Professional Documents
Culture Documents
With inspiration from Indias colorful culture, the Stree Shakti artisans hand stitch quilt bed covers, silk comforters, childrens quilts, baby quilts, handbags, and home accessories. Stree Shakti womens 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.
The women of Stree Shakti come from surrounding villages. Typical village life leaves little opportunity for womens social and economic development. Stree Shakti provides a place for women to come together to learn together and support each others 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 programs activities. Through the Self Help Groups, there are 4 leaders that are in charge of managing the groups 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 groups 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
.
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.
.
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
None
Differentiations
None
The Product Hierarchy Product Systems And Mixes Product Line Analysis roduct Line Length Types Co-Branding and Ingredient Branding
None
None
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
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
13 Developing EffectiveCommunications 14 Developing EffectiveCommunications 15 Developing EffectiveCommunications 16 Deciding on Marketing Communications Mix 17 Marketing Communications Mix
None
Lecture
None
Lecture
None
Lecture
None
Lecture
None
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
None
None
25 Management Decisions
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
37 Case Study
None
38 Revision
None
39 Test 40 Presentations
None None
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
What is Organizational Behaviour Case Study (How a UPS Manager cut Turnover) Page.no.- 35, Stephen Case .p.robbins,2006, 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.no.- 61, Stephen .p.robbins,2006, Pearson Education Role of perception, intuition Lecture Lecture Lecture Lecture Case Presentation Lecture
5 6 7 8 9
10 Individual Decision Making, Perception and Motiva 11 Individual Decision Making, Perception and Motiva 12 Individual Decision Making, Perception and Motiva 13 Individual Decision Making, Perception and Motiva 14 Individual Decision Making, Perception and Motiva 15 Individual Decision Making, Perception and Motiva 16 Individual Decision Making, Perception and Motiva 17 Individual Decision Making, Perception and Motiva 18 Individual Decision Making, Perception and Motiva 19 Individual Decision Making,
None
Lecture
None
Lecture
None
Lecture
None
Job satisfaction
Practical
None
Theories of motivation- Maslow theory, Hertzberg theory (2 factor theory), Theory X , Theory Y Theories of motivation- Maslow theory, Hertzberg theory (2 factor theory), Theory X , Theory Y Theories of motivation- Maslow theory, Hertzberg theory (2 factor theory), Theory X , Theory Y Theories of motivation- Maslow theory, Hertzberg theory (2 factor theory), Theory X , Theory Y Case Study(J7J AUTOMATIVE SALES) Page.no.- 157, Stephen
Lecture
None
Lecture
None
Lecture
None
Lecture
None
Case
None
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
.p.robbins,2006, Pearson Education Concepts of Leadership Determinants of Personality Determinants of Personality Personality traits Personality traits Concept of self - esteem, Socialisation, 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.no.- 120, Stephen .p.robbins,2006, 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
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, politics, conflict and negotiation 37 Power, politics, conflict and negotiation
None
Lecture
None
Lecture
None
Lecture
None
Lecture
None
Case Study (A VIRTUAL TEAM AT NANAWATI ASSOCIATES) Page.no.277, Stephen .p.robbins,2006, Pearson Education Definition and bases of power
Lecture
None
Lecture
None
Lecture
None
38 Power, politics, conflict and negotiation 39 Power, politics, conflict and negotiation 40 Power, politics, conflict and negotiation
Lecture
None
Negotiation
Lecture
None
Case Study (SUKHDEV AT JINDAL PUMPS) Page.no.- 394, Stephen .p.robbins,2006, 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
Rachna Chandra Session Plan 1 Module 1 Module 1 Module 1 Module 1 Module 1 Module 1 Nature of Company, Characteristics, lifting the corporate veil,-classification on the basis of Incorporation difference between Company and Partnership and Private and Public Company and role of Promoter A fundamental Document- Memorandum and its difference between the Articles of Association Group discussion Group discussion Lecture None
None
None
Lecture
None
Alteration of object clause of Memorandum and Articles, Commencement of certificate of Business Prospectus and contents. Statement in lieu of Prospectus, misstatements in Prospectus.
