DiplomaPG_

Stree Shakti (woman power) is a women empowerment program in rural India which aims to empower women artisans to create handmade quilts and textile handicrafts.

.

With inspiration from Indias colorful culture, the Stree Shakti artisans hand stitch quilt bed covers, silk comforters, childrens quilts, baby quilts, handbags, and home accessories. Stree Shakti womens cooperative program serves as an income-generating opportunity for women who otherwise have limited employment opportunities in the rural communities of northern India. The women receive the full benefits of their labor and are able to produce a sustainable income in a fair trade environment, which ensures proper education, health and hygiene for them and their families.

The Women

Profile of Women||Economic and Social Impacts||Leadership

The society has helped many women in the community improve their quality of life. With resources and opportunities for training and education, the women are capable of leading a better life to support themselves and their families.

The women of Stree Shakti come from surrounding villages.

Typical village life leaves little opportunity for womens social and economic development.

Stree Shakti provides a place for women to come together to learn together and support each others development.

The women organize themselves into interdependent Self Help Groups, which allows them to organize themselves into an interdependent production and earning structure.

The Women


Economic and Social Impacts

Often a Stree Shakti artisan earns an income nearly equal to or greater than what her husband brings home, which gives the woman greater independence and control over how family income is used. As a result, the family receives better meals and homecare. In addition to contributing to the family income, women in Stree Shakti are learning the importance of savings. Through a group fund, with contributions made by the women, they are able to accrue a savings for issuing loans to the women when in need. With the capacity to earn an income for their family, the women have more respect in the community, healthier lifestyles, and greater self-confidence.

With a new-found aspiration for an improved quality of life for their self and children, the women also share this confidence together.The Stree Shakti women have both an emotional and social synergy inherent for women empowerment. Typically, in their traditional village lifestyles, there is little opportunity for women to socialize and connect with other women outside the family structure. As women work together to create Stree Shakti textile products, they are also developing relationships with their group members and interpersonal fulfilment. In addition to economic improvements, Stree Shakti has garnered positive change in how the women view themselves, and are viewed and valued by their community.

The Women


Leadership

The program aims to ensure the women are actively involved in helping to manage their work. We aim to give them the skills and confidence to participate and make decisions about the programs activities. Through the Self Help Groups, there are 4 leaders that are in charge of managing the groups production and ensuring quality work. The women have been participating in the program for many years and serve as mentors by providing support and helping to empower the other group members. The women meet regularly with other group leaders to discuss production plans, the groups finances and address concerns.

The society has also sponsored the education of two women from the village by putting them through a women's polytechnic for textile designing in Dehradun. The women went through a training program that has helped to develop their knowledge and skills about design and now they are serving as Supervisors for helping to manage Stree Shakti. The women work with the Self Help Groups to help provide training, manage production, and oversee accounts.Our ProgrammeProgramme Highlight||Need Based||Training & DesignSelf Help Group||Education||Health||Child Care.Need-Based.The Stree Shakti program serves as an income-generating opportunity for underprivileged women in Purkal village and surrounding rural communities. Due to a lack of education, skills as well as cultural and social problems in these small villages, families struggle to survive on a low, single income and are stuck in a continuous cycle of poverty. The women often stay home to care for the family while the men struggle to find work as laborers. Men often spend their earnings outside the home and, as a result, there is little income to care for the family and children.

Stree Shakti helps to create economic stability for women to meet the needs of their desperately poor families. The program aims to empower women to become income earners in their family by providing them with the resources and training for producing and selling handicrafts. With design and market assistance from our staff, the women stitch quilts, cushion covers, handbags, placemat sets and a variety of beautifully handmade products, which are sold throughout the local community and abroad. The women receive the full benefits of their laborand are able to produce a sustainable income to ensure proper education and health for their family and children.

The initiative comprises integrated capacity building to strengthen the ability of women to participate equally in the mainstream of society. In the first instance, the project has prioritised three areas that significantly impact the process of empowerment namely health, literacy and income generation.

