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  

This course explains how to design and develop tourism product that exceed customer expectations and sales and marketing of those products. This will also help students in enhancing their skills in collaboration and network with sector that supports directly and indirectly for the success of tourism business.

Course Objective

·         To create the skills on product design and development

·         To identify sales and marketing strategies for the product designed and developed

·         To develop network that supports tourism business development

Creating and offering well packaged high-quality products and experiences thatexceed the customers’ expectations. Identifying the business opportunities in the multi-sectoral environment, developing competitive and versatile offerings from the interfaces of tourism and other fields. Designing and developing customer-oriented products with service design methods. Differentiation of products to customer segments

Making finding and buying travel products easy by identifying and developing thematic domestic and international sales channels and models. Creating and managing market-oriented destinations by means of suitable marketing communication tools, increasing the visibility of destinations and their products. Selling tourism products with a proactive and goal-oriented approach off and online. Understanding the travel purchasing and selling processes as seen by buyers, suppliers and intermediaries. Developing digital services and a multichannel customer experience by applying user-oriented methods

Strengthening the theme-based collaboration of tourism centers and networks of tourism-related companies, business clusters with joint sales and marketing organizations. Establishing new collaboration models and multi-sectoral co-operation. Recognizing value chains and value networks and utilizing strategic partnershipsand cluster networks in tourism business development.

Component 2- 25 Marks

This course covers destination management techniques for analyzing tourism planning and thereby destination management issues. It also provides students with the knowledge and analytical skills necessary to use destination planning and management framework as a basis for formulating and evaluating destination management issues. A central theme of the course is to address strategic management and facilitate the development of destinations.

 This course is aimed at;

●          Educating and providing students with a broad understanding of the operational aspects of the tourism industry, together with knowledge of the basic principles.

●          Designed to prepare students for destination managers positions.

●          To acquire a comprehensive foundation in the fundamentals planning and operational aspects involved in tourism development.

Through this course Students learn how to address destination management process and outlines the tourism development and planning process with a detailed overview of destination planning

CLO2 This paper highlights the methodical relevance and is conceptual in nature enhancing the quality of growth of tourism resources as per global standards.

CLO3 The functional skill set offered through the course familiarizes the students to analyze the policy guidelines for effective tourism development and planning.

Definition, Typology of destinations – Destination mix- Interdependencies between the destination mix elements – Hospitality resources - Reasons for destination development – Competitive destinations and futurity dimensions – Benchmarking destinations – Vigor and deficiencies of a tourism destination – Reasons for deterioration of destinations – Strategies to revitalize and restore competency. Tourism System: Modified Leiper’s Model. Tourism development: Introduction, components of tourism Development: Stakeholders and Agents in Development: Public and private sector, NGO’s, Local governing bodies etc. Destination management system and techniques.

Concept, Need, Objectives and Principal lines of Public tourism policy- characteristics and elements in policy- Process of tourism policy - Formulation - Structure and composition of Tourism Policy- Approaches to Tourism policy. The role of Govt. public and private sector in the formation of tourism policy- Role of International, National, State and local tourism organizations in carrying out tourism policies- National Action Plan 1992 onwards-Policies on Tourism and -Tourism policy Analysis - Strategic planning and management in tourism - Strategic objectives and policies – premeditated approaches in policy formulation

Significance and need for tourism planning-purpose of tourism planning- contemporary planning approaches and techniques- Process of tourism planning-study preparation-determination of objectives- Relevance of resource planning- Planning of destinations at transnational level - Master Plan- Planning process - Elements of tourism plan - Tourism impact analysis- recommendation-implementation and monitoring- Levels and types of tourism planning-international, national, regional and sub regional planning. Role of public and private sector in tourism planning - Challenges and issues addressed.

Determinants in destination planning - Planning Process - Sustainable destination development- Consequences of involuntary tourism development and barriers in destination planning- Destination Audit – Procedures involved - Renaissance and revitalizing procedures for developed destinations - Tourism Investment Strategy- Role of dominant stakeholders: Government sectors lead role and types of incentives – Criteria for government’s fiscal assistance. Role of private sectors initiatives and public private partnership for destination development.

Destination Management Organizations – Definitions, Functions, Need and Operational perspectives of Destination Management Organizations - Organizational structure of Destination Management Organization and Destination Management - Future implications of DMOs- Role of Information Communication Technology in Destination Management - DMOs Contribution to Destination Branding and Destination Governance, Role of DMO towards Benchmarking – Relevance of Crisis Management and destination preparedness- Contemplating Role of DMOs for Destination Competitiveness and models - DMOs for Effective Visitor Attraction Management.

Governance of partnerships and alliances in tourism businesses and destinations-Network-based destination-destination governance with collaboration, co-operation and leadership- Conceptual framework of destination governance- Principle of good governance  and modes of governance-Tourist destination governance through local elites-Implementing Destination Governance- DMO and governance effectiveness

Economic growth and development- Principal economic drivers – Fundamental determinants: Economic viability, social prosperity, visitor appreciation, physical integrity, biological diversity, resource efficiency and ecological purity. Sustainable tourism development – Steps taken by the Ministry of Tourism, Govt. of India to ensure methodical Tourism development - Linkage of tourism planning and tourism development – Pre Feasibility study and economic feasibility aspects – Cost benefit analysis and environmental impact analysis. Case Studies on emerging trends in destination management.

 Douglas, F. (1995). Travel & Tourism Management. London: Macmillan 

Christie, R. M. & Morrison. A.M (2006). The Tourism System. 5th Edn. New York: Kendall/

Hunt Publishing Company 

Swain, K.S & Mishra, M.M. (2012). Tourism Principles and Practices. Delhi: Oxford University

Press

CIA-2 25 Marks

CIA-3 20 Marks

Attendance- 5 Marks

ESE- 30 Marks

This paper talks about the basics of aviation and gets into the depth of the airport ground service operations. It is to give the students a deep understanding into the airport ground service management.

To introduce the idea of aviation and ground service operations.

To elaborate on how ground operations work.

To analyze how Airport Ground Handling can be considered as a Business.

To throw light on the career opportunities in ground handling.

Definition, Origin and growth of aviation; Characteristics of aviation management, History of Aviation, Types of Airports, Different Airlines, Facilities in airports and airplanes, present situation of aviation.

The Airport as a system, National airport systems, the function of the airport, Centralized and decentralized passenger terminal systems, The complexity of the airport operations, Management and operational structure. 

