit-2
Teaching Hours:5
Managing Profitability and Break Even Analysis
 

Introduction, Break-even quantity, Profitability, Case study approach - revenue, costs and expenses management.

Unit-3
Teaching Hours:10
Methods of Financial Forecasting
 

Overview of Financial Statements: Cash conversion cycle, Working capital, growth and financial needs, Building financial model  of the venture, Analyzing Cash flow statement, income statement, statement of financial position, Balance Sheet, Ratio analysis, Types of business ratios, Building Financial Forecast: Understanding financial statements, Revenue forecasting, Expense forecasting.

Unit-4
Teaching Hours:8
Assessing Financial Needs and Source of Funding
 

Assessing financial needs, Sources of new venture financing, considerations when choosing financing, regulatory considerations, international differences in financing, Bootstrap financing New Venture Financing: considerations and choices, Organic – internal sources, debt funding – structured debt from banks / convertible debt, equity funding, Work Capital funding, Trade Finance – factoring and forfeiting.

Unit-5
Teaching Hours:8
Valuation in Practice
 

Early stage seed funds, Late stage funds, VCs, Private Equity, Valuation approaches, Venture valuation in practice, Overview of valuation methods, Problems on Discounted Cash Flow valuation, Relative Value Method,  Valuation by venture capital method, Valuation by first Chicago method, Matching cash flows and discounts, cost of capital. Documentation process. Do’s and Don’t’s. Case study approach

Unit-6
Teaching Hours:6
Strategy, Valuation and Deal Structure.
 

Venture Capital: How VCs add value, Venture capital contracts Valuation in practice, Monitoring financial performance, cash flow management,  Harvesting and beyond – IPO

Unit-7
Teaching Hours:6
Managing Financial Risks:
 

Insurance risk, Interest Risk, Forex risk and other risks related with financial dealings. Introduction to FEMA, various types of bank accounts in India, handling and remittance of foreign exchange, current and capital account transactions

Unit-8
Teaching Hours:8
Private and Institutional Debt and Equity Financing
 

Loans and ECBs, Raising investment or loans to finance a business, Raising debt financing – syndicate loans vs. single bank loans. Bank guarantees and securities. External commercial borrowings, raising finance by a non-profit entity from foreign sources, Understanding syndicate loans.

Unit-9
Teaching Hours:7
Documentation
 

Essential legal issues in loan agreement, Important clauses in a Syndicate Loan Agreement, Writing project proposals.

Text Books And Reference Books:

Entrepreneurial Finance, By Philip J. Adelman, Alan M. Marks

Entrepreneurial Financial Management: An Applied Approach By Jeffrey R. Cornwall, David O. Vang, Jean M. Hartman

Entrepreneurial Finance: Concepts and Cases By Gina Vega, Miranda S. Lam

The Oxford Handbook of Entrepreneurial Finance edited by Douglas Cumming

Essential Reading / Recommended Reading

Case Centre, https://www.thecasecentre.org/main/

Harvard Business Review case studies, https://hbr.org/store/case-studies

Evaluation Pattern

Continuous Internal Assessment 1 - 20 marks (CIA 1)

Mid-Term Exam - 50 marks (CIA 2)

Continuous Internal Assessment 3 - 20 marks (CIA 3)

End Semester Examination - 100 marks

Evaluation Methods: Organizational / Field study reports, Assessment of Class Participation in case studies and discussions, Any other appropriate method identified by the instructor that would ensure objective assessment of the student performance

MBAL442A - QUALITY MANAGEMENT IN EDUCATION (2017 Batch)

Total Teaching Hours for Semester:60
No of Lecture Hours/Week:4
Max Marks:100
Credits:4

Course Objectives/Course Description

 

This course is designed to assist students in developing skills required for implementing Quality Management practices in Education.

Learning Outcome

  • Develop an understanding on quality management philosophies and frameworks

  • Develop in-depth knowledge on various tools and techniques of quality management

  • Learn the applications of quality tools and techniques in education sector.

Unit-1
Teaching Hours:4
Quality in Higher Education
 

Quality related terminologies: Quality – Quality control – Quality assessment – Quality assurance – Need for quality in higher education – Factors influencing quality – Accountability: Impact of accountability and accreditation on stakeholders and society.

Unit-2
Teaching Hours:4
Total Quality Management in Education
 

Approaches to TQM – TQM Process – Academic Audit: Objectives – Advantages – Limitations – Accreditation and Academic Audit. Developing knowledge management policy for ISO 9001.

Unit-3
Teaching Hours:7
Educational Quality Management and People Theories
 

People and Motivation theories, Leadership theories – impact on implementing quality initiatives.

Unit-4
Teaching Hours:7
Quality Management Strategic and Tactical Planning
 

Developing objectives, action plans, team building strategies for successful implementation of quality standards.

