Department of
PROFESSIONAL-STUDIES






Syllabus for
Master of Business Administration (Leadership and Management)
Academic Year  (2019)

 
1 Semester - 2019 - 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 BUSINESS STATISTICS 4 4 100
MBAL134 MANAGERIAL ECONOMICS 4 4 100
MBAL135 OPERATIONAL EXCELLENCE AND LEADERSHIP 4 4 100
MBAL151 DATA ANALYTICS FOR DECISION MAKING I 4 4 100
MBAL181 EXPERIENTIAL LEARNING: CORPORATE RESIDENCY I 0 04 100
2 Semester - 2019 - 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 QUANTITATIVE TECHNIQUES AND OPERATIONS RESEARCH 4 4 100
MBAL236 BUSINESS RESEARCH METHODOLOGY 4 4 100
MBAL251 DATA ANALYTICS FOR DECISION MAKING II 4 4 100
MBAL281 EXPERIENTIAL LEARNING: CORPORATE RESIDENCY II 0 04 100
3 Semester - 2018 - 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 3 3 100
MBAL341C SUSTAINABILITY MANAGEMENT AND IMPACT LEADERSHIP 3 3 100
MBAL341D ENTREPRENEURIAL STRATEGY 3 3 100
MBAL342A CURRICULUM DEVELOPMENT,INSTRUCTIONAL DESIGN, AND ASSESSMENT 3 3 100
MBAL342B PHARMA AND HEALTHCARE QUALITY MANAGEMENT 15 15 100
MBAL342C DESIGN THINKING AND SOCIAL INNOVATION 3 3 100
MBAL342D LEGAL AND REGULATORY AFFAIRS IN STARTUPS 3 3 100
MBAL343A E-LEARNING MANAGEMENT SYSTEMS 3 3 100
MBAL343B OPERATIONS AND SCM IN PHARMA AND HEALTHCARE 3 3 100
MBAL343C CSR PROJECT MANAGEMENT 3 3 100
MBAL343D DESIGN THINKING, INNOVATION AND IDEA PRODUCTIZATION 3 3 100
MBAL344B LEGAL AND REGULATORY AFFAIRS IN PHARMA AND HEALTHCARE 15 15 50
MBAL351 DATA ANALYTICS FOR DECISION MAKING III 4 4 100
MBAL381 EXPERIENTIAL LEARNING: INDUSTRY WORK PLACEMENT III 0 04 100
MBAL382 SUMMER INTERNSHIP 0 04 100
4 Semester - 2018 - Batch
Paper Code
Paper
Hours Per
Week
Credits
Marks
MBAL431 COST AND MANAGEMENT ACCOUNTING 4 4 100
MBAL432 PROJECT MANAGEMENT 4 4 100
MBAL433 DATA ANALYTICS FOR DECISION MAKING IV 4 4 100
MBAL441A ENTREPRENEURSHIP IN EDUCATION 3 3 100
MBAL441B ENTREPRENEURSHIP IN HEALTHCARE 3 3 100
MBAL441C FINANCE FOR SOCIAL ENTERPRISES 3 3 100
MBAL441D ENTREPRENEURIAL FINANCE 3 3 100
MBAL442A QUALITY MANAGEMENT IN EDUCATION 3 3 100
MBAL442B HEALTHCARE INSURANCE 15 15 50
MBAL442C SOCIAL ENTREPRENEURSHIP 3 3 100
MBAL442D STRATEGIC MARKETING AND BRANDING 3 3 100
MBAL443A LEGAL AND REGULATORY ASPECTS OF EDUCATION MANAGEMENT 15 15 50
MBAL443B PHARMACEUTICAL AND HEALTHCARE MARKETING 3 3 100
MBAL443C NON-PROFIT MARKETING AND FUND RAISING 15 15 50
MBAL443D REENGINEERING SMALL AND FAMILY BUSINESS 15 15 50
MBAL444A STRATEGIC MARKETING AND BRANDING IN EDUCATION 15 15 50
MBAL444B HEALTHCARE CONSULTING 15 15 50
MBAL444C RESEARCH METHODS IN CSR 15 15 50
MBAL444D DIRECT AND INDIRECT TAX 15 15 50
MBAL481 PROJECT DISSERTATION / ENTREPRENEURSHIP PRACTICUM - NEW VENTURE CREATION 0 04 100
        

  

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 Assessement (CIA)  1 - 20 marks 

CIA 2 (Mid-Term Exam) - 50 marks 

CIA 3 - 20 marks 

End Semester Examination - 100 marks 

 

Evaluation Methods:

 

  • Internal Assignments, Periodic Tests,
  • Mid-term and End term exam
  • Corporate Residency Performance Appraisal
  • 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.

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 center 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:
MBA (Leadership & Management) program enables students by preparing them for management careers in businesses and non-profit organizations. This program is designed to bridge the knowing-doing gap; we have integrated mandatory Corporate Residency component that offers unmatched experiential learning and networking opportunities. Specialization Tracks: Education Leadership Social Entrepreneurship, Sustainability and CSR Healthcare Management Entrepreneurship
Program Objective:
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, Social Entrepreneurship, Sustainability, Corporate Social Responsibility or explore opportunities in new sectors through Entrepreneurship. Program Outcomes: Communicate effectively in a variety of situations. Identify the key issues facing a business Utilize qualitative and quantitative methods to investigate and solve critical business problems Integrate tools and concepts from multiple functional areas (i.e. finance, marketing, operations, etc.) to solve business problems Evaluate and integrate ethical considerations when making business decisions Incorporate diversity and multicultural perspectives when making business decisions Collaborate effectively as a business leader In-depth Knowledge for specific MBA concentrations: Entrepreneurship - Demonstrate knowledge, skills and techniques to lead entrepreneurial and strategic ventures Healthcare Management- Demonstrate knowledge, skills and techniques to manage healthcare operations effectively and efficiently Education Leadership - Demonstrate knowledge, skills and techniques to execute projects effectively and efficiently Social Entrepreneurship, Sustainability and CSR - Demonstrate knowledge, skills and techniques to lead sustainable businesses and organizations Program Pedagogy: Regular classroom lect

MBAL131 - BUSINESS MANAGEMENT AND ORGANIZATIONAL BEHAVIOR (2019 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
Design Thinking approach to Planning and Decision Making
 

Introduction to Planning, using Design Thinking to support strategic 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, How design thinking can turn your strategy into reality

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
Strategic approach to Organizational Behaviour
 

Strategic approach to OB - organizing and managing the people’s knowledge and skills effectively to implement the organization’s strategy and gain  competitive advantage, The Individual and  Organizational Culture, Impact of Organizational culture on strategy implementation, how culture eats strategy for breakfast, 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
Positive Organizational Behavior as a source of Sustainable Competitive Advantage
 

Personality, Attitude, Perception, Emotions and Individual Behavior.

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

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, professional relationship management at internship. Organizational Citizenship Behaviour, slacking in organizational structures, Organizational Behaviour techniques to stop Bad Behavior From Destroying Your Organization.

Unit-4
Teaching Hours:6
Organizational Design for High Performance
 

Design business units and functions to respond effectively to customers; Translate company's mission and business strategy into a comprehensive set of performance targets and measures, Motivate innovation while balancing rapid entrepreneurial growth with controls, Drive strategy down to operations and align front-line employees to their company's strategic objectives, Identify and manage preventable, strategic and external risks, particularly during challenging economic times, Develop and implement an integrated framework for their organization's performance management and control systems.

Unit-5
Teaching Hours:6
Managing Organizational Structure and Conflict Management in Work Teams
 

Steps in Organizing process, Organizing Staff/Employees, Organizational Design and Structure, Organizational structure and goal settingClassification 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.

Group Development,  Foundations of Group Behaviour, Stages of Group Development, Turning Groups into Effective Teams, Managing Work Teams, Types of Work Teams – Self-Directed 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, Cultural Intelligence.

Unit-6
Teaching Hours:6
Self Managing Leadership, Leading Others and Organizational Transformation
 

Self Managing Leadership, Leading Others and Organizational Transformation

Leading the self, Leading others, Shaping the organizational culture, Building community through Servant Leadership.            

Directing energy to achieve anything, Self-Leadership 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,  Leadership communication - modeling the appropriate desired behavior.

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
Knowledge Management, Organizational Intelligence and Change Management in the age of Artificial Intelligence
 

Knowledge management as competitive advantage, Personal Knowledge 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 (CIA)  1 - 20 marks 

CIA 2 (Mid-Term Exam) - 50 marks 

CIA 3 - 20 marks 

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 (2019 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 (CIA)  1 - 20 marks 

CIA 2 (Mid-Term Exam) - 50 marks 

CIA 3 - 20 marks 

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 - BUSINESS STATISTICS (2019 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:12
Introduction to Statistics
 

Importance of Statistics in modern business organizations. Scope and Applications of Statistics in Managerial decision making in various functional areas of management Marketing Management, Human Resource Management and Finance, Phases of a statistical study, Presentation of data - Tables, Graphs and Frequency Distribution

Measures of central tendency: Mean, Median and Mode and their implications, Measures of Dispersion: Range, Quartile deviation, Mean deviation, Standard deviation, Coefficient of Variation, Skewness, Kurtosis.

 Summary Statistics using MS Excel/SPSS

Unit-2
Teaching Hours:12
Correlation and Regression -
 

Introduction –Correlation Analysis - Scatter diagram, Positive and Negative correlation, limits for coefficient of Correlation, Karl Pearson’s coefficient of correlation, Spearman’s Rank correlation. Regression Analysis-Concept, least square fit of a linear regression, Properties of regression coefficients and prediction

Time series analysis: Concept, Additive and Multiplicative models, Components of time series. Trend analysis: Least Square method, Linear and Non- Linear equations, Exponential smoothing method, Applications in business decision-making.

Co-relation and regression using MS Excel/SPSS 

Unit-3
Teaching Hours:15
Probability
 

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

Unit-4
Teaching Hours:6
Sampling
 

Concept of probability and its uses in business decision-making - namely Market Research, Financial Research, etc.  Introduction to sampling distributions, Sampling distribution of mean and proportion, Sampling techniques. Estimation: Point and Interval estimates for population parameters of large sample and small samples, Determining the sample size.

Unit-5
Teaching Hours:15
Hypothesis Testing
 

Concepts, Formulation of Hypotheses; Application of Z-test, t-test, F-test and Chi-Square test Techniques of association of Attributes & Testing  ANOVA one and two way, Design of experiments, Overview of Analysis of CRD, RBD, LSD

 t-Tests, Chi-square test for Goodness of Fit and independence of attributes, ANOVA using 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.

Statistics for management. Levin, I. R. & Rubin, D. S. (2011). Prentice Hall India Publications.

Applied business statistics. Black K. (2013): Wiley Publications, New Delhi

Statistics for managers using microsoft excel, Levine, D. M., Stephan, D. F., Krehbiel, T. C. & Berenson, M. L. (2011).6th ed.  Prentice Hall India Publications.New Delhi

Statistics for Management, T N Srivastava, Shailaja Rego, Tata McGrawhill, Latest edition.

Essential Reading / Recommended Reading

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

Fundamentals of Statistics, SC Gupta, Himalaya Publications.2013.

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

Statistical Techniques in Business & Economics, Douglas A Lind, William g Marchal, Samuel A Wathen(2017), 16th edition, McGraw-Hill

Statistics for Business & Economics, Anderson, D.R., Sweeny, D.J., Williams, T.A., Camm, J.D., Cochran, J.J. (2017).14thEdition.Boston: Cengage Learning.

Evaluation Pattern

Continuous Internal Assessement (CIA)  1 - 20 marks 

CIA 2 (Mid-Term Exam) - 50 marks 

CIA 3 - 20 marks 

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 (2019 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 (CIA)  1 - 20 marks 

CIA 2 (Mid-Term Exam) - 50 marks 

CIA 3 - 20 marks 

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 - OPERATIONAL EXCELLENCE AND LEADERSHIP (2019 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 focus on operational excellence, organizational agility and strategic communication to maximize organizational performance. 

Learning Outcome

Develop passion for achieve Operational Excellence

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:4
Organizational Culture and Leadership
 

Cultural value dimensions, Value, systems and practices, Organizational culture for performance, role of leadership in organizational culture, Intrapreneurial culture, Work Ethics. Culture Eats Strategy.

Unit-2
Teaching Hours:10
Operational Process Efficiency
 

Understanding process improvements, introduction to lean and six sigma, green belt projects, operational management tools. RCA, pareto, Fishbone etc. Factors determining process efficiency. Primary feasibility study. Report preparation. Management reporting. Understanding of budget planning, manpower planning, staffing requirements, process design and definition. Delegation and decentralization of work – Job Description of an Intern, Why an intern must contribute to operational efficiency?  Robotic Process Automation.

Unit-3
Teaching Hours:8
Fostering Intrapreneurial, Growth Manager and Entrepreneurial Mindset
 

Introduction to emotional intelligence. Neuro-linguistic programming fundamentals. People Management Skills, Managing Emotional intelligence at workplace/ university campus/ personal life. Neuro-linguistic programming fundamentals, Effective Communication with NLP, Situational leadership styles. Self-exploration of leadership style. 

Fostering ownership mindset, Why should you develop Intrapreneurial / Growth Manager / Entrepreneurial mindset, Fundamentals of people management, understanding organizational culture and value inculcation, Situational leadership style, Self-exploration of leadership style. Stakeholder management.

Unit-4
Teaching Hours:8
Strategic Organizational Communication
 

Introduction to Strategic Communication, Power of strategic communication in Organizational Development, Systems Thinking Strategic Communication for sustainable organizations, Four step Public Relations  process – Situational analysis, Strategy, implementation, Assessment, with various stakeholders -  Media Relations, Marketing and Brand communication, Public affairs, Investor Relations. , 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, Functional and cross-functional interactions.

Unit-5
Teaching Hours:6
Collaborative Interpersonal and Employee Engagement Communication
 

How to communicate as an Intern, 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:6
Strategic Organizational Communication
 

Introduction to Strategic Communication, Power of strategic communication in Organizational Development, Systems Thinking Strategic Communication for sustainable organizations, Four step Public Relations  process – Situational analysis, Strategy, implementation, Assessment, with various stakeholders -  Media Relations, Marketing and Brand communication, Public affairs, Investor Relations. , 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, Functional and cross-functional interactions.

Unit-7
Teaching Hours:6
Effective Communication at work and beyond
 

Problem solving approach to Verbal and Non verbal communication, netiquette, Negotiation Skills (BATNA) inside out, Barriers and Gateways, Effective corporate presentation, power dressing code,  Design Thinking approach to audience research (empathizing with listeners), communication and emotional intelligence, creativity in oral communication, Telephonic conversation, teleconferencing, video and Skype,  Clinical Group Discussion. Impromptu speaking. Public Speaking, Telephone skills, Giving and Accepting criticisms, Motivating and Supporting, Persuading and Negotiation. Toastmasters – public speaking and leadership, BEC. Demonstrate ethical and professional communication code of conduct.

Unit-8
Teaching Hours:6
Design thinking approach to Communication
 

Design thinking begins with listening. Customer centric approach to communication, emails, presentations and communication collaterals such as websites, etc. 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 internship work diary.

Unit-9
Teaching Hours:6
Leading communication and Stakeholders Engagement
 

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, Business Podcasts, Webinars.

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 

Essential Reading / Recommended Reading

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

Toastmasters International Manual

Evaluation Pattern

Continuous Internal Assessement (CIA)  1 - 20 marks 

CIA 2 (Mid-Term Exam) - 50 marks 

CIA 3 - 20 marks 

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. 

MBAL151 - DATA ANALYTICS FOR DECISION MAKING I (2019 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:5
Information Systems and Strategic Implications
 

Data Science introduction and it’s interdisciplinary nature, Data Information Systems- Information System activities and resources- Analytics applications in strategy building – Business Analytics solutions (Customer Analytics, Market Analytics, Finance Analytics, Supplychain Analytics, HR Analytics, Sports Analytics, etc.) Information Technology as a key Business Enabler and Driver- DSS and ES-Software for decision making.

