Stree Shakti (woman power ) is a women empowerment program in rural India which aims to empower women artisans to create

handmade quilts and textile handicrafts.
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With inspiration from India’s colorful culture, the Stree Shakti artisans hand stitch quilt bed covers, silk comforters, children’s quilts, baby quilts, handbags, and home accessories. Stree Shakti women’s cooperative program serves as an income-generating opportunity for women who otherwise have limited employment opportunities in the rural communities of northern India. The women receive the full benefits of their labor and are able to produce a sustainable income in a fair trade environment, which ensures proper education, health and hygiene for them and their families.

The Women
Profile of Women || Economic and Social Impacts || Leadership
The society has helped many women in the community improve their quality of life. With resources and opportunities for training and education, the women are capable of leading a better life to support themselves and their families.

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The women of Stree Shakti come from surrounding villages. Typical village life leaves little opportunity for women’s social and economic development. Stree Shakti provides a place for women to come together to learn together and support each other’s development. The women organize themselves into interdependent Self Help Groups, which allows them to organize themselves into an interdependent production and earning structure.

The Women
Profile of Women || Economic and Social Impacts || Leadership Economic and Social Impacts
Often a Stree Shakti artisan earns an income nearly equal to or greater than what her husband brings home, which gives the woman greater independence and control over how family income is used. As a result, the family receives better meals and homecare. In addition to contributing to the family income, women in Stree Shakti are learning the importance of savings. Through a group fund, with contributions made by the women, they are able to accrue a savings for issuing loans to the women when in need. With the capacity to earn an income for their family, the women have more respect in the community, healthier lifestyles, and greater self-confidence. With a new-found aspiration for an improved quality of life for their self and children, the women also share this confidence together. The Stree Shakti women have both an emotional and social synergy inherent for women empowerment. Typically, in their traditional village lifestyles, there is little opportunity for women to socialize and connect with other women outside the family structure. As women work together to create Stree Shakti textile products, they are also developing relationships with their group members and interpersonal fulfilment. In addition to economic improvements, Stree Shakti has garnered positive change in how the women view themselves, and are viewed and valued by their community.

The Women
Profile of Women || Economic and Social Impacts || Leadership Leadership
The program aims to ensure the women are actively involved in helping to manage their work. We aim to give them the skills and confidence to participate and make decisions about the program’s activities. Through the Self Help Groups, there are 4 leaders that are in charge of managing the group’s production and ensuring quality work. The women have been participating in the program for many years and serve as mentors by providing support and helping to empower the other group members. The women meet regularly with other group leaders to discuss production plans, the group’s finances and address concerns. The society has also sponsored the education of two women from the village by putting them through a women's polytechnic for textile designing in Dehradun. The women went through a training program that has helped to develop their knowledge and skills about design and now they are serving as Supervisors for helping to manage Stree Shakti. The women work with the Self Help Groups to help provide training, manage production, and oversee accounts.

Our Programme
Programme Highlight || Need Based || Training & Design Self Help Group || Education || Health || Child Care
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Need-Based
The Stree Shakti program serves as an income-generating opportunity for underprivileged women in Purkal village and surrounding rural communities. Due to a lack of education, skills as well as cultural and social problems in these small villages, families struggle to survive on a low, single income and are stuck in a continuous cycle of poverty. The women often stay home to care for the family while the men struggle to find work as laborers. Men often spend their earnings outside the home and, as a result, there is little income to care for the family and children. Stree Shakti helps to create economic stability for women to meet the needs of their desperately poor families. The program aims to empower women to become income earners in their family by providing them with the resources and training for producing and selling handicrafts. With design and market assistance from our staff, the women stitch quilts, cushion covers, handbags, placemat sets and a variety of beautifully handmade products, which are sold throughout the local community and abroad. The women receive the full benefits of their laborand are able to produce a sustainable income to ensure proper education and health for their family and children. The initiative comprises integrated capacity building to strengthen the ability of women to participate equally in the mainstream of society. In the first instance, the project has prioritised three areas that significantly impact the process of empowerment namely health, literacy and income generation.
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Principles of Marketing [POM]

Mr Aditya Kumar Gupta Session Plan 1 Introduction to Marketing Concept of Marketing Definition of Marketing Company Orientation Lecture Towards Market place Product Characteristics and ProductClassifications Case Presentation Home Assignment Case Presentation Case Presentation Lecture Lecture Group discussion Lecture Lecture Lecture Group discussion Lecture None

2

Setting Product Strategy

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3

Differentiations

Product Differentiations Service Differentiation

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4

Product and Brand Relationships

The Product Hierarchy Product Systems And Mixes Product Line Analysis roduct Line Length Types Co-Branding and Ingredient Branding

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5

Product Mix Pricing

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6 7 8

Pricing Strategies and Programs Setting The Price Setting The Price

Pricing Envrionment How companies Price Selecting Pricing Objectives Detemining Demand Estimating Costs Analyzing Competitors Costs,Price,and Offers

None None None

9

Setting The Price

Selecting A Pricing Method Selecting the Final price Geographical Pricing Price Discounts and Allowances Promotional Pricing Differentiated Pricing Marketing Communications Envrionment The communications Process Models Identify the Target Audience Determining The Objectives

None None None None

10 Adapting The Price 11 Adapting The Price 12 Marketing Communications

13 Developing EffectiveCommunications 14 Developing EffectiveCommunications 15 Developing EffectiveCommunications 16 Deciding on Marketing Communications Mix 17 Marketing Communications Mix

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Design the Communications Select the Commuications

Lecture

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Establish the total Marketing Commuications Budget

Lecture

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Characteristics of Marketing Communications Mix

Lecture

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Factors Setting The Marketing Communications Mix Measuring

Lecture

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Commuication Result 18 Marketing Communications Mix 19 Test 20 Marketing Channels and Value Networks 21 Role of Marketing Channels 22 Channel Design Decisions Measuring Communication results Test Importance of Channel Development of Channel Understanding Customer Needs Channel Functions Channel Levels Service Sector Channel Analyzing Customer's Desired Service Output Levels Establishing Objectives and Constraints Identifying and Evaluating Major Channel Alternatives Evaluating the Major Alternatives Selecting Channel Members Training and Motivating Channel Members Evaluating Channel Members Modifying Channel Design and arrangements Types of Retailers New Retail Envrionment Marketing Decisions Role of Private Labels The Private Labels Threat Lecture Lecture Lecture None None None

Lecture Lecture

None None

23 Channel Design Decisions

Home Assignment Group discussion Lecture

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24 Channel Management Decisions

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25 Management Decisions

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26 Retailing 27 Private Labels

Lecture Case Presentation Lecture Lecture

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28 Wholesaling 29 New Product Development 30 NPD

Trends in Wholesaling Idea Generations Idea Screening

None None None

Concept Development and testing Marketing Strategy Development Home Assignment Business Analysis Product Development Market Testing Commercialization Stages of Adoption Awareness Interest Evaluation Trail Adoptions Innovators Early adopters Early Majority Late Majority Laggard Developed Countries Developing Countries Innovative Marketing Strategies Lecture Lecture Lecture Lecture Lecture Case Presentation

31 NPD 32 NPD 33 Consumer - Adoption Process 34 Adopter Categorization 35 International Product life 36 Presentation

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37 Case Study New Product of Strategies of HUL Case Presentation Group discussion Lecture Case Presentation None 38 Revision Doubt Clearing Session None 39 Test 40 Presentations Test Retailing IN India None None BEHAVIORAL TECHNIQUES IN ORGANISATIONS [BTO] Ms Chitra Session Plan .

