CHRIST (Deemed to University), Bangalore

DEPARTMENT OF professional-studies

commerce

Syllabus for
Master of Science (Innovation and Entrepreneurship)
Academic Year  (2020)

 
1 Semester - 2020 - Batch
Course Code
Course
Type
Hours Per
Week
Credits
Marks
MIE131 BUSINESS MANAGEMENT AND ORGANIZATION BEHAVIOUR - 4 4 100
MIE132 ENTREPRENEURSHIP THEORY AND PRACTICE - 4 4 100
MIE133 DESIGN THINKING AND INNOVATION MANAGEMENT - 4 4 100
MIE134 BUSINESS ECONOMICS - 4 4 100
MIE135 ACCOUNTING FOR ENTREPRENEURS - 4 4 100
MIE136 BUSINESS ANALYTICS-I - 4 4 100
MIE151 EXPERIENTIAL LEARNING-I - 0 2 50
2 Semester - 2020 - Batch
Course Code
Course
Type
Hours Per
Week
Credits
Marks
MIE231 START-UP ECO SYSTEM IN INDIA - 4 4 100
MIE232 MARKETING MANAGEMENT FOR ENTREPRENEURS - 4 4 100
MIE233 FINANCIAL MANAGEMENT FOR ENTREPRENEURS - 4 4 100
MIE234 BUSINESS AND MARKET RESEARCH - 4 4 100
MIE235 LEGAL AND REGULATORY ASPECTS OF BUSINESS - 4 4 100
MIE236 BUSINESS ANALYTICS-II - 4 4 100
MIE251 EXPERIENTIAL LEARNING-II - 0 2 50
    

    

Introduction to Program:

Master of Science (Innovation and Entrepreneurship) program is designed to provide the tools necessary for starting independent businesses. It also gives students practical experience in research, commercialisation and proactively work in projects in risky market environments. This Programme provides an opportunity for skill up gradation through higher education focussed on innovation and entrepreneurship and is imparts knowledge on the requirements of the creation of start ups and to organize the family business. With a focus on the Corporate Residency aspect that ensures to bring in insights on learning, focused entrepreneurship and networking opportunities. This program will facilitate the students with competencies and knowledge in key business functional areas, understand the changing business environment and apply the new business management solutions in terms of start-up ideas. The new start-ups ideas are well supported with the network of people and can incubate the start ups with right direction so that the idea flourishes into a sustainable business. With the start up ecosystem in India and especially in Bangalore helps in brining the new ideas to start-up. The initiatives is to bring about the economic growth a need is felt for the entrepreneurs and innovations to provide employment to the people and also generate a sustainable business model. The focus is on creation of incubation and management of existing family businesses.

Programme Outcome/Programme Learning Goals/Programme Learning Outcome:

PO1: Discuss the concepts of Innovation and Entrepreneurship

PO2: Analyze opportunities to interpret organizational output and efficiency

PO3: Apply critical thinking skills by identifying and analyzing entrepreneurship issues using the relevant framework.

PO4: Analyze, interpret and apply concepts of innovation and entrepreneurship for business decision-making.

PO5: Execute the best practices of Innovation and Entrepreneurship.

PO6: Exhibit the knowledge of entrepreneurial qualities and explore entrepreneurial opportunities

PO7: Work effectively and professionally in teams

PO8: Analyze and evaluate ethical problems that occur at all levels of business decision making

Programme Specific Outcome:

PSO1: Demonstrate, co-create new avenues in business, consultancy and entrepreneurship.

PSO2: Identify global business trends in economy and enable students to create innovative solutions through incubations and for start ups.

PSO3: Demonstrate and implement problem solving techniques, critical thinking, and to create sustainable business models.

PSO4: Demonstrate and implement emerging business models in entrepreneurship.

PSO5: Demonstrate and implement entrepreneurship by creating jobs and supporting the economy.

Assesment Pattern

Grading Pattern:

Grading pattern will be the same as approved by the University for UG Courses as detailed herein below:

Percentage

Grade

Grade point

Interpretation

Class

75 & Above

   A+

  4.0

Outstanding

Distinction

70 --- 74

   A

  3.5

Excellent

First class

65 --- 69

   B +

  3.0

Very good

First class

60 --- 64

   B

  2.5

Good

First class

55 --- 59

   C +

  2.0

Average

Second class

50 --- 54

   C

  1.5

Satisfactory

Second class

40 --- 49

   C -

  1.0

Exempted with 50% aggregate

Pass class

39 & Below

   F

    0

Fail

Fail

 

 

 

Examination And Assesments

Department of Professional Studies follows a rigorous system of continuous evaluation, and the assessment events include quizzes, tests, assignments, mid-term and end-term exams, individual/group project work, presentations etc.  

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

End Semester Examination (ESE)

50%

Mid Semester Examination (CIA-2)

25%

Continuous Internal Assessment (CIA- 1 & 3)

20%

Attendance 

05%

Total

100%

           

·       Written Examinations consists of:

§  Mid Semester Exam – 50 Marks   (2 hours duration)

§  End Semester Exam – 100 Marks (3 hours duration)

·       A student should secure a minimum of 50% Marks in the ESE to pass in that paper.

