Course Description:

An Organization consists of different departments and processes. Managers at all level must understand how a company’s departments and processes “fit” together to achieve its goal. It focuses on all the functional areas of business and presents a cohesive strategic management model from a strategic perspective. The subject provides an insight on the strategy adopted by the companies in response to environmental change. The course provides a comprehensive and integrated presentation of current strategic management thinking in a clear and succinct format.

Course Objective:

·       To learn the fundamentals of strategic management using the case method.

·       To understand the fundamental principles & interrelationships among business functions such as: R & D, Production, Marketing, Customer Service, finance, human resources and Information Technology

·       To understand the interrelationships of business to individuals, other organizations, government and society.

Defining strategy- levels at which strategy operates- approaches to strategic decision making, the strategic management process- Strategic intent: Vision, mission and objectives

Defining strategy- levels at which strategy operates- approaches to strategic decision making, the strategic management process- Strategic intent: Vision, mission and objectives

Defining strategy- levels at which strategy operates- approaches to strategic decision making, the strategic management process- Strategic intent: Vision, mission and objectives

Defining strategy- levels at which strategy operates- approaches to strategic decision making, the strategic management process- Strategic intent: Vision, mission and objectives

Defining strategy- levels at which strategy operates- approaches to strategic decision making, the strategic management process- Strategic intent: Vision, mission and objectives

Defining strategy- levels at which strategy operates- approaches to strategic decision making, the strategic management process- Strategic intent: Vision, mission and objectives

Defining strategy- levels at which strategy operates- approaches to strategic decision making, the strategic management process- Strategic intent: Vision, mission and objectives

Defining strategy- levels at which strategy operates- approaches to strategic decision making, the strategic management process- Strategic intent: Vision, mission and objectives

Defining strategy- levels at which strategy operates- approaches to strategic decision making, the strategic management process- Strategic intent: Vision, mission and objectives

Defining strategy- levels at which strategy operates- approaches to strategic decision making, the strategic management process- Strategic intent: Vision, mission and objectives

Defining strategy- levels at which strategy operates- approaches to strategic decision making, the strategic management process- Strategic intent: Vision, mission and objectives

Defining strategy- levels at which strategy operates- approaches to strategic decision making, the strategic management process- Strategic intent: Vision, mission and objectives

Defining strategy- levels at which strategy operates- approaches to strategic decision making, the strategic management process- Strategic intent: Vision, mission and objectives

The organizations environment- External and internal environment, components of external and internal environment- Environment scanning- Organizations responses to the environment, A framework for industry analysis, Michael porter’s analysis- usefulness of Industry analysis- Competitive analysis: Forces shaping competition in an industry- interpreting the Five force models- Strategic group, and competitor analysis- Internal analysis: Resource based strategy- the resource based view, Resources- capabilities and competencies- approaches to internal analysis

The organizations environment- External and internal environment, components of external and internal environment- Environment scanning- Organizations responses to the environment, A framework for industry analysis, Michael porter’s analysis- usefulness of Industry analysis- Competitive analysis: Forces shaping competition in an industry- interpreting the Five force models- Strategic group, and competitor analysis- Internal analysis: Resource based strategy- the resource based view, Resources- capabilities and competencies- approaches to internal analysis

The organizations environment- External and internal environment, components of external and internal environment- Environment scanning- Organizations responses to the environment, A framework for industry analysis, Michael porter’s analysis- usefulness of Industry analysis- Competitive analysis: Forces shaping competition in an industry- interpreting the Five force models- Strategic group, and competitor analysis- Internal analysis: Resource based strategy- the resource based view, Resources- capabilities and competencies- approaches to internal analysis

The organizations environment- External and internal environment, components of external and internal environment- Environment scanning- Organizations responses to the environment, A framework for industry analysis, Michael porter’s analysis- usefulness of Industry analysis- Competitive analysis: Forces shaping competition in an industry- interpreting the Five force models- Strategic group, and competitor analysis- Internal analysis: Resource based strategy- the resource based view, Resources- capabilities and competencies- approaches to internal analysis

The organizations environment- External and internal environment, components of external and internal environment- Environment scanning- Organizations responses to the environment, A framework for industry analysis, Michael porter’s analysis- usefulness of Industry analysis- Competitive analysis: Forces shaping competition in an industry- interpreting the Five force models- Strategic group, and competitor analysis- Internal analysis: Resource based strategy- the resource based view, Resources- capabilities and competencies- approaches to internal analysis

The organizations environment- External and internal environment, components of external and internal environment- Environment scanning- Organizations responses to the environment, A framework for industry analysis, Michael porter’s analysis- usefulness of Industry analysis- Competitive analysis: Forces shaping competition in an industry- interpreting the Five force models- Strategic group, and competitor analysis- Internal analysis: Resource based strategy- the resource based view, Resources- capabilities and competencies- approaches to internal analysis

The organizations environment- External and internal environment, components of external and internal environment- Environment scanning- Organizations responses to the environment, A framework for industry analysis, Michael porter’s analysis- usefulness of Industry analysis- Competitive analysis: Forces shaping competition in an industry- interpreting the Five force models- Strategic group, and competitor analysis- Internal analysis: Resource based strategy- the resource based view, Resources- capabilities and competencies- approaches to internal analysis

The organizations environment- External and internal environment, components of external and internal environment- Environment scanning- Organizations responses to the environment, A framework for industry analysis, Michael porter’s analysis- usefulness of Industry analysis- Competitive analysis: Forces shaping competition in an industry- interpreting the Five force models- Strategic group, and competitor analysis- Internal analysis: Resource based strategy- the resource based view, Resources- capabilities and competencies- approaches to internal analysis

The organizations environment- External and internal environment, components of external and internal environment- Environment scanning- Organizations responses to the environment, A framework for industry analysis, Michael porter’s analysis- usefulness of Industry analysis- Competitive analysis: Forces shaping competition in an industry- interpreting the Five force models- Strategic group, and competitor analysis- Internal analysis: Resource based strategy- the resource based view, Resources- capabilities and competencies- approaches to internal analysis

The organizations environment- External and internal environment, components of external and internal environment- Environment scanning- Organizations responses to the environment, A framework for industry analysis, Michael porter’s analysis- usefulness of Industry analysis- Competitive analysis: Forces shaping competition in an industry- interpreting the Five force models- Strategic group, and competitor analysis- Internal analysis: Resource based strategy- the resource based view, Resources- capabilities and competencies- approaches to internal analysis

The organizations environment- External and internal environment, components of external and internal environment- Environment scanning- Organizations responses to the environment, A framework for industry analysis, Michael porter’s analysis- usefulness of Industry analysis- Competitive analysis: Forces shaping competition in an industry- interpreting the Five force models- Strategic group, and competitor analysis- Internal analysis: Resource based strategy- the resource based view, Resources- capabilities and competencies- approaches to internal analysis

The organizations environment- External and internal environment, components of external and internal environment- Environment scanning- Organizations responses to the environment, A framework for industry analysis, Michael porter’s analysis- usefulness of Industry analysis- Competitive analysis: Forces shaping competition in an industry- interpreting the Five force models- Strategic group, and competitor analysis- Internal analysis: Resource based strategy- the resource based view, Resources- capabilities and competencies- approaches to internal analysis

The organizations environment- External and internal environment, components of external and internal environment- Environment scanning- Organizations responses to the environment, A framework for industry analysis, Michael porter’s analysis- usefulness of Industry analysis- Competitive analysis: Forces shaping competition in an industry- interpreting the Five force models- Strategic group, and competitor analysis- Internal analysis: Resource based strategy- the resource based view, Resources- capabilities and competencies- approaches to internal analysis

Corporate level strategy: Introduction- The balanced scorecard- Grand strategies- Growth/Expansion strategy- Diversification Strategy- Stability strategy- Retrenchment strategy- combination strategy, BCG matrix, Global Strategies for corporates– Objective and modes of entry

Corporate level strategy: Introduction- The balanced scorecard- Grand strategies- Growth/Expansion strategy- Diversification Strategy- Stability strategy- Retrenchment strategy- combination strategy, BCG matrix, Global Strategies for corporates– Objective and modes of entry

Corporate level strategy: Introduction- The balanced scorecard- Grand strategies- Growth/Expansion strategy- Diversification Strategy- Stability strategy- Retrenchment strategy- combination strategy, BCG matrix, Global Strategies for corporates– Objective and modes of entry

Corporate level strategy: Introduction- The balanced scorecard- Grand strategies- Growth/Expansion strategy- Diversification Strategy- Stability strategy- Retrenchment strategy- combination strategy, BCG matrix, Global Strategies for corporates– Objective and modes of entry

Corporate level strategy: Introduction- The balanced scorecard- Grand strategies- Growth/Expansion strategy- Diversification Strategy- Stability strategy- Retrenchment strategy- combination strategy, BCG matrix, Global Strategies for corporates– Objective and modes of entry