Theory Y • Theories of motivation. Pearson Education • Role of perception. Perception and Motiva 19 Individual Decision Making.robbins.Maslow theory.robbins. Theory X . Stephen Case .35. Perception and Motiva 13 Individual Decision Making.Maslow theory. Pearson Education Presentation Individual Behaviour Individual Behaviour Individual Behaviour Individual Behaviour Individual Behaviour • Importance of Learning and shaping behaviour • Biographical characteristics and ability • Values and attitudes • Values and attitudes • Case Study (Managers who use punishment ) Page. Perception and Motiva 12 Individual Decision Making. Perception and Motiva 18 Individual Decision Making. None Role of perception. Perception and Motiva 17 Individual Decision Making. Theory Y • Theories of motivation. Perception and Motiva 11 Individual Decision Making. Perception and Motiva 15 Individual Decision Making.Maslow theory. Theory X .no. Theory X . Perception and Motiva 14 Individual Decision Making.p.1 2 3 4 What is Organizational Behaviour • Concept of OB What is Organizational Behaviour • Importance of the study of OB What is Organizational Behaviour • Behavioural determinants of organisation Lecture Lecture Lecture None None None None What is Organizational Behaviour • Case Study (How a UPS Manager cut Turnover) Page.2006. Stephen .2006. Theory X . Theory Y • Case Study(J7J AUTOMATIVE SALES) Page.. Hertzberg theory (2 factor theory).no.Maslow theory..p. Hertzberg theory (2 factor theory). Stephen Lecture None Lecture None Lecture None Lecture None Case None .61. Perception and Motiva 16 Individual Decision Making. Theory Y • Theories of motivation.no. intuition Lecture None • Decision making styles & ethics in Decision making Lecture None • Decision making styles & ethics in Decision making Lecture None • Job satisfaction Practical None • Theories of motivation. Hertzberg theory (2 factor theory). Hertzberg theory (2 factor theory).. intuition Lecture Lecture Lecture Lecture Case Presentation Lecture 5 6 7 8 9 None None None None None 10 Individual Decision Making.157.

politics. conflict and negotiation None • Importance of teams in effective performance & its types Lecture None • Group Dynamics & Importance Lecture None • Group Dynamics & Importance Lecture None • Group Dynamics & Importance Lecture None • Case Study (A VIRTUAL TEAM AT NANAWATI ASSOCIATES) Page. Stephen .robbins.2006. politics.p.p. Pearson Education • Definition and bases of power Lecture None Lecture None • The traditional and human relations view towards conflict Lecture None .no. Components of attitudes •Leadership styles and organisational values • Leadership styles and organisational values • Challenges in Global business environment and Situational Leadership • Case Study (RIGHT MAN WRONG JOB) Page.robbins. Socialisation.Perception and Motiva 20 Personality and Leadership 21 Personality and Leadership 22 Personality and Leadership 23 Personality and Leadership 24 Personality and Leadership 25 Personality and Leadership 26 Personality and Leadership 27 Personality and Leadership 28 Personality and Leadership . Pearson Education • Concepts of Leadership • Determinants of Personality • Determinants of Personality • Personality traits Personality traits • Concept of self .2006.esteem. Pearson Education • Team as a competitive strategy Presentation Lecture Lecture Lecture Lecture Lecture Lecture Lecture Lecture Lecture None None None None None None None None None 29 Personality and Leadership Case Presentation Lecture None 30 Leading Effective Teams & working in Groups 31 Leading Effective Teams & working in Groups 32 Leading Effective Teams & working in Groups 33 Leading Effective Teams & working in Groups 34 Leading Effective Teams & working in Groups 35 Leading Effective Teams & working in Groups 36 Power..p.2006. conflict and negotiation 37 Power.120.no. Stephen .277.robbins.

394. politics.38 Power. Stephen . Pearson Education Case Presentation None Course Material 1 2 3 4 5 6 PPt Chapter 2 PPt on learning ppt on team ppt on motivation ppt on leadership ppt on perception Reference Books/Material Reference Books/Material Reference Books/Material Reference Books/Material Reference Books/Material Reference Books/Material Download Download Download Download Download Download Legal Framework of Business & Management [LFBM] .. conflict and negotiation • Stages of conflict.no. conflict and negotiation 40 Power. politics.2006. politics. conflict resolution Lecture None • Negotiation Lecture None • Case Study (SUKHDEV AT JINDAL PUMPS) Page.p. conflict and negotiation 39 Power.robbins.

Characteristics. Commencement of certificate of Business Prospectus and contents. misstatements in Prospectus.Duties of Directors Lecture None 11 MODULE Procedure for transfer of shares. Difference between Equity shares and Preference shares Qualification shares.Prevention of Oppression and Mismanagement of a Company. Extra-ordinary General Meeting. Termination 1 of membership 13 Module 2 14 Module 2 15 Module Essentials of a valid Contract.Memorandum and its difference between the Articles of Association Group discussion Group discussion Lecture None 2 None 3 None 4 .and by Tribunal Just and Equitable cause Lecture Lecture None None 9 Module 1 Tutorial None 10 Module 1 Poewrs of Directors. lifting the ‘corporate veil’. Requisites of a valid call. provisions relating to Forfeiture and Surrender of shares. offer and acceptance Lecture None Lecture None Lecture None Consideration Lecture None capacity to contract Lecture None . Reconstruction and Amalgamation Winding up of a Company-Voluntary . Module 1 Statutory Restriction on Allotment of shares.Who may become Member. Transfer and Transmission . Statement in lieu of Prospectus. Minimum Subscription. characteristic features of Debentures 1 12 MODULE Diference between share certificate and share warrant.Doctrine of Utra vires and Doctrine of Indoor Management Lecture None 5 Alteration of object clause of Memorandum and Articles.Rachna Chandra Session Plan 1 Module 1 Module 1 Module 1 Module 1 Module 1 Module 1 Nature of Company. Compromise. Lecture None 6 Lecture None 7 8 Module1 Legal provisions of Annual general Meeting .-classification on the basis of Incorporation difference between Company and Partnership and Private and Public Company and role of Promoter A fundamental Document.

communication and revocation when complete Lecture None need for consideration Lecture None who are competent to contract. Rule of Caveat emptor. Undue influence Lecture None Misrepresentation. between Sale and Hire Purchase Lecture None . Lecture Lecture Lecture Lecture Lecture Lecture None None None None None None communication and mode.2 16 Module 2 free consent Lecture None 17 Module2 discharge of contract 18 Module2 breach of contract remedy of breach of contract 19 Module2 Breach of contract remedy of breach of contract-cases 20 Module2 Nature of law of Contract 21 Module2 essential elements of a valid contract 22 Module 2 23 Module 2 24 Module 2 25 Module 2 26 Module 2 27 Module 2 28 Module 2 29 Module 2 classification. void agreements Lecture None 30 Module2 contingent contracts.bail agreement. Offer and acceptance. Fraud defined Lecture None mistake of law and mistake of fact Lecture None coercion.performance of contracts. conditions and warranties. illegal contracts 31 Module 3 32 Module 3 Sales of Goods Act 1930.Formation of contract of sales Lecture Lecture None None capacity to buy and sell. rights of unpaid seller Lecture None 33 Module3 Distinction between Sale and an Agreement to Sale. Lecture None Consent.

Electronic Governance Group discussion Lecture None Attribution and acknowledgement of electronic records.handling and transfer of foreign exchange. None Consumer Protection Act 1986Rights and duties of the consumer tribunal forums and appellate authorities An understanding of significant cases and role of NGO’s.S3.Comparison of old FERA and FEMA Lecture None Case Presentation Lecture None Repatriation of Foreign Exchange. certifying authorities.important Sections-S9. conditions and warranties 34 Module 4 35 Module 4 36 Module 5 37 Module 5 38 Module 6 39 Module 6 40 Module 6 Information Technology Act2000.Capital and Current accounts None PRODUCTION & OPERATIONS MANAGEMENT [POM] .S27 Who is an Indian-Cases. Home Assignment Lecture None None Important provisions-: Of foreign exchange management act regarding holding .S11-15.Technical terms.Agreement .

Kanishk Jain Session Plan 1 Module 1Introduction Role and scope of Production Management Production management vs operation management Productivity Product Decision Lecture None 2 Module 1Introduction Module 2.1.Facility Location Planning Module 3: Facility Layout Planning Module 3: Facility Layout Planning Module 3: Facility Layout Planning Module 4: Production Planning and Control Module 4: Production Planning and Control Lecture None 3 Facility location Factor effecting location decision Method of facility location Procedures for facility planning Case Study Layout planning and analysis Factor affecting layout decision Various type of layout Lecture None 4 Lecture None 5 Lecture None 6 Lecture None 7 Quality of a good Layout Case Study Case Presentation Lecture None 8 Production planning and control Relationship between planning and control None 9 Process of Production Planning Low Volume Production Lecture None 10 Module 4: Production Planning and Control 11 Module 4: Production Planning and Control 12 Module 4: Production Planning and Control High Volume Production Lecture None Method of controlling the Production Planning Lecture None Presentation No.1.Group Presentation on Case Presentation None 13 Module 4: Case None .Group Presentation on the importance of Planning and Control and its effects on costs taking a real life example.Facility Location Planning Module 2. Presentation No.