·       In aggregate for each paper, for internal and end semester put together, at least 50 Marks out of 100 must be secured to pass in that paper.

 

 

 

Question Bank:

Subject wise Question Bank is prepared every semester to test the Conceptual, Application, Analytical and Problem-solving skills of the students. These question banks are prepared by the faculty member teaching the subject and duly verified by the subject expert.

Question Paper Pattern for the End Semester Examination:

The question paper pattern for the End Semester Examination is as follows:

Sections

Type

Marks

A

Conceptual / Descriptive Type questions

6 x 2 = 12

B

Conceptual / Descriptive Type questions

5 x 5 =  25

C

Analytical / Essay Type Questions

3 x 15 = 45

D

Case Study

1 x 18 = 18

 

§  Section A

Conceptual / Descriptive Type questions 6 out of 8 questions of 2 mark each.

§  Section B

Analytical / Essay type questions with choice – 5 out of 7 questions of 5 marks each

§  Section C

Analytical/ Essay type questions with choice – 3 out of 5 questions of 15 marks each

§  Section D

One Compulsory Question – 18 marks

 

Continuous Internal Assessments (CIA):

 

CIA – 1 and 3 : Continuous Internal Assessment

Written (reports) – Group or Individual, Understanding of the subjects, Participative learning, Presentation and VIVA, Quiz, Multiple choice based test etc.

CIA – 2:  Continuous Internal Assessment - Mid Semester Exam (MSE)

Mid Semester Exam marks will be taken for Internal Assessment. MSE marks will be reduced to 25 for this purpose. The question paper pattern for the Mid Semester Examination is as follows:

Sections

Type

Marks

A

Short Answer Questions

4x 2 = 8

B

Conceptual / Descriptive Type questions

2 x 5 = 10

C

Analytical / Essay Type Questions

1 x 15 = 15

D

Case Study

1 x 17 = 17

 

Attendance:

The marks distribution for attendance is as follows:

95 – 100%       -           5 marks

90 – 94%         -           4 marks

85 – 89%         -           3 marks

80 – 84%         -           2 marks

76 – 79%         -           1 mark

MIE131 - BUSINESS MANAGEMENT AND ORGANIZATION BEHAVIOUR (2020 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.

Course Outcome

 

By the end of the course the learner will be able to:

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

 

Unit-1
Teaching Hours:10
Introduction
 

Introduction to Planning,  Strategic Planning Process - Vision, Mission, Goals, Objectives,  Hierarchy of objectives, Situational analysis / Internal and External Analysis 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, using Design Thinking to support strategic planning.  Michael Porter 5 forces analysis, Strategy Formulation, Balanced Score Card (BSC), BSC vs MBO, Decision making and execution.

Unit-2
Teaching Hours:10
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. Demonstration of Ethics and Professional Behaviour.

Unit-3
Teaching Hours:10
Managing Organizational Structure and Conflict Management in Work Teams
 

Design business units and functions to respond effectively to customers; Drive strategy down to operations and align front-line employees to their company's strategic objectives, Classification of Organization – Formal and Informal – Types of Organizational Structure – Formal (Line, Staff, Functional, Matrix, Project, Hybrid, Virtual, Network…) and Informal structure, Adaptive Organizational Design, Organizing  job tasks and employees like great companies  - specialization, Centralization, Decentralization, Formalization - Span of Control – Narrow & Broad – Authority & Responsibility. 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

Unit-4
Teaching Hours:10
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-5
Teaching Hours:10
Organizational Culture
 

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. 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.

Unit-6
Teaching Hours:10
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.

Text Books And Reference Books:

1.      Stepehn P.Robins, Mary Coulter and Agna Fernandes, (2019), Management, Pearson

2.      Stephen P. Robins and Timothy A.Judge, Neharika Vohra, (2016),Organizational Behaviour, Pearson

3.      Chandrani Singh, (2016), Principles and Practice of Management and Organisational Behaviour.

4.    Richard L. Daft, (2012), Principles of Management, Cengage Learning.

 

Essential Reading / Recommended Reading

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

2.   Case Centre, https://www.the casecentre,org/main/

 

Evaluation Pattern

Department of Professional Studies follows a rigorous system of continuous evaluation, and the assessment events include quizzes, tests, assignments, mid-term and end-term exams, individual/group project work, presentations etc.  

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

End Semester Examination (ESE)

50%

Mid Semester Examination (CIA-2)

25%

Continuous Internal Assessment (CIA- 1 & 3)

20%

Attendance 

05%

Total

100%

           

·         Written Examinations consists of:

§  Mid Semester Exam – 50 Marks   (2 hours duration)

§  End Semester Exam – 100 Marks (3 hours duration)

 

·         A student should secure a minimum of 50% Marks in the ESE to pass in that paper.

 

 

·         In aggregate for each paper, for internal and end semester put together, at least 50 Marks out of 100 must be secured to pass in that paper.

MIE132 - ENTREPRENEURSHIP THEORY AND PRACTICE (2020 Batch)

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

Course Objectives/Course Description

 

This course gives the learners a conceptual framework of the business environment in which the entrepreneurs operate, ways to start a new venture - creating organizational and business plan and creating strategies for growth of the venture.  This is designed to immerse students into the entrepreneurial process of new venture creation. The course therefore provides students with an understanding of the role and personality of the entrepreneur, and a range of skills aimed at successful planning of entrepreneurial ventures.