Corporate level strategy: Introduction- The balanced scorecard- Grand strategies- Growth/Expansion strategy- Diversification Strategy- Stability strategy- Retrenchment strategy- combination strategy, BCG matrix, Global Strategies for corporates– Objective and modes of entry

Corporate level strategy: Introduction- The balanced scorecard- Grand strategies- Growth/Expansion strategy- Diversification Strategy- Stability strategy- Retrenchment strategy- combination strategy, BCG matrix, Global Strategies for corporates– Objective and modes of entry

Corporate level strategy: Introduction- The balanced scorecard- Grand strategies- Growth/Expansion strategy- Diversification Strategy- Stability strategy- Retrenchment strategy- combination strategy, BCG matrix, Global Strategies for corporates– Objective and modes of entry

Corporate level strategy: Introduction- The balanced scorecard- Grand strategies- Growth/Expansion strategy- Diversification Strategy- Stability strategy- Retrenchment strategy- combination strategy, BCG matrix, Global Strategies for corporates– Objective and modes of entry

Corporate level strategy: Introduction- The balanced scorecard- Grand strategies- Growth/Expansion strategy- Diversification Strategy- Stability strategy- Retrenchment strategy- combination strategy, BCG matrix, Global Strategies for corporates– Objective and modes of entry

Corporate level strategy: Introduction- The balanced scorecard- Grand strategies- Growth/Expansion strategy- Diversification Strategy- Stability strategy- Retrenchment strategy- combination strategy, BCG matrix, Global Strategies for corporates– Objective and modes of entry

Corporate level strategy: Introduction- The balanced scorecard- Grand strategies- Growth/Expansion strategy- Diversification Strategy- Stability strategy- Retrenchment strategy- combination strategy, BCG matrix, Global Strategies for corporates– Objective and modes of entry

Corporate level strategy: Introduction- The balanced scorecard- Grand strategies- Growth/Expansion strategy- Diversification Strategy- Stability strategy- Retrenchment strategy- combination strategy, BCG matrix, Global Strategies for corporates– Objective and modes of entry

The concept of corporate restructuring- the process of restructuring- mergers and acquisition- takeovers- cooperative strategies- Reasons for strategic alliances- risks and costs of strategic alliances

The concept of corporate restructuring- the process of restructuring- mergers and acquisition- takeovers- cooperative strategies- Reasons for strategic alliances- risks and costs of strategic alliances

The concept of corporate restructuring- the process of restructuring- mergers and acquisition- takeovers- cooperative strategies- Reasons for strategic alliances- risks and costs of strategic alliances

The concept of corporate restructuring- the process of restructuring- mergers and acquisition- takeovers- cooperative strategies- Reasons for strategic alliances- risks and costs of strategic alliances

The concept of corporate restructuring- the process of restructuring- mergers and acquisition- takeovers- cooperative strategies- Reasons for strategic alliances- risks and costs of strategic alliances

The concept of corporate restructuring- the process of restructuring- mergers and acquisition- takeovers- cooperative strategies- Reasons for strategic alliances- risks and costs of strategic alliances

The concept of corporate restructuring- the process of restructuring- mergers and acquisition- takeovers- cooperative strategies- Reasons for strategic alliances- risks and costs of strategic alliances

The concept of corporate restructuring- the process of restructuring- mergers and acquisition- takeovers- cooperative strategies- Reasons for strategic alliances- risks and costs of strategic alliances

The concept of corporate restructuring- the process of restructuring- mergers and acquisition- takeovers- cooperative strategies- Reasons for strategic alliances- risks and costs of strategic alliances

The concept of corporate restructuring- the process of restructuring- mergers and acquisition- takeovers- cooperative strategies- Reasons for strategic alliances- risks and costs of strategic alliances

The concept of corporate restructuring- the process of restructuring- mergers and acquisition- takeovers- cooperative strategies- Reasons for strategic alliances- risks and costs of strategic alliances

The concept of corporate restructuring- the process of restructuring- mergers and acquisition- takeovers- cooperative strategies- Reasons for strategic alliances- risks and costs of strategic alliances

The concept of corporate restructuring- the process of restructuring- mergers and acquisition- takeovers- cooperative strategies- Reasons for strategic alliances- risks and costs of strategic alliances

Issues in strategy implementation- Activating strategy and resource allocation- strategy-structure relationship- the functional structure- divisionalisation- Functional level strategies:

Operational strategy, financial strategy, marketing strategy and Human resource strategy 

Issues in strategy implementation- Activating strategy and resource allocation- strategy-structure relationship- the functional structure- divisionalisation- Functional level strategies:

Operational strategy, financial strategy, marketing strategy and Human resource strategy 

Issues in strategy implementation- Activating strategy and resource allocation- strategy-structure relationship- the functional structure- divisionalisation- Functional level strategies:

Operational strategy, financial strategy, marketing strategy and Human resource strategy 

Issues in strategy implementation- Activating strategy and resource allocation- strategy-structure relationship- the functional structure- divisionalisation- Functional level strategies:

Operational strategy, financial strategy, marketing strategy and Human resource strategy 

Issues in strategy implementation- Activating strategy and resource allocation- strategy-structure relationship- the functional structure- divisionalisation- Functional level strategies:

Operational strategy, financial strategy, marketing strategy and Human resource strategy 

Issues in strategy implementation- Activating strategy and resource allocation- strategy-structure relationship- the functional structure- divisionalisation- Functional level strategies:

Operational strategy, financial strategy, marketing strategy and Human resource strategy 

Issues in strategy implementation- Activating strategy and resource allocation- strategy-structure relationship- the functional structure- divisionalisation- Functional level strategies:

Operational strategy, financial strategy, marketing strategy and Human resource strategy 

Issues in strategy implementation- Activating strategy and resource allocation- strategy-structure relationship- the functional structure- divisionalisation- Functional level strategies:

Operational strategy, financial strategy, marketing strategy and Human resource strategy 

Issues in strategy implementation- Activating strategy and resource allocation- strategy-structure relationship- the functional structure- divisionalisation- Functional level strategies:

Operational strategy, financial strategy, marketing strategy and Human resource strategy 

Issues in strategy implementation- Activating strategy and resource allocation- strategy-structure relationship- the functional structure- divisionalisation- Functional level strategies:

Operational strategy, financial strategy, marketing strategy and Human resource strategy 

Issues in strategy implementation- Activating strategy and resource allocation- strategy-structure relationship- the functional structure- divisionalisation- Functional level strategies:

Operational strategy, financial strategy, marketing strategy and Human resource strategy 

Issues in strategy implementation- Activating strategy and resource allocation- strategy-structure relationship- the functional structure- divisionalisation- Functional level strategies:

Operational strategy, financial strategy, marketing strategy and Human resource strategy 

Issues in strategy implementation- Activating strategy and resource allocation- strategy-structure relationship- the functional structure- divisionalisation- Functional level strategies:

Operational strategy, financial strategy, marketing strategy and Human resource strategy 

Corporate governance and strategic management- strategic leadership- corporate culture and strategic management- corporate politics and power- personal values and business ethics

Corporate governance and strategic management- strategic leadership- corporate culture and strategic management- corporate politics and power- personal values and business ethics

Corporate governance and strategic management- strategic leadership- corporate culture and strategic management- corporate politics and power- personal values and business ethics

Corporate governance and strategic management- strategic leadership- corporate culture and strategic management- corporate politics and power- personal values and business ethics

Corporate governance and strategic management- strategic leadership- corporate culture and strategic management- corporate politics and power- personal values and business ethics

Corporate governance and strategic management- strategic leadership- corporate culture and strategic management- corporate politics and power- personal values and business ethics

Corporate governance and strategic management- strategic leadership- corporate culture and strategic management- corporate politics and power- personal values and business ethics

Corporate governance and strategic management- strategic leadership- corporate culture and strategic management- corporate politics and power- personal values and business ethics

Corporate governance and strategic management- strategic leadership- corporate culture and strategic management- corporate politics and power- personal values and business ethics

Corporate governance and strategic management- strategic leadership- corporate culture and strategic management- corporate politics and power- personal values and business ethics

Corporate governance and strategic management- strategic leadership- corporate culture and strategic management- corporate politics and power- personal values and business ethics

Corporate governance and strategic management- strategic leadership- corporate culture and strategic management- corporate politics and power- personal values and business ethics

Corporate governance and strategic management- strategic leadership- corporate culture and strategic management- corporate politics and power- personal values and business ethics

Importance, barriers- evaluation criteria- strategic control- operational control- evaluation techniques for operational control- characteristics of an effective control system

Importance, barriers- evaluation criteria- strategic control- operational control- evaluation techniques for operational control- characteristics of an effective control system

Importance, barriers- evaluation criteria- strategic control- operational control- evaluation techniques for operational control- characteristics of an effective control system

Importance, barriers- evaluation criteria- strategic control- operational control- evaluation techniques for operational control- characteristics of an effective control system

Importance, barriers- evaluation criteria- strategic control- operational control- evaluation techniques for operational control- characteristics of an effective control system

