GL BAJAJ INSITUTE OF MANAGEMENT AND RESEARCH

Plot No-2 , Knowledge Park-III, Greater Noida

LESSON PLANNING

Corporate Finance

Prepared By: Dr. Anu Thakur

Course Manual
(Code: PG-20)
(No. of Credits: 03)
PGDM (BATCH: 2019-21, TERM: III)

COURSE FACILITATOR:
Dr. Anu Thakur, Assistant Professor
e-mail: anu.thakur@glbimr.org

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1.1 COURSE OVERVIEW

The core objective of this course is to introduce and orient the students about the basic
concepts of financial management and understand the various techniques to appraise the
decisions affecting the profitability and wealth maximization of the organization in the long
run. The purpose of the course is to enable the students to acquire relevant, useful and actual
knowledge of financial management that can be put into practice in order to take sound
financial decisions and resolve financial problems of any organization.

1.2 COURSE OBJECTIVES

 To provide a framework, concepts, and tools for analyzing corporate finance
problems and issues, based on fundamental principles of modern financial theory.
 To develop theoretical framework to make students understand major financial
problems of modern firm in the market environment.

1.3 COURSE LEARNING OUTCOMES

After studying this course, the post graduate student should be able to:
 Recognize the professional issues in corporate financial management.
 Understand how risk and the cost of capital impact on investment appraisal.
 Apply best practice tools and methods in corporate finance and investment
management to different settings.
 Analyze a range of real-life financial situations using the concepts, frameworks and
theories learned throughout the course.
 Design financial strategies for managing business risks.
 Evaluate critically corporate financial management practices with the aim of
proposing and implementing improvements.

1.4 COURSE CONTENT

Unit-I: Financial Management

Introduction- Nature of Financial management, scope of finance, finance function, finance
managers’ role in changing world and financial goal: profit maximization Vs wealth
maximization. Concept of Agency. Agency problems – conflict of goals. Long-Term
Financing: Ordinary Shares, Right Issue of equity shares, Preference Shares, Debentures,
Term Loan, and Warrants.

Unit-II: Risk and Return

Concept of Value and Return - Time Preference for money, computation of future value and
present value of cash flow. Cost of capital - concept, determinants, significance &
computation of cost of debt, cost of preference shares, cost of equity capital, weighted
average cost of capital. Floatation costs, cost of capital and investment analysis.

Unit-III: Investment Decisions

Capital Budgeting: Techniques of capital budgeting-payback, ARR, NPV, IRR, PI
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calculation of cash flows. Estimation of incremental cash flow, Capital rationing, Risk
Analysis in capital budgeting- (risk adjusted discount rate method and certainty equivalent
method, Break-even Analysis, Sensitivity Analysis).

Unit-IV: Financing Decisions

Leverage-Operating leverage, financial leverage, combined leverage, use of leverage.
Financial leverage and shareholders risk. Capital structure- conceptual aspects, Theories of
capital structure. M-M theory, Agency cost, pecking order, trade off and behavioral theory
of Capital structure. Capital structure practices and determinants.

Unit-V: Dividend Decisions

Dividend policies in practice, Bonus shares. Forms of dividends. Dividend practices of
Indian companies. Concepts of Working Capital. Estimation of working capital, Inventory
management, Cash Management, Receivable management. Working capital financing.

1.5 PRE- REQUISITES:

Basic understading of Accounting and Finance.

1.6 BOOKS AND REFERENCES:

1. Pandey, I.M. (2017). Financial Management, 11th edition, Vikas Publishing House.
2. Ross, Stephen. A and Westerfield, Randolph W. (2017). Corporate Finance, Tata
McGraw Hill Publication, 11th edition, New Delhi

References:
1. Damodran, Aswath (2007). Corporate Finance, 2nd edition, John Wiley & Sons, Inc.
2. Brigham & Houston (2015). Fundamentals of Financial Management, 13th edition,
Thomson Press.
3. James C. Van Horn and Dhamija, S (2011). Financial Management and Policy, 12th
edition, Pearson Education India.
4. Rustagi, R. P. (2018). Financial Management – Theory, Concepts, Problems, 6th
edition, Taxmann.