Business Analytics Fundamentals: descriptive, predictive and prescriptive analytics, Data types, Business Analytics System Architecture. Data Science overview, Business Analytics Fundamentals, descriptive, predictive and prescriptive analytics, Types of Digital Data and Data Management.

Unit-2
Teaching Hours:5
Introduction to Visual Analytics and Data Science
 

Visual Analytics best practices, Analytics tools landscape.

Unit-3
Teaching Hours:20
Introduction to Data Analytics using Microsoft Excel
 

Pivot tables, Formulas – lookup, sumif, condition, sorting, data cleansing, table formatting. 

Unit-4
Teaching Hours:5
Tableau
 

Tableau installation, Tableau software introduction and fundamentals – data connectors, loading data sets, Data source (Dimensions and Measures) and Worksheet views.

Unit-5
Teaching Hours:5
Data Visualization using Tableau
 

Data processing and analysis with Tableau, Creating visuals in Tableau using data sets, basic charts and graphs, data types, changing data types, changing default properties for a data field (number format, aggregation, color, date format, etc.), formatting visuals for presentation (color, shapes, fonts), calculated fields, Data Visualization with Excel and Tableau or any other open source tool.

Unit-6
Teaching Hours:15
Problem solving using Tableau
 

Publishing visuals, sharing and downloading twbx/workbooks

Level of granularity and aggregation, introducing level of granularity and changing aggregations

Analytical problem solving in Tableau, table calculations, filters (context and quick filters), date filters, crosstabs

Time series, pivoting data, conversion of dimension into a measure and measure into a dimension, dual axis chart, working with live data sets.

Unit-7
Teaching Hours:5
Data Presentation and Reporting
 

KPIs, dashboards, Communication skills for a data analyst.

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 (CIA)  1 - 20 marks 

CIA 2 (Mid-Term Exam) - 50 marks 

CIA 3 - 20 marks 

End Semester Examination - 100 marks 

Evaluation Methods: Lab Practicals, Project work

MBAL181 - EXPERIENTIAL LEARNING: CORPORATE RESIDENCY I (2019 Batch)

Total Teaching Hours for Semester:0
No of Lecture Hours/Week:0
Max Marks:100
Credits:04

Course Objectives/Course Description

 

Corporate Residency is an important learning experience of this study program, allowing students to solve real-world problems through hands-on-learning approach.  This enables 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 problem solving approach. 

Unit-1
Teaching Hours:0
Project report on Organizational Study
 

Learning is organized around and triggered by complex problems that students can expect to encounter in the real world of work. The internship that you choose must let you tackle a real business issue for a real organization and make a genuine impact. Students must leverage their newly acquired knowledge from core courses, internship experience and their previous work experience in diverse industries to solve business problems. Ideas and suggestions are often used by the companies.

During internship period you will:

·         Sign Internship Learning Agreement

·         Plan with your interning organization

·         Type of Project Work: Organizational Study

·         Write a report

·         Present your findings and solutions to the client.

No of working days in a semester:  75 working days in odd semester and 98 days in even semester.

Attendance minimum requirement: 85%. If attendance falls below 75%, such a student will not be eligible to appear for viva. 

Working Hours: Minimum of 25 hours per week, Monday – Friday, from 1 PM to 6.00 PM. 

A student shall pursue compulsory work placement. Exemption will not be entertained.

Marks Deduction: If the student abstains from work placement in a particular day/week/month, marks of such students will be adjusted on pro-rata basis. For each day’s of absence, one mark shall be deducted from the total marks secured.  

Study Leave: Students are exempted from attending work placement during mid-term exam only. The mid-term exam leave period 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 quality work at all times.

Log Book:

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.

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

Department Evaluation:

The department will evaluate student’s performance (75% weight age). The evaluation will be based on rubrics criteria such as consistency, overall performance, attendance, number of hours worked, quality of work – Live project or simple internship, code of conduct on the job and many other parameters. 

Employer’s Evaluation:

A student shall be subjected to performance reviews at work placement (25% weight age). 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. 

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.  

 

Text Books And Reference Books:

*

Essential Reading / Recommended Reading

*

Evaluation Pattern

Department Evaluation:

The department will evaluate student’s performance (75% weight age). The evaluation will be based on rubrics criteria such as consistency, overall performance, attendance, number of hours worked, quality of work – Live project or simple internship, code of conduct on the job and many other parameters. 

Employer’s Evaluation:

A student shall be subjected to performance reviews at work placement (25% weight age). 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. 

Attendance minimum requirement: 85%. If attendance falls below 75%, such a student will not be eligible to appear for viva.  

Marks Deduction: If the student abstains from work placement in a particular day/week/month, marks of such students will be adjusted on pro-rata basis. For each day’s of absence, one mark shall be deducted from the total marks secured.  

 

 

MBAL231 - HUMAN RESOURCE MANAGEMENT (2019 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:5
People and Business Performance
 

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, Ethics in HRM, NHRD Membership – Networking opportunities.

Unit-2
Teaching Hours:5
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), Fostering ownership / Intrapreneurial / growth mindset in employees, Human Capital Management, Human Resource Planning Process - Factors affecting Human Resource Planning - HR Forecasting Methods, HR supply forecasting.

Unit-3
Teaching Hours:8
Job Analysis, Recruitment and Selection
 

Nature of job Analysis, job design, Job evaluation, Recruitment Life Cycle (Full-time/ Contractual / Intern) -Stages of recruitment process – Job Description, Job Specification (Intern, Growth Manager, Product Manager, HR Manager, Data Analyst, etc…) Sources and Types of Recruitment, Selection process and methods, Stages of recruitment process - Sources and Types of Recruitment, Selection process and methods, Psychometric tests and assessments, Letter of Offer process,  Reference and background checks, Employee Induction, Induction training and its importance - Promotions and Transfers – Employee separations.

Unit-4
Teaching Hours:6
Employee Development and Coaching
 

Concepts  and importance of training, Coaching, Training and  Development to create Intrapreneurial mindset employees, 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. How to demonstrate ethical and professional behavior.

Unit-5
Teaching Hours:4
Employee Engagement Strategy
 

Employee engagement Ideas and Activities, Leveraging design thinking for enhancing employee engagement. Team Development Exercises.

Unit-6
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-7
Teaching Hours:8
Practical workshop on Documentation and Compliance Management
 

Payroll Management ESI, PF, Gratuity Documentation.

Unit-8
Teaching Hours:8
HR Metrics and Analytics
 

HR Metics related to recruitment, revenue, Organizational performance, HR operations, process optimization, Hands-on introduction to HR Analytics, Assess IT requirements to meet HR needs, Connecting HR Analytics to business outcomes, Planning and implementing a new HRIS, Data Collection and cleaning,  Statistical analysis for HR (regression analysis, measures of central tendency). Human Resource Accounting (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.

Unit-9
Teaching Hours:4
HRM and Knowledge Management
 

Interface between knowledge management and human resource management.

Unit-10
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.

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 (CIA)  1 - 20 marks 

CIA 2 (Mid-Term Exam) - 50 marks 

CIA 3 - 20 marks 

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 (2019 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:9
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:6
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:4
Limited Liability Partnership Act 2008
 

Hybrid features of LLP, process of incorporation of LLP, activities restricted to be undertaken by a LLP, drafting of LLP agreement and essential terms of LLP agreement, Partners and Designated Partners, Functions and liabilities of designated partners.

Unit-4
Teaching Hours:3
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:6
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:10
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,  Employment Laws, Legal view on dealing with employees  - for furnishing fake resumes,  The Sexual Harassment of Women at Workplace (Prevention, Prohibition and Redressal) Act, 2013 

EPF schemes – contribution – determination and recovery – obligations of employers – offences and penalties. Case study.

Unit-7
Teaching Hours:8
Companies Act 2013
 

Types of Companies under Companies Act 2013, distinctive features the types of Companies specified under Companies Act 2013, practical aspects of incorporation of Company, roles and responsibility of Directors and KMP, Limits on the powers of Board, Related Party Transactions (“RPT’s) and compliances with respect to RPT’s, process of convening Board and Annual General Meeting, concept of Final and interim Dividend, Annual filings applicable to Companies, specific exemptions provided to Private Companies from the provisions of Companies Act 2013 

Unit-8
Teaching Hours:5
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-9
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. 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-10
Teaching Hours:4
Sustainability Reporting and Corporate Social Responsibility Regulations
 

Corporate Sustainability, The Corporate Responsibility and Sustainability Capability Maturity Model, Environmental Reporting, Corporate Social Reporting. corporate sustainability reporting; CSR through triple bottom line; CSR and business ethics; CSR and corporate governance; environmental aspect 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:

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 (CIA)  1 - 20 marks 

CIA 2 (Mid-Term Exam) - 50 marks 

CIA 3 - 20 marks 

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 (2019 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

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

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

Evaluation Pattern

Continuous Internal Assessement (CIA)  1 - 20 marks 

CIA 2 (Mid-Term Exam) - 50 marks 

CIA 3 - 20 marks 

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 (2019 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:2
Marketing Control
 

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

Unit-8
Teaching Hours:10
Digital, Marketing Automation and Performance Marketing
 

Hands on exposure to social media tools.

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

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

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

Evaluation Pattern

Continuous Internal Assessement (CIA)  1 - 20 marks 

CIA 2 (Mid-Term Exam) - 50 marks 

CIA 3 - 20 marks 

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 - QUANTITATIVE TECHNIQUES AND OPERATIONS RESEARCH (2019 Batch)

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

Course Objectives/Course Description

 

This course deals with the application of advanced analytical methods to make business decisions. Learn how to construct operational models appropriate to functional areas such as marketing, production and operations.  Develop optimal solutions and translate solutions into actions for stakeholders.

Learning Outcome

  •  To impart knowledge on concepts and Tools of QT & OR
  •  To understand the mathematical tools that are needed to solve optimisation problems
  •  To familiarize students with various software to use  operations research models
  •  To enable students use QT & OR techniques for managerial decision making

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 to Transportation problem – Balanced and unbalanced, different methods for finding Initial basic feasible solution; NWCM, LCM and VAM, degeneracy in transportation, test for optimality (MODI method only), maximization problems. Assignment problems, Hungarian Method Algorithm, Travelling Salesman Problem

Unit-4
Teaching Hours:10
Sequencing and Queuing Theory
 

Sequencing Problem: 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 techniques, critical path and float analysis, probabilities in PERT analysis, project crashing 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 (CIA)  1 - 20 marks 

CIA 2 (Mid-Term Exam) - 50 marks 

CIA 3 - 20 marks 

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 (2019 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 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
  • Underake live project as part of Corporate Residency. 

Unit-1
Teaching Hours:10
Introduction to Research:
 

Meaning, Objectives, Types of research, significance of research, research process, criteria of good research. Identification, selection and Defining research problem in an internship. How to conduct live research project in a company?

Unit-2
Teaching Hours:10
Research and Sampling Design
 

Meaning, Need for research design, features of a good design, Different Research Designs.

Sampling Design: Census and sample survey, steps in sampling design, criteria of selecting a sampling procedure, characteristics of a good sample design, different types of sampling designs- Probability and Non Probability Sampling Design, Sampling v/s Non-Sampling Error; Determination of Sample Size.

Unit-3
Teaching Hours:10
Data Collection, Measurement and Scaling
 

Qualitative methods of data collection, attitude measurement and scaling-types of measurement scale, attitude, classification of scales - Single Item v/s Multi Item Scales, Comparative v/s Non-Comparative scales, Continuous Rating Scales; Criteria for Good Measurement, questionnaire design.

Unit-4
Teaching Hours:10
Data Processing and Analysis
 

Data Preparation, Field Validation, Data editing, Coding, Content Analysis, Classification and Tabulation of Data. 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. Data analysis using SPSS.

Unit-5
Teaching Hours:20
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, Kothari

Essential Reading / Recommended Reading

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

Evaluation Pattern

Continuous Internal Assessement (CIA)  1 - 20 marks 

CIA 2 (Mid-Term Exam) - 50 marks 

CIA 3 - 20 marks 

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. 

MBAL251 - DATA ANALYTICS FOR DECISION MAKING II (2019 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:7
Analytical problem solving in Tableau
 

Problem solving using multi domain data sets (healthcare, sports, global economic indicators etc.), time series, pivoting data, filters, crosstabs etc.  Reference Lines, Trend Lines.

Unit-2
Teaching Hours:8
Understanding Dimensions and Measures
 

Discrete vs continuous, Measure Names and Measure Values, Generated Fields

Joining data in Tableau, Introduction to LEFT, RIGHT, INNER and OUTER Joins, Data blending, calculated fields in blend

Unit-3
Teaching Hours:15
Tableau Functions
 

Maps, Map layering, assigning Geographic Role to a data field, organizing dimensions into a hierarchy, filters and applying filters to multiple worksheets, dashboards, Interactive dashboard Actions – Filters and Highlighting

Bins and Parameters, Groups and Sets

Advanced charts and graphs (cover few: Dual Axis, Scatter Plot, Tree/Heat Maps, Box Plots, Candlestick, Bollinger Band, Butterfly, Funnel Chart, Doughnut Chart)

Optional topics:

Creating a Storyline from dashboards/worksheets

Cluster Modelling and Cross database joins

Data Interpreter

Advanced Calculations

Unit-4
Teaching Hours:5
SPSS Software
 

Perform operations with data, Perform data analysis process, perform sample analysis, means comparison, compute and interpret reliability indicators, Grouping technique, Tests of association and Regression Analysis.

Unit-5
Teaching Hours:25
Advanced Excel
 

Write macros to automate routine work, Create functions and procedures. Design and use forms for data entry, Create add-ins to deploy at client machines. Create reports.  

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

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

Evaluation Pattern

Continuous Internal Assessement (CIA)  1 - 20 marks 

CIA 2 (Mid-Term Lab Exam) - 50 marks 

CIA 3 - 20 marks 

End Semester Lab Examination - 100 marks 

Evaluation Methods: Lab Practicals 

MBAL281 - EXPERIENTIAL LEARNING: CORPORATE RESIDENCY II (2019 Batch)

Total Teaching Hours for Semester:0
No of Lecture Hours/Week:0
Max Marks:100
Credits:04

Course Objectives/Course Description

 

Corporate Residency is an important learning experience of this study program, allowing students to solve real-world problems through hands-on-learning approach.  This enables 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 problem solving approach. 

Unit-1
Teaching Hours:0
Live Project
 

Learning is organized around and triggered by complex problems that students can expect to encounter in the real world of work. The internship that you choose must let you tackle a real business issue for a real organization and make a genuine impact. Students must leverage their newly acquired knowledge from core courses, internship experience and their previous work experience in diverse industries to solve business problems. Ideas and suggestions are often used by the companies.

During internship period you will:

·         Sign Internship Learning Agreement

·         Plan with your interning organization

·         Type of Project Work: Organizational Study

·         Write a report

·         Present your findings and solutions to the client.

No of working days in a semester:  75 working days in odd semester and 98 days in even semester.

Attendance minimum requirement: 85%. If attendance falls below 75%, such a student will not be eligible to appear for viva. 

Working Hours: Minimum of 25 hours per week, Monday – Friday, from 1 PM to 6.00 PM. 

A student shall pursue compulsory work placement. Exemption will not be entertained.

Marks Deduction: If the student abstains from work placement in a particular day/week/month, marks of such students will be adjusted on pro-rata basis. For each day’s of absence, one mark shall be deducted from the total marks secured.  

Study Leave: Students are exempted from attending work placement during mid-term exam only. The mid-term exam leave period 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 quality work at all times.

Log Book:

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.

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

Department Evaluation:

The department will evaluate student’s performance (75% weight age). The evaluation will be based on rubrics criteria such as consistency, overall performance, attendance, number of hours worked, quality of work – Live project or simple internship, code of conduct on the job and many other parameters. 

Employer’s Evaluation:

A student shall be subjected to performance reviews at work placement (25% weight age). 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. 

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.  