Lecture
None
Lecture
None
7 8
Module1 Legal provisions of Annual general Meeting , Extra-ordinary General Meeting, Module 1 Statutory Restriction on Allotment of shares, provisions relating to Forfeiture and Surrender of shares, Requisites of a valid call, Minimum Subscription, Difference between Equity shares and Preference shares Qualification shares, Transfer and Transmission ,Prevention of Oppression and Mismanagement of a Company. Compromise, Reconstruction and Amalgamation Winding up of a Company-Voluntary ,and by Tribunal Just and Equitable cause
Lecture Lecture
None None
Module 1
Tutorial
None
10 Module 1
Lecture
None
11 MODULE Procedure for transfer of shares, characteristic features of Debentures 1 12 MODULE Diference between share certificate and share warrant,Who may become Member, Termination 1 of membership 13 Module 2 14 Module 2 15 Module Essentials of a valid Contract, offer and acceptance
Lecture
None
Lecture
None
Lecture
None
Consideration
Lecture
None
capacity to contract
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, Offer and acceptance,
Lecture
None
Lecture
None
Lecture
None
Lecture
None
Lecture
None
Lecture
None
Lecture
None
30 Module2 contingent contracts,performance of contracts, 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,bail agreement; conditions and warranties; Rule of Caveat emptor, rights of unpaid seller
Lecture
None
33 Module3 Distinction between Sale and an Agreement to Sale, between Sale and Hire Purchase
Lecture
None
Agreement , 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,Technical terms, Electronic Governance Group discussion Lecture None
None
Consumer Protection Act 1986Rights and duties of the consumer tribunal forums and appellate authorities An understanding of significant cases and role of NGOs.
None
None
Important provisions-: Of foreign exchange management act regarding holding ,handling and transfer of foreign exchange,important Sections-S9,S3,S11-15,S27 Who is an Indian-Cases,Comparison of old FERA and FEMA
Lecture
None
None
None
Kanishk Jain Session Plan 1 Module 1Introduction Role and scope of Production Management Production management vs operation management Productivity Product Decision Lecture None
Module 1Introduction Module 2- Facility Location Planning Module 2- 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
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
Lecture
None
Lecture
None
Lecture
None
None
None
Lecture
None
10 Module 4: Production Planning and Control 11 Module 4: Production Planning and Control 12 Module 4: Production Planning and Control
Lecture
None
Lecture
None
Presentation No.1- Group Presentation on the importance of Planning and Control and its effects on costs taking a real life example. Presentation No.1- Group Presentation on
Case Presentation
None
13 Module 4:
Case
None
the importance of Planning and Control and its effects on costs taking a real life example. Production process analysis Various type of process techniques
Presentation
Lecture
None
Lecture
None
File Name
Statistical tool for demand forecasting Non statistical tool for demand forecasting
Lecture
None
None
Home Assignment
Lecture
None
Lecture
None
Presentation No.2- Group Presentation on the capacity planning of different companies the same will be allotted to you in the class. Presentation No.2- Group Presentation on the capacity planning of different
Case Presentation
None
Case Presentation
None
companies the same will be allotted to you in the class. 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.3- Discussion and submission of Numericals on PERT, CPM, Gantt Chart
Home Assignment
S.No. FileType 1
Title
File Name
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
Lecture
None
Lecture
None
Presentation No.3-Presentation on a group project for analysis of work and time study by taking a real life case. Presentation No.3-Presentation on a group project for analysis of work and time study by taking a real life case.