Journals:
1. IIM Bangalore Management Review
2. International Journal of Applied Research
3. Finance India, Indian Institute of Finance
4. International Journal of Managerial Finance, Emerald
5. Journal of Corporate Finance, Elsevier
6. Managerial Finance, Emerald

Magazines:
 Harvard Business Review
 Outlook money
 The Week
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 The Economist
 Investor’s Business Daily
 Money Magazine
 Business Insider

2. LECTURE PLAN

S.N. Topics No. of Lecture/ No. of

Sessions Exercise/GD Hrs
UNIT-1 (Financial Management)
1 Course Planning, Introduction to Financial 1 Lecture and 1.5
management; Functions of Financial Discussion
Management
2 Approcahes to Financial Management; 1 Lecture and 1.5
Objectives of Financial Management - profit Discussion
maximization vs wealth maximization
GD 1 - Managing for Shareholder Value—From
Top to Bottom, by David L. Wenner and Richard
W. LeBer (HBR)
3 Concept of Agency and its problems; Sources of 1 Lecture and 1.5
Long-Term Financing - Equity shares, Discussion
Preference Shares, Debentures, Term Loan and
Warrants.
Total Hrs 3 4.5
UNIT-2 (Risk and Return)
4 Concept of Time Value of Money and Return; 1 Lecture and 1.5
Estimation of present and future value of cash Numerical
streams
GD 2 - How Companies Can Balance Social
Impact and Financial Goals, by Marya Besharov,
Wendy K. Smith and Michael L. Tushman
(HBR)
5 Concept of Cost of capital; it’s determinants and 1 Lecture and 1.5
significance; Calculation of cost of debt; Cost of Numerical
floatation
6 Calculation of cost of preference shares and 1 Lecture and 1.5
equity capital; weighted average cost of capital Numerical

7 Cost of capital and investment analysis 1 Lecture and 1.5

GD 3 - Do You Know Your Cost of Capital? by Discussion
Michael T. Jacobs and Anil Shivdasani (HBR)

Total Hrs 4 6.0

UNIT-3 (Investment Decisions)

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8 Concept of Capital Budgeting; Techniques of 1 Lecture and 1.5
capital budgeting – Discounting and Non Numerical
discounting; Payback method
9 Average Rate of Return Method; Net Present 1 Lecture and 1.5
Value Method Numerical

10 Profitability Index Method; Internal Rate of 1 Lecture and 1.5

Return Method; Capital rationing Numerical
GD 4 - Leveraged Growth: Expanding Sales
Without Sacrificing Profits, by John Hagel III
(HBR)
11 Risk Analysis in capital budgeting- Risk 1 Lecture and 1.5
Adjusted discount rate method, Certainty Discussion
equivalent method, Break-even Analysis,
Sensitivity Analysis
12 Presentations – Team 1, 2, 3 and 4 1 Discussion 1.5
Topics –
1. Capital Budgeting Practices in Indian
Companies, IIM Bangalore Management
Review, 2017
2. A Study on shareholders’ wealth
maximization of Muthoot Finance
Limited, International Journal of Applied
Research, 2017
Total Hrs 5 7.5
UNIT-4 (Financing Decisions)
13 1 Lecture and 1.5
Understanding Leverage; Use of Leveraging
Numerical
Decisions; Financial leverage
14 Operating leverage; Combined leverage; 1 Lecture and 1.5
Understanding the concept of Capital Structure, Numerical
practices and it’s determinants
GD 5 - Understanding Financial Leverage, by
Karen Firestone (HBR)
15 Theories of capital structure - Net Income 1 Lecture and 1.5
Approach , Net Operating Income Approach, Numerical
Traditional Approach and Modigliani and Miller
Approach
GD 6 - What’s It Worth?: A General Manager’s
Guide to Valuation, by Timothy A. Luehrman
(HBR)
16 Prsentations Team- 5, 6 and 7 and 8 1 Discussion 1.5
Topics -
1. KPMG Cost of Capital Study 2018 –
New Business Model - Risks and

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 Rewards
2. Navigating uncertainty: PwC’s annual
global Working Capital Study -
Unlocking cash to shore up your business
(2018/19)
Total Hrs 4 6.0
17 UNIT-5 (Dividend Decisions) Lecture and 1.5
Dividend policies and practices in India; Forms Nuemrical
of dividends
GD 7 - Private Equity’s Long View, by Walter
Kiechel (HBR)
18 Concepts of Working Capital; Estimation of 1 Lecture and 1.5
Nuemrical
working capital and Working Capital Financing
19 Inventory management 1 Lecture and 1.5
GD – 8 Why Two Financial Targets Can Be Better Nuemrical
than One, by Scott Whitbread and Mark
Rosenbaum (HBR)
20 1 Lecture and 1.5
Cash Management and Receivable management Nuemrical