No.2.Discussion of a case and solution of its Numericals-Individual Home Assignment S. Production process analysis Various type of process techniques Presentation 14 Module 5: Production Processing 15 Module 5: Production Processing 16 Module 6: Forecasting Lecture None Batch Processing Job Processing Lecture None Demand forecasting for operation Lecture S.Production Planning and Control the importance of Planning and Control and its effects on costs taking a real life example. FileType 1 Reference Books/Material Title File Name Case Download 20 Module 7: Capacity Planning 21 Module 7: Capacity Planning 22 Module 7: Capacity Planning Production capacity Effective utilization of capacity Method of Capacity Planning Lecture None Lecture None Presentation No.No.Group Presentation on the capacity planning of different Case Presentation None 23 Module 7: Capacity Planning Case Presentation None . FileType Title File Name 1 Demand Reference ForecastingDownload Books/Material Wharton Notes 17 Module 6: Forecasting 18 Module 6: Forecasting 19 Module 6: Forecasting Statistical tool for demand forecasting Non statistical tool for demand forecasting Lecture None Analysis of External Environment Numericals Lecture None Assignment No.Group Presentation on the capacity planning of different companies the same will be allotted to you in the class.2. Presentation No.2.

3.:3 29 Module 9: Work Measurement and Study 30 Module 9: Work Measurement and Study 31 Module 9: Work Measurement and Study 32 Module 9: Work Measurement and Study Motion study Time Study Lecture None PMTS Technique of work measurement Lecture None Presentation No.3-Presentation on a group project for analysis of work and time study by taking a real life case.Discussion and submission of Numericals on PERT.No. FileType 1 Title File Name Home Assignment Download Work/Assignment No.3-Presentation on a group project for analysis of work and time study by taking a real life case. CPM. Case Presentation None Case Presentation None 33 Module 10: Inventory Inventory Management Control 34 Module 10: Inventory EOQ Lecture None Lecture None . Gantt Chart Home Assignment S.companies the same will be allotted to you in the class. Presentation No. 24 Module 8: Scheduling and Network Analysis 25 Module 8: Scheduling and Network Analysis 26 Module 8: Scheduling and Network Analysis 27 Module 8: Scheduling and Network Analysis 28 Module 8: Scheduling and Network Analysis Production Scheduling Lecture None GANTT Chart Lecture None CPM Practical None PERT Practical None Assignment No.

4-Submission & Discussions Control of Numericals on Inventory Control Lecture None Lecture None Lecture None Practical None Case Presentation Home Assignment None None HUMAN RESOURCE MANAGEMENT [HR] Ms Chitra Session Plan .Group Presentation on a Control case 40 Module 10: Inventory Assignment No.4.Control 35 Module 10: Inventory Inventory Control Techniques Control 36 Module 10: Inventory Type of Inventory Control 37 Module 10: Inventory Importance of Inventory Control 38 Module 10: Inventory Numericals Control 39 Module 10: Inventory Presentation No.

• factors affecting IHRM None 8 • Increased complexity of HR activities. Lecture None 3 • Function of HRM • Role of HR executive. • challenges to HR professionals. • cultural awareness and tolerance. • source of recruitment Lecture None • Recruitment policy. • factors affecting recruitment Lecture None • Recruitment policy. • Function of HRM -role of HR executive. • source of recruitment Lecture None . • factors affecting recruitment None • Concept of recruitment.1 Introduction and development of ideas on human res Introduction and development of ideas on human res Introduction and development of ideas on human res Introduction and development of ideas on human res Introduction and development of ideas on human res Introduction and development of ideas on human res Module II: International Human resource management Module II: International Human resource management Module II: International Human resource management • Definition • concept of resource management Lecture None 2 • History of HRM • Evolution of HRM.strategic IHRM Lecture None Lecture None Case Study Case Presentation Lecture None • Concept of recruitment. • Stronger relationship with employees across various cultures. • Strategic human resource management Lecture None 4 Lecture None 5 Lecture None 6 Managers and HR professionals at Sands Corporation: friends or foes? Case Presentation Lecture None 7 • Concept of IHRM • approach to IHRM. • challenges to HR professionals. Lecture None 9 Lecture None 10 Module II: International Human resource management 11 Module II: International Human resource management 12 Module II: International Human resource management 13 Module III: Recruitment & Selection 14 Module III: Recruitment & Selection 15 Module III: Recruitment & Selection 16 Module III: Recruitment & Selection • Feature of IHRM • Cross cultural teams diluted risk on the business front and increased on the people front • Importance of IHRM • Different IHRM activities.

• The interview process.areas of training • importance of learning • Employee training programme. • Placement. • Application forms Lecture None Lecture None • Selection test -interview. • The selection process. • process of management Lecture development • On the job development methods. • Concept of development : Lecture None Lecture None Lecture None • Objectives of management development.17 Module III: Recruitment & Selection 18 Module III: Recruitment & Selection 19 Module III: Recruitment & Selection 20 Module III: Recruitment & Selection 21 Module III: Recruitment & Selection 22 Module IV: Training and Management Development 23 Module IV: Training and Management Development 24 Module IV: Training and Management Development 25 Module IV: Training and Management Development 26 Module IV: Training and Management Development 27 Module IV: Training and Management Development 28 Module IV: Training and Management Development 29 Module V: Evaluation and Appraisal 30 Module V: Evaluation and Appraisal 31 Module V: Evaluation and Appraisal 32 Module V: Evaluation and Appraisal • Need for flexible and proactive recruitment policy. • The interview process. • Placement. Lecture None • Selection test – • interview. None • Retaining and motivating employees • creating an efficient and effective organization • Assessing training need . Lecture None • The appraisal methods Lecture None • The appraisal interview • challenges of appraisal interview Lecture None . • off -the-job development methods Case Study Lecture None None Case Presentation Lecture None • Concept of performance appraisal • objectives of performance appraisal None • The appraisal process • the appraisers management by objectives . • Evaluation of recruitment program • Concept of selection . Lecture None Automated hiring Case Presentation Lecture None • Definition • Purpose of training.

• Agents Lecture None • Organisational Learning Processes Lecture None • Interorganizational. • uses of performance appraisal. • Lecture Ethics of performance appraisal. P. Kanchana Session Plan . How well do you play your roles? Case Presentation Lecture None None • Organizational Learning Contributions by Discipline None • Influencing Factors. • A knowledge creation perspective: learning in multinational corporations • A strategy perspective • learning in strategic alliances Lecture None Lecture None The Toyota Production System Case Presentation None Cross Cultural Management And Management Of Multinational Companies [CCMMC] K. • Introduction .33 Module V: Evaluation and Appraisal 34 Module V: Evaluation and Appraisal 35 Module VI: Learning Organisation and Organisationa 36 Module VI: Learning Organisation and Organisationa 37 Module VI: Learning Organisation and Organisationa 38 Module VI: Learning Organisation and Organisationa 39 Module VI: Learning Organisation and Organisationa 40 Module VI: Learning Organisation and Organisationa • Pitfall in performance appraisal.

1 2 Introduction Introduction • The Concept of International Comparative Management • Definition of Culture and impact of the culture on International Business Kluckhohn and Strodtbeck`s Cultural Dimension Lecture Lecture None None 3 Modalities of Cross-Cultural Dimensions Modalities of Cross-Cultural Dimensions Modalities of Cross-Cultural Dimensions Modalities of Cross-Cultural Dimensions Styles of Management and its impact on the Interna Styles of Management and its impact on the Interna Styles of Management and its impact on the Interna Lecture None 4 Hofstede’s Cultural Dimensions Lecture None 5 Trompenaars Cultural Dimensions Lecture None 6 Hall and Hall’s Cultural Dimension Lecture None 7 Japanese Style of Management Lecture None 8 German style of Management Lecture None 9 UK style of Management Lecture None 10 Case Study Discussion and analysis of John Higgins Case Case Presentation Lecture None 11 Styles of Management and its impact on the Interna 12 Styles of Management and its impact on the Interna 13 Styles of Management and its impact on the Interna 14 Styles of Management and its impact on the Interna 15 Styles of Management and its impact on the Interna 16 Styles of Management and its impact on the Interna French style of Management None Spanish style of Management Lecture None Style of Management of United States companies Lecture None Management Characteristics of West European Companies Lecture None Styles of Management in African Countries Lecture None Style of Management of Latin American Countries Lecture None .