Overview of ground handling, Passenger handling, Ramp handling, Aircraft ramp servicing, Fault servicing, fueling, Wheels and Tyers, Ground power supply, Dicing and washing, Cooling/Heating, Onboard servicing, Ramp lay out, Departure control, Division of ground handling responsibilities, Control of ground handling efficiency, Cabin service, catering, Field Operation Service. Safety Challenges, Safety Initiatives, Integrated Solution for Ground Operation. 

IATA Ground Handling Council (IGHC), Fuel, Air Traffic Management, Efficiency & Cost Management, Airport Operations & Infrastructure, Engineering & Maintenance, Radio Spectrum Paperless Aircraft Operations & Fatigue Risk Management.

 Airport passenger supply chain, Passenger distribution models, Passenger Related process: Curbside to gate, Gate to curb side, The passenger experience-Customer satisfaction, Safety and security roles of terminal manager. Baggage handling, Context, History and Trends, Baggage handling process; Bag drop, hold baggage screening, Bag storage, Flight build and aircraft loading, Arrivals reclaim, Transfer input, inter terminal transfers, Baggage handling system configurations, check in and Bag drop, sorting, baggage screening, Bag storage, Flight build, Reclaim, Bags per passenger, Transfer ratios, Processing times, Baggage systems, Arrival delivery performance.

Need for Efficient and Responsive Airport Ground Handling Operations, Ground Handling Service Providers, To Ensure Check-in Quality, Aircraft Turnaround Time, Ground Handling Suppliers, Independent Operators, Self-Handling Airlines, Third Party Companies, Ground handling operations, Terminal Operations, Airside operations, ramp services, onboard services, external ramp equipment. AERO Specialties, Aircraft marshalling, Airport bus, Airport tug T813 6x6, Baggage carousel, Baggage claim, Baggage handler, Baggage handling system, Bag tag, DMAN, Fixed-base operator, Ground support equipment, Hangar rash, Hucks starter, M2 High Speed Tractor, Manoeuvring area, MB-2 tow tractor, Pushback, remove before flight, Specialized Aviation Service Operation, U-30 Tow Tractor, Visual Docking Guidance System

Asia- Bangladesh, India, Hong Kong, Japan, Korea, Laos, Singapore, Philippines, Taiwan, Thailand, The Caribbean, Barbados, Jamaica, St. Vincent and the Grenadine.

Europe- Belgium, Cyprus, Denmark, Finland, France, Greece, Italy, Latvia, Netherlands, Portugal,

Turkey, UK, Middle East, North and Central America, South America.

Types of Airline Employment Opportunities, Benefits of the workers, Flight Attendant Jobs, Airline Administrative Support, Operations Agent, Avionics Technicians, Regional Sales Manager, Flight Dispatcher, Ground / Airport Station Attendant, Aviation Meteorologist, Passenger Service Agent, Ramp Planner, Reservation Sales Agent, Sales Representative, Crew Schedule Coordinator, Airline Station Agent, Airline Ticket Agent, Airline Flight Instructor, Aviation Attorney.

Airport Operations, Third Edition, McGraw-Hill Education.

The learners will be able to develop a better and more systematic understanding and appreciation of Event Management as a career in the Tourism and Hospitality Industry. They will gain a clear overview of Event Planning and Operations with emphasis on the preparation, execution and evaluation of Events from the perspective of a professional in the Hospitality Industry.

This course is aimed at;

●          To understand basic framework for event planning and management and involvement of various players in event industry.

●          To explain event marketing strategies and various platforms to market the event

●          To Identify the importance of forming event theme and team

●          To Explain the management of venue i.e. before the event, during the event and various technology that facilitate events.

●          To assess the various risk involved in event and preparing budget for the event.

●          To develop evaluation process that helps to identify strength and weakness of the event.

Understanding Events – Characteristics and Classification of Events, Major Event Organizations - Conceptual foundations of Events - Five C’s of Event Management (Conceptualization, Costing, Canvassing, Customization, Carrying out) – Advantages and Need for Events - To the Organizer, Event Planner, Participants, Economy and Society - Introduction to MICE: Components and Significance - Evolution of MICE industry - Introduction to Professional Meeting Planning – Types of Meeting Planners - Travel Agencies and Tour Operators as MICE planners - Convention Visitor Bureaus (CVB) – Functions and Structure

Event Planning – Introduction and Importance - Determining the purpose and goal of the Event - Understanding the Event's Audience – Need Analysis -  Event Planning Process - Introduction and Objectives of Event Marketing - Types of Media, PR and its use in Event Management, Product Launches / PR Events - Using Media - Advertising Campaigns  - Road Shows - e-marketing.  Event Sponsorships –Importance of sponsorship for Event Organizer, Sponsor - Type of Sponsorship.

Use of Events Themes – Color – Décor - Focal Points – Fabrics – Furnishing – Lighting - Audio Visual Events – Logistics – Security, Transport, Parking, Accommodation, Special Needs and Disabled Requirements Forming the Event Team – Recruitment, Selection and Training of Event Volunteers – Pre-Event Briefing - Event Rehearsals - Event Networking – Importance of handling Vendors and Service Contractors – Negotiations and Bidding – Bidding Process

Concept and Types of Event Venues - Determinants of Site and Venue Selection – Facilities - Check-in and Check-out Procedures – Requirements - Lay-outs - Inter-related Venues - Project Planning and Development - Site Inspection - Seating Plans - Protocol and VIP Services, Event Venue Signage - Event Technology: LED Displays, e-podiums, e-posters, Webinar, Virtual Reality, Gamification, Apps, iBeacons, Near Field Communication, Cloud Computing, Event Registration – Importance – Process - Pre-registration – Introduction, benefits and methods - Onsite Registration - Registration Layout – Payments – Event Kits -  Events Planning Checklists. Refreshment Services – Importance and Major Considerations - Audience, Price/Cost, Type and Duration of the Event – Hygiene – Environment - Types of food Functions - Food Plan - Beverage Services - Common Practices and Emerging Trends - Beverage Control Functions

Objective of Event Risk Management - Types of Risks - Legal Risks, Physical Risks, Financial Risks, Moral and Ethical Risks - The Risk Management Process. Significance of Event Budgeting – Preparing the Budget - Do’s and Don’ts of Event Budgeting - Expenditure and Revenue considerations for the Event. Event Laws and Permissions - Required for holding the Event – General - Police Permissions, Traffic Police – Ambulance - Fire Brigade - Municipal Corporation - Indian Performing Rights Society (IPRS) - Phonographic Performing License - Entertainment Tax - Permissions for Open Ground Events - License for serving Liquor

Event Evaluation – Importance – Performance Assessment Indicators - SWOT Analysis – Identifying Problem Areas - Waste Management - Green Events                       

Developing destination based event tourism strategies, development of event tourism goals, creation of an event tourism organizational structure, development of event tourism strategy, implementation of event tourism strategy, tourism events and regional development.