Total Hrs 4 6.0

Total Course Hrs 20 30

Pedagogy
Every topic will be discussed in the class in the form of lecture session initially. The
objective is not just to understand the concept but also to have a thorough knowledge of the
ramifications and the applications of the concept in business parlance. Course will follow
following tools for effective learning:
 Lectures
 Group discussion based on Technical Reports, Research Paper, Articles and Case
studies
 Team presentations on assigned topics
 Quiz
 Discussion related to current topics

Resources used:
Magazine and Digital Articles from Harvard Business Review
1. Managing for Shareholder Value—From Top to Bottom, by David L. Wenner and

Richard W. LeBer
November–December 1989 Issue
2. How Companies Can Balance Social Impact and Financial Goals, by Marya Besharov,
Wendy K. Smith and Michael L. Tushman

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 January 04, 2019
3. Do You Know Your Cost of Capital? by Michael T. Jacobs and Anil Shivdasani
July–August 2012 Issue
4. Leveraged Growth: Expanding Sales Without Sacrificing Profits, by John Hagel III
October 2002 Issue
5. Understanding Financial Leverage, by Karen Firestone
December 10, 2012
6. What’s It Worth?: A General Manager’s Guide to Valuation, by Timothy A. Luehrman
May–June 1997 Issue
7. Private Equity’s Long View, by Walter Kiechel
July–August 2007 Issue
8. Why Two Financial Targets Can Be Better than One, by Scott Whitbread and Mark
Rosenbaum
December 20, 2016

Research Paper

1. Capital Budgeting Practices in Indian Companies, IIM Bangalore Management

Review, 2017
2. A Study on shareholders’ wealth maximization of Muthoot Finance Limited,
International Journal of Applied Research, 2017
Technical Reports:

1. KPMG Cost of Capital Study 2018 – New Business Model - Risks and Rewards
2. Navigating uncertainty: PwC’s annual global Working Capital Study - Unlocking
cash to shore up your business (2018/19)

Assessments:
1.1 Description of Course Assessment Components

This course is of 100 marks and will have the following assessment components.
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 S. No. Course Assessment Components Marks/Weightage (%)
1 Assessment 1 : Group Discussion 10
2 Assessment 2 : Team Presentation 10
3 Assessment 3 : Quiz 5
4 Assessment 4 : Assignment 5
5 Assessment 5: Mid Term 20
6 Assessment 6: End-Term Examination 50
Total Marks 100

1.2 Group Discussion:

We propose group discussion for honing students’ brain storming and persuasive
capabilities. A group consists of 8 students and the discussion will last for 10
minutes

1.2.1 Evaluation Rubrics:

The following Rubric will be used for evaluating Group Discussion:
Outstanding (2) Very Good Good (1) Average Below
(1.5) (0.5) Average (0)
Expressi Command of Command of Command Command Command of
on & spoken language is spoken of spoken of spoken spoken
Comman excellent. The language is language is language is language is
d of production of good. The fairly good. fair. The limited. The
Languag language is fluent production of The production production
e and very clear. language is production of language of language
fluent. of language is is hesitant
is mostly comprehen and not
fluent. sible and always
fluent at comprehensi
times ble
Innovati Continuously Applies Develops Attempts to Does not
ve applies creative creative ideas creative develop attempt to
Thinking ideas to make a real to make a real ideas, but creative develop
and useful and useful does not ideas. Does creative
contribution to the contribution to make a not make a ideas. Does
discussion. the discussion. successful successful not make a
contribution contributio successful
to the n to the contribution
discussion. discussion. to the
discussion.
Logical Every major point Every major Every major Some All points
&Analyt was well supported point was point was points were were not
ical with several adequately supported supported supported
Approac relevant facts, supported with with facts, well, others
h statistics and/or relevant facts, statistics were not
examples statistics and/or

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 and/or examples,
examples but the
relevance of
some was
questionable

Ability All counter- Most counter- Most Some Counter-

to arguments were arguments counter- counter arguments
Convinc accurate, relevant were accurate, arguments arguments were not
e and strong relevant, and were were weak accurate
strong accurate and and and/or
relevant, but irrelevant relevant
several were
weak
Initiative Took initiatives Took initiative Took Took Took no
Taken continuously many times initiative initiative initiative
(Openin during the during the occasionally rarely during the
g, discussion. discussion. during the during the discussion.
Closing, discussion. discussion.
Discussi
on)
Total Marks:

1.3 Team Presentation:

This course provides for avenues for personal improvement through team presentation for
course related topics. Each team comprises of 6 students and will presents the chosen topic.
The presentation will be of 12 minutes duration followed by 3 minutes for query handling.
Individual teams will submit the report for presentation 1 week in advance.

