Proposal Bachelor of Business Administration (Entrepreneurship) (BBA …. BBA... · 2019-07-21 ·...

Shaheed Sukhdev College of Business Studies, University of Delhi.

Proposal

BachelorofBusinessAdministration(Entrepreneurship)(BBA-Entrepreneurship)

UniversityofDelhi

Standing Committee on Academic Matters dated 20.08.2018 Annexure No.-55


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Write-upforUGCourseinEntrepreneurshipCommitteeMembers:Chairperson:

Principal,SSCBS(Dr.PoonamVerma)FacultyMembers:

Dr.NidhiKesari(Convenor)Mr.RameshKumarMr.TusharMarwahaMr.AbhimanyuVerma

KeyThoughts:Thecommitteehasbeen taskedwithdevelopingcoursecurriculum for the introductionofaUGlevelcourseinthedomainofEntrepreneurshipintheUniversityofDelhi.ThesaidcoursewouldbeBachelorsofBusinessAdministrationinEntrepreneurship(BBA-Entrepreneurship).In order to do so, external experts from academic, corporate, entrepreneurial and VentureCapitalists(VC)domainshavebeenonboardfordevelopingthecurriculumandsettingdirectionalpolicies.

1. IntroductionEntrepreneurshipDevelopmentisintendedtoprovidestudentswithasolidfoundationintermsofthevitalroleplayedbyentrepreneursandentrepreneurship inthe21stcenturyglobaleconomy.This is the cornerstone course, which is complemented at the end of the program with thecapstone of entrepreneurial venture. This course is designed to help students evaluate thebusinessskillsandcommitmentnecessarytosuccessfullyoperateanentrepreneurialventureandreview the challenges and rewards of entrepreneurship. Students will learn about themselves,theirdecisions,andtheirgoals todeterminehowentrepreneurshipcanplaya role in their lives.Students will also be introduced to entrepreneurship from an economic perspective and theconceptsofenvironmentallysustainablepracticesandsocialentrepreneurship.Inthiscourse,wewillassess,explore,critique,andcelebratethephenomenonofentrepreneurship.Entrepreneurship isapproachedasawayof thinkingandacting,asanattitudeandabehaviour.Ouremphasisisonentrepreneurshipasamanageableprocessthatcanbeappliedinvirtuallyanyorganizational setting. Moreover, our interest is in sustainable entrepreneurship, inentrepreneurship over the life cycles of people’s careers, of organizations as they evolve fromstart-upenterprisestosizeablecorporations,andofsocietiesastheymovefromundevelopedtopost-industrial.However,ourmajorfocuswillbeonthecreationofnewventures,thewaysthattheycomeintobeing,andfactorsassociatedwiththeirsuccess.Thisisacourseofmanyideasandquestions,andwillencouragetodevelopanddefendownsetofconclusionsregardingeachoftheseissues.Itisalsoacoursethatintegratesanumberofdifferentdisciplines, ranging from sociology and legal to economics, finance, marketing, and humanresourcemanagement.Further,itisacoursethatmixestheorywithpractice,andstudentswillbechallengedtoapplyprinciples,conceptsandframeworkstorealworldsituations.



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2. ObjectivesThecourseisbuiltaroundanumberofcoreobjectives.Bytheendofthecourse,studentsshouldbeableto:

a. Recognize the entrepreneurial potential within yourself and others in yourenvironment;

b. Appreciatetheroleofentrepreneurshipwithinsociety,attheleveloftheorganization,andinyourownpersonallife;

c. Understandtheprocessnatureofentrepreneurship,andwaystomanagetheprocess;d. Identify themanyways inwhich entrepreneurshipmanifests itself, including start-up

contexts,corporatecontexts,socialcontexts,publicsectorcontexts,andothers;e. Developanappreciationforopportunity,recognizeit,andevaluateit;f. Appraise the nature of creative new business concepts that can be turned into

sustainablebusinessventures;g. Research and evaluate the personal attributes and skills that characterize the

“successful”entrepreneur.h. Identify the financial, marketing, legal, human resource, operations, and general

management skills that arenecessary to successfully launch andoperate a successfulnewventure.

i. Appreciate the ethical issues that are intimately intertwined with entrepreneurialactivities,anddevelopapersonalframeworkformanagingethicaldilemmas.

3. Needs

Thetraditionalschoolofthoughthadbeenthinkingthat“entrepreneursarebornandnotmade”.Themodernobservationhasbeen that someentrepreneursmaybebornbuta largenumberofthemcanbeeducated, trainedandmade.Learningbytrialanderrormethod isaltogetherruledout. It is necessary to encourage more people to take up this field, to help them to equipthemselveswithformaleducationinthisfield.Attendingabusinesscollegehastraditionallybeenawaytoadvanceintheranksofanestablishedcompany,butrecentlymorestudentsareelectingtoworkforthemselvessoonaftergettingtheirdegree. Remarkable number of alumni and students from the college started businesses atgraduation,oraftergraduationisabigsignofchangeinmindsetofgeneration.The entrepreneurs play an important role in the economic development of any country.Entrepreneurs make use of the factors of production to the fullest advantage of the society,generateemployment,createinnovation,improvestandardofliving,developbackwardareas,etc.;therebycontributingdirectlytohighereconomicgrowth.The most alarming form of unemployment today is educated unemployment. India is facing achronicproblemofunemployment.Insteadofgoingafteragovernmentjob,peopleshouldmakean effort to get employed by themselves by starting their own business. Under thesecircumstancesentrepreneurshipdevelopmentprogrammeassumesmuchimportance.TheGovernmentof India(GoI) isalsoworkingtowardspromotingentrepreneurshipasatool forproviding employment (to the educated workforce of the country), generating employment,contributingtorevenuegrowthand increasingthe innovationpoolof thecountry.Usingpoliciessuch as Atal Innovation Mission, Skill Development (via the National Skill DevelopmentCorporation-NSDC), InnovationActivitiesundertheDepartmentofScienceandTechnology(DST),andInnovationActivitiesundertheMinistryofElectronicsandInformationTechnology(MeitY),the



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GoI is encouraging various academic institutions across the country to inculcate a spirit of andencourage entrepreneurship amongst their students. The Government of the National CapitalTerritoryofDelhi(GNCTD)isalsosupportingentrepreneurshipdevelopmentinDelhibyprovidingmonetary and policy support to academic institutions of the GNCTD. Institutions viz. NetajiSubhashInstituteofTechnology(NSIT),DelhiTechnologicalUniversity(DTU),AmbedkarUniversity(AUD), Indira Gandhi Delhi Technical University forWomen (IGDTUW), Indraprastha Institute ofInformationTechnology(IIITD)andShaheedSukhdevCollegeofBusinessStudies(SSCBS)(theonlyUGcollege)havebeengranted funding forpromotingentrepreneurshipamongst their students.Another5institutionshavebeenlinedupforRound2ofFunding.An academic course is required to knit all this together and provide a platform for students tobecomebuddingentrepreneursandgiveformtotheirideas.Academicgroundingisimportantforthesuccessoftheseinitiativesbyvariousgovernmentagencies.InstitutesofferingEntrepreneurshipcourseatGraduationLevel/PostGraduate/Diploma• Entrepreneurship Development Institute of India (Ahmedabad) – Post Graduate Diploma in

Management–BusinessEntrepreneurship(PGDM-BE)• IndianSchoolofManagementofEntrepreneurship,Mumbai–Graduation• IIPM(Delhi)–B.B.AinPlanningandEntrepreneurship• EnterpriseDevelopmentInstitute(Kolkata)–DiplomainEntrepreneurship• ISB(GoldmanSachs–Hyderabad)–CertificatecourseinWomenEntrepreneurs• XLRI(Jamshedpur)–CertificateinEntrepreneurshipManagement• EntrepreneurshipDevelopmentInstituteofIndia(Ahmedabad)–DiplomaWhyinSSCBS?Shaheed Sukhdev College of Business Studies, University of Delhi (SSCBS) has a long history ofstudent entrepreneurs. The college had produced not one but many entrepreneurs who aresuccessfullyrunningtheirownstart-ups.SomeofthenotablealumniareNakulKhannaandAnmolAhlawatfounderofInstagoPvt.Ltd.,HimanshuBhallafounderofCreativaIndia,AanchalPunihaniand Bala Sarda founder of Biomedia, Maninder Singh founder of Cogitans Designs, NidhishaVarshneyfounderofFitmein,NischayPradhanfounderofAdwiser,HarshitJoshifounderofFavcyandDiscountkar.de.The Government of the National Capital Territory of Delhi (GNCTD) has supported our collegeSSCBStheonlyUGcollegebygrantingfundsofRs.1.5Cr.forpromotingentrepreneurshipamongsttheir students. College has registered a section 8 company (SSCBS Innovation and IncubationFoundation–SIIF)undertheCompaniesAct2013tofacilitatetheIncubationCentreofthecollegefordevelopmentandgrowthoftheentrepreneur.The high standards of excellence give SSCBS the phenomenal and undeniable edge we arerecognizedforandthesestandardsareendlesslypushedbeyondthehorizon.This laysdownthefoundation of our biggest asset: Unrest. At SSCBS, we are never content. This is the SSCBSdifference.Weareoneofakindbusinessinstitutionandpioneerinofferinguniquecoursesinthefield of management in the past as well. Taking the legacy further we are proposing BBA-Entrepreneurship.Entrepreneurship is theheart&soulof theriseof start-ups in India.WithanambitiousStart-upIndiaActionPlan,PMNarendraModihasintroducedinitiativesandpoliciesthatmakesettingupstart-upsforfoundersandinvestorsmucheasier.EntrepreneurialMindsarepassionate,inquisitive&innovative.SSCBSisadaisforpromisingentrepreneursandstart-upmanagers,offeringtheman



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opportunity to not just learn and enhance their knowledge of the professional world, but alsoemboldenthemtocomeoutasoutstandingleadersbringingremarkablechangeinthefast-actingcompetitiveworld.SSCBS actuates an Entrepreneurial Ecosystemwith campus as a fulcrum for ideas, collaborationand individuals who have an ambition to create value for business and society. It’s anamalgamation of campus fun life and corporate experiences, providing the students stimulatingexposuretocreativethinkingandanalyticalmindsets.Itisamodern,sprawlingcampuswithCBCSleadingtointer-disciplinarylearningandmoreinspiration.

4. PromotionandInternalAssessmentaspertheprevailinguniversityrulesandguidelines

5. TargetAudienceThegeneraltargetaudienceofthiscoursewouldbestudentsdesirousofbecomingentrepreneurs,be it on their own, as part of an organization or as part of their family businesses. This coursewouldhelpthesecategoriesofstudentsacquirepracticalknowledgeaboutentrepreneurship,thementality required to be an entrepreneur and the tasks that an entrepreneur confronts on aregularbasis.

6. EligibilityStudentspassingclass12thwithMathematicswillbeeligibletoapplytothiscourse.AdmissionwillbethroughanEntranceTestfollowedbyGroupDiscussion&PersonalInterview.TheEntranceTestwillbedesignedtotestthereasoningandquantitativeaptitudeofthestudents.

7. TeachingPedagogyThe course would be conducted using a mix of academic and practical modules. Classroomteachingwouldbeconductedusingamixofinteraction,teaching,presentations,groupactivitiesandcasestudies.Externalinputswouldbeintheformoftwosummerinternships(attheendofthefirstandsecondyears),liveprojects,visitingincubators,guestlecturesandinteractionswithindustryexpertsandDissertationprojectaspartofSemester6.



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8. CourseStructure

Semester PaperNo. PaperTitle Credits

Sem1

E101E102E103

AdvancedCommunicativeEnglish(AEC1)GenericElective1(GE1)EntrepreneurshipTheoryandPracticeCreativityandInnovationScanningBusinessOpportunity

26666

Sem2

E201E202E203

EnvironmentalStudies(AEC2)GenericElective2(GE2)AccountingforEntrepreneursEntrepreneurialEconomicsOrganizationalBehaviourandHumanResourcesManagementSummerInternship–I

26666-

Sem3

E301E302E303

PersonalityDevelopmentandSoftSkills(SEC-1)GenericElective3(GE3)EntrepreneurialManagementLawforEntrepreneursEntrepreneurialFinance

26666

Sem4

E401E402E403

ITforBusiness(SEC-2)GenericElective4(GE4)BusinessStatisticsBusinessResearchMethodsMarketingforEntrepreneursSummerInternship–II

26666-

Sem5

E501

E502E503E504E505

Industrial,InfrastructureandSustainableProjectPreparation&AppraisalBusinessStrategyManagingBusinessPerformance(BPIP)DSE-1DSE-2

66666

Sem6

E601E602E603E604

EnterpriseResourcePlanningDSE-3DSE-4DissertationProject(DetailedResearchProposal)

6666

Totalcredits:158



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OutlineofChoiceBasedCreditSystem:1. Core Course: A course, which should compulsorily be studied by a candidate as a core

requirementistermedasaCorecourse.2. ElectiveCourse:Generally,acoursewhichcanbechosenfromapoolofcoursesandwhich

maybeveryspecificorspecializedoradvancedorsupportivetothediscipline/subjectofstudyorwhichprovidesanextendedscopeorwhichenablesanexposure tosomeotherdiscipline/subject/domainornurturesthecandidate’sproficiency/skill iscalledanElectiveCourse.