Unit-5
Teaching Hours:8
Performance Indicators and Benchmarking in Education
 

Performance Indicators: Concept – Types – Uses – Performance Indicators K-12, Higher Education– Benchmarking: Meaning – Types – Benefits – Methodologies and procedures. Case Study approach.

Unit-6
Teaching Hours:15
Quality Assessment and Accreditation
 

Meaning – Types – Accreditation procedure – Accreditation norms and procedure of - CBSE, ICSE, State Boards, AICTE, Universities, NAAC:  New methodologies and initiatives of NAAC accreditation – Re-accreditation process – National Board of Accreditation (NBA): Accreditation Process– Criteria and weightages.

Unit-7
Teaching Hours:6
Quality Management in e-Learning
 

Meaning of quality in e-learning, Need for quality in e-Learning, Quality approaches in e-Learning, ISO/IEC standard benchmarks quality of e-learning, Best practices e-Learning Instructional Design, BCG’s closed-loop instructional system, Design Thinking process in eLearning, Instructional design best practices, How to best engage your learner, structure of an interactive e-Lesson. Case study approach.

Unit-8
Teaching Hours:4
Quality in Global Perspective
 

Global standards – Strategies for matching global standards – International practices of accreditation – ISO 9000 Certification for Educational Institutions:  Methodology for implementation of ISO 9000 – Benefits – Limitations – Accreditation Vs ISO 9000 Certification.

Unit-9
Teaching Hours:5
Practicum
 

Designing and developing of quality systems

Text Books And Reference Books:

Besterfield, DH, et.al. 2003, Total Quality Management, 3rd edn, Prentice Hall

 Goetsch, DL & Davis, B 2006, Quality Management: Introduction to Total Quality Management for Production, Processing and Services, 5th edn, Pearson

Essential Reading / Recommended Reading

Case Centre, https://www.thecasecentre.org/main/

Harvard Business Review case studies, https://hbr.org/store/case-studies

Evaluation Pattern

Continuous Internal Assessment 1 - 20 marks (CIA 1)

Mid-Term Exam - 50 marks (CIA 2)

Continuous Internal Assessment 3 - 20 marks (CIA 3)

End Semester Examination - 100 marks

Evaluation Methods: Organizational / Field study reports, Assessment of Class Participation in case studies and discussions, Any other appropriate method identified by the instructor that would ensure objective assessment of the student performanc

MBAL442B - LEGAL AND REGULATORY AFFAIRS IN PHARMA AND HEALTHCARE (2017 Batch)

Total Teaching Hours for Semester:60
No of Lecture Hours/Week:4
Max Marks:100
Credits:4

Course Objectives/Course Description

 

This course is designed to introduce legal and regulatory affairs in Healthcare sector

Learning Outcome

Apply appropriate legal and regulatory techniques in healthcare sector.

Unit-1
Teaching Hours:10
Hospital Services and Law:
 

Patient’s rights & provider’s responsibility – Medical Malpractice of Medical Malpractice. Establishment, Registration and Regulation of Health Care Organization: Registration and Regulation of Healthcare organization Formation of Health care Organization under Partnerships and Corporate basis (private and public) and compliance with Medical Council of India Act.

Contractual obligations in Hospital Services, Requisites of a valid contract –  Physicians – Patient relations – duties towards patients by medical and Para-medical staff – medical ethics and code of conduct to be observed in rendering hospital services, Bio-Medical Waste Act & Rules Govt. of India

Award of damages and principles relating thereto, criminal liability and defenses available to hospitals and medical staff. Tortuous liability and vicarious liability. Legal remedies available to patients. Remedies under contract law, tort, criminal law and consumer protection act. Medical Jurisprudence, Legal Procedure – Medico legal aspects of death / injuries – Medical ethics.

Unit-2
Teaching Hours:4
Hospitals and Labor Enactments:
 

Hospital as an Industry – Employee Unrest in Hospitals – Dispute Settlement Mechanism, Arbitration, Conciliations and Adjudication of Disputes; Role of Trade Unions, Unfair Labour Practices and Victimization – Disciplinary Actions – Requisitions of a valid disciplinary enquiry – Service Conditions – Retrial benefits – Social Security and Insurance.

Unit-3
Teaching Hours:8
Medico Legal Issues:
 

Giving evidence – Court deliberations organ transplantation – Euthanasia (mercy killing) – Diagnosis, prescriptions and administration of drugs – Post treatment serves – Anesthesia, Surgery and sale of drugs. Legal aspects pertaining to Patient Health and Records- Electronic Health Records.

Unit-4
Teaching Hours:8
Consumer Laws
 

Court Decisions on Medical Negligence - Case study approach

Unit-5
Teaching Hours:15
Pharmaceutical Regulatory Affairs
 

Pharmacy Law Pharmaceutical legislations, Drugs & Cosmetic Act  and Rules, The Central Drug Standards Control Organization (CDSCO), Drugs Price Control Act, The Drug Controller General of India (DCGI), regulatory requirements as per Indian and other international regulatory authorities for manufacturing information formula, process, validation of manufacturing process, equipment, documentation, inspection requirement, regulatory guidelines for active ingredients and formulations. Regulatory guidelines for packaging materials, test and evaluation of packaging materials, biological test, microbiological test and evaluation of closures. Steps involved in registration of medical devices in India.