Principles of Marketing [POM]

Mr Aditya Kumar Gupta

Session Plan

1

Introduction to Marketing

Concept of Marketing Definition of Marketing Company Orientation Towards Market place

Lecture

None

2

Setting Product Strategy

Product Characteristics and ProductClassifications

Case Presentation

None

3

Differentiations

Product Differentiations Service Differentiation

Home Assignment

None

4

Product and Brand Relationships

The Product Hierarchy Product Systems And Mixes Product Line Analysis roduct Line Length

Case Presentation

None

5

Product Mix Pricing

Types Co-Branding and Ingredient Branding

Case Presentation

None

6

Pricing Strategies and Programs

Pricing Envrionment How companies Price

Lecture

None

7

Setting The Price

Selecting Pricing Objectives Detemining Demand

Lecture

None

8

Setting The Price

Estimating Costs Analyzing Competitors Costs,Price,and Offers

Group discussion

None

9

Setting The Price

Selecting A Pricing Method Selecting the Final price

Lecture

None

10

Adapting The Price

Geographical Pricing Price Discounts and Allowances

Lecture

None

11

Adapting The Price

Promotional Pricing Differentiated Pricing

Lecture

None

12

Marketing Communications

Marketing Communications Envrionment The communications Process Models

Group discussion

None

13

Developing EffectiveCommunications

Identify the Target Audience Determining The Objectives

Lecture

None

14


Design the Communications Select the Commuications

Lecture

None

15


Establish the total Marketing Commuications Budget

Lecture

None

16

Deciding on Marketing Communications Mix

Characteristics of Marketing Communications Mix

Lecture

None

17

Marketing Communications Mix

Factors Setting The Marketing Communications Mix Measuring Commuication Result

Lecture

None

18

Marketing Communications Mix

Measuring Communication results

Lecture

None

19

Test

Test

Lecture

None

20

Marketing Channels and Value Networks

Importance of Channel Development of Channel Understanding Customer Needs

Lecture

None

21

Role of Marketing Channels

Channel Functions Channel Levels Service Sector Channel

Lecture

None

22

Channel Design Decisions

Analyzing Customer's Desired Service Output Levels Establishing Objectives and Constraints

Lecture

None

23

Channel Design Decisions

Identifying and Evaluating Major Channel Alternatives Evaluating the Major Alternatives

Home Assignment

None

24

Channel Management Decisions

Selecting Channel Members Training and Motivating Channel Members

Group discussion

None

25

Management Decisions

Evaluating Channel Members Modifying Channel Design and arrangements

Lecture

None

26

Retailing

Types of Retailers New Retail Envrionment Marketing Decisions

Lecture

None

27

Private Labels

Role of Private Labels The Private Labels Threat

Case Presentation

None

28

Wholesaling

Trends in Wholesaling

Lecture

None

29

New Product Development

Idea Generations Idea Screening

Lecture

None

30

NPD

Concept Development and testing Marketing Strategy Development

Home Assignment

None

31

NPD

Business Analysis Product Development

Lecture

None

32

NPD

Market Testing Commercialization

Lecture

None

33

Consumer - Adoption Process

Stages of Adoption Awareness Interest Evaluation Trail Adoptions

Lecture

None

34

Adopter Categorization

Innovators Early adopters Early Majority Late Majority Laggard

Lecture

None

35

International Product life

Developed Countries Developing Countries

Lecture

None

36

Presentation

Innovative Marketing Strategies

Case Presentation

None

37

Case Study

New Product of Strategies of HUL

Case Presentation

None

38

Revision

Doubt Clearing Session

Group discussion

None

39

Test

Test

Lecture

None

40

Presentations

Retailing IN India

Case Presentation

None

BEHAVIORAL TECHNIQUES IN ORGANISATIONS [BTO]