 

Text Books And Reference Books:

*

Essential Reading / Recommended Reading

*

Evaluation Pattern

Department Evaluation:

The department will evaluate student’s performance (75% weight age). The evaluation will be based on rubrics criteria such as consistency, overall performance, attendance, number of hours worked, quality of work – Live project or simple internship, code of conduct on the job and many other parameters. 

Employer’s Evaluation:

A student shall be subjected to performance reviews at work placement (25% weight age). 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. 

Attendance minimum requirement: 85%. If attendance falls below 75%, such a student will not be eligible to appear for viva.  

Marks Deduction: If the student abstains from work placement in a particular day/week/month, marks of such students will be adjusted on pro-rata basis. For each day’s of absence, one mark shall be deducted from the total marks secured.  

 

 

MBAL331 - INVESTMENT ANALYSIS AND PORTFOLIO 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 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. Computation of risk using MS Excel.

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
  • Case Centre, https://www.thecasecentre.org/main
  • Harvard Business Review case studies, https://hbr.org/store/case-studies
  • Ronald. J. Jordan and Donald E. Fischer. (2013) Security Analysis and Portfolio Management, 6th edition, Pearson
Evaluation Pattern

Continuous Internal Assessment (CIA)  1 - 20 marks 

CIA 2 (Mid-Term Exam) - 50 marks 

CIA 3 - 20 marks 

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 (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 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
Introduction to Strategic Management
 

Concept of strategy, Planned vs reactive strategy, Levels of strategic management, Dynamics of competitive strategy – competitive landscape, framework of strategic analysis – External and Internal analysis, Strategy identification and selection, Strategic Group Mapping – Identifying the strongest and weakest companies, likely strategic moves of competitors, Prospects and financial attractiveness of industry, core competence, competitive advantage, creating competitive advantage through value chain, Resources and capabilities, Levels of strategy, stages of business lifecycle. How best to formulate business strategy using Design Thinking?

Unit-2
Teaching Hours:10
Strategic Management Process
 

Strategic Planning, Elements of Strategic Intent – Vision , Mission, Business Definition, Business Model, Goals and objectives.Strategic Management model, Stages in Strategic Management model/process.

Types of strategies - Guidelines for crafting successful business strategies,  Organizational Capability Profile - Strategic Advantage Profile – Corporate Portfolio 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-3
Teaching Hours:10
Corporate Strategy
 

Corporate Strategy alternatives – Stability, Growth/Expansion, Retrenchment and combination, Diversification/Intensification, Diversification – Vertical – backward/forward, Horizontal, concentric, Conglomerate. Intensification – Market Development, Market penetration and Production Development, The Motive for Diversification, Related and Unrelated Diversification, Business Portfolio Analysis – case study. Mergers and acquisitions, Strategic Alliance: 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. Business portfolio balancing - Assessment of economic contribution of strategy - Strategic funds programming. Arthur D Little, GE Portfolio Matrix.

Unit-4
Teaching Hours:6
SBU Strategy
 

Competitive strategies – Cost leadership, different ion, focus; collaboration strategies – JV, M&A, Strategic Alliance, Ansoff Matrix. 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-5
Teaching Hours:6
Functional Strategy
 

Strategy Implementation, Structure, Systems and People.

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

Strategy formulation and implementation matrix, Strategy formulation vs Strategy implementation, Forward linkages, backward linkages, Issues and challenges in strategy implementation -  Project implementation

Procedural implementation, Resource allocation, Structural implementation Functional implementation, Behavioural implementation.

7S model - Strategic control process - Du Pont’s control model and other Quantitative and Qualitative tools - Balanced score card – Strategic Change, Steps to initiate change, Change models, Strategic Control, Strategy Audit, Business process reengineering, Benchmarking process.

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 (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 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. 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. Using MS Excel, Tableau, SPSS to solve Supply Chain problems.

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, Certication process,  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 Assessement (CIA)  1 - 20 marks 

CIA 2 (Mid-Term Exam) - 50 marks 

CIA 3 - 20 marks 

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 (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 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:3
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:3
Learning and Human Resource Development
 

Assessing and designing training HRD needs, Training Need Analysis - Methods, Tools and Techniques, process of conducting need analysis, How to gather information.

Unit-3
Teaching Hours:6
Training Need Analysis and Design
 

Understanding Organizational Stakeholders for Training Design, Benefits of stakeholder analysis, Steps in Stakeholder Analysis - Identify Organizational Stakeholders – Corporates and Education sector (UGC, NCERT, NIEPA, IASE, DSERT, CTE,  NCTE, NAAC, AICTE) and other regulatory bodies, students, faculty members, alumni, corporate/industry, society.

Unit-4
Teaching Hours:12
Training & Development in Education Sector
 

Training and Development in education sector K-12, Higher Education, hands on real-time practical exposure.

Unit-5
Teaching Hours:12
Training & Development in Corporate Sector
 

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

Unit-6
Teaching Hours:4
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:5
Training Operations - Training Delivery, 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

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

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

Evaluation Pattern

Continuous Internal Assessment (CIA)  1 - 20 marks 

CIA 2 (Mid-Term Exam) - 50 marks 

CIA 3 - 20 marks 

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 (2018 Batch)

Total Teaching Hours for Semester:45
No of Lecture Hours/Week:3
Max Marks:100
Credits:3

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:3
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
Applied Statistics for Healthcare Analytics
 

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

Unit-3
Teaching Hours:8
Business Intelligence and Data Driven Decision Making in Hospitals
 

MS Excel, Python, SPSS, Tableau, Case studies, best practice management.

Unit-4
Teaching Hours:8
Business Intelligence and Data Driven Decision Making in Pharma
 

MS Excel, Python, SPSS, Tableau, Case studies, best practice management.

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.

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 

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:6
Analytics and Decision Support in Healthcare Operations
 

MS Excel, Python, Data Exploration and Visualization – Tableau / Power BI

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

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

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

Evaluation Pattern

Continuous Internal Assessment (CIA)  1 - 20 marks 

CIA 2 (Mid-Term Exam) - 50 marks 

CIA 3 - 20 marks 

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 MANAGEMENT AND IMPACT LEADERSHIP (2018 Batch)

Total Teaching Hours for Semester:45
No of Lecture Hours/Week:3
Max Marks:100
Credits:3

Course Objectives/Course Description

 

This course is designed to familiarize students with Sustainability Management and Leadership practices for better Stakeholder Engagement.

Learning Outcome

Understand the process of Sustainability and Stakeholder Management

Explain and identify key factors necessitating corporate involvement in social development

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

How impact entrepreneurship can help drive sustainable and inclusive growth?

 

Unit-1
Teaching Hours:3
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

Moving toward a sustainable, responsible and inclusive business.

Unit-2
Teaching Hours:7
Corporate Sustainability Management - A Context Based Approach
 

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.

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.

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,. The incremental path to sustainability, Applying the phase model to incremental change. Responsible supply chain management, Sustainable Green supply chain management, Managing sustainable operations, Marketing and Sustainability, Sustainability Branding and Communication. 

Unit-3
Teaching Hours:4
Sustainability and Stakeholder Engagement for Competitive Advantage
 

Managing Sustainability for Competitive Advantage, 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. Applying the sustainability phase model to sustainable value chain.

Stakeholder concept, The stakeholder model, Stakeholders who contribute to sustainability, stakeholders who benefit from sustainability, Organizational wealth, Stakeholder relations and Organizational wealth, Stakeholder Communication Strategy, 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.

Unit-4
Teaching Hours:4
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:7
Global Standards in Sustainability Reporting
 

GRI Sustainability reporting, Benefits of 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. GRI Standards, GRI Reporting Principles and Standard Disclosures.

 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

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-6
Teaching Hours:5
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.

Corporate Accountability Index, Bureau of Indian Standard (BIS), Dow Jones Sustainability Index, Cradle – to – Cradle, Green Building & Purchasing. Regulatory reporting practices. 

Unit-7
Teaching Hours:6
Impact Leadership for Sustainable Social Change
 

Entrepreneurial / Leadership mindset for Sustainable Development,

How to make trade-offs between social and financial ROI; build shared-value partnerships; and scale impact. Investing in local communities to solve global challenges using local solutions. Social entrepreneurship as an innovative, creative model for building justice and sustainability. How to create social value through bold innovation and creativity, providing a “how and why” approach that makes social entrepreneurship accessible to all. Design Thinking approach for Implementation of Sustainability Strategies, Business Process reengineering for Sustainability.

Unit-8
Teaching Hours:10
Sustainability Case Studies
 

Case study discussion approach to support students in developing financially sustainable ventures with the potential for scalable social impact.

 

Text Books And Reference Books:

Strategic Corporate Social   Responsibility  in  Practice Asongu,  J.J.(2007). 

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

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,

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

Essential Reading / Recommended Reading

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

Social Entrepreneurship as Sustainable Development, Stenn, Tamara, Mac Millan

Evaluation Pattern

Continuous Internal Assessment (CIA)  1 - 20 marks 

CIA 2 (Mid-Term Exam) - 50 marks 

CIA 3 - 20 marks 

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 STRATEGY (2018 Batch)

Total Teaching Hours for Semester:45
No of Lecture Hours/Week:3
Max Marks:100
Credits:3

Course Objectives/Course Description

 

The course is designed to provide a understanding of how to start-up and, launch and develop new business ventures inside established corporations, and make them survive in an competitive environment. 

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.

Unit-1
Teaching Hours:6
Entrepreneurial Strategy Framework - Value Chain Paradigm
 

Designing business model for competitive advantage, strategic partnerships, Resource building.

Value chain analysis to identify profitable startup opportunities, Should this product be built?" and "Can we build a sustainable business around this set of products and services? Product market fit, Stage 0 Initial concept, Getting to Stage 1: Concept to first initial customers (solving a meaningful problem in a differentiated way), Getting to Stage 2: Scaling from first customers to a repeatable selling motion (focus on initial target segment of customers), Getting to Stage 3: From repeatable selling motion to struggling to keep up with demand (Expanding strategically winning one segment at a time.

Sketching out Hypothesis: (Alexander Osterwalder)

Key Building Blocks - Key Partners - a list of associates, suppliers and resources that can be helpful to the growth of a startup

Key Activities - a list of activities that value propositions require

Key Resources - a list of resources that affect distribution, customer relations and revenue streams

Value Propositions - an explanation of the value provided to the customer

Customer Relationships - a description of how to gain, keep and grow customers

Channels - a list of the best ways to reach customers

Customer Segments - descriptions of target customers

Cost structure, Revenue streams

https://stanford.edu/dept/gsb-ds/Inkling/ibmc.html

Create a working name for your company and answer these questions: a. What is your passion or personal goal for starting a company?  b. What is the unmet need in the market?  Frame the problem. c. What is the market advantage your idea will capitalize on? d. Who will benefit? The Business Model—Who Will Benefit?

Unit-2
Teaching Hours:3
Lean start-up Strategy
 

BUILD-MEASURE-LEARN -  turn ideas into products, measure how customers respond, and pivot or persevere

Developing a minimum viable product (MVP),

Validated Learning

Innovation Accounting

The Pivot

Small Batches

The Andon Cord

Continuous Deployment

Kanban

The Five Whys

Lean startups don't try to scale up the business until they have product market fit

Unit-3
Teaching Hours:4
The startups identity: Elevator Pitch
 

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.

Unit-4
Teaching Hours:8
Stakeholders Communication Analysis and Planning
 

VMOSA process

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.

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

Objectives (Max E.Douglas model), Strategy and Action plan

Organizational Culture Template.

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:4
Startup Branding Collaterals and Social Media Communication Strategy
 

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

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:4
Growth Hacking Strategies for Startups
 

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.

Entrepreneurial approaches to Tech-enabled marketing strategies, Entrepreneurial thinking for market identification, segmentation and engagement decisions,  Identification of suitable markets,  Identify critical customers, product differentiation, and product positioning for venture,  Develop strategy to bring product/service to customer base, Timing of market entry, Leading customers rather than following them.

Unit-7
Teaching Hours:4
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-8
Teaching Hours:3
Start-up Capacity Building
 

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-9
Teaching Hours:3
Building and Managing Human Capital
 

Building New Venture Team, Growth Manager - 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-10
Teaching Hours:5
Intrapreneurship - Navigating New Business Ventures Inside Established Corporations
 

Intrapreneurship - Launch and develop new business ventures inside established companies, Adjacent market expansion, diversification into new businesses. Strategy navigation for managing growth, Case Studies on Built to Last (BTL) companies.

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 By Inge Hill

 

Essential Reading / Recommended Reading

https://hbr.org/2016/02/every-company-needs-a-growth-manager

Evaluation Pattern

Continuous Internal Assessment (CIA)  1 - 20 marks 

CIA 2 (Mid-Term Exam) - 50 marks 

CIA 3 - 20 marks 

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 DEVELOPMENT,INSTRUCTIONAL DESIGN, AND ASSESSMENT (2018 Batch)

Total Teaching Hours for Semester:45
No of Lecture Hours/Week:3
Max Marks:100
Credits:3

Course Objectives/Course Description

 

This course is designed to assist students in developing those skills essential for curriculum development, instructional design and evaluation.

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
Pedagogic Approaches
 

Performance model, Competence model, Pedagogic strategies, Teaching practices. Introduction to Learning Theories Behaviourism, Constructivism, Social constructivism, Theoretical schools of thought and associated pedagogies.

Unit-2
Teaching Hours:8
Curriculum Development Models
 

Curriculum – meaning, Models - Tyler’s model, Taba’s model, Wheeler’s model. Kinds of curriculum - child-centered, society-centered, knowledge-centered, or eclectic. philosophical orientations  – Idealism, Realism, Perennialism, Essentialism, Experimentalism, Existentialism, Constructivism, Reconstructivism.  Overt, explicit, or written curriculum, The hidden or covert curriculum, The null curriculum, Phantom curriculum, Concomitant curriculum, Rhetorical curriculum, Supported Curriculum, Curriculum-in-use,  Received curriculum, internal curriculum, electronic curriculum,  Subject curriculum,  Teacher Centered curriculum, Learner centered curriculum

Activity/Experience curriculum,  Integrated curriculum, Concomitant Curriculum, Curriculum in Use, Received curriculum, Assessed Curriculum, Extra Curriculum.

Unit-3
Teaching Hours:8
Curriculum Design and Development Process
 

Subject centered designs - Co-relational design, Broad fields / fusion / integrated design, subject design, discipline design, correlation design, broad field design/interdisciplinary Core curriculum. 

Learner centered design- Child centered, Experience-center design, Humanistic Design
Problem centered or life themes design or persistent life design.

Assessment of Educational needs, Formulation of Educational Objectives, Selection and Organization of Content, Criteria for Content Selection, Organizing the content, Selection and Organization of Learning Experiences and Evaluation.

Curriculum Organization Horizontal Organization – Scope, Integration and Vertical Organization – Continuity and Sequence, sequencing principles. The Curriculum Committee – From idea to course outline – process.

Unit-4
Teaching Hours:7
Instructional Design Process
 

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-5
Teaching Hours:7
Curriculum Assessment
 

Assess whether the goals and objectives of the delivered curricula have been obtained?

Types of evidence or data to indicate that the curriculum has been effective Types of measures used in assessment

Who should be in charge of assessing if and how learning has taken place?

Evaluating the overall effectiveness of curricula, and for collecting and documenting assessment data

Assessment and evaluation data be used to improve the quality of instruction, and determine future curricular directions.

Unit-6
Teaching Hours:5
Student Assessment
 

Micro level and Macro level, Assessment methods – Direct and Indirect, techniques, tools and instruments to determine the extent to which students demonstrate desired learning. Assessment “map”/matrix tool to match the student learning outcomes to assessment methods. Rubrics.

Unit-7
Teaching Hours:5
Curriculum Evaluation
 

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.