Unit-6
Teaching Hours:7
The Drugs Control Act
 

Laws pertaining to manufacture, distribution and sale of medicines in India.

Unit-7
Teaching Hours:8
Intellectual Property Rights in Pharma Sector
 

Trade Mark and Patenting laws. Documentation procedure.

Text Books And Reference Books:

Medical Negligence and the Law in India: Duties,Responsibilities,Rights, Tapas Kumar

Elements of Mercantile Law – N.D.Kapoor

Industrial Law -P.L. Malik

Legal Aspects of Business: Akhileshwar Pathak--Mc Graw Hill Education Pvt Ltd

Essential Reading / Recommended Reading

Bare Acts

Evaluation Pattern

Continuous Internal Assessment 1 - 20 marks (CIA 1)

Mid-Term Exam - 50 marks (CIA 2)

Continuous Internal Assessment 3 - 20 marks (CIA 3)

End Semester Examination - 100 marks

Evaluation Methods: Organizational / Field study reports, Assessment of Class Participation in case studies and discussions, Any other appropriate method identified by the instructor that would ensure objective assessment of the student performance

MBAL442C - SOCIAL ENTREPRENEURSHIP (2017 Batch)

Total Teaching Hours for Semester:60
No of Lecture Hours/Week:4
Max Marks:100
Credits:4

Course Objectives/Course Description

 

This course is designed to familiarize students with the theory and practice and importance of social entrepreneurship.

Learning Outcome

Describe the process and importance of social entrepreneurship

Explain and identify key steps involved in identification and selection of business opportunity

Will be able to describe the process of  planning, managing and governance of Social Enterprises

Describe and evaluate alternative ways of mobilizing and managing capital  

Unit-1
Teaching Hours:6
Introduction to Social Entrepreneurship
 

Definition of entrepreneur and entrepreneurship – Role of entrepreneurship in economic development – Advantages and drawbacks of pursuing entrepreneurship as a career Classification and functions of social entrepreneur – characteristics and traits of social entrepreneur. Social Innovation and Design Thinking.

Unit-2
Teaching Hours:6
Business Opportunity Identification and Selection
 

Creating and starting the venture – creativity and business idea – the business plan – The social problem, the customer: segments or organization's, value proposition: Revenue Streams; sources of capital – managing the enterprise. Measuring Social Impact Learning from Real-Life Social Enterprises.

Unit-3
Teaching Hours:5
Strategy, Structure and Outcome
 

Understanding strategy, structure and outcomes in social ventures, Integrating sustainability, Design Thinking for social innovation, Reverse Engineering strategy.

Unit-4
Teaching Hours:10
Planning, Managing and Governance of Social Enterprises
 

Strategic planning, developing sustainable business model, key partners, Legal issues – Forming business entity, considerations and criteria, requirements for formation of a Private/Public Limited Company, Intellectual Property Protection, Patents, Trademarks and Copyrights – importance for startups, Legal acts governing business in India; International entrepreneurship- opportunities and challenges; Foreign Contribution Regulation Act.

Unit-5
Teaching Hours:8
Mobilizing and Managing capital
 

Aid agencies – government, private, corporate, community support. Raising capital. Working capital management – challenges.

Unit-6
Teaching Hours:6
Strategic Marketing for Social Entrepreneurs
 

Marketing in social enterprise context, Digital communication and Branding strategy, Marketing Plan

Unit-7
Teaching Hours:11
Case Studies of Social Enterprises
 

Select case studies of social entrepreneurs and social enterprises. Verghese Kurien – Amul; Ramesh Ramanathan – Janagraha, Ela Bhatt - SEWA, Bindeshwar Pathak – Sulabh, Sumita Ghose - Rangasutra, Vineet Rai-Intellecap, Harish Hande – Selco, Santosh Parulekar, Anita Ahuja – conserve India, Saloni Malhotra – BPO Desi Crew. Weekly field visits.

Unit-8
Teaching Hours:8
Business Plan
 

Developing business plan. Practical exercise

Text Books And Reference Books:

Alex Nicholls, (2006), Social Entrepreneurship: New Models of Sustainable Social Change, New York: Oxford University Press.

David Bornstein, (2007). How to Change the World: Social Entrepreneurs and the Power of New Ideas , New York: Oxford University Press.

Fred Setterberg, Kary Schulman (1985), Beyond Profit: Complete Guide to Managing the Nonprofit Organizations, New York: Harper & Row.

Gregory Dees, Jed Emerson, Peter Economy (2002), Enterprising Nonprofits – A Toolkit for Social Entrepreneurs , New York: John Wiley and Sons.