Ms Chitra

Session Plan

1

What is Organizational Behaviour

Concept of OB

Lecture

None

2


Importance of the study of OB

Lecture

None

3


Behavioural determinants of organisation

Lecture

None

4


Case Study (How a UPS Manager cut Turnover) Page.no.- 35, Stephen .p.robbins,2006, Pearson Education

Case Presentation

None

5

Individual Behaviour

Importance of Learning and shaping behaviour

Lecture

None

6


Biographical characteristics and ability

Lecture

None

7


Values and attitudes

Lecture

None

8


Values and attitudes

Lecture

None

9


Case Study (Managers who use punishment ) Page.no.- 61, Stephen .p.robbins,2006, Pearson Education

Case Presentation

None

10

Individual Decision Making, Perception and Motiva

Role of perception, intuition

Lecture

None

11


Role of perception, intuition

Lecture

None

12


Decision making styles & ethics in Decision making

Lecture

None

13


Decision making styles & ethics in Decision making

Lecture

None

14


Job satisfaction

Practical

None

15


Theories of motivation- Maslow theory, Hertzberg theory (2 factor theory), Theory X , Theory Y

Lecture

None

16



Lecture

None

17



Lecture

None

18



Lecture

None

19


Case Study(J7J AUTOMATIVE SALES) Page.no.- 157, Stephen .p.robbins,2006, Pearson Education

Case Presentation

None

20

Personality and Leadership

Concepts of Leadership

Lecture

None

21


Determinants of Personality

Lecture

None

22


Determinants of Personality

Lecture

None

23


Personality traits

Lecture

None

24


Personality traits

Lecture

None

25


Concept of self - esteem, Socialisation, Components of attitudes

Lecture

None

26


Leadership styles and organisational values

Lecture

None

27


Leadership styles and organisational values

Lecture

None

28


Challenges in Global business environment and Situational Leadership

Lecture

None

29


Case Study (RIGHT MAN WRONG JOB) Page.no.- 120, Stephen .p.robbins,2006, Pearson Education

Case Presentation

None

30

Leading Effective Teams & working in Groups

Team as a competitive strategy

Lecture

None

31


Importance of teams in effective performance & its types

Lecture

None

32


Group Dynamics & Importance

Lecture

None

33



Lecture

None

34



Lecture

None

35


Case Study (A VIRTUAL TEAM AT NANAWATI ASSOCIATES) Page.no.- 277, Stephen .p.robbins,2006, Pearson Education

Lecture

None

36

Power, politics, conflict and negotiation

Definition and bases of power

Lecture

None

37


The traditional and human relations view towards conflict

Lecture

None

38


Stages of conflict, conflict resolution

Lecture

None

39


Negotiation

Lecture

None

40


Case Study (SUKHDEV AT JINDAL PUMPS) Page.no.- 394, Stephen .p.robbins,2006, Pearson Education

Case Presentation

None

Course Material

1

PPt Chapter 2

Reference Books/Material

Download2

PPt on learning


Download3

ppt on team


Download4

ppt on motivation


Download5

ppt on leadership


Download6

ppt on perception


Download

Legal Framework of Business & Management [LFBM]

Rachna Chandra

Session Plan

1

Module 1

Nature of Company, Characteristics, lifting the corporate veil,-classification on the basis of Incorporation

Group discussion

None

2

Module 1

difference between Company and Partnership and Private and Public Company and role of Promoter

Group discussion

None

3

Module 1

A fundamental Document- Memorandum and its difference between the Articles of Association

Lecture

None

4

Module 1

.Doctrine of Utra vires and Doctrine of Indoor Management

Lecture

None

5

Module 1

Alteration of object clause of Memorandum and Articles, Commencement of certificate of Business

Lecture

None

6

Module 1

Prospectus and contents. Statement in lieu of Prospectus, misstatements in Prospectus.