Importance, barriers- evaluation criteria- strategic control- operational control- evaluation techniques for operational control- characteristics of an effective control system

Importance, barriers- evaluation criteria- strategic control- operational control- evaluation techniques for operational control- characteristics of an effective control system

Importance, barriers- evaluation criteria- strategic control- operational control- evaluation techniques for operational control- characteristics of an effective control system

Importance, barriers- evaluation criteria- strategic control- operational control- evaluation techniques for operational control- characteristics of an effective control system

Importance, barriers- evaluation criteria- strategic control- operational control- evaluation techniques for operational control- characteristics of an effective control system

Importance, barriers- evaluation criteria- strategic control- operational control- evaluation techniques for operational control- characteristics of an effective control system

Importance, barriers- evaluation criteria- strategic control- operational control- evaluation techniques for operational control- characteristics of an effective control system

Importance, barriers- evaluation criteria- strategic control- operational control- evaluation techniques for operational control- characteristics of an effective control system

Designing a technology strategy- Technology forecasting and R & D Strategies- Strategies for acquisition and absorption of technology- Social audit

Designing a technology strategy- Technology forecasting and R & D Strategies- Strategies for acquisition and absorption of technology- Social audit

Designing a technology strategy- Technology forecasting and R & D Strategies- Strategies for acquisition and absorption of technology- Social audit

Designing a technology strategy- Technology forecasting and R & D Strategies- Strategies for acquisition and absorption of technology- Social audit

Designing a technology strategy- Technology forecasting and R & D Strategies- Strategies for acquisition and absorption of technology- Social audit

Designing a technology strategy- Technology forecasting and R & D Strategies- Strategies for acquisition and absorption of technology- Social audit

Designing a technology strategy- Technology forecasting and R & D Strategies- Strategies for acquisition and absorption of technology- Social audit

Designing a technology strategy- Technology forecasting and R & D Strategies- Strategies for acquisition and absorption of technology- Social audit

Designing a technology strategy- Technology forecasting and R & D Strategies- Strategies for acquisition and absorption of technology- Social audit

Designing a technology strategy- Technology forecasting and R & D Strategies- Strategies for acquisition and absorption of technology- Social audit

Designing a technology strategy- Technology forecasting and R & D Strategies- Strategies for acquisition and absorption of technology- Social audit

Designing a technology strategy- Technology forecasting and R & D Strategies- Strategies for acquisition and absorption of technology- Social audit

Designing a technology strategy- Technology forecasting and R & D Strategies- Strategies for acquisition and absorption of technology- Social audit

2.     Barney, J.B. &Hesterly, W.S.(2011).Strategic Management & Competitive Advantage: Concepts & Cases(4^th ed.). Prentice Hall.

3.     Dess, G., Eisner, A., Lumpkin, G.T., &Namara, G.M. (2011).Strategic Management: creating competitive advantages (6^thed.).McGraw Hill Education.

4.     Hill, C.W.L., & Jones, G.R. (2012). Strategic Management-An Integrated Approach (10^thed.).South Western: Cengage Learning.

Course Description:

India has a well-developed tax structure with a three-tier federal structure,comprising the Union Government, the State Governments and the Urban/Rural Local Bodies. The power to levy taxes and duties is distributed among the three tiers of Governments, in accordance with the provisions of the Indian Constitution. The study of tax laws is of a great importance for Management students as it exposes students to the tax environment in India. This course is introduced as part of the BBA program to give an overall idea about the theoretical and practical aspects of direct and indirect taxes in India. The content of the course is arranged in such a manner that it gives an outline of the Income tax law and GST Law in an analytical and simple manner.

Course Objectives:

1. To demonstrate the concepts of Direct Taxation, Tax regime, Law and Practice in India.  
2. To outline the basic concepts and Practice of Goods and Service Tax in India.
3. To apply the knowledge in computing Taxable Income.
4. To exhibit tax planning skills to minimize tax liability by adhering to the provisions of legal enactments governing Taxes in India.
5. To explain the Law and Practice of Customs Act  in India

Legal enactments governing Income Tax in India, An overview of basic Concepts- Assessee, Person, Assessment Year, Previous Year, Agricultural Income, Income, GTI, Total Income, Average Rate Of Tax. Determination of residential status, Kinds of income, incidence of tax.

Tax free incomes. Capital and Revenue Expenditure. Comparison between Tax structure in India and other countries. (Self-study)

Legal enactments governing Income Tax in India, An overview of basic Concepts- Assessee, Person, Assessment Year, Previous Year, Agricultural Income, Income, GTI, Total Income, Average Rate Of Tax. Determination of residential status, Kinds of income, incidence of tax.

Tax free incomes. Capital and Revenue Expenditure. Comparison between Tax structure in India and other countries. (Self-study)

Legal enactments governing Income Tax in India, An overview of basic Concepts- Assessee, Person, Assessment Year, Previous Year, Agricultural Income, Income, GTI, Total Income, Average Rate Of Tax. Determination of residential status, Kinds of income, incidence of tax.

Tax free incomes. Capital and Revenue Expenditure. Comparison between Tax structure in India and other countries. (Self-study)

Legal enactments governing Income Tax in India, An overview of basic Concepts- Assessee, Person, Assessment Year, Previous Year, Agricultural Income, Income, GTI, Total Income, Average Rate Of Tax. Determination of residential status, Kinds of income, incidence of tax.

Tax free incomes. Capital and Revenue Expenditure. Comparison between Tax structure in India and other countries. (Self-study)

Legal enactments governing Income Tax in India, An overview of basic Concepts- Assessee, Person, Assessment Year, Previous Year, Agricultural Income, Income, GTI, Total Income, Average Rate Of Tax. Determination of residential status, Kinds of income, incidence of tax.

Tax free incomes. Capital and Revenue Expenditure. Comparison between Tax structure in India and other countries. (Self-study)

Legal enactments governing Income Tax in India, An overview of basic Concepts- Assessee, Person, Assessment Year, Previous Year, Agricultural Income, Income, GTI, Total Income, Average Rate Of Tax. Determination of residential status, Kinds of income, incidence of tax.

Tax free incomes. Capital and Revenue Expenditure. Comparison between Tax structure in India and other countries. (Self-study)

Legal enactments governing Income Tax in India, An overview of basic Concepts- Assessee, Person, Assessment Year, Previous Year, Agricultural Income, Income, GTI, Total Income, Average Rate Of Tax. Determination of residential status, Kinds of income, incidence of tax.

Tax free incomes. Capital and Revenue Expenditure. Comparison between Tax structure in India and other countries. (Self-study)

Legal enactments governing Income Tax in India, An overview of basic Concepts- Assessee, Person, Assessment Year, Previous Year, Agricultural Income, Income, GTI, Total Income, Average Rate Of Tax. Determination of residential status, Kinds of income, incidence of tax.

Tax free incomes. Capital and Revenue Expenditure. Comparison between Tax structure in India and other countries. (Self-study)

Legal enactments governing Income Tax in India, An overview of basic Concepts- Assessee, Person, Assessment Year, Previous Year, Agricultural Income, Income, GTI, Total Income, Average Rate Of Tax. Determination of residential status, Kinds of income, incidence of tax.

Tax free incomes. Capital and Revenue Expenditure. Comparison between Tax structure in India and other countries. (Self-study)

Legal enactments governing Income Tax in India, An overview of basic Concepts- Assessee, Person, Assessment Year, Previous Year, Agricultural Income, Income, GTI, Total Income, Average Rate Of Tax. Determination of residential status, Kinds of income, incidence of tax.

Tax free incomes. Capital and Revenue Expenditure. Comparison between Tax structure in India and other countries. (Self-study)

Legal enactments governing Income Tax in India, An overview of basic Concepts- Assessee, Person, Assessment Year, Previous Year, Agricultural Income, Income, GTI, Total Income, Average Rate Of Tax. Determination of residential status, Kinds of income, incidence of tax.

Tax free incomes. Capital and Revenue Expenditure. Comparison between Tax structure in India and other countries. (Self-study)

Legal enactments governing Income Tax in India, An overview of basic Concepts- Assessee, Person, Assessment Year, Previous Year, Agricultural Income, Income, GTI, Total Income, Average Rate Of Tax. Determination of residential status, Kinds of income, incidence of tax.

Tax free incomes. Capital and Revenue Expenditure. Comparison between Tax structure in India and other countries. (Self-study)

Legal enactments governing Income Tax in India, An overview of basic Concepts- Assessee, Person, Assessment Year, Previous Year, Agricultural Income, Income, GTI, Total Income, Average Rate Of Tax. Determination of residential status, Kinds of income, incidence of tax.

Tax free incomes. Capital and Revenue Expenditure. Comparison between Tax structure in India and other countries. (Self-study)

Chargeability, Treatment of Various Allowances, Perquisites, and their Valuation, Treatment of Provident Fund, profit in Lieu of salary, Deductions from Gross Salary (Practical Problems). Retirement Benefits Computation of taxable salary.