Problems & Prospects of MNCs in an International environment Managing Brand ITC: a cultural perspective Case Presentation Case Presentation Case Presentation Case Presentation Case Presentation 29 Management of Multinational companies 30 Case Studies None None 31 Case Studies Proctor & Gamble None 32 Case Studies Snapple None 33 Case Studies Warner.Lambert Ireland None .17 Case Study Hoover: Multinational Product Planning Case Presentation Case Presentation Case Presentation Lecture None 18 Case Study Harlequin Romances None 19 Case Study Cummins Engine Company None 20 Styles of Management and its impact on the Interna 21 Cross Cultural Leadership 22 Cross Cultural Leadership 23 Case Study Indian style of Management None Differences in managerial behaviour Cultural influences on leaders and their behavioural patterns Sony Corporation: Car Navigation Systems Lecture Lecture Case Presentation Case Presentation Lecture None None None 24 Case Study Arcelik White Goods None 25 Business Ethics with focus on Corporate Governance 26 Business Ethics with focus on Corporate Governance 27 study material 28 Corporate Governance Business Ethics and Corporate Governance None Business Ethics and Management of Change in the International Organisation Ciba Geigy P-61. 66. P 67 –76] Lecture None Journal Club None None Comparative Analysis of Cultural Patterns in Different Economics and Lecture the issues. which affect the good governance Management of Multinational Companies .

34 Communication and International Negotiation 35 Communication and International Negotiation 36 Communication and International Negotiation 37 Communication and International Negotiation 38 Communication and International Negotiation 39 Communication and International Negotiation 40 Case Culture and Communication Lecture None Major Obstacles to Intercultural Communication Lecture None Nonverbal Communication Lecture None Subtle art of negotiation Lecture None Major Obstacles to Intercultural Communication Lecture None Managing Negotiation with Multinational Companies Lecture None Case Electrolux Case Presentation None International Financial Management [IFM] Luvnica Rastogi Session Plan .

18 Introduction to International Financial Market: 19 Introduction to International Financial Market: 20 Introduction to International Financial Market: Financing international Trade and Investment Lecture None Investments. Classification Practical None Role of Globalization Practical None Implications of globalization on the international financial market Practical None . Types of trading activities in FX market. 16 Developments in international Banking. Lecture None Introduction. Pay-off profile of an FX forward contract Foreign Exchange market – Indian forex market. . determination of forex rates Forex risk management Introduction. Techniques and practices. the assumption of perfect capital mobility Interest parity condition The law of one price Purchasing power parity. origins and development of Foreign exchange market Relevant terminology Investments. participants in the FX market The role of international currencies. Lecture Lecture Lecture Lecture None None None None 5 6 7 The foreign exchange market: The foreign exchange market: The foreign exchange market: Lecture Lecture Lecture None None None 8 9 The foreign exchange market: International parity conditions: Lecture Lecture Practical Practical Practical Practical Practical Lecture None None None None None None None None 10 International parity conditions: 11 International parity conditions: 12 International parity conditions: 13 International parity conditions: 14 TEST 15 Developments in international Banking. Relaxing the perfect capital mobility assumption TEST Developments in international Banking. Techniques and practices. risks in the FX market. 17 Developments in international Banking.1 2 3 4 The foreign exchange market: The foreign exchange market: The foreign exchange market: The foreign exchange market: Introduction.

Scope and nature of Forward Contract None None None None The Structure and Types Of Forward Contracts and Markets Practical None Definition Of Futures Difference Between Futures And Forwards Practical None Organization Of Exchanges Home Assignment Case Presentation Case Presentation Lecture Lecture Practical Practical Practical Practical Practical Tutorial Tutorial None PRESENTATIONS AND VIVA None 31 PRESENTATIONS AND VIVA PRESENTATIONS AND VIVA None 32 Introduction to Options and swaps: 33 Introduction to Options and swaps: 34 Introduction to Options and swaps: 35 Introduction to Options and swaps: 36 Introduction to Options and swaps: 37 Introduction to Options and swaps: 38 Introduction to Options and swaps: 39 Introduction to Options and swaps: 40 Introduction to Options and swaps: Introduction to options Option terminology Options pay offs Factors influencing option prices Trading Strategies of Options Put-Call Parity Introduction to swaps.Interest Rate Swaps.Currency Swaps Doubt Session Doubt Session None None None None None None None None None .present position Of International Monetary System CASE-STUDY DISCUSSION Practical None Group discussion Lecture Lecture Lecture Practical None 23 Introduction to derivatives : 24 Introduction to derivatives : 25 Introduction to derivatives : 26 Forward and Future Markets and Contract: 27 Forward and Future Markets and Contract: 28 Forward and Future Markets and Contract: 29 Forward and Future Markets and Contract: 30 PRESENTATIONS AND VIVA Derivatives definitions and Functions Types of derivatives Derivatives market in India Introduction.its Evolution.21 Introduction to International Financial Market: 22 CASE-STUDY DISCUSSION International Monetary System .

A method to compute the residential status of various persons used in Taxation Practical examples & Numerical This session will include the brainstorming computation on residential status Scope of total income. Distinction between the Income that is received and that deemed to receive and time of their inclusion. Company in Practical None 7 Agricultural Incomes . Previous year. 1961 Scope of taxation Important concepts: Person. It will enlighten the students about the relevance of studying taxation laws & practices in today’s world. Assessee. Assessment Year. Indian Company. Concept of Agriculture Income.a discussion on common and conceptual terms necessary for studying Income tax Residential status Need to determine residential status and basic rules Computation of Residential status This session will include an understanding of residential status and its scope . its origin and its contribution to the whole society and economy. Capital Assets Company.It will include a study on need to determine the residential status. Income tax Law and Act. Practical None 2 Income Tax Act Practical None 3 Income Tax Act Practical None 4 Residential Status Practical None 5 Scope of Income Lecture None 6 Exempted Incomes Exempted income under section 10 Incomes which do not form part of Total Income This Practical None session will be devoted on explanation of those incomes which do not form part of Total income and hence come under the Exempted Incomes. Incomes deemed to be received/ deemed to accrue or arise in India A discussion on total income that is defined under the section 5 of the income tax Act.Taxation Law & Practices [TLP] Ekta Nand Chahal Session Plan 1 Introductory session This session will include the discussion on objective and learning outcomes. Basis of charge An introduction and conceptual knowledge about the laws governing Income tax and various acts outlining the guidelines. A brief intro on meaning of Tax.

8 Assignment & discussions Computation of Income under different Heads Assignment & discussions Practical None 9 Heads of Income Provisions governing computation of income under different heads Although there is only one tax on the income calculated under various heads.which public are substantially interested This session will give the understanding on the concepts of agricultural income. Theoretical framework This session will be devoted on understanding of Section 15. capital assets and caompany that is defined under Income tax act. but there are different rules of computation of income under each head and income has to be computed under that head after applying such rules only.16 & 17 of income tax act which deals with computation of income under the head “Salaries Practical None 10 Computation of Income under the Head ‘Salary’ 11 Computation of Income under the Head ‘Salary’ 12 Computation of Income under the Head ‘Salary’ 13 under the Head ‘Salary’ 14 Class test 15 Computation of Income under the Head ‘House proper 16 Computation of Income under the Head ‘House proper 17 Computation of Income under the Head ‘Profits and 18 Computation of Income under the Head ‘Profits and 19 Computation of Lecture None Allowances & perquisites Lecture None Calculations required to be made while computing salary Practical None Practice questions Practical None Practical None theoretical framework Lecture None Practice questions Practical None theoretical framework Lecture None Practice questions & case studies Practical None theoretical framework Lecture None .

Income under the Head ‘Capital gain 20 Computation of Income under the Head ‘Capital gain 21 Income of other persons including in assessee’s to 22 Aggregation of total income 23 Deductions 24 Deductions 25 case studies 26 Rebates and Reliefs 27 Basic Procedures for filing returns. Assessments & 28 Assignment & Discussions 29 Customs duty and law Customs Act 1962 30 Customs duty and law Principles governing levy of and exemption from Customs Duty 31 Customs duty and law Basic principles of Classification and valuation of goods 32 Customs duty and law Customs Authorities. Assessments &Appeals Practical None Practical None Practical None Practical None Practical None Practical None Lecture None Practical None Practical None Practical None Practical None Practical None Special provisions regarding baggage. Appointment of customs ports. warehousing stations 33 viva 34 Provisions regarding export import 35 Special provisions 36 Drawback of customs duty paid 37 Doubt sessions Provisions regarding export import Practice questions & case studies Practical None Income of other persons included in Assessee’s total income Lecture None Aggregation of Income and set off and carry forward of losses Practical None Deductions from Gross total income Deductions from Gross total income Session on practical questions and case studies Rebates and Reliefs Basic Procedures for filing returns. goods imported or exported by post Drawback of customs duty paid Practical None Practical None Practical None .