Case Presentation
None
Case Presentation
None
33 Module 10: Inventory Inventory Management Control 34 Module 10: Inventory EOQ
Lecture
None
Lecture
None
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.4- Group Presentation on a Control case 40 Module 10: Inventory Assignment No.4-Submission & Discussions Control of Numericals on Inventory Control Lecture None
Lecture
None
Lecture
None
Practical
None
None
None
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
Lecture
None
Lecture
None
Function of HRM Role of HR executive, challenges to HR professionals, Function of HRM -role of HR executive, challenges to HR professionals, Strategic human resource management
Lecture
None
Lecture
None
Lecture
None
None
None
Increased complexity of HR activities, cultural awareness and tolerance, Stronger relationship with employees across various cultures,
Lecture
None
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- strategic IHRM
Lecture
None
Lecture
None
Case Study
None
None
Lecture
None
Lecture
None
Lecture
None
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, Evaluation of recruitment program Concept of selection , The selection process, Application forms
Lecture
None
Lecture
None
Lecture
None
Lecture
None
Automated hiring
None
None
Retaining and motivating employees creating an efficient and effective organization Assessing training need - areas of training importance of learning Employee training programme, Concept of development :
Lecture
None
Lecture
None
Lecture
None
Objectives of management development, process of management Lecture development On the job development methods, off -the-job development methods Case Study Lecture
None
None
None
None
None
Lecture
None
Lecture
None
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, uses of performance appraisal, Lecture Ethics of performance appraisal. How well do you play your roles? Case Presentation Lecture
None
None
None
Lecture
None
Lecture
None
Interorganizational, Introduction , A knowledge creation perspective: learning in multinational corporations A strategy perspective learning in strategic alliances
Lecture
None
Lecture
None
Case Presentation
None
Cross Cultural Management And Management Of Multinational Companies [CCMMC] K. P. Kanchana Session Plan
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
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
Lecture
None
Lecture
None
Lecture
None
Lecture
None
Lecture
None
UK style of Management
Lecture
None
10 Case Study
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
None
Lecture
None
Lecture
None
Lecture
None
Lecture
None
Lecture
None
17 Case Study
None
18 Case Study
Harlequin Romances
None
19 Case Study
None
20 Styles of Management and its impact on the Interna 21 Cross Cultural Leadership 22 Cross Cultural Leadership 23 Case Study
None
Differences in managerial behaviour Cultural influences on leaders and their behavioural patterns Sony Corporation: Car Navigation Systems
24 Case Study
None
25 Business Ethics with focus on Corporate Governance 26 Business Ethics with focus on Corporate Governance 27 study material 28 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 - Problems & Prospects of MNCs in an International environment Managing Brand ITC: a cultural perspective Case Presentation Case Presentation Case Presentation Case Presentation Case Presentation
None
None
31 Case Studies
None
32 Case Studies
Snapple
None
33 Case Studies
None
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
Lecture
None
Lecture
None
Nonverbal Communication
Lecture
None
Lecture
None
Lecture
None
Lecture
None
Case Electrolux
Case Presentation
None
1 2 3 4
The foreign exchange market: The foreign exchange market: The foreign exchange market: The foreign exchange market:
Introduction, origins and development of Foreign exchange market Relevant terminology Investments, Techniques and practices. Types of trading activities in FX market, participants in the FX market The role of international currencies, risks in the FX market. Pay-off profile of an FX forward contract Foreign Exchange market Indian forex market, determination of forex rates Forex risk management Introduction, the assumption of perfect capital mobility Interest parity condition The law of one price Purchasing power parity. Relaxing the perfect capital mobility assumption TEST Developments in international Banking. .