3. Discipline Specific Elective (DSE) Course: Elective courses may be offered by the maindiscipline/subject of study is referred to as Discipline Specific Elective. TheUniversity/Institute may also offer discipline related Elective courses of interdisciplinarynature(tobeofferedbymaindiscipline/subjectofstudy).

4. Project Dissertation: A course designed to acquire special/advanced knowledge, such assupplementstudy/supportstudytoaprojectwork,andacandidatestudiessuchacourseon his own with an advisory support by a teacher/faculty member is calleddissertation/project.

5. Generic Elective (GE) Course: An elective course chosen generally from an unrelateddiscipline/subject,withanintentiontoseekexposureiscalledaGenericElective.P.S.:A core courseoffered inadiscipline/subjectmaybe treatedasanelectivebyotherdiscipline/subject and vice versa and such electives may also be referred to as GenericElective.

6. AbilityEnhancementCourses (AEC)/Competency ImprovementCourses/SkillDevelopmentCourses/FoundationCourse:TheAbilityEnhancement(AE)Coursesmaybeoftwokinds:

• AE Compulsory Course (AECC): AECC courses are the courses based upon thecontent that leads to Knowledge enhancement i.e., (i) Environmental Science, (ii)English/MILCommunicationaremandatoryforalldisciplines.AECompulsoryCourse(AECC)areEnvironmentalScience,EnglishCommunication/MILCommunication.

• AEElectiveCourse(AEEC):AEECcoursesarevalue-basedand/orskill-basedandareaimedatprovidinghands-on-training,competencies,skills,etc.Thesecoursesmaybe chosen from a pool of courses designed to provide value-based and/or skill-basedinstruction.

7. Project work/Dissertation is considered as a special course involving application ofknowledgeinsolving/analyzing/exploringareal-lifesituation/difficultproblem.



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ProposedSchemeforChoiceBasedCreditSysteminBBAinEntrepreneurship

Sem-ester

CoreCourse

AbilityEnhancementCompulsoryCourse(AEC)

SkillEnhancementCourse(SEC)

ElectiveDisciplineSpecific(DSE)

ElectiveGeneric(GE)

I E101:EntrepreneurshipTheoryandPractice

AEC1AdvancedCommunicativeEnglish

GE1

E102:CreativityandInnovationE103:ScanningBusiness

OpportunityII E201:Accountingfor

EntrepreneursAEC2EnvironmentalStudies

GE2

E202:EntrepreneurialEconomics

E203:OrganisationalBehaviourandHumanResourceManagementSummerInternship–I

III E301:EntrepreneurialManagement

SEC1

GE3

E302:LawforEntrepreneursE303:EntrepreneurialFinance

IV E401:StatisticsforBusinessDecisions

SEC2

GE4

E402:BusinessResearchMethods

E403:MarketingforEntrepreneursSummerInternshipII

V E501:Industrial,InfrastructureandSustainableProjectPreparation&Appraisal

DSE1

DSE2

E502:BusinessStrategy

E503:BusinessPerformanceImprovementProgram

VI E601:EnterpriseResourcePlanning

DSE3

DSE4

E602:DissertationProject(DetailedResearchProposal)



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AbilityEnhancementCourses(AEC)1. AdvancedCommunicativeEnglish2. EnvironmentalStudies

SkillEnhancementCourse(SEC)

1. PersonalityDevelopmentandSoftSkills2. ITforBusiness

DisciplineSpecificElective(DSE)(Chooseanyfour)

1. SMEEntrepreneurship2. FamilyBusiness3. SocialandRuralEntrepreneurship4. AgriandBioTechEntrepreneurship5. WomenEntrepreneurship6. ScienceandTechnologyEntrepreneurship

GenericElectives(GE)(Chooseanyfour)

1. IntroductiontoEntrepreneurship2. CorporateEntrepreneurshipManagement3. IndianFamilyBusiness4. SocietyandEntrepreneurship5. LaunchingandSustainingBusinesses6. Businessplan(ProjectformulationandPreparation)7. IndirectTaxLaws8. BusinessTaxProcedureandManagement

ImportantNote: It istobenotedthatthesyllabusofeachcoursehereinisdesignedprimarilytogiveanoverviewofall the topics (relevant forbuddingentrepreneurs)withaview toequip theentrepreneur. The entrepreneur may need to refer to relevant resources in his/her field ofentrepreneurialactivitytohaveanin-depthknowledgeoftherequiredtopics.

9. Syllabi



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E101:EntrepreneurshipTheoryandPracticeCourseObjectives:This course aims at instituting entrepreneurial skills in the students by giving an overview ofentrepreneursandthecompetencesthatareneededtobecomeanentrepreneur.CourseContents:Unit1Introduction: Concept and Definitions, Entrepreneurship Mindset, Entrepreneurship process;Factors impacting emergence of entrepreneurship; Theories of entrepreneurship; Role of Socio-economicenvironment.Unit2ManagerialversusentrepreneurialDecisionMaking;Entrepreneurialattributesandcharacteristics;Traits/Qualities of Entrepreneurs, Entrepreneurs versus inventors; Entrepreneurial Culture,Entrepreneurasaleader.Unit3Classification and Types of Entrepreneurs; Women Entrepreneurs; Social Entrepreneurship;CorporateEntrepreneurs,characteristicsofentrepreneur:Leadership;Risktaking;Decision-makingandbusinessplanning.RoleofEntrepreneur:Roleofanentrepreneurineconomicgrowthasaninnovator;generationofemployment opportunities; complimenting and supplementing economic growth; bringing aboutsocialstabilityandbalancedregionaldevelopmentofindustries.Unit4Creating Entrepreneurial Venture: Generating Business idea - Sources of Innovation, generatingideas, Creativity and Entrepreneurship; Challenges in managing innovation; Entrepreneurialstrategy,Businessplanningprocess;Drawingbusinessplan;Businessplanfailures.Promotion of a Venture: External environmental analysis- economic, social and technological,Competitive factors: Legal requirements for establishment of new unit and raising of funds,venturecapitalsourcesanddocumentationrequired.Textbook:Hisrich,R.D.,Manimala,M.J.,Peters,M.P.,Shepherd,D.A.:Entrepreneurship,TataMcGrawHillReferences:1. R.D.Hishrich.,Peters,M.,Entrepreneurship:Irwin2. Barringer,B.R.andR.DuaneIreland,Entrepreneurship,PearsonPrenticeHall3. Kuratko,D.F.,andRao,T.V.,Entrepreneurship:ASouth-AsianPerspective,Cengage4. Shankar,R.,EntrepreneurshipTheoryandPractice,TataMcGrawHill



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E102:CreativityandInnovation

CourseObjectives:To let studentsunderstand thenuances involved in creativity& innovationand to gethands-onexperienceinapplyingcreativeandinnovativeideasandsolutionstowardsproblemsolving.CourseContents:Unit1Introduction: Need for Creative and innovative thinking for quality – Essential theory aboutdirectedcreativity,componentsofCreativity,methodologiesandapproaches,individualandgroupcreativity,organizationalroleincreativity.Unit2MechanismofThinkingandVisualization:Definitionsandtheoryofmechanismsofmindheuristicsandmodels:attitudes,approachesandactionsthatsupportcreativethinking-Advancedstudyofvisual elements and principles - line, plane, shape, form, pattern, texture gradation, coloursymmetry. Spatial relationships and compositions in 2 and 3 dimensional space - procedure forgenuine graphical computer animation – Animation aerodynamics – virtual environments inscientific visualization – unifying principle of data management for scientific visualization –visualizationbenchmarking.Unit3Creativity:Methods and tools for directed creativity – basic principles – tools that prepare themindforcreativethought–stimulation–developmentandactions:-processesincreativityICEDIP– Inspiration, Clarification, Distillation, Perspiration, Evaluation and Incubation – Creativity andmotivation, the bridge between man creativity and the rewards of innovativeness – applyingdirectedcreativity.CreativityinProblemSolving:Generatingandacquiringnewideas,productdesign,servicedesign–case studies and hands-on exercises, stimulation tools and approaches, six thinking hats, lateralthinking–Individualactivity,groupactivity,contextualinfluences.Unit4Innovation: typesof innovation,barriers to innovation, innovationprocess, establishing criterionforassessmentofcreativity&innovation.Innovator’ssolution–creatingandsustainingsuccessfulgrowth – Disruptive Innovation model – Segmentive Model – New market disruption –Commoditation.CoursePedagogy:It is activity based course. Students will undergo the programme with both theoretical andpracticalcontent.Eachstudentwillberequiredtocomeoutwithinnovativeproductsorservices.Lab-basedsimulationsshouldalsobeused.Textbook:Andriopoulos,C.andDawson,P.:ManagingChange,CreativityandInnovation,SageReferences:1. Bilton,C.andCummins,S.,CreativeStrategy,Wiley2. Davila,T.,Epstein,M.L.andShelton,R.(ed.),TheCreativeEnterprise,Praeger3. Hurt,F.,RousingCreativity:ThinkNewNow,CrispPublicationsInc.4. Petty,G.,HowtobebetteratCreativity,TheIndustrialSociety5. Christensen,C.M.andRaynor,M.E.,TheInnovator’sSolution,HBSPress6. Savransky,S.D.,EngineeringofCreativity,CRCPress



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E103:ScanningBusinessOpportunityCourseObjectives:Identifyingtherightbusinessopportunityisimportantforthesuccessofanynewentrepreneurialventure.Buddingentrepreneursshouldbeable to identifysuitablebusinessopportunitiesat therighttimeandintherightway.Thiscourseaimstohelpstudents identifybusinessopportunitieseffectively and get hands on experience in applying creativity and understanding in problemidentificationandsolving.CourseContents:Unit1Understandingthemarket:identifyingideasandareaswithbusinesspotential,analysingtheneedsandwantsofthemarket,identifyingresourceneeds.Identifyingwherebusinessopportunitiescanlie and inwhat form. Identifyingpotential customer / user benefits andbenefits to society as awhole.Unit2Identifying the Opportunity: Convergent and divergent approach of opportunity sensing.Transforming ideas into reality, realities of setting up new ventures, screening opportunities,devisingthebusinessplan,thefamilyasasourceofentrepreneurialsupport.Decidingthescopeoftheopportunityandgainsfromit.Unit3Analysing Business Opportunities: Market Analysis; demand-supply. Technical Analysis; assetsanalysis,FinancialAnalysis;sourcesofcapitalanditscost.ViableandfeasiblebusinessOpportunity:Testingfeasibilityofbusinessideabyapplyingsensitivityanalysis.CoursePedagogy:It is activity based course. Students will undergo the programme with both theoretical andpractical content. Each student will be required to study and identify innovative products orservices.Textbook:Timmons,J.A.andSpinelli,S.:NewVentureCreation–Entrepreneurshipforthe21stcentury.McGrawHillReferences:1. Holt,D.H.,Entrepreneurship–NewValueCreation,Pearson2. Roy,R.,Entrepreneurship,Oxford



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E201:AccountingforEntrepreneursCourseObjectives:To familiarize students with accounting, mechanics of preparation of financial statements,understandingcorporatefinancialstatements,theiranalysisandinterpretation.CourseContents:Unit1Accounting: meaning, nature, functions, types of accounting; accounting equations; basics offinancialstatements,generallyacceptedaccountingconcepts,principlesandconventions;doubleentrysystem.Unit2Balance sheet: concepts of entity, going concern, cost, dual-aspect. Balance sheet: assets,liabilities.Currentratio.Makingthebalancesheet.Income statement: concept of income, concept of expenses, concept of gain and losses.Componentsoftheincomestatement.Otherconceptsofincome.Accountingandpricing.Unit3Accounting Records: Fundamentals of record keeping, the accounting process, transactionalanalysis, the Adjusting and Closing process. Accounting systems. Computer-based accountingsystems.Accountingcycle.Unit4Cash flow statements: purpose, components, categories. Depreciation. Preparation of cash flowstatements:concept,activities.Analysisofcashflowstatements:concept,ratios.Unit5FinancialStatementAnalysis:Businessobjectives,measures.Rations:Price/Earnings,Profitmargin,investment, capital asset intensity, working capital measures, liquidity and solvency. Dividends.MakingComparisons.Unit6Behaviour of costs: Relation of costs to volume; concept, types, estimating the costs-volumerelationship, measures of volume. Profit graphs; break-even analysis, target profit, operatingleverage,cashversusaccrual,usingprofitgraphs.Full Cost: cost concepts, direct and indirect costs, product costing systems, non-manufacturingcosts.Usesoffullcost;reporting,analysis,productpricing.Textbook:Anthony,R.N.,Hawkins,D.F.andMerchant,K.A.:Accounting–TextandCases.McGrawHillReferences:1. Maheshwari,S.N.andMaheshwari,S.K.,FinancialAccounting,VikasPublishingHouse2. Ghosh,T.P.,FinancialAccountingforManagers,TaxmannAlliedServices3. Balwani,N.,AccountingandFinanceforManagers,ExcelBooks4. Gupta,A.,FinancialAccountingforManagement,PrenticeHall5. Bhattacharyya,A.K.,FinancialAccountingforBusinessManagers,PHIPublishing6. Jain,S.P.andNarang,K.L.,AdvancedAccountancy,KalyaniPublishers.