38 Doubt sessions 39 Doubt sessions 40 Doubt sessions Practical None Practical None Practical None Course Material 1 2 3 4 5 6 7 8 9 10 residential status incomes exempt from tax Income from salary Income from House Property income tax scheme customs act deductions set off & carry forward of losses income from other sources clubbing of income Reference Books/Material Reference Books/Material Reference Books/Material Reference Books/Material Reference Books/Material Reference Books/Material Reference Books/Material Reference Books/Material Reference Books/Material Reference Books/Material Download Download Download Download Download Download Download Download Download Download Managerial Accounting [MA] Mr Ashu Jain Session Plan .

Basic Principles of Management accounting concepts of Management accounting Introduction to Cost and Management accounting Cost sheet Explanation of the Session plan. Projects and Assignments.1 Introduction of the Subject and Session plan Importance of Management Accounting The scope of inter-relationship between Financial.What is Cost accounting? What is Management accounting? Different aspects to prepare Cost sheet (Assignment 5 Marks) Lecture Lecture None None 7 Home Assignment Home Assignment Lecture Lecture Case Presentation Case Presentation Lecture Lecture Lecture Lecture Practical Lecture Lecture Lecture None 8 Cost sheet Different aspects to prepare Cost sheet (Assignment 5 Marks) None 9 Material Cost How to calculate Material cost How to calculate Material cost Process based Costing (Case Study Approach) None None None 10 Material Cost 11 Process Costing 12 Process Costing Process based Costing (Case Study Approach) None 13 Marginal costing 14 Marginal costing 15 Cost Volume – Profit Relationship 16 Cost Volume – Profit Relationship 17 INTERNAL ASSESSMENT 18 Methods of Inventory Control 19 Methods of Inventory Control 20 Methods of Inventory Control Marginal Costing (Difference between Units) Marginal Costing (Difference between Units) Relationship between Cost volume and Profit Relationship between Cost volume and Profit Class Test(5 marks) Different methods of Inventory Control Different methods of Inventory Control Different methods of Inventory Control None None None None None None None None . Relationship between Financial accounting. Case study. Different basis to prove How Management Accounting is important for an organization. Cost accounting and Management accounting Principles of Management accounting Lecture None 2 Lecture None 3 Lecture None 4 Lecture None 5 6 Concepts of Management accounting An Introduction.

LIFO Method and FIFO method Costing on the basis of Activity done (Case Study Approach) Lecture Lecture Lecture None None None 24 LIFO. labour cost and Overheads Variance analysis Variance analysis Different techniques of Budgeting Different techniques of Budgeting Class Test(5 marks) Analysis on the basis of ABC Costing (Case Study Approach) None None None None None None None None None None 37 ABC analysis Analysis on the basis of ABC Costing (Case Study Approach) None 38 ABC analysis Analysis on the basis of ABC Costing (Case Study Approach) None 39 INTERNAL ASSESSMENT 40 INTERNAL ASSESSMENT Viva(10 marks) Viva(10 marks) None None . FIFO Systems Lecture None 25 Activity based Costing Case Presentation Case Presentation Lecture Lecture Lecture Lecture Lecture Lecture Lecture Lecture Practical Case Presentation Case Presentation Case Presentation Practical Practical None 26 Activity based Costing Costing on the basis of Activity done (Case Study Approach) None 27 Standard Costing 28 Standard Costing 29 Material Labour and Overheads 30 Material Labour and Overheads 31 Variance analysis 32 Variance analysis 33 Budgeting techniques 34 Budgeting techniques 35 INTERNAL ASSESSMENT 36 ABC analysis Standard Costing Standard Costing Material cost.e. LIFO Method and FIFO method Methods to evaluate closing stock i.e.21 Economic Order Quantity 22 Reorder level 23 LIFO. FIFO Systems Point of Economic Order Quantity Point of Reordering material Methods to evaluate closing stock i. labour cost and Overheads Material cost.

Terminology.Communication Skills-IV [CS-IV] Ms Shivangi Batra Session Plan 1 INTRODUCTION Introduction of the subject. Advanced Grammar: Syntax. Tenses. Assignments and Project would be done in groups and would be assessed. syllabus and explanation of the assignments and complete internal assessment as part of the course. Group wise division of students. Colloquialism Individualized pronunciation practice formal report writing Building relationships through Communication Communication. Voices Lecture None 2 Business/Technical Language Development Business/Technical Language Development Assignment # 1 Social Communication Social Communication Business Communication Lecture None 3 Advanced Vocabulary skills: Jargons. Culture and Context Entertainment and Communication Informal business/ Technical Communication Reading Business/ Technical press Listening to Business/ Technical reports (TV. radio) Researching for Business /Technology CLASS TEST Planning and getting started Design and layout of presentation Information Packaging Making the Presentation Feedback and end term revision of syllabus. Lecture None 4 5 6 7 Practical None Lecture Lecture Lecture None None None 8 9 Business Communication Evaluation # 2 Lecture None Practical None Practical None Practical None Practical None 10 Presentations 11 Presentations 12 Presentations Course Material 1 Master Session Plan Reference Books/Material Download .

• Corporate Level- Practical None .4 Management LEVELS OF STRATEGY Strategic Management Process is across 4 levels.

Brief causes of failure or success are to be listed. Each activity cannot be totally isolated from the other and firms have to decide mechanisms on how to place a value on each of the activities. • Assigning responsibility of specific tasks or processes to specific individuals or groups.Functional Managers • Implementation Level at the front end Each level has to evaluate and prescribe • Allocation and management of sufficient resources (financial. technology) • Establishing a chain of command or cross functional teams to implement the strategy. Each activity cannot be totally isolated from the other and firms have to decide mechanisms on how to place a value on each of the activities. and highlight the successes and setbacks. A firm's margins depend on the efficiency with which it carries out each of the activities in the value chain. Practical None 7 Role of environment The value chain of an organization covers all its primary and support activities. Resource allocation. outsourcing or depending on component suppliers for most of them. Resource allocation. Vertically integrated firms may have more primary activities within their own control while most companies would specialize in only a few. so that the amount that the customer is willing to pay exceeds the cost of the activities. Competitive advantage is achieved by reconfiguring the value chain to provide lower cost or better differentiation. outsourcing or depending on component suppliers for most of them. Finance. A firm's margins depend chain analy on the efficiency with which it carries out each of the activities in the value chain. Some core factors that would govern the strategic management process and levels of strategy are: • Experie Session 5 & 6: Review the strategy of your chosen company. Vertically integrated firms may have more primary activities within their own control while most companies would specialize in only a few. controlling for variances. evaluating the efficacy and efficiency of the process. Overall Value System. Practical None 5 Case Study: Nintendo Disruptive Strategy Group Assignment 1# 6 Session 5 & 6: Review the strategy of your chosen company. over the years. Technology. Firms therefore have to review not only th Internal Environment The value chain of an organization covers all its primary and support activities.Process comprising of the CEO. • Monitoring results. over the years. and making adjustments to the process as necessary. Practical None Management reviews each of these before deciding on strategy. Firms therefore have to review not only th 8 . Competitive advantage is achieved by reconfiguring the value chain to provide lower cost or better differentiation. personnel. Quality) • Functional or the Departmental Level. Overall Value System. comparing to benchmarks and best practices. Brief causes of failure or success are to be listed. operational. Board of directors • Business Level. Practical None on strategy• Value Management reviews each of these before deciding on strategy. optimisation and scalability depend on judicious evaluation and re-orientation of each activity. and highlight the successes and setbacks.comprising of the heads of Strategic Business Units or Functions (viz HR. so that the amount that the customer is willing to pay exceeds the cost of the activities. optimisation and scalability depend on judicious evaluation and re-orientation of each activity. time.