      6. Robincon, P., Wale, D. & Dickson, G. (2010). Events Management ‘Ed’. London: CABI 

This course aims to provide students with a rational understanding about the cargo handling and cargo operations. The paper disseminates operational aspects involved in aviation and cargo management.

This course is aimed at;

●          To gain a thorough insight into various issues, developments and formalities related to airport handling & cargo management.

●          To provide an understanding about various rules, regulations, procedures and documentation about cargo and its movement by different transport modes and a conceptual understanding about sea cargo.

Through this course Students learn how to understand the air and logistics management process

Growth and development of aviation industry. Aviation in India, present status of airline companies, airports, airport security etc. Role of IATA and its function, ICAO its role and function, DGCA,  Airport Authority of India, Open sky policy and (the treaty for open sky policy), International conventions;  Warsaw convention,  Chicago convention 1944. Airline Management –Indian aviation system and current scenario – Indian legal regime – Airport Authority of India - Airport management - Aircraft division - Control tower, Airfield amenities and Special passengers, Official procedures: Check in Formalities at Airport-Baggage Handling – Regulations – Types of Baggage – Handling Un Accompanied Minor( UNM )– Pets – Wheel Chair Passengers etc. , in-flight services, cabin components: Equipment’s used, Emergency orientation, in-flight entertainment, classes of service. Ramp Equipment’s at the Airport - Preparation of Load and Trim sheets.

Introduction to cargo handling - Procedures and documentation - Air cargo – Airway bill – Risks in cargo handling- Insurance and types - International and domestic cargo management. Dispatch of Cargo: Security clearance, Cargo manifest, Loading of Cargo, UNIT load device – Container and Pallet, Locker capacity, Door dimension, Floor load capacity.  Types and nature of cargo - General cargo, precious cargo, human organs, human remains, arms and ammunitions, mail and diplomatic way.Introduction to airport infrastructure and different work spaces at airport .Chief players in aircraft manufacturing and emerging trend patterns. Rates and Tariff: minimum rate, General cargo rate, Quantity rate, Specific commodity rate, Class cargo rate and Cartage charges, demurrage Charges, Documentation and statistical charges, Charge to collect express cargo rate, Sur Charges. Cargo guide ABC/OAG. Claims and complaints: Agents role in cargo movement, Government incentive for export.Overview of the air cargo market- Changes and trends -Shipper and consignee expectations - Challenges for airlines, Ground Handling - Agents (GHA), airports, and forwarders/integrators - E-cargo E-shipping platforms and cargo community systems - Quality management: cargo 2000 - Simplifying the business: e-AWB and e-freight - Cargo Accounts Settlement System (CASS)

Types of airlines, airlines personnel and revenue earning, airport management, the aircraft turnaround, the control tower, Airport facilities and special passengers, airport access, check in facilities, landing facilities for departing passengers, in-flight services, cabin component, audio and video projection equipment, emergency equipment for disembarkation, in-flight entertainment. Introduction to Passenger Handling International and domestic - Procedure at the airport, documentation for various types of travellers, airline – passenger marketing. Introduction To cargo handling- procedures and documentation. Various types of risks in cargo handling. International and domestic cargo management. Brief on load and trim. Insurance and risk management. Introduction to DGR.

Characteristics of Shipping Industry - Liner and tramp operations - World Sea borne Trade and World Shipping.  International shipping terms. 

Export Management: Containerization – Inland Container Depots - History – Multi modal transportation – Advantages – Export Processing Zone – Export Promotion Capital Goods Scheme – Duty Entitlement Pass Book – Special Import License – Cargo Liability and Marine Insurance – Marketing Logistics System – Export Import Marketing Management.

Overview of logistics- criteria's in production, operations and warehouse management- Supply Chain and management of inventories-Production and Fundamentals of Operations Management -electronically  linking  the  supply  chain;  integrating  supply  chain  strategy  to  corporate  strategy- supply  chain  mapping;  supply  chain metrics- Developing and implementing partnerships in the supply chain and implementing supply chain management- Critical linkages in Supply Chain Management

International Logistics and Supply Chain Management-Problem with International Logistics - Factors Influencing Distribution and Logistics- Warehousing- Aims of Warehousing -Role of Warehousing in Export Marketing and Export operations -Types of warehousing-Total Cost Approach to Logistics and approaches of total cost in logistics.

Doganis, R., Graham, A., &Lobbernberg, A. (1994). The Airport Business. London: Routledge Publishing.

Lech, J. (2002). Airfare secrets exposed. London: Powell Books.

Negi, J. (2005). Air travel Ticketing and Fare construction. New Delhi: Kanishka Publications.

Shaw, S. (2007). Airline Marketing and Management.Ashgate Publications.

Sikdar, K. (1999). All you wanted to know about airlines function. Wheeler Publishing.

Wensveen, J. G., & Wells, A. T. (2007). Air transportation: A management perspective.Aldershot, England: Ashgate.

Wells, A. T. (2004). Air Transportation: A management perspective. Belmont, CA: Thomson/Brooks/Cole.

This course gives both theoretical and practical knowledge of aviation industry. The learners acquire theoretical and practical knowledge of understanding and managing the airport and airline industry. This course is an opportunity to learn the basics of aviation and airport management, forecasting and functioning of airport and airline industry. The learners can imply the outcome for the better air service management

This course is aimed at;

●          To explain the aviation infrastructure requirements

●          To identify the various aviation management functions

●          To list out aviation and airport safety standards, policies and programmes.

●          To interpret aircraft rules and regulations

●          To discuss carriage act and convention that focuses on combat hijacking and aviation 

Background of Aviation Management: Civil Aviation and its authorities, General Aviation, Regulations and safety, Military aviation – types of Military Aircraft, Air traffic control, Airport Control, Ground Control, Air control, Approach and Terminal Control, Flight traffic mapping: Problems- Traffic, weather. Call signs for Airlines, Air navigation and traffic service providers.

