Syllabus for

Academic Year  (2024)

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.

Course‌ ‌Description‌: ‌ ‌ ‌

This course is designed to give the students a stage to apply and understand all the concepts taught in Advanced Data Science, Data Engineering & Decision Science. It will help in providing the students with real world industry exposure by guiding them to solve real world problems that Mu Sigma has historically dealt with

Course Objectives:

The objective of the course is to:

1. Understand why simply solving problems is not sufficient and why a more elaborate art of problem solving is in order
2. Understand how solving specific problems and the art of problem solving can co-exist harmoniously in the larger realm of problem solving
3. Understand the logic and calculation of customer lifetime value
4. Understand problems pertaining to specific industries
5. Examine classification techniques used to determine CLTV

Problem Space IV will occur once the students are familiar with the design thinking concepts in Decision Science topics. It will be a classroom activity on the problems given by the trainer. This subject will be covered during the second part of the semester.

Students will be taught:

1. To develop an understanding of CLTV in general
2. Examples of real-life applications of CLTV & its impact
3. Techniques to arrive at a solution, their uses & application
4. How to work on an exercise on CLTV

Output expected from students:                                                                                                          

1. Define and learn to interpret an Empathy Map, Org Chart, Vertical writeup on the Industry and the business in question
2. Make use of breakdown of the problem statement
3. Identify the flow of revenue and calculate CLTV
4. Take part in performing Hypothesis testing and Exploratory data analysis and conclude to a solution thinking on the lines of Transformation Roadmap                                                                                                            
5. Formulate and submit a Jupyter Notebook with the solution

Problem Space IV will occur once the students are familiar with the design thinking concepts in Decision Science topics. It will be a classroom activity on the problems given by the trainer. This subject will be covered during the second part of the semester.

Students will be taught:

1. To develop an understanding of CLTV in general
2. Examples of real-life applications of CLTV & its impact
3. Techniques to arrive at a solution, their uses & application
4. How to work on an exercise on CLTV

Output expected from students:                                                                                                          

1. Define and learn to interpret an Empathy Map, Org Chart, Vertical writeup on the Industry and the business in question
2. Make use of breakdown of the problem statement
3. Identify the flow of revenue and calculate CLTV
4. Take part in performing Hypothesis testing and Exploratory data analysis and conclude to a solution thinking on the lines of Transformation Roadmap                                                                                                            
5. Formulate and submit a Jupyter Notebook with the solution

Course‌ ‌Description‌:

‌This course covers introduction to Big Data Spark, RDDs – Resilient distributed datasets, Spark and Big Data, built in libraries for Spark, The Spark Shell, Transformations and Actions. This course also covers arithmetic and numbers, values and variables, Boolean and comparison operators, Strings and basic RegEx , Tuples , Collections , Lists , Arrays , Sets , Maps , Flow Control for loops , While Loops and Functions

Course Objectives:

The objective of the course is to:

1. Understand the fundamental concepts of Spark
2. Understand the manipulating big data distributed over a cluster using functional concepts
3. Understand the syntax and usage of Spark and Scala for data access and manipulation
4. Understand the use of Spark and Scala in dealing with big data

Will learn how to launch spark application on a cluster

What is Spark – Introduction to RDDs – Resilient Distributed Datasets, Spark and Big Data, Built in libraries for Spark , The Spark Shell , Transformations and Actions  

Introduction to Spark Data Frames, Data Frames overview, Spark Dataframe Operations, Group By aggregate functions and Handling missing data 

Intro to RDBMS, MS SQL Server, IBM DB2, Oracle, MySQL. Coding in Spark for RDBMS. Packages in SPARK for data transformation.

Apache Spark RDD operations - Transformations and Actions. Linkage, map, filter, flatmap, Map partition, reduced by, groupby, sample, union, join, distinct, coalesce, collect, reduce, aggregate, saveas, countby

Linking, Initializing Streaming Context, Discretized Streams (DStreams), Caching /Persistence and Fault – tolerance Semantics

Course‌ ‌Description‌: 

This course covers regression that is the most used Machine Learning paradigm and is often utilized for comparing or establishing the relationship between two or more variables. This course provides learners with an introduction to popular Regression algorithms. Clustering is an Unsupervised Machine Learning technique and is often utilized to differentiate between various levels of a variable. This course also enables the learners to understand the necessity and areas of application of linear statistical model techniques like factor analysis which is an integral part of Exploratory Data Analysis

Course Objectives:

The objective of the course is to:

1. Understand the generalized linear models (GLM) Framework
2. Understand various models under the GLM framework, specifically for cases of continuous outcomes, binary outcomes, and count outcomes
3. Understand data preparation, clustering techniques and cluster validation
4. Understand the Model Validation techniques are used to assess the accuracy of Machine Learning models

Learn techniques like factor analysis which is an integral part of exploratory data analysis

Responses and predictors, General Linear Hypothesis, Distribution of the response variable and link functions, Analysis of Deviance

Importing libraries, functions, standardize the data, imputation, handling outliers, binning, one hot encoding, data transformation, factor analysis, principal component analysis

Assumptions in Linear regression, OLS, Linear regression, Multiple linear regression, ANOVA in regression models, Testing the general linear hypothesis through F-tests, Main effects and interactions, Error analysis and residual plots.