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E202:EntrepreneurialEconomicsCourseObjectives:Theobjectiveof thecourse is toacquaint studentswith thebasicprinciplesofmicroandmacroeconomics for developing an understanding of the firm, markets and the macro environment,whichwouldhelptheminmanagerialdecisionmaking.CourseContents:Unit1Demand and supply: Law of demand, determinants of demand, shifts of demand versusmovements along a demand curve, market demand, supply, determinants of supply, shifts ofsupplyversusmovementsalongasupplycurve,marketsupply,marketequilibrium.Elasticity:Priceelasticityofdemand,determinantsofpriceelasticity,incomeelasticity,crosspriceelasticity,elasticityofsupply.Unit2ConsumerTheory:Conceptofutility,diminishingmarginalutility,budgetconstraint, indifferencecurve, income and substitution effects; consumer choice: derivation of demand curve fromindifferencecurveandbudgetconstraint.ProductionandCosts:Productionfunctions,lawofvariableproportions,isoquantandisocostlines,costminimizingequilibriumcondition,costsintheshortrun,costsinthelongrun,economiesanddiseconomiesofscale,profitmaximizationintheshortrunandlongrun.Unit3MarketStructures:PerfectCompetition: Features, ShortRunandLongRunEquilibriumofa firmandIndustries,Monopoly:shortrunandlongrunpriceandoutputdecisionsofamonopolyfirm;concept of a supply curve undermonopoly; social cost ofmonopoly, price discrimination (briefoverview); Monopolistic Competition: Short Run & Long Run price and output determinationsundermonopolistic competition, economic efficiency and resource allocation; Oligopoly: KinkedDemandCurveModel.Unit4OverviewofMacroeconomics:Macroeconomic issues inaneconomy,GDPandNational Income,nominalandrealincome,ActualGDPandpotentialGDP.ClassicalTheory:Income&Employment,QuantityTheoryofMoney-Cambridgeversion,ClassicalAggregateDemandCurve,ClassicalTheoryofInterestRate.Keynesian Theory - Income & Employment Simple KeynesianModel, Components of AggregateDemand,DeterminingEquilibriumIncomeChangeinEquilibriumIncome,(Multiplier:-Investment,Govt. Expenditure, Lump sum Tax and Export-import), IS -LMModel, Equilibrium income, FiscalMonetaryPolicyEffectsintheIS-LMModel.Unit4Introduction to theBoPaccount,ExchangeRateand themarket for foreignexchange;MonetaryandFiscalPolicyintheopeneconomy.Conceptofinflation;ConceptofPhillipsCurve,DemandandSupply side factors affecting prices, consequences of inflation, anti-inflationary policies ofGovernment.Textbook:Gupta,G.S.:ManagerialEconomics,TataMcGrawHillReferences:1. Case,K.E.andFair,R.C.,PrinciplesofEconomics,Pearson2. Salvatore,D.,PrinciplesofMicroeconomics,Pearson3. Froyen,R.T.,Macroeconomics:Theoriesandpolicies,Pearson4. Dornbusch,F.,Macroeconomics,McGrawHill



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E203:OrganizationalBehaviourandHumanResourceManagementCourseObjectives:This course aims to familiarise the students with and develop an understanding of the variousdimensionsoforganizationalbehaviourandhumanresourcepoliciesandpracticesasprevalentintoday’scorporateworld.Casestudiesanddiscussionswouldbeutilised.CourseContents:Unit1ImportanceoforganizationalBehaviour.PerceptionandAttribution:Personality:Learning:Conceptand Theories of Learning, reinforcement. Communication. Motivation: Concepts and theirapplication,Need,Content&Processtheories,EmotionalIntelligence.Groups and Teams: Definition, Difference between Groups and teams; Stages of GroupDevelopment, Group Cohesiveness, Types of teams. Analysis of Interpersonal Relationship:TransactionalAnalysis.ContemporaryLeadershipissues:Charismatic,TransformationalLeadership.Unit2Organisational Power and Politics: Nature, Conflict: Concept, Sources, Types, Stages of conflict,Managingconflict.Negotiation.OrganizationCulture.OrganisationalChange:Concept,Resistance tochange, ImplementingChange,KurtLewinTheoryofChange.Stressmanagement.Unit3HRM: Concept, functions, roles, skills and competencies. The changing environment of HRM:Globalization, cultural environment,workforce diversity, downsizing, changing skill requirement,technological changes, gender roles. Integrating HRMwith business strategy. HRM support: re-engineeringprocesses,decentralisedworksites.HRactivities:HRasastrategicpartner,Worklifebalance,Quality ofWork Life, HRAudit and e-HRM.HumanResource Planning: Process, factorsaffecting and barriers to HRP, forecasting demand and supply, skill inventories, successionplanning.Unit4JobAnalysis:Uses, Jobdescriptionand Jobspecification,competencybased jobanalysis.Factorsaffecting Job Analysis and Job Design. Recruitment: Internal & external sources of recruitment,advantages & problems. Selection: process, selection testing. Training, Career Development,CareerManagementandOrganizationalDevelopment:Concept,Need,Methods.Unit5Compensation and Incentives: Factors influencing employee compensation, components of paystructure, factors influencing compensation, wage differentials, compensating CXO’s. Incentives:concept of time rate and piece rate, profit sharing, gain sharing, employees stock option plans.Benefits:socialsecurity,health,retirement,non-monetaryandothers.AppraisalandPerformanceManagementSystem:Uses,appraisalmethods,factorsthatdistortappraisal.International HRM: Cultural issues, Compensation issues, Ethnocentric, Geocentric, PolycentricApproaches,ExpatriationandRepatriation.Textbooks:ForOB=Robbins,S.P.,Judge,T.A.andVohra,N.:OrganisationalBehaviour,PearsonForHRM=Dessler,G.andVarkkey,B.:HumanResourceManagement,PearsonReferences:1. Decenzo,D.A.andRobbins,S.P.,HumanResourceManagement,JohnWiley&Sons2. McShane,S.L.,vonGlinowM.A.andSharmaR.R.OrganisationalBehaviour;TataMcGrawHill.3. Aswathappa,K.,HumanResourceManagement,TataMcGrawHill



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E301:EntrepreneurialManagementCourseObjective:To acquaint the students with the fundamentals of managing business and to understandindividualandgroupbehaviouratworkplacesoastoimprovetheeffectivenessofanorganization.ThecoursewilluseandfocusonIndianexperiences,approachesandcases.Coursecontents:Unit1Basic forms of Business Ownership; Special forms of ownership: Franchising, Licensing, Leasing;Choosing a form of Business ownership; Corporate Expansion: mergers and acquisitions,diversification, forward and backward integration, joint ventures, Strategic alliance. ManagerialfunctionsandRoles.InsightsfromIndianpracticesandethos.Unit2Planning:Objective,Natureandprocessofplanning,SWOTAnalysis,formulationofplans,Decisionmaking process. Organising: Objectives, nature and process of organizing formal and informalorganization, authority and responsibility, delegation and empowerment, centralisation anddecentralisation, concept of departmentation, Organisation Chart, Line, Divisional, Staff andfunctionalrelationships,TopManagement,processandprinciplesofdelegation.Unit3Staffing: Concept, Manpower Planning, recruitment, selection, training and development,performanceappraisal.Directing:ConceptandtechniquesofMotivationandLeadership.Processandbarrierstocommunication.Controlling: Concept, Need and Techniques. Controlling: concept, process and techniques andcontrol, Management by Objectives (MBO) Management by Exception (MBE), Essentials ofeffectivecontrol,Managerialeffectiveness.Unit4Management Culture: Beliefs and Perceptions. Corporate Philosophies: Bigger is better, Small isbeautiful,creatingnewbusinesseswithinexistingcorporates.StrategicBusinessUnits.Managing Entrepreneurship: Creativity, Innovations, IPR (example of 3M) and entrepreneurialventures.Entrepreneurialeffectivenessandefficiency,EntrepreneurialleadershipincludingHersey& Blanchard's theory, contemporary leadership roles and Use of control techniques in smallbusiness.Textbooks:1. Weihrich, H., Cannice, M.V. and Koontz, H.; Management – A Global and Entrepreneurial

Perspective,McGrawHill2. Sathe,V.:CorporateEntrepreneurship,CambridgeUniversityPressReferences:1. Gilbert:PrinciplesofManagement,McGrawHill.2. Greenberg,J.andBaron,R.A.,BehaviourinOrganisations,PrenticeHall3. McShaneS.L.,vonGlinowM.A.&Sharma,R.R.,OrganisationalBehaviour;TataMcGrawHill.4. Robbins,S.P.&Coulter,M.:Management,Pearson.5. Stoner&Wankel:Management,PrenticeHallofIndia.



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E302:LawforEntrepreneursCourseObjectives:Thepurposeof thispaper is toacquaint thestudentswith the legalenvironmentof Indiawhichdictates theconditionsofdoingbusiness.Thecontentaimsatgivingsufficientknowledgetothestudents,helpfulinavertingthepotentiallegalproblems.CourseContents:Unit1The Indian Contract Act, 1872: Meaning and Essentials of contract; law relating to offer,acceptance,consideration,competencytocontract,freeconsent,agreementsdeclaredtobevoid,performanceofcontracts,dischargeofcontracts,breachofcontractsandquasicontract.Specialcontracts:contractofindemnityandguarantee,andagency.SaleofGoodsAct1930:Saleandagreementtosell,impliedconditionsandwarranties,salebynon-owners,rightsofunpaidseller.Unit2Negotiable Instruments Act, 1881: Meaning of negotiable instruments, type of negotiableinstruments,promissorynote,billofexchange,cheque&bouncingofcheques.TheIndianCompaniesAct,2013:Meaningandtypesofcompanies,incorporation,memorandum&articlesofassociation,prospectus,issueofsharesandbonusshares,rightsissue,sweatequity,roleofdirectors,sharequalification,companymeetings.TheLimitedLiabilityPartnershipAct,2008:meaningofLLP,formation,partners&theirrelations,extentandlimitationofliability.Unit3Information Technology Act, 2000: definitions, digital signature, electronic governance.Competition Act, 2002: objectives, definitions, competition policy, prohibition of certainagreementsandabuseofdominantposition.ConsumerProtectionAct 1986:Objectives, defects anddeficiency removal, rights of consumers,redressalmachinery.IntellectualPropertyRights:ThePatentsAct,1970,TheCopyrightAct,1957,TheTradeMarkAct,1999, & The Right to Information Act, 2005: Salient features of the act and its redressalmechanism.Unit4Labour Legislation in India: TradeUnionAct 1926, The Industrial Employment (StandingOrders)Act, 1946, IndustrialDisputeAct, 1947, ThePayment ofWagesAct, 1936, TheMinimumWagesAct,1948,ThePaymentofBonusAct,1965,TheFactoriesAct,1948,TheShopsandCommercialEstablishmentAct,1961,TheMaternityBenefitAct1961,TheWorkmenCompensationAct,1923,The Employees’ State Insurance Act, 1948, The Employees’ Provident Fund and MiscellaneousProvisions Act, 1952, The Payment of Gratuity Act, 1972, The Plantation Labour Act, 1951, TheContractLabour(RegulationandAbolition)Act,1970,GuidelinesforHandlingSexualHarassmentComplaints,SEZandLabourLaws.LawsAffectingStart-upsVentures:lawoftorts,lawsofbankruptcy.Textbooks:1. Pathak,A.:LegalAspectsofBusiness,McGrawHill2. ForLabourLaws=Dessler,GandVarkkey,B.:HumanResourceManagement,PearsonReferences:1. Singh,Avtar,PrinciplesofMercantileLaw,EasternBookCompany2. Aggarwal,R.,MercantileandCommercialLaw,Taxmann3. Kucchal,M.C.,BusinessLaw,VikasPublishingHouse



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E303:EntrepreneurialFinanceCourseObjectives:Theobjectivesofthecoursearetobuildtheskills,frameworksandknowledgeinentrepreneurialfinance. Students will study the financing of small and medium sized businesses from theperspectiveofboththeentrepreneurandinvestors.Theywilllearnhowthefinancingdecisionsofsmallandmediumsizedprivatecompaniesdifferfromthoseofpublicfirms.Theywillalsoseehowtheuseofrealoptionsandmilestonesrelatetothestrategyandthevalueonanopportunity.CourseContents:Unit1The concept of Financial Management – Definition, nature, objectives, functions and scope offinancial management, Preparation of financial plan – its objectives, essential features,consideration in formulating financial plan, Capitalization: over, under and fair capitalization.Conceptofriskandreturn,Timevalueofmoney.Unit2InvestmentDecisions:CapitalBudgetingtechniques.Financing Decisions: Cost of Capital – Meaning, definition, classification and computation ofspecificweightedandmarginalcostofcapital.Capital structure–Definition, factorsdeterminingthefinancialstructure,LeverageAnalysis–Financialoperatingandcombinedleverages,EBIT-EPSAnalysisUnit3Working Capital Management: Concept of working capital – Classification, importance, factorsdetermining adequate value of working capital. Estimation of working capital requirements.Financingofworkingcapital–Long-medium-shortterm.TrendsinFinancingofworkingcapitalbybanks,RecommendationofVariouscommitteesregardingfinancingofworkingcapital.Inventorymanagement.Toolsandtechniquesofinvestmentmanagement.Determinationofstocklevels,VEDanalysis,justintimeinventory,CashManagementandReceivableManagement.Unit4Dividenddecisions:Dividendpolicy,DividendTheories,Factorsaffectingdividenddecisions.Longtermfinancing,Sourcesoflongtermfinancing.CoursePedagogy:Thetopicswillbeexploredthroughclassdiscussionofrealcasesituationsfacedbyentrepreneursandfinanciers,contributionsbyoutsideexpertsandinstructor-leddiscussion.Textbook:Leach,C.J.andMelicher,R.W.:EntrepreneurialFinance,Thomson.References:1. Stanton,J.M.,EntrepreneurialFinance–ForNewandEmergingBusinesses,Thomson2. Smith,J.K.,Smith,R.L.andBliss,R.T.,EntrepreneurialFinance,StanfordUniversityPress3. Smith,J.K.andSmith,R.L.,EntrepreneurialFinance,Wiley4. Rogers,S.,EntrepreneurialFinance,McGrawHill5. Chandra,P.,FinancialManagement,McGrawHill