Aircraft- Types and performances, Flight operations management, Technical Operations, Flight Dispatch and operations control, Crew Scheduling and crew control, Crew training, Flight safety, security and quality. Airport- types, functions, facilities and accessibility, Cockpit and cockpit voice recorders, Airports Management and Strategy. 

Aviation Strategy and Business Models, Co-operation and alliance- opportunities for growth, Airline revenue management, Network planning and slot management, Air cargo Management, Performance measurement in the airline industry, Innovation in airline business, Strategies and Utilization in Aviation Management, Air travel demand versus air passenger traffic.

Introduction of Aviation &Airport Safety, Aircraft Regulations and Guidance – Convention on International Civil Aviation – Inter Agency, Air Safety – FAA Aviation Safety Draft Documents – Aircraft Management Interagency, Committee for Aviation Policy Safety Standards – Aircraft Management Safety Standards Guidelines for Federal Flight Programmes, National Transportation Safety Board – Airline Water Supplies – JFIM, Present State of the Air Transport Industry – Aviation Industry – Global Aviation Industry – Indian Aviation.

Introduction to Aircraft Rules 1937 – Basic Definitions and Interpretation – General Conditions of Flying – General Safety Conditions – Registration and Marking of Aircraft – Personnel of Aircraft. Aerodromes – Engineering, Inspection and Normal Requirements for Organizations – Regularity Provisions.

Indian Aircraft Rules 1920 – Aircraft Arriving or Departing – Aircraft Rules 1954 for Public Health – Aircraft Rules 1994 for Demolition of Obstructions caused by Buildings and Trees – Aircraft Rules 2003 for Carriage of Dangerous Goods.  Air Corporations Act 1953 – Constitution and Functions – Finance, Accounts and Audits, Acquisition of Undertakings of Existing Air Companies

Carriage by Air Act 1972 – Anti Hijacking Act 1982 – Basics – High Jacking and Connected,The Tokyo Convention, The Hague Convention to combat hijacking, The Montreal Convention and the safety of civil aviation, Chicago convention on aviation law.

     6 Kathleen M. Sweet, “Aviation and Airport Security”, Pearson Education, 2004

This course covers Destination planning Analysis techniques for analyzing tourism planning and thereby address evaluation and destination management issues. It also provides students with the knowledge and analytical skills necessary to use destination planning and management framework as a basis for formulating and evaluating planning assessment. A central theme of the course is to address planning analysis and strategic management to facilitate the development of destinations.

This course is aimed at;

●          Educating and providing students with a broad understanding of the operational aspects of destination planning with the knowledge of the basic principles.

●          Designed to prepare students for tourism managers positions.

●          To acquire a comprehensive foundation in the planning and operational aspects involved in destination development.

Through this course Students learn how to address destination planning and management and outlines the tourism development and planning process with a detailed overview of destination planning

Management for tourism destinations- Role of integrated destination plans and tourism development- Destination attractiveness as a function of supply and demand interaction. Developing a sustainable tourism strategy - Determining the level and nature of tourism – Destination Analysis- Influencing tourism development for regional growth - Influencing the operation of tourism enterprises - Influencing visitors- Promoting sustainable consumption - Enhancing destination performance and long term sustainability.

Strategic planning for tourism – Guidelines for Successful Planning - Strategic planning tools, objectives and policies – strategic management in tourism –Benefits of Stakeholder participation in Strategic Planning - planning for change and technology.

Tourism and development process- An analysis of tourism plans- values and powers, actors in development process, policy, planning and politics – reasons for public sector involvement, coordination, planning, legislation and regulation, steps in establishing tourism policies, goals, constraints, internal and external- tourism development in India-Planning and regulating for development - Integrative development and alternative tourism, ecotourism, culture and heritage based tourism - Tourism development out comes: increased linkages and participation. Tourism plans and compliance with standards.

Stakeholder participation in the planning process - Indigenous Tourism and Community Involvement in Tourism Planning. Nature of communities- interaction between tourism and communities - response to tourism by communities - models of attitude towards tourism - community based tourism - the power of communities in the face of tourism - The role of NGO’s in community tourism - Role of tourism WTTC, UN-WTO,PATA, UNEP,IUCN, in sustainable tourism development

Physical, environmental and economic situation analysis. Measurement Criteria of destination carrying Capacity – Capacity Standards – Integrated Analysis and Synthesis – Identification of Opportunities and Limitations – Identification of Markets and Market Trends – Impacts of Tourism Activity – Economic Impacts – Leakages of Expenditure out of the Local Economy – Indirect and Induced Effects & Displacement and Opportunity Costs – The Multiplier Concept - Multiplier Process and Types – Economic Benefits -  Economic Costs – Methodological Approaches to Measure Economic Impacts – Weakness and Limitations of Multiplier Models – The Policy Implications of Multiplier Analysis – Socio Cultural Impacts -  Nature of Socio Cultural Impacts -  Approaches to the Study of Socio Cultural Impacts – Elements of Culture – Factors Influencing Socio Cultural Impacts – Tourism Development Process Considering Psychological basis, Sociological basis and Socio Economic Basis – Positive and Negative Socio Cultural Impacts Associated with Tourism.

Strategic Planning and Community Involvement- Contributors to Sustainable Tourism Development. Market analysis – Forecasting measures – characteristic deliberations – appraisal of Tourist Facility and Infrastructure Requirements – Forecasts of Accommodation Needs and Land Area Requirements – Accessibility or Transportation Requirements – Other Tourist Facility and Service Requirements – Other Infrastructure Concerns.

Crafting a destination vision: Concept of resident responsive tourism into practice- Engaging stakeholders with a common direction for destination management- Strategic direction of the destination- Core values and principles of the destination in the long-term- Aligning destination’s values and culture and with stakeholder goals and ideals- Long-term destination performance- Aspirations and sustainable outlook.

Hayes, M. (2011). Holland International Destination Management. Breda: NHTV Breda University of Applied Sciences.

Heath, E., & Wall, G. (1992). Marketing tourism destinations: A strategic planning approach

Production and Operations Management (POM) is concerned with the management of resources and activities that produce and deliver goods and services for customers.  Efficient and effective operations can provide an organization with major competitive advantages since the ability to respond to customer and market requirements quickly, at a low cost, and with high quality, is vital to attaining profitability and growth through increased market share. The course focuses on the basic concepts, issues, and techniques for efficient and effective management of production and operations.