Course Outcome

By the end of the course the learner will be able to:

1.  Develop an understanding of the nature of entrepreneurship.

2. Understand how to identify opportunities (problems), develop creative solutions and build a viable business model around these.

3. Identify and understand the driving forces of new venture success and to develop skills in innovation and business planning for entrepreneurial ventures.

4. Able to implement the ethical and legitimacy challenges that face entrepreneurs with new ventures.

Unit-1
Teaching Hours:10
The entrepreneurial perspective
 

Evolution, Characteristics, Nature, Types, Functions of Entrepreneur - Distinction between an Entrepreneur and a Manager, Concept, Growth of Entrepreneurship in India, The entrepreneurial perspective, the entrepreneurial decision process, Types of start ups, role of entrepreneurs i economic development, the future of entrepreneurs, entrepreneurial process, manager vs entrepreneur decision making, intrapreneurship.

Unit-2
Teaching Hours:10
The individual Entrepreneur
 

Entrepreneurial feelings, entrepreneur background and characteristics, motivation role models and support systems, male versus female entrepreneurship, entrepreneurs versus inventors, the nature of international entrepreneurship, international versus domestic entrepreneur.

Unit-3
Teaching Hours:10
Theories of entrepreneurship
 

Entrepreneur, Theories of entrepreneurship: Economic, Classical, Neo Classical, Austrian Market process, Psychological, Personality Traits, Need for achievement, Sociological, Anthropological entrepreneurial, Opportunity based Entrepreneurship theory,   Resource based Entrepreneur, Financial Capital/ Liquidity, Social Capital or Social Network Theory.

Unit-4
Teaching Hours:10
Types of entrepreneurs
 

Clarence Danhof Classification, Arthur H. Cole Classification, Classification on the Basis of Ownership, Classification Based on the Scale of the Enterprise, Entrepreneurial Motivation, Entrepreneurial Motivation – The Needs Framework, Manifest Needs Theory.

Unit-5
Teaching Hours:10
Creating and starting the Venture
 

Sources of new Idea, methods of generating ideas, creative problem solving, opportunity recognition, product planning and development, opportunity recognition, Business Structure, Creating a Business Plan, Market Size Analysis, E-commerce and start ups, financial support for Business Plan, Regulations to set up a and Laws, Legal issues in setting up the organization, patents, business methods patents, trademarks, copyrights, trade secrets, licensing, product safety and liability, insurance, contracts.

Unit-6
Teaching Hours:10
Managing And Growing The New Venture or a Business
 

Attractiveness of a new entry opportunity- entry strategy for new entry exploitation- risk reduction strategies for new entry exploitation- growth strategies- economic implications of growth- implications of growth for the firm- overcoming pressures on existing financial resources- financial control- overcoming pressures on existing human resources- overcoming pressures on the management of employees- overcoming pressures on entrepreneurs time- implications of firm growth to the entrepreneur. Sustaining a Business, Managing cash flows, Employee Buy-in, Government Incentives and Resources.

Text Books And Reference Books:

1.  

1. Hisrich, Robert. Michael Peters and Dean Shepherd, Mathew. (2014). Entrepreneurship. New Delhi: Tata McGraw-Hill Education.

2. Poornima M(2014),  Entrepreneurship Development and Small Enterprise,  Pearson Education.

3. Hatten, Timothy S. (2011). Small Business Management: Entrepreneurship and Beyond, Mason: Cengage Learning.

4. Bohoney, Jason. (2011). The Entrepreneurship Toolkit: Successful Approaches to Fostering Entrepreneurship. Washington: Weidemann Associates Inc.

5. Allen, K. R. (2011),“Launching New Ventures: An Entrepreneurial Approach”, 6th Edition. Mason, Ohio: South-Western Cengage Learning.

6. Kuratko, Donald F. Entrepreneurship: (2010) Theory, Process, Practice 9th Edition. Mason, Ohio: South-Western Cengage Learning.

Essential Reading / Recommended Reading

1. Scarborough, N. M. (2011), “Essentials of Entrepreneurship and Small Business Management”, 6th Edition. New Jersey: Prentice Hall.

2.      Verstraete, T. and Jouioson-Laffitte, E. (2012), “A Business Model for Entrepreneurship”, Cheltenham: Edward Elgar Publishing Ltd.

3.      Poornima Charantimath, (2007)“Entrepreneurship Development-Small Business Enterprise”, Pearson Education.

4.   Rober D Hisrich, Michael P Peters, Dean A Shepherd, (2007),Entrepreneurship, (6 ed.), The McGraw-Hill companies.

Evaluation Pattern

Department of Professional Studies follows a rigorous system of continuous evaluation, and the assessment events include quizzes, tests, assignments, mid-term and end-term exams, individual/group project work, presentations etc.  