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E401:BusinessStatistics

CourseObjectives:TofamiliarizethestudentswithvariousStatisticalDataAnalysistoolsthatcanbeusedforeffectivedecisionmaking.Emphasiswillbeontheapplicationoftheconceptslearnt.CourseContents:Unit1Statistical Methods: Definition and Scope of Statistics, Concepts of statistical population andsample.Data:quantitativeandqualitative,attributes, variables, scalesofmeasurementnominal,ordinal, interval and ratio. Presentation: tabular and graphical, including histogram and ogives,consistencyandindependenceofdatawithspecialreferencetoattributes.Unit2Measures of Central Tendency:Mean,Median,Mode,Measures of Dispersion: Range, QuartileDeviation,MeanDeviation,StandardDeviation,Coefficientofvariation,Moments,SkewnessandKurtosis,Unit3Probability: Introduction, random experiments, sample space, events and algebra of events.Definitions of Probability – classical and axiomatic. Conditional Probability, laws of addition andmultiplication, independent events, theorem of total probability, Bayes’ theorem and itsapplications.Unit4Random variable: definition of discrete and continuous random variable, p.m.f and p.d.f,cumulative distribution function, Expectation and Moments, Moment generating function,Characteristic function, Probability generating function, Discrete distribution (Binomial, Poisson,Geometric, Negative Binomial, Hypergeometric) Continuous distribution (Uniform, Exponential,Normaldistribution)Unit5Bivariate data: Definition, scatter diagram, simple, partial and multiple correlation (3 variablesonly), rank correlation. Simple linear regression, principle of least squares and fitting ofpolynomialsandexponentialcurves.Textbook:1. Anderson,D.R.,Sweeney,D.J.andWilliams,T.A.:StatisticsforBusiness&Economics,Cengage2. Gujarati,D.N.andPorter,D.:BasicEconometrics,McGrawHillReferences:1. Goon,A.M.,Gupta,M.K. andDasgupta,B., Fundamentalsof Statistics,Vol. I& II, TheWorld

Press2. Miller,L.,MillerM.andFreund,J.E.,MathematicalStatisticswithApplications,Pearson3. Ross,S.,IntroductiontoProbabilityModels,Pearson4. HoggR.V.,TanisE.A.andRao,J.M.,ProbabilityandStatisticalInference,Pearson



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E402:BusinessResearchMethodsCourseObjectives:To provide an exposure to the students pertaining to the nature and extent of researchorientation,whichtheyareexpectedtopossesswhentheyentertheindustryaspractitioners.Togiveanunderstandingofthebasictechniquesandtoolsofbusinessresearch.CourseContents:Unit1Nature and Scope of Business Research – Role of Business Research in decision making.Applications of Business Research. The Research process – Steps in the research process; theresearch proposal; Problem Formulation: Management decision problem Vs. Business Researchproblem.Unit2Research Design: Exploratory, Descriptive, Causal. Secondary Data Research: Advantages &DisadvantagesofSecondaryData,Criteriaforevaluatingsecondarysources,secondarysourcesofdatainIndianContext,SyndicatedResearch(inIndia)Unit3Primary Data Collection: Survey Vs. Observations. Comparison of self- administered, telephone,mail,emailstechniques.QualitativeResearchTools:DepthInterviewsfocusgroupsandprojectivetechniques;Measurement&Scaling:PrimaryscalesofMeasurement-Nominal,Ordinal,Interval&Ratio. Scaling techniques- paired comparison, rank order, constant sum, semantic differential,itemizedratings,LikertScale;Questionnaire-form,designandtesting.Unit4Sampling:Samplingtechniques,determinationofsamplesize;DataAnalysis:Ztest(mean,diff.ofmean, diff. of proportion) t test (mean), paired t test, Chi square test, One-way ANOVA, f test,Cronbach’sAlphaTest.Unit5Qualitative Research: Concept, approaches, contrasting quantitative and qualitative methods.orientationstoqualitativeapproach,techniquesusedinqualitativeresearch.ExploratoryresearchinScienceandPractice.Textbook:Zikmund, W.G., Babin, B.J., Carr, J.C., Adhikari, A. and Griffin, M.: Business Research Methods,Cengage.References:1. Cooper,D.R.andSchindler,P.S.,BusinessResearchMethods,McGraw-HillEducation2. Boyd,H.W.,Westfall,R.andStasch,S.F.,MarketingResearch–TextandCases,Irwin



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E403:MarketingforEntrepreneursCourseObjectives:To familiarize thestudentswith themarketing function&conceptofmarketingmix&study themarketingmixofsomestart-ups,companiesoperatinginIndia.CourseContents:Unit1Introduction (Nature & Scope of Marketing): Evolution; core marketing concepts; companyorientation-production concept, product concept, selling concept, marketing concept, Holisticmarketing concept; portfolio approach-BCG matrix; Marketing Environment: Demographic,economic, political, legal, socio cultural, technological environment (Indian context);environmental scanning to discover marketing opportunities, Segmentation Targeting andPositioning: Levels ofmarket segmentation, basis for segmenting consumermarkets, differencebetweensegmentation,targetingandpositioning,customervalueproposition.Unit2Product Decisions: Concept of PLC, Introduction to International PLC, PLC marketing strategies,product classification, product line decision, product mix decision, new product development,brandingdecisions,packaging&labelling.PricingDecisions:Determinantsofprice,pricingmethods(non-mathematicaltreatment).AdaptingPrice (Geographical pricing, promotional pricing and differential pricing), pricing strategies forstart-ups.Unit3PromotionMix:Factorsdeterminingpromotionmix,promotionaltools–basicsofadvertisement,sales promotion, public relations & publicity and personal selling, integrated marketingcommunicationfornewventures(IMC).Place (Marketing channels): Channel functions, channel levels, types of intermediaries (types ofretailers,typesofwholesalers).Unit4MarketingofServices:Anintroductiontoservices,RoleofServiceSectorintheeconomy,UniquecharacteristicsoftheServiceIndustry,Marketingstrategiesforservicefirms–7Ps.MarketingforB2B,B2G(tendering,DGCMAguidelines,costingandpricing,procurementrules)andB2Cbusinessopportunities:description,specificneeds,challengesandopportunities.SocialMediaforStart-ups,digitalmarketingfornewventures,introductiontoReturnonMarketingInvestment(ROMI)/MarketingMatrix.Textbooks:1. ForB2C=Kotler,P.,Keller,K.L.,Koshy,A.andJha,M.:MarketingManagement,Pearson2. ForB2B=Sarin,S.:StrategicBrandManagementforB2BMarkets,SageReferences:1. KotlerP.&Armstrong,G.,PrinciplesofMarketing,Pearson2. Amico,Z.D.,Marketing,Cengage3. Boone,L.E.andKurtz,D.L.,PrinciplesofMarketing,ThomsonSouth-Western4. Hoffman,K.D.andBateson,J.E.G.,MarketingofServices,Cengage



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E501:Industrial,InfrastructureandSustainableProjectPreparation&AppraisalCourseObjectives:To improve and update knowledge of officials in the areas of project preparation & appraisaltechniques; decision-making process in the sector of industrial, infrastructure & sustainableopportunitiesthatwouldleadtoimprovedviability,returnsandeffectiveinvestmentdecisions.CourseContents:Unit1Project Development Cycle, Framework to identify Industrial, Infrastructure & SustainableOpportunities, process of business idea generation; Identifying data requirements and analyzingtheir suitability for preparation of feasibility studies, project formulation, screening for pre-feasibility studies, stages of feasibility report preparation, Project Analysis including MarketAnalysis, TechnicalAnalysis&FinancialAnalysis, applyingvarious techniquesand integrating thedatagatheredintoafull-fledgedbusinessplan.Unit2EnvironmentalAnalysis,RiskAnalysis,InfrastructureDevelopment&Financing,RiskManagement,Risk identification,Qualitative riskanalysis,Quantitative riskanalysis,Riskplanning,Risk control,Evaluatingtherewards&risksforsustainableopportunities.NationalCost-BenefitAnalysis,FinancingSustainableOpportunities,RoleofBusinessManagementOrganizationascatalystforpromotingsustainableopportunities.Unit3Assessing a promoter on entrepreneurial competencies, importance of environmental impactstudyandeconomicanalysisonindustrialprojects,computersupportedcomprehensiveappraisal,viabilityandsensitivityanalysisthroughspreadsheet,Takingrationalinvestmentdecisions.CoursePedagogy:Class teaching will be supplemented by Use of Entrepreneurial & Management AssessmentExercise&GroupPresentationonCases&Practices.Useofspreadsheet forFinancialAnalysis–Industrial/InstitutionalVisits&Interactions.Textbook:Dwivedi,A.K.:IndustrialProjectandEntrepreneurshipDevelopment,VikasPublishingHouseReferences:1. Scarborough,N.M.andZimmerer,T.W.,EffectiveSmallBusinessManagement,Pearson2. Pickle,H.B.andAbrahamson,R.L.,SmallBusinessManagement,Wiley3. Desai,V.,DynamicsofEntrepreneurialDevelopment&Management,HimalayaPublishing4. Kao,J.,Creativity&Entrepreneurship,PrenticeHall5. Singh,Narendra,ProjectManagement&Control,HimalayaPublications



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E502:BusinessStrategyCourseObjectives:To equip students with the relevant skills related to understanding and analysing the businessenvironment, designing strategies for an organisation (also entrepreneurial / start-up ventures)andlinkingtheorganisation’sstrategieswithitsenvironment.CourseContents:Unit1Nature& importanceof strategy: Introduction to thestrategicmanagementprocessand relatedconcepts; Corporate, business & functional level strategic management decisions. Company’sVision andMission: Need for a mission statement, criteria for evaluating a mission statement-Goal,Process&Formulationofthemissionstatement(Drucker’sPerformanceArea).Unit2Environmental Analysis & Diagnosis: Analysis of company’s external and internal environment,Impact of the environment on the organisation’s policies and strategies, Dependence of theorganisationontheenvironment,Analysisofspecificenvironment–PESTEL,SWOT&MichaelE.Porter’s 5 Forcesmodel. Internal analysis: Importance of organisation’s capabilities, competitiveadvantage & core competence, Michael E. Porter’s Value Chain Analysis and Diamond Model.IndustryAnalysis:Verticals,SunshineIndustries,Product/IndustryLifecycle,Cyclicalindustries.Unit3Formulation of competitive strategies: Michael E. Porter’s generic competitive strategies,implementingcompetitivestrategies–offensive&defensivestrategies.Formulating Corporate Strategies: Introduction to strategies of growth, stability and renewal.Types of growth strategies – concentrated growth, product development, integration,diversification, Mergers & Acquisitions (Relevance, Problems, Advantages and Disadvantages);Typesofrenewalstrategies–retrenchmentandturnaround.Internationalexpansion:ImportanceandReasons,Types–multi-domestic,franchising,licensingandjointventures.Unit4Strategic Framework: Strategic analysis & choice, Strategic gap analyses, Experience curve;Portfolio analysis (Matrices) – BCG, GE, product market evolution, directional policy, life cycleportfolio,grandstrategyselection.Behaviouralconsiderationsaffectingchoiceofstrategy:Cultureand Strategic Leadership (Implementing &operationalizing strategic choice, Impact of structure,culture & leadership). Functional strategies & their link with business level strategies. Strategiccontrol&Evaluation:Introduction,Strategicsurveillance.Unit5Strategies for Entrepreneurs: Exploring and Identifying Business Opportunities, Ideation, IdeaGeneration and Conceptualization. Managing an entrepreneurial venture. Innovation andEntrepreneurship:Introduction,Innovativemindsetandattitude.Textbook:Thompson, A.A., Strickland III, A.J., Gamble, J.E. and Jain, A.K., Crafting and Executing Strategy:ConceptsandCases,TataMcGrawHillReferences:1. Pearce, J.A. and Robinson, R.B., Strategic Management Formulation, Implementation and

Control,McGrawHill2. Thompson,A.A.andStricklandIII,A.J.,CraftingandExecutingStrategy,McGrawHill3. Johnson,G.andScholes,K.,ExploringCorporateStrategies,PrenticeHall



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E503:ManagingBusinessPerformance(BPIP)