Introduction,‌ ‌Historical‌ ‌Development,‌ ‌Concept‌ ‌of‌ ‌Production,‌ ‌Production‌ ‌System,‌ ‌Classification‌ ‌of‌ Production‌ ‌System,‌ ‌Production‌ ‌Management.‌ ‌Objectives‌ ‌of‌ ‌Production‌ ‌Management,‌ ‌Concept‌ ‌of‌ ‌Operations.‌ ‌Distinction‌ ‌between‌ ‌Manufacturing‌ ‌Operations‌ ‌and‌ ‌Service‌ ‌Operations.‌ ‌Operations‌ ‌Management,‌ ‌A‌ ‌Framework‌ ‌for‌ ‌Managing‌ ‌Operations.‌ ‌Objectives‌ ‌of‌ ‌Operations‌ ‌Management,‌ ‌Managing‌ ‌Global‌ ‌Operations,‌ ‌Scope‌ ‌of‌ ‌Production‌ ‌and‌ ‌Operations‌ ‌Management.‌ ‌ ‌

Introduction,‌ ‌Historical‌ ‌Development,‌ ‌Concept‌ ‌of‌ ‌Production,‌ ‌Production‌ ‌System,‌ ‌Classification‌ ‌of‌ Production‌ ‌System,‌ ‌Production‌ ‌Management.‌ ‌Objectives‌ ‌of‌ ‌Production‌ ‌Management,‌ ‌Concept‌ ‌of‌ ‌Operations.‌ ‌Distinction‌ ‌between‌ ‌Manufacturing‌ ‌Operations‌ ‌and‌ ‌Service‌ ‌Operations.‌ ‌Operations‌ ‌Management,‌ ‌A‌ ‌Framework‌ ‌for‌ ‌Managing‌ ‌Operations.‌ ‌Objectives‌ ‌of‌ ‌Operations‌ ‌Management,‌ ‌Managing‌ ‌Global‌ ‌Operations,‌ ‌Scope‌ ‌of‌ ‌Production‌ ‌and‌ ‌Operations‌ ‌Management.‌ ‌ ‌

Introduction,‌ ‌Historical‌ ‌Development,‌ ‌Concept‌ ‌of‌ ‌Production,‌ ‌Production‌ ‌System,‌ ‌Classification‌ ‌of‌ Production‌ ‌System,‌ ‌Production‌ ‌Management.‌ ‌Objectives‌ ‌of‌ ‌Production‌ ‌Management,‌ ‌Concept‌ ‌of‌ ‌Operations.‌ ‌Distinction‌ ‌between‌ ‌Manufacturing‌ ‌Operations‌ ‌and‌ ‌Service‌ ‌Operations.‌ ‌Operations‌ ‌Management,‌ ‌A‌ ‌Framework‌ ‌for‌ ‌Managing‌ ‌Operations.‌ ‌Objectives‌ ‌of‌ ‌Operations‌ ‌Management,‌ ‌Managing‌ ‌Global‌ ‌Operations,‌ ‌Scope‌ ‌of‌ ‌Production‌ ‌and‌ ‌Operations‌ ‌Management.‌ ‌ ‌

Introduction,‌ ‌Historical‌ ‌Development,‌ ‌Concept‌ ‌of‌ ‌Production,‌ ‌Production‌ ‌System,‌ ‌Classification‌ ‌of‌ Production‌ ‌System,‌ ‌Production‌ ‌Management.‌ ‌Objectives‌ ‌of‌ ‌Production‌ ‌Management,‌ ‌Concept‌ ‌of‌ ‌Operations.‌ ‌Distinction‌ ‌between‌ ‌Manufacturing‌ ‌Operations‌ ‌and‌ ‌Service‌ ‌Operations.‌ ‌Operations‌ ‌Management,‌ ‌A‌ ‌Framework‌ ‌for‌ ‌Managing‌ ‌Operations.‌ ‌Objectives‌ ‌of‌ ‌Operations‌ ‌Management,‌ ‌Managing‌ ‌Global‌ ‌Operations,‌ ‌Scope‌ ‌of‌ ‌Production‌ ‌and‌ ‌Operations‌ ‌Management.‌ ‌ ‌

Introduction,‌ ‌Historical‌ ‌Development,‌ ‌Concept‌ ‌of‌ ‌Production,‌ ‌Production‌ ‌System,‌ ‌Classification‌ ‌of‌ Production‌ ‌System,‌ ‌Production‌ ‌Management.‌ ‌Objectives‌ ‌of‌ ‌Production‌ ‌Management,‌ ‌Concept‌ ‌of‌ ‌Operations.‌ ‌Distinction‌ ‌between‌ ‌Manufacturing‌ ‌Operations‌ ‌and‌ ‌Service‌ ‌Operations.‌ ‌Operations‌ ‌Management,‌ ‌A‌ ‌Framework‌ ‌for‌ ‌Managing‌ ‌Operations.‌ ‌Objectives‌ ‌of‌ ‌Operations‌ ‌Management,‌ ‌Managing‌ ‌Global‌ ‌Operations,‌ ‌Scope‌ ‌of‌ ‌Production‌ ‌and‌ ‌Operations‌ ‌Management.‌ ‌ ‌

Introduction,‌ ‌Historical‌ ‌Development,‌ ‌Concept‌ ‌of‌ ‌Production,‌ ‌Production‌ ‌System,‌ ‌Classification‌ ‌of‌ Production‌ ‌System,‌ ‌Production‌ ‌Management.‌ ‌Objectives‌ ‌of‌ ‌Production‌ ‌Management,‌ ‌Concept‌ ‌of‌ ‌Operations.‌ ‌Distinction‌ ‌between‌ ‌Manufacturing‌ ‌Operations‌ ‌and‌ ‌Service‌ ‌Operations.‌ ‌Operations‌ ‌Management,‌ ‌A‌ ‌Framework‌ ‌for‌ ‌Managing‌ ‌Operations.‌ ‌Objectives‌ ‌of‌ ‌Operations‌ ‌Management,‌ ‌Managing‌ ‌Global‌ ‌Operations,‌ ‌Scope‌ ‌of‌ ‌Production‌ ‌and‌ ‌Operations‌ ‌Management.‌ ‌ ‌