5 6 7
The foreign exchange market: The foreign exchange market: The foreign exchange market:
8 9
10 International parity conditions: 11 International parity conditions: 12 International parity conditions: 13 International parity conditions: 14 TEST 15 Developments in international Banking. 16 Developments in international Banking. 17 Developments in international Banking. 18 Introduction to International Financial Market: 19 Introduction to International Financial Market: 20 Introduction to International Financial Market:
Lecture
None
Lecture
None
Introduction, Classification
Practical
None
Role of Globalization
Practical
None
Practical
None
International Monetary System - its Evolution,present position Of International Monetary System CASE-STUDY DISCUSSION
Practical
None
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, Scope and nature of Forward Contract
Practical
None
Practical
None
Organization Of Exchanges
Home Assignment Case Presentation Case Presentation Lecture Lecture Practical Practical Practical Practical Practical Tutorial Tutorial
None
None
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
Taxation Law & Practices [TLP] Ekta Nand Chahal Session Plan 1 Introductory session This session will include the discussion on objective and learning outcomes. It will enlighten the students about the relevance of studying taxation laws & practices in todays world. A brief intro on meaning of Tax, its origin and its contribution to the whole society and economy. Income tax Law and Act, 1961 Scope of taxation Important concepts: Person, Assessee, Assessment Year, Previous year, Basis of charge An introduction and conceptual knowledge about the laws governing Income tax and various acts outlining the guidelines.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 .It will include a study on need to determine the residential status.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, 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. Distinction between the Income that is received and that deemed to receive and time of their inclusion. Practical None
Practical None
Practical None
Residential Status
Practical None
Scope of Income
Lecture
None
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. Concept of Agriculture Income, Capital Assets Company, Indian Company, Company in Practical None
Agricultural Incomes
which public are substantially interested This session will give the understanding on the concepts of agricultural income, capital assets and caompany that is defined under Income tax act. 8 Assignment & discussions Computation of Income under different Heads Assignment & discussions Practical None
Heads of Income Provisions governing computation of income under different heads Although there is only one tax on the income calculated under various heads, 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. Theoretical framework This session will be devoted on understanding of Section 15,16 & 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
Lecture
None
Practical None
Practice questions
Practical None
Practice questions
Practical None
theoretical framework
Lecture
None
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 assessees 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, 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
Lecture
None
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, 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, goods imported or exported by post Drawback of customs duty paid
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
Introduction of the Subject and Session plan Importance of Management Accounting The scope of inter-relationship between Financial, Basic Principles of Management accounting concepts of Management accounting Introduction to Cost and Management accounting Cost sheet
Explanation of the Session plan, Case study, Projects and Assignments. Different basis to prove How Management Accounting is important for an organization. Relationship between Financial accounting, Cost accounting and Management accounting Principles of Management accounting
Lecture
None
Lecture
None
Lecture
None
Lecture
None
5 6
Concepts of Management accounting An Introduction- What is Cost accounting? What is Management accounting? Different aspects to prepare Cost sheet (Assignment 5 Marks)
Lecture Lecture
None None
Home Assignment Home Assignment Lecture Lecture Case Presentation Case Presentation Lecture Lecture Lecture Lecture Practical Lecture Lecture Lecture
None
Cost sheet
None
Material Cost
How to calculate Material cost How to calculate Material cost Process based Costing (Case Study Approach)
12 Process Costing
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
Point of Economic Order Quantity Point of Reordering material Methods to evaluate closing stock i.e. LIFO Method and FIFO method Methods to evaluate closing stock i.e. LIFO Method and FIFO method Costing on the basis of Activity done (Case Study Approach)
Lecture
None
Case Presentation Case Presentation Lecture Lecture Lecture Lecture Lecture Lecture Lecture Lecture Practical Case Presentation Case Presentation Case Presentation Practical Practical
None
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, labour cost and Overheads Material cost, 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
None
38 ABC analysis
None
None None
Communication Skills-IV [CS-IV] Ms Shivangi Batra Session Plan 1 INTRODUCTION Introduction of the subject, syllabus and explanation of the assignments and complete internal assessment as part of the course. Assignments and Project would be done in groups and would be assessed. Group wise division of students. Advanced Grammar: Syntax, Tenses, Voices Lecture None
Business/Technical Language Development Business/Technical Language Development Assignment # 1 Social Communication Social Communication Business Communication
Lecture
None
Advanced Vocabulary skills: Jargons, Terminology, Colloquialism Individualized pronunciation practice formal report writing Building relationships through Communication Communication, 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
8 9
Lecture
None
Management
Practical None
Process
comprising of the CEO, Board of directors Business Level- comprising of the heads of Strategic Business Units or Functions (viz HR, Finance, Technology, Quality) Functional or the Departmental Level- Functional Managers Implementation Level at the front end Each level has to evaluate and prescribe Allocation and management of sufficient resources (financial, personnel, operational, time, technology) Establishing a chain of command or cross functional teams to implement the strategy. Assigning responsibility of specific tasks or processes to specific individuals or groups. Monitoring results, comparing to benchmarks and best practices, evaluating the efficacy and efficiency of the process, controlling for variances, and making adjustments to the process as necessary. 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, over the years, and highlight the successes and setbacks. Brief causes of failure or success are to be listed. Practical None
Session 5 & 6: Review the strategy of your chosen company, over the years, and highlight the successes and setbacks. Brief causes of failure or success are to be listed.