The following Rubric will be used for evaluating Team Presentations:

Outstanding (2) Very Good Good (1) Average Below
(1.5) (0.5) Average (0)
Content Content is Content is Content is Content is Content is
accurate and all accurate but accurate but questionable inaccurate.
required some required some . Information
information is information is required Information is not
presented in missing and/or information is not presented in
logical order. not presented in is missing presented in a logical
a logical order, and/or not a logical order
but is still presented in order, making it
generally easy a logical making it difficult to
to follow. order, difficult to follow.
making it follow.

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 difficult to
follow.
Clarity Ideas are fresh, Ideas are new, Develops a Develops a No viable
of and extensively and fairly point of point of point of
Though developed; developed; view and view, view; little
t insightfully insightfully demonstrates demonstrati or no
develops a point develops a point competent ng some evidence;
of of view and critical critical weak critical
view and demonstrates thinking; thinking; thinking,
demonstrates critical enough may have providing
outstanding thinking. supporting inconsistent inappropriat
critical thinking. detail to or e or
accomplish inadequate insufficient
the purpose examples examples.
of the cited in the
assignment. assignment
Langua Free of Free of most Occasional Numerous Mechanical
ge mechanical errors mechanical mechanical mechanical errors;
(grammar, errors errors; errors; frequent and
punctuation, (grammar, competent weak or fundamental
spelling); precise punctuation, use of inappropriat errors in
& spelling); language and e word choice,
purposeful, precise & sometimes use of simplistic
demonstrating a purposeful, varies language sentences;
command of demonstrating a sentence and errors in
language command of structure; sentence format.
and variety of language generally structure;
sentence and variety of appropriate some
structures; sentence format weakness in
appropriate structures; format.
format appropriate
format.
Structur Assignment is Assignment is Assignment Assignment Assignment
e/Prese creative and neat. well thought, is well lacks is hastily
ntation Assignment is creative and thought out creativity constructed.
exceptionally neat. and neat. and Contains
organized and Assignment is Minimal neatness. numerous
well structured. properly problems in Several problems in
Sources organized and organization problems in organization
are credible, well structured. and structure. organization and
correctly Sources Sources are and lacks
cited, and are credible, credible, structure. structure.
effectively correctly have Sources are Sources
enhance the cited, and minimal poorly are

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 content of effectively citation chosen, have inappropriat
the project. enhance the errors, and several e or missing,
content of support citation and, if
the project. the content errors, and present, lack
of the only proper
Assignment. minimally citations.
support the
content of
the
Assignment.

2. Course Conduct Policy

2.1 Academic Honesty
Students are expected to uphold the standard of conduct for students relating to
avoidance of academic dishonesty. Academic Dishonesty is defined as an intentional act
of deception in which a student seeks to claim credit for the work or effort of another
person or uses unauthorised materials or fabricated information in any academic work.
Students assume full responsibility for the content and integrity of the academic work
they submit. The guiding principle of academic integrity is that a student’s submitted
work, examinations, reports, and projects must be that student’s own work for individual
assignments, and the group’s own work for group assignments/ projects. Students are
guilty of academic dishonesty if they:
 Use or obtain unauthorised materials or assistance in any academic work; i.e.
cheating.
 Falsify or invent any information regarded as cheating by the instructor; i.e.
fabrication.
 Give unauthorised assistance to other students, i.e. assisting in dishonesty.
 Represent the work of others as their own; i.e. plagiarism.
 Modify, without instructor approval, an examination paper, record or report for
the purpose of obtaining additional credit; i.e. tampering.
The penalty for academic dishonesty is severe. Any student guilty of academic
dishonesty may be subject to receive a failing grade for the examination, assignment,
quiz, or class participation exercise as deemed appropriate by the instructor. In addition,
the penalty could also imply that the student receives a failing grade for the course and
be reported to the PGP Chairperson and the Unfair Means Committee (Refer Policies on
“Use of Unfair means in Examination).
2.2 Students with Disability
GLBIMR is committed to promoting full participation for disabled students in all aspects
of the academic and social life of the Institute. We have initiated an ongoing process of
reviewing and developing our policy and practices for promoting full inclusion for
students and staff with disabilities and we consult regularly with them as part of this
process. The main elements of our policy are listed below:

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 Environment. We are committed to the systematic review and improvement of
physical access across all of our sites. Where physical or sensory barriers limit access
to services, we will endeavour to provide the service at a suitable alternative venue.
 Access to facilities and support. Students with disabilities will have access to the
same range of support services as are available to their non-disabled peers. All
facilities and equipment will be made as accessible as possible.
 Information for applicants, students and staff. All publicity, Program details, and
general information will be offered in accessible formats with sufficient time to
allow for modification into alternative formats where necessary, for familiarisation
by students or personal support workers, and early application for support.

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 For Faculty Version of Course Outline Only
This section of course outline is not to be distributed to Students.

3. Teaching Method Utilization Map

T1 Lectures
T2 Case Discussions
T3 Student Presentation based on Team Assignment
T4 Student led Discussion
T5 One on One Presentation/Feedback
T6 Class Assignment and Discussion

Teaching
S1 S1 S1 S1 S1 S1
Methods/Session S1 S2 S3 S4 S5 S6 S7 S8 S9 S12 S15
0 1 3 4 6 7
s
T1
Teaching , T1 T1 T1 T1
T1, T1, T1, T1,
Methods T1 T1 T2 T1 T1 , , , , T1 T1 T1 T1
T2 T2 T2 T2
(Primary) , T2 T2 T2 T2
T5
Teaching
Method T4 T4 T4 T4 T4 T4 T4 T4 T4 T4 T4 T4 T4 T4 T4 T4 T4
(Secondary)

4. Graduate attributes:
GLBIMR look forward towards developing a globally acclaimed research oriented
business management school wherein management graduates will be able to inculcate
the following graduate attributes:

i. Knowledgeable: Integrate functional knowledge, research aptitude, critical thinking,

creativity, and strategic management skills for decision making in local and global
contexts.
ii. Effective communicator: Exhibit effective communication skills both verbal and
written in order to articulate ideas in varieties of contexts, styles and mediums.
iii. Collaborative leaders: Inculcate leadership and team building skills towards
achievement of personal and organizational goals in a collaborative manner.
iv. Ethically and socially responsible: Engage in ethical and professional practices in
decision making with integrity that positively impacts the community and society.
v. Entrepreneurial Orientation: Foster innovation and entrepreneurial skills to
optimally utilize resources for the benefit of nation at large.

5. Program Education Objectives (PEOs)

The institute aims at utilizing contemporary and innovative teaching and learning
practices to achieve the following objectives:

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 i. To impart knowledge benchmarked against best management and industry
practices, develop research skills and core business competencies to understand,
analyse, and solve managerial problems creatively.
ii. To prepare industry ready graduates who can interact and communicate effectively
in various business situations.
iii. To develop team oriented leaders sensitive towards organizational issues and
challenges for synergistic growth.
iv. To encourage enterprising students with competitive business ideas to leverage
opportunities in a dynamic global business environment.
v. To enhance ethical and socially responsible behaviour in graduates to achieve high
level of personal and professional integrity leading to greater societal impact.
6. Program Learning Outcomes (PLOs)
At the end of the program the students will be able to:

i. Applying theoretical and practical insights to critically assess business problems

and provide research based solutions in the global arena.
ii. Demonstrating ability to work cohesively and effectively in diverse teams.
iii. Exhibiting a holistic personality for professional excellence and personal growth.
iv. Analysing business situations using rational and ethical judgment.
v. Communicating effectively in business context using ICT and digital tools.

7. Course Learning Outcomes (CLOs)

CL01: Identify and understand core concepts of various investment opportunities for
the investor’s decisions.
CL02: Evaluate the risk and return of a security and portfolio
CL03: Critically assess and analyze various models of investment management and
Perform technical and fundamental analysis for investment instruments.
CL04: Propose and manage investment strategies for investment portfolios.