Partitioning methods: k-means, expectation maximization (EM), Hierarchical methods: distance-based agglomerative and divisible clustering

Validation using silhouette score, Dunn Index

Maximum likelihood estimation, logit and probit models, Diagnostics for binary outcome models, likelihood ratio tests, interpretation of estimates under various binary outcome models, Main effects and interactions, confidence intervals of estimates, Prediction intervals for binary outcome models

McCullagh, P, &Nelder, J. A. Generalized Linear Models (2nd edition). Chapman & Hall/CRC Press.

1. McCullagh, P, &Nelder, J. A. Generalized Linear Models (2nd edition). Chapman & Hall/CRC Press.

2. Agresti, A. (2015). Foundations of Linear and Generalized Linear Models, Wiley

Course‌ ‌Description‌: ‌ ‌ ‌

The course covers various aspects of Art of Problem-Solving framework and covers complexity surrounding individual business problems, Mapping problem interconnections, Discovering and identifying the latent interconnection between problems with examples and introduction to D3 Stack

Course Objectives:

The objective of the course is to:

1. Understand the complexity surrounding individual business problems,
2. Mapping problem interconnections, discovering
3. Identifying the latent interconnection between the problems
4. Understand the tenets of the art of problem-solving framework
5. Instil a new approach in decision making

Summary of muPDNA & muOBI

Complexity surrounding individual business problems, Mapping problem interconnections, Discovering and identifying the latent interconnection between problems, Examples of muUniverse

Structural concepts of D3 Stack along with how it helps in creating business solution

Analogy between manufacturing supply chains and decision supply chains, understanding flow of decisions in organizations, role of muDSC in understanding flow and tracking of decisions, examples of muDSC

The DIPP index, flaws in conventional deciphering of the DIPP index, interdependency across D, I, P and P problems to yield greater RoI of the analytical process, examples of muIDA

The rise of internet and associated technologies has revolutionized the global marketplace, offering swift, cost-effective, and convenient transaction options. This program fosters a comprehensive comprehension of digital marketing, encompassing online marketing strategies, social media platforms, search engine optimization techniques, email marketing campaigns, pay-per-click advertising, display marketing, and content marketing approaches

Introduction to Digital Marketing – Meaning and Scope of Digital Marketing, Key Drivers of Digital Marketing, types of Digital marketing channels, The Digital Consumer, The Digital Brand ecosystem, Establishing Online Brand Identity, Challenges of Digital Marketing.

Consumer behaviour and digital marketing strategy; defining digital marketing mix; Segmentation, Targeting and Positioning Strategies in digital world 

Introduction to social media, Models of social media, Social Media Analytics, Social Media Tools, Social Networking and Social Media marketing, Facebook Marketing, LinkedIn Marketing, Twitter Marketing, Instagram Marketing, Youtube Marketing.

Consumer engagement and its Importance, Driving Consumer engagement, Engagement Marketing through Content Management, Measurement of Consumer Engagement, Blogging as a co-creation Tool, Community engagement, Customer Life Time Value.

Inbound and importance of website, Anatomy of website, Paid and Owned Media, SEO, On page optimization, Website Management, Key word search, Introduction to Web Business Models, Web Chain of Events and Analysis, Payment Service Providers.

Web analytics, Purpose and Process, Analytical tools – Google analytics, Audience analysis, Behaviour analysis, Conversion analysis; Dashboards and its types; Social media analytics and tools. Usage and importance of Web analytics for digital marketing strategy. 

Disruption Marketing, Role of Technology Disruptive marketing, Marketing technology and Artificial Intelligence, Block Chain and Machine Learning impacting the Current marketing trends, IoT and Virtual reality tools for enhancing marketing effectiveness. 

2.     Zimmerman Jan, Sahlin Doug. (2008). Social media marketing, All-in-one for dummies, Wiley India   

3.     Teixeira, J. (2010). Your Google Game Plan for Success: Increasing Your Web Presence with Google AdWords, Analytics and Website Optimizer, Wiley India.

Damian Ryan. (2014). Understanding Digital Marketing: Marketing Strategies for Engaging the Digital Generation, Kogan Page

Course Description: The course will make students understand the importance of managing cultural diversity in a globalized world. They will learn about the factors that influence a country’s culture and communication process. The course will help them to develop cultural sensitivity and improve their cultural awareness.

Course Objectives:

·       Develop an in-depth understanding of the global leader, culture and its multiple dimensions.

·       Develop insights about the role of leadership to bridge across different cultures and create synergies. 