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

http://www.ibe.unesco.org/en/glossary-curriculum-terminology/c/curriculum-models

Evaluation Pattern

Continuous Internal Assessement (CIA)  1 - 20 marks 

CIA 2 (Mid-Term Exam) - 50 marks 

CIA 3 - 20 marks 

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 (2018 Batch)

Total Teaching Hours for Semester:22
No of Lecture Hours/Week:15
Max Marks:100
Credits:15

Course Objectives/Course Description

 

This course is designed to familiarize students with the process of total quality management in pharmaceutical and healthcare sector.

Learning Outcome

Describe the principles of total quality management

Explain and identify quality control and quality assurance techniques

Will be able to classify and compare different quality management standards

Unit-1
Teaching Hours:3
Competing on Quality
 

Quality in Healthcare sector, Quality and Cost - Quality & Competitive Advantage. Lean management and its applicability to hospital practice. Quality Objectives – Leadership for Quality – Quality and organization culture – Cross-Functional Teams Patient identification, Communication, Surgical safety, Medication safety, Hospital infection control, Prevention of falls,  Supplier/Customer Partnerships. Managing quality across supply chain.  Safety in hospitals: Fire safety, Radiation safety, Environmental safety, Occupational safety, Blood safety, Laboratory safety, Patient safety. Hazard identification and risk assessment (HIRA) Safety rounds.

Unit-2
Teaching Hours:3
Quality Control, Quality Assurance and Quality Management Tools:
 

Quality control tools - Traditional, Modern and ISO Quality Management, Statistical Process Control, Six Sigma and Lean.

Concept of Process Variation – Acceptance Sampling  – Sampling Inspection Vs. 100% Inspection – Attributes and variable sampling plans – OC Curves – Producer and Consumer Risk – AQL, RQL, TQL, AOQL and AOL. Practical tools - Ishikawa Fish Bone diagram – Nominal Group Technique – Quality Circles – Flow Charts – Pareto Analysis – Poka Yoke (Mistake Proofing).

Elements of Total Quality Management - Malcolm Baldrige National Quality Award Criteria. Benefits of Total Quality Management. The Deming Management Philosophy – The Juran Philosophy – The Crosby Philosophy. The Customer-Driven Quality Cycle - Quality Function Deployment –Customer Satisfaction Measurement Techniques - Customer Relationship Management Techniques. Developing a knowledge management policy for ISO.

Unit-3
Teaching Hours:3
QCI and National Accreditation Board for Hospitals and Healthcare providers (NABH)
 

NABH for hospitals: NABH for small healthcare organizations, Accreditation for laboratories (NABL), Blood bank certification, Emergency department certification, Radiology certification, Nursing excellence certification. Access assessment and continuity of care (AAC), Care of patient (COP), Management of medication (MOM), Patient rights and education (PRE), Hospital infection control (HIC), Continuous Quality Improvement(CQI), Responsibility of management (ROM), Facility Management and safety (FMS), Human Resource management (HRM), Information Management System (IMS).

Unit-4
Teaching Hours:8
Quality Audit Process in Hospitals
 

Clinical audit, Energy efficiency audits, Medical record audit, Prescription audit, Safety audit, Nursing audit. Documentation.

Unit-5
Teaching Hours:5
Quality Management Systems Implementation in Pharma sector
 

Lean six sigma in Pharma, JDI, Kaizens, CI Projects, Lean practices (tier boards, visual factory, 6S, Kanban and standard wo rk), Operational Excellence-related internal audits, Overview of Good manufacturing process, WHO standards, ISO 14644,  ISO – IDMP, US – FDA, Documentation processes, Implementation of quality management standards in pharma sector - case study approach, Strategic overview, Market dynamics – APIs, Generic, Specialty, Niche,  Value chain, Managing Quality and innovation in pharma, Case study approach.

Text Books And Reference Books:

Total Quality Management: Text And Cases, B. Janakiraman, R. K. Gopal

 

Essential Reading / Recommended Reading

Six Sigma on a Budget: Achieving More with Less Using the Principles of Six Sigma

Evaluation Pattern

Continuous Internal Assessment (CIA)  1 - 20 marks 

CIA 2 (Mid-Term Exam) - 50 marks 

CIA 3 - 20 marks 

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 - DESIGN THINKING AND SOCIAL INNOVATION (2018 Batch)

Total Teaching Hours for Semester:45
No of Lecture Hours/Week:3
Max Marks:100
Credits:3

Course Objectives/Course Description

 

Creativity and innovation are the key drivers of success for many of today’s social enterprises. 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
  • Ability to coordinate multiple, interdisciplinary tasks in order to achieve a common objective.
  • Enhanced design thinking skills.

Unit-1
Teaching Hours:5
Design Thinking : Turning Challenges into Opportunities
 

Meaning of Design Thinking, The rise of Design Thinking Market Research, Practical insights into conducting marketing research, , Design thinking for competitive advantage. 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.  Open Innovation, creative solutions to issues facing organizations, Company culture and architecture, from design thinking to funding.

Opportunity Assessment - “How do we source and identify opportunities?” and “Which opportunities should we invest time and money in?” Three dimensions of Opportunity Assessment - Product-Market fit, Product-Company fit, and Product-Business fit. “Jobs to Be Done” framework to define key unmet needs and hence the opportunities for a new product. How to organize the opportunity analysis into a recommendation and present the output in an Opportunity Brief. The Opportunity Brief serves as the “business case” for the product and should explicitly provide a “Go/No-Go” recommendation to invest resources and initiate the Discovery process for a specific product (or not).

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

Strategies for creating value - Increment Value or True value creation.

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 Social Ventures Turned Design Thinking Into Strategy?.

Vijay Govindrajan’s Three Box Model approach,  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.  Risk Management in Innovation, Managing Future Technologies, and minimizing risk of failure.  Case study approach Intellectual Property Rights.

Unit-3
Teaching Hours:8
Productizing Startup Ideas - Product / Service 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. Hambrick and Fredrickson Strategy and Prototyping. Design thinking process in new product development, Three Box Model solution:  strategy for innovation, Case study discussion - Vijay Govindrajan’s  - Reverse Innovation.

Unit-4
Teaching Hours:6
Design Thinking Project
 

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:8
Productizing Startup Ideas ? Internet Business Design
 

Market trend analysis, Business Design JAM, Digital/Internet Business Model, KPIs, Hypothesis and Experiments, Implementation

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-6
Teaching Hours:12
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. 

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

Essential Reading / Recommended Reading

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

Evaluation Pattern

Continuous Internal Assessment (CIA)  1 - 20 marks 

CIA 2 (Mid-Term Exam) - 50 marks 

CIA 3 - 20 marks 

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 (2018 Batch)

Total Teaching Hours for Semester:45
No of Lecture Hours/Week:3
Max Marks:100
Credits:3

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:8
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.

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 structures  process for claiming various government incentives for non-profits.

Unit-2
Teaching Hours:4
Start-up related issues, benefits, including Government notifications
 

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

Unit-3
Teaching Hours:4
MSME Act
 

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.

Unit-4
Teaching Hours:5
Obtaining, Maintaining Licences and Compliance Management
 

Shops & Establishment, PF, ESI, Factory License, Pollution clearance etc. Import-Export, documentation procedure for getting IMPEX code. Filing paper work. Periodic compliances under various laws and maintenance/ display of records and notices – Company Law board/ annual meetings, audits, filings and renewals under various laws.

Unit-5
Teaching Hours:4
Arbitration and Dispute Resolution
 

Dispute resolution, negotiation, Arbitration clauses in contracts.

Unit-6
Teaching Hours:5
Employment related laws, Documentation, Agreements
 

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

Unit-7
Teaching Hours:5
Intellectual Property and Information Technology Act
 

IPR– Patents, Copyright, TM, agreements, contracts, IP monetisation

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.

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-8
Teaching Hours:2
Domestic Agreements
 

Domestic agreements with customers, vendors

Unit-9
Teaching Hours:4
Agreements between investors ? Equity and Debt
 

Raising funds – domestic and foreign sources, including FDI and relevant FEMA provisions. 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. Loan agreements.

Unit-10
Teaching Hours:4
International Contracts
 

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.

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

MBAL343A - E-LEARNING MANAGEMENT SYSTEMS (2018 Batch)

Total Teaching Hours for Semester:45
No of Lecture Hours/Week:3
Max Marks:100
Credits:3

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:4
Education Technology Landscape
 

Understanding Edtech product landscape, Edtech trends that are transforming e-learning. Case study discussion of e-learning startups -

Byju, Cuemath, Upgrad, Simplilearn, Curiscope, Bright Little Labs, Lingumi, Tutorvista, future of e-Learning Management Systems.

Unit-2
Teaching Hours:6
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-3
Teaching Hours:2
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-4
Teaching Hours:2
Exploring eLearning Tools
 

Identify and classify different technologies, tools, and applications. o Compare, contrast, and evaluate different technologies, tools, and applications.

Unit-5
Teaching Hours:6
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-6
Teaching Hours:6
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-7
Teaching Hours:5
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. 

Unit-8
Teaching Hours:4
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-9
Teaching Hours:10
E-Learning Practicum - Idea Productization
 

Practical approach to developing e-learning content. Exploring possibilities - what it takes to venture into e-Learning startup.

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 (CIA)  1 - 20 marks 

CIA 2 (Mid-Term Exam) - 50 marks 

CIA 3 - 20 marks 

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 AND SCM IN PHARMA AND HEALTHCARE (2018 Batch)

Total Teaching Hours for Semester:45
No of Lecture Hours/Week:3
Max Marks:100
Credits:3

Course Objectives/Course Description

 

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

Learning Outcome

Apply appropriate operational techniques in healthcare sector.

Apply supplychain best practices in healthcare sector.

Unit-1
Teaching Hours:4
Competing on Value-based Healthcare Delivery
 

Introduction to Healthcare Industry, components of Healthcare value chain and value chain analysis of Healthcare market players – Health and Wellness , Hospitals, Pharmaceutical, Clinical Trials, Healthcare Consulting and outsourcing, Telemedicine, Medical tourism, Health Insurance, Electronic Health Records, Medical Equipment, OEMs, Healthcare Technology, Health Support Services, Managed care – Geriatric, Healthcare Analytics.

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. Strategic steps to sustainability, sustainable design for Healthcare.

Unit-2
Teaching Hours:5
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:5
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:5
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.

Unit-5
Teaching Hours:4
Hospital Supply Chain Management
 

Healthcare supply chain management (end-to-end) obtaining resources, managing supplies, and delivering goods and services to providers and patients. Clinical supply chain including lab and imaging, Non-clinical supply chain, sourcing and contract negotiations to purchasing, streamlining hospital supply chain, measuring supply chain performance, Performance Metrics for measuring supply chain performance, Best practices management.  Tactical implementation of supply chain strategy – case study approach.

Unit-6
Teaching Hours:4
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:4
Operational Excellence in Pharma
 

Process Audits, Lean Daily Management (LDM), Standard Operating Procedures (EOP, IOP and SOP), Planning KPIs. OTIF, D2D time and Throughput Production KPIs.: Process cycle time, Changeover time, Yield, OEE, Efficiency and Run rate of production, cycle time reduction.

Unit-8
Teaching Hours:7
Pharma Supply chain Management
 

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

Unit-9
Teaching Hours:4
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-10
Teaching Hours:3
Disaster Management and Operational Excellence
 

SOP, risk assessment, planning and implementation case study approach. 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

Essential Reading / Recommended Reading

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

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

Evaluation Pattern

Continuous Internal Assessment (CIA)  1 - 20 marks 

CIA 2 (Mid-Term Exam) - 50 marks 

CIA 3 - 20 marks 

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 - CSR PROJECT MANAGEMENT (2018 Batch)

Total Teaching Hours for Semester:45
No of Lecture Hours/Week:3
Max Marks:100
Credits:3

Course Objectives/Course Description

 

This course is designed to familiarize students with the process of CSR strategy and project 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:4
Strategic Thinking : The New Competitive Advantage - Creating Shared Value
 

CSR for Sustainable Business Model, Strategic importance of CSR in creating Sustainable Organizations, Environmental and other forces propelling 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. 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.

CSR from Marketing Perspective - Marketing Brand Lead CSR Strategy, CSR as risk management, Sustainable Design Thinking, , Green Marketing. CSR Branding strategy.

Unit-2
Teaching Hours:5
CSR Strategy and Policy Formulation
 

Strategic CSR Vs CSR Strategy, CSR Strategy Development – Identifying stakeholder issues, using design thinking approach to understanding Stakeholder priorities, Causes supported,  Methods of support, Practices/Policies. Developing a CSR strategy that defines for the next three to five years, what the company’s CSR activities will cover in terms of: - Establishing vision, mission, working definition - sectors and issues - geographies: states and districts - beneficiaries - KPIs

CSR Beneficiaries articulation:  who it wishes to address ie the target group, where it wishes to work ie., the geography, what sectors or issues it wishes to address. Annually developing a CSR policy in line with the Companies Act, 2013 rules that defines programmes, geographies and budgets for the following financial year, aligned with the strategy and ensuring that the 2% requirement of funds allocation is met.

Unit-3
Teaching Hours:4
CSR Regulatory Framework in Indian Context
 

CSR Provisions under Companies Act, 2013, Companies (Corporate Social Responsibility Policy) Rules, 2014. Implementing the CSR Law, Challenges and Opportunities. Corporate Sustainability Management.

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.

Unit-4
Teaching Hours:2
CSR Planning Process
 

Step1: Developing a CSR strategy and policy

Step 2: Operationalizing the institutional mechanism / Determining the implementation mechanism - grant-making or direct implementation - institutional mechanism: in-house department, corporate foundation, partnerships with other NGOs, 

Step 3: Due diligence of the implementation partner

Step 4: Project Development

Step 5: Project Approval

Step 6: Finalizing arrangement with implementing agency

Step 7:Progress monitoring and reporting

Step 8: Impact Measurement

Step 9: Report consolidation and communication

Unit-5
Teaching Hours:4
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-6
Teaching Hours:6
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-7
Teaching Hours:6
Launching, Managing Risks and Project Execution
 

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

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-8
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-9
Teaching Hours:10
Managing CSR Performance : Impact assessment, Reporting and Managing Stakeholders
 

Tools and techniques in impact assessment. Reporting and Financial auditing, stakeholder management process. Social Audit and Compliance Practices in the context of CSR, 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. 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.

Corporate Sustainability Management (GRI and CSR Audit), Reporting Framework. CSR Audit, Accounting & Taxation, Social Impact Assessment, CSR Audit, CSR Compliance & Reporting standards.

Note: Practical insight into CSR legal and regulatory documentation as per Companies Act, 2013.

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

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 Group

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

CSR as a seed fund for social enterprises https://www.livemint.com/Opinion/Z3OoB5jazWYxv9L5bRL2eM/CSR-as-a-seed-fund-for-social-enterprises.html

Essential Reading / Recommended Reading

CSR as a seed fund for social enterprises https://www.livemint.com/Opinion/Z3OoB5jazWYxv9L5bRL2eM/CSR-as-a-seed-fund-for-social-enterprises.html

https://nptel.ac.in/courses/nptel_download.php?subjectid=110105081

Evaluation Pattern

Continuous Internal Assessment (CIA)  1 - 20 marks 

CIA 2 (Mid-Term Exam) - 50 marks 

CIA 3 - 20 marks 

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 - DESIGN THINKING, INNOVATION AND IDEA PRODUCTIZATION (2018 Batch)

Total Teaching Hours for Semester:45
No of Lecture Hours/Week:3
Max Marks:100
Credits:3

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:6
Design Thinking : Turning Challenges into Opportunities
 

Meaning of Design Thinking, The rise of Design Thinking Market Research, Practical insights into conducting marketing research, , Design thinking for competitive advantage. 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.  Open Innovation, creative solutions to issues facing organizations, Company culture and architecture, from design thinking to funding. 

Opportunity Assessment - “How do we source and identify opportunities?” and “Which opportunities should we invest time and money in?” Three dimensions of Opportunity Assessment - Product-Market fit, Product-Company fit, and Product-Business fit. “Jobs to Be Done” framework to define key unmet needs and hence the opportunities for a new product. How to organize the opportunity analysis into a recommendation and present the output in an Opportunity Brief. The Opportunity Brief serves as the “business case” for the product and should explicitly provide a “Go/No-Go” recommendation to invest resources and initiate the Discovery process for a specific product (or not).