Chargeability, Treatment of Various Allowances, Perquisites, and their Valuation, Treatment of Provident Fund, profit in Lieu of salary, Deductions from Gross Salary (Practical Problems). Retirement Benefits Computation of taxable salary.

Chargeability, Treatment of Various Allowances, Perquisites, and their Valuation, Treatment of Provident Fund, profit in Lieu of salary, Deductions from Gross Salary (Practical Problems). Retirement Benefits Computation of taxable salary.

Chargeability, Treatment of Various Allowances, Perquisites, and their Valuation, Treatment of Provident Fund, profit in Lieu of salary, Deductions from Gross Salary (Practical Problems). Retirement Benefits Computation of taxable salary.

Chargeability, Treatment of Various Allowances, Perquisites, and their Valuation, Treatment of Provident Fund, profit in Lieu of salary, Deductions from Gross Salary (Practical Problems). Retirement Benefits Computation of taxable salary.

Chargeability, Treatment of Various Allowances, Perquisites, and their Valuation, Treatment of Provident Fund, profit in Lieu of salary, Deductions from Gross Salary (Practical Problems). Retirement Benefits Computation of taxable salary.

Chargeability, Treatment of Various Allowances, Perquisites, and their Valuation, Treatment of Provident Fund, profit in Lieu of salary, Deductions from Gross Salary (Practical Problems). Retirement Benefits Computation of taxable salary.

Chargeability, Treatment of Various Allowances, Perquisites, and their Valuation, Treatment of Provident Fund, profit in Lieu of salary, Deductions from Gross Salary (Practical Problems). Retirement Benefits Computation of taxable salary.

Chargeability, Treatment of Various Allowances, Perquisites, and their Valuation, Treatment of Provident Fund, profit in Lieu of salary, Deductions from Gross Salary (Practical Problems). Retirement Benefits Computation of taxable salary.

Chargeability, Treatment of Various Allowances, Perquisites, and their Valuation, Treatment of Provident Fund, profit in Lieu of salary, Deductions from Gross Salary (Practical Problems). Retirement Benefits Computation of taxable salary.

Chargeability, Treatment of Various Allowances, Perquisites, and their Valuation, Treatment of Provident Fund, profit in Lieu of salary, Deductions from Gross Salary (Practical Problems). Retirement Benefits Computation of taxable salary.

Chargeability, Treatment of Various Allowances, Perquisites, and their Valuation, Treatment of Provident Fund, profit in Lieu of salary, Deductions from Gross Salary (Practical Problems). Retirement Benefits Computation of taxable salary.

Chargeability, Treatment of Various Allowances, Perquisites, and their Valuation, Treatment of Provident Fund, profit in Lieu of salary, Deductions from Gross Salary (Practical Problems). Retirement Benefits Computation of taxable salary.

Chargeability, annual value and its determination, deemed ownership deductions from annual value, Computation of taxable income under the head house property (theory with problems)

Chargeability, annual value and its determination, deemed ownership deductions from annual value, Computation of taxable income under the head house property (theory with problems)

Chargeability, annual value and its determination, deemed ownership deductions from annual value, Computation of taxable income under the head house property (theory with problems)

Chargeability, annual value and its determination, deemed ownership deductions from annual value, Computation of taxable income under the head house property (theory with problems)

Chargeability, annual value and its determination, deemed ownership deductions from annual value, Computation of taxable income under the head house property (theory with problems)

Chargeability, annual value and its determination, deemed ownership deductions from annual value, Computation of taxable income under the head house property (theory with problems)

Chargeability, annual value and its determination, deemed ownership deductions from annual value, Computation of taxable income under the head house property (theory with problems)

Chargeability, annual value and its determination, deemed ownership deductions from annual value, Computation of taxable income under the head house property (theory with problems)

Chargeability, annual value and its determination, deemed ownership deductions from annual value, Computation of taxable income under the head house property (theory with problems)

Chargeability, annual value and its determination, deemed ownership deductions from annual value, Computation of taxable income under the head house property (theory with problems)

Chargeability, annual value and its determination, deemed ownership deductions from annual value, Computation of taxable income under the head house property (theory with problems)

Chargeability, annual value and its determination, deemed ownership deductions from annual value, Computation of taxable income under the head house property (theory with problems)

Chargeability, annual value and its determination, deemed ownership deductions from annual value, Computation of taxable income under the head house property (theory with problems)

Meaning of Business and Profession, Incomes Chargeable under this head

Computation of Taxable Income from business (Sole proprietorship firms) and profession.

Meaning of Business and Profession, Incomes Chargeable under this head

Computation of Taxable Income from business (Sole proprietorship firms) and profession.

Meaning of Business and Profession, Incomes Chargeable under this head

Computation of Taxable Income from business (Sole proprietorship firms) and profession.

Meaning of Business and Profession, Incomes Chargeable under this head

Computation of Taxable Income from business (Sole proprietorship firms) and profession.

Meaning of Business and Profession, Incomes Chargeable under this head

Computation of Taxable Income from business (Sole proprietorship firms) and profession.

Meaning of Business and Profession, Incomes Chargeable under this head

Computation of Taxable Income from business (Sole proprietorship firms) and profession.

Meaning of Business and Profession, Incomes Chargeable under this head

Computation of Taxable Income from business (Sole proprietorship firms) and profession.

Meaning of Business and Profession, Incomes Chargeable under this head

Computation of Taxable Income from business (Sole proprietorship firms) and profession.

Meaning of Business and Profession, Incomes Chargeable under this head

Computation of Taxable Income from business (Sole proprietorship firms) and profession.

Meaning of Business and Profession, Incomes Chargeable under this head

Computation of Taxable Income from business (Sole proprietorship firms) and profession.

Meaning of Business and Profession, Incomes Chargeable under this head

Computation of Taxable Income from business (Sole proprietorship firms) and profession.

Meaning of Business and Profession, Incomes Chargeable under this head

Computation of Taxable Income from business (Sole proprietorship firms) and profession.

Meaning of Business and Profession, Incomes Chargeable under this head

Computation of Taxable Income from business (Sole proprietorship firms) and profession.

Meaning of important terms, Short term and Long-term capital gain, cost of acquisition of capital assets, Computation of capital gains, exemptions from LTGC only deductions u/s 54, 54B, 54EC and 54F (theory with simple problems)

Meaning of important terms, Short term and Long-term capital gain, cost of acquisition of capital assets, Computation of capital gains, exemptions from LTGC only deductions u/s 54, 54B, 54EC and 54F (theory with simple problems)

Meaning of important terms, Short term and Long-term capital gain, cost of acquisition of capital assets, Computation of capital gains, exemptions from LTGC only deductions u/s 54, 54B, 54EC and 54F (theory with simple problems)

Meaning of important terms, Short term and Long-term capital gain, cost of acquisition of capital assets, Computation of capital gains, exemptions from LTGC only deductions u/s 54, 54B, 54EC and 54F (theory with simple problems)

Meaning of important terms, Short term and Long-term capital gain, cost of acquisition of capital assets, Computation of capital gains, exemptions from LTGC only deductions u/s 54, 54B, 54EC and 54F (theory with simple problems)

Meaning of important terms, Short term and Long-term capital gain, cost of acquisition of capital assets, Computation of capital gains, exemptions from LTGC only deductions u/s 54, 54B, 54EC and 54F (theory with simple problems)

Meaning of important terms, Short term and Long-term capital gain, cost of acquisition of capital assets, Computation of capital gains, exemptions from LTGC only deductions u/s 54, 54B, 54EC and 54F (theory with simple problems)

Meaning of important terms, Short term and Long-term capital gain, cost of acquisition of capital assets, Computation of capital gains, exemptions from LTGC only deductions u/s 54, 54B, 54EC and 54F (theory with simple problems)

Meaning of important terms, Short term and Long-term capital gain, cost of acquisition of capital assets, Computation of capital gains, exemptions from LTGC only deductions u/s 54, 54B, 54EC and 54F (theory with simple problems)

Meaning of important terms, Short term and Long-term capital gain, cost of acquisition of capital assets, Computation of capital gains, exemptions from LTGC only deductions u/s 54, 54B, 54EC and 54F (theory with simple problems)

Meaning of important terms, Short term and Long-term capital gain, cost of acquisition of capital assets, Computation of capital gains, exemptions from LTGC only deductions u/s 54, 54B, 54EC and 54F (theory with simple problems)

Meaning of important terms, Short term and Long-term capital gain, cost of acquisition of capital assets, Computation of capital gains, exemptions from LTGC only deductions u/s 54, 54B, 54EC and 54F (theory with simple problems)

Meaning of important terms, Short term and Long-term capital gain, cost of acquisition of capital assets, Computation of capital gains, exemptions from LTGC only deductions u/s 54, 54B, 54EC and 54F (theory with simple problems)

Incomes taxable under income from other sources, deductions allowed (applicable only to individuals) Section 80C to 80U, Computation of GTI