·       Deepen self-awareness as a continuously learning individual in a multi-cultural global system. 

Challenges of Globalization, Role of Global Manager- organizational context, culture and managerial roles- Evaluating cross cultural management studies

Features of Culture, Key cultural terminology, Cultural Differences, Culture and Social Group.

Kluckhohn & Strodbeck Framework, Hofstede Study, The GLOBE study, Trompenaars Dimensions, Cultural Distance.

Cultural factors in communication, Variables in communication process, International Body Language, Guidelines for English and foreign languages. The internet and intercultural Communication.

Understanding the characteristics and Cultural guidelines for: North American Work Culture – Pan American perspective, United States of America; Middle-East Work Culture- Middle East overview, Cultural Aspect of Arab, Egypt, Saudi Arabia.; Asian Work Culture- Cultural aspect of China, India, Japan, Pakistan, South Korea; European Work Culture- European Diversity and synergy, Western Europe, France, Italy.

●        Thomas, D. C. 1. (2018). Cross-cultural management: Essential concepts (Fourth edition.). London: Sage.

●        Abramson, N. R., & Harris, P. R. 1. (2018). Managing cultural differences (Tenth Edition.). New York: Routledge.

●        Ting-Toomey, S. (2019). Communicating across cultures (Second edition.). New York: The guilford press.

       ●    Ghemawat, P. (2018). Redefining global strategy: Crossing borders in a world where differences still matter. Boston: Harvard business review press.

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.

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,‌ ‌Scope‌ ‌or‌ ‌functions‌ ‌of‌ ‌Materials‌ ‌Management,‌ ‌Material‌ ‌planning‌ ‌and‌ ‌control,‌ ‌Purchasing and ‌Stores‌ ‌Management. EOQ, ‌Inventory‌ ‌control techniques (ABC Analysis, FSN, VED, HML, SOS, SDE, GOLF & XYZ Analysis), Vendor selection, development and‌ vendor rating, ‌Standardization,‌ ‌Simplification,‌ ‌Value‌ ‌analysis / Value Engineering, ‌Just‌ ‌in‌ ‌time and ‌Ergonomics.‌

Introduction‌ ‌and‌ ‌Meaning,‌ ‌Scope‌ ‌or‌ ‌functions‌ ‌of‌ ‌Materials‌ ‌Management,‌ ‌Material‌ ‌planning‌ ‌and‌ ‌control,‌ ‌Purchasing and ‌Stores‌ ‌Management. EOQ, ‌Inventory‌ ‌control techniques (ABC Analysis, FSN, VED, HML, SOS, SDE, GOLF & XYZ Analysis), Vendor selection, development and‌ vendor rating, ‌Standardization,‌ ‌Simplification,‌ ‌Value‌ ‌analysis / Value Engineering, ‌Just‌ ‌in‌ ‌time and ‌Ergonomics.‌

Introduction‌ ‌and‌ ‌Meaning,‌ ‌Scope‌ ‌or‌ ‌functions‌ ‌of‌ ‌Materials‌ ‌Management,‌ ‌Material‌ ‌planning‌ ‌and‌ ‌control,‌ ‌Purchasing and ‌Stores‌ ‌Management. EOQ, ‌Inventory‌ ‌control techniques (ABC Analysis, FSN, VED, HML, SOS, SDE, GOLF & XYZ Analysis), Vendor selection, development and‌ vendor rating, ‌Standardization,‌ ‌Simplification,‌ ‌Value‌ ‌analysis / Value Engineering, ‌Just‌ ‌in‌ ‌time and ‌Ergonomics.‌

Introduction‌ ‌and‌ ‌Meaning,‌ ‌Scope‌ ‌or‌ ‌functions‌ ‌of‌ ‌Materials‌ ‌Management,‌ ‌Material‌ ‌planning‌ ‌and‌ ‌control,‌ ‌Purchasing and ‌Stores‌ ‌Management. EOQ, ‌Inventory‌ ‌control techniques (ABC Analysis, FSN, VED, HML, SOS, SDE, GOLF & XYZ Analysis), Vendor selection, development and‌ vendor rating, ‌Standardization,‌ ‌Simplification,‌ ‌Value‌ ‌analysis / Value Engineering, ‌Just‌ ‌in‌ ‌time and ‌Ergonomics.‌

Introduction‌ ‌and‌ ‌Meaning,‌ ‌Scope‌ ‌or‌ ‌functions‌ ‌of‌ ‌Materials‌ ‌Management,‌ ‌Material‌ ‌planning‌ ‌and‌ ‌control,‌ ‌Purchasing and ‌Stores‌ ‌Management. EOQ, ‌Inventory‌ ‌control techniques (ABC Analysis, FSN, VED, HML, SOS, SDE, GOLF & XYZ Analysis), Vendor selection, development and‌ vendor rating, ‌Standardization,‌ ‌Simplification,‌ ‌Value‌ ‌analysis / Value Engineering, ‌Just‌ ‌in‌ ‌time and ‌Ergonomics.‌