Practical None
Role of environment The value chain of an organization covers all its primary and support activities. Practical None on strategy Value Management reviews each of these before deciding on strategy. A firm's margins depend chain analy on the efficiency with which it carries out each of the activities in the value chain, 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. 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. Resource allocation, optimisation and scalability depend on judicious evaluation and re-orientation of each activity. Overall Value System. Vertically integrated firms may have more primary activities within their own control while most companies would specialize in only a few, outsourcing or depending on component suppliers for most of them. Firms therefore have to review not only th Internal Environment The value chain of an organization covers all its primary and support activities. Practical None Management reviews each of these before deciding on strategy. A firm's margins depend on the efficiency with which it carries out each of the activities in the value chain, 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. 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. Resource allocation, optimisation and scalability depend on judicious evaluation and re-orientation of each activity. Overall Value System. Vertically integrated firms may have more primary activities within their own control while most companies would specialize in only a few, outsourcing or depending on component suppliers for most of them. Firms therefore have to review not only th
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, as well as influence change of strategy. The external environment requires adaptation, as firms have little ability to influence changes in environment. Strategic fit is about matching the resources and activities of the firm to the external operating environment, which can be divided into Political, Economic, Sociocultural,, Technological and Legal. The macro environment is constantly changing and generally more information is available than management can cope with. 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 Industry Environment Firms need high awareness of the industry they operate in or plan to operate in. 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 firms goods and services. Strategic group analysis is about identifying firms with similar strategies or competing on similar bases. Practical None
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, co-relating with their core competencies and capabilities. Highlight any change management aspects that they had to undertake or enforce, covering what and how aspects. The Vision, Mission, 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 companys endeavours. These are defined as: Vision: A vivid image of what a company wants to be or wants to be known for. Mission: A statement of intent of what a company wants to create, and through which lines of business. Business Definition/Purpose: An articulation of the functions that a company intends to fulfill through its businesses. Values: The set of cherished notions and beliefs that guides the executive actions, or initiatives and responses that a company makes. Goals : The business targets that a companys vision, mission, and purpose are translated into Strategy: The methods that a company employs to achieve its goals. VISION A vision is generally more dreamt than it is articulated. By its nature it may be as good as a dream, yet it is a powerful motivator Practical None
14 Vision, Mission, Business Definition, Goals and Ob 15 Assignment 3# Review the Vision, Mission etc of your chosen firm and co-relate same to the strategy adopted to achieve stated Vision , Mission etc
Practical None
Practical None
Grand Strategies provide basic direction for strategic actions. There are many options that Practical None managers need to consider and select the optimal from available alternatives. Options are below, and may be used either singly or in combinations. This combo makes up the larger or grand vehicle which the firm has to both understand and deploy to achieve the strategic goals: 1. Concentrated growth directing all resources on a specific product and market combination 2. Market Development identifying new uses for existing products or new markets 3. Product Development substantial modification of existing products or creation of new but related products to be marketed through current channels to current customers. 4. Innovation to reap initially high profits associated with customer acceptance of new or greatly improved products 5. Horizontal Integration by acquiring one or more similar firms operating at the same level in the production & marketing chain. 6. Vertical Integr Review the Strategy of your chosen company and evaluate its success with respect to its long term objectives. Identify and analyse the various generic and grand strategies deployed by it to achieve success, or lack of strategy which lead to failure. Practical None
18 Assignment 4#
19 Case Study: Samsung Design and Product Strategy 20 Revision and Consolidation
Practical None
Practical None
Course Material
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
WTO & INTERNATIONAL REGULATORY ENVIRONMENT [WTO & IRE] Debashish Choudhary Session Plan 1 Introduction Meaning and relevance of regulation. Domestic & International regulatory bodies. Explain the to the course assignment along with the date and the weight ages . 1. MEANING OF BSUINESS The Economic Environment of Business Critical elements of Business Difference between Business & Commerce Practical None
Practical None
2. 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. EXTERNAL Environment of international business & its significance Impact of Macro environment Meaning & ENVIRONEMNT Relevance of PESTEL Analysis. Daniels, John, Radebaugh H LEE & Sullivan Daniel, (2004), International Business Environment & Operations, 10th E.d. Pearson Education. CASE STUDY ON PESTEL ANALYSIS INTERNAL ASSESSMENT Daewoo Group and the Asian Financial Crisis Daniels, John, Radebaugh H LEE & Sullivan Daniel, (2004), International Business Environment & Operations, 10th E.d. Pearson Education. Page No. (132 to 134),
Practical None
Practical None
Practical None
Practical None
Case study presentation by groups on PESTEL ANALYSIS depending on the specialization MKT, Finance, HR & IT from Todaro Michael P., & Stephen C. Smith, Economic Development (2007), 8th Ed. Pearson Education. Ernard Hekman,Aditya Case study presentation by groups on PESTEL ANALYSIS depending on the specialization MKT, Finance, HR & IT from Todaro Michael P., & Stephen C. Smith, Economic Development (2007), 8th Ed. Pearson Education. Ernard Hekman,Aditya Theory of Absolute advantage Theory of Comparative advantage Manner in which government regulatory trade with other countries and the rational for them.