Introduction,‌ ‌Historical‌ ‌Development,‌ ‌Concept‌ ‌of‌ ‌Production,‌ ‌Production‌ ‌System,‌ ‌Classification‌ ‌of‌ Production‌ ‌System,‌ ‌Production‌ ‌Management.‌ ‌Objectives‌ ‌of‌ ‌Production‌ ‌Management,‌ ‌Concept‌ ‌of‌ ‌Operations.‌ ‌Distinction‌ ‌between‌ ‌Manufacturing‌ ‌Operations‌ ‌and‌ ‌Service‌ ‌Operations.‌ ‌Operations‌ ‌Management,‌ ‌A‌ ‌Framework‌ ‌for‌ ‌Managing‌ ‌Operations.‌ ‌Objectives‌ ‌of‌ ‌Operations‌ ‌Management,‌ ‌Managing‌ ‌Global‌ ‌Operations,‌ ‌Scope‌ ‌of‌ ‌Production‌ ‌and‌ ‌Operations‌ ‌Management.‌ ‌ ‌

Introduction,‌ ‌Historical‌ ‌Development,‌ ‌Concept‌ ‌of‌ ‌Production,‌ ‌Production‌ ‌System,‌ ‌Classification‌ ‌of‌ Production‌ ‌System,‌ ‌Production‌ ‌Management.‌ ‌Objectives‌ ‌of‌ ‌Production‌ ‌Management,‌ ‌Concept‌ ‌of‌ ‌Operations.‌ ‌Distinction‌ ‌between‌ ‌Manufacturing‌ ‌Operations‌ ‌and‌ ‌Service‌ ‌Operations.‌ ‌Operations‌ ‌Management,‌ ‌A‌ ‌Framework‌ ‌for‌ ‌Managing‌ ‌Operations.‌ ‌Objectives‌ ‌of‌ ‌Operations‌ ‌Management,‌ ‌Managing‌ ‌Global‌ ‌Operations,‌ ‌Scope‌ ‌of‌ ‌Production‌ ‌and‌ ‌Operations‌ ‌Management.‌ ‌ ‌

Introduction,‌ ‌Historical‌ ‌Development,‌ ‌Concept‌ ‌of‌ ‌Production,‌ ‌Production‌ ‌System,‌ ‌Classification‌ ‌of‌ Production‌ ‌System,‌ ‌Production‌ ‌Management.‌ ‌Objectives‌ ‌of‌ ‌Production‌ ‌Management,‌ ‌Concept‌ ‌of‌ ‌Operations.‌ ‌Distinction‌ ‌between‌ ‌Manufacturing‌ ‌Operations‌ ‌and‌ ‌Service‌ ‌Operations.‌ ‌Operations‌ ‌Management,‌ ‌A‌ ‌Framework‌ ‌for‌ ‌Managing‌ ‌Operations.‌ ‌Objectives‌ ‌of‌ ‌Operations‌ ‌Management,‌ ‌Managing‌ ‌Global‌ ‌Operations,‌ ‌Scope‌ ‌of‌ ‌Production‌ ‌and‌ ‌Operations‌ ‌Management.‌ ‌ ‌

Introduction,‌ ‌Historical‌ ‌Development,‌ ‌Concept‌ ‌of‌ ‌Production,‌ ‌Production‌ ‌System,‌ ‌Classification‌ ‌of‌ Production‌ ‌System,‌ ‌Production‌ ‌Management.‌ ‌Objectives‌ ‌of‌ ‌Production‌ ‌Management,‌ ‌Concept‌ ‌of‌ ‌Operations.‌ ‌Distinction‌ ‌between‌ ‌Manufacturing‌ ‌Operations‌ ‌and‌ ‌Service‌ ‌Operations.‌ ‌Operations‌ ‌Management,‌ ‌A‌ ‌Framework‌ ‌for‌ ‌Managing‌ ‌Operations.‌ ‌Objectives‌ ‌of‌ ‌Operations‌ ‌Management,‌ ‌Managing‌ ‌Global‌ ‌Operations,‌ ‌Scope‌ ‌of‌ ‌Production‌ ‌and‌ ‌Operations‌ ‌Management.‌ ‌ ‌

Introduction,‌ ‌Historical‌ ‌Development,‌ ‌Concept‌ ‌of‌ ‌Production,‌ ‌Production‌ ‌System,‌ ‌Classification‌ ‌of‌ Production‌ ‌System,‌ ‌Production‌ ‌Management.‌ ‌Objectives‌ ‌of‌ ‌Production‌ ‌Management,‌ ‌Concept‌ ‌of‌ ‌Operations.‌ ‌Distinction‌ ‌between‌ ‌Manufacturing‌ ‌Operations‌ ‌and‌ ‌Service‌ ‌Operations.‌ ‌Operations‌ ‌Management,‌ ‌A‌ ‌Framework‌ ‌for‌ ‌Managing‌ ‌Operations.‌ ‌Objectives‌ ‌of‌ ‌Operations‌ ‌Management,‌ ‌Managing‌ ‌Global‌ ‌Operations,‌ ‌Scope‌ ‌of‌ ‌Production‌ ‌and‌ ‌Operations‌ ‌Management.‌ ‌ ‌

Introduction,‌ ‌Historical‌ ‌Development,‌ ‌Concept‌ ‌of‌ ‌Production,‌ ‌Production‌ ‌System,‌ ‌Classification‌ ‌of‌ Production‌ ‌System,‌ ‌Production‌ ‌Management.‌ ‌Objectives‌ ‌of‌ ‌Production‌ ‌Management,‌ ‌Concept‌ ‌of‌ ‌Operations.‌ ‌Distinction‌ ‌between‌ ‌Manufacturing‌ ‌Operations‌ ‌and‌ ‌Service‌ ‌Operations.‌ ‌Operations‌ ‌Management,‌ ‌A‌ ‌Framework‌ ‌for‌ ‌Managing‌ ‌Operations.‌ ‌Objectives‌ ‌of‌ ‌Operations‌ ‌Management,‌ ‌Managing‌ ‌Global‌ ‌Operations,‌ ‌Scope‌ ‌of‌ ‌Production‌ ‌and‌ ‌Operations‌ ‌Management.‌ ‌ ‌

