CORE SUBJECTS : TERM 3

Name of the course : Entrepreneurship and New Business Creation

Instructor : Devang Patel
Total sessions : 33
Total Hours : 38.5

A Background of the course

Entrepreneurship and intra-preneusrhip have become management buzz words.
Innovation and new business creation are the two functions which all types of work
organizations have to live up to. Students pursuing their post graduate studies in
management need orientation towards entrepreneurship to help them update
themselves on “how to become an entrepreneur”?. The course on Entrepreneurship and
new business creation will help the students to get oriented towards the concept of
process of being a entrepreneur, steps to be followed to start a new venture, and learn
from the direct experience of entrepreneurs

B. Learning Outcomes of the course :

After the completion of the course students
1 Will be able to understand process to be followed for new enterprise creation.
2 Should be able to collect, tabulate, organize and present data for preparing a
business plan.
3 Will be able to cite experiences and learning lessons of entrepreneurs and the
steps followed by them for starting their businesses
4 Will be able to make a sense of and present innovative business ideas from their
immediate surroundings
5 Will be able to comprehend terms associated with social entrepreneurship,
intrapreneuship etc

C. Pre-requisites for the course ( before beginning the course the participant
should Know...):
• Working knowledge of how business operates and concept of business models
• Working knowledge of different functions in management and business
D. Course Inter-Linkages:
• Marketing Management 1, 2
• Legal Aspects of Business 1, 2
• Strategic Management 1, 2
• Indian Business and economic environment

E. Course Content:
Se
ss
Content topics
io
n
Entrepreneurship and new Business Creation
1
To
2 Introduction to Entrepreneurship( essential)
 The Business Landscape in India- peculiarities, Business
and other forms of economic activities, “Being” an
entrepreneur – natural or “created”, entrepreneurship as a
career, society business and entrepreneurship,
experiential learnings from sharing by by “first generation
entrepreneurs” , nature and importance of
entrepreneurship,
3
To
5 Entrepreneurial Competencies ( critical)
Entrepreneurial and intra-preneurial mind, the individual
entrepreneur, competency framework for
entrepreneurship, developing competencies ,
competencies and types of entrepreneurship – social
entrepreneurship, intra-preneurship, business-
entrepreneurship etc
6
To
7 New Venture Creation (critical)
Need and importance, generating business ideas, cases of
new ventures created across sectors, learning lessons,
concept of “business models” , studying business models
of select ventures and select exiting businesses,
Identifying and listing variables of studying and preparing
business models .
Assignment : visit videos on Entrepreneur.com and discuss
8 Founder's Dilemma's( essential)
Decisional crises, what project to choose, Sectoral Choice,
whose experience should I relate to?, whom should I
believe in, Scenario planning,
9
to
14 Starting a venture (Critical)
Identifying and selecting profitable, long term and
sustainable business opportunity, Business Plan
preparation, sample business plans, business plan contest
15
to
18 Creating and starting a venture
You and your business, market analysis, feasibility testing ,
marketing opportunity testing, managing production and
productivity , industry analysis
19
to
23 Generating Support for the venture
 Sources of funds, preparing project reports for loans,
financial planning and forecasting, estimating future
demand, working capital management, informal risk
capital and venture capital
23
to
26 Venture capital
Sources, concept, types, process to obtain venture capital
funding, angel investors, pitching your business plan
27
–
28 Managing and growing the venture
Early management decisions, the first few years,
experience sharing by entrepreneurs, managing the early
growth of the new venture, expansion , growth plans,
goals and vision setting and actualizing, planning and
executing survival
29
to
33 Case studies and Discussions

F. Text Books :

Au
th
or
/s
an
d
Ed
iti Publicatio
on n Title
Ro TMH Entrepreneurship
be
rt
Hi
sri
ch
an
d
Mi
ch
eal
Pe
ter
s
La
tes
t
 edi
tio
n

G. Reference Books :

Aut
hor/
s
and
Edit Publicatio
ion n Title
http://www.entrepr
eneur.com/

Davi PHI Entrepreneurship

d and new venture
Holt creation
(lat
est
editi
on)
PC Oxford Handbook for
Jain Entrepreneurs
( lat
est
editi
on)

H. Journals/magazines/periodicals:
Will be informed separately

I. Evaluation Methodology:

Mark
s/
Weig
htag Methodolog
e y
Practical
30 project report
20 Midesm
30 End sem
Class
20 assignments
Subject: Management Control Systems
Faculty: Vivek Raina
Total No of Sessions: 33
Total Duration for subject = 38.5 hrs

A. Background Note/ Context of the Course

The main objective of the course is to appraise the students about the concept of
management control system as well as its role in efficient management of public system
organizations.