Incomes taxable under income from other sources, deductions allowed (applicable only to individuals) Section 80C to 80U, Computation of GTI

Incomes taxable under income from other sources, deductions allowed (applicable only to individuals) Section 80C to 80U, Computation of GTI

Incomes taxable under income from other sources, deductions allowed (applicable only to individuals) Section 80C to 80U, Computation of GTI

Incomes taxable under income from other sources, deductions allowed (applicable only to individuals) Section 80C to 80U, Computation of GTI

Incomes taxable under income from other sources, deductions allowed (applicable only to individuals) Section 80C to 80U, Computation of GTI

Incomes taxable under income from other sources, deductions allowed (applicable only to individuals) Section 80C to 80U, Computation of GTI

Incomes taxable under income from other sources, deductions allowed (applicable only to individuals) Section 80C to 80U, Computation of GTI

Incomes taxable under income from other sources, deductions allowed (applicable only to individuals) Section 80C to 80U, Computation of GTI

Incomes taxable under income from other sources, deductions allowed (applicable only to individuals) Section 80C to 80U, Computation of GTI

Incomes taxable under income from other sources, deductions allowed (applicable only to individuals) Section 80C to 80U, Computation of GTI

Incomes taxable under income from other sources, deductions allowed (applicable only to individuals) Section 80C to 80U, Computation of GTI

Incomes taxable under income from other sources, deductions allowed (applicable only to individuals) Section 80C to 80U, Computation of GTI

Overview of GST, Dual structure, GST council, Definition of Supply, Levy and Tax and Input tax credit. (Theory with simple problems)

Overview of GST, Dual structure, GST council, Definition of Supply, Levy and Tax and Input tax credit. (Theory with simple problems)

Overview of GST, Dual structure, GST council, Definition of Supply, Levy and Tax and Input tax credit. (Theory with simple problems)

Overview of GST, Dual structure, GST council, Definition of Supply, Levy and Tax and Input tax credit. (Theory with simple problems)

Overview of GST, Dual structure, GST council, Definition of Supply, Levy and Tax and Input tax credit. (Theory with simple problems)

Overview of GST, Dual structure, GST council, Definition of Supply, Levy and Tax and Input tax credit. (Theory with simple problems)

Overview of GST, Dual structure, GST council, Definition of Supply, Levy and Tax and Input tax credit. (Theory with simple problems)

Overview of GST, Dual structure, GST council, Definition of Supply, Levy and Tax and Input tax credit. (Theory with simple problems)

Overview of GST, Dual structure, GST council, Definition of Supply, Levy and Tax and Input tax credit. (Theory with simple problems)

Overview of GST, Dual structure, GST council, Definition of Supply, Levy and Tax and Input tax credit. (Theory with simple problems)

Overview of GST, Dual structure, GST council, Definition of Supply, Levy and Tax and Input tax credit. (Theory with simple problems)

Overview of GST, Dual structure, GST council, Definition of Supply, Levy and Tax and Input tax credit. (Theory with simple problems)

Overview of GST, Dual structure, GST council, Definition of Supply, Levy and Tax and Input tax credit. (Theory with simple problems)

Basic concepts, Types of customs duty, Assessable value and computation of total customs duty, Baggage and Courier.

Basic concepts, Types of customs duty, Assessable value and computation of total customs duty, Baggage and Courier.

Basic concepts, Types of customs duty, Assessable value and computation of total customs duty, Baggage and Courier.

Basic concepts, Types of customs duty, Assessable value and computation of total customs duty, Baggage and Courier.

Basic concepts, Types of customs duty, Assessable value and computation of total customs duty, Baggage and Courier.

Basic concepts, Types of customs duty, Assessable value and computation of total customs duty, Baggage and Courier.

Basic concepts, Types of customs duty, Assessable value and computation of total customs duty, Baggage and Courier.

Basic concepts, Types of customs duty, Assessable value and computation of total customs duty, Baggage and Courier.

Basic concepts, Types of customs duty, Assessable value and computation of total customs duty, Baggage and Courier.

Basic concepts, Types of customs duty, Assessable value and computation of total customs duty, Baggage and Courier.

Basic concepts, Types of customs duty, Assessable value and computation of total customs duty, Baggage and Courier.

Basic concepts, Types of customs duty, Assessable value and computation of total customs duty, Baggage and Courier.

Basic concepts, Types of customs duty, Assessable value and computation of total customs duty, Baggage and Courier.

1.      Gaur, V.P. & Narang, B.K. (2024), Income Tax Law and practice. Kalyani Publishers, New Delhi.

1. Singhania,(AY 2022-2023) Income tax law and practice , Taxman publishers, NewDelhi
2. Income tax law and Practice (2020), Dr. Mehrotra and Goyal, Sahitya Bhavan Publications
3. Datey V S (2022-23), GST Laws and Practice with Customs and Foreign Tax Practice, Taxman Publications, New Delhi
4. Singhania,(2022-23) Income tax law and practice , Taxman publishers, NewDelhi
5. Income tax law and Practice (2020), Dr. Mehrotra and Goyal, Sahitya Bhavan  Publications 
6. Datey V S (2022-23), GST Laws and Practice with Customs and Foreign Tax Practice, Taxman Publications, New Delhi.

Internship project is an opportunity to students to learn the real-time structure, operations and practices of organization by undertaking training in business organization for a month and half period of time. During this period students spend in various functional departments of organization and reporting their learnings to their guides.

Identifying companies for internship, obtaining approval from guide, Undertaking internship in stipulated time period. Learning company vision, mission and strategic goals. Working with various functional departments. Preparing weekly report and get approval.

Identifying companies for internship, obtaining approval from guide, Undertaking internship in stipulated time period. Learning company vision, mission and strategic goals. Working with various functional departments. Preparing weekly report and get approval.

Identifying companies for internship, obtaining approval from guide, Undertaking internship in stipulated time period. Learning company vision, mission and strategic goals. Working with various functional departments. Preparing weekly report and get approval.

Identifying companies for internship, obtaining approval from guide, Undertaking internship in stipulated time period. Learning company vision, mission and strategic goals. Working with various functional departments. Preparing weekly report and get approval.

Identifying companies for internship, obtaining approval from guide, Undertaking internship in stipulated time period. Learning company vision, mission and strategic goals. Working with various functional departments. Preparing weekly report and get approval.

Identifying companies for internship, obtaining approval from guide, Undertaking internship in stipulated time period. Learning company vision, mission and strategic goals. Working with various functional departments. Preparing weekly report and get approval.

Identifying companies for internship, obtaining approval from guide, Undertaking internship in stipulated time period. Learning company vision, mission and strategic goals. Working with various functional departments. Preparing weekly report and get approval.

Identifying companies for internship, obtaining approval from guide, Undertaking internship in stipulated time period. Learning company vision, mission and strategic goals. Working with various functional departments. Preparing weekly report and get approval.

Preparing consolidated blue book report. Preparation of final hard copy report. Viva voce examination.

Preparing consolidated blue book report. Preparation of final hard copy report. Viva voce examination.

Preparing consolidated blue book report. Preparation of final hard copy report. Viva voce examination.

Preparing consolidated blue book report. Preparation of final hard copy report. Viva voce examination.

Preparing consolidated blue book report. Preparation of final hard copy report. Viva voce examination.

Preparing consolidated blue book report. Preparation of final hard copy report. Viva voce examination.

Preparing consolidated blue book report. Preparation of final hard copy report. Viva voce examination.

Preparing consolidated blue book report. Preparation of final hard copy report. Viva voce examination.

Viva Voce 50 marks 

Report Valuation 30 marks

Guide marks 20 marks  

Course Description

Finance professionals usually work with large volumes of numerical data. Successfully handling such data is based on the ability to organize and structure it meaningfully to render them useful to senior management for decision making. This demands creation of robust and dynamic financial models facilitating accurate and efficient analysis of historical data and appropriate projection of financial performance. It is an accepted fact such financial model is critical to achieving correct valuation analyses. The importance of sound financial modeling skills, deep understanding of valuation methods and the assessment of outputs of valuations for finance professionals are well appreciated in the market. This course concentrates on efficient, robust and flexible financial models to report and analyze historical data, prepare future projections and present integrated financial statements, key financial ratios, outputs in a logical, summarized and effective manner. The course also introduces basics of business valuation various valuation methods and interpretation of the results of valuation. 

Course Objectives

1.To present the advanced methods and functions on excel.

2.To explain the process for understanding & predicting financial performance through security analysis.

3. To demonstrate the method of interpreting various indicators for technical analysis.

Introduction to Finance function in Ms Excel – Time Value of money –Application of MS Excel in - Capital budgeting: PV, NPV, NPER, PMT, RATE, IRR, SLN, SYD, IPMT, DB, Sensitivity analysis, Scenario analysis and Simulation Analysis. 