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

End Semester Examination (ESE)

50%

Mid Semester Examination (CIA-2)

25%

Continuous Internal Assessment (CIA- 1 & 3)

20%

Attendance 

05%

Total

100%

           

·         Written Examinations consists of:

§  Mid Semester Exam – 50 Marks   (2 hours duration)

§  End Semester Exam – 100 Marks (3 hours duration)

 

  •   A student should secure a minimum of 50% Marks in the ESE to pass in that paper.
  • In aggregate for each paper, for internal and end semester put together, at least 50 Marks out of 100 must be secured to pass in that paper.

MIE133 - DESIGN THINKING AND INNOVATION MANAGEMENT (2020 Batch)

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

Course Objectives/Course Description

 

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

Course Outcome

By the end of the course the learner will be able to:

1.      Understand and apply the processes involved in Idea Productization.

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

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

Unit-1
Teaching Hours:10
Introduction
 

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). 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:10
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:5
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:10
Design Thinking Framework
 

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:10
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:15
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:

1.      Jeanne Liedtka, Andre King, and Kevin Bennett (2013), Solving Problems with Design Thinking, Columbia Business School Publishing.

2.    Shrutin N Shetty, (2018), Design the Future: Simplifying Design Thinking to Help You, Notion Press

Essential Reading / Recommended Reading

1.      Madhavan Ramanujam, Georg Tacke

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

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

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

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

6.      Blue Ocean Strategy

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

Evaluation Pattern

Department of Professional Studies follows a rigorous system of continuous evaluation, and the assessment events include quizzes, tests, assignments, mid-term and end-term exams, individual/group project work, presentations etc.  

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

End Semester Examination (ESE)

50%

Mid Semester Examination (CIA-2)

25%

Continuous Internal Assessment (CIA- 1 & 3)

20%

Attendance 

05%

Total

100%

           

·         Written Examinations consists of:

§  Mid Semester Exam – 50 Marks   (2 hours duration)

§  End Semester Exam – 100 Marks (3 hours duration)

 

·         A student should secure a minimum of 50% Marks in the ESE to pass in that paper.

·         In aggregate for each paper, for internal and end semester put together, at least 50 Marks out of 100 must be secured to pass in that paper.

MIE134 - BUSINESS ECONOMICS (2020 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, and its implications for Businesses/ Startups.

Course Outcome

By the end of the course the learner will be able to: 

1. To make the students aware of the various economic concepts and principles.

2. To equip them with the required tools and techniques for improving their decision-making skills in business contexts.

3.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, Consumer surplus – meaning&analysis, Value-Cost-Surplus framework - Importance and Implications of the framework for Business strategy

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 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:

1. Salvatore, Dominick &Siddartha Rastogi (2016), Managerial Economics, Oxford University Press, New Delhi

 2. Dwivedi, D N (2015), Managerial Economics, Vikas Publishing House Pvt Ltd., New Delhi

Essential Reading / Recommended Reading

1. Atmanand, Managerial Economics,Excel Books

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

3. Suma Damodaran, Managerial Economics,Oxford.

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

Evaluation Pattern

Department of Professional Studies follows a rigorous system of continuous evaluation, and the assessment events include quizzes, tests, assignments, mid-term and end-term exams, individual/group project work, presentations etc.  

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

End Semester Examination (ESE)

50%

Mid Semester Examination (CIA-2)

25%

Continuous Internal Assessment (CIA- 1 & 3)

20%

Attendance 

05%

Total

100%

           

·         Written Examinations consists of:

§  Mid Semester Exam – 50 Marks   (2 hours duration)

§  End Semester Exam – 100 Marks (3 hours duration)

 

·         A student should secure a minimum of 50% Marks in the ESE to pass in that paper.

In aggregate for each paper, for internal and end semester put together, at least 50 Marks out of 100 must be secured to pass in that paper.

MIE135 - ACCOUNTING FOR ENTREPRENEURS (2020 Batch)

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

Course Objectives/Course Description

 

The purpose of this course is to acquaint the students with the various concepts, techniques, methods, process of accounting data analysis and interpretation, decision making in the areas of Financial and Management Accounting.

Course Outcome

By the end of the course the learner will be able to:

1.      Explain fundamental accounting concepts, the elements of financial statements, and basic accounting vocabulary.

2.      Explain and use the accounting equation in basic financial analysis and explain how the equation is related to the financial statements.

3.      Prepare basic entries for business transactions and present the data in an accurate and meaningful manner.

4.      Prepare basic financial statements and explain the articulation between the basic statements.

5.   To analyse a company’s financial statements and come to a reasoned conclusion about the financial situation of the company.

Unit-1
Teaching Hours:8
Introduction to Accounting
 

Need and Types of Accounting, Users of Accounting, concepts and conventions of Accounting, Relation of Accounting with other disciplines, Capital and Revenue Expenditure and Receipt, Accounting Equation.

Unit-2
Teaching Hours:15
Preparation of Books of Accounts
 

Journals, ledgers, 3 column cash book and trial balance, Depreciation- Straight line and Written down Value Methods. Case Study on Change of Method of Depreciation.

Unit-3
Teaching Hours:17
Preparation of Financial Accounts
 

Preparation of final accounts of sole traders in horizontal form, Preparation of final accounts of companies in vertical form as per Companies Act of 2013 (Basic problems of Final Accounts), Window dressing. Case Study problem on Final Accounts of Company and Firm

Unit-4
Teaching Hours:12
Analysis of Financial Statements
 

Ratio Analysis, Preparation of financial statements using ratios, Preparation of Cash flow Statement (only indirect method).Case Study on Ratio analysis.