Lecture

None

7

Module1

Legal provisions of Annual general Meeting , Extra-ordinary General Meeting,

Lecture

None

8

Module 1

Statutory Restriction on Allotment of shares, provisions relating to Forfeiture and Surrender of shares, Requisites of a valid call, Minimum Subscription, Difference between Equity shares and Preference shares Qualification shares, Transfer and Transmission ,Prevention of Oppression and Mismanagement of a Company. Compromise, Reconstruction and Amalgamation

Lecture

None

9

Module 1

Winding up of a Company-Voluntary ,and by Tribunal Just and Equitable cause

Tutorial

None

10

Module 1

Poewrs of Directors,Duties of Directors

Lecture

None

11

MODULE 1

Procedure for transfer of shares, characteristic features of Debentures

Lecture

None

12

MODULE 1

Diference between share certificate and share warrant,Who may become Member, Termination of membership

Lecture

None

13

Module 2

Essentials of a valid Contract, offer and acceptance

Lecture

None

14

Module 2

Consideration

Lecture

None

15

Module 2

capacity to contract

Lecture

None

16

Module 2

free consent

Lecture

None

17

Module2

discharge of contract

Lecture

None

18

Module2

breach of contract remedy of breach of contract

Lecture

None

19

Module2

Breach of contract remedy of breach of contract-cases

Lecture

None

20

Module2

Nature of law of Contract

Lecture

None

21

Module2

essential elements of a valid contract

Lecture

None

22

Module 2

classification, Offer and acceptance,

Lecture

None

23

Module 2

communication and mode, communication and revocation when complete

Lecture

None

24

Module 2

need for consideration

Lecture

None

25

Module 2

who are competent to contract,

Lecture

None

26

Module 2

Consent, Undue influence

Lecture

None

27

Module 2

Misrepresentation, Fraud defined

Lecture

None

28

Module 2

mistake of law and mistake of fact

Lecture

None

29

Module 2

coercion, void agreements

Lecture

None

30

Module2

contingent contracts,performance of contracts, illegal contracts

Lecture

None

31

Module 3

Sales of Goods Act 1930,Formation of contract of sales

Lecture

None

32

Module 3

capacity to buy and sell,bail agreement; conditions and warranties; Rule of Caveat emptor, rights of unpaid seller

Lecture

None

33

Module3

Distinction between Sale and an Agreement to Sale, between Sale and Hire Purchase Agreement , conditions and warranties

Lecture

None

34

Module 4

Information Technology Act2000,Technical terms, Electronic Governance

Group discussion

None

35

Module 4

Attribution and acknowledgement of electronic records, certifying authorities.

Lecture

None

36

Module 5

Consumer Protection Act 1986Rights and duties of the consumer tribunal forums and appellate authorities

Home Assignment

None

37

Module 5

An understanding of significant cases and role of NGOs.

Lecture

None

38

Module 6

Important provisions-: Of foreign exchange management act regarding holding ,handling and transfer of foreign exchange,important Sections-S9,S3,S11-15,S27

Lecture

None

39

Module 6

Who is an Indian-Cases,Comparison of old FERA and FEMA

Case Presentation

None

40

Module 6

Repatriation of Foreign Exchange,Capital and Current accounts

Lecture

None

PRODUCTION & OPERATIONS MANAGEMENT [POM]

Kanishk Jain

Session Plan

1

Module 1- Introduction

Role and scope of Production Management Production management vs operation management

Lecture

None

2

Module 1- Introduction

Productivity Product Decision

Lecture

None

3

Module 2- Facility Location Planning

Facility location Factor effecting location decision

Lecture

None

4

Module 2- Facility Location Planning

Method of facility location Procedures for facility planning Case Study

Lecture

None

5

Module 3: Facility Layout Planning

Layout planning and analysis Factor affecting layout decision

Lecture

None

6


Various type of layout

Lecture

None

7


Quality of a good Layout Case Study

Case Presentation

None

8

Module 4: Production Planning and Control

Production planning and control Relationship between planning and control

Lecture

None

9


Process of Production Planning Low Volume Production

Lecture

None

10


High Volume Production

Lecture

None

11


Method of controlling the Production Planning

Lecture

None

12


Presentation No.1- Group Presentation on the importance of Planning and Control and its effects on costs taking a real life example.