Introduction‌ ‌and‌ ‌Meaning,‌ ‌Scope‌ ‌or‌ ‌functions‌ ‌of‌ ‌Materials‌ ‌Management,‌ ‌Material‌ ‌planning‌ ‌and‌ ‌control,‌ ‌Purchasing and ‌Stores‌ ‌Management. EOQ, ‌Inventory‌ ‌control techniques (ABC Analysis, FSN, VED, HML, SOS, SDE, GOLF & XYZ Analysis), Vendor selection, development and‌ vendor rating, ‌Standardization,‌ ‌Simplification,‌ ‌Value‌ ‌analysis / Value Engineering, ‌Just‌ ‌in‌ ‌time and ‌Ergonomics.‌

Introduction‌ ‌and‌ ‌Meaning,‌ ‌Scope‌ ‌or‌ ‌functions‌ ‌of‌ ‌Materials‌ ‌Management,‌ ‌Material‌ ‌planning‌ ‌and‌ ‌control,‌ ‌Purchasing and ‌Stores‌ ‌Management. EOQ, ‌Inventory‌ ‌control techniques (ABC Analysis, FSN, VED, HML, SOS, SDE, GOLF & XYZ Analysis), Vendor selection, development and‌ vendor rating, ‌Standardization,‌ ‌Simplification,‌ ‌Value‌ ‌analysis / Value Engineering, ‌Just‌ ‌in‌ ‌time and ‌Ergonomics.‌

Introduction‌ ‌and‌ ‌Meaning,‌ ‌Scope‌ ‌or‌ ‌functions‌ ‌of‌ ‌Materials‌ ‌Management,‌ ‌Material‌ ‌planning‌ ‌and‌ ‌control,‌ ‌Purchasing and ‌Stores‌ ‌Management. EOQ, ‌Inventory‌ ‌control techniques (ABC Analysis, FSN, VED, HML, SOS, SDE, GOLF & XYZ Analysis), Vendor selection, development and‌ vendor rating, ‌Standardization,‌ ‌Simplification,‌ ‌Value‌ ‌analysis / Value Engineering, ‌Just‌ ‌in‌ ‌time and ‌Ergonomics.‌

Introduction‌ ‌and‌ ‌Meaning,‌ ‌Scope‌ ‌or‌ ‌functions‌ ‌of‌ ‌Materials‌ ‌Management,‌ ‌Material‌ ‌planning‌ ‌and‌ ‌control,‌ ‌Purchasing and ‌Stores‌ ‌Management. EOQ, ‌Inventory‌ ‌control techniques (ABC Analysis, FSN, VED, HML, SOS, SDE, GOLF & XYZ Analysis), Vendor selection, development and‌ vendor rating, ‌Standardization,‌ ‌Simplification,‌ ‌Value‌ ‌analysis / Value Engineering, ‌Just‌ ‌in‌ ‌time and ‌Ergonomics.‌

Introduction‌ ‌and‌ ‌Meaning,‌ ‌Scope‌ ‌or‌ ‌functions‌ ‌of‌ ‌Materials‌ ‌Management,‌ ‌Material‌ ‌planning‌ ‌and‌ ‌control,‌ ‌Purchasing and ‌Stores‌ ‌Management. EOQ, ‌Inventory‌ ‌control techniques (ABC Analysis, FSN, VED, HML, SOS, SDE, GOLF & XYZ Analysis), Vendor selection, development and‌ vendor rating, ‌Standardization,‌ ‌Simplification,‌ ‌Value‌ ‌analysis / Value Engineering, ‌Just‌ ‌in‌ ‌time and ‌Ergonomics.‌

Introduction‌ ‌and‌ ‌Meaning,‌ ‌Scope‌ ‌or‌ ‌functions‌ ‌of‌ ‌Materials‌ ‌Management,‌ ‌Material‌ ‌planning‌ ‌and‌ ‌control,‌ ‌Purchasing and ‌Stores‌ ‌Management. EOQ, ‌Inventory‌ ‌control techniques (ABC Analysis, FSN, VED, HML, SOS, SDE, GOLF & XYZ Analysis), Vendor selection, development and‌ vendor rating, ‌Standardization,‌ ‌Simplification,‌ ‌Value‌ ‌analysis / Value Engineering, ‌Just‌ ‌in‌ ‌time and ‌Ergonomics.‌

Introduction‌ ‌and‌ ‌Meaning,‌ ‌Scope‌ ‌or‌ ‌functions‌ ‌of‌ ‌Materials‌ ‌Management,‌ ‌Material‌ ‌planning‌ ‌and‌ ‌control,‌ ‌Purchasing and ‌Stores‌ ‌Management. EOQ, ‌Inventory‌ ‌control techniques (ABC Analysis, FSN, VED, HML, SOS, SDE, GOLF & XYZ Analysis), Vendor selection, development and‌ vendor rating, ‌Standardization,‌ ‌Simplification,‌ ‌Value‌ ‌analysis / Value Engineering, ‌Just‌ ‌in‌ ‌time and ‌Ergonomics.‌