Unit-5
Teaching Hours:8
Emerging Issues in Accounting
 

Human Resource Accounting, Forensic Accounting, Sustainability Reporting. Accounting Standards and IFRS: Nature and significance.

Text Books And Reference Books:

1.      Narayanaswamy R, 2014,  Financial Accounting: A Managerial Perspective, 5/e , PHI

2.      Maheswari S.N, Maheswari Sharad K. Maheswari,A Text book of Accounting For Management, 2/e, Vikas Publishing house (P)Ltd.

3.   Tulsian P. C,Financial Accounting, 1/e, Pearson Education.

Essential Reading / Recommended Reading

1.      Ambrish Gupta, Financial Accounting for Management: An Analytical Perspective, 4/e, Pearson Education.

2.      Ashish K Bhattacharya, Introduction to Financial Statement Analysis, Elsevier India.

3.      Raman B. S, 2009.Financial Accounting –, Vol I & Vol II, 1/e, United Publishers.

Evaluation Pattern

Department of Professional Studies follows a rigorous system of continuous evaluation, and the assessment events include quizzes, tests, assignments, mid-term and end-term exams, individual/group project work, presentations etc.  

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

End Semester Examination (ESE)

50%

Mid Semester Examination (CIA-2)

25%

Continuous Internal Assessment (CIA- 1 & 3)

20%

Attendance 

05%

Total

100%

           

·         Written Examinations consists of:

§  Mid Semester Exam – 50 Marks   (2 hours duration)

§  End Semester Exam – 100 Marks (3 hours duration)

 

·         A student should secure a minimum of 50% Marks in the ESE to pass in that paper.

In aggregate for each paper, for internal and end semester put together, at least 50 Marks out of 100 must be secured to pass in that paper. 

MIE136 - BUSINESS ANALYTICS-I (2020 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 data analytical tools and techniques for business decision making.

Course Outcome

By the end of the course the learner will be able to:

1. Students will gain the skills required to navigate through the complexities of making decisions using data science.

2. Learn how to lead your firm to make better business decisions using analytic methods.

3. Create competitive advantages from data.

Unit-1
Teaching Hours:6
Business Analytics Fundamentals
 

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: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

Unit-3
Teaching Hours:15
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.

Unit-4
Teaching Hours:15
Data Analytics using Microsoft Excel
 

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

Unit-5
Teaching Hours:12
Introduction to Visual Analytics
 

Visual Analytics best practices, Analytics tools landscape.   Tableau installation, Tableau software introduction and fundamentals – data connectors, loading data sets, Data source (Dimensions and Measures) and Worksheet views.

Text Books And Reference Books:

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

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

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

Essential Reading / Recommended Reading

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

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

Evaluation Pattern

Department of Professional Studies follows a rigorous system of continuous evaluation, and the assessment events include quizzes, tests, assignments, mid-term and end-term exams, individual/group project work, presentations etc.  

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

End Semester Examination (ESE)

50%

Mid Semester Examination (CIA-2)

25%

Continuous Internal Assessment (CIA- 1 & 3)

20%

Attendance 

05%

Total

100%

           

·         Written Examinations consists of:

§  Mid Semester Exam – 50 Marks   (2 hours duration)

§  End Semester Exam – 100 Marks (3 hours duration)

 

·         A student should secure a minimum of 50% Marks in the ESE to pass in that paper.

In aggregate for each paper, for internal and end semester put together, at least 50 Marks out of 100 must be secured to pass in that paper.

MIE151 - EXPERIENTIAL LEARNING-I (2020 Batch)

Total Teaching Hours for Semester:30
No of Lecture Hours/Week:0
Max Marks:50
Credits:2

Course Objectives/Course Description

 

Learning 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.

Course Outcome

By the end of the course the learner will be able to:

1. To develop practical skills required in entrepreneurial context

2. Exposure to environments under which different entrepreneur/ start-ups  work.

3. Developing problem solving approach.

Unit-1
Teaching Hours:30
Project report on Entrepreneurship Study and Ideation
 

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

 

During the first semester period you will:

·         Plan with your idea and innovation for your start up.

·    Type of Project Work: Idea generation and innovation for your entrepreneurship idea, Vision,  Mission, Goals, Objectives, Organizational Goals - importance, purpose.

·         Write a report and present your findings and solution to the department.

STUDENT ROLES & RESPONSIBILITIES

The student is the main party responsible for the entrepreneurship project and the performance of related activities.

 

 

Student Code of Conduct:

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

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

2) Following all rules and policies as required by the department.

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

4) Maintaining strict confidentiality regarding information/data obtained on any start ups, members, customers, patents, employees, and products or services associated with the department.

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

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

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

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

9) Accept responsibility and accountability for decisions and actions taken while at the experiential learning/ entrepreneurship projects site.

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

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

 

 

 

Be 

 

Text Books And Reference Books:

.

Essential Reading / Recommended Reading

.

Evaluation Pattern

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.