Case Presentation

None

13


Presentation No.1- Group Presentation on the importance of Planning and Control and its effects on costs taking a real life example.

Case Presentation

None

14

Module 5: Production Processing

Production process analysis Various type of process techniques

Lecture

None

15

Module 5: Production Processing

Batch Processing Job Processing

Lecture

None

16

Module 6: Forecasting

Demand forecasting for operation

Lecture

S.No.

FileType

Title

File Name

1


Demand Forecasting-Wharton Notes

Download17


Statistical tool for demand forecasting Non statistical tool for demand forecasting

Lecture

None

18


Analysis of External Environment Numericals

Lecture

None

19


Assignment No.2- Discussion of a case and solution of its Numericals-Individual

Home Assignment

S.No.

FileType

Title

File Name

1


Case

Download20

Module 7: Capacity Planning

Production capacity Effective utilization of capacity

Lecture

None

21


Method of Capacity Planning

Lecture

None

22


Presentation No.2- Group Presentation on the capacity planning of different companies the same will be allotted to you in the class.

Case Presentation

None

23


Presentation No.2- Group Presentation on the capacity planning of different companies the same will be allotted to you in the class.

Case Presentation

None

24

Module 8: Scheduling and Network Analysis

Production Scheduling

Lecture

None

25


GANTT Chart

Lecture

None

26


CPM

Practical

None

27


PERT

Practical

None

28


Assignment No.3- Discussion and submission of Numericals on PERT, CPM, Gantt Chart

Home Assignment

S.No.

FileType

Title

File Name

1

Home Work/Assignment

Assignment No.:3

Download29

Module 9: Work Measurement and Study

Motion study Time Study

Lecture

None

30


PMTS Technique of work measurement

Lecture

None

31


Presentation No.3-Presentation on a group project for analysis of work and time study by taking a real life case.

Case Presentation

None

32


Presentation No.3-Presentation on a group project for analysis of work and time study by taking a real life case.

Case Presentation

None

33

Module 10: Inventory Control

Inventory Management

Lecture

None

34


EOQ

Lecture

None

35


Inventory Control Techniques

Lecture

None

36


Type of Inventory

Lecture

None

37


Importance of Inventory

Lecture

None

38


Numericals

Practical

None

39


Presentation No.4- Group Presentation on a case

Case Presentation

None

40


Assignment No.4-Submission & Discussions of Numericals on Inventory Control

Home Assignment

None

HUMAN RESOURCE MANAGEMENT [HR]

Ms Chitra

Session Plan

1

Introduction and development of ideas on human res

Definition concept of resource management

Lecture

None

2


History of HRM Evolution of HRM,

Lecture

None

3


Function of HRM Role of HR executive, challenges to HR professionals,

Lecture

None

4


Function of HRM -role of HR executive, challenges to HR professionals,

Lecture

None

5


Strategic human resource management

Lecture

None

6


Managers and HR professionals at Sands Corporation: friends or foes?

Case Presentation

None

7

Module II: International Human resource management

Concept of IHRM approach to IHRM, factors affecting IHRM

Lecture

None

8


Increased complexity of HR activities, cultural awareness and tolerance,

Lecture

None

9


Stronger relationship with employees across various cultures,

Lecture

None

10


Feature of IHRM Cross cultural teams diluted risk on the business front and increased on the people front

Lecture

None

11


Importance of IHRM Different IHRM activities- strategic IHRM

Lecture

None

12


Case Study

Case Presentation

None

13

Module III: Recruitment & Selection

Concept of recruitment, factors affecting recruitment

Lecture

None

14


Concept of recruitment, factors affecting recruitment

Lecture

None

15


Recruitment policy, source of recruitment

Lecture

None

16


Recruitment policy, source of recruitment

Lecture

None

17


Need for flexible and proactive recruitment policy, Evaluation of recruitment program

Lecture

None

18


Concept of selection , The selection process, Application forms

Lecture

None

19


Selection test -interview; The interview process, Placement.