Introduction‌ ‌and‌ ‌Meaning,‌ ‌Scope‌ ‌or‌ ‌functions‌ ‌of‌ ‌Materials‌ ‌Management,‌ ‌Material‌ ‌planning‌ ‌and‌ ‌control,‌ ‌Purchasing and ‌Stores‌ ‌Management. EOQ, ‌Inventory‌ ‌control techniques (ABC Analysis, FSN, VED, HML, SOS, SDE, GOLF & XYZ Analysis), Vendor selection, development and‌ vendor rating, ‌Standardization,‌ ‌Simplification,‌ ‌Value‌ ‌analysis / Value Engineering, ‌Just‌ ‌in‌ ‌time and ‌Ergonomics.‌

Introduction‌ ‌and‌ ‌Meaning,‌ ‌Objectives‌ ‌and‌ ‌Principles‌ ‌of‌ ‌Material‌ ‌Handling,‌ ‌Selection‌ ‌of‌ ‌Material‌ ‌ Handling‌ ‌Equipment,‌ ‌Evaluation‌ ‌of‌ ‌Material‌ ‌Handling‌ ‌system,‌ ‌Material‌ ‌Handling‌ ‌equipment’s,‌ ‌ Guidelines‌ ‌for‌ ‌Effective‌ ‌Utilization‌ ‌of‌ ‌Material‌ ‌Handling‌ ‌Equipment,‌ ‌Relationship‌ ‌between‌ ‌Plant‌ ‌ Layout‌ ‌and‌ ‌Material‌ ‌Handling. ‌

Introduction‌ ‌and‌ ‌Meaning,‌ ‌Objectives‌ ‌and‌ ‌Principles‌ ‌of‌ ‌Material‌ ‌Handling,‌ ‌Selection‌ ‌of‌ ‌Material‌ ‌ Handling‌ ‌Equipment,‌ ‌Evaluation‌ ‌of‌ ‌Material‌ ‌Handling‌ ‌system,‌ ‌Material‌ ‌Handling‌ ‌equipment’s,‌ ‌ Guidelines‌ ‌for‌ ‌Effective‌ ‌Utilization‌ ‌of‌ ‌Material‌ ‌Handling‌ ‌Equipment,‌ ‌Relationship‌ ‌between‌ ‌Plant‌ ‌ Layout‌ ‌and‌ ‌Material‌ ‌Handling. ‌

Introduction‌ ‌and‌ ‌Meaning,‌ ‌Objectives‌ ‌and‌ ‌Principles‌ ‌of‌ ‌Material‌ ‌Handling,‌ ‌Selection‌ ‌of‌ ‌Material‌ ‌ Handling‌ ‌Equipment,‌ ‌Evaluation‌ ‌of‌ ‌Material‌ ‌Handling‌ ‌system,‌ ‌Material‌ ‌Handling‌ ‌equipment’s,‌ ‌ Guidelines‌ ‌for‌ ‌Effective‌ ‌Utilization‌ ‌of‌ ‌Material‌ ‌Handling‌ ‌Equipment,‌ ‌Relationship‌ ‌between‌ ‌Plant‌ ‌ Layout‌ ‌and‌ ‌Material‌ ‌Handling. ‌

Introduction‌ ‌and‌ ‌Meaning,‌ ‌Objectives‌ ‌and‌ ‌Principles‌ ‌of‌ ‌Material‌ ‌Handling,‌ ‌Selection‌ ‌of‌ ‌Material‌ ‌ Handling‌ ‌Equipment,‌ ‌Evaluation‌ ‌of‌ ‌Material‌ ‌Handling‌ ‌system,‌ ‌Material‌ ‌Handling‌ ‌equipment’s,‌ ‌ Guidelines‌ ‌for‌ ‌Effective‌ ‌Utilization‌ ‌of‌ ‌Material‌ ‌Handling‌ ‌Equipment,‌ ‌Relationship‌ ‌between‌ ‌Plant‌ ‌ Layout‌ ‌and‌ ‌Material‌ ‌Handling. ‌

Introduction‌ ‌and‌ ‌Meaning,‌ ‌Objectives‌ ‌and‌ ‌Principles‌ ‌of‌ ‌Material‌ ‌Handling,‌ ‌Selection‌ ‌of‌ ‌Material‌ ‌ Handling‌ ‌Equipment,‌ ‌Evaluation‌ ‌of‌ ‌Material‌ ‌Handling‌ ‌system,‌ ‌Material‌ ‌Handling‌ ‌equipment’s,‌ ‌ Guidelines‌ ‌for‌ ‌Effective‌ ‌Utilization‌ ‌of‌ ‌Material‌ ‌Handling‌ ‌Equipment,‌ ‌Relationship‌ ‌between‌ ‌Plant‌ ‌ Layout‌ ‌and‌ ‌Material‌ ‌Handling. ‌