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

MIE231 - START-UP ECO SYSTEM IN INDIA (2020 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 offer an overview of the environment for launch and management of new ventures and startups in India. It aims to cover details of the key factors and forces in the socioeconomic and demographic environment, and government policies and schemes, sources of funds, training and other facilities and infrastructure for startup enterprises.

Course Outcome

By the end of the course the learner will be able to:

1.      To make the students understand the various aspects of startup environment in the country.

2.      To familiarize the students with the policy environment for startups.

3.      To make students aware of the incentives and facilities available for launching new businesses.

4.    To acquaint students about the support infrastructure in terms of incubation, training and marketing available

Unit-1
Teaching Hours:10
Startup Ecosystem in India
 

Introduction - Rise and growth of Startup Ecosystem in India – Timeline of India’s Startup Ecosystem from 1980s to the Present – Key milestones and drivers over time – Scenario at present.

Unit-2
Teaching Hours:13
Economic and Market Dynamics in India
 

Demographic profile of Indian population and market, Literacy and Education, Urbanization and rise of middle class, Economic Reforms (LPG), WTO and Globalization, Economic growth dynamics post 1991.

Unit-3
Teaching Hours:13
Policy for Fostering Entrepreneurship & Startups
 

Government Policy for Micro, small and medium enterprises, Early measures including industrial estates, Reservation of items, market support schemes. Recent initiatives including Start up India, Stand up India, Make in India, Digital India, Mudra Bank scheme, Policy measures for Technology startups & Ecommerce startups

Unit-4
Teaching Hours:10
Entrepreneurial Finance Ecosystem
 

Sources of Entrepreneurial finance in India – Traditional sources – Informal and formal sources - Banks and financial institutions, Priority sector lending schemes, Seed fund initiatives, New and emerging sources – Angel investors, Venture Capital Funds, Private equity investment & Equity market.

Unit-5
Teaching Hours:8
Entrepreneurship Training, Consultancy and Incubation Network
 

EDPs, Skill development training programmes, Tech support and Proto type development centers, Incubators and Accelerators, Recent policy initiatives.

Unit-6
Teaching Hours:6
Startup Infrastructure
 

Co-working spaces, Market development initiatives, Intellectual property training and support initiatives.

Text Books And Reference Books:

1.   Rama Iyer (2019), Innovation Ecosystem in India: How India is building a mature start-up ecosystem that will shape its economy and its future, Notion Press, Chennai.

2.   Pankaj Goel (2017), Before You Start Up: How to Prepare to Make Your Start-up Dream a Reality, Fingerprint Publishing, New Delhi.

Essential Reading / Recommended Reading

1. Poornima C (2018), Entrepreneurship Development and Small Business Enterprises, Pearson Education, Noida.

2. Nanda Kumar K (2018), Startup Fundamanetals: An Introductory Guide to Registering a Startup in India, Fundraising, Taxation, Marketing and Sales, Vasudha Publishers, Chennai.

Evaluation Pattern

Department of Professional Studies follows a rigorous system of continuous evaluation, and the assessment events include quizzes, tests, assignments, mid-term and end-term exams, individual/group project work, presentations etc.  

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

End Semester Examination (ESE)

50%

Mid Semester Examination (CIA-2)

25%

Continuous Internal Assessment (CIA- 1 & 3)

20%

Attendance 

05%

Total

100%

           

·         Written Examinations consists of:

§  Mid Semester Exam – 50 Marks   (2 hours duration)

§  End Semester Exam – 100 Marks (3 hours duration)

 

·         A student should secure a minimum of 50% Marks in the ESE to pass in that paper.

In aggregate for each paper, for internal and end semester put together, at least 50 Marks out of 100 must be secured to pass in that paper.

MIE232 - MARKETING MANAGEMENT FOR ENTREPRENEURS (2020 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 aimed at making students understand segmentation, target marketing, positioning and strategies in developing a marketing mix - product, promotion, pricing, place, people, process and physical evidence.

Course Outcome

1. Identify and analyze marketing problems; develop creative solutions to address them and articulate reasons for choosing various alternatives.

2. The students will be able to implement work on the marketing areas with clarity.

Unit-1
Teaching Hours:10
Introduction
 

Concept, nature, scope and importance of marketing; Marketing concept and its evolution; Marketing mix; Strategic marketing planning – an overview, changing marketing trends, Indian companies.

Unit-2
Teaching Hours:10
Market Analysis, Segmentation and Selection
 

Marketing environment – macro and micro components and their impact on marketing decisions; STP - Market Segmentation, targeting and positioning; Buyer behavior; consumer versus organizational buyers; Consumer decision making process.

Unit-3
Teaching Hours:10
Product and Pricing Decisions
 

Product Decisions: Concept of a product; Classification of products; Major product decisions; Product-line and product mix; Branding; Packaging and labeling; Product life cycle – strategic implications; New product development and consumer adoption process. BCG, Ansoff Matrix.

Pricing Decisions: Factors affecting price determination; Pricing policies and strategies; Discounts and rebates, Go To Market (GTM) strategy, Packaging; Labeling; Warranties and Guarantees.      

Unit-4
Teaching Hours:10
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, inbound marketing strategy, collaboration with the sales, channel and partner organization, e-marketing channels, supply chain (1PL-2PL-3PL-4PL-5PL Model),

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 promotional Strategy.