Unit-2
Teaching Hours:7
Design Thinking Paradigm for Strategic Innovation
 

Strategies for creating value - Increment Value or True value creation,

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.

Vijay Govindrajan’s Three Box Model approach,  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.

Risk Management in Innovation, Managing Future Technologies, and minimizing risk of failure.  Case study approach Intellectual Property Rights.

Unit-3
Teaching Hours:8
Productizing Startup Ideas - Product / Service 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. Hambrick and Fredrickson Strategy and Prototyping. Design thinking process in new product development, Three Box Model solution:  strategy for innovation, Case study discussion - Vijay Govindrajan’s  - Reverse Innovation.

Unit-4
Teaching Hours:6
Design Thinking Project
 

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:8
Productizing Startup Ideas ? Internet Business Design
 

Market trend analysis, Business Design JAM, Digital/Internet Business Model, KPIs, Hypothesis and Experiments, Implementation

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-6
Teaching Hours:10
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.

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

Essential Reading / Recommended Reading

Blue Ocean Strategy

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

Evaluation Pattern

Continuous Internal Assessment (CIA)  1 - 20 marks 

CIA 2 (Mid-Term Exam) - 50 marks 

CIA 3 - 20 marks 

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.

MBAL344B - LEGAL AND REGULATORY AFFAIRS IN PHARMA AND HEALTHCARE (2018 Batch)

Total Teaching Hours for Semester:22
No of Lecture Hours/Week:15
Max Marks:50
Credits:15

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:3
Laws applicable to Hospitals
 

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:3
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. Consumer Laws,  Court Decisions on Medical Negligence - Case study approach.

Unit-3
Teaching Hours:3
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-4
Teaching Hours:8
The Drugs Control Act
 

Laws pertaining to manufacture, distribution and sale of medicines in India.

Unit-5
Teaching Hours:5
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 (CIA)  1 - 20 marks 

CIA 2 (Mid-Term Exam) - 50 marks 

CIA 3 - 20 marks 

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.

MBAL351 - DATA ANALYTICS FOR DECISION MAKING III (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:30
Power BI
 

Data modeling, charting, DAX, dashboard, Power BI cloud and publishing. 

Unit-2
Teaching Hours:30
Alteryx
 

Input Data, Data Cleansing, Join, Data Preparation, Data Output.

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.

Essential Reading / Recommended Reading

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

Evaluation Pattern

Continuous Internal Assessement (CIA)  1 - 20 marks 

CIA 2 (Mid-Term Exam) - 50 marks 

CIA 3 - 20 marks 

End Semester Examination - 100 marks 

Evaluation Methods: Lab Practicals, Project work

MBAL381 - EXPERIENTIAL LEARNING: INDUSTRY WORK PLACEMENT III (2018 Batch)

Total Teaching Hours for Semester:0
No of Lecture Hours/Week:0
Max Marks:100
Credits:04

Course Objectives/Course Description

 

Corporate Residency is an important learning experience of this study program, allowing students to solve real-world problems through hands-on-learning approach.  This enables 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 problem solving approach. 

Unit-1
Teaching Hours:0
Live Project
 

Learning is organized around and triggered by complex problems that students can expect to encounter in the real world of work. The internship that you choose must let you tackle a real business issue for a real organization and make a genuine impact. Students must leverage their newly acquired knowledge from core courses, internship experience and their previous work experience in diverse industries to solve business problems. Ideas and suggestions are often used by the companies.

During internship period you will:

·         Sign Internship Learning Agreement

·         Plan with your interning organization

·         Type of Project Work: Organizational Study

·         Write a report

·         Present your findings and solutions to the client.

No of working days in a semester:  75 working days in odd semester and 98 days in even semester.

Attendance minimum requirement: 85%. If attendance falls below 75%, such a student will not be eligible to appear for viva. 

Working Hours: Minimum of 25 hours per week, Monday – Friday, from 1 PM to 6.00 PM. 

A student shall pursue compulsory work placement. Exemption will not be entertained.

Marks Deduction: If the student abstains from work placement in a particular day/week/month, marks of such students will be adjusted on pro-rata basis. For each day’s of absence, one mark shall be deducted from the total marks secured.  

Study Leave: Students are exempted from attending work placement during mid-term exam only. The mid-term exam leave period 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 quality work at all times.

Log Book:

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.

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

Department Evaluation:

The department will evaluate student’s performance (75% weight age). The evaluation will be based on rubrics criteria such as consistency, overall performance, attendance, number of hours worked, quality of work – Live project or simple internship, code of conduct on the job and many other parameters. 

Employer’s Evaluation:

A student shall be subjected to performance reviews at work placement (25% weight age). 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. 

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.  

 

Text Books And Reference Books:

*

Essential Reading / Recommended Reading

*

Evaluation Pattern

Department Evaluation:

The department will evaluate student’s performance (75% weight age). The evaluation will be based on rubrics criteria such as consistency, overall performance, attendance, number of hours worked, quality of work – Live project or simple internship, code of conduct on the job and many other parameters. 

Employer’s Evaluation:

A student shall be subjected to performance reviews at work placement (25% weight age). 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. 

Attendance minimum requirement: 85%. If attendance falls below 75%, such a student will not be eligible to appear for viva.  

Marks Deduction: If the student abstains from work placement in a particular day/week/month, marks of such students will be adjusted on pro-rata basis. For each day’s of absence, one mark shall be deducted from the total marks secured.  

 

 

MBAL382 - SUMMER INTERNSHIP (2018 Batch)

Total Teaching Hours for Semester:0
No of Lecture Hours/Week:0
Max Marks:100
Credits:04

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:0
Live Summer Internship Project
 

Commencement: The summer project will commence immediately after the completion of the II Semester examinations and be submitted as per the Calendar of Events issued.

Registration of topic: Once the topic is chosen, the student shall submit a duly filled in Registration Form to the guide. 

Synopsis: The submission of synopsis must be as per the time schedule and the prescribed format.

Dissertation on issues or problems in organizations must be the approach. In the case of more than one student doing the dissertation in same organization, the students should ensure that the topic of research must be entirely different.

Dissertation Work Diary: Students and the guide shall have regular interaction. The Dissertation Work Diary shall be maintained by the respective guides in order to enhance the quality of dissertation.

Attendance requirement:

A student shall pursue compulsory full-time summer internship placement from mid-April to mid-June.  

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

Quality requirement:

The student should work on a live business problem area.

A student shall pursue high-quality summer internship placement in a reputed organization.

Students are recommended not to pursue internships in family businesses. When students work at a business owned by a family member or a close family acquaintance, it causes a conflict of interest and the evaluations may not be as objective as they should be.

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

Online internships will not be eligible for grading purpose.

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

Employer’s Performance Appraisal Evaluation:

A student shall be subjected to periodic performance reviews which will carry weightage of 25%. The evaluation will be based on rubrics criteria such as consistency, overall performance, code of conduct on the job and many other parameters. 

Department Evaluation:

The department will evaluate student’s performance (75% weight age). The evaluation will be based on rubrics criteria such as consistency, overall performance, attendance, number of hours worked, quality of work – summer internship Live project or simple internship, code of conduct on the job and many other parameters. 

Attendance requirement: 85%. If the student abstains from summer internship and the attendance falls below 85%, viva shall not be held in such cases.

Marks Deduction Clause: If the student abstains from work placement in a particular day/week/month, marks of such students will be adjusted on pro-rata basis. For each day’s of absence, one mark shall be deducted from the total marks secured.

 

Text Books And Reference Books:

*

Essential Reading / Recommended Reading

*

Evaluation Pattern

Department Evaluation:

The department will evaluate student’s performance (75% weight age). The evaluation will be based on rubrics criteria such as consistency, overall performance, attendance, number of hours worked, quality of work – Live project or simple internship, code of conduct on the job and many other parameters. 

Employer’s Evaluation:

A student shall be subjected to performance reviews at work placement (25% weight age). 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. 

Attendance minimum requirement: 85%. If attendance falls below 75%, such a student will not be eligible to appear for viva.  

Marks Deduction: If the student abstains from work placement in a particular day/week/month, marks of such students will be adjusted on pro-rata basis. For each day’s of absence, one mark shall be deducted from the total marks secured.

MBAL431 - COST AND MANAGEMENT ACCOUNTING (2018 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

d) Overheads: i) Collection, classification and apportionment and allocation of overheads ii) Absorption and treatment of over or under absorption of overheads iii) Reporting of overhead costs

Cost Flows; Cost of Goods Manufactured to Cost of Goods Sold

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 (CIA)  1 - 20 marks 

CIA 2 (Mid-Term Exam) - 50 marks 

CIA 3 - 20 marks 

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 - PROJECT 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 course develops a foundation of concepts and solutions that supports the planning, scheduling, controlling, resource allocation, and performance measurement activities required for successful completion of a project.

Learning Outcome

Develop plans with relevant people to achieve the project's goals

Break work down into tasks and determine handover procedures

Identify links and dependencies, and schedule to achieve deliverables

Estimate and cost the human and physical resources required, and make plans to obtain the necessary resources

Allocate roles with clear lines of responsibility and accountability.

Unit-1
Teaching Hours:6
Introduction to Project Management Knowledge Areas:
 

Project Integration Management, Project Scope Management, Project Time Management, Project Cost Management, Project Quality Management, Project Human Resource Management, Project Communications Management, Project Risk Management, Project Procurement Management, Project Stakeholder Management.

Unit-2
Teaching Hours:10
Initiating the Project
 

Identify key deliverables based on the business requirements in order to manage customer expectations and direct the achievement of project goals. Perform stakeholder analysis using appropriate tools and techniques in order to align expectations and gain support for the project. Identify high level risks, assumptions, and constraints based on the current environment, organizational factors, historical data, and expert judgment, in order to propose an implementation strategy. Obtain project charter approval from the sponsor, in order to formalize the authority assigned to the project manager and gain commitment and acceptance for the project. Inform stakeholders of the approved project charter to ensure common understanding of the key deliverables, milestones, and their roles and responsibilities.

Unit-3
Teaching Hours:15
Planning the Project
 

Review and assess detailed project requirements, constraints, and assumptions with stakeholders based on the project charter, lessons learned, and by using requirement gathering techniques in order to establish detailed project deliverables. Develop the cost management plan based on the project scope, schedule, resources, approved project charter and other information, using estimating techniques, in order to manage project costs. Develop the quality management plan and define the quality standards for the project and its products, based on the project scope, risks, and requirements, in order to prevent the occurrence of defects and control the cost of quality. Plan for risk management by developing a risk management plan; identifying, analyzing, and prioritizing project risk; creating the risk register; and defining risk response strategies in order to manage uncertainty and opportunity throughout the project life cycle.

Unit-4
Teaching Hours:7
Executing the Project
 

Acquire and manage project resources by following the human resource and procurement management plans in order to meet project requirements. Manage task execution based on the project management plan by leading and developing the project team in order to achieve project deliverables. Implement approved actions by following the risk management plan in order to minimize the impact of the risks and take advantage of opportunities on the project. Maintain stakeholder relationships by following the stakeholder management plan in order to receive continued support and manage expectations.

Unit-5
Teaching Hours:7
Monitoring and Controlling the project
 

Measure project performance using appropriate tools and techniques in order to identify and quantify any variances and corrective actions. Manage changes to the project by following the change management plan in order to ensure that project goals remain aligned with business needs. Capture, analyze, and manage lessons learned, using lessons learned management techniques in order to enable continuous improvement. Monitor procurement activities according to the procurement plan in order to verify compliance with project objectives.

Unit-6
Teaching Hours:15
Closing the Project
 

Obtain final acceptance of the project deliverables from relevant stakeholders in order to confirm that project scope and deliverables were achieved. Transfer the ownership of deliverables to the assigned stakeholders in accordance with the project plan in order to facilitate project closure. Prepare and share the final project report according to the communications management plan in order to document and convey project performance and assist in project evaluation. Collate lessons learned that were documented throughout the project and conduct a comprehensive project review in order to update the organization's knowledge base. Obtain feedback from relevant stakeholders using appropriate tools and techniques and based on the stakeholder management plan in order to evaluate their satisfaction.

Text Books And Reference Books:

Project Management: The Managerial Process, Erik Larson , Clifford Gray 

Essential Reading / Recommended Reading

Project Management Professional, https://www.pmi.org/-/media/pmi/documents/public/pdf/certifications/project-management-professional-exam-outline.pdf 

Evaluation Pattern

Continuous Internal Assessment (CIA)  1 - 20 marks 

CIA 2 (Mid-Term Exam) - 50 marks 

CIA 3 - 20 marks 

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.

MBAL433 - DATA ANALYTICS FOR DECISION MAKING IV (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 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:30
Alteryx, Power BI or Tableau
 

Live Project 

Unit-2
Teaching Hours:25
Alteryx for Predictive Analytics
 

Decision Trees, Random Forest, Regression

Unit-3
Teaching Hours:5
Introduction to Knime
 

Basic of Knime

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

Spreadsheet Excel, Microsoft EXCEL 2016 Series

Essential Reading / Recommended Reading

Tableau Your Data!: Fast and Easy Visual Analysis with Tableau Software,  Daniel G. Murray

Evaluation Pattern

Continuous Internal Assessment (CIA)  1 - 20 marks 

CIA 2 (Mid-Term Exam) - 50 marks 

CIA 3 - 20 marks 

End Semester Examination - 100 marks

Evaluation Methods: Lab Exam, 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 - ENTREPRENEURSHIP IN EDUCATION (2018 Batch)

Total Teaching Hours for Semester:45
No of Lecture Hours/Week:3
Max Marks:100
Credits:3

Course Objectives/Course Description

 

This course is designed to assist students in developing skills required for implementing entrepreneurial ideas in Education.

Learning Outcome

Develop in-depth knowledge on various tools and techniques of  entrepreneurial thinking

Learn the applications of quality tools and techniques in education sector.

Unit-1
Teaching Hours:3
Design Thinking approach to build Entrepreneurial Thinking
 

Introducing entrepreneurship to students. Imparting skills such as : risk taking, dealing with lack of success, creativity, courage to dare, communication skills, belief in yourself, tolerance of others and those who are different, dealing with new things, positive thinking, doing out of will, deciding and doing, wanting to learn and evolve, proper money management, the ability to work in teams, learning from mistakes, wanting to change, determination and perseverance, identifying opportunities, attentiveness, taking responsibility, distinguishing between the important and unimportant, focusing on a goal, awareness of the environment, negotiation, and public speaking.

Unit-2
Teaching Hours:4
Learning Entrepreneurship as Applied Discipline
 

Design Thinking approach to Learning Entrepreneurship – Entrepreneurship as a process – known inputs and outputs, steps, predictive, linear, precision tested versus Entrepreneurship as a method – a body of skills and techniques, toolkit, creative, Iterative, Experimentation, and Practiced. Learn from others' Experience - Why learn from others' experience common mistakes of entrepreneurs, Learn from failed projects, filmed interviews with successful entrepreneurs. Developing students’ entrepreneurial thinking through practical experience. 

Unit-3
Teaching Hours:4
Discovery of Challenges
 

Understanding the context of the challenge by collecting information. Solving the challenge using problem solving approach, Ìnterviews tool to collect information / seeking information about the challenge to be solved, build empathy with the users. Emphasizing students to get out of the classroom for collecting user data experiences, collecting data from experts. Often students (and we as teachers) will see one easy solution right away, but, at this stage, the focus should be on the challenge and not yet on trying to solve it. Social Entrepreneurs in Education.

Unit-4
Teaching Hours:3
Learning from Pilots
 

Conducting pilot program for prototyping based on design thinking using “double diamond” model, conducting second pilot, based on learning from first pilot. Self-reflection and learning from pilots. Emerging Edtech startups.