Business Definition and the Goals and objectives of a Global Company Practical None give all stakeholders single point clarity to govern their thoughts and actions in furtherance of the company’s endeavours. Mission. Highlight any change management aspects that they had to undertake or enforce. The Industry Environment Firms need high awareness of the industry they operate in or plan to operate in. Practical None 10 • Global business environment 11 Case Study: Mattel Toys Recall and Recovery 12 Assignment 2# Practical None Session 11 and 12: Analyse the successes and failures of your chosen firm vis a vis their Practical None evaluation of external and internal environment. Monitoring and adapting proactively to the external environment is both difficult and expensive and managers should use the tool more as a checklist to review impact rather than as a tool for proactive action. The Vision. as well as influence change of strategy.9 External environment The External Environment – PESTLE The macro external environment and the industry Practical None environment would significantly impact the long term and short term strategies of a firm.. Mission etc Practical None . Business Definition. Goals and Ob 15 Assignment 3# Review the Vision. Sociocultural. mission. Business Definition. which can be divided into Political. • Business Definition/Purpose: An articulation of the functions that a company intends to fulfill through its businesses. The macro environment is constantly changing and generally more information is available than management can cope with. Goals and Ob 14 Vision. Mission. These are defined as: • Vision: A vivid image of what a company wants to be or wants to be known for. Strategic ‘fit’ is about matching the resources and activities of the firm to the external operating environment. or initiatives and responses that a company makes. By its nature it may be as good as a dream. and purpose are translated into • Strategy: The methods that a company employs to achieve its goals. covering what and how aspects. Technological and Legal. The external environment requires adaptation. Mission. and through which lines of business. VISION • A vision is generally more dreamt than it is articulated. as firms have little ability to influence changes in environment. This requires both market segmentation and strategic group analysis. Market segmentation looks at identifying similarities and differences between groups of people who buy and use the firm’s goods and services. • Mission: A statement of intent of what a company wants to create. Mission etc of your chosen firm and co-relate same to the strategy adopted to achieve stated Vision . • Values: The set of cherished notions and beliefs that guides the executive actions. Strategic group analysis is about identifying firms with similar strategies or competing on similar bases. yet it is a powerful motivator Practical None 13 Vision. Economic. co-relating with their core competencies and capabilities. • Goals : The business targets that a company’s vision.

Practical None 18 Assignment 4# 19 Case Study: Samsung Design and Product Strategy 20 Revision and Consolidation Practical None Practical None Course Material . Product Development – substantial modification of existing products or creation of new but related products to be marketed through current channels to current customers. This combo makes up the larger or ‘grand’ vehicle which the firm has to both understand and deploy to achieve the strategic goals: 1. Innovation – to reap initially high profits associated with customer acceptance of new or greatly improved products 5.16 Formulating International Strategies• Generic stra 17 Grand strategies Compliance with CSR and environmental regulations. Identify and analyse the various generic and grand strategies deployed by it to achieve success. or lack of strategy which lead to failure. and may be used either singly or in combinations. There are many options that Practical None managers need to consider and select the optimal from available alternatives. Vertical Integr Review the Strategy of your chosen company and evaluate its success with respect to its long term objectives. Concentrated growth – directing all resources on a specific product and market combination 2. Horizontal Integration – by acquiring one or more similar firms operating at the same level in the production & marketing chain. image and r Practical None Grand Strategies provide basic direction for strategic actions. Market Development – identifying new uses for existing products or new markets 3. 4. Options are below. 6.

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 Session 1 Session 1 Session 1 Session 1 Session 2 Session 2 session 2 Session 3 Session 3 Session 3 Session 3 Session 3 Session 4 Session 4 Session 4 Session 5 Session 5 and 6 Session 7 Session 7 Session 7 Session 7 Session 7 Session 7 Session 7 Session 7 Session 8 Reference Books/Material Reference Books/Material Reference Books/Material Reference Books/Material Reference Books/Material Reference Books/Material Reference Books/Material Reference Books/Material Reference Books/Material Reference Books/Material Reference Books/Material Reference Books/Material Reference Books/Material Reference Books/Material Reference Books/Material Case Study Assignment Reference Books/Material Reference Books/Material Reference Books/Material Reference Books/Material Reference Books/Material Reference Books/Material Reference Books/Material Reference Books/Material Reference Books/Material Download Download Download Download Download Download Download Download Download Download Download Download Download Download Download Download Download Download Download Download Download Download Download Download Download Download .

Finance. 10th E. The Macmillan Press Ltd. S. Practical None 4 Practical None 5 Practical None 6 Practical None 7 Case study presentation by groups on PESTEL ANALYSIS depending on the specialization – MKT. Page No. • Exim policy • Foreign trade policy (2004-2005) as a regulator. Radebaugh H LEE & Sullivan Daniel. Smith. Dutt: Indian Economity. (2004). International Business Environment & Operations. (132 to 134).Sundaram & R.Himalya publishing house.d. Michael E. Practical None 8 INTERNAL ASSESSMENT Practical None 9 Theories of trade Practical None 10 Theories of trade 11 Export Marketing • Theory of competitive advantage • Role. EXTERNAL • Environment of international business & its significance • Impact of Macro environment • Meaning & ENVIRONEMNT Relevance of PESTEL Analysis. Ernard Hekman. HR & IT from Todaro Michael P. Economic Development (2007).WTO & INTERNATIONAL REGULATORY ENVIRONMENT [WTO & IRE] Debashish Choudhary Session Plan 1 • Introduction • Meaning and relevance of regulation.d.. Daniels. (2004). 1. Pearson Education.. Economic Development (2007). & Stephen C. John.Aditya • Theory of Absolute advantage • Theory of Comparative advantage • Manner in which government regulatory trade with other countries and the rational for them. NATURE OF • Business in current outlook • Present Indian Scenario • Drivers of globalization • Globalization & the MODERN environment • Globalization & International Business BUSINESS INTERNAL • Impact of Micro Environment • Internal Regulatory Environment • Securities & Exchange Board of India ENVIRONMENT (SEBI) Case studies references will be given to the groups. John. significance in regulatory international trade. Price and Distribution • Product Market nexus. Pearson Education. MEANING OF BSUINESS • The Economic Environment of Business • Critical elements of Business • Difference between Business & Commerce Practical None 2 Practical None 3 2. • Role of Price as a regulator • Significance of Distribution Channels Garga. Smith. & Stephen C. Peter. • Explain the to the course assignment along with the date and the weight ages • . Pearson Education. • Export Marketing. (2004). New Century Publications. Foreign trade policy with hand Practical None . HR & IT from Todaro Michael P. Radebaugh H LEE & Sullivan Daniel. Ernard Hekman. 8th Ed. Practical None (1991) the Competitive Advantage of Nations. Pearson Education. CASE STUDY ON PESTEL ANALYSIS INTERNAL ASSESSMENT Daewoo Group and the Asian Financial Crisis Daniels. International Business Environment & Operations.Aditya Case study presentation by groups on PESTEL ANALYSIS depending on the specialization – MKT. Pawan Kumar (2002) Export of India’s Major Products Problems and Prospects. 10th E. Practical None 12 export import • Export Promtion • Import substitution. 8th Ed. Finance. • Domestic & International regulatory bodies.

net/workers_And_peasant_struggle/SEZ_of_India_and_China_Model. International Economic. http://sezindia. http://www. (2004) International Business. http://sezindia. Carbaugh. • Determination of Tariff. (2003).Role in regulating trade.com/special_economic_zones.wto. Prentice Hall • Welfare effects of tariffs.nic. • Foreign Practical None trade zones – meaning. WTO text and cases.T. advantages and bottleneck Foreign trade policy with hand book procedures.in/archieve/eximpol/eximpolicy2002 13 Tariff • Role of Tariff. Palle Practical None Krishna.delhi. Excel Books. Oded & Yadang Lou. Sandee.foraproletarianparty. Ltd. www.nic.O. • Foreign Practical None trade zones – meaning.in – department of commerce. • Subsidies -.indiancommodity.php. . Oxford University Press. relevance. Practical None Practical None Practical None Practical None 19 Barriers and regulators of Trade. John Wiley & Sons Paul Justin.pib.com – Information on all commodities • Conduct of trade according to Most Favored Nation (MFN) • Conduct of trade according to National Treatment Clause (NTC) Chauhan.wto. Oded & Yadang Lou. 2nd Ed.htm http://www.nic.delhi. thomsan Press Shenkar.delhi.planningcommission. • Meaning.nic. Anne Kruger (2001).in/prices . • Unilateral and bilateral trade.in 20 Special Economic Zones (SEZS) and it’s relevance i 21 Special Economic Zones (SEZS) and it’s . Business Database publishing company http://dgft. • Unilateral and bilateral trade. • Small nation vis-à-vis large nation.nic. • Unfair trade practices Rao.book procedures.org/english/thewto: WTO Information about countries. Surendra (2002) WTO and Developing countries. (2006) volume I. relevance.org – website visited to W.in http://dgft. Palle Krishna. conditions. Deep and Deep publications Rao. • Non technical barrier to trade.nic. 3rd Ed. • Protection of Domestic Markets Bhandari.in – department of commerce.nic. http://agmarknet. (2006) volume I.. • Limitations of tariffs in regaling trade. benefits of economic zones. • Meaning. • Types of Tariffs. Excel Books.in http://www.website on market prices. (2006) volume I. John Wiley & Sons Practical None 14 Tariff Practical None 15 INTERNAL Individual Viva (Module 1 & 2) ASSESSMENT – COMPONENT II 16 INTERNAL Individual Viva (Module 1 & 2) ASSESSMENT – COMPONENT II 17 International Trade Environment 18 Tariff Negotiation • Multilateral & Plurilateral Trading systems. GATT to WTO. • Effective rate of production Shenkar. WTO text and cases. advantages and bottleneck Foreign trade policy with hand book procedures. http://www. www. (2005) International Business.in – department of commerce. Deep and Deep publications Pvt. Robert J (2005). conditions.nic.sethassociates. Business Database publishing company http://dgft. WTO as an International Organization. benefits of economic zones. Business Database publishing company http://www. (2004) International Business.