Lecture

None

20


Selection test interview; The interview process, Placement.

Lecture

None

21


Automated hiring

Case Presentation

None

22

Module IV: Training and Management Development

Definition Purpose of training.

Lecture

None

23


Retaining and motivating employees creating an efficient and effective organization -

Lecture

None

24


Assessing training need - areas of training importance of learning -

Lecture

None

25


Employee training programme, Concept of development :

Lecture

None

26


Objectives of management development, process of management development -

Lecture

None

27


On the job development methods, off -the-job development methods

Lecture

None

28


Case Study

Case Presentation

None

29

Module V: Evaluation and Appraisal

Concept of performance appraisal objectives of performance appraisal

Lecture

None

30


The appraisal process the appraisers management by objectives ,

Lecture

None

31


The appraisal methods

Lecture

None

32


The appraisal interview challenges of appraisal interview

Lecture

None

33


Pitfall in performance appraisal, uses of performance appraisal, Ethics of performance appraisal.

Lecture

None

34


How well do you play your roles?

Case Presentation

None

35

Module VI: Learning Organisation and Organisationa

Organizational Learning Contributions by Discipline

Lecture

None

36


Influencing Factors, Agents

Lecture

None

37


Organisational Learning Processes

Lecture

None

38


Interorganizational, Introduction , A knowledge creation perspective: learning in multinational corporations

Lecture

None

39


A strategy perspective learning in strategic alliances

Lecture

None

40


The Toyota Production System

Case Presentation

None

Cross Cultural Management And Management Of Multinational Companies [CCMMC]

K. P. Kanchana

Session Plan

1

Introduction

The Concept of International Comparative Management

Lecture

None

2

Introduction

Definition of Culture and impact of the culture on International Business

Lecture

None

3

Modalities of Cross-Cultural Dimensions

Kluckhohn and Strodtbeck`s Cultural Dimension

Lecture

None

4


Hofstedes Cultural Dimensions

Lecture

None

5


Trompenaars Cultural Dimensions

Lecture

None

6


Hall and Halls Cultural Dimension

Lecture

None

7

Styles of Management and its impact on the Interna

Japanese Style of Management

Lecture

None

8


German style of Management

Lecture

None

9


UK style of Management

Lecture

None

10

Case Study

Discussion and analysis of John Higgins Case

Case Presentation

None

11


French style of Management

Lecture

None

12


Spanish style of Management

Lecture

None

13


Style of Management of United States companies

Lecture

None

14


Management Characteristics of West European Companies

Lecture

None

15


Styles of Management in African Countries

Lecture

None

16


Style of Management of Latin American Countries

Lecture

None

17

Case Study

Hoover: Multinational Product Planning

Case Presentation

None

18

Case Study

Harlequin Romances

Case Presentation

None

19

Case Study

Cummins Engine Company

Case Presentation

None

20


Indian style of Management

Lecture

None

21

Cross Cultural Leadership

Differences in managerial behaviour

Lecture

None

22

Cross Cultural Leadership

Cultural influences on leaders and their behavioural patterns

Lecture

None

23

Case Study

Sony Corporation: Car Navigation Systems

Case Presentation

None

24

Case Study

Arcelik White Goods

Case Presentation

None

25

Business Ethics with focus on Corporate Governance

Business Ethics and Corporate Governance

Lecture

None

26

Business Ethics with focus on Corporate Governance

Business Ethics and Management of Change in the International Organisation

Lecture

None

27

study material

Ciba Geigy P-61, 66, P 67 76]