8. Program Education Objectives to Program Learning Objectives Mapping

Matrix
  PEO 1 PEO 2 PEO 3 PEO 4 PEO 5
Assessment/LO          
PL0 1 H H H H M
PL0 2 M H H L M
PL0 3 M H H H M
PL0 4 H M H M H
PL0 5 L H M L H
(Remarks if any)          

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 9. Program Learning Outcomes (PLOs) to Course Learning Outcomes (CLOs)
Mapping Matrix
PLO1 PLO2 PLO3 PLO4 PLO5
CLO1 S M S M W
CLO2 S M S M M
CLO3 S M S S M
CLO4 S S S S S

10. Program Learning Outcomes to Course Assessment Mapping Matrix

Assessment/LO PLO 1 PLO 2 PLO 3 PLO 4 PLO 5
Relevant Session Nos. 1-20 1-20 1-20 1-20 1-20
Group Discussion    
Team Presentation    
Quiz     
Assignment     
Mid Term Examination    
End Term Examination    
(Remarks if any)

11. Program Learning Outcomes to Course Assessment Mapping Matrix

Assessment/LO CLO 1 CLO 2 CLO 3 CLO 4
Relevant Session Nos. 1-20 1-20 1-20 1-20
Group Discussion    
Assignments   
Presentation   
Quiz    
Mid Term Examination    
End Term Examination    

12. Feedback system

Faculty to Student feedback- Process, duration, follow-up

  Outstanding Very Good Good Average Below

Average
Class Proactively and Proactively Proactively Few Student
Participatio regularly and regularly contributes contributions never
n contributes to contributes to to class to class participates
class discussion; class discussion; discussions; in class
initiates discussion; and seldom discussion;
discussion on initiates responds to volunteers. rarely
issues related to discussion. direct responds to
the class topic. questions. direct
question
Attendance Student has Maintains Student has Student has Student has
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 consistent nearby mostly some poor
attendance in regular consistent absences attendance.
class. attendance in attendance from class.
class. in class.
Discipline Student always Student Student Student Student
follows school almost always usually sometimes usually
and class rules follows follows displays displays
and procedures school and school and disruptive disruptive
and always brings class rules class rules behaviour behaviour
a positive and and during class during class
attitude. procedures procedures and and usually
and always and brings sometimes has a
brings a mostly a brings a negative
positive positive negative attitude.
attitude. attitude. attitude.
Punctuality Student was Student was Student was Student was Student was
always on/before almost always mostly on rarely on always late
the time of the on time for time for the time for the in class.
class. the class class. class. Never
reached on
time for the
class.
Assessment Student did Student did Student did Student Student did
exceptionally well in all the fairly well performed poorly in all
well in all the assessments in almost all below the
assessments till till date; on- the average in assessments
date; on-time time assessments all the till date.
submission. submission. till date; on- assessments
time till date.
submission.

Evaluation Criteria
Total marks Assigned: 100

Activity Marks
Case Study Analysis with Group Discussion 10
Quiz 05
News Hunt 05
Team Presentation 10
Mid Term Examination 20
End Term Examination 50

Assessment Map:
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 Course A1 A2 A3 A4 A5
Assessment
   

Notes:

A1: Quiz/ Assignment

A2: Group Discussion/Project
A3: Open Book Examination
A4: Closed Book Examination
A5: Team Presentation

Teaching Map:

Teaching T1 T2 T3 T4 T5 T6
Methodology
   

Notes:
T1: Lectures
T2: Seminars/Tutorials
T3: Projects & Presentation
T4: Case Discussion
T5: Guest Lectures/Industrial Visit
T6: Lab Sessions

Curriculum Map:

Learning L1 L2 L3 L4 L5 L6 L7 L8 L9
from
Course
     

Notes:
Learning from the course related to Knowledge:
L1: Understanding of appropriate techniques sufficient to allow investigation into relevant
business & management issues.
L2: An awareness of current issues in business & management which is informed by
research & practice in the field.

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L3: The ability to apply relevant knowledge to practical situation.

Learning from the course related to Skills:

L4: The ability to acquire & analyze data and information.
L5: An improvement in both oral & written communication skills.

Learning from the course related to Attitude:

L6: Understanding of organizations, their external context and their management.
L7: The ability to work & lead effectively in a team based environment.

Learning from the course related to Values:

L8: Being aware of the impact of their individual & corporate actions on society and
recognize ethical business practices.
L9: Being sensitive to the social economic and environmental responsibilities of business.

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