Excel Books. and Ricardo Melendez – Qrtiz. J. • Licensing.fao.foraproletarianparty.]: Earthscan. Adronico O. Vol. COMPONENT III 24 INTERNAL Project & Presentation P1 10 Eximpolicty to Foreign Trade Policy regulatory implications on particular ASSESSMENT – sector of the Indian economic.p. Frederick The future of IPRs in the multilateral trading system. • Antidumping and its impact on regulating trade. Ltd. Graham Dutfield. • Types of Foreign References. 2003 pp. WTO text and cases.htm Practical None Practical None Practical None 27 Trade Related Intellectual Property Rights (TRIPS) • Copy right • Patents – Product and process • Geographical locations • Trademarks. pp. Rao. 3rd Ed. Carbaugh.asp http://www. Palle Krishna. London [etc]: Earthscan. By Christophe Bellmann. Trading in knowledge: development perspectives on TRIPS. and sustainability / ed. Regulators to International Trade.com/special_economic_zones. • Technical Barriers to Trade (TBT) Rao.php. Palle Krishna. Graham Dutfield. Data Bank Abbott. (20022003) Developing County Trade Policy Reform and the WTO. 3rd Ed. (2004) International Business.in – department of commerce. Trading in knowledge: development perspectives on TRIPS.un. thomsan Press Shenkar. http://dgft. pp403-423 • Sanitary and Phytosanitary Measures (SPS). 19 (2000-3). Refer to ‘DELNET’. Finger. and Ricardo Melendez – Ortiz.. Barton. By Christophe Bellmann. thomsan Press http://www. trade.htm http://www.org/es/ess/toptrade/trade. Michale the WTOs special burden on less develop countries.in Practical None 22 Measures for protecting and regulating trade of de 23 INTERNAL Project & Presentation P1 10 Eximpolicty to Foreign Trade Policy regulatory implications on particular ASSESSMENT – sector of the Indian economic. (2004) International Business. Dhar. 57-64. Shenkar.relevance i http://www.nic.]: Earthscan. Palle Krishna. International Economic. • Quantitative Restrictions – it impact and consequences.net/workers_And_peasant_struggle/SEZ_of_India_and_China_Model. Biswajit The Convention on B • Local Content Requirement • Trade Balancing Requirement • Foreign Exchange Balancing Requirement • Practical None Export Performance Requirement • Singapore Issues. • Safeguard and Countervailing measures. Razeen. 23-35 .. Carbaugh.delhi. • Relevance of Environment on International Trade.planningcommission. 28 Trade Related Intellectual Property Rights (TRIPS) . WTO text and cases. trade. John Wiley & Sons Rao. By Christophe Bellmann. • Industrial designs. Cherunilum. Origins and history of the TRIPS negotiations. • Quotas – as a non tariff barrier.org. Practical None Adede. Excel Books. trade and sustainability / ed. Robert J (2005). Trading in knowledge: development perspectives on TRIPS.nic. Francis (2002) International Business Text & Cases. and sustainability / ed. 3rd Ed. • Pre – Practical None Shipment inspections. Prentic Hall India Pvt. Robert J (2005). CATO journal Vol. Oded & Yadang Lou. Graham Dutfield. http://www. 2003. International Economic. CATO Journal. COMPONENT III 25 MEASURES TO REGULATE TRADE ENVIRONMENT 26 Regulators to International Trade. and Ricardo Melendez – Ortiz. 19 (2000-3) pp425-437 http://www. p.org/esa/sustdev/csd. Excel Books. London [etc. John Wiley & Sons Sally. 36-44. WTO text and cases. Oded & Yadang Lou.wto. 2003.sethassociates. London [etc. John Integrating IPR policies in development strategies.

Trade and WTO. (2004) International Business. 12th Ed. Oded & Yadang Lou. A Handbook by Bernard Hekman. Oded & Yadang Lou. Aditya Mattoo Services --Development. (Appendix I & II) Practical None Practical None Practical None 32 Arbitration Practical None 33 General • All the four modes of services. John Wiley & Sons Cherunilum.29 INTERNAL Project & Presentation P2 10 WTO and its regulatory implications on particular sector of the Indian ASSESSMENT – economic (selected in P1) COMPONENT IV 30 INTERNAL Project & Presentation P2 10 WTO and its regulatory implications on particular sector of the Indian ASSESSMENT – economic (selected in P1) COMPONENT IV 31 Arbitration • Multilateral and Plurilateral Agreements – The legal framework • Rules & Procedure governing the settlement of dispute. Excel Books. Excel Books. (2004) International Business. Trade and WTO. Palle Krishna. Practical None 37 Dispute Settlement Process 38 Dispute Practical None • Implementation of Recommendation Practical None . John Wiley & Sons Cherunilum. Excel Books. John Wiley & Practical None Agreement on Sons Cherunilum. Palle Krishna. WTO text and cases. WTO text and cases. An Introduction to the WTO Agreements by Bhagirath lal Das • Barriers to trade in services Shenkar. Trade and WTO. Trade and WTO. Palle Krishna. • Rules of conduct. A Handbook by Bernard Hekman. A Handbook by Bernard Hekman. Himalya Publishing House. (2004) International Business. Palle Krishna. An Introduction to the WTO Agreements by Bhagirath lal Das • Provisions for Developing Countries under GATS Shenkar. A Handbook by Bernard Hekman. Rao. An Introduction to the WTO Agreements by Bhagirath lal Das (GATS) 34 • All the four modes of services. (Appendix I & II) • Multilateral and Plurilateral Agreements – The legal framework • Rules & Procedure governing the settlement of dispute. Palle Krishna. An Introduction to the WTO Agreements by Bhagirath lal Das • Consultation • Panel • Appeal and Consideration in DSB(Dispute Settlement Body) Practical None 35 • All the four modes of services. • Role of services sector in developing economy like India. Excel Books. • Timetable for appeals • Appellate body Rao. 12th Ed. Shenkar. Aditya Mattoo --Development. Francis (2002) Business Environment Text & Cases. Francis (2002) Business Environment Text & Cases. • Rules of conduct. Practical None 36 • All the four modes of services. Himalya Publishing House. Oded & Yadang Lou. Francis (2002) Business Environment Text & Cases. 12th Ed. 12th Ed. Francis (2002) Business Environment Text & Cases. (2004) International Business. • Timetable for appeals • Appellate body Rao. WTO text and cases. Shenkar. Himalya Publishing House. WTO text and cases. Excel Books. Rao. Rao. John Wiley & Sons Cherunilum. Palle Krishna. Aditya Mattoo --Development. Himalya Publishing House. Oded & Yadang Lou. Aditya Mattoo --Development. WTO text and cases. Trade and Rao. Excel Books. WTO text and cases.