Peter Drucker (1990), Managing the Non Profits Organizations: Practices and Principles, New York: HarperCollins.

Essential Reading / Recommended Reading

Case Centre, https://www.thecasecentre.org/main/

Harvard Business Review case studies, https://hbr.org/store/case-studies

Evaluation Pattern

Continuous Internal Assessment 1 - 20 marks (CIA 1)

Mid-Term Exam - 50 marks (CIA 2)

Continuous Internal Assessment 3 - 20 marks (CIA 3)

End Semester Examination - 100 marks

Evaluation Methods: Organizational / Field study reports, Assessment of Class Participation in case studies and discussions, Any other appropriate method identified by the instructor that would ensure objective assessment of the student performance

MBAL442D - ENTREPRENEURIAL SALES AND MARKETING (2017 Batch)

Total Teaching Hours for Semester:60
No of Lecture Hours/Week:4
Max Marks:100
Credits:4

Course Objectives/Course Description

 

 This course clarifies key marketing concepts, methods, and strategic issues relevant for start-up and early-stage entrepreneurs.

Learning Outcome

Understand and apply the processes involved in marketing in new ventures.

Unit-1
Teaching Hours:4
Marketing Research for Startups
 

Startup launch marketing plan blueprint..Practical insights into conducting marketing research. Mapping the Buying Journey: Sales Process Implications. Data analytics tools for conducting marketing research.

Unit-2
Teaching Hours:8
Marketing Strategies for New Ventures
 

Tech-enabled marketing strategies, Entrepreneurial thinking for market identification, segmentation and engagement decisions,  Identification of suitable markets, STP process,  Identify critical customers, product differentiation, and product positioning for venture,  Develop strategy to bring product/service to customer base, Timing of market entry, positioning in the marketplace, Leading customers rather than following them. Entrepreneurial approaches to formulating product design, strategic pricing, proactive pricing methods. Case study approach.

Unit-3
Teaching Hours:4
Startup Product Management
 

Project-based course that uses a learning-by-doing approach to build basic product management skills

Unit-4
Teaching Hours:6
Pricing and Revenue Management
 

Product / services pricing model for startups, Revenue Analytics - what to charge, what to stock and what to promote when? Framing and Delivering the Value Proposition: Product and Pricing. Business Analytical tools in pricing and revenue management.

Unit-5
Teaching Hours:8
Marketing Communications and Customer Engagement:
 

Branding the entrepreneurial venture: types and structures; network engagement with early adopters and the wider market, The role of marketing in the new product development process; Innovation versus imitation strategies. Marketing activities of small companies with limited access to resource, Creativity and simplicity (Guerilla Marketing), Ambush Marketing, Viral Marketing,   Branding, Building Entrepreneurial Brands, convergence marketing and expeditionary marketing, Design creative approaches to marketing communications advertising and promotion from a guerrilla standpoint; viral marketing and buzz marketing. Data analytical tools in marketing communication and customer engagement.

Unit-6
Teaching Hours:12
Digital Marketing
 

Practical exposure to social media marketing (Hand on exposure)

Unit-7
Teaching Hours:5
Distribution strategies and implementation
 

Strategies for market reach, Emerging distribution channels for startups. On-demand delivery startups. Data analytical tool in distribution.

Unit-8
Teaching Hours:3
Personal Selling
 

Introduction, Personal Selling process for new entrepreneurs. Case study approach

Unit-9
Teaching Hours:10
Designing Marketing Plan
 

Develop logical and concise recommendations to specific problems arising when developing a marketing plan for new venture.  Apply entrepreneurial thinking and develop marketing plan. Scaling: Growth Marketing

Text Books And Reference Books:

The Marketing Plan Handbook, Alexander Chernev, 4th Edition

The Manual for Indian Start-ups: Tools to Start and Scale-up Your New Venture, Vijaya Kumar Ivaturi, Meena Ganesh

Start-Up: A Practice Based Guide For New Venture Creation, Inge Hill

Scaling Up: How a Few Companies Make It... and Why the Rest Don't, Verne Harnish, Gazelles Inc

Essential Reading / Recommended Reading

Case Centre, https://www.thecasecentre.org/main/

Harvard Business Review case studies, https://hbr.org/store/case-studies

Evaluation Pattern

Continuous Internal Assessment 1 - 20 marks (CIA 1)

Mid-Term Exam - 50 marks (CIA 2)

Continuous Internal Assessment 3 - 20 marks (CIA 3)

End Semester Examination - 100 marks

Evaluation Methods: Organizational / Field study reports, Assessment of Class Participation in case studies and discussions, Any other appropriate method identified by the instructor that would ensure objective assessment of the student performance

MBAL443A - LEGAL AND REGULATORY ASPECTS OF EDUCATION MANAGEMENT (2017 Batch)

Total Teaching Hours for Semester:60
No of Lecture Hours/Week:4
Max Marks:100
Credits:4

Course Objectives/Course Description

 

This course is designed to identify and explain legal and regulatory law concepts in Education sector.