Introduction,‌ ‌Historical‌ ‌Development,‌ ‌Concept‌ ‌of‌ ‌Production,‌ ‌Production‌ ‌System,‌ ‌Classification‌ ‌of‌ Production‌ ‌System,‌ ‌Production‌ ‌Management.‌ ‌Objectives‌ ‌of‌ ‌Production‌ ‌Management,‌ ‌Concept‌ ‌of‌ ‌Operations.‌ ‌Distinction‌ ‌between‌ ‌Manufacturing‌ ‌Operations‌ ‌and‌ ‌Service‌ ‌Operations.‌ ‌Operations‌ ‌Management,‌ ‌A‌ ‌Framework‌ ‌for‌ ‌Managing‌ ‌Operations.‌ ‌Objectives‌ ‌of‌ ‌Operations‌ ‌Management,‌ ‌Managing‌ ‌Global‌ ‌Operations,‌ ‌Scope‌ ‌of‌ ‌Production‌ ‌and‌ ‌Operations‌ ‌Management.‌ ‌ ‌

Introduction‌ ‌and‌ ‌meaning‌ ‌Need‌ ‌for‌ ‌selecting‌ ‌a‌ ‌suitable‌ ‌location,‌ ‌Factors‌ ‌influencing‌ ‌plant‌, Location – Cost Volume/Break-Even Analysis, Factor Rating, Centre of Gravity Method, Weber’s theory of location. ‌ ‌General‌ ‌locational‌ ‌factors,‌ ‌and‌ ‌Specific‌ ‌locational‌ ‌factors‌ ‌for‌ manufacturing‌ ‌organization‌ ‌and‌ ‌for‌ ‌Service‌ ‌organization.‌  ‌Objectives,‌ ‌principles‌ ‌and‌ ‌Types‌ ‌of‌ ‌plant‌ ‌layout.‌ ‌Process‌ ‌layout – Practical Problem related to Layout Improvement – Material Improvement Cost Minimisation,‌ ‌Product‌ ‌Layout – Assembly Line Balancing,‌ ‌Determination of Cycle Time and Efficiency of Assembly Line, Combination‌ ‌layout,‌ ‌Fixed‌ ‌position‌ ‌layout,‌ ‌Group‌ ‌layout, Physical‌ ‌Facilities.

Introduction‌ ‌and‌ ‌meaning‌ ‌Need‌ ‌for‌ ‌selecting‌ ‌a‌ ‌suitable‌ ‌location,‌ ‌Factors‌ ‌influencing‌ ‌plant‌, Location – Cost Volume/Break-Even Analysis, Factor Rating, Centre of Gravity Method, Weber’s theory of location. ‌ ‌General‌ ‌locational‌ ‌factors,‌ ‌and‌ ‌Specific‌ ‌locational‌ ‌factors‌ ‌for‌ manufacturing‌ ‌organization‌ ‌and‌ ‌for‌ ‌Service‌ ‌organization.‌  ‌Objectives,‌ ‌principles‌ ‌and‌ ‌Types‌ ‌of‌ ‌plant‌ ‌layout.‌ ‌Process‌ ‌layout – Practical Problem related to Layout Improvement – Material Improvement Cost Minimisation,‌ ‌Product‌ ‌Layout – Assembly Line Balancing,‌ ‌Determination of Cycle Time and Efficiency of Assembly Line, Combination‌ ‌layout,‌ ‌Fixed‌ ‌position‌ ‌layout,‌ ‌Group‌ ‌layout, Physical‌ ‌Facilities.

Introduction‌ ‌and‌ ‌meaning‌ ‌Need‌ ‌for‌ ‌selecting‌ ‌a‌ ‌suitable‌ ‌location,‌ ‌Factors‌ ‌influencing‌ ‌plant‌, Location – Cost Volume/Break-Even Analysis, Factor Rating, Centre of Gravity Method, Weber’s theory of location. ‌ ‌General‌ ‌locational‌ ‌factors,‌ ‌and‌ ‌Specific‌ ‌locational‌ ‌factors‌ ‌for‌ manufacturing‌ ‌organization‌ ‌and‌ ‌for‌ ‌Service‌ ‌organization.‌  ‌Objectives,‌ ‌principles‌ ‌and‌ ‌Types‌ ‌of‌ ‌plant‌ ‌layout.‌ ‌Process‌ ‌layout – Practical Problem related to Layout Improvement – Material Improvement Cost Minimisation,‌ ‌Product‌ ‌Layout – Assembly Line Balancing,‌ ‌Determination of Cycle Time and Efficiency of Assembly Line, Combination‌ ‌layout,‌ ‌Fixed‌ ‌position‌ ‌layout,‌ ‌Group‌ ‌layout, Physical‌ ‌Facilities.

Introduction‌ ‌and‌ ‌meaning‌ ‌Need‌ ‌for‌ ‌selecting‌ ‌a‌ ‌suitable‌ ‌location,‌ ‌Factors‌ ‌influencing‌ ‌plant‌, Location – Cost Volume/Break-Even Analysis, Factor Rating, Centre of Gravity Method, Weber’s theory of location. ‌ ‌General‌ ‌locational‌ ‌factors,‌ ‌and‌ ‌Specific‌ ‌locational‌ ‌factors‌ ‌for‌ manufacturing‌ ‌organization‌ ‌and‌ ‌for‌ ‌Service‌ ‌organization.‌  ‌Objectives,‌ ‌principles‌ ‌and‌ ‌Types‌ ‌of‌ ‌plant‌ ‌layout.‌ ‌Process‌ ‌layout – Practical Problem related to Layout Improvement – Material Improvement Cost Minimisation,‌ ‌Product‌ ‌Layout – Assembly Line Balancing,‌ ‌Determination of Cycle Time and Efficiency of Assembly Line, Combination‌ ‌layout,‌ ‌Fixed‌ ‌position‌ ‌layout,‌ ‌Group‌ ‌layout, Physical‌ ‌Facilities.

Introduction‌ ‌and‌ ‌meaning‌ ‌Need‌ ‌for‌ ‌selecting‌ ‌a‌ ‌suitable‌ ‌location,‌ ‌Factors‌ ‌influencing‌ ‌plant‌, Location – Cost Volume/Break-Even Analysis, Factor Rating, Centre of Gravity Method, Weber’s theory of location. ‌ ‌General‌ ‌locational‌ ‌factors,‌ ‌and‌ ‌Specific‌ ‌locational‌ ‌factors‌ ‌for‌ manufacturing‌ ‌organization‌ ‌and‌ ‌for‌ ‌Service‌ ‌organization.‌  ‌Objectives,‌ ‌principles‌ ‌and‌ ‌Types‌ ‌of‌ ‌plant‌ ‌layout.‌ ‌Process‌ ‌layout – Practical Problem related to Layout Improvement – Material Improvement Cost Minimisation,‌ ‌Product‌ ‌Layout – Assembly Line Balancing,‌ ‌Determination of Cycle Time and Efficiency of Assembly Line, Combination‌ ‌layout,‌ ‌Fixed‌ ‌position‌ ‌layout,‌ ‌Group‌ ‌layout, Physical‌ ‌Facilities.