Introduction to Finance function in Ms Excel – Time Value of money –Application of MS Excel in - Capital budgeting: PV, NPV, NPER, PMT, RATE, IRR, SLN, SYD, IPMT, DB, Sensitivity analysis, Scenario analysis and Simulation Analysis. 

Introduction to Finance function in Ms Excel – Time Value of money –Application of MS Excel in - Capital budgeting: PV, NPV, NPER, PMT, RATE, IRR, SLN, SYD, IPMT, DB, Sensitivity analysis, Scenario analysis and Simulation Analysis. 

Analysis of Financial Performance and Security Analysis– Company analysis, measurement of Risk – computation and interpretation of risk through standard deviation, Co-efficient of variation and beta, use of beta in estimating returns- concept andcalculation of co-variance, correlation co-efficient.

Analysis of Financial Performance and Security Analysis– Company analysis, measurement of Risk – computation and interpretation of risk through standard deviation, Co-efficient of variation and beta, use of beta in estimating returns- concept andcalculation of co-variance, correlation co-efficient.

Analysis of Financial Performance and Security Analysis– Company analysis, measurement of Risk – computation and interpretation of risk through standard deviation, Co-efficient of variation and beta, use of beta in estimating returns- concept andcalculation of co-variance, correlation co-efficient.

Point and Figure charts, Bar charts, ROC, RSI, Support resistance level, MACD, Japanese Candlestick.

Point and Figure charts, Bar charts, ROC, RSI, Support resistance level, MACD, Japanese Candlestick.

Point and Figure charts, Bar charts, ROC, RSI, Support resistance level, MACD, Japanese Candlestick.

Course Description: This course introduces students to the concepts of marketing management and provides practice in assessing and solving marketing problems. There will be a focus on the management of the marketing activities. Students will be introduced to the principles of marketing and will be facilitated to apply these concepts to address problems and opportunities facing marketers

Course Objectives: 

●      To apply marketing theories in real-time business problems

●      To develop various product strategies in the organizational perspective

●      To examine various distribution channels including omnichannel strategy

●      To analyze the power of social networks to spread information

To evaluate market conditions and customer needs when forming promotion strategies

Unit 1: Emerging fields of marketing

Marketing in this era is a combination of both traditional and digital channels to promote goods and services. Customer experience, content visualization, sustainable marketing practices, green marketing, guerrilla marketing, stealth marketing, relationship marketing, sustainable advertising practices, brand story telling, conversational marketing, voice search, AI-based automation, video marketing, retail experiences through VR and AR technologies 

Unit 1: Emerging fields of marketing

Marketing in this era is a combination of both traditional and digital channels to promote goods and services. Customer experience, content visualization, sustainable marketing practices, green marketing, guerrilla marketing, stealth marketing, relationship marketing, sustainable advertising practices, brand story telling, conversational marketing, voice search, AI-based automation, video marketing, retail experiences through VR and AR technologies 

Unit 1: Emerging fields of marketing

Marketing in this era is a combination of both traditional and digital channels to promote goods and services. Customer experience, content visualization, sustainable marketing practices, green marketing, guerrilla marketing, stealth marketing, relationship marketing, sustainable advertising practices, brand story telling, conversational marketing, voice search, AI-based automation, video marketing, retail experiences through VR and AR technologies 

Influencers in social media are people who have built a reputation for their knowledge and expertise on a specific topic. They make regular posts about that topic on their preferred social media channels and generate large followings of enthusiastic, engaged people who pay close attention to their views. Brands love social media influencers because they can create trends and encourage their followers to buy products they promote. The power to affect the purchasing decisions of others because of his or her authority, knowledge, position, orrelationship with his or her audience is given importance. 

Influencers in social media are people who have built a reputation for their knowledge and expertise on a specific topic. They make regular posts about that topic on their preferred social media channels and generate large followings of enthusiastic, engaged people who pay close attention to their views. Brands love social media influencers because they can create trends and encourage their followers to buy products they promote. The power to affect the purchasing decisions of others because of his or her authority, knowledge, position, orrelationship with his or her audience is given importance. 

Influencers in social media are people who have built a reputation for their knowledge and expertise on a specific topic. They make regular posts about that topic on their preferred social media channels and generate large followings of enthusiastic, engaged people who pay close attention to their views. Brands love social media influencers because they can create trends and encourage their followers to buy products they promote. The power to affect the purchasing decisions of others because of his or her authority, knowledge, position, orrelationship with his or her audience is given importance. 

CIA II 20

CIA III 10

Aligning to our current and future needs – Preparing for placements or higher studies - Becoming aware of the kinds of jobs to apply (courses to study) - HR domain knowledge – latest trends

Aligning to our current and future needs – Preparing for placements or higher studies - Becoming aware of the kinds of jobs to apply (courses to study) - HR domain knowledge – latest trends

Resume building - Aptitude tests – Quantitative and Verbal; Aptitude tests – Psychometric Assessment - Group Discussion

Resume building - Aptitude tests – Quantitative and Verbal; Aptitude tests – Psychometric Assessment - Group Discussion

Technical interviews - HR interviews - Converting projects and dissertations into Pre-Placement offers - What to expect in the job during the first few months

Technical interviews - HR interviews - Converting projects and dissertations into Pre-Placement offers - What to expect in the job during the first few months

2.      Aggarwal, RS (2018) A Modern Approach To Verbal & Non-Verbal Reasoning,  S Chand Publishing; 2nd edition     

3.      Lisa McGrimmon (2014) The Resume Writing Guide: A Step-by-Step Workbook for Writing a Winning Resume, CreateSpace Independent Publishing Platform; 2nd edition

4.      Susan M. Heathfield (November 30, 2019) Prepare for a Career in Human Resources Retrieved from https://www.thebalancecareers.com/how-to-prepare-for-a-career-in-human-resources-1918347

5.       SUSAN M. HEATHFIELD (June 28, 2020) Training and Preparing for a Human Resources Job. Retrieved from https://www.thebalancecareers.com/how-to-land-a-human-resources-job-1917591

1.    Interactive presentations and discussions (done by faculty members, students as individuals and teams, alumni members who went through the selection experience and HR professionals)

2.    Mock interviews, Mock tests and Mock GDs for the students to practice the learnt skills

3.    Exploring journals, magazines and websites followed by discussions

Interactions with HR professionals

This course introduces the importance of adopting the principles of agile leadership to gain collaboration and better customer focus for entrepreneurs to sustain their venture.

To provide an understanding on leadership

To explain principle of agility

To identify principles of agile leadership

To analyze the process of agility in digital society

To analyze trends in agile innovation

Introduction- Being an Agile Leader- Agile ways of working-Building an agile business- Agile in practice

Introduction- Being an Agile Leader- Agile ways of working-Building an agile business- Agile in practice

Building agile innovation as core competence, Agile decision making , Agility and the digital society, developing agile user story

Building agile innovation as core competence, Agile decision making , Agility and the digital society, developing agile user story

Four selves of a leader, Agile leadership principles, Agile culture beyond software and digital enterprises

Four selves of a leader, Agile leadership principles, Agile culture beyond software and digital enterprises

2.    Moriss,L & Ma,M (2018)  John Wiley & Sons, Inc.

CIA 2 - 25 marks

Evolution of international business, nature of international business, need & importance of International

Business, stages of internationalization, MNC s and India, OECD Guidelines for Multinational

Enterprises. a) Concepts and Principles b) General Policies c) Disclosure, d) Employment and Industrial

Relations, e) Environment, f) Combating Bribery, g) Consumer Interests h) Science and Technology, i)

Competition., j) Taxation, (EPRG) approaches to international business, theories of international

business – Mercantilism, Absolute Advantage, Comparative Advantage, Factor Endowment,

Competitive Advantage, Tariff and non-tariff barriers, Introduction to Political, Economic, Social-Cultural, technological environment of international business.

Evolution of international business, nature of international business, need & importance of International

Business, stages of internationalization, MNC s and India, OECD Guidelines for Multinational

Enterprises. a) Concepts and Principles b) General Policies c) Disclosure, d) Employment and Industrial

Relations, e) Environment, f) Combating Bribery, g) Consumer Interests h) Science and Technology, i)

Competition., j) Taxation, (EPRG) approaches to international business, theories of international

business – Mercantilism, Absolute Advantage, Comparative Advantage, Factor Endowment,

Competitive Advantage, Tariff and non-tariff barriers, Introduction to Political, Economic, Social-Cultural, technological environment of international business.

International business analysis- modes of entry- exporting (direct and indirect) licensing, franchising,

contract manufacturing, management contracts, turnkey projects, Joint ventures- Mergers and

Acquisitions- Foreign direct investment -Comparison of different modes of entry

International business analysis- modes of entry- exporting (direct and indirect) licensing, franchising,

contract manufacturing, management contracts, turnkey projects, Joint ventures- Mergers and

Acquisitions- Foreign direct investment -Comparison of different modes of entry

Meaning- Definition and Features, Globalization-Advantages and Disadvantages, Socio–Cultural,

Political & Legal and Economic Implications, Globalization and India, GATT and WTO

Meaning- Definition and Features, Globalization-Advantages and Disadvantages, Socio–Cultural,

Political & Legal and Economic Implications, Globalization and India, GATT and WTO

Information required, Sources of information, International Marketing Information System, International

marketing Research.