Learning Outcome

Apply appropriate legal and regulatory techniques in education sector.

Unit-1
Teaching Hours:8
Indian Trust Act, 1882
 

Definitions - types of trusts – registration of trusts – characteristics of trusts – renewal of trusts – duties and liabilities of trustees – vacating the office of trust - rights and liabilities of beneficiaries – cancellation of trusts – tax exemptions. Legal documentation procedure.

Unit-2
Teaching Hours:8
Societies Registration Act, 1860
 

Definitions – registration of societies – submission of accounts – renewal – closure – cancellation of societies – offences and penalties. Legal documentation procedure.

Unit-3
Teaching Hours:8
Consumer Protection Act, 1986
 

Definitions – consumer protection councils – structure, constitution, objects and jurisdiction – consumer redressal agencies – procedure for complaints – enforcement of orders of the council. Relevant case studies.

Unit-4
Teaching Hours:8
Employment Laws
 

EPF schemes – contribution – determination and recovery – obligations of employers – offences and penalties. Case study

Unit-5
Teaching Hours:10
Licensing, Documentation and Registration
 

Central / state / local Licensing, documentation and registration requirements in an educational institution. Step-by-step approach to regulatory and legal documentation procedure.

Unit-6
Teaching Hours:6
Regulatory Affairs Management
 

Documentation pertaining to UGC, state universities, AICTE, state and central education boards - CBSE, ICSE, NACC, RTI, various international accreditation authorities.

Unit-7
Teaching Hours:12
Relevant Acts
 

The National Commission for Minority Educational Institutions Act, 2004, State specific legal laws Eg – Karnataka Education Act, 1983, Delhi State Education Act, University Grants Commission (Open and Distance Learning) Regulations, 2017 (“ODL Regulation 2017”).

Text Books And Reference Books:

Ministry of Human Resource Development, http://mhrd.gov.in/acts-higher

Economic and Commercial Laws: Sangeet Kedia, Pooja Law Publishing House

Elements of Mercantile Law – N.D.Kapoor

Legal Aspects of Business: Akhileshwar Pathak--Mc Graw Hill Education Pvt Ltd;

Mercantile Law - Avatar Singh

Essential Reading / Recommended Reading

Bare Acts

Evaluation Pattern

Continuous Internal Assessment 1 - 20 marks (CIA 1)

Mid-Term Exam - 50 marks (CIA 2)

Continuous Internal Assessment 3 - 20 marks (CIA 3)

End Semester Examination - 100 marks

Evaluation Methods: Organizational / Field study reports, Assessment of Class Participation in case studies and discussions, Any other appropriate method identified by the instructor that would ensure objective assessment of the student performance

MBAL443B - PHARMACEUTICAL AND HEALTHCARE MARKETING (2017 Batch)

Total Teaching Hours for Semester:60
No of Lecture Hours/Week:4
Max Marks:100
Credits:4

Course Objectives/Course Description

 

This subject enables systematic understanding of Healthcare market structure and applies learning in Healthcare Marketing.

Learning Outcome

  • Knowledge of key options in the policy, planning and marketing of health care services

  • Ability to use Healthcare Market structure knowledge in formulating, implementing and evaluating strategic marketing decisions in health care.

Unit-1
Teaching Hours:4
Healthcare Market Analysis
 

Healthcare Industry, Components of Healthcare value chain - Hospitals, Pharmaceutical companies, clinical trials, Healthcare outsourcing, telemedicine, medical tourism, Health Insurance, Electronic Health Records and medical equipment OEMs, IoT in Healthcare.

Unit-2
Teaching Hours:6
Market Research, Market Analysis and Selection
 

Marketing Research, steps involved in marketing research-, STP process - Market Segmentation, Target Market and positioning; Consumer behavior; strategy execution. Marketing Research, steps involved in marketing research-, STP process - Market Segmentation, Target Market and positioning.

Unit-3
Teaching Hours:10
Marketing of Healthcare Insurance Services
 

Introduction, Types of Healthcare insurance policies, Insurance process flow, Third Party Assurance, Claims and Rejection, Ombudsman, Challenges faced by Hospitals. Ethical practices.

Unit-4
Teaching Hours:10
Product and Pricing Decisions in Hospitals
 

Product and Service Marketing, Clinical Services and revenue management, Consumer behavior in services Planning and creating services, adopting SERVEQUAL, Managing service delivery, key drivers and levers in hospital marketing. Institutional and Corporate marketing, Specialty Marketing, identifying and classifying supplementary services, branding service products, new service development, objectives and foundations for setting prices, methods of service pricing, revenue management. Case study approach.