Introduction‌ ‌and‌ ‌Meaning,‌ ‌Objectives‌ ‌and‌ ‌Principles‌ ‌of‌ ‌Material‌ ‌Handling,‌ ‌Selection‌ ‌of‌ ‌Material‌ ‌ Handling‌ ‌Equipment,‌ ‌Evaluation‌ ‌of‌ ‌Material‌ ‌Handling‌ ‌system,‌ ‌Material‌ ‌Handling‌ ‌equipment’s,‌ ‌ Guidelines‌ ‌for‌ ‌Effective‌ ‌Utilization‌ ‌of‌ ‌Material‌ ‌Handling‌ ‌Equipment,‌ ‌Relationship‌ ‌between‌ ‌Plant‌ ‌ Layout‌ ‌and‌ ‌Material‌ ‌Handling. ‌

Introduction‌ ‌and‌ ‌Meaning,‌ ‌Objectives‌ ‌and‌ ‌Principles‌ ‌of‌ ‌Material‌ ‌Handling,‌ ‌Selection‌ ‌of‌ ‌Material‌ ‌ Handling‌ ‌Equipment,‌ ‌Evaluation‌ ‌of‌ ‌Material‌ ‌Handling‌ ‌system,‌ ‌Material‌ ‌Handling‌ ‌equipment’s,‌ ‌ Guidelines‌ ‌for‌ ‌Effective‌ ‌Utilization‌ ‌of‌ ‌Material‌ ‌Handling‌ ‌Equipment,‌ ‌Relationship‌ ‌between‌ ‌Plant‌ ‌ Layout‌ ‌and‌ ‌Material‌ ‌Handling. ‌

Introduction‌ ‌and‌ ‌Meaning,‌ ‌Objectives‌ ‌and‌ ‌Principles‌ ‌of‌ ‌Material‌ ‌Handling,‌ ‌Selection‌ ‌of‌ ‌Material‌ ‌ Handling‌ ‌Equipment,‌ ‌Evaluation‌ ‌of‌ ‌Material‌ ‌Handling‌ ‌system,‌ ‌Material‌ ‌Handling‌ ‌equipment’s,‌ ‌ Guidelines‌ ‌for‌ ‌Effective‌ ‌Utilization‌ ‌of‌ ‌Material‌ ‌Handling‌ ‌Equipment,‌ ‌Relationship‌ ‌between‌ ‌Plant‌ ‌ Layout‌ ‌and‌ ‌Material‌ ‌Handling. ‌

Introduction‌ ‌and‌ ‌Meaning,‌ ‌Objectives‌ ‌and‌ ‌Principles‌ ‌of‌ ‌Material‌ ‌Handling,‌ ‌Selection‌ ‌of‌ ‌Material‌ ‌ Handling‌ ‌Equipment,‌ ‌Evaluation‌ ‌of‌ ‌Material‌ ‌Handling‌ ‌system,‌ ‌Material‌ ‌Handling‌ ‌equipment’s,‌ ‌ Guidelines‌ ‌for‌ ‌Effective‌ ‌Utilization‌ ‌of‌ ‌Material‌ ‌Handling‌ ‌Equipment,‌ ‌Relationship‌ ‌between‌ ‌Plant‌ ‌ Layout‌ ‌and‌ ‌Material‌ ‌Handling. ‌

Introduction‌ ‌and‌ ‌Meaning,‌ ‌Objectives‌ ‌and‌ ‌Principles‌ ‌of‌ ‌Material‌ ‌Handling,‌ ‌Selection‌ ‌of‌ ‌Material‌ ‌ Handling‌ ‌Equipment,‌ ‌Evaluation‌ ‌of‌ ‌Material‌ ‌Handling‌ ‌system,‌ ‌Material‌ ‌Handling‌ ‌equipment’s,‌ ‌ Guidelines‌ ‌for‌ ‌Effective‌ ‌Utilization‌ ‌of‌ ‌Material‌ ‌Handling‌ ‌Equipment,‌ ‌Relationship‌ ‌between‌ ‌Plant‌ ‌ Layout‌ ‌and‌ ‌Material‌ ‌Handling. ‌

Introduction‌ ‌and‌ ‌Meaning,‌ ‌Objectives‌ ‌and‌ ‌Principles‌ ‌of‌ ‌Material‌ ‌Handling,‌ ‌Selection‌ ‌of‌ ‌Material‌ ‌ Handling‌ ‌Equipment,‌ ‌Evaluation‌ ‌of‌ ‌Material‌ ‌Handling‌ ‌system,‌ ‌Material‌ ‌Handling‌ ‌equipment’s,‌ ‌ Guidelines‌ ‌for‌ ‌Effective‌ ‌Utilization‌ ‌of‌ ‌Material‌ ‌Handling‌ ‌Equipment,‌ ‌Relationship‌ ‌between‌ ‌Plant‌ ‌ Layout‌ ‌and‌ ‌Material‌ ‌Handling. ‌