Journal Club

None

28

Corporate Governance

Comparative Analysis of Cultural Patterns in Different Economics and the issues, which affect the good governance

Lecture

None

29

Management of Multinational companies

Management of Multinational Companies - Problems & Prospects of MNCs in an International environment

Case Presentation

None

30

Case Studies

Managing Brand ITC: a cultural perspective

Case Presentation

None

31

Case Studies

Proctor & Gamble

Case Presentation

None

32

Case Studies

Snapple

Case Presentation

None

33

Case Studies

Warner- Lambert Ireland

Case Presentation

None

34

Communication and International Negotiation

Culture and Communication

Lecture

None

35


Major Obstacles to Intercultural Communication

Lecture

None

36


Nonverbal Communication

Lecture

None

37


Subtle art of negotiation

Lecture

None

38


Major Obstacles to Intercultural Communication

Lecture

None

39


Managing Negotiation with Multinational Companies

Lecture

None

40

Case

Case Electrolux

Case Presentation

None

International Financial Management [IFM]

Luvnica Rastogi

Session Plan

1

The foreign exchange market:

Introduction, origins and development of Foreign exchange market

Lecture

None

2


Relevant terminology

Lecture

None

3


Investments, Techniques and practices.

Lecture

None

4


Types of trading activities in FX market, participants in the FX market

Lecture

None

5


The role of international currencies, risks in the FX market.

Lecture

None

6


Pay-off profile of an FX forward contract

Lecture

None

7


Foreign Exchange market Indian forex market, determination of forex rates

Lecture

None

8


Forex risk management

Lecture

None

9

International parity conditions:

Introduction, the assumption of perfect capital mobility

Lecture

None

10


Interest parity condition

Practical

None

11


The law of one price

Practical

None

12


Purchasing power parity.

Practical

None

13


Relaxing the perfect capital mobility assumption

Practical

None

14

TEST

TEST

Practical

None

15

Developments in international Banking.

Developments in international Banking. .

Lecture

None

16


Financing international Trade and Investment

Lecture

None

17


Investments, Techniques and practices.

Lecture

None

18

Introduction to International Financial Market:

Introduction, Classification

Practical

None

19


Role of Globalization

Practical

None

20


Implications of globalization on the international financial market

Practical

None

21


International Monetary System - its Evolution,present position Of International Monetary System

Practical

None

22

CASE-STUDY DISCUSSION

CASE-STUDY DISCUSSION

Group discussion

None

23

Introduction to derivatives :

Derivatives definitions and Functions

Lecture

None

24


Types of derivatives

Lecture

None

25


Derivatives market in India

Lecture

None

26

Forward and Future Markets and Contract:

Introduction, Scope and nature of Forward Contract

Practical

None

27


The Structure and Types Of Forward Contracts and Markets

Practical

None

28


Definition Of Futures Difference Between Futures And Forwards

Practical

None

29


Organization Of Exchanges

Home Assignment

None

30

PRESENTATIONS AND VIVA


Case Presentation

None

31



Case Presentation

None

32

Introduction to Options and swaps:

Introduction to options

Lecture

None

33


Option terminology

Lecture

None

34


Options pay offs

Practical

None

35


Factors influencing option prices

Practical

None

36


Trading Strategies of Options

Practical

None

37


Put-Call Parity

Practical

None

38


Introduction to swaps,Interest Rate Swaps,Currency Swaps

Practical

None

39


Doubt Session

Tutorial

None

40


Doubt Session

Tutorial

None

Taxation Law & Practices [TLP]

Ekta Nand Chahal

Session Plan

1

Introductory session

This session will include the discussion on objective and learning outcomes. It will enlighten the students about the relevance of studying taxation laws & practices in todays world. A brief intro on meaning of Tax, its origin and its contribution to the whole society and economy.