Information required, Sources of information, International Marketing Information System, International

marketing Research.

Trade and Balance of payment, Current items, Capital Items, Disequilibrium of balance of payments and rectification, components of International financial systems, FOREX market, Euro currency market, IMF and International Monetary system, Exchange Rate determination (Concept only), Capital account convertibility.

Trade and Balance of payment, Current items, Capital Items, Disequilibrium of balance of payments and rectification, components of International financial systems, FOREX market, Euro currency market, IMF and International Monetary system, Exchange Rate determination (Concept only), Capital account convertibility.

Export credits, Method and sources of credit, Methods of payments in International Business, Financing

techniques, RBI and EXIM bank – Roles, functions in exports. Important Trade Terms in International

Trade: Introduction: CIF, F.O.B, F.O.B Contract with additional services, F.O.B Contract (Buyer

contracting with carrier), FAS, EX SHIP & Arrival Contracts, C& F, EX WORKS & EX STORE

CONTRACTS, FOR CONTRACTS, SALE OF A CARGO & EX- QUAY Contracts. Export and import procedure, document required their relevance

Export credits, Method and sources of credit, Methods of payments in International Business, Financing

techniques, RBI and EXIM bank – Roles, functions in exports. Important Trade Terms in International

Trade: Introduction: CIF, F.O.B, F.O.B Contract with additional services, F.O.B Contract (Buyer

contracting with carrier), FAS, EX SHIP & Arrival Contracts, C& F, EX WORKS & EX STORE

CONTRACTS, FOR CONTRACTS, SALE OF A CARGO & EX- QUAY Contracts. Export and import procedure, document required their relevance

Indian Exporters, Export Promotion measures/Schemes: Market development assistance, Cash compensatory scheme, duty drawback scheme, Replenishment licensing scheme, Duty exemption scheme. Role and functions of DGFT, IIFT, RBI, ECGC & EPCs in promoting international trade, FDI Trends, Rules and regulations.

Indian Exporters, Export Promotion measures/Schemes: Market development assistance, Cash compensatory scheme, duty drawback scheme, Replenishment licensing scheme, Duty exemption scheme. Role and functions of DGFT, IIFT, RBI, ECGC & EPCs in promoting international trade, FDI Trends, Rules and regulations.

2. Charles, H. (2011). International Business: Text & Cases, New Delhi, Tata McGraw  Hill

3. Warren, J. K. (2013). Global Marketing Management, New Delhi, Prentice Hall

Course Description: This course is designed to cover basics of investments including various avenues of investments from individual and corporate perspectives. It also deals with the fundamentals of investments in securities along with the risk- return analysis. It also concentrates on valuation of securities, fundamental and technical analysis. This course also covers the portfolio theory, construction of portfolio, evaluation and revision of portfolio.

Course Objectives:

To familiarize the learners with various investment avenues.

To make the students to know risk-return analysis for equity shares of the companies.

To enable the learners to carry out fundamental and technical analysis for various companies.

To facilitate the students in valuation of equity shares and bonds / debentures.

To make the students to understand how to construct, Evaluate and Revise the portfolio.

Introduction – Meaning of investment – Comparison between Savings, Investment, Speculation and gambling – Objectives of Investment - Factors influencing investment decisions –Steps in and process of Investment – Investment alternatives and avenues – Real assets and Financial assets -  company shares, debentures, Govt bonds, convertible securities, hybrid securities, fixed deposits, Gilt- edged securities, post office schemes, employee and public provident funds, ETFs, Mutual Funds, Real estate and Insurance schemes - Investment attributes - risk, return, security, marketability, liquidity and convenience

Introduction – Meaning of investment – Comparison between Savings, Investment, Speculation and gambling – Objectives of Investment - Factors influencing investment decisions –Steps in and process of Investment – Investment alternatives and avenues – Real assets and Financial assets -  company shares, debentures, Govt bonds, convertible securities, hybrid securities, fixed deposits, Gilt- edged securities, post office schemes, employee and public provident funds, ETFs, Mutual Funds, Real estate and Insurance schemes - Investment attributes - risk, return, security, marketability, liquidity and convenience

Introduction – Meaning of investment – Comparison between Savings, Investment, Speculation and gambling – Objectives of Investment - Factors influencing investment decisions –Steps in and process of Investment – Investment alternatives and avenues – Real assets and Financial assets -  company shares, debentures, Govt bonds, convertible securities, hybrid securities, fixed deposits, Gilt- edged securities, post office schemes, employee and public provident funds, ETFs, Mutual Funds, Real estate and Insurance schemes - Investment attributes - risk, return, security, marketability, liquidity and convenience

Introduction – Meaning and concept of risk and return - computation of return - concept of total risk, factors contributing to total risk, systematic and unsystematic risk - measurement of risk - Computation and interpretation of risk through standard deviation, coefficient of variation and Beta –– Use of beta in estimating returns – concept and calculation of Covariance, Correlation Coefficient

Introduction – Meaning and concept of risk and return - computation of return - concept of total risk, factors contributing to total risk, systematic and unsystematic risk - measurement of risk - Computation and interpretation of risk through standard deviation, coefficient of variation and Beta –– Use of beta in estimating returns – concept and calculation of Covariance, Correlation Coefficient

Introduction – Meaning and concept of risk and return - computation of return - concept of total risk, factors contributing to total risk, systematic and unsystematic risk - measurement of risk - Computation and interpretation of risk through standard deviation, coefficient of variation and Beta –– Use of beta in estimating returns – concept and calculation of Covariance, Correlation Coefficient

Introduction – Return on portfolio - Risk of portfolio - Portfolio theory - Approaches - Selection of Portfolio and Markowitz Efficient Frontier - Capital Asset Pricing model, Single index model, Arbitrage Pricing Theory, Capital Market Line and Security Market Line. Portfolio Construction – Evaluation of portfolio – Sharpe’s ratio, Jensen’s alpha and Treynor’s ratio – Portfolio revision.

Introduction – Return on portfolio - Risk of portfolio - Portfolio theory - Approaches - Selection of Portfolio and Markowitz Efficient Frontier - Capital Asset Pricing model, Single index model, Arbitrage Pricing Theory, Capital Market Line and Security Market Line. Portfolio Construction – Evaluation of portfolio – Sharpe’s ratio, Jensen’s alpha and Treynor’s ratio – Portfolio revision.

Introduction – Return on portfolio - Risk of portfolio - Portfolio theory - Approaches - Selection of Portfolio and Markowitz Efficient Frontier - Capital Asset Pricing model, Single index model, Arbitrage Pricing Theory, Capital Market Line and Security Market Line. Portfolio Construction – Evaluation of portfolio – Sharpe’s ratio, Jensen’s alpha and Treynor’s ratio – Portfolio revision.

Introduction to security analysis - Fundamental analysis – company, industry and economy analysis - Technical Analysis of stock - points and figures chart, bar chart, Indicators and Oscillators - ROC, RSI, Volume of Trade, Support and Resistance Level, Exponential Moving Average Analysis, MACD, Japanese Candlesticks

Introduction to security analysis - Fundamental analysis – company, industry and economy analysis - Technical Analysis of stock - points and figures chart, bar chart, Indicators and Oscillators - ROC, RSI, Volume of Trade, Support and Resistance Level, Exponential Moving Average Analysis, MACD, Japanese Candlesticks

Introduction to security analysis - Fundamental analysis – company, industry and economy analysis - Technical Analysis of stock - points and figures chart, bar chart, Indicators and Oscillators - ROC, RSI, Volume of Trade, Support and Resistance Level, Exponential Moving Average Analysis, MACD, Japanese Candlesticks

Introduction to valuation – Meaning and concept of value and valuation - Factors influencing value and valuation - Methods of equity valuation – Intrinsic valuation Approach – (Discounted cash flow method: Dividend capitalization model and Earnings capitalization model) – Relative valuation approach: Multiplier method - Efficient Market theory – Behavioural finance – the Irrational influences

Introduction to valuation – Meaning and concept of value and valuation - Factors influencing value and valuation - Methods of equity valuation – Intrinsic valuation Approach – (Discounted cash flow method: Dividend capitalization model and Earnings capitalization model) – Relative valuation approach: Multiplier method - Efficient Market theory – Behavioural finance – the Irrational influences

Introduction to valuation – Meaning and concept of value and valuation - Factors influencing value and valuation - Methods of equity valuation – Intrinsic valuation Approach – (Discounted cash flow method: Dividend capitalization model and Earnings capitalization model) – Relative valuation approach: Multiplier method - Efficient Market theory – Behavioural finance – the Irrational influences

Introduction to bond– Meaning, characteristics and types of bonds – Bond returns – Concept of yield – Current yield – Yield-to-Maturity – Yield-to-Call - Price-yield relationship – Bond valuation