Unit-5
Teaching Hours:10
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 Information System (MIS): Need, Importance - Elements of good MIS - components of MIS, Apply entrepreneurial thinking and develop marketing plan. Scaling: Growth Marketing. 

Unit-6
Teaching Hours:10
Marketing Trends
 

Experiential Marketing, Post-modern Marketing, Big data Analytics and it’s use in Marketing process, Marketing sustainability and ethics, managing cannibalization, Marketing strategies for service firms; Managing service quality; Managing Service Brands; Managing Product- Support Services, Power of Digital in Global Targeting and Reach.

Text Books And Reference Books:

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

2. Peter Paul, Donnelley James, “Marketing Management- Knowledge and Skills”, McGraw-Hill Education.

3. Michael Etzel, Bruce J Walker, William Stanton, (July 2017), Marketing, McGraw Hill Publisher, 14th Edition.

4. Prof. S A Sherlekar, R Krishnamoorthy, (2017), Marketing Management Text and Cases, Himalaya Publishing.

Essential Reading / Recommended Reading

1. Lamb/Hair/Sharma Marketing - CENGAGE Learning

2. Tapan K Panda, Marketing Management- Text and Cases, 2nd Edition, Excel.

3. Kotler, Philip, Marketing Management , Prentice Hall.

4. Keller Kevin, Kotler Philip,” Marketing Management” PHI.

5. Kotler, Philip, Keller, Kevin L, Koshy, Abraham and Jha, Mithileshwar Marketing Management - A South Asian Perspective, Pearson Education, New Delhi.

Evaluation Pattern

Department of Professional Studies follows a rigorous system of continuous evaluation, and the assessment events include quizzes, tests, assignments, mid-term and end-term exams, individual/group project work, presentations etc.  

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

End Semester Examination (ESE)

50%

Mid Semester Examination (CIA-2)

25%

Continuous Internal Assessment (CIA- 1 & 3)

20%

Attendance 

05%

Total

100%

           

·         Written Examinations consists of:

§  Mid Semester Exam – 50 Marks   (2 hours duration)

§  End Semester Exam – 100 Marks (3 hours duration)

 

·         A student should secure a minimum of 50% Marks in the ESE to pass in that paper.

 

·         In aggregate for each paper, for internal and end semester put together, at least 50 Marks out of 100 must be secured to pass in that paper.

 

 

MIE233 - FINANCIAL MANAGEMENT FOR ENTREPRENEURS (2020 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.

Course Outcome

By the end of the course the learner will be able to:

1.      Discuss the essential principles of Financial Management 

2.      Forecast firm’s financial needs and design optimum capital structure 

3.    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:

1. Chandra Prasanna. (2011) Financial Management Theory & Practice, Tata McGraw Hill.

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

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

Essential Reading / Recommended Reading

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

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

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

Evaluation Pattern

Department of Professional Studies follows a rigorous system of continuous evaluation, and the assessment events include quizzes, tests, assignments, mid-term and end-term exams, individual/group project work, presentations etc.  

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

End Semester Examination (ESE)

50%

Mid Semester Examination (CIA-2)

25%

Continuous Internal Assessment (CIA- 1 & 3)

20%

Attendance 

05%

Total

100%

           

·         Written Examinations consists of:

§  Mid Semester Exam – 50 Marks   (2 hours duration)

§  End Semester Exam – 100 Marks (3 hours duration)

 

  •  A student should secure a minimum of 50% Marks in the ESE to pass in that paper.
  • In aggregate for each paper, for internal and end semester put together, at least 50 Marks out of 100 must be secured to pass in that paper.

MIE234 - BUSINESS AND MARKET RESEARCH (2020 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.

Course Outcome

By the end of the course the learner will be able to:

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

2. Writing research papers for publication.

3. Undertake 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,

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:

1. C R Kothari and Gaurav Garg, (2014), Research Methodology Methods and Techniques: New Age Publishers, 2nd Edition.

2. Fundamentals of Research Methodology: (2017), Himalaya Publishing House, 2nd Edition.

3. Dr. Deepak Chawla Chawla and Dr. Neena Sondhi, (2016), Research Methodology Concepts and Cases: Vikas Publishing.

4. Uwe Flick,  SAGE, (2015), Introducing Research Methodology: A Beginner's Guide to Doing a Research Project: SAGE.

Essential Reading / Recommended Reading

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

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

3. Naval Bajpai, Business Research Methods, Pearson Education Research Methodology.

Evaluation Pattern

Department of Professional Studies follows a rigorous system of continuous evaluation, and the assessment events include quizzes, tests, assignments, mid-term and end-term exams, individual/group project work, presentations etc.  

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

End Semester Examination (ESE)

50%

Mid Semester Examination (CIA-2)

25%

Continuous Internal Assessment (CIA- 1 & 3)

20%

Attendance 

05%

Total

100%

           

·         Written Examinations consists of:

§  Mid Semester Exam – 50 Marks   (2 hours duration)

§  End Semester Exam – 100 Marks (3 hours duration)

 

  • A student should secure a minimum of 50% Marks in the ESE to pass in that paper.
  • In aggregate for each paper, for internal and end semester put together, at least 50 Marks out of 100 must be secured to pass in that paper.