Practical None
INTERNAL ASSESSMENT
Practical None
Theories of trade
Practical None
Theory of competitive advantage Role, significance in regulatory international trade. Peter, Michael E. Practical None (1991) the Competitive Advantage of Nations. The Macmillan Press Ltd. Export Marketing, Price and Distribution Product Market nexus. Role of Price as a regulator Significance of Distribution Channels Garga, Pawan Kumar (2002) Export of Indias Major Products Problems and Prospects, New Century Publications. Practical None
12 export import Export Promtion Import substitution. Exim policy Foreign trade policy (2004-2005) as a regulator. S.Sundaram & R. Dutt: Indian Economity, (2004),Himalya publishing house. Foreign trade policy with hand
Practical None
book procedures, (2006) volume I, Business Database publishing company http://www.pib.nic.in/archieve/eximpol/eximpolicy2002 13 Tariff Role of Tariff. Types of Tariffs. Determination of Tariff. Effective rate of production Shenkar, Oded & Yadang Lou, (2004) International Business, John Wiley & Sons Paul Justin, (2005) International Business, 2nd Ed. , Prentice Hall Welfare effects of tariffs. Small nation vis--vis large nation. Limitations of tariffs in regaling trade. Carbaugh, Robert J (2005), International Economic, 3rd Ed., thomsan Press Shenkar, Oded & Yadang Lou, (2004) International Business, 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. Protection of Domestic Markets Bhandari, Surendra (2002) WTO and Developing countries, Deep and Deep publications Pvt. Ltd. www.wto.org website visited to W.T.O. www.indiancommodity.com Information on all commodities Conduct of trade according to Most Favored Nation (MFN) Conduct of trade according to National Treatment Clause (NTC) Chauhan, Sandee, (2003), GATT to WTO, Deep and Deep publications Rao, Palle Krishna, WTO text and cases, Excel Books. http://www.wto.org/english/thewto: WTO Information about countries.