Introduction to bond– Meaning, characteristics and types of bonds – Bond returns – Concept of yield – Current yield – Yield-to-Maturity – Yield-to-Call - Price-yield relationship – Bond valuation

Introduction to bond– Meaning, characteristics and types of bonds – Bond returns – Concept of yield – Current yield – Yield-to-Maturity – Yield-to-Call - Price-yield relationship – Bond valuation

Specification of Investment objectives and constraints – Selection of Asset Mix – Formulation of Portfolio Strategy – Selection of Securities – Portfolio execution – Portfolio revision - Evaluation of portfolio – Sharpe’s ratio, Jensen’s alpha and Treynor’s ratio – Portfolio revision

Specification of Investment objectives and constraints – Selection of Asset Mix – Formulation of Portfolio Strategy – Selection of Securities – Portfolio execution – Portfolio revision - Evaluation of portfolio – Sharpe’s ratio, Jensen’s alpha and Treynor’s ratio – Portfolio revision

Specification of Investment objectives and constraints – Selection of Asset Mix – Formulation of Portfolio Strategy – Selection of Securities – Portfolio execution – Portfolio revision - Evaluation of portfolio – Sharpe’s ratio, Jensen’s alpha and Treynor’s ratio – Portfolio revision

Punitavathi Pandian (2013), Security Analysis and Portfolio Management, New Delhi: Vikas Publications.Avadhani, V.A. (2013). Security Analysis and Portfolio Management, New Delhi: Himalaya Publications

Bhalla, V.K. (2013). Investment Management. New Delhi: S. Chand

Madhumati, R.M. (2012). Investment Analysis and Portfolio Management. New Delhi: Pearson Education.

This course is designed to give students a good working knowledge of the many aspects of product and brand management. The separation of the product from the brand and the focus on building and maintaining brand equity have created a need for marketers to understand the complex relationship between products and brands. The topic covered in the course includes the components of Consumer Based Brand Equity (CBBE); the relationship between products and brands; the history of brands; brand audits and brand architecture decisions; understanding of brand associations; brand performance measurement; creating, maintaining and measuring brand equity.

Course Objective:

To explain strategies that build brand equity

● To Demonstrate knowledge of branding to applied in marketing

● To teach application of various methodologies, processes and tools a marketing manager may

use in order to critically evaluate a brand and its products

● To teach how to prepare a professional, logical and coherent brand development report within

a specific context.

● To develop a brand audit and to use the information for brand planning

Introduction to the concept of Brand Management: Brand –Meaning, Definition, Evolution of Brands, Functions of Brand to consumer, Role of Brand- Advantages of Brand, Product Vs Brand, Branding- Meaning, Creation of Brands through goods, services, people, Organization, Retail stores, places, online, entertainment, ideas, challenges to Brand builders Brand Management-Meaning & Definition. Strategic Brand Management Process-Meaning, Steps in Brand Management Process Strong Indian Brands.

Introduction to the concept of Brand Management: Brand –Meaning, Definition, Evolution of Brands, Functions of Brand to consumer, Role of Brand- Advantages of Brand, Product Vs Brand, Branding- Meaning, Creation of Brands through goods, services, people, Organization, Retail stores, places, online, entertainment, ideas, challenges to Brand builders Brand Management-Meaning & Definition. Strategic Brand Management Process-Meaning, Steps in Brand Management Process Strong Indian Brands.

Introduction to the concept of Brand Management: Brand –Meaning, Definition, Evolution of Brands, Functions of Brand to consumer, Role of Brand- Advantages of Brand, Product Vs Brand, Branding- Meaning, Creation of Brands through goods, services, people, Organization, Retail stores, places, online, entertainment, ideas, challenges to Brand builders Brand Management-Meaning & Definition. Strategic Brand Management Process-Meaning, Steps in Brand Management Process Strong Indian Brands.

Customer-Based Brand Equity: Customer-Based Brand Equity-Meaning, (Keller Brand Equity Model) Model of CBBE Brand Equity: Meaning, Sources, Steps in Building Brands, Brand building blocks-Resonance, Judgments, Feelings, performance, imagery, salience-Brand Building Implications, David Aaker’s Brand Equity Model. Brand Identity & Positing: Meaning of Brand identity, Need for Identity & Positioning, Dimensions of brand identity, Brand identity prism, Brand positioning – Meaning, Point of parity & Point of difference, positioning guidelines Brand Value: Definition, Core Brand values, Brand mantras, Internal branding, Brand Resonance and Brand value chain

Customer-Based Brand Equity: Customer-Based Brand Equity-Meaning, (Keller Brand Equity Model) Model of CBBE Brand Equity: Meaning, Sources, Steps in Building Brands, Brand building blocks-Resonance, Judgments, Feelings, performance, imagery, salience-Brand Building Implications, David Aaker’s Brand Equity Model. Brand Identity & Positing: Meaning of Brand identity, Need for Identity & Positioning, Dimensions of brand identity, Brand identity prism, Brand positioning – Meaning, Point of parity & Point of difference, positioning guidelines Brand Value: Definition, Core Brand values, Brand mantras, Internal branding, Brand Resonance and Brand value chain

Customer-Based Brand Equity: Customer-Based Brand Equity-Meaning, (Keller Brand Equity Model) Model of CBBE Brand Equity: Meaning, Sources, Steps in Building Brands, Brand building blocks-Resonance, Judgments, Feelings, performance, imagery, salience-Brand Building Implications, David Aaker’s Brand Equity Model. Brand Identity & Positing: Meaning of Brand identity, Need for Identity & Positioning, Dimensions of brand identity, Brand identity prism, Brand positioning – Meaning, Point of parity & Point of difference, positioning guidelines Brand Value: Definition, Core Brand values, Brand mantras, Internal branding, Brand Resonance and Brand value chain

Choosing Brand Elements to Build Brand Equity: Criteria for choosing brand elements, options & tactics for brand elements-Brand name, Naming guidelines, Naming procedure, Awareness, Brand Associations, Logos & Symbols & their benefits, Characters & Benefits, Slogans & Benefits, Packaging. Leveraging Brand Knowledge: Meaning of Brand Knowledge, Dimensions of Brand Knowledge, Meaning of Leveraging Secondary Brand Knowledge & Conceptualizing the leverage process

Choosing Brand Elements to Build Brand Equity: Criteria for choosing brand elements, options & tactics for brand elements-Brand name, Naming guidelines, Naming procedure, Awareness, Brand Associations, Logos & Symbols & their benefits, Characters & Benefits, Slogans & Benefits, Packaging. Leveraging Brand Knowledge: Meaning of Brand Knowledge, Dimensions of Brand Knowledge, Meaning of Leveraging Secondary Brand Knowledge & Conceptualizing the leverage process

Choosing Brand Elements to Build Brand Equity: Criteria for choosing brand elements, options & tactics for brand elements-Brand name, Naming guidelines, Naming procedure, Awareness, Brand Associations, Logos & Symbols & their benefits, Characters & Benefits, Slogans & Benefits, Packaging. Leveraging Brand Knowledge: Meaning of Brand Knowledge, Dimensions of Brand Knowledge, Meaning of Leveraging Secondary Brand Knowledge & Conceptualizing the leverage process

Measuring & Interpreting brand performance: Brand Value chain- Designing Brand Tracking studies, Establishing brand Equity Management Systems. Measuring Brand Equity: Methods for measuring Brand Equity- Quantitative Techniques & Quantitative Techniques, Comparative Methods-Brand based comparisons, marketing-based comparisons-Conjoint Analysis, Holistic methods. Managing Brand Equity: Brand Reinforcement, Brand Revitalization, Brand Crisis.

Measuring & Interpreting brand performance: Brand Value chain- Designing Brand Tracking studies, Establishing brand Equity Management Systems. Measuring Brand Equity: Methods for measuring Brand Equity- Quantitative Techniques & Quantitative Techniques, Comparative Methods-Brand based comparisons, marketing-based comparisons-Conjoint Analysis, Holistic methods. Managing Brand Equity: Brand Reinforcement, Brand Revitalization, Brand Crisis.

Measuring & Interpreting brand performance: Brand Value chain- Designing Brand Tracking studies, Establishing brand Equity Management Systems. Measuring Brand Equity: Methods for measuring Brand Equity- Quantitative Techniques & Quantitative Techniques, Comparative Methods-Brand based comparisons, marketing-based comparisons-Conjoint Analysis, Holistic methods. Managing Brand Equity: Brand Reinforcement, Brand Revitalization, Brand Crisis.

Designing and sustaining branding strategies: Brand hierarchy, Branding strategy, Brand extension and brand transfer, Managing Brands overtime. Brand Architecture and brand consolidation. Brand Imitations: Meaning of Brand Imitation, Kinds of imitations, Factors affecting Brand Imitation, Imitation Vs Later market entry, First movers’ advantages, Free rider effects, Benefits for later entrants, Imitation Strategies