Unit-5
Teaching Hours:3
Design Thinking approach to Innovation in Education Entrepreneurship: Turning Challenges into Opportunities
 

Students bring to the class a problem in the education industry that needs to be solved using Design Thinking approach enabled by technology or a new approach. The solution can be new, or it can be an improvement on an existing solution. Be prepared to present your issues and ideas for the new approach or tech solution.

Unit-6
Teaching Hours:8
Entrepreneurial Strategy Framework - Value Chain Paradigm
 

Designing business model for competitive advantage, strategic partnerships, Resource building. Six forces alignment, Value chain analysis to identify profitable startup opportunities, Should this product be built?" and "Can we build a sustainable business around this set of products and services? Product market fit, Stage 0 Initial concept, Getting to Stage 1: Concept to first initial customers (solving a meaningful problem in a differentiated way), Getting to Stage 2: Scaling from first customers to a repeatable selling motion (focus on initial target segment of customers), Getting to Stage 3: From repeatable selling motion to struggling to keep up with demand (Expanding strategically winning one segment at a time.

Sketching out Hypothesis: (Alexander Osterwalder)

Key Building Blocks - Key Partners - a list of associates, suppliers and resources that can be helpful to the growth of a startup

Key Activities - a list of activities that value propositions require

Key Resources - a list of resources that affect distribution, customer relations and revenue streams

Value Propositions - an explanation of the value provided to the customer

Customer Relationships - a description of how to gain, keep and grow customers

Channels - a list of the best ways to reach customers

Customer Segments - descriptions of target customers

Cost structure, Revenue streams

https://stanford.edu/dept/gsb-ds/Inkling/ibmc.html

Create a working name for your company and answer these questions: a. What is your passion or personal goal for starting a company?  b. What is the unmet need in the market?  Frame the problem. c. What is the market advantage your idea will capitalize on? d. Who will benefit? The Business Model—Who Will Benefit?

Unit-7
Teaching Hours:3
The startups identity: Elevator Pitch
 

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.

Unit-8
Teaching Hours:8
Stakeholders Communication Analysis and Planning
 

VMOSA process, 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.

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

Objectives (Max E.Douglas model), Strategy and Action plan

Organizational Culture Template.

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-9
Teaching Hours:6
Lean start-up Strategy
 

BUILD-MEASURE-LEARN -  turn ideas into products, measure how customers respond, and pivot or persevere

Developing a minimum viable product (MVP),

Validated Learning

Innovation Accounting

The Pivot

Small Batches

The Andon Cord

Continuous Deployment

Kanban

The Five Whys

Why Lean startups don't try to scale up the business until they have product market fit?

Unit-10
Teaching Hours:3
Startup Branding Collaterals and Social Media Communication Strategy
 

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

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.

Text Books And Reference Books:

Entrepreneurship Strategy Changing Patterns in New Venture Creation, Growth, and Reinvention Lisa K. Gundry and Jill R. Kickul

Strategies of Entrepreneurial Leadership, Joshua Okello

Essential Reading / Recommended Reading

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 By Inge Hill

https://hbr.org/2016/02/every-company-needs-a-growth-manager

Evaluation Pattern

Continuous Internal Assessment (CIA)  1 - 20 marks 

CIA 2 (Mid-Term Exam) - 50 marks 

CIA 3 - 20 marks 

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 - ENTREPRENEURSHIP IN HEALTHCARE (2018 Batch)

Total Teaching Hours for Semester:45
No of Lecture Hours/Week:3
Max Marks:100
Credits:3

Course Objectives/Course Description

 

This course is designed to familiarize students with the practices of entrepreneurship in Healthcare sector

Learning Outcome

Identify and evaluate new business ideas

Write a business plan and effectively communicate and “sell” new business concepts to other people. 

Formulate a business strategy for the new venture that can be communicated to external stakeholders. 

Unit-1
Teaching Hours:3
Design Thinking approach to Innovation in Healthcare Entrepreneurship: Turning Challenges into Opportunities
 

Students bring to the class a problem in the healthcare industry that needs to be solved using Design Thinking approach enabled by technology or a new approach. The solution can be new, or it can be an improvement on an existing solution. Be prepared to present your issues and ideas for the new approach or tech solution.

Unit-2
Teaching Hours:7
Entrepreneurial Strategy Framework - Value Chain Paradigm
 

Designing business model for competitive advantage, strategic partnerships, Resource building. Six forces alignment, Value chain analysis to identify profitable startup opportunities, Should this product be built?" and "Can we build a sustainable business around this set of products and services? Product market fit, Stage 0 Initial concept, Getting to Stage 1: Concept to first initial customers (solving a meaningful problem in a differentiated way), Getting to Stage 2: Scaling from first customers to a repeatable selling motion (focus on initial target segment of customers), Getting to Stage 3: From repeatable selling motion to struggling to keep up with demand (Expanding strategically winning one segment at a time.

Sketching out Hypothesis: (Alexander Osterwalder)

Key Building Blocks - Key Partners - a list of associates, suppliers and resources that can be helpful to the growth of a startup

Key Activities - a list of activities that value propositions require

Key Resources - a list of resources that affect distribution, customer relations and revenue streams

Value Propositions - an explanation of the value provided to the customer

Customer Relationships - a description of how to gain, keep and grow customers

Channels - a list of the best ways to reach customers

Customer Segments - descriptions of target customers

Cost structure, Revenue streams

https://stanford.edu/dept/gsb-ds/Inkling/ibmc.html

Create a working name for your company and answer these questions: a. What is your passion or personal goal for starting a company?  b. What is the unmet need in the market?  Frame the problem. c. What is the market advantage your idea will capitalize on? d. Who will benefit? The Business Model—Who Will Benefit?

Unit-3
Teaching Hours:4
The startups identity: Elevator Pitch
 

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.

Unit-4
Teaching Hours:7
Stakeholders Communication Analysis and Planning
 

VMOSA process, 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.

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

Objectives (Max E.Douglas model), Strategy and Action plan

Organizational Culture Template.

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:6
Lean start-up Strategy
 

BUILD-MEASURE-LEARN -  turn ideas into products, measure how customers respond, and pivot or persevere

Developing a minimum viable product (MVP),

Validated Learning

Innovation Accounting

The Pivot

Small Batches

The Andon Cord

Continuous Deployment

Kanban

The Five Whys

Why Lean startups don't try to scale up the business until they have product market 

Unit-6
Teaching Hours:6
Startup Branding Collaterals and Social Media Communication Strategy
 

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

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-7
Teaching Hours:12
Practicum - Health and Wellness Innovation
 

Proving the Concept - Reflect on what, if any, regulation applies to the idea, Find subject matter / industry experts and test the idea, Getting to the MVP (Minimum Viable Product)  Developing and engineering the product - Testing your idea on the market  Gathering proof points - Communicating the value proposition - Selecting the business model – Legal and Regulatory aspects.

Text Books And Reference Books:

Entrepreneurship Strategy Changing Patterns in New Venture Creation, Growth, and Reinvention Lisa K. Gundry and Jill R. Kickul

Strategies of Entrepreneurial Leadership, Joshua Okello

Employer Brand Management: Practical Lessons..Richard Mosley

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

 

Essential Reading / Recommended Reading

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

https://hbr.org/2016/02/every-company-needs-a-growth-manager

Evaluation Pattern

Continuous Internal Assessment (CIA)  1 - 20 marks 

CIA 2 (Mid-Term Exam) - 50 marks 

CIA 3 - 20 marks 

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 - FINANCE FOR SOCIAL ENTERPRISES (2018 Batch)

Total Teaching Hours for Semester:45
No of Lecture Hours/Week:3
Max Marks:100
Credits:3

Course Objectives/Course Description

 

This course is designed to familiarize students with the theory and practice of finance for social entrepreneurs. The class will be taught from the perspective of the social entrepreneur and social enterprise manager and introduce cases to assess financial challenges, fiscal performance and financing strategy of pioneering firms with a social mission. 

Learning Outcome

Explore best and evolving practices in the financial management and impact measurement of social enterprises. 

Unit-1
Teaching Hours:2
Introduction to Corporate Financ
 

Time value of money, Cost of capital – debt, equity, DDM, CAPM, weighted average.

Unit-2
Teaching Hours:8
Capital Structure, Working Capital
 

Relevance & need of capital structure and WC management in social organisations

Theories of capital structure; Debt vs. Equity; financial leverage and its effect on risk/ profitability; capital structure design in social organisations

Operating/ cash cycle; components of WC and their calculations;  WC management in social organisations.

Unit-3
Teaching Hours:3
Income/ Profit management
 

Contribution & P/V ratio analysis; Fixed vs Variable costs; Break-even analysis; and their applications; operating leverage; combined leverage; Relevance for social organisations.

Unit-4
Teaching Hours:7
Budgeting, Forecasting and Financial Management
 

Master budget, sales & production budget, cash budget, forecasting & techniques.

Cash & cash forecast techniques, receivables, inventory, payables, Financial Statements, Financial Analysis, ratios. Relevance for social organisations.

Unit-5
Teaching Hours:8
Financing and Valuation
 

Social Venture stages and financing; Prerequisites for Financing – strategy, idea, business model, business & financial plan based on a business idea, project report.

Relevance of Valuation for social organisations, Concept, methods, purpose, process, case studies on valuation, mock valuation of an established company, Valuation – based on the financial plan on the business idea.

Unit-6
Teaching Hours:8
Sources of Finance, Deal Structure and Documentation
 

Long term, short term, working capital; equity, debt, quasi debt, preference, security; suitable source at different stages of venture; deal structure, documentation. Government and non-government sources; scenario of fund raising for social enterprises in India.

Unit-7
Teaching Hours:4
Private equity/ VC
 

Requirements, process, valuation & its need, PE/ VC terminologies. Exit strategies for social organisations? IPO. PE/ VC funding scenario in India.

Unit-8
Teaching Hours:2
Credit & risk management, Micro Finance
 

Credit and risk in social organisations, and their management; Concept of Micro Finance, its importance in the context of social organisations; Collaboration between social organisation & micro finance.

Unit-9
Teaching Hours:3
Financial impact of Social Organisations and CSR
 

Case studies on Social Entrepreneurship, CSR by leading corporates, NGOs; to understand the impact on target individuals/ groups/ societies/ institutions.

Text Books And Reference Books:

Social Finance, Alex Nicholls & Rob Paton 

Essential Reading / Recommended Reading

Financial Management, Prasanna Chandra

Evaluation Pattern

Continuous Internal Assessment (CIA)  1 - 20 marks 

CIA 2 (Mid-Term Exam) - 50 marks 

CIA 3 - 20 marks 

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 perform

MBAL441D - ENTREPRENEURIAL FINANCE (2018 Batch)

Total Teaching Hours for Semester:45
No of Lecture Hours/Week:3
Max Marks:100
Credits:3

Course Objectives/Course Description

 

This course is designed to familiarize students with the theory and practice of finance for entrepreneurs.

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
Introduction to Corporate Finance
 

Time value of money, valuing stocks and bonds, Cost of capital – debt, equity, weighted average.

Unit-2
Teaching Hours:5
Capital Structure
 

Theories, financial leverage and its effect on risk/ profitability.

Unit-3
Teaching Hours:5
Working Capital
 

Importance, calculations, management of different components of WC.

Unit-4
Teaching Hours:6
Budgeting and Forecasting
 

Master budget, sales& production budget, cash budget, forecasting & techniques.

Unit-5
Teaching Hours:5
Day to day Financial Management
 

Cash & cash forecast techniques, receivables, inventory, payables, Financial Statements, Financial Analysis, ratios.

Unit-6
Teaching Hours:6
Financing and Valuation
 

Venture stages and financing & their types at different stages

Prerequisites for Financing – strategy, idea, business model, business & financial plan based on a business idea, project report.

Unit-7
Teaching Hours:7
Sources of Finance, Deal Structure and Documentation
 

Long term, short term, working capital; equity, debt, quasi debt, preference, security; suitable source at different stages of venture; deal structure, documentation.

Unit-8
Teaching Hours:5
Valuation
 

Concept, methods, purpose, process, case studies on valuation, mock valuation of an established company, Valuation – based on the financial plan on the business idea.

Unit-9
Teaching Hours:4
Private equity/ VC
 

Their requirements, process, valuation, exits, IPO, PE/ VC terminologies.

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

Essential Reading / Recommended Reading

The Oxford Handbook of Entrepreneurial Finance edited by Douglas Cumming

Evaluation Pattern

Continuous Internal Assessment (CIA)  1 - 20 marks 

CIA 2 (Mid-Term Exam) - 50 marks 

CIA 3 - 20 marks 

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 (2018 Batch)

Total Teaching Hours for Semester:45
No of Lecture Hours/Week:3
Max Marks:100
Credits:3

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:3
Educational Quality Management, People and Processes
 

Impact on implementing quality initiatives.

Unit-4
Teaching Hours:4
Quality Management ? Strategic and Tactical Planning
 

Developing objectives, action plans, team building strategies for successful implementation of quality standards.

Unit-5
Teaching Hours:6
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:8
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 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-8
Teaching Hours:10
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

Quality Management: Introduction to Total Quality Management for Production, Processing and Services,  Goetsch, DL & Davis, B,Pearson 

Evaluation Pattern

Continuous Internal Assessment (CIA)  1 - 20 marks 

CIA 2 (Mid-Term Exam) - 50 marks 

CIA 3 - 20 marks 

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.

MBAL442B - HEALTHCARE INSURANCE (2018 Batch)

Total Teaching Hours for Semester:22
No of Lecture Hours/Week:15
Max Marks:50
Credits:15

Course Objectives/Course Description

 

 This subject enables systematic understanding of Healthcare Insurance practices.

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
Health Insurance Practice
 

Underwriting of Health Insurance, Factors impacting morbidity - Basic principles of underwriting,  Insurable interest - Indemnity - Contribution clause - Proximate cause- Underwriting documentation, underwriting process - - Types of underwriting decisions taken - General Exclusions & Standard Exclusions - Group Health Insurance

Types of health insurance models operating in the world - managed care - health insurance in India – regulatory framework - legal and consumer framework - market ecosystem - healthcare industry - insurance players - TPAs - service providers – Portability.

Unit-2
Teaching Hours:4
Health Insurance Underwriting Principles and Practices
 

Principles of health insurance underwriting - underwriting process - Morbidity tables - risk classification - rating methods and analysis - fundamentals of health insurance pricing - pricing models – overview of actuarial techniques - standard conditions and definitions - moral hazard - adverse selection - market determinants. (a) General Insurance Specific Practices: Underwriting of retail and group health - proposal form - essential information and data - Medical & generic underwriting - underwriting of high risks - special categories - pre-underwritten products - waivers and pre-existing conditions - Health Insurance reinsurance options & impact - portfolio monitoring and controls.

Unit-3
Teaching Hours:5
Marketing and Distribution of Healthcare Products and Services
 

Products sold by General Insurers: Product design - Types of Products - individual - family - group – indemnity plans – benefit plans - medical expenses - fixed benefit - major illness - top up -catastrophe accidental and disability benefits - overseas travel health insurance –customized solutions -made covers - key features - coverage - exclusions - pricing and premium setting, -different variants in market - cost sharing mechanisms - value added services. Wellness Insurance - Lifestyle Diseases - Disability Benefit Plan or Income Protection Insurance - Long Term Care Plan ʹManaged Care. 

Marketing by Life Insurers: Basics of Service Marketing - Product Life Cycle - Market segments for life insurers - predominant channels of distribution - agency - bank assurance - internet - challenges of marketing for life insurance distribution network. Mock-sessions. Object Handling.

Unit-4
Teaching Hours:4
Health Insurance Policy Forms and Clauses
 

Health insurance contracts - Insurance contracts vs. other contracts - Proposal forms used in health insurance - Comparison of proposal forms & questionnaires of health insurance with Personal Accident insurance - Life insurance & Group Insurance - Commonly used clauses in health insurance - Pre-existing diseases and exclusions - Cancellation Clause - Renewability clause - Standardization of definitions - forms - non-medical expenses in health insurance - standardization w.r.t. treatments (STG).