Introduction‌ ‌and‌ ‌Meaning,‌ ‌Objectives‌ ‌and‌ ‌Principles‌ ‌of‌ ‌Material‌ ‌Handling,‌ ‌Selection‌ ‌of‌ ‌Material‌ ‌ Handling‌ ‌Equipment,‌ ‌Evaluation‌ ‌of‌ ‌Material‌ ‌Handling‌ ‌system,‌ ‌Material‌ ‌Handling‌ ‌equipment’s,‌ ‌ Guidelines‌ ‌for‌ ‌Effective‌ ‌Utilization‌ ‌of‌ ‌Material‌ ‌Handling‌ ‌Equipment,‌ ‌Relationship‌ ‌between‌ ‌Plant‌ ‌ Layout‌ ‌and‌ ‌Material‌ ‌Handling. ‌

Introduction‌ ‌and‌ ‌Meaning,‌ ‌Objectives‌ ‌and‌ ‌Principles‌ ‌of‌ ‌Material‌ ‌Handling,‌ ‌Selection‌ ‌of‌ ‌Material‌ ‌ Handling‌ ‌Equipment,‌ ‌Evaluation‌ ‌of‌ ‌Material‌ ‌Handling‌ ‌system,‌ ‌Material‌ ‌Handling‌ ‌equipment’s,‌ ‌ Guidelines‌ ‌for‌ ‌Effective‌ ‌Utilization‌ ‌of‌ ‌Material‌ ‌Handling‌ ‌Equipment,‌ ‌Relationship‌ ‌between‌ ‌Plant‌ ‌ Layout‌ ‌and‌ ‌Material‌ ‌Handling. ‌

Introduction‌ ‌and‌ ‌Meaning,‌ ‌Need,‌ ‌Objectives,‌ ‌Phases‌ ‌of‌ ‌Production‌ ‌Planning‌ ‌and‌ ‌Control,‌ ‌Functions of‌ ‌Production‌ ‌Planning‌ ‌and‌ ‌Control,‌ ‌Operations‌ ‌Planning‌ ‌and‌ ‌Scheduling‌ ‌Systems,‌ ‌Aggregate‌ ‌ Planning – Level and Chase Strategy (practical problem related to both the strategy),‌ ‌Master‌ ‌Production‌ ‌Schedule‌ ‌(MPS),‌ ‌Material‌ ‌Requirement‌ ‌Planning‌ ‌(MRP) – Tree Diagram, Time Phased Product Structure, Gross MRP, Net MRP‌ ‌Capacity‌ ‌Planning,‌ ‌Routing,‌ ‌Scheduling – Johnson’s Rule of Scheduling.

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Introduction‌ ‌and‌ ‌Meaning,‌ ‌Need,‌ ‌Objectives,‌ ‌Phases‌ ‌of‌ ‌Production‌ ‌Planning‌ ‌and‌ ‌Control,‌ ‌Functions of‌ ‌Production‌ ‌Planning‌ ‌and‌ ‌Control,‌ ‌Operations‌ ‌Planning‌ ‌and‌ ‌Scheduling‌ ‌Systems,‌ ‌Aggregate‌ ‌ Planning – Level and Chase Strategy (practical problem related to both the strategy),‌ ‌Master‌ ‌Production‌ ‌Schedule‌ ‌(MPS),‌ ‌Material‌ ‌Requirement‌ ‌Planning‌ ‌(MRP) – Tree Diagram, Time Phased Product Structure, Gross MRP, Net MRP‌ ‌Capacity‌ ‌Planning,‌ ‌Routing,‌ ‌Scheduling – Johnson’s Rule of Scheduling.

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Introduction‌ ‌and‌ ‌Meaning,‌ ‌Need,‌ ‌Objectives,‌ ‌Phases‌ ‌of‌ ‌Production‌ ‌Planning‌ ‌and‌ ‌Control,‌ ‌Functions of‌ ‌Production‌ ‌Planning‌ ‌and‌ ‌Control,‌ ‌Operations‌ ‌Planning‌ ‌and‌ ‌Scheduling‌ ‌Systems,‌ ‌Aggregate‌ ‌ Planning – Level and Chase Strategy (practical problem related to both the strategy),‌ ‌Master‌ ‌Production‌ ‌Schedule‌ ‌(MPS),‌ ‌Material‌ ‌Requirement‌ ‌Planning‌ ‌(MRP) – Tree Diagram, Time Phased Product Structure, Gross MRP, Net MRP‌ ‌Capacity‌ ‌Planning,‌ ‌Routing,‌ ‌Scheduling – Johnson’s Rule of Scheduling.