CourseObjectives:Toequipstudentswiththerelevantskillsforimprovingbusinessperformance.CourseContents:Unit1TheLean,SixSigma,andTheoryofConstraints(TOC):Improvementcycles,reviewingthecurrentstateofimprovementinitiatives,reasonsoffailureofSixSigmaandLean,drawbacksofTOC.Introducingtheultimateimprovementcycle(UIC):Identify,define,measure,analysetheprocess,objectives, accomplishing each step of the UIC. Improvement Systems: Porter’s Value ChainAnalysis, Toyota Production System, Total Quality Management, Employee efficiency, andPerformanceImprovementtools.Unit2The value stream, value stream mapping, scheduling system and performance, identifyingproductionschedulingsystemandperformancemetrics,financialmetrics,knowingwhichmetricstotrack,metricsfornon-constraintoperations.Reducing variation and defects: origin of variability, measuring variation and system variability,cycletime(C/T)andprocessvariability.Unit3Exploitingthecurrentconstraints:findingwasteintheconstraints,wastereduction,drum-buffer-rope (DBR) scheduling, implementing visual controls, designing and implementing work cells,changeovertimereduction,variationreduction,defectreduction,standardisedwork,reducingC/T,overallequipmenteffectiveness,planforexploitingtheconstraint,reducingwasteandvariationinthecurrentconstraints,subordinatingnon-constraintstothecurrentconstrains.Unit4Line balancing and flow optimization, optimizing the constraints buffer and pulling in the non-constraints, Kanban versus constant work in progress (CONWIP), Elevating the constraints andimplementing, breaking the current constraints, sustaining the gains with protective controls,system constraints and problems, Current reality tree, conflict resolution diagram, future realitytree,establishingtheenvironmentforchange.Textbook:Sproull,B.:TheUltimateImprovementCycle,CRCPress.References:1. Rao,T.V.,HRDAudit,Sage2. West,J.E.andCianfrani,C.A.,UnlockingthepowerofyourQMS,Pearson3. Oliver,J.J.andMemmott,C.,GrowingyourownHeroes–TheCommonsenseWaytoImprove

BusinessPerformance,PrenticeHall4. Liker,J.A.,TheToyotaWay,McGrawHill



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E601:EnterpriseResourcePlanningCourseObjectives:Toequipstudentswithunderstandingofresourceplanningforenterpriseandhandlingchange.CourseContents:Unit1Definition of ERP, need, benefits, ERP and enterprise applications-emerging trends. ERPImplementation: ERP Life cycle, Methodologies and strategy for implementation, Return onInvestmentanalysisforERP:CostofERPimplementation,benefitsofERPimplementationSelecting consulting Partner: things to be considered for partner selection, request for proposalmethod for selection of consulting partner, In-house implementation team vs. Externalconsultants,ERPconsultingcompanies,doingpartofERPprojectsfromoffshoreERP package selection, ERP project team and project organisation structure, ERP projectmanagement,managingrequirementsUnit2Business process reengineering, Business process modelling and business modelling, gapsidentificationandstrategiestobridgethegap,configuringandtestingthesolution,managingERPsecurity,datamigration,cutoverplanningandgoLivepreparation,training,changemanagement,successandfailureofERPimplementation.Unit3ERP functionalModules: Human CapitalManagement, FinancialManagement, Procurement andInventoryManagement, Supplier relationship management, Production Planning and execution,Supplychainplanning,salesandservice,Logisticsexecution,customerrelationshipmanagement,qualitymanagement,maintenancemanagement and enterprise assetmanagement, product lifecyclemanagementUnit4TechnologyAreasofERPandEnterpriseapplication:Portal,contentmanagementandknowledgemanagement, Data warehousing, data mining, business intelligence and analytics, ERP andenterpriseapplication-emergingtrendsERP for industries: ERPs for different manufacturing Industries, ERPs for different serviceindustries.Textbook:Ray,R.:EnterpriseResourcePlanning,McGrawHill.References:1. Singla,A.,EnterpriseResourcePlanning,Cengage2. Monk,E.andWagner,B.,ConceptsinEnterpriseResourcePlanning,Cengage3. Ray,R.,EnterpriseResourcePlanning–TextandCases,TataMcGrawHill4. Laudon,K.C.andLaudon,J.P.,ManagementInformationSystems,Pearson5. Muthukumaran,B.,InformationTechnologyforBusiness,Oxford



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E604:DissertationProject

1. TheStudentsshallbeassignedtoworkontheProjectinanappliedareaofmanagementinthebeginningoftheVIsemesterandrunthroughtheVIsemester.

2. The Studentswillworkunder the supervisionof the faculty. Thedissertation report is to besubmittedinpartial fulfilmentofthehonoursdegreeofBBAofEntrepreneurship.Thishastobe evaluated by a group of teachers & external experts. The last date of the submission,presentationandvivavocetobedecidedbythecollege.

3. Theformatofthedissertationshouldbeasfollows:<TitleoftheProject>

ADissertationsubmittedinPartialFulfilmentofthe

HonoursdegreeofBachelorofBusinessAdministration(Entrepreneurship)

Submittedby:<NameoftheStudent><ExaminationRollNo.><NameoftheCollege>

Page1of5OntheletterheadofCollege

CertificateThisistocertifythatthedissertationentitled“ ” is theProjectworkcarriedoutby<NameoftheStudent>at<NameoftheCollege>forpartialfulfilmentofBBA(Entrepreneurship). This reporthasnotbeen submitted toanyotherCollege/Institute fortheawardofanyDegree/Diploma.<Name&SignatureofStudent> <Name&SignatureoftheSupervisor>

<SignatureofthePrincipal><StampoftheCollege>

Page2of5ExecutiveSummary

Page3of5Contents

ChapterNo. TitleoftheChapter PageNo.Appendices(ifany)References

Page4of5Acknowledgement

Page5of5Textbooks:1. Timmons,J.A.andSpinelli,S.:NewVentureCreation–Entrepreneurshipforthe21stcentury.

McGrawHill2. Dwivedi,A.K.:IndustrialProjectandEntrepreneurshipDevelopment,VikasPublishingHouse

(Chapter3)–ReferforStructureofProject



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(DSE1)SMEEntrepreneurshipCourseObjectives:Toprovide thebasic understandingof the various concepts related to settingupof a small andmediumenterprisesandmanagement.CourseContents:Unit1Settingup a Small Business:Determinationof thenatureof thebusiness unit:Micro, Small andMediumenterprise,Comparativeevaluationoffeasibilityofbuyinganexistingenterprise,settingup a new venture or starting the business through franchising, Location strategy, PreliminaryRegistrationwithStateDirectorateofIndustries.Unit2Governmentsupport:MSMEAct(2006),governmentprocurementpolicies.InstitutionalSupportMechanism:SIDO,SIDBI,NSIC,SISI,CommodityBoards,StateDirectorateofIndustries,SIDC’S,SFC,DistrictIndustriesCentre.MUDRABank.InstitutionalSupportMechanism:TestingLaboratories,ProductandProcessDevelopmentCentres,ED Institutions (National 4 and State14), Institute for Entrepreneurship Development, Stateconsulting organizations (MITCON, RAJCON, etc.), National Service and TechnologyEntrepreneurshipDevelopmentBoard.Unit3Institutional Support Schemes: Interest Subsidy, Seed/Margin Money, Refinance Scheme,CompositeLoanScheme,SingleWindowScheme,NationalEquityFundScheme,BillsRediscountingScheme. Factoring of bills. Institutions: Development Research Institute, NSDC, NSDA, NRLM’s,SRLM’s.Unit4PolicySupportMechanism:ReservationofItemsforSmallScaleIndustries,Rationale,Procedures,Criticism, De-reservation, Removal of Quantity Restrictions, Government’s Purchase PreferencesPolicy for Small Industries Products, Price Preference Policy for SSI products. Policy of PriorityCredit,EquityParticipation,EquityissuesbysmallenterprisesthroughOCTEI,PolicyofTechnologyUpgradationinsmallenterprises,TechnologyBureauforSmallEnterprises.Textbook:Katz,J.andGreen,R.:EntrepreneurialSmallBusiness,TataMcGrawHillReferences:1. Shukla,M.B.,EntrepreneurshipandSmallBusinessManagement,KitabMahal,Allahabad2. Kulkarni,P.V.andKulkarni,S.P.,CorporateFinance,KalyaniPublishers3. Srivastava,R.M.,EssentialsofBusinessFinance,HimalayaPublishing4. Kapoor,J.R.,Dlabay,L.R.andHughes,R.J.,PersonalFinance,TataMcGrawHill



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(DSE2)FamilyBusinessCourseObjectives:StudentswilldevelopanunderstandingofthedynamicsofjoiningafamilyfirmandthisnewfoundknowledgewillhelpinsecuringyourvalueandopportunitieswithinyourFamilyBusiness.CourseContents:Unit1UnderstandingFamilyBusiness:definefamilybusiness,strengths&weaknesses,Survival,Success& Growth of Family Business, Family, Business & Ownership Governance, Succession andcontinuity, Economic impact, Family Business culture and values, Dilemmas and challenges forfamily businesses- Resistance to change, Emotional issues. Leadership: competitive edge andoutperformance?Unit2Theoretical Prospective of Family Business: The agency theory perspective, the stewardshipperspective.Familybusinessdynamics:People,systemandgrowingcomplexity:Familyculture,organizationalculture, conflict and culture change, Family business people – Founders, Women in familybusinesses,Multifamilyownership,Non-familyemployees.Family business life cycles: a story of growing complexity - Life-cycle stages, A customer-activeparadigm,Ownershiptransitions.The family’s relationship with business: developing a strategic vision and building teamwork:Articulatingvaluesandsharedvision,Designingfamilygovernance.Unit3Thenextgeneration:Humanresourcemanagementandleadershipperspective:Tojoinornottojoin? The importance of outside experience, Credibility with non-family employees. Systemsoverlap and human resource management issues – Recruitment, Training and development,Remuneration, Performance appraisal and promotion. Working in the business - Seek out amentor,Gaintherespectofemployees,Treadcarefully,bewaresiblingrivalry,Workatestablishingpersonalidentity,RelationshipwiththeseniorgenerationUnit4Making the most of outside resources: The Perspective of nonfamily managers, Careeropportunities for nonfamily managers, Non-family managers - Relationship with the family,Introducingexternalexecutives,Motivationandrewards,Incentivedesignanddelivery.Extendingthe family culture to nonfamily managers, Motivating and retaining nonfamily managers, Non-executive directors – Selecting the right candidate, Board practices. Professional advisers andconsultants - advisers keeping pace with your needs. Consultants, Family business consultants,Relationshipsunderpinninganadvisoryrole,Outsideradvisors:thefamilybusinessconsultant.Textbook:Leach,P.:FamilyBusiness:TheEssentials,ProfileBooksLtd.References:1. Poza,E.J.,FamilyBusiness,Thomson2. Gimeno,A.,Bualenas,G.andComa-Cros,J.,FamilyBusinessModels3. Bolton,B.,Entrepreneurs:Talent,Temperament,Technique,Butterworth-Heinemann4. Nanadan,R.,UnleashingyourEntrepreneurialPotential,Sage5. Drucker,P.F.,InnovationandEntrepreneurship,AffiliatedEastWestPress.6. Hisrich,R.andPeters,M.,Entrepreneurship,TataMcGrawHill



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(DSE3)SocialandRuralEntrepreneurshipCourseObjectives:To develop an understanding of the field of Social Entrepreneurship, understanding socialinnovations, legal issues involved, understandingmany opportunities and issues facing by SocialEntrepreneurs,understandhowEntrepreneurshipworksintheruralcontextinIndia.CourseContents:Unit1Introduction to Social Entrepreneurship, Defining Social Entrepreneurship, Characteristics andBoundariesofSocialEntrepreneurship,Qualities,SkillsandValuesofSocialEntrepreneurs,howareSocialEntrepreneurshipandBusinessEntrepreneurshiptheSameandDifferent?Unit2Social Entrepreneurship Models: Timmons Model, PPCDO Framework, CASE Model, SocialEntrepreneurship Framework, Social Entrepreneurship Process Model. Social EnterpriseOrganizationalStructures:PureNon-profits,PureFor-Profits,Hybrids.Theory of Social Entrepreneurship, A typology of Social Entrepreneurs: Social Bricoleurs, SocialConstructionists,SocialEngineers,SchoolsofthoughtinSocialEntrepreneurshipResearch:SocialInnovation,SocialEnterprise,EMESApproach,UKApproach,TheoryofSocialChange.Unit3Recognizing Social Opportunities, Social Ideas, The Role of Innovation, Opportunities for SocialEntrepreneurs, Translate Social Problems into Opportunities, Distinct Features and DesignPrinciples of Business Models for Social Enterprises. Developing a Strategic Plan for a SocialVenture, the importance of Social Venture Planning, Developing a Plan for a Social Venture,IdentificationofSocialProblem,VisionandMissionstatements,SocialImpactTheoryandBusinessmodels,SocialventureGrowthStrategiesandFinancialplans.Unit4MeasuringSocialValue;SocialReturnonInvestment–MeasuringtheVulnerability,EfficiencyandOrganizational Effectiveness of Social Enterprises. Legal Issues of Social Entrepreneurship: LegalFramework, Charity in India, Registered Society, Section 8 Company, Public Charitable Trust,Government issues and administration of Not-For-Profit entities inside and outside of India,TaxationofNot-For-ProfitentitiesinIndia.Unit5Rural India: Concept. Existing state of rural development, developing rural infrastructure. Ruralwelfare schemes, Tribal, environmental and women and child development and conservationprograms,roleofNGOsinruraldevelopment,ruralandotherco-operatives.Rural Entrepreneurship: financing needs of rural enterprises and micro enterprises, role ofentrepreneurship in ruraldevelopment, technologyandmassmediaand ruralentrepreneurship,obstaclesandopportunitiesofruralentrepreneurship,microfinanceandruralentrepreneurship,roleofwomeninruralentrepreneurship,employmentgenerationviaruralentrepreneurship.Textbooks:ForSocial=Kickul,J.andLyons,T.:UnderstandingSocialEntrepreneurship,RoutledgeForRural=Swami,H.R.andGupta,B.P.:RuralDevelopmentandCo-operationinIndia,IndusValleyPublicationsReferences:1. Bornstein,D.andDavis,S.,SocialEntrepreneurship,OxfordUniversityPress2. London,M.andMorfopoulos,R.G.,SocialEntrepreneurship3. Dwivedi,A.andSukhwal,A.,RuralEntrepreneurshipDevelopmentinLiberalisedEra,Bookwell