Unit-5
Teaching Hours:10
Branding, Communication-mix and Distribution of Healthcare Services:
 

Brand Equity, Brand Equity Models, Brand Positioning, MARCOMM, Communication mix, Digital Marketing, challenges and opportunities in communicating services, objectives for marketing communications, branding and communications, Distribution in a service context, options for service delivery, decisions about place and time, service delivery in cyberspace. Case study approach.

Unit-6
Teaching Hours:15
Pharmaceutical Marketing
 

Marketing mix strategies in pharma industry. Go-to-market Digital and Time-tested traditional Marketing strategies.  Regulatory framework - National Pharmaceutical Pricing Authority, Weights and Measurement Act.

Unit-7
Teaching Hours:5
Ethical Marketing in Healthcare
 

Marketing Ethics, Direct to consumer marketing, physician directed marketing, Drug approval and clinical trials, Device gain sharing and other related issues. Case study approach.

Text Books And Reference Books:

Alistari McGuire, John Henderson and Gavin Money (1998) Economics of Health Care: An Introductory Text, Routledge and Kegan Paul, New York.

Barbara McPake, Lilani Kumanranayake and Charles Normand, (2002) Health Economics, An International Perspective.
Kotler Philip, Marketing Management

Essential Reading / Recommended Reading

Case Centre, https://www.thecasecentre.org/main/

Harvard Business Review case studies, https://hbr.org/store/case-studies

Evaluation Pattern

Continuous Internal Assessment 1 - 20 marks (CIA 1)

Mid-Term Exam - 50 marks (CIA 2)

Continuous Internal Assessment 3 - 20 marks (CIA 3)

End Semester Examination - 100 marks

Evaluation Methods: Organizational / Field study reports, Assessment of Class Participation in case studies and discussions, Any other appropriate method identified by the instructor that would ensure objective assessment of the student performance

MBAL443C - SUSTAINABILITY, CSR COMPLIANCE AND REPORTING (2017 Batch)

Total Teaching Hours for Semester:60
No of Lecture Hours/Week:4
Max Marks:100
Credits:4

Course Objectives/Course Description

 

This course is designed to familiarize students with the theory and practice and importance of Sustainability and CSR compliance management.

Learning Outcome

  • Explain and critically analyze the legal, societal and governmental aspects of corporate governance and CSR Compliance & Reporting.

  • Critically evaluate the fundamental concepts, principles and drivers behind the 'good governance' movement.

Unit-1
Teaching Hours:12
Global Standards in Sustainability Reporting
 

GRI Sustainability reporting, GRI Standards includes the three Universal Standards – GRI 101, 102 and 103 – and the three series of topic-specific Standards: 200 (Economic topics), 300 (Environmental topics) and 400 (Social topics). Sustainability Disclosure database.

North-American Sustainability reporting landscape, Conceptual framework of Sustainability Accounting Standards Board (SASB), USA,

Sustainability reporting in the EU, sustainability reporting standards in China, sustainability reporting in Gulf region,

The AA1000 Stakeholder Engagement Standard (AA1000SES), GRI and Accountability AA1000 Principles Standard 2008 (AA1000APS), along with some industry-specific guidelines commonly developed by industry associations. Global Guidance Standard on Social Responsibility’s 26000, seven principles of social responsibility. Life Cycle Assessments. Practical approach to documentation process. Reporting Procedure.

How to register reports on GlobalReporting.org

Unit-2
Teaching Hours:8
The Global Reporting Initiative and Corporate Sustainability Reporting Guidelines.
 

Social Accountability International's SA8000 standard. Accountability’s AA1000 standard, based on John Elkington's triple bottom line (3BL) reporting. ISO 14001 environmental management Standard Social Life Cycle Assessment -UNEP Guidelines. Impact Assessment.

Unit-3
Teaching Hours:8
Sustainability Disclosure and Reporting practices in India
 

Disclosure Practices of Global Reporting Initiatives (GRI) for. Sustainability Reporting In India, SEBI’s ESG and business responsibility disclosures, Mandatory v/s Voluntary Environmental Disclosures, Benefits of sustainability reporting, Barriers / Challenges to Sustainability Reporting. Harmonizing sustainability reporting practices in India. Linking the GRI standards and the SEBI BRR framework.

Unit-4
Teaching Hours:12
CSR Compliance practices in India
 

Levels of CSR compliance, CSR Reporting standards in annual reports, responsibilities of CSR committees, CSR Policy and activities reporting,

Global Guidance Standard on Social Responsibility 26000, seven principles of social responsibility. SEBI Guide Line on CSE Reporting, Life Cycle Assessments, Factors Driving Corporate Sustainability. SEBI Guide Line on CSE Reporting.

Unit-5
Teaching Hours:10
CSR Legal and Regulatory Documentation
 

End-to-end CSR legal and regulatory documentation as per Companies Act, 2013. Practical approach.