Settlement Process 39 Dispute Settlement Process 40 Dispute Settlement Process • Compensation and Suspension of Concession • Cross-sector and Cross-agreement Suspension Practical None • Special case of Anti-Dumping Practical None Course Material 1 2 3 4 5 The Roots of WTO The Structure of WTO Understanding WTO US firm plans to sell 'Bhang' chocolates SPS Reference Books/Material Reference Books/Material Reference Books/Material Reference Books/Material Reference Books/Material Download Download Download Download Download OPERATIONS AND SUPPLY CHAIN MANAGEMENT [OSCM] .

categories -Product design and development -Commercial production and launch -Product – levels. categories -Product design and development -Commercial production and launch -Types of productive systems -Types of production processes -Comparison of production processes Lecture None 12 Product Lecture None 13 Processes and Technology 14 Processes and Technology Lecture Lecture None None .Prof Harish Jain Session Plan Course Material 1 Assn 2 Assignment Download Kanishk Jain Session Plan 1 2 3 Introduction Introduction Competitive Advantage through POM Competitive Advantage through POM Competitive Advantage through POM Competitive Advantage through POM Competitive Advantage through POM Competitive Advantage through POM Competitive Advantage through POM -Significance of POM in business -POM model and its elements -Scope of POM -History of POM Critical Factors for gaining competitive advantage Lecture Lecture Lecture None None None 4 Critical Factors for gaining competitive advantage Lecture None 5 Operations Models Lecture None 6 Operations Models Lecture None 7 Operations Models Lecture None 8 Operations Models Lecture None 9 Operations Models Lecture None 10 Competitive Advantage through POM 11 Product Case Discussion Practical None -Product – levels. types. types.

customer service management Lecture Lecture Lecture Lecture . AS. -Laws of forecasting and how they affect operations -Long range and aggregate output planning -Master production schedules Practical None Lecture None 17 Forecasting 18 Forecasting 19 Operations Planning and Scheduling 20 Operations Planning and Scheduling 21 Quality Management 22 Quality Management 23 Quality Management 24 Quality Management 25 Performance improvement in operations 26 Performance improvement in operations 27 Performance improvement in operations 28 Operations Management in the Indian context 29 Operations capacity 30 Operations capacity 31 Site Location and Layout Planning 32 Site Location and Layout Planning 33 Supply Chain Management 34 Supply Chain Management 35 Supply Chain Management Practical None Lecture Lecture None None -Functional planning and production control -Operations scheduling -Case discussion Quality Management SQT.SQC.15 Processes and Technology 16 Forecasting Case Discussion -Significance of forecasting for operations management -Forecasting techniques -Mathematical models and their practical applications -Forecasting errors.SPC -Practical Applications -Case Discussion -Latest techniques in operations management -Just-In-Time technique Practical None Lecture Lecture None None Practical None Lecture Lecture None None -Ergonomics and work study -Case discussion Practical None -Ergonomics and work study -Case discussion Practical None -Implementation of operations management techniques by Indian companies -Case discussion -Capacity measures -Capacity planning process -Evaluation of alternatives for capacity expansion Practical None Lecture Lecture None None None None None None None -Factors affecting site location decisions -Evaluation of site location options Lecture -Objectives of layout planning -Types of layouts -Designing of layouts -Basic Concepts -Characteristics of business partners of a supply chain -Elements of supply chain management systems -Demand management.SQC.SPC SQT. AS.

customer service management -Procurement. Outsourcing. returns management Case Study Lecture Lecture Lecture Lecture None None None None Practical None Course Material 1 2 3 4 5 6 7 8 9 Session Plan Plant Location-Factors Plant Location-Evaluation Types of Plant layout Basic Concepts of SCM Assignment No-1 Demand Management-Case Study Assignment No-1(a) Assignement No-2 Evaluation Criteria Reference Books/Material Reference Books/Material Reference Books/Material Reference Books/Material Assignment Case Study Assignment Assignment Download Download Download Download Download Download Download Download Download E . supplier relationship management -Procurement.COMMERCE] .COMMERCE [E .36 Supply Chain Management 37 Supply Chain Management 38 Supply Chain Management 39 Supply Chain Management 40 Supply Chain Management -Demand management. supplier relationship management -Physical distribution management. Outsourcing.

Marketing.Marketing. E. E-Tai Module III: E-Business Models.Marketing. E-Tai Module III: E-Business Models. E.Marketing. E. E-Tai Module IV: Electronic Payment Systems & E-Securit Module IV: Electronic Payment Systems & E-Securit Module IV: Electronic Payment Systems & E-Securit Module IV: Electronic Payment Systems & E-Securit Module IV: Electronic Payment Systems & E-Securit Module IV: Electronic Payment Systems & E-Securit Module IV: Electronic Payment Systems & E-Securit Module IV: Electronic Payment Systems & E-Securit Module IV: Electronic Payment Systems & E-Securit Module IV: Electronic Payment Systems & E-Securit E-business & various models E-business & various models E-business & various models E-business & various models E-marketing & advertising E-marketing & advertising E-marketing & advertising E-marketing & advertising E-Tailing E-Tailing E-banking E-banking Payment System Models Payment System Models The Risks & threats in Cyberspace The Risks & threats in Cyberspace Protection and Recovery -Encryption Legal & ethical issues E-governance Cyber Laws: A Global Perspective Lecture Lecture Lecture Lecture Lecture Lecture Lecture Lecture Lecture Lecture Lecture Lecture Lecture Lecture Lecture Lecture Lecture Lecture Lecture Lecture None None None None None None None None None None None None None None None None None None None None Course Material 1 2 Basic Intro Reference Books/Material Reference Books/Material Download Download .Marketing.Marketing.Marketing. E. E-Tai Module III: E-Business Models.Ms Seema Sahai Session Plan 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 Module III: E-Business Models.Marketing. E.Marketing. E.Marketing. E-Tai Module III: E-Business Models. E-Tai Module III: E-Business Models. E-Tai Module III: E-Business Models. E-Tai Module III: E-Business Models. E. E. E. E. E-Tai Module III: E-Business Models. E-Tai Module III: E-Business Models.

3 4 5 E-comm e-payments e-payment frauds Reference Books/Material Reference Books/Material Reference Books/Material Download Download Download FOREX BANKING [FB] Payal Singh Session Plan 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 The Nature and Role of Financial System The Nature and Role of Financial System The Indian Financial System (Banking System Pre 19 The Indian Financial System (Banking System Pre 19 The Indian Financial System (Banking System Post 1 The Indian Financial System (Banking System Post 1 ASSIGNMENT + GD GD RBI RBI SEBI SEBI Case Study Case Study Commercial Banks Commerial Banks + Foreign Banks Lecture Lecture Lecture Lecture Lecture Lecture Practical Practical Lecture Lecture Lecture Lecture Practical Practical Lecture Lecture None None None None None None None None None None None None None None None None .

meaning & concept of international cap Euro currencies market Salient features of Euro currencies market Segments of Euro currencies market 1. Euro deposits market Practical Practical Practical Practical Practical Practical Practical Practical Practical Practical Practical Practical Practical None None None None None None None None None None None None None .17 18 19 20 21 22 Foreign Banks Capital Market Capital + Money market Money Market heories of the level and structure of Interest Rat heories of the level and structure of Interest Rat Lecture Lecture Lecture Lecture Practical Practical None None None None None None Course Material 1 2 Session Plan Lecture 1 Reference Books/Material Reference Books/Material Download Download Arun Goal Session Plan 1 2 3 4 5 6 7 8 9 10 11 12 13 Nature of Forex Market Purchasing Power Parity – Theory Interest Rate Parity – Theory International Fishers effect Derivatives – future options & Swaps Derivatives & derivative market comparison Definition. Euro bounce market 3. Euro Credit market 2.

14 15 16 4. Euro Notes market Financial Globalisation Regulation of currencies Practical Practical Practical None None None GLOBAL CORPORATE SOCIAL RESPONSIBILITY & SUSTAINIBILITY MANAGEMENT [GCSR & SM] Mr L Raghavan Iyer Session Plan 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 Introduction to the subject and meaning of CSR Who are stake holders and their needs Why study CSR What is CSR and What is not CSR Issues in CSR Benefits of adopting CSR Institutionalising CSR Concept of Triple bottom line( people.Planet and profit) The strategic lens ESCS framework Building positive brand building Crisis management CSR plan for short term.medium term and long term Implementation perspective Organisational issues Economic issues Social issues Principles of sustainable management Practical Practical Practical Practical Practical Practical Practical Practical Practical Practical Practical Practical Practical Practical Practical Practical Practical None None None None None None None None None None None None None None None None None .

18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 Integration of SM with commercial and economic issues Global issues and framework Bottom of the pyramid CSR for market opportunity Energy environment and social audits Energy and environmenr performance bench marking EMS ISO14000 Occupational health and safety ISO 18000 Social audit SA 8000 Life cycle assessment Greening the SCM Sustainability reporting GIS applications Presentations will be there individually as part of assessment Presentations will be there individually as part of assessment Presentations will be there individually as part of assessment Presentations will be there individually as part of assessment Group presentation issues addressed by companies on SM and CSR Group presentation issues addressed by companies on SM and CSR Group presentation issues addressed by companies on SM and CSR Group presentation issues addressed by companies on SM and CSR Group presentation issues addressed by companies on SM and CSR News paper clipping will be given and discussed in class News paper clipping will be given and discussed in class Practical Practical Practical Practical Practical Practical Practical Practical Practical Practical Practical Practical Practical Practical Practical Practical Practical Practical Practical Practical Practical Practical Practical None None None None None None None None None None None None None None None None None None None None None None None .

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