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(DSE4)AgriandBio-techEntrepreneurshipCourseObjectives:To develop understanding of Agriculture and Bio-tech entrepreneurship and its importance forprovidingnewavenues.CourseContents:Unit1Agriculturalentrepreneurship,Need,InstitutionalsupportandInterventionsandCapacitybuildingfor Agri Business Entrepreneurship, Guidelines for starting Farm Enterprises, Agri-entrepreneurship;AgriculturalandAlliedSectors;Soil-conservation,Fertilizers,Seeds,casestudiesinvolving agricultural bye-products and industrials waste utilization, approaches towards betteragriculture. Agricultural Technology Management Agency, Functions of Agri entrepreneurship,ManagerialFunctions, farmingventure,CurbingRural toUrbanMigration,QualityofAgriculturalProducts,Agri-businessfinancingsysteminIndia.Unit2Organic Farming, Growth of Organic Culture. Exporting Organic Materials. Export marketing ofdairyproducts,Agriculturalmarketing,DefinitionofAgricultureMarketing,Marketingconceptvs.selling concept, Market promotion techniques, Farmer’s Market, Rural Marketing, Features ofIndianruralmarkets,Marketingstrategies,ICTinitiativesinagriculturalmarketing,NeedsofruralMarketing,Importanceofprocurement,NatureofAgriculturalCommodities,Scopeofagriculture,Procurement management environment, source of supply, Types of purchasing, Quality,Commodity markets, Forward and backward linkages in markets, Regulation of commoditymarkets, Classification of markets, Commodity exchanges and futures trading, Commodityexchangesand futures trading,Evolutionof futures trading,Commodityexchangesatglobalandnationallevel,Exchangetransactions,FuturetradingandAgriculturalmarketingUnit3Land Utilization and Major crops, Irrigation source and method, Animal Husbandry and Dairy,Horticulture,ForestDevelopmentandProduce,Fisheries,AgricultureEconomics.Knowledge and skills in project formulation and project appraisal, Evaluation of Agri projects,Managing a Successful Agri-business, Post-harvest Technologies, Production and ConsumptionEfficacyMarketingchannels,Storage,Handling,HazardSymptoms,Recoverymeasures,Legislation,FCODealersRules,Qualityappraisal,Applicationprinciples,Aquaculture.Unit4Biotechnology Dynamics at the Global Scale: Global bio regions, Bio regions and theircharacteristics,geographicclusteringinbiotechnology:socialnetworksandfirms,socialnetworksangeographicproximity, innovationnetworks inbiotechnologystrategyandstrategic thinking inbiotechnology entrepreneurship, research on strategic alliances,mergers and acquisitions in thebiotechnology industry, synergy and strategy: Kirin Brewery’s Entry into Biopharmacy, patentingbiotechnology,legalframeworkandpublicsupportinbiotechnologyindustryInstitutionsprovidingsupportforagripreneurship:NIFTEM,CFTRI,NABARD,ICAR,DBT.Rolesandresponsibilitiesindevelopingagripreneurship.Textbook:Patzelt,H.andBrenner,T.:HandbookofBioentrepreneurship,SpringerReferences:1. Dev,S.M.andRao,N.C.,BiotechnologyinIndianAgriculture,AcademicFoundation2. Rajpara,Y.R.,Agri-businessManagement,ABDPublishers3. Sengupta,S.,IndianAgriculture,ABDPublishers4. Scoones,I.,Science,AgricultureandthePoliticsofPolicy,OrientLongman



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(DSE5)WomenEntrepreneurshipCourseObjectives:Gender is a critical factor as it shapes our understanding of who andwhat can be legitimatelyrecognized as an entrepreneur. This course seeks to develop an understanding of a womanentrepreneurandthespecificrequirementsandconditionsthataffectthesame.CourseContents:Unit1WomanEntrepreneur.Profileofwomen-ownedbusinesses.Typologyoffemaleentrepreneurs.The Socio-economic context of female entrepreneurship: Labourmarket structure, occupationalsegregation,genderpaygap,work-lifebalance,workplacediscrimination,glassceilingeffect,sex-role inventory, gender role expectations of society, stereotyping, perception towards femaleunderperformance.Unit2Feministapproaches:Defininggender,sensitivityandwomen,roleexpectationsforwomen,houseworkversusoffice/businesswork,doublerolesofwomen,roleofwomeninfamilybusinesses,the5Mframework,femalenetworking,genderrolesandactivities.Resources:accesstoentrepreneurialcapital,socialcapital,humancapital,financingwomenownedbusinesses,accessingfinance,challengesfacedbywomenentrepreneurs,venturecapitalfundingforwomen.Unit3Entrepreneurshipasempowerment:hightechnologyentrepreneurshipandwomenentrepreneurs,science and technology enterprises, gender and technology, entrepreneurship, gender andempowerment,entrepreneurialopportunitiesforwomen,motivatingwomenentrepreneurs.Unit4WomenentrepreneursinIndia:ruralandurban,roles,educationlevels,socialrolesandperceptionof women, potential projects, social entrepreneurship, role of women in the economy, role ofwomen in the earning potential of a household. Reception of women entrepreneurs, obstaclesfaced by women entrepreneurs, needs of women entrepreneurs. Efforts to increase womenentrepreneurshipinIndia,programsforwomenentrepreneurs,institutionsengagedinpromotingwomenentrepreneurship.CasestudiesofWomenentrepreneurs.Textbooks:1. McAdam,M.:FemaleEntrepreneurship,Routledge2. CaseStudies=Menon,S.,LeadingLadies,Vol.IandII,FortytwoBooks,MumbaiReferences:1. Lavanya,T.,WomenEmpowermentthroughEntrepreneurship,NewCenturyPublications2. Kumar,Anil,WomenEntrepreneurshipinIndia,RegalPublications3. Singh, A.K., Suguna, K. and Reedy, R.V.M, Women Entrepreneurship, Vol. I & II, Serials

Publications4. Guillen,M.F.(ed.),WomenEntrepreneurship,Routledge5. Kirpal,A.(ed.),WomenEntrepreneurs,Sage6. Jauhari,V.,Griffy-Brown,C.,Women,TechnologyandEntrepreneurship,ReferencePress



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(DSE6)ScienceandTechnologyEntrepreneurship

CourseObjectives:ThisCourseAimsatInstitutingEntrepreneurialskillinthestudentsbygivinganoverviewofScienceandTechnology.CourseContents:Unit1Technology Ventures in a Global Context: Globalisation and Technology Ventures, TechnologyVentureDrivers,CapitalIntensity,KnowledgeIntensity,AcceleratedPaceofChange,ThenetworkEffect.Value Creation in the Global Economy: CreatingMarket Value, Creating Enterprise Value, ValueprotectioninTechnologyventures.Unit2Global market entry strategies: Exporting, Licensing, Joint Ventures, Strategic Alliances, TradingCompanies,Countertrading,Directownership.ExitStrategiesforTechnologyVentures:Acquisition,DueDiligence;TheAcquisitionDeal,Mergers,VentureValuation,GoingPublic.Unit3IntellectualPropertyManagementandProtection:IntellectualPropertyandTechnologyVentures,IntellectualPropertyProtection,TradesecretsProtectionandmaintenance,Patents:requirementsfor novelty and non-obviousness, exclusive rights, Patent application process and examinationprocess, patent pending, patent ownership, International patent protection, Copyrightsregistration, ownership, notice, term, consideration with respect to software, mask work,trademark: acquiring, registration,principal register, supplemental register, applicationbasedon“Intent to use” strength of a mark and choosing a mark, term of registration and maintainingtrademarkrights,Unit4LicenseAgreements:PatentsLicences,Knowhowlicenses,trademarklicenses,Franchise,Technicalservicesagreements,Distributionagreements,VARandOEMagreements,PurchaseagreementsNegotiatingFundamentals:approaches,integrativevsdistributivebargaining,negotiationoutcometypes,negotiatinggambits,negotiatingcontractsLaunching the technology venture: The Business plan, Networking, Resource aggregation, newventureoperations.Textbook:Duening,T.N.,Hisrich,R.D.andLechter,M.A.:TechnologyEntrepreneurship,ElsevierReferences:1. Pisano,G.P.,ScienceBusiness,HBSPress2. Dougherty,D.E.,FromTechnicalProfessionaltoEntrepreneur,Wiley3. Senn,J.A.,InformationTechnologyinBusiness,PrenticeHall



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(GE1)IntroductiontoEntrepreneurship

CourseObjectives:This course aims at instituting entrepreneurial skills in the students by giving an overview ofentrepreneursandthecompetencesthatareneededtobecomeanentrepreneur.CourseContents:Unit1Introduction: Concept and Definitions, Entrepreneurship Mindset, Entrepreneurship process;Factors impacting emergence of entrepreneurship; Theories of entrepreneurship; Role of Socio-economicenvironment,Unit2ManagerialversusentrepreneurialDecisionMaking;Entrepreneurialattributesandcharacteristics;Traits/Qualities of Entrepreneurs, Entrepreneurs versus inventors; Entrepreneurial Culture,Entrepreneurasaleader.Unit3Classification and Types of Entrepreneurs; Women Entrepreneurs; Social Entrepreneurship;CorporateEntrepreneurs,characteristicsofentrepreneur:Leadership;Risktaking;Decision-makingandbusinessplanning.RoleofEntrepreneur:Roleofanentrepreneurineconomicgrowthasaninnovator;generationofemployment opportunities; complimenting and supplementing economic growth; bringing aboutsocialstabilityandbalancedregionaldevelopmentofindustries.Unit4Creating Entrepreneurial Venture: Generating Business idea - Sources of Innovation, generatingideas, Creativity and Entrepreneurship; Challenges in managing innovation; Entrepreneurialstrategy,Businessplanningprocess;Drawingbusinessplan;Businessplanfailures.Promotion of a Venture: External environmental analysis- economic, social and technological,Competitive factors: Legal requirements for establishment of new unit and raising of funds,venturecapitalsourcesanddocumentationrequired.Textbook:Hisrich,R.D.,Manimala,M.J.,Peters,M.P.,Shepherd,D.A.:Entrepreneurship,TataMcGrawHillReferences:1. Kuratko,D.F.,andRao,T.V.,Entrepreneurship:ASouth-AsianPerspective,Cengage2. R.D.Hishrich.,Peters,M.,Entrepreneurship:Irwin3. Barringer,B.R.andR.DuaneIreland,Entrepreneurship,PearsonPrenticeHall4. Shankar,R.,EntrepreneurshipTheoryandPractice,TataMcGrawHill



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(GE2)CorporateEntrepreneurshipCourseObjectives:Tomotivatestudentstodevelopatendencyofcorporateentrepreneurshipanddiscusswiththemthespiritofbeinganentrepreneur.CourseContents:Unit1Intrapreneurship: Description, Forms, Levels and Degrees of Corporate Entrepreneurship,Corporate Culture and entrepreneurial climate within the organization: Description, Impact onIntrapreneurship.Championing Intrapreneurship inCorporateEnvironments -understandingtherolesnecessarytomakeCEhappen.DifferencebetweenManagementandIntrapreneurshipUnit2Leadership,Strategy&Intrapreneurship-howdoesleadershipstyleseffecttheabilityofacompanyto promote Intrapreneurship? -what role does the leader him/herself play in this game?Organizational Approaches to Intrapreneurship - Entrepreneurship as a corporate competitiveadvantage, Building the Intrapreneurial Team and Culture, Concept and Definitions,Entrepreneurship process; Factors impacting emergence of entrepreneurship;Managerial versusentrepreneurial Decision Making; Entrepreneur versus Investors; Entrepreneurial attributes andcharacteristicsUnit3EntrepreneurialCulture;ClassificationandTypesofEntrepreneurs;WomenEntrepreneurs;SocialEntrepreneurship;Traits/QualitiesofEntrepreneurs,Emergenceofentrepreneurialclass:Theoriesof entrepreneurship; Role of Socio-economic environment, characteristics of entrepreneur:Leadership;Risktaking;Decision-makingandbusinessplanning.Unit4Stimulating Creativity; Organisational actions that enhance/hinder creativity, Managerialresponsibilities, Creative Teams; Sources of Innovation in Business; Managing Organizations forInnovation and Positive Creativity. Role of Entrepreneur: Role of an entrepreneur in economicgrowth as an innovator; generation of employment opportunities; complimenting andsupplementingeconomicgrowth.Textbook:Kuratko,D.F.andCovin,J.G.:CorporateEntrepreneurship&Innovation,CengageReferences:1. Kuratko,D.F.,andRao,T.V.,Entrepreneurship:ASouth-AsianPerspective,Cengage2. Hishrich,P.,Entrepreneurship:Starting,DevelopingandManagingaNewEnterprise,Irwin3. Barringer,BraceR.,andR.DuaneIreland,Entrepreneurship,PearsonPrenticeHall4. Hisrich,RobertD.,MichaelPetersandDeanShepherd,Entrepreneurship,TataMcGrawHill5. HaroldKoontz,HeinzWeihrich,EssentialsofManagement,McGrawHill