B. Learning Outcomes of the subject

After the completion of the course, participants

1. Will be able to understand the role of management control system.

2. Will be able to analyze the various scenarios under which decentralization occurs.
3. Will enable them to develop reasonable strategic issues for performance measures.
4. Should be able to cite various examples across the business world.

C. Pre-requisites for the subject (before beginning the subject the student
should Know...)
• To identify with the subject, the participant must have understood accountancy ,
finance, marketing, organizational behaviour in reasonably good manner.

D. Subject Inter-Linkages
• Linkage is to all courses

E. Course Content

Ses Content topics which will be taught

sio
n

Management Control Systems

1The nature of management control systems
to 2 (Essential)

Basic concepts
Boundaries of the management controlling
Road map for the students
Case Study
3

4 to Understanding strategies and behavior in

8 organizations (Essential)
I
9 Case study
10
to Responsibility centers:Revenue and Expense
12 Centers (Critical)
Responsibility centers
revenue centers
expense centers
Research and development centers
13
to
15 Profit centers(Critical)
General Considerations
Business Units as profit centers
Other profit centers
16
to
18 Transfer Pricing (Critical)
Objectives of Transfer Prices
Transfer Pricing Method.
Pricing Corporate Methods
Case study
19t
o Measuring and controlling Assets
21 Employed(Critical)
Structure of analysis
Measuring Assets Employed
EVA vs ROI
Case Study
22t
o Strategic Planning and Budget Preparation
25 (Critical)
Nature of strategic planning
Analyzing Proposed New Programs
Nature of a budget
Budget preparation process
behavioral aspects

Analyzing Financial Performance Reports

26 (Essential, Critical)
Calculating variances
Variations in practice
Limitations of Variance Analysis
Case study
27
to
30 Performance Measurement (Essential)

Performance measurement systems

Interactive controls
case study
31-
33 Management Compensation (Essentials)
Research findings on Organizational incentives
 Compensation plans
incentives for corporate officers
case study

F. Text Books

A
u
t
h
o
r/
s
a
n
d
E
d
it
i
o Public Title and ISBN number if available
n ation Publication
A Tata Management control systems
n mcgra
t w
h
o
n
y,
R.
N
.
a
n
d
G
o
vi
n
d
a
r
aj
a
n
 G vision Cost Analysis and Control
h
o
s
h,
P.
K
a
n
d
G
u
p
t
a
G
.S
.,

Evaluation Methodology

M
a
r
k
s
/
W
e
i
g
h
t
a
g
e Methodology
2
0 Case analysis
1
0 presentation
3
0 Mid Term exam
1
0 Presentation post mid term
3
0 End Term exam
 1
0
0 Total

Course :Strategic Management 1

Faculty : Ranjani Srinivasan
Total No. of Sessions : 33
Total Duration of course = 38.5 hours

A. Background Note:
Business organizations operate in an increasingly volatile environment, where long term
success is dependent on not just a focus on making and selling products, but paying
attention to competitive forces, best use of scarce internal resources and planning for
the future. The course Strategic management 1 aims to provide an understanding of the
strategic management process, business environment scanning and evaluation of the
internal resources of an organization.

B. Learning Outcomes of the course

After the completion of the course

1. Should be able to define the strategic management process and make

sense of strategic vocabulary such as Mission, Vision , Goals and objectives.
2. Should be able to understand the corporate governance structure in an
organization and how it influences the direction and performance of the
organization.
3. Should be able to list and understand the elements of the external business
environment of an organization using the PESTEL framework.
4. Wll be able to identify the competitive forces of the industry environment
using Porter's Five force model and understand the concepts of strategic groups ,
competitor analyses and hypercompetition.
5. Will be able to understand the meaning of resources, capabilities and core
competencies in the context of a business organization and their linkage to
competitive advantage for the organization.
6. Will be able to understand factors leading to sustainability of competitive
advantage and will be able to trace the value chain of an organization.

C Pre-requisites for the course

• .Management Processes and Organization Behavior.