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Introduction‌ ‌and‌ ‌Meaning,‌ ‌Need,‌ ‌Objectives,‌ ‌Phases‌ ‌of‌ ‌Production‌ ‌Planning‌ ‌and‌ ‌Control,‌ ‌Functions of‌ ‌Production‌ ‌Planning‌ ‌and‌ ‌Control,‌ ‌Operations‌ ‌Planning‌ ‌and‌ ‌Scheduling‌ ‌Systems,‌ ‌Aggregate‌ ‌ Planning – Level and Chase Strategy (practical problem related to both the strategy),‌ ‌Master‌ ‌Production‌ ‌Schedule‌ ‌(MPS),‌ ‌Material‌ ‌Requirement‌ ‌Planning‌ ‌(MRP) – Tree Diagram, Time Phased Product Structure, Gross MRP, Net MRP‌ ‌Capacity‌ ‌Planning,‌ ‌Routing,‌ ‌Scheduling – Johnson’s Rule of Scheduling.

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Introduction‌ ‌and‌ ‌Meaning,‌ ‌Need,‌ ‌Objectives,‌ ‌Phases‌ ‌of‌ ‌Production‌ ‌Planning‌ ‌and‌ ‌Control,‌ ‌Functions of‌ ‌Production‌ ‌Planning‌ ‌and‌ ‌Control,‌ ‌Operations‌ ‌Planning‌ ‌and‌ ‌Scheduling‌ ‌Systems,‌ ‌Aggregate‌ ‌ Planning – Level and Chase Strategy (practical problem related to both the strategy),‌ ‌Master‌ ‌Production‌ ‌Schedule‌ ‌(MPS),‌ ‌Material‌ ‌Requirement‌ ‌Planning‌ ‌(MRP) – Tree Diagram, Time Phased Product Structure, Gross MRP, Net MRP‌ ‌Capacity‌ ‌Planning,‌ ‌Routing,‌ ‌Scheduling – Johnson’s Rule of Scheduling.

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Introduction‌ ‌and‌ ‌Meaning,‌ ‌Need,‌ ‌Objectives,‌ ‌Phases‌ ‌of‌ ‌Production‌ ‌Planning‌ ‌and‌ ‌Control,‌ ‌Functions of‌ ‌Production‌ ‌Planning‌ ‌and‌ ‌Control,‌ ‌Operations‌ ‌Planning‌ ‌and‌ ‌Scheduling‌ ‌Systems,‌ ‌Aggregate‌ ‌ Planning – Level and Chase Strategy (practical problem related to both the strategy),‌ ‌Master‌ ‌Production‌ ‌Schedule‌ ‌(MPS),‌ ‌Material‌ ‌Requirement‌ ‌Planning‌ ‌(MRP) – Tree Diagram, Time Phased Product Structure, Gross MRP, Net MRP‌ ‌Capacity‌ ‌Planning,‌ ‌Routing,‌ ‌Scheduling – Johnson’s Rule of Scheduling.

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Introduction‌ ‌and‌ ‌Meaning,‌ ‌Need,‌ ‌Objectives,‌ ‌Phases‌ ‌of‌ ‌Production‌ ‌Planning‌ ‌and‌ ‌Control,‌ ‌Functions of‌ ‌Production‌ ‌Planning‌ ‌and‌ ‌Control,‌ ‌Operations‌ ‌Planning‌ ‌and‌ ‌Scheduling‌ ‌Systems,‌ ‌Aggregate‌ ‌ Planning – Level and Chase Strategy (practical problem related to both the strategy),‌ ‌Master‌ ‌Production‌ ‌Schedule‌ ‌(MPS),‌ ‌Material‌ ‌Requirement‌ ‌Planning‌ ‌(MRP) – Tree Diagram, Time Phased Product Structure, Gross MRP, Net MRP‌ ‌Capacity‌ ‌Planning,‌ ‌Routing,‌ ‌Scheduling – Johnson’s Rule of Scheduling.

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Introduction‌ ‌and‌ ‌Meaning,‌ ‌Need,‌ ‌Objectives,‌ ‌Phases‌ ‌of‌ ‌Production‌ ‌Planning‌ ‌and‌ ‌Control,‌ ‌Functions of‌ ‌Production‌ ‌Planning‌ ‌and‌ ‌Control,‌ ‌Operations‌ ‌Planning‌ ‌and‌ ‌Scheduling‌ ‌Systems,‌ ‌Aggregate‌ ‌ Planning – Level and Chase Strategy (practical problem related to both the strategy),‌ ‌Master‌ ‌Production‌ ‌Schedule‌ ‌(MPS),‌ ‌Material‌ ‌Requirement‌ ‌Planning‌ ‌(MRP) – Tree Diagram, Time Phased Product Structure, Gross MRP, Net MRP‌ ‌Capacity‌ ‌Planning,‌ ‌Routing,‌ ‌Scheduling – Johnson’s Rule of Scheduling.

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