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(GE3)IndianFamilyBusinessCourseObjectives:StudentswilldevelopanunderstandingofthedynamicsofjoiningafamilyfirmandthisnewfoundknowledgewillhelpinsecuringyourvalueandopportunitieswithinyourFamilyBusiness.CourseContents:Unit1UnderstandingFamilyBusiness:definefamilybusiness,strengths&weaknesses,Survival,Success& Growth of Family Business, Family, Business & Ownership Governance, Succession andcontinuity, Economic impact, Family Business culture and values, Dilemmas and challenges forfamily businesses- Resistance to change, Emotional issues. Leadership: competitive edge andoutperformance. Theoretical Prospectiveof FamilyBusiness:The agency theoryperspective, thestewardshipperspective.Unit2Familybusinessdynamics:People,systemandgrowingcomplexity:Familyculture,organizationalculture, conflict and culture change, Family business people – Founders, Women in familybusinesses,Multifamilyownership,Non-familyemployees.Family business life cycles: a story of growing complexity - Life-cycle stages, A customer-activeparadigm, Ownership transitions. The family’s relationshipwith business: developing a strategicvisionandbuildingteamwork:Articulatingvaluesandsharedvision,Designingfamilygovernance.Unit3Thenextgeneration:Humanresourcemanagementandleadershipperspective:Tojoinornottojoin? The importance of outside experience, Credibility with non-family employees. Systemsoverlap and human resource management issues – Recruitment, Training and development,Remuneration, Performance appraisal and promotion. Working in the business - Seek out amentor,Gaintherespectofemployees,Treadcarefully,bewaresiblingrivalry,Workatestablishingpersonalidentity,RelationshipwiththeseniorgenerationUnit4Making the most of outside resources: The Perspective of nonfamily managers, Careeropportunities for nonfamily managers, Non-family managers - Relationship with the family,Introducingexternalexecutives,Motivationandrewards,Incentivedesignanddelivery.Extendingthe family culture to nonfamily managers, Motivating and retaining nonfamily managers, Non-executive directors – Selecting the right candidate, Board practices. Professional advisers andconsultants - Are your advisers keeping pace with your needs? Consultants, Family businessconsultants, Relationships underpinning an advisory role, Outsider advisors: the family businessconsultant.CasestudiesonIndianfamilybusinesses.Textbook:1. Leach,P.:FamilyBusiness:TheEssentials,ProfileBooksLtd.2. CaseStudies=Ramachandran,K.:The10CommandmentsforFamilyBusiness,SageReferences:1. Poza,E.J.,FamilyBusiness,Thomson2. Gimeno,A.,Bualenas,G.andComa-Cros,J.,FamilyBusinessModels3. Bolton,B.,Entrepreneurs:Talent,Temperament,Technique,Butterworth-Heinemann4. Nanadan,R.,UnleashingyourEntrepreneurialPotential,Sage5. Drucker,P.F.,InnovationandEntrepreneurship,AffiliatedEastWestPress.6. Hisrich,R.andPeters,M.,Entrepreneurship,TataMcGrawHill



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(GE4)SocietyandEntrepreneurshipCourseObjectives:Thispaperaimstointroducetheentrepreneursofthefuturetotheconstructofsociety(withfocusontheIndiancontext).Understandit’soperation,needs,requirementsandgenerateawarenessoftherelevanceandimpactofentrepreneurialactionsonthesocietyasawhole.CourseContents:Unit1Society: Description, constructs. Indian Society: strata, constructs, purchasing power (Bottom ofthe Pyramid), socio-cultural, economic and political dimensions, scope and relevance forentrepreneurialactivity.Introduction to Social Entrepreneurship, Defining Social Entrepreneurship, Characteristics andBoundariesofSocialEntrepreneurship,Qualities,SkillsandValuesofSocialEntrepreneurs,howareSocialEntrepreneurshipandBusinessEntrepreneurshiptheSameandDifferent?Unit2Social Entrepreneurship Models: Timmons Model, PPCDO Framework, CASE Model, SocialEntrepreneurship Framework, Social Entrepreneurship Process Model. Social EnterpriseOrganizationalStructures:PureNon-profits,PureFor-Profits,Hybrids.Theory of Social Entrepreneurship, A typology of Social Entrepreneurs: Social Bricoleurs, SocialConstructionists,SocialEngineers,SchoolsofthoughtinSocialEntrepreneurshipResearch:SocialInnovation,SocialEnterprise,EMESApproach,UKApproach,TheoryofSocialChange.Unit3Recognizing Social Opportunities, Social Ideas, The Role of Innovation, Opportunities for SocialEntrepreneurs, Translate Social Problems into Opportunities, Distinct Features and DesignPrinciples of Business Models for Social Enterprises. Developing a Strategic Plan for a SocialVenture, the importance of Social Venture Planning, Developing a Plan for a Social Venture,IdentificationofSocialProblem,VisionandMissionstatements,SocialImpactTheoryandBusinessmodels,SocialventureGrowthStrategiesandFinancialplans.Unit4MeasuringSocialValue;SocialReturnonInvestment–MeasuringtheVulnerability,EfficiencyandOrganizational Effectiveness of Social Enterprises. Legal Issues of Social Entrepreneurship: LegalFramework, Charity in India, Registered Society, Section 8 Company, Public Charitable Trust,Administration of Not-For-Profit entities inside and outside of India, Taxation of Not-For-ProfitentitiesinIndia.CorporatesandSociety:CSR,SocialFaceofBusiness,Socialresponsiveness.Linkingsocietyandentrepreneurship:Definingtheirinteraction,Socialcausesandentrepreneurialinterventions and support. Identifying social problems in India, social entrepreneurship andmeeting the needs of the society. Social entrepreneurship across the world. SocialentrepreneurshipinIndia.Promotingsocialentrepreneurship(inspiritandpractice)inIndia.Textbook:1. Bornstein,D.:HowtoChangetheWorld,OxfordUniversityPress2. Prahalad,C.K.:TheFortuneattheBottomofthePyramid,PearsonReferences:1. Haber,J.,TheBusinessofGood,EntrepreneurPress2. Drucker,P.F.,InnovationandEntrepreneurship,HarperBusiness3. Paramasivan,C.,SocialEntrepreneurship,NewCenturyPublications4. Roseland,M.,TowardSustainableCommunities,NewSocietyPublishers



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(GE5)LaunchingandSustainingBusinesses

CourseObjectives:To let studentsunderstand thenuances involved in creativity& innovationand to gethands-onexperienceinapplyingcreativeandinnovativeideasandsolutionstowardsproblemsolving.CourseContents:Unit1Introduction: Need for Creative and innovative thinking for quality – Essential theory aboutdirectedcreativity,componentsofCreativity,methodologiesandapproaches,individualandgroupcreativity,organizationalroleincreativity.Opportunitysensing,preparingbusinessplan,understandingbasicsoffinancing.Unit2MechanismofThinkingandVisualization:Definitionsandtheoryofmechanismsofmindheuristicsandmodels:attitudes,approachesandactionsthatsupportcreativethinking-Advancedstudyofvisual elements and principles - line, plane, shape, form, pattern, texture gradation, coloursymmetry. Spatial relationships and compositions in 2 and 3 dimensional space - procedure forgenuine graphical computer animation – Animation aerodynamics – virtual environments inscientific visualization – unifying principle of data management for scientific visualization –visualizationbenchmarking.Unit3Creativity:Methods and tools for directed creativity – basic principles – tools that prepare themindforcreativethought–stimulation–developmentandactions:-processesincreativityICEDIP– Inspiration, Clarification, Distillation, Perspiration, Evaluation and Incubation – Creativity andmotivation, the bridge between man creativity and the rewards of innovativeness – applyingdirectedcreativity.CreativityinProblemSolving:Generatingandacquiringnewideas,productdesign,servicedesign–case studies and hands-on exercises, stimulation tools and approaches, six thinking hats, lateralthinking–Individualactivity,groupactivity,contextualinfluences.Unit4Innovation: typesof innovation,barriers to innovation, innovationprocess, establishing criterionforassessmentofcreativity&innovation.Innovator’ssolution–creatingandsustainingsuccessfulgrowth – Disruptive Innovation model – Segmentive Model – New market disruption –Commoditation.CoursePedagogy:It is activity based course. Students will undergo the programme with both theoretical andpractical content. Each student will be required to identify and prepare plans for innovativeproductsorservices.Textbook:Andriopoulos,C.andDawson,P.:ManagingChange,CreativityandInnovation,SageReferences:1. Bilton,C.andCummins,S.,CreativeStrategy,Wiley2. Davila,T.,Epstein,M.L.andShelton,R.(ed.),TheCreativeEnterprise,Praeger3. Hurt,F.,RousingCreativity:ThinkNewNow,CrispPublicationsInc.4. Petty,G.,HowtobebetteratCreativity,TheIndustrialSociety5. Christensen,C.M.andRaynor,M.E.,TheInnovator’sSolution,HBSPress6. Savransky,S.D.,EngineeringofCreativity,CRCPress



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(GE6)BusinessPlan(ProjectFormulationandPreparation)CourseObjectives:Writingabusinessplanwhichcangain interestof the fundproviders likeventurecapitalistsandothersourcesoffunding.CourseContents:Unit1BusinessPlan:What isbusinessplan,EntrepreneurialopportunitiesandBusinessPlan.Preparingbusinessplan.(PracticalExercisesonpreparationofbusinessplan)ComponentsofBusinessPlan:ConfidentialityAgreement,Executivesummary,othercomponents.Unit2Market Analysis and Planning: Undertaking Market Research, Importance, Industry Analysis,Competitoranalysis,definingthetargetmarket,marketsegmentation,marketpositioning,buildingamarketingplan,marketingmix,criticalfactorsfordevisingamarketstrategy.Unit3TechnicalFeasibilityandAnalysis.Operation and Production Plan: Types of production systems, Product design and analysis, Newproductdevelopment,locationandlayoutdecisions,projectlayout,plantandtechnologychoices,product specification and customer needs, production planning and control, CommercializingTechnologiesUnit4Financial analysis and feasibility testing: pro forma income statements, cash budget, funds flowandCashflowstatements;balancesheet;BreakEvenAnalysis;RatioAnalysis.Textbook:Dwivedi,A.K.:IndustrialProjectandEntrepreneurshipDevelopment,VikasPublishingHouseReferences:1. BangsJr.,D.H.,TheBusinessPlanningGuide,DearbornPublishingCo.2. Katz,J.A.andGreen,R.P.,EntrepreneurialSmallBusiness,McGrawHill3. Mullins,J.andKomisarR.,GettingtoPlanB,HarvardBusinessPress4. O’Donnell,M.,TheBusinessPlan:StepbyStep,UNDCenterforInnovation.



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(GE7)IndirectTaxLawsCourseObjectives:To provide basic knowledge and equip studentswith application of principles and provisions ofServiceTax,VAT,CentralExcise,andCustomsLaws.CourseContents:Unit1(ServiceTax)Concepts and general principles; Sources of service tax law; Charge of service tax and taxableservices (Meaningof services,Negative List,MegaExemptionNotification); PlaceofProvisionofServices;PointofTaxation;Valuationof taxableservices;Exemptions&abatements;Paymentofservice tax (including Reverse ChargeMechanism); Service tax procedures; Accounting codes ofservice tax returns; Filing of returns; Demand, Adjudication and offences; Liability & Refunds;Penalties;Interest;CENVATCredit;E-filingofservicetaxreturn.Unit2(VAT)Concepts and general principles; Calculation of VAT Liability including input Tax Credits; SmallDealers andComposition Scheme;VATProcedures; Treatmentof stock&Branch transfer underStateVATActs;Filing&ReturnunderStateVATAct;E-filing;PracticalproblemsonVAT.Unit3(CentralExcise)Levy & Collection of excise duty; Goods & Excisable goods; Manufacture and Manufacturer;Dutiabilityofintermediateproducts&captiveconsumption;Packing,labelling&brandingactivities;Determinationoftaxableeventforchangeofduty;Valuation;CENVAT;Generalprocedures;Exportprocedures;Bonds&typesofbonds;Refund&appeals;Remissionofduty&destructionofgoods;SSI,JobWork.Unit4(CustomsLaws)Basic concepts of customs law- Territorial waters, high seas; Types of custom duties – Basic,Countervailing & Anti- Dumping Duty, Protective duty, Safeguard Duty; Classification of goods;Warehousing- special provisions of warehousing; Valuation, Customs Procedures, Import andExportProcedures,Baggage,Exemptionsfromcustomduty.Textbook:Singhania, Vinod K., and Singhania, Monica. Students’ Guide to Indirect Taxes, TaxmannPublicationsPvt.Ltd.,Delhi.References:1. Datey,V.S.IndirectTaxLawandpractice,TaxmannPublicationsPvt.Ltd.,Delhi.2. Kumar,Sanjeev.SystematicApproachtoIndirectTaxes.3. Gupta,S.S.ServiceTax-HowtomeetyourobligationTaxmannPublicationsPvt.Ltd.,Delhi.4. Ahuja,G.andGupta,R.IndirectTaxes,FlairPublicationPvt.Ltd.