Unit-5
Teaching Hours:5
Health Insurance Data Management and Regulations
 

Importance and use of data in health insurance for insurers - regulators - government - TPAs and other stake-holders - Data mandated from insurance companies by regulators - data warehousing - -Collection and collation of data - Data interpretation and analysis of data Health insurance and relevant regulations.

Need for regulations in health insurance - Various kinds of risks in health insurance - Regulatory structure - Licensing and registration - Types of regulations -Enforcement of regulations - Monitoring activity by regulators - Prevention of misspelling - Health insurance regulations in India - redressal system - health insurance for rural and informal sector workers - Role of IRDA in initiatives for standardization - Pre-existing diseases(PEDs) - renewability of health insurance policies.

Text Books And Reference Books:

Insurance Institute of India

Essential Reading / Recommended Reading
Understanding Insurance of Health, P C James 

Insurance Institute of India

Evaluation Pattern

Continuous Internal Assessment (CIA)  1 - 20 marks 

CIA 2 (Mid-Term Exam) - 50 marks 

CIA 3 - 20 marks 

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 (2018 Batch)

Total Teaching Hours for Semester:45
No of Lecture Hours/Week:3
Max Marks:100
Credits:3

Course Objectives/Course Description

 

This course is designed to familiarize students with the theory and practice 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:4
Entrepreneurs Building Business for Good
 

Get inspired – Mohammed Yunus, Jane Chen, Sam Goldman, Wendy Kopp, Salman Khan, Andrea and Barry Coleman, William Strickland, Molly Melching, 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, Prof Saji Varghese - Doodle.  

Unit-2
Teaching Hours:8
Social Entrepreneurial Strategy Framework - Value Chain Paradigm
 

Business Model Canvas - Business Opportunity Identification and Selection, Problem statement, Mission Statement, Stakeholder Segment, Value Proposition, Channels, Stakeholder Relationships, Key Resources, Key Activities, Key partners, Revenue streams, Cost structure, Intended impact,. Designing business model for competitive advantage, strategic partnerships, Resource building.

Value chain analysis to identify profitable startup opportunities, Should this product be built?" and "Can we build a sustainable business around this set of products and services? Product market fit, Stage 0 Initial concept, Getting to Stage 1: Concept to first initial customers (solving a meaningful problem in a differentiated way), Getting to Stage 2: Scaling from first customers to a repeatable selling motion (focus on initial target segment of customers), Getting to Stage 3: From repeatable selling motion to struggling to keep up with demand (Expanding strategically winning one segment at a time.

Sketching out Hypothesis: (Alexander Osterwalder)

Key Building Blocks - Key Partners - a list of associates, suppliers and resources that can be helpful to the growth of a startup

Key Activities - a list of activities that value propositions require

Key Resources - a list of resources that affect distribution, customer relations and revenue streams

Value Propositions - an explanation of the value provided to the customer

Customer Relationships - a description of how to gain, keep and grow customers

Channels - a list of the best ways to reach customers

Customer Segments - descriptions of target customers

Cost structure, Revenue streams, Raising finances

Unit-3
Teaching Hours:4
Managing Regulatory Affairs and Governance of Social Enterprises
 

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-4
Teaching Hours:6
Lean start-up Strategy
 

BUILD-MEASURE-LEARN - turn ideas into products, measure how customers respond, and pivot or persevere.

Developing a minimum viable product (MVP),

Validated Learning

Innovation Accounting

The Pivot

Small Batches

The Andon Cord

Continuous Deployment

Kanban

The Five Whys

Lean startups don't try to scale up the business until they have product market fit.

Unit-5
Teaching Hours:5
The startups identity: Elevator Pitch
 

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.

Unit-6
Teaching Hours:8
Stakeholders Communication Analysis and Planning
 

VMOSA process

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.

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

Objectives (Max E.Douglas model), Strategy and Action plan

Organizational Culture Template.

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-7
Teaching Hours:5
Startup Branding Collaterals and Social Media Communication Strategy
 

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

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-8
Teaching Hours:5
Start-up Capacity Building
 

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.

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.

Essential Reading / Recommended Reading

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.

Stanford, https://stanford.edu/dept/gsb-ds/Inkling/ibmc.html

Evaluation Pattern

Continuous Internal Assessment (CIA)  1 - 20 marks 

CIA 2 (Mid-Term Exam) - 50 marks 

CIA 3 - 20 marks 

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 - STRATEGIC MARKETING AND BRANDING (2018 Batch)

Total Teaching Hours for Semester:45
No of Lecture Hours/Week:3
Max Marks:100
Credits:3

Course Objectives/Course Description

 

The class blends strategic marketing and practice to provide perspective on corporate marketing and the brand management function. This course provides students with insights into how profitable brand strategies can be created and the implications for brand management professionals.

Learning Outcome

 Understand and apply the processes involved in marketing in new ventures.

Assess and design a business model for a product that will optimize revenues and profitability of the product over its life cycle.

Deliver a “whole offer” that solves a complete customer problem and delivers a compelling customer experience. Design and build an effective partner ecosystem to deliver the desired customer experience.

Unit-1
Teaching Hours:6
Product Management, Managing Whole Offers and Partner Ecosystems
 

Gain hands-on experience on how Product Management works in the real world. an entrepreneurial perspective on product management (regardless of company size) and specifics on product management in an entrepreneurial environment. A stand-alone product rarely solves a complete customer problem. How to create “Whole Offers” (includes the core product as well as all the complementary products, services and information needed to create a satisfactory Total Customer Experience (TCE). How to assemble an ecosystem of partnerships and alliances that complement and enhance TCE. How to assemble, manage and grow a robust ecosystem of partnerships. Role that Product Managers need to play in ecosystem development and management.

Unit-2
Teaching Hours:5
Product Planning: Roadmap Design & Portfolio Management
 

How products tend to evolve quickly, single products into diverse product lines. plan the roadmap for the evolution of products over time, decisions related to the product roadmap, steps in roadmap planning and putting the roadmap together (from what to how to why). managing multiple products within a product line and across product lines so they map logically to customer segments, vertical markets, price points, strategic objectives and other factors,  managing cannibalization.

Unit-3
Teaching Hours:7
Go to Market Strategies for startups - Taking Products to Market
 

Product Launch and Product Marketing can make or break a product in in the market. Go To Market (GTM) strategy for a product. planning and execution of the Product Launch plan, pricing strategy, developing the Positioning and messaging framework, developing marketing collateral and supporting the sales team on strategic client meetings and sales efforts, inbound marketing strategy, distribution - choosing the routes to market for the product and execution of the launch activities in collaboration with the sales, channel and partner organization. End-to-end process of designing and executing an integrated marketing communications plan. Improve user acquisition, activation and onboarding. Map the whole customer journey to see how to convert users into paying customers. Introduction to Personal Selling, Personal Selling process for new entrepreneurs. Case study approach.

Unit-4
Teaching Hours:5
On-Going Product Management
 

Process of on-going management of products over their life cycle. the “Gotchas” missed during the product development process, as well as the Opportunities that can be uncovered by actively listening/ watching/ analyzing customer input and consumer behavior. Ongoing business activities like customer support, bug tracking/ fixing, next version planning, product enhancement and end-of-life (EOL) management, essential for the continued success of a product.

Unit-5
Teaching Hours:5
Understanding Brands and Branding
 

What a brand is, what functions brands serve, and when a brand strategy is relevant for customers and the firm, establishing the key foundations of a strong brand: value proposition, brand personality, brand positioning, and brand relationships—and the distinction between brand image and identity. Brand like a startup – steps to dynamic branding. 

Unit-6
Teaching Hours:7
Measuring, Crafting and Managing Brands
 

Traditional and non-traditional tools for measuring brand strength—both qualitative and quantitative methods (e.g., interviews, focus groups, ethnography, surveys and brand valuation methods). Formulation of the brand asset challenges that confront brands as they seek growth and relevance over time, skills and perspectives that enable sustained brand health. Growth of brand equity through extensions, strategic alliances between brands, re-positioning, and global expansion. Design of brand portfolios to maximize equity for the firm, and investigate repositioning and revitalization strategies, complexity and significance of the long-term task of brand maintenance.

Unit-7
Teaching Hours:5
Digital Marketing Strategy
 

Understanding the marketing-sales funnel, Identifying target audiences, and creating customer acquisition strategies, Creating a content strategy and keyword usage plan to increase web traffic, Placing, testing, and optimizing paid advertising,  Optimizing landing pages and email campaigns for conversion, Measuring marketing effectiveness with analytics platforms.  Leveraging digital and social media strategy to create awareness and drive adoption of new products.

Unit-8
Teaching Hours:5
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:

Best Practice Cases in Branding, Strategic Brand Management, Kevin Lane

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

Essential Reading / Recommended Reading

Scaling Up: How a Few Companies Make It... and Why the Rest Don't, Verne Harnish, Gazelles Inc

Evaluation Pattern

Continuous Internal Assessment (CIA)  1 - 20 marks 

CIA 2 (Mid-Term Exam) - 50 marks 

CIA 3 - 20 marks 

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 (2018 Batch)

Total Teaching Hours for Semester:22
No of Lecture Hours/Week:15
Max Marks:50
Credits:15

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:6
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:6
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:3
Regulatory Affairs Management
 

Documentation pertaining to UGC, state universities, AICTE, state and central education boards - CBSE, ICSE, NACC, RTI, various international accreditation authorities.

Unit-4
Teaching Hours:7
Relevant Acts pertaining to Education
 

UGC Act, RTI, Private University Act, 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”). Central / state / local Licensing, documentation and registration requirements in an educational institution.

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

Relevant Bare Acts.

Evaluation Pattern

Continuous Internal Assessment (CIA)  1 - 20 marks 

CIA 2 (Mid-Term Exam) - 50 marks 

CIA 3 - 20 marks 

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 perform

MBAL443B - PHARMACEUTICAL AND HEALTHCARE MARKETING (2018 Batch)

Total Teaching Hours for Semester:45
No of Lecture Hours/Week:3
Max Marks:100
Credits:3

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:3
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.  Ethical Marketing in Healthcare.

Unit-2
Teaching Hours:3
Marketing Strategies - Health and Wellness Services-
 

Go to market strategy, STP, marketing mix. Case study approach 

Unit-3
Teaching Hours:6
Go to Market Strategies for Hospitals
 

Go To Market (GTM) strategy for a product. planning and execution of the Product Launch plan, pricing strategy, developing the Positioning and messaging framework, developing marketing collateral and supporting the sales team on strategic client meetings and sales efforts, inbound marketing strategy, distribution - choosing the routes to market for the product and execution of the launch activities in collaboration with the sales, channel and partner organization. End-to-end process of designing and executing an integrated marketing communications plan. Improve user acquisition, activation and onboarding. Map the whole customer journey to see how to convert users into paying customers. Introduction to Personal Selling, Personal Selling process for new entrepreneurs. Case study approach.

Unit-4
Teaching Hours:5
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:6
Measuring, Crafting and Managing Brand Communication
 

Brand Equity, Brand Equity Models, Brand Positioning, MARCOMM, Communication mix, Traditional and non-traditional tools for measuring brand strength—both qualitative and quantitative methods (e.g., interviews, focus groups, ethnography, surveys and brand valuation methods). Formulation of the brand asset challenges that confront brands as they seek growth and relevance over time, skills and perspectives that enable sustained brand health. Growth of brand equity through extensions, strategic alliances between brands, re-positioning, and global expansion. Design of brand portfolios to maximize equity for the firm, and investigate repositioning and revitalization strategies. complexity and significance of the long-term task of brand maintenance. Case study approach.

Unit-6
Teaching Hours:3
Channel Management for Hospitals
 

Distribution in a service context, options for service delivery, decisions about place and time. Internet business models for service delivery.

Unit-7
Teaching Hours:5
Designing and Executing Marketing Plan for Hospitals
 

Reengineering Marketing in Small, medium and large sized Hospitals,

strategic marketing in small businesses, the Five Mantras of Growth;   Market Share Gain;  Market Positioning, Adjacent market expansion, Strategy navigation for managing growth.

Develop logical and concise recommendations to specific problems arising when developing a marketing plan for Hospitals.  Apply entrepreneurial thinking and develop marketing plan. Scaling: Growth Marketing

Unit-8
Teaching Hours:14
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.

Text Books And Reference Books:

Marketing of Healthcare Services, Ramanujam P.G

Essential Reading / Recommended Reading

Strategic Marketing for Health Care Organizations: Building a Customer-driven Health System, Philip Kotler

Evaluation Pattern

Continuous Internal Assessment (CIA)  1 - 20 marks 

CIA 2 (Mid-Term Exam) - 50 marks 

CIA 3 - 20 marks 

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 - NON-PROFIT MARKETING AND FUND RAISING (2018 Batch)

Total Teaching Hours for Semester:22
No of Lecture Hours/Week:15
Max Marks:50
Credits:15

Course Objectives/Course Description

 

This course is designed to familiarize students with the theory and practice and importance of Non-profit marketing and fund-raising.

Learning Outcome

The objectives of the course are to build your skills, frameworks and knowledge in Non-profit marketing.

Summarize the principles of segmentation, targeting, positioning and competitive advantage for non- profits

Explain the role of the customer in the non-profit environment

 

Unit-1
Teaching Hours:4
Developing Marketing Strategy and Marketing Plan
 

Non-Profit Marketing Process, Assessing Competition, Distinguish marketing strategies in a non-profit entity from a for profit entity. Creating Nonprofit Marketing Plan.

Unit-2
Teaching Hours:3
Marketing Research for Nonprofit Organizations
 

Introduction, Practical in-sight

Unit-3
Teaching Hours:4
Promotional Decisions for Nonprofit Organizations
 

MARCOMM decisions, Branding of Nonprofit Organizations

Unit-4
Teaching Hours:4
Distribution/ Pricing Decisions in Nonprofit Organizations
 

Strategies, practical in-sight 

Unit-5
Teaching Hours:7
Fundraising Planning and Cause Related Marketing for Nonprofit Organizations
 

Revenue / Expected revenues, Expected expenses, deficits, fundraising. developing and implementing a Fundraising Plan – donors –offline or online through crowd funding portals. Outbound” marketing activities to inform stakeholders about new and current programs. Design of brand portfolios to maximize equity for the firm, and investigate repositioning and revitalization strategies, complexity and significance of the long-term task of brand maintenance. Marketing Strategies for Nonprofits, How to run fund raising campaigns, strategy, best practices.

Text Books And Reference Books:

Strategic Marketing for Non-Profit Organization, Andreasen/ Kotler

Essential Reading / Recommended Reading

Communicating Causes: Strategic public relations for the non-profit sector, Nicky Garsten and Ian Bruce

Logo Design + Branding for Nonprofits: A Practical Guide and Workbook: Volume 1 (Insidersguide.design) 

The Routledge Companion to Nonprofit Marketing, Adrian Sargeant

Zilch: How Businesses and Not-for-Profits Can Get More Bang with Less Buck

Evaluation Pattern

Continuous Internal Assessment (CIA)  1 - 20 marks 

CIA 2 (Mid-Term Exam) - 50 marks 

CIA 3 - 20 marks 

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 perform

MBAL443D - REENGINEERING SMALL AND FAMILY BUSINESS (2018 Batch)

Total Teaching Hours for Semester:22
No of Lecture Hours/Week:15
Max Marks:50
Credits:15

Course Objectives/Course Description

 

 This course introduces students to Business Process Reengineering as a strategy that tears down and enforces change in a failing or a stagnating company.

Learning Outcome

 Understand and apply latest management tools and business process reengineering techniques in running small and family businesses.

Unit-1
Teaching Hours:2
Introduction to Business Process Reengineering (BPR)
 

Why (and when) should you bother with BPR, BPR Strategies in an AI era • BPR • Success and Failures • Factors Relating to BPR Success • Factors relating to change management systems and culture • Committed and strong leadership • Factors relating to organizational structure • Factors related to BPR program management • Factors related to IT infrastructure • Factors Relating to BPR Failure • Problems in communication and organizational resistance • Lack of organizational readiness for change • Problems related to creating a culture for change • Lack of training and education: • Factors related to management support • Ineffective BPR teams.