Practical None
Practical None
Practical None
Practical None
Non technical barrier to trade. Subsidies -- Role in regulating trade. Unfair trade practices Rao, Palle Practical None Krishna, WTO text and cases, Excel Books. Anne Kruger (2001), WTO as an International Organization, Oxford University Press. http://agmarknet.nic.in/prices - website on market prices. http://www.planningcommission.nic.in http://dgft.delhi.nic.in department of commerce. Meaning, relevance, conditions, benefits of economic zones. Unilateral and bilateral trade. Foreign Practical None trade zones meaning, advantages and bottleneck Foreign trade policy with hand book procedures, (2006) volume I, Business Database publishing company http://dgft.delhi.nic.in department of commerce. http://sezindia.nic.in http://www.foraproletarianparty.net/workers_And_peasant_struggle/SEZ_of_India_and_China_Model.htm http://www.sethassociates.com/special_economic_zones.php. Meaning, relevance, conditions, benefits of economic zones. Unilateral and bilateral trade. Foreign Practical None trade zones meaning, advantages and bottleneck Foreign trade policy with hand book procedures, (2006) volume I, Business Database publishing company http://dgft.delhi.nic.in department of commerce. http://sezindia.nic.in
relevance i
http://www.foraproletarianparty.net/workers_And_peasant_struggle/SEZ_of_India_and_China_Model.htm http://www.sethassociates.com/special_economic_zones.php. Antidumping and its impact on regulating trade. Safeguard and Countervailing measures. Pre Practical None Shipment inspections. Cherunilum, Francis (2002) International Business Text & Cases, 3rd Ed. Prentic Hall India Pvt. Ltd. Rao, Palle Krishna, WTO text and cases, Excel Books. Carbaugh, Robert J (2005), International Economic, 3rd Ed., thomsan Press http://www.fao.org/es/ess/toptrade/trade.asp http://www.planningcommission.nic.in Practical None
23 INTERNAL Project & Presentation P1 10 Eximpolicty to Foreign Trade Policy regulatory implications on particular ASSESSMENT sector of the Indian economic. COMPONENT III 24 INTERNAL Project & Presentation P1 10 Eximpolicty to Foreign Trade Policy regulatory implications on particular ASSESSMENT sector of the Indian economic. COMPONENT III 25 MEASURES TO REGULATE TRADE ENVIRONMENT 26 Regulators to International Trade. Regulators to International Trade. Quantitative Restrictions it impact and consequences. Quotas as a non tariff barrier. Licensing. Carbaugh, Robert J (2005), International Economic, 3rd Ed., thomsan Press Shenkar, Oded & Yadang Lou, (2004) International Business, John Wiley & Sons Sally, Razeen, (20022003) Developing County Trade Policy Reform and the WTO. CATO Journal, Vol. 19 (2000-3), pp403-423 Sanitary and Phytosanitary Measures (SPS). Relevance of Environment on International Trade. Technical Barriers to Trade (TBT) Rao, Palle Krishna, WTO text and cases, Excel Books. Finger, J. Michale the WTOs special burden on less develop countries, CATO journal Vol. 19 (2000-3) pp425-437 http://www.un.org/esa/sustdev/csd.htm
Practical None
Practical None
Practical None
Copy right Patents Product and process Geographical locations Trademarks. Industrial designs. Practical None Adede, Adronico O. Origins and history of the TRIPS negotiations. Trading in knowledge: development perspectives on TRIPS, trade and sustainability / ed. By Christophe Bellmann, Graham Dutfield, and Ricardo Melendez Qrtiz. London [etc]: Earthscan, 2003, p.p. 23-35 . Refer to DELNET, Data Bank Abbott, Frederick The future of IPRs in the multilateral trading system. Trading in knowledge: development perspectives on TRIPS, trade, and sustainability / ed. By Christophe Bellmann, Graham Dutfield, and Ricardo Melendez Ortiz. London [etc.]: Earthscan, 2003 pp. 36-44. Barton, John Integrating IPR policies in development strategies. Trading in knowledge: development perspectives on TRIPS, trade, and sustainability / ed. By Christophe Bellmann, Graham Dutfield, and Ricardo Melendez Ortiz. London [etc.]: Earthscan, 2003, pp. 57-64. Dhar, Biswajit The Convention on B Local Content Requirement Trade Balancing Requirement Foreign Exchange Balancing Requirement Practical None Export Performance Requirement Singapore Issues. Types of Foreign References; Shenkar, Oded & Yadang Lou, (2004) International Business, John Wiley & Sons Rao, Palle Krishna, WTO text and cases, Excel Books. http://www.wto.org. http://dgft.delhi.nic.in department of commerce.