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(GE8)BusinessTaxProcedureandManagementCourseObjectives:To provide basic knowledge of business tax procedures and management under differentprovisionsoftheIncometax.CourseContents:Unit1Advancepaymentoftax;Taxdeduction/collectionatsource,documentation,returns;Certificates;InterestpayablebyAssessee/Government;Collectionandrecoveryoftax.Unit2Assessment,re-assessment,rectificationofmistakes;Appealsandrevisions:Preparationandfilingofappealswithappellateauthorities,Draftingofappeal;statementoffactsandstatementoflaw.Unit3Penaltiesandprosecutions;SettlementCommission;Search,seizureandsurveyUnit4Transactionswithpersons located innotified jurisdictionalarea;Generalanti-avoidancerule;Taxclearancecertificate;Securitiestransactiontax.Unit5Information Technology and Tax administration; TAN (Tax Deduction and Collection AccountNumber),TIN(TaxInformationNetwork),e-TDS/e-TCS;E-filingofITRS.Textbook:Singhania,V.K.andSinghania,M.CorporateTaxPlanningandBusinessTaxProcedures.TaxmannPublicationsPvt.Ltd.,NewDelhi.References:1. Ahuja,G.andGupta,R.CorporateTaxPlanningandManagement.BharatLawHouse,Delhi.2. Bajpai,O.S.Search,SeizureandSurvey.TaxmannPublicationsPvt.Ltd.,NewDelhi.3. Ahuja,G.andGupta,R.SystematicApproachtoIncomeTax.BharatLawHouse,Delhi.Journals:1. IncomeTaxReports,CompanyLawInstituteofIndiaPvt.Ltd.,Chennai.2. Taxman,TaxmannAlliedServicesPvt.Ltd.,NewDelhi.3. CurrentTaxReporter,CurrentTaxReporter,Jodhpur.



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(AEC1)AdvancedEnglish:StreamA(ForthosewhohavepassedEnglishinClassXII)

Courseobjectives:Thecourseenhancestheskillsofreading,writing,speakingandlisteningItencouragesrecognitionandawarenessofdifferentgenresliketheshortstory,poetry,featurearticles,etc.Topicalandsocialthemesformanintegralpartofthecourse.The course teaches the students speaking and listening skills in class and tests these skills for aconstantmonitoringoftheirproficiencyThecoursebroadensthehorizonsofthetextbyprojectworkwhichisflexible,andenhancesthecreativityofthestudent.Thecourseusesactivitiescentredontranslationforstudents,andgivesthemacompositeviewofmulticulturalism.WritingskillsDiaryentryParagraphwritingSummary/Note-makingFormalandinformalletterwritingCV/ResumewritingBook/FilmreviewsInternalassessmentSpeakingskillsListening/comprehensionProjectworkAttendanceSuggestedprojectsSportswriting,Poetryaboutwomen/men,Poetry in translation,Tellinga story,Fantasywriting,Chatshows,Themenaceofdowry,AsuccessstoryReferences:1. FluencyinEnglishPartI,Macmillan,Delhi,2005,Units1-182. BusinessEnglish,Pearson,Delhi,2008,Units1-33. Language through Literature (forthcoming) ed. Dr Gauri Mishra, Dr Ranjana Kaul, Dr Brat

Biswas,PrimusBooks,Delhi,2015,Chapters1-74. Martin Hewing, Advanced English Grammar, Cambridge University Press, New Delhi, 2010,

Units1-60



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(AEC2)EnvironmentalStudies(One-SemesterCompulsoryCoreModuleforUndergraduateProgrammes)

UnitI:Introductiontoenvironmentalstudies• Multidisciplinarynatureofenvironmentalstudies;• Scopeandimportance;Needforpublicawareness. (2lectures)

UnitII:Ecosystems• Whatisanecosystem?Structureandfunctionofecosystem;Energyflowinanecosystem:foodchains,foodwebsandecologicalsuccession.Casestudiesofthefollowingecosystems:

a)Forestecosystemb)Grasslandecosystemc)Desertecosystemd)Aquaticecosystems(ponds,streams,lakes,rivers,oceans,estuaries) (6lectures)UnitIII:NaturalResources:RenewableandNon-renewableResources• Landresourcesandlandusechange;Landdegradation,soilerosionanddesertification.• Deforestation: Causes and impacts due to mining, dam building on environment, forests,biodiversityandtribalpopulations.• Water:Useandover-exploitationofsurfaceandgroundwater,floods,droughts,conflictsoverwater(international&inter-state).• Energy resources: Renewable and non-renewable energy sources, use of alternate energysources,growingenergyneeds,casestudies. (8lectures)

UnitIV:BiodiversityandConservation• Levelsofbiologicaldiversity:genetic,speciesandecosystemdiversity;Biogeographiczonesof

India;Biodiversitypatternsandglobalbiodiversityhotspots• Indiaasamega-biodiversitynation;EndangeredandendemicspeciesofIndia• Threats to biodiversity: Habitat loss, poaching of wildlife, man-wildlife conflicts, biological

invasions;Conservationofbiodiversity:In-situandEx-situconservationofbiodiversity.• Ecosystem and biodiversity services: Ecological, economic, social, ethical, aesthetic and

Informationalvalue. (8lectures)UnitV:EnvironmentalPollution• Environmental pollution : types, causes, effects and controls; Air, water, soil and noise

pollution• Nuclearhazardsandhumanhealthrisks• Solidwastemanagement:Controlmeasuresofurbanandindustrialwaste.• Pollutioncasestudies. (8lectures)

UnitVI:EnvironmentalPolicies&Practices• Sustainabilityandsustainabledevelopment.• Climate change, global warming, ozone layer depletion, acid rain and impacts on human

communitiesandagriculture• Environment Laws: Environment ProtectionAct; Air (Prevention&Control of Pollution) Act;

Water (PreventionandcontrolofPollution)Act;WildlifeProtectionAct;ForestConservationAct.

• Naturereserves,tribalpopulationsandrights,andhumanwildlifeconflicts inIndiancontext. (7lectures)

UnitVII:HumanCommunitiesandtheEnvironment• Humanpopulationgrowth:Impactsonenvironment,humanhealthandwelfare.



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• Resettlementandrehabilitationofprojectaffectedpersons;casestudies.• Disastermanagement:floods,earthquake,cyclonesandlandslides.• Environmentalmovements:Chipko,Silentvalley,BishnoisofRajasthan.• Environmental ethics: Role of Indian and other religions and cultures in environmental

conservation.• Environmentalcommunicationandpublicawareness,casestudies(e.g.,CNGvehiclesinDelhi).

(6lectures)UnitVIII:Fieldwork• Visittoanareatodocumentenvironmentalassets:river/forest/flora/fauna,etc.• Visittoalocalpollutedsite-Urban/Rural/Industrial/Agricultural.• Studyofcommonplants,insects,birdsandbasicprinciplesofidentification.• Studyofsimpleecosystems-pond,river,DelhiRidge,etc. (Equalto5lectures)

References:1. Bharucha, E. 2003, Textbook for Environmental Studies, University Grants Commission, New

DelhiandBharatiVidyapeethInstituteofEnvironmentalEducationandResearch,Pune.361.2. Carson,Rachel.1962.SilentSpring(Boston:HoughtonMifflin,1962),MarinerBooks,20023. Economy, Elizabeth. 2010. The River Runs Black: The Environmental Challenge to China's

Future.4. Gadgil,M.&Ramachandra,G.1993.This fissured land:anecologicalhistoryof India.Univof

CaliforniaPress.5. Gleeson,B.andLow,N.(eds.)1999.GlobalEthicsandEnvironment,London,Routledge.6. Grumbine,R.Edward,andPandit,M.K.ThreatsfromIndia’sHimalayadams.Science339.6115

(2013):36-37.7. Heywood V.H. & Watson, R.T. 1995. Global Biodiversity Assessment. Cambridge University

Press.8. McCully,P.1996.Silencedrivers:theecologyandpoliticsoflargedams.ZedBooks.9. McNeill, John R. 2000. Something New Under the Sun: An Environmental History of the

TwentiethCentury.10. Odum,E.P.,Odum,H.T.&Andrews,J.1971.FundamentalsofEcology.Philadelphia:Saunders.



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(SEC1)PersonalityDevelopmentandSoftSkillsCourseObjectives:To develop inter personal skills and be an effective goal oriented team player, developprofessionals with idealistic, practical and moral values, develop communication and problemsolvingskills,re-engineerattitudeandunderstanditsinfluenceonbehaviour.CourseContents:Unit1Introduction, need for Communication, Process of Communication, Written and VerbalCommunication, Visual communication, Signs, Signals and Symbols, Silence as a Mode ofCommunication, Inter-cultural, Intra-cultural, Cross-cultural and International communication,Communicationsskills,CommunicationthroughQuestionnaires,BusinessLetterWriting,ElectronicCommunication.Unit2BusinessCasesandPresentations,LetterswithintheOrganizations,LettersfromTopManagement,CircularsandMemos,BusinessPresentations toCustomersandother stakeholders,presentingaPositive Image throughVerbal andNon-verbalCues,PreparingandDelivering thePresentations,UseofAudio-visualAids,ReportWritingUnit3BarrierstoCommunication,ImprovingCommunicationSkills,PreparationofPromotionalMaterial,Non-verbal communication,Body language,Posturesandgestures,Valueof time,Organizationalbodylanguage,ImportanceofListening,EmotionalIntelligence.Workingindividuallyandinateam,Leadershipskills,LeadershipLessonsthroughLiteratureTeamwork&Teambuilding, Interpersonalskills–Conversation,Feedback,Feedforward Interpersonalskills – Delegation, Humour, Trust, Expectations, Values, Status, Compatibility and their role inbuildingteam–workConflictManagement–Typesofconflicts,howtocopewiththemSmallcasesincludingrole–playswillbeusedasteachingmethodology.Unit4NegotiationSkills,TypesofNegotiation,NegotiationStrategies,Sellingskills–Sellingtocustomers,Selling to Superiors Selling to peer groups, team mates & subordinates, Conceptual selling,Strategicselling,Sellingskills–BodylanguageTextbook:Kumar,SanjayandPushpLata,CommunicationSkills,OxfordUniversityPressReferences:1. Mandal,S.K.,EffectiveCommunicationandPublicSpeaking,JaicoPublishing2. NiraliPrakashan,CommunicationSkills&PersonalityDevelopment3. Mitra,B.K.,PersonalityDevelopmentandSoftSkills;OUP4. SoftSkills,CareerDevelopmentCentre,GreenPearlPublications.



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(SEC2)ITforBusiness

CourseObjectives:Toequipstudentswithknowledgeofexcel,powerpoint,databaseandcomputerhandling.CourseContents:Unit1Basics of Excel: Concept of worksheets and workbooks, working with multiple worksheets andmultipleworkbooks,controllingworksheetviews.Tables andCharts: formatting, sorting, filtering, chart types, datapoints anddata series, editingandformattingchart,creatingsparklinegraphics.Chartsadvancedformatting.Formulaeandfunctions:Understandingabsolute,relativeandmixedreferencing,referencingcellsin other worksheets and workbooks, correcting common formula errors, working with inbuiltfunctioncategorieslikemathematical,statistical,text,lookup,information,logical,database,dateand time andbasic financial functions. Consolidatingworksheets andworkbooksusing formulaeanddataconsolidatecommand.Unit2Analyzing data: Pivot tables, sorting, filtering and grouping items, creating calculated field andcalculateditem,creatingpivottablecharts,producingareportwithpivottables.Performingwhat-if analysis: Typesofwhat if analysis (manual, data tables, scenariomanager),what-if analysis inreverse(goal-seek,solver)Exchangingdatausingclipboard,objectlinkingandembedding.Printingandprotectingworksheets:Adjustingmargins,creatingheadersandfooters,settingpagebreaks,changingorientation,creatingportabledocumentsandprintingdataandformulae.Sharingspreadsheets:Lookupandreferencefunctions,Datavalidation,Auditingtools,Securityandprotectionoptions,implementingfilelevelsecurityandprotectingdatawithintheworksheetUnit3Powerpoint:Creatingpresentations,workingwithgraphics,tablesandcharts,Addingmultimediaand Smart Art presentations: Using and applying animation schemes, custom animation,understandingsoundfileformatsandvideotypes,addingmusic,soundandvideoclips.Finalpresentation:Applying transition to slides, controlling transitionspeed,usinghiddenslides,usingcustomshows,usingonscreenpenandaddingandaccessingnotesduringapresentation.Unit4An overview of the internet, basic network architecture and the layered model, internetarchitecture,networkhardwareandsoftwareconsiderations,intranetsandextranets,Themakingofworldwideweb,websystemarchitecture, ISP,URL’sandHTTP, cookies.Buildingandhostingyour website: choosing an ISP, registering a domain name, web promotion, internet marketingtechniques, e-cycle of internet marketing, personalization, mobile agents, tracking customers,customer service, CRM and e-valueWeb page design using HTML and CSS: Overview of HTML,basicstructureofanHTMLdocument,basictextformatting,links,images,tables,frames,formandintroductiontoCSS.Textbooks:1. Senn,J.A.:InformationTechnologyinBusiness,PrenticeHall2. Muthukumaran,B.:InformationTechnologyinManagement,OxfordReferences:1. Perry,G.,MicrosoftOffice2007,Pearson.2. Mansfield,R.,CompactGuidetoMS-Office,BPBPublications.3. ManualsforMS-Office,Excel,Word,Access


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