MIE235 - LEGAL AND REGULATORY ASPECTS OF BUSINESS (2020 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.

Course Outcome

By the end of the course the learner will be able to: 

1. 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.

2. To familiarize the student with certain statutes that may apply in the context.

3. The students will be able to evaluate the legal and regulatory aspects affecting business.

 

Unit-1
Teaching Hours:10
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:10
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:6
The Competition Act 2002
 

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

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

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

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

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

Unit-6
Teaching Hours: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:10
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.

Text Books And Reference Books:

1.      Anurag K Agarwal , (August 2018), Business Law for Managers: IIMA Series, Penguin Portfolio

2.      R K Bulchandani, , (2018),  Business Law, Himalaya Publication, 22nd Edition

3.      Munish Bhandari, (2018), Corporate and other laws, Bestword Publications Pvt. Ltd.

4.      Kuchhal, M. C. , (2018), Business Law, Vikas Publication.

5.    Vandana Bansal and Nitika, , (2016), Business Laws, Sulthan Chand and Sons.

Essential Reading / Recommended Reading

1. Relevant Bare Acts

2. Mercantile Law  - Avatar Singh

3. Elements of Mercantile Law – N.D.Kapoor

4. Industrial Law -P.L. Malik

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

6. Economic and Commercial Laws:( CS exe program).

7. Sangeet Kedia, Pooja Law Publishing House.

Evaluation Pattern

Department of Professional Studies follows a rigorous system of continuous evaluation, and the assessment events include quizzes, tests, assignments, mid-term and end-term exams, individual/group project work, presentations etc.  

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

End Semester Examination (ESE)

50%

Mid Semester Examination (CIA-2)

25%

Continuous Internal Assessment (CIA- 1 & 3)

20%

Attendance 

05%

Total

100%

           

·         Written Examinations consists of:

§  Mid Semester Exam – 50 Marks   (2 hours duration)

§  End Semester Exam – 100 Marks (3 hours duration)

 

  • A student should secure a minimum of 50% Marks in the ESE to pass in that paper.
  • In aggregate for each paper, for internal and end semester put together, at least 50 Marks out of 100 must be secured to pass in that paper. 

MIE236 - BUSINESS ANALYTICS-II (2020 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 advanced skills in using data analytical tools and techniques for business decision making.

Course Outcome

By the end of the course the learner will be able to:

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

2. Learn how to lead your firm to make better business decisions using analytic methods.

3. Create competitive advantages from data.

Unit-1
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-2
Teaching Hours:10
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.

Unit-3
Teaching Hours:5
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.

KPIs, dashboards, Communication skills for a data analyst.

Unit-4
Teaching Hours:25
Analytics using Intermediate and 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.

Unit-5
Teaching Hours:15
Visual Analytics using PowerBI
 

Data processing and analysis with PowerBI, 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.

Text Books And Reference Books:

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

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

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

Essential Reading / Recommended Reading

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

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

Evaluation Pattern

Department of Professional Studies follows a rigorous system of continuous evaluation, and the assessment events include quizzes, tests, assignments, mid-term and end-term exams, individual/group project work, presentations etc.  

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

End Semester Examination (ESE)

50%

Mid Semester Examination (CIA-2)

25%

Continuous Internal Assessment (CIA- 1 & 3)

20%

Attendance 

05%

Total

100%

           

·         Written Examinations consists of:

§  Mid Semester Exam – 50 Marks   (2 hours duration)

§  End Semester Exam – 100 Marks (3 hours duration)

 

  • A student should secure a minimum of 50% Marks in the ESE to pass in that paper.
  • In aggregate for each paper, for internal and end semester put together, at least 50 Marks out of 100 must be secured to pass in that paper.

MIE251 - EXPERIENTIAL LEARNING-II (2020 Batch)

Total Teaching Hours for Semester:30
No of Lecture Hours/Week:0
Max Marks:50
Credits:2

Course Objectives/Course Description

 

Learning is an important learning experience of this study program, allowing students to solve real-world problems through study on feasibility and hands-on-learning approach.  This enables students to apply management knowledge in a professional setting.

Course Outcome

By the end of the course the learner will be able to:

1. To develop practical skills required in entrepreneurial context.

2. Exposure to environments under which will study on the feasibility of the entrepreneur/ start-up.

3. Developing market fit product and problem solving approach.

Unit-1
Teaching Hours:30
Project report on Entrepreneurship Idea Feasibility Study
 

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

During the Second semester period you will:

1. Plan the feasibility study of your idea and innovation for your start up

2. Type of Project Work: Incubated feasibility study for entrepreneurship

3. Write a report

4. Present your findings and solutions to the Department.

 

Student Code of Conduct:

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

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

2) Following all rules and policies as required by the department.

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

4) Maintaining strict confidentiality regarding information/data obtained on any start ups, members, customers, patents, employees, and products or services associated with the department.

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

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

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

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

9) Accept responsibility and accountability for decisions and actions taken while at the experiential learning/entrepreneurship projects site.

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

11) Students are expected to maintain professionalism at work place. 

 

 

Text Books And Reference Books:

.

Essential Reading / Recommended Reading

.

Evaluation Pattern

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, code of conduct on the job and many other parameters