Introduction‌ ‌and‌ ‌meaning‌ ‌Need‌ ‌for‌ ‌selecting‌ ‌a‌ ‌suitable‌ ‌location,‌ ‌Factors‌ ‌influencing‌ ‌plant‌, Location – Cost Volume/Break-Even Analysis, Factor Rating, Centre of Gravity Method, Weber’s theory of location. ‌ ‌General‌ ‌locational‌ ‌factors,‌ ‌and‌ ‌Specific‌ ‌locational‌ ‌factors‌ ‌for‌ manufacturing‌ ‌organization‌ ‌and‌ ‌for‌ ‌Service‌ ‌organization.‌  ‌Objectives,‌ ‌principles‌ ‌and‌ ‌Types‌ ‌of‌ ‌plant‌ ‌layout.‌ ‌Process‌ ‌layout – Practical Problem related to Layout Improvement – Material Improvement Cost Minimisation,‌ ‌Product‌ ‌Layout – Assembly Line Balancing,‌ ‌Determination of Cycle Time and Efficiency of Assembly Line, Combination‌ ‌layout,‌ ‌Fixed‌ ‌position‌ ‌layout,‌ ‌Group‌ ‌layout, Physical‌ ‌Facilities.

Introduction‌ ‌and‌ ‌meaning‌ ‌Need‌ ‌for‌ ‌selecting‌ ‌a‌ ‌suitable‌ ‌location,‌ ‌Factors‌ ‌influencing‌ ‌plant‌, Location – Cost Volume/Break-Even Analysis, Factor Rating, Centre of Gravity Method, Weber’s theory of location. ‌ ‌General‌ ‌locational‌ ‌factors,‌ ‌and‌ ‌Specific‌ ‌locational‌ ‌factors‌ ‌for‌ manufacturing‌ ‌organization‌ ‌and‌ ‌for‌ ‌Service‌ ‌organization.‌  ‌Objectives,‌ ‌principles‌ ‌and‌ ‌Types‌ ‌of‌ ‌plant‌ ‌layout.‌ ‌Process‌ ‌layout – Practical Problem related to Layout Improvement – Material Improvement Cost Minimisation,‌ ‌Product‌ ‌Layout – Assembly Line Balancing,‌ ‌Determination of Cycle Time and Efficiency of Assembly Line, Combination‌ ‌layout,‌ ‌Fixed‌ ‌position‌ ‌layout,‌ ‌Group‌ ‌layout, Physical‌ ‌Facilities.

Introduction‌ ‌and‌ ‌meaning‌ ‌Need‌ ‌for‌ ‌selecting‌ ‌a‌ ‌suitable‌ ‌location,‌ ‌Factors‌ ‌influencing‌ ‌plant‌, Location – Cost Volume/Break-Even Analysis, Factor Rating, Centre of Gravity Method, Weber’s theory of location. ‌ ‌General‌ ‌locational‌ ‌factors,‌ ‌and‌ ‌Specific‌ ‌locational‌ ‌factors‌ ‌for‌ manufacturing‌ ‌organization‌ ‌and‌ ‌for‌ ‌Service‌ ‌organization.‌  ‌Objectives,‌ ‌principles‌ ‌and‌ ‌Types‌ ‌of‌ ‌plant‌ ‌layout.‌ ‌Process‌ ‌layout – Practical Problem related to Layout Improvement – Material Improvement Cost Minimisation,‌ ‌Product‌ ‌Layout – Assembly Line Balancing,‌ ‌Determination of Cycle Time and Efficiency of Assembly Line, Combination‌ ‌layout,‌ ‌Fixed‌ ‌position‌ ‌layout,‌ ‌Group‌ ‌layout, Physical‌ ‌Facilities.

Introduction‌ ‌and‌ ‌meaning‌ ‌Need‌ ‌for‌ ‌selecting‌ ‌a‌ ‌suitable‌ ‌location,‌ ‌Factors‌ ‌influencing‌ ‌plant‌, Location – Cost Volume/Break-Even Analysis, Factor Rating, Centre of Gravity Method, Weber’s theory of location. ‌ ‌General‌ ‌locational‌ ‌factors,‌ ‌and‌ ‌Specific‌ ‌locational‌ ‌factors‌ ‌for‌ manufacturing‌ ‌organization‌ ‌and‌ ‌for‌ ‌Service‌ ‌organization.‌  ‌Objectives,‌ ‌principles‌ ‌and‌ ‌Types‌ ‌of‌ ‌plant‌ ‌layout.‌ ‌Process‌ ‌layout – Practical Problem related to Layout Improvement – Material Improvement Cost Minimisation,‌ ‌Product‌ ‌Layout – Assembly Line Balancing,‌ ‌Determination of Cycle Time and Efficiency of Assembly Line, Combination‌ ‌layout,‌ ‌Fixed‌ ‌position‌ ‌layout,‌ ‌Group‌ ‌layout, Physical‌ ‌Facilities.

Introduction‌ ‌and‌ ‌meaning‌ ‌Need‌ ‌for‌ ‌selecting‌ ‌a‌ ‌suitable‌ ‌location,‌ ‌Factors‌ ‌influencing‌ ‌plant‌, Location – Cost Volume/Break-Even Analysis, Factor Rating, Centre of Gravity Method, Weber’s theory of location. ‌ ‌General‌ ‌locational‌ ‌factors,‌ ‌and‌ ‌Specific‌ ‌locational‌ ‌factors‌ ‌for‌ manufacturing‌ ‌organization‌ ‌and‌ ‌for‌ ‌Service‌ ‌organization.‌  ‌Objectives,‌ ‌principles‌ ‌and‌ ‌Types‌ ‌of‌ ‌plant‌ ‌layout.‌ ‌Process‌ ‌layout – Practical Problem related to Layout Improvement – Material Improvement Cost Minimisation,‌ ‌Product‌ ‌Layout – Assembly Line Balancing,‌ ‌Determination of Cycle Time and Efficiency of Assembly Line, Combination‌ ‌layout,‌ ‌Fixed‌ ‌position‌ ‌layout,‌ ‌Group‌ ‌layout, Physical‌ ‌Facilities.