Unit-6
Teaching Hours:5
Social Auditing
 

The Social Audit Process, The Social Audit Standard. Social Audit Verification, Social Accounting, Social Audit Report. IICA format for Annual report on CSR activities.CSR Audit & Reporting Guidelines by Companies act 2013. The Social Audit Process, The Social Audit Standard. Social Audit Verification, Social Accounting, Social Audit Report.

Unit-7
Teaching Hours:5
Corporate Accountability Index
 

Bureau of Indian Standard (BIS), Dow Jones Sustainability Index, Cradle – to – Cradle, Green Building & Purchasing. Reporting procedure.

Text Books And Reference Books:

Corporate Governance: Principles, Policies, and Practices, R. I. (Bob) Tricker, Robert Ian Tricker

Corporate Governance, Responsibility and Sustainability: Initiatives in  India, Arindam Banik, Ananda Das

Security Exchange Board of India

Globalreporting.org  http://database.globalreporting.org/

Essential Reading / Recommended Reading

Case Centre, https://www.thecasecentre.org/main/

Harvard Business Review case studies, https://hbr.org/store/case-studies

Evaluation Pattern

Continuous Internal Assessment 1 - 20 marks (CIA 1)

Mid-Term Exam - 50 marks (CIA 2)

Continuous Internal Assessment 3 - 20 marks (CIA 3)

End Semester Examination - 100 marks

Evaluation Methods: Organizational / Field study reports, Assessment of Class Participation in case studies and discussions, Any other appropriate method identified by the instructor that would ensure objective assessment of the student performance

MBAL443D - REENGINEERING SMALL AND FAMILY BUSINESS (2017 Batch)

Total Teaching Hours for Semester:60
No of Lecture Hours/Week:4
Max Marks:100
Credits:4

Course Objectives/Course Description

 

The course is organized in two parts: the first half is dedicated to small business and the remaining half is dedicated to family business.

Learning Outcome

Understand and apply latest management tools and techniques in running small and family business.

Unit-1
Teaching Hours:5
Introduction to Small Business Management:
 

SME business dynamics, present scenario of SME & MSME in India and developed and other emerging markets – a case study approach. Five stages of small business growth management: Stage 1 – Existence; Stage 2 – Survival; Stage 3 – Success; Stage 4 – Take Off; Stage 5 – Resource Maturity; The characteristics of small business at each stage of development, strategies and tactical plans to navigate five stages of growth. Planning and execution across five growth stages.

Unit-2
Teaching Hours:10
Navigating Post-start-up Strategy:
 

Strategy in Small Business; strategic planning process in small businesses, Industry Analysis, Strategy Selection & Implementation of functional and tactical plans, the Five Mantras of Growth;  Customer Base Retention;  Market Share Gain;  Market Positioning, Adjacent market expansion, diversification into new businesses. Strategy navigation for managing growth, Case Studies on Built to Last (BTL) companies.

Unit-3
Teaching Hours:8
Tactical Planning in Small Businesses:
 

Improving organizational processes through Balance Score Card, Driving performance, Aligning Functional strategies and business strategy, Impact of Organizational Behaviour in small businesses, Managing Human Resources, Designing reward systems, Measuring Individual performance, Operations Management in Small Business; Manage short-time assets; Techniques to manage and improve the operations of your business; Total Quality Management in Small Businesses. Growth Through New Products and New Customers, Determine how to best manage the portfolio of new products. Digital strategy across the value chain.

Unit-4
Teaching Hours:6
Strategic Planning approach to Family Business:
 

Overview of current Family business practices, assessing strengths and weaknesses, from the owner strategy to business strategy to functional strategy,  obstacles and opportunities for development of family business, growth strategies, entering International markets like the Mittlestand, strategies for internationalization of family businesses – case studies from Germany, etc.,  Vijay Govindrajan’s Three Box Model approach.  IPO strategy.

Unit-5
Teaching Hours:6
Family Business Leadership:
 

Succession issues in family firms, Leadership Transition: replacing a parent, understanding demands of leadership, what makes leaders effective, preparing for leadership roles, overcoming impediments to leadership, Getting along in family businesses, addressing transitions and change, Gender and succession issues.

Unit-6
Teaching Hours:10
Business Process Management in Family Business:
 

Business Process Automation – Digital Marketing, ERP, Balance Score Card Tool, Aligning Human resource and business strategy, Improving organizational processes using Balance Score card approach, Corporate Governance issues, Best Practices Management, Case Studies.

Unit-7
Teaching Hours:15
Case Studies
 

German and Japanese SME case studies, Aurum Harilela Group, Graham Holdings – Kaplan, Synarge, Washington Post Co.