Unit-2
Teaching Hours:5
Business Process Reengineering for Operational Efficiencies
 

Organize around outcomes, not tasks; Identify all the processes in an organization; Integrate information processing work into the real work that produces the information; Treat geographically dispersed resources as though they were centralized; Link parallel activities in the workflow instead of just integrating their results; Put the decision point where the work is performed, and build control into the process; Capture information once and at the source; Examine the way you do what you do, and start cutting out the work that doesn’t add value.

a. Identify the process to be reengineered – (when deciding on a process to change, ask yourself if the process is: a. Dysfunctional; Important; Feasible to alter.

b. Assign the task of reengineering to team members

c. Read the current process documents

d. Draft a new process map and SOP

e. Test the process

Major Steps:

Refocus company values on customer needs

Redesign core processes, often using information technology to enable improvements

Reorganize a business into cross-functional teams with end-to-end responsibility for a process

Rethink basic organizational and people issues   

Unit-3
Teaching Hours:5
Aligning BPR to Strategy
 

Assess feasibility of business plans, Analyze reorganization plans and alternatives, Development of exit strategies, Debt restructuring

Negotiate with creditors, Administer crisis cash management

Perform interim management responsibilities, Identify issues affecting profitability, Develop turnaround plan and implementation. 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-4
Teaching Hours:3
Reengineering Small and Family Businesses
 

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. Improving organizational processes through Balance Score Card. Case Studies 

German and Japanese SME case studies, Aurum Harilela Group, Graham Holdings – Kaplan, Synarge, Washington Post Co.

Unit-5
Teaching Hours:7
A Practical Application of BPR Framework
 

The process of BPR in a Six Sigma world - DMAIC (Define, Measure, Analyze, Improve and Control) process, DMADV (Define, Measure, Analyze, Design, and Verify). Robotic Process Automation.

Text Books And Reference Books:

Business Process Reengineering Paperback – 1, R. Srinivasan

Essential Reading / Recommended Reading

Business Process Re-engineering: A Simple Process Improvement Approach to Improve Business Performance (The Business Productivity Series Book 1), Giles Johnston

Organizational Transformation Through Business Process Reengineering : Applying Lessons Learned, Vikram Sethi and William King

Evaluation Pattern

Continuous Internal Assessment (CIA)  1 - 20 marks 

CIA 2 (Mid-Term Exam) - 50 marks 

CIA 3 - 20 marks 

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.

MBAL444A - STRATEGIC MARKETING AND BRANDING IN EDUCATION (2018 Batch)

Total Teaching Hours for Semester:22
No of Lecture Hours/Week:15
Max Marks:50
Credits:15

Course Objectives/Course Description

 

This marketing course provides students with an introduction into the area of Service Marketing. Emphasis is given to the understanding and application of practical methods in managing and delivering quality services (versus product marketing).

Learning Outcome

Identify the role of services marketing in the education sector.

Analyze and apply service marketing concepts in education services.

Develop an appropriate marketing mix for the education services

Unit-1
Teaching Hours:4
Introduction to Service Marketing
 

Concept, the service economy, nature of services, characteristics of services, services marketing mix services in global perspective, customer behavior and expectations in services Context. Matching customer expectations, matching demand with capacity, recent trends in Service Marketing Strategy.

Unit-2
Teaching Hours:8
People and Service Quality Management
 

Competing through people quality, Internal Marketing, enhancing the Quality of Teaching. Managing People for Service Advantage, Service Leadership, Quality in Services: Concept and Importance - Service Quality Models: Parsuraman – Zeithamal - Bitner (PZB) - Gaps Model - SERVQUAL and SERVPERF - Gronroos model. Kano’s model, service marketing triangle, Service Quality Gap Model, Gap model of service quality in higher education, Service failure and recovery, Creating service culture. Case studies.

Unit-3
Teaching Hours:6
Marketing Applications in Education Services
 

Service Marketing Mix in K-12, Higher Education, Education Technology, Vocational, E-Learning industry, Primary Research, STP process, Understanding Customers’ expectations and perceptions of service, service design and development, challenges to services design, new service development, developing service blueprint, quality function deployment, service innovations, service marketing mix, marketing of education services – 7Ps framework, pricing strategies, Service delivery: Physical evidence, Employees and Process. Marketing the institution to prospective customers.

Unit-4
Teaching Hours:4
Branding and Marketing Communication
 

Brand Equity, Brand Equity Models, Branding strategies, Brand Positioning, Communication mix, strategies, MARCOMM strategies, Design of Marketing Collaterals, services branding strategies, Digital Marketing strategies.

Text Books And Reference Books:

Marketing: An Introduction, Armstrong

Services Marketing: People, Technology, Strategy, 7/E Christopher H Lovelock,

Services Marketing: Concepts, Strategies, & Cases,  K. Douglas Hoffman, John E.G.

Services Marketing: Text and Cases, Harish V Varma

Essential Reading / Recommended Reading

 Journal of Services Marketing, Emerald Insight

Evaluation Pattern

Continuous Internal Assessment (CIA)  1 - 20 marks 

CIA 2 (Mid-Term Exam) - 50 marks 

CIA 3 - 20 marks 

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.

MBAL444B - HEALTHCARE CONSULTING (2018 Batch)

Total Teaching Hours for Semester:22
No of Lecture Hours/Week:15
Max Marks:50
Credits:15

Course Objectives/Course Description

 

This subject enables systematic understanding of Healthcare Consulting opportunities and applies learning in Healthcare Consulting.

Learning Outcome

Knowledge of key activities in Healthcare consulting

Ability to use Healthcare Market structure knowledge in formulating, implementing and evaluating strategic decisions in health care.

Unit-1
Teaching Hours:4
Strategy Formulation and Execution
 

Market Assessment & Feasibility Study Reports, Organizational design, business plan feasibility study, Competitor assessment, business development strategy.

Unit-2
Teaching Hours:6
Project Commissioning
 

Techno-economic viability (TEV),  Detailed Project Planning, Facility planning, Medical equipment planning and designing, selection, procurement and commissioning.

Unit-3
Teaching Hours:6
Business Process Re-engineering
 

Healthcare Performance Audits,  Benchmarking Surveys & Gap Analysis, Organizational Assessment Audits, Benchmarking Surveys,  reworking SOPs, Policies, Tariffs, etc. Resource Optimization. Operational optimization, Patient flow redesign and throughput. Clinical service planning mix, • Service line analysis and benchmarking.

Unit-4
Teaching Hours:6
Accreditation Consultancy
 

JCI, NABH, NABL, ISO 9001

Text Books And Reference Books:

Checklists for Hospitals Paperback –Arun K. Agarwal, 2017

Hospitals - Facilities Planning & Management, G D Kunders, 2017

Essential Reading / Recommended Reading

Principles Of Hospital Administration And Planning,  Sakharkar – 2009

Standard Operating Procedures (Sop) For Hospitals In India,  Arun K. Agarwal, 2019

Evaluation Pattern

Continuous Internal Assessment (CIA)  1 - 20 marks 

CIA 2 (Mid-Term Exam) - 50 marks 

CIA 3 - 20 marks 

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.

MBAL444C - RESEARCH METHODS IN CSR (2018 Batch)

Total Teaching Hours for Semester:22
No of Lecture Hours/Week:15
Max Marks:50
Credits:15

Course Objectives/Course Description

 

This course is designed to familiarize students with the theory and practice and importance of research in CSR.

Learning Outcome

Provide a grounding from which students can then undertake their own piece of business research.

Writing research papers for publication

Underake live project in CSR research

Unit-1
Teaching Hours:2
Introduction to CSR Research
 

Mixed Method/ Interdisciplinary approach

Unit-2
Teaching Hours:5
Sampling and sampling procedures in Corporate Social Responsibility Research
 

Practical exercises on sampling and sampling procedures in Corporate Social Responsibility Research

Unit-3
Teaching Hours:5
Data Collection, Measurement and Scaling
 

procedures in CSR research

Unit-4
Teaching Hours:5
The application of Statistical Methods in CSR Research
 

Practical exercises on the application of statistical methods in CSR research

Unit-5
Teaching Hours:5
Research Report Writing
 

Practial insights.

Text Books And Reference Books:

Research Methodology Concepts and Cases, Deepak Chawla, Neena Sondhi, Vikas Publishing

Essential Reading / Recommended Reading

Business Research Methods, William Zikmund, Barry Babin, Jon Carr, Mitch Griffin, Cengage

Business Research Methods, Naval Bajpai, Pearson Education

Evaluation Pattern

Continuous Internal Assessment (CIA)  1 - 20 marks 

CIA 2 (Mid-Term Exam) - 50 marks 

CIA 3 - 20 marks 

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 perform

MBAL444D - DIRECT AND INDIRECT TAX (2018 Batch)

Total Teaching Hours for Semester:50
No of Lecture Hours/Week:15
Max Marks:50
Credits:15

Course Objectives/Course Description

 

This course provides an overview of structure and working mechanism of Direct and Indirect taxes.

Learning Outcome

Students will be able to describe how the provisions in the corporate tax laws can be used for tax planning.

Students will be able to explain different types of incomes and their taxability and expenses and their deductibility.

Students who complete this course will be able to learn various direct and indirect taxes and their implication in practical situations.

Unit-1
Teaching Hours:2
Introduction to Direct Taxes
 

Definitions, Tax rates, Finance Act, Residence status, exemptions, deductions, Income, Deemed income.

Unit-2
Teaching Hours:3
Taxation of Non-Business Income
 

Salaries, House Property, Capital Gains, Other Income, Expenditure/ Income based Deductions, Clubbing of Income, and Computation of Income when there is no income from business or profession.

Unit-3
Teaching Hours:3
Taxation of Income from Business
 

General provisions, Allowable Expenditures, Incentives, Expenditure/ Income based Deductions, Maintenance of Records, Financial Statements vs. Income Tax, Carry forward and Set off, Expenditures allowed/ disallowed based on circumstances/ recipients/ value etc., Presumptive Taxation, Computation of Income.

Unit-4
Teaching Hours:3
Taxation of income from Profession
 

Types of Profession, Allowable expenditure, Deductions, Presumptive Taxation, Carry forward and Set off, Computation of Income.

Unit-5
Teaching Hours:3
Taxation of Entities
 

Companies, Partnerships, Limited Liability Partnership, Trusts 

Unit-6
Teaching Hours:3
International Taxation
 

Double taxation relief, treaties, income of non-residents, Transfer Pricing

Unit-7
Teaching Hours:2
Regulatory Compliances
 

Tax payments, interest, penalties DS, Withholding, Advance Tax, Self-assessment, interest and penalties. Filing and assessment procedures.

Unit-8
Teaching Hours:5
Indirect Tax
 

GST – Scheme; procedure, Supply – scope place, time, value, composite and mixed supplies, supply of services; E-way bill; Levy, collection, payment; GST related to exports; Input tax credit and refunds; Registration;  Composition; Accounts & records, invoices etc.; Returns filing on website, Customs

Text Books And Reference Books:

Direct Taxes Ready Reckoner, Vinod K. Singhania, latest edition 2019

Students' Guide to Income Tax Including GST-Problems & Solutions, Vinod K Singhania, 2019

Essential Reading / Recommended Reading

Students Guide To Income Tax including GST, Vinod K Singhania, latest edition 2019.

Evaluation Pattern

Continuous Internal Assessment (CIA)  1 - 20 marks 

CIA 2 (Mid-Term Exam) - 50 marks 

CIA 3 - 20 marks 

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 - PROJECT DISSERTATION / ENTREPRENEURSHIP PRACTICUM - NEW VENTURE CREATION (2018 Batch)

Total Teaching Hours for Semester:0
No of Lecture Hours/Week:0
Max Marks:100
Credits:04

Course Objectives/Course Description

 

Project Dissertation / Entrepreneurship Practicum - New Venture Creation is an important learning experience of this study program, allowing students to apply problem solving skills in a professional setting. This course introduces students to Live Projects that enable businesses to benefit. 

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:0
Introduction
 

a. Live Industry-based Project: Education Leadership, Healthcare Management, Sustainability and Corporate Social Responsibility specialization track students will identify a problem, formulate and implement business solutions for the problems / challenges identified. The industry based project shall be executed by way of compulsory internship from 12.30 to 6 PM.

MBA Live Projects enable businesses to benefit from professional consultancy services. The service is provided by our Masters of Business Administration (MBA) participants along with faculty members.

How it works

Businesses that take part in an MBA Live Project can take advantage of up to ten weeks of consultancy in partnership with the University. Working dates are negotiable in order to meet business requirements and all work can be completed in-house or off-site.

b. Start-up Venture Launch: Entrepreneurship Track students will be able to integrate theory and practice for setting up and running of new venture. 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.

Registration of topic: Once the topic is chosen, the student shall submit a duly filled in Registration Form to the guide. 

Synopsis: The submission of synopsis must be as per the time schedule and the prescribed format.

Dissertation on issues or problems in organizations must be the approach. In the case of more than one student doing the dissertation in same organization, the students should ensure that the topic of research must be entirely different.

Dissertation Work Diary: Students and the guide shall have regular interaction. The Dissertation Work Diary shall be maintained by the respective guides in order to enhance the quality of dissertation.

Quality requirement:

The student should work on a live business problem area.

A student shall pursue high-quality summer internship placement in a reputed organization.

Students are recommended not to pursue internships in family businesses. When students work at a business owned by a family member or a close family acquaintance, it causes a conflict of interest and the evaluations may not be as objective as they should be.

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

Online internships will not be eligible for grading purpose.

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

Employer’s Performance Appraisal Evaluation:

A student shall be subjected to periodic performance reviews which will carry weightage of 25%. The evaluation will be based on rubrics criteria such as consistency, overall performance, code of conduct on the job and many other parameters. 

Department Evaluation:

The department will evaluate student’s performance (75% weight age). The evaluation will be based on rubrics criteria such as consistency, overall performance, attendance, number of hours worked, quality of work – summer internship Live project or simple internship, code of conduct on the job and many other parameters. 

Attendance requirement: 85%. If the student abstains from summer internship and the attendance falls below 85%, viva shall not be held in such cases.

Marks Deduction Clause: If the student abstains from work placement in a particular day/week/month, marks of such students will be adjusted on pro-rata basis. For each day’s of absence, one mark shall be deducted from the total marks secured.

Guidelines:

Commencement: The industry dissertation will commence immediately after the completion of the III Semester examinations and be submitted as per the Calendar of Events issued.

Registration of topic: Once the topic is chosen, the student shall submit a duly filled in Registration Form to the guide. 

Synopsis: The submission of synopsis must be as per the time schedule and the prescribed format.

Dissertation on issues or problems in organizations must be the approach. In the case of more than one student doing the dissertation in same organization, the students should ensure that the topic of research must be entirely different.

Dissertation Work Diary: Students and the guide shall have regular interaction. The Dissertation Work Diary shall be maintained by the respective guides in order to enhance the quality of dissertation.

 Format of Synopsis

The synopsis should not exceed 2 pages (1,000 words)

The cover page of the synopsis shall be the same as the cover page of the dissertation

The content of the synopsis:

Literature Review (at least 5 citations)

Need for the study

Objectives

Hypothesis (if any)

Scope of the study

Methodology

Sampling

Data collection

Plan of Analysis, and

Chapter Scheme

Text Books And Reference Books:

*

Essential Reading / Recommended Reading

*

Evaluation Pattern

Department Evaluation:

The department will evaluate student’s performance (75% weight age). The evaluation will be based on rubrics criteria such as consistency, overall performance, attendance, number of hours worked, quality of work – Live project or simple internship, code of conduct on the job and many other parameters. 

Employer’s Evaluation:

A student shall be subjected to performance reviews at work placement (25% weight age). 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. 

Attendance minimum requirement: 85%. If attendance falls below 75%, such a student will not be eligible to appear for viva.  

Marks Deduction: If the student abstains from work placement in a particular day/week/month, marks of such students will be adjusted on pro-rata basis. For each day’s of absence, one mark shall be deducted from the total marks secured.