 • Government, Business and Society

D. Course Inter-linkages
• Strategic Management 2
• International Marketing
• Mergers and Acquisitions
• International Mergers and Acquisitions
• Entrepreneurship

E. Course Content

Sessions Content topics

Strategic Management 1
1 to 7 Introduction to strategic Management and its
concepts (Essential)
Meaning of strategy, the strategic management
process,
The Mission Statement, Corporate Governance and
Ethics in strategic management.
8 Quiz
9 to 15 Determining Strategic Position : External
Analyses (Critical)
Environmental scanning using PESTEL framework
Industry Analyses, Porter's Approach to Industry
Analyses,
Strategic Groups and Strategic Types
Hyper competition, competitor analyses and sources of
Competitive Intelligence.
Forecasting
Strategic Audit
16 Quiz
17-23 Determining Strategic Position : Internal
Analyses (Critical )
Analyzing the internal organization – resource based
approach
Resources, Capabilities and Core Competencies
Determining the sustainability of an advantage
Value Chain Analysis
24 Quiz
25-33 Cases

F. Text Books
 S.No. Title
Author/s
and
EditionPu
blication
Charles W. Essentials of
L. Hill & Strategic
Gareth R. Management
Jones
Cengage
Learning

G. Reference Books

S. Publicatio Title
No n
.
Au
th
or/
s
an
d
Edi
tio
n
1. Pearson Concepts in
Th Education Strategic
om Management
as and Business
L. Policy
Wh
eel
en
& J.
Da
vid
Hu
ng
er
2. Cengage Strategic
R. Learning Management
Du
an
e
Irel
an
d,
 Ro
ber
t
Ho
ski
sso
n&
Mic
ha
el
Hit
t

H. Journals/magazines/periodicals

S. Publicatio Title
No n
.
1 Strategic Wiley-Blackwell
Manageme Publishing
nt Journa
2 Harvard Harvard Business
Printing Review
Press
3 India today Business Today

I Distribution of Marks :

Marks
/weightage
Parameters
10Quizzes
30Case
Presentation
30Mid term
Exams
30End term
exams
100Total
Name of Course: Project Management
Name of Faculty: Kaushal Mandalia
Total No of Sessions: 40

A. Background Note/ Context of the Course:

To introduce the basic concepts of project management and to provide practical insights
for understanding various project related issues. This course will also help in
understanding various tools and techniques in understanding the role of technology in
project management.

B. Learning Outcomes of the course :

After the completion of the course
1. Should be able to define and understand the various components of the project life
cycle .
2. Should be able to decide tools and techniques for project-related executions.
3. Should be able to understand the broad definition of “project stakeholder”.
4. Should be able to comprehend examples and analyze project execution and
troubleshooting from various sectors of Industry
5. Will be able to understand how project work is different from the routine activities
that an organization performs each day.
C. Pre-requisites for the course (before beginning the course the participant
should Know...):
High school level of mathematics.
Quantitative methods.
Finance.
Accounting.
MIS.
D. Course Inter-Linkages:
• Industrial marketing
• Services marketing
• Management control systems

E. Course Content:

Sessions Content topics

Project Management
1 to 4 Introduction to Project Management
What is Project Management?
Who Needs Project Management
The essential element of Project Management
The Success and Failures of Project Management
Case Study 1

5 to 7 Comprehensive Project Management

Project Management setting and environment
Process of Project Management,Project Management
setting and environment,Process of Project
Management
Session 8 to Core Element of Project Management I
14
Identifying the owner, customers and users
Establishing the requirement for the project and
the outcome
Project Planning
Feasibility Study, Project Selection and Project
Estimation
Planning and Control Cycle
Case Study 2
Case Study 3
Session 15 to Process mapping and analysis
21 Project Scheduling
Work Breakdown Structure
Critical Path Method
Schedule Bar Chart
Procurement Schedule
Cost Estimation and Monitoring
Risk Analysis and Management
Communication
Project Lifecycle
Evaluating and Re-planning
Case Study 4
Case Study 5

Session 22 to Earned Value Management and its Benefits

25
Earned Value Management Overview
Base lining the Project
Measuring Progress
Making Corrections

Session 22 to Earned Value Management and its Benefits

25
People Management in Project Management –
Session 26 to Human Factor
30
Resource Planning
Communication with Stakeholders
Influence and Persuasion
How to Manage team that does not report to you
Team Objective Setting and role clarification
Conflict Management
Improving personal and team performance
Case Study 6

Session 31 to Special Issues and Advance Topics

35
Why Project Fail?
Telltale signs that your project is failing
Knowing and maintaining relationship with
owners and customers
Interface Challenge
Leadership Skills
Interpersonal Skills for managers
Sessions 36 Case Study Review and Presentations
to 40

Text Books :

Auth
or/s
and
Editi Publica Title and ISBN number if
on tion available Publication
Rory wiley Project Management
Burke and
sons

G. Reference Books :

Auth
or/s
and
Editi Publicat
on ion Title
chas tata Operations management-
e mcgraw
and
aquil
ano

H. Journals/magazines/periodicals to be suggested to the library for the

course :

I Evaluation Methodology:

Marks/
Weightage Methodology
Mid Term Exams
50.00% and Final Exam
30.00% Case Participation
20.00% Quiz