Text Books And Reference Books:

Family Businesses in Transition Economies: Management, Succession and ...

edited by Léo-Paul Dana, Veland Ramadani

Small Business Management

By Justin G. Longenecker, J. William Petty, Leslie E. Palich, Frank Hoy

Small Business Ceo: Strategies to Navigate the Four Stages of Growth ,Jenny Stilwell

Essential Reading / Recommended Reading

Case Centre, https://www.thecasecentre.org/main/

 Harvard Business Review case studies, https://hbr.org/store/case-studies

Evaluation Pattern

Continuous Internal Assessment 1 - 20 marks (CIA 1)

Mid-Term Exam - 50 marks (CIA 2)

Continuous Internal Assessment 3 - 20 marks (CIA 3)

End Semester Examination - 100 marks

Evaluation Methods: Organizational / Field study reports, Assessment of Class Participation in case studies and discussions, Any other appropriate method identified by the instructor that would ensure objective assessment of the student performance

MBAL451 - BUSINESS INTELLIGENCE AND DATA ANALYTICS (2017 Batch)

Total Teaching Hours for Semester:60
No of Lecture Hours/Week:4
Max Marks:100
Credits:4

Course Objectives/Course Description

 

This course involves the study and practice of data analysis in business decision making. 

Learning Outcome

To familiarize the students with the knowledge of Data Analytics, emerging trends in the global and Indian context.

Unit-1
Teaching Hours:4
Business Intelligence
 

BI Technologies and Knowledge management tools for improving decision making, Collaborative tools and systems.

Unit-2
Teaching Hours:8
Advanced Excel and Tableau
 

Data analysis using Pivot and Lookup, Data cleansing, Normalization.

Unit-3
Teaching Hours:5
Alteryx
 

Input data, types of data sources, select function, join, formula, summarize, data manipulation tools.

Unit-4
Teaching Hours:5
Charts
 

Introduction to Chart Elements and Chart Types, How to create first chart and display specific data, Learn to Create Instant Chart , Use Switch & Move Buttons ,Learn to Change The Default Chart, Give Title, Save As TeMBALate, Understanding the use of Legends, Chart Title, Axis, Data Labels, Gridlines etc, How to add an Average to the Chart, How to create Double Axis Chart to display values with huge difference, How to create a Pie Chart, Formatting of Pie Chart & Key Features, Pie To Bar and Separate Pieces of Pie Chart

Unit-5
Teaching Hours:8
SPSS for Social Sciences
 

SPSS tools and techniques in business decision making.

Unit-6
Teaching Hours:25
R and Python Programming
 

R and Python programming tools and techniques in Data Analysis.

Unit-7
Teaching Hours:5
E Views
 

E views tools and techniques

Text Books And Reference Books:

Microsoft Excel 2016: Learn Advanced Excel with Quick Examples (excel 2016, Excel 2013,

Excel VBA, Excel 2016, Excel Charts, Excel Project, MS Excel, MS Excel Books, Spreadsheet

Tableau Your Data!: Fast and Easy Visual Analysis with Tableau Software,  Daniel G. Murray

Spreadsheet Excel) Microsoft EXCEL 2016 Series

 

Essential Reading / Recommended Reading

Case Centre, https://www.thecasecentre.org/main/

 Harvard Business Review case studies, https://hbr.org/store/case-studies

Evaluation Pattern

Continuous Internal Assessment 1 - 20 marks (CIA 1)

Mid-Term Exam - 50 marks (CIA 2)

Continuous Internal Assessment 3 - 20 marks (CIA 3)

End Semester Examination - 100 marks

Evaluation Methods: Organizational / Field study reports, Assessment of Class Participation in case studies and discussions, Any other appropriate method identified by the instructor that would ensure objective assessment of the student performance

MBAL481 - INDUSTRY LIVE PROJECT / ENTREPRENEURSHIP PRACTICUM - NEW VENTURE CREATION (2017 Batch)

Total Teaching Hours for Semester:60
No of Lecture Hours/Week:4
Max Marks:100
Credits:4

Course Objectives/Course Description

 

Dissertation project should be live industry-based with an external organization.  

Learning Outcome

  • Identification of problems

  • Formulate and implement business solution for the problems / challenges identified.

  • Students will be exposed to connect classroom learning in developing their business plan.

  • Demonstrate the practical skills in researching, planning, and executing a business plan for a new venture

Unit-1
Teaching Hours:60
Live Industry-based Project
 

Live Industry-based Project for Education Management, Healthcare Management, Sustainability and Corporate Social Responsibility:

Students will identify live industry-based problem. Formulate and implement business solution for the problems or challenges.

Unit-2
Teaching Hours:60
Start-up Venture Plan and Execution for Entrepreneurship Track students:
 

This course is designed to allow students to integrate theory and practice.  To develop knowledge and competence for setting up and running of new ventures.  The aim of this course is to enable students from a variety of backgrounds to gain experience and develop their knowledge in entrepreneurship into practical skills to a very high level. Demonstrate an ability to operationalize a business plan and assessing the risks and opportunities that arise from this activity.

Text Books And Reference Books:

*

Essential Reading / Recommended Reading

*

Evaluation Pattern

Report, Viva - 100%