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. Rules of conduct. Timetable for appeals Appellate body Rao, Palle Krishna, WTO text and cases, Excel Books. (Appendix I & II) Multilateral and Plurilateral Agreements The legal framework Rules & Procedure governing the settlement of dispute. Rules of conduct. Timetable for appeals Appellate body Rao, Palle Krishna, WTO text and cases, Excel Books. (Appendix I & II)
Practical None
Practical None
Practical None
32 Arbitration
Practical None
33 General All the four modes of services. Shenkar, Oded & Yadang Lou, (2004) International Business, John Wiley & Practical None Agreement on Sons Cherunilum, Francis (2002) Business Environment Text & Cases, 12th Ed. Himalya Publishing House. Trade and Rao, Palle Krishna, WTO text and cases, Excel Books. A Handbook by Bernard Hekman, Aditya Mattoo Services --Development, Trade and WTO, An Introduction to the WTO Agreements by Bhagirath lal Das (GATS) 34 All the four modes of services. Role of services sector in developing economy like India. Shenkar, Oded & Yadang Lou, (2004) International Business, John Wiley & Sons Cherunilum, Francis (2002) Business Environment Text & Cases, 12th Ed. Himalya Publishing House. Rao, Palle Krishna, WTO text and cases, Excel Books. A Handbook by Bernard Hekman, Aditya Mattoo --Development, Trade and WTO, An Introduction to the WTO Agreements by Bhagirath lal Das Barriers to trade in services Shenkar, Oded & Yadang Lou, (2004) International Business, John Wiley & Sons Cherunilum, Francis (2002) Business Environment Text & Cases, 12th Ed. Himalya Publishing House. Rao, Palle Krishna, WTO text and cases, Excel Books. A Handbook by Bernard Hekman, Aditya Mattoo --Development, Trade and WTO, An Introduction to the WTO Agreements by Bhagirath lal Das Provisions for Developing Countries under GATS Shenkar, Oded & Yadang Lou, (2004) International Business, John Wiley & Sons Cherunilum, Francis (2002) Business Environment Text & Cases, 12th Ed. Himalya Publishing House. Rao, Palle Krishna, WTO text and cases, Excel Books. A Handbook by Bernard Hekman, Aditya Mattoo --Development, Trade and WTO, An Introduction to the WTO Agreements by Bhagirath lal Das Consultation Panel Appeal and Consideration in DSB(Dispute Settlement Body) Practical None
Practical None
Practical None
Practical None
Implementation of Recommendation
Practical None
Settlement Process 39 Dispute Settlement Process 40 Dispute Settlement Process Compensation and Suspension of Concession Cross-sector and Cross-agreement Suspension Practical None
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
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
Lecture
None
Operations Models
Lecture
None
Operations Models
Lecture
None
Operations Models
Lecture
None
Operations Models
Lecture
None
Operations Models
Lecture
None
Case Discussion
Practical None
-Product levels, types, categories -Product design and development -Commercial production and launch -Product levels, types, 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
Lecture Lecture
None None
Case Discussion -Significance of forecasting for operations management -Forecasting techniques -Mathematical models and their practical applications -Forecasting errors. -Laws of forecasting and how they affect operations -Long range and aggregate output planning -Master production schedules
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
-Functional planning and production control -Operations scheduling -Case discussion Quality Management SQT, AS,SQC,SPC SQT, AS,SQC,SPC -Practical Applications -Case Discussion -Latest techniques in operations management -Just-In-Time technique
Practical None
Lecture Lecture
None None
Practical None
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
-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, customer service management Lecture Lecture Lecture Lecture
36 Supply Chain Management 37 Supply Chain Management 38 Supply Chain Management 39 Supply Chain Management 40 Supply Chain Management
-Demand management, customer service management -Procurement, Outsourcing, supplier relationship management -Procurement, Outsourcing, supplier relationship management -Physical distribution management, returns management Case Study
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 - COMMERCE [E - COMMERCE]
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, E- Marketing, E-Tai Module III: E-Business Models, E- Marketing, E-Tai Module III: E-Business Models, E- Marketing, E-Tai Module III: E-Business Models, E- Marketing, E-Tai Module III: E-Business Models, E- Marketing, E-Tai Module III: E-Business Models, E- Marketing, E-Tai Module III: E-Business Models, E- Marketing, E-Tai Module III: E-Business Models, E- Marketing, E-Tai Module III: E-Business Models, E- Marketing, E-Tai Module III: E-Business Models, E- Marketing, 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
3 4 5
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
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
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, meaning & concept of international cap Euro currencies market Salient features of Euro currencies market Segments of Euro currencies market 1. Euro Credit market 2. Euro bounce market 3. 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
14 15 16
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