Practical

None

2

Income Tax Act

Income tax Law and Act, 1961 Scope of taxation Important concepts: Person, Assessee, Assessment Year, Previous year, Basis of charge An introduction and conceptual knowledge about the laws governing Income tax and various acts outlining the guidelines.a discussion on common and conceptual terms necessary for studying Income tax

Practical

None

3

Income Tax Act

Residential status Need to determine residential status and basic rules Computation of Residential status This session will include an understanding of residential status and its scope .It will include a study on need to determine the residential status.A method to compute the residential status of various persons used in Taxation

Practical

None

4

Residential Status

Practical examples & Numerical This session will include the brainstorming computation on residential status

Practical

None

5

Scope of Income

Scope of total income, Incomes deemed to be received/ deemed to accrue or arise in India A discussion on total income that is defined under the section 5 of the income tax Act. Distinction between the Income that is received and that deemed to receive and time of their inclusion.

Lecture

None

6

Exempted Incomes

Exempted income under section 10 Incomes which do not form part of Total Income This session will be devoted on explanation of those incomes which do not form part of Total income and hence come under the Exempted Incomes.

Practical

None

7

Agricultural Incomes

Concept of Agriculture Income, Capital Assets Company, Indian Company, Company in which public are substantially interested This session will give the understanding on the concepts of agricultural income, capital assets and caompany that is defined under Income tax act.

Practical

None

8

Assignment & discussions

Assignment & discussions

Practical

None

9

Computation of Income under different Heads

Heads of Income Provisions governing computation of income under different heads Although there is only one tax on the income calculated under various heads, but there are different rules of computation of income under each head and income has to be computed under that head after applying such rules only.

Practical

None

10

Computation of Income under the Head Salary

Theoretical framework This session will be devoted on understanding of Section 15,16 & 17 of income tax act which deals with computation of income under the head Salaries

Lecture

None

11


Allowances & perquisites

Lecture

None

12


Calculations required to be made while computing salary

Practical

None

13

under the Head Salary

Practice questions

Practical

None

14

Class test

Practical

None

15

Computation of Income under the Head House proper

theoretical framework

Lecture

None

16

Computation of Income under the Head House proper

Practice questions

Practical

None

17

Computation of Income under the Head Profits and


Lecture

None

18

Computation of Income under the Head Profits and

Practice questions & case studies

Practical

None

19

Computation of Income under the Head Capital gain


Lecture

None

20

Computation of Income under the Head Capital gain

Practice questions & case studies

Practical

None

21

Income of other persons including in assessees to

Income of other persons included in Assessees total income

Lecture

None

22

Aggregation of total income

Aggregation of Income and set off and carry forward of losses

Practical

None

23

Deductions

Deductions from Gross total income

Practical

None

24

Deductions

Deductions from Gross total income

Practical

None

25

case studies

Session on practical questions and case studies

Practical

None

26

Rebates and Reliefs

Rebates and Reliefs

Practical

None

27

Basic Procedures for filing returns, Assessments &

Basic Procedures for filing returns, Assessments &Appeals

Practical

None

28

Assignment & Discussions

Practical

None

29

Customs duty and law

Customs Act 1962

Lecture

None

30


Principles governing levy of and exemption from Customs Duty

Practical

None

31


Basic principles of Classification and valuation of goods

Practical

None

32


Customs Authorities, Appointment of customs ports, warehousing stations

Practical

None

33

viva

Practical

None

34

Provisions regarding export import

Provisions regarding export import

Practical

None

35

Special provisions

Special provisions regarding baggage, goods imported or exported by post

Practical

None

36

Drawback of customs duty paid

Drawback of customs duty paid

Practical

None

37

Doubt sessions

Practical

None

38

Doubt sessions

Practical

None

39

Doubt sessions

Practical

None

40

Doubt sessions

Practical

None

Course Material

1

residential status


Download2

incomes exempt from tax


Download3

Income from salary


Download4

Income from House Property


Download5

income tax scheme


Download6

customs act


Download7

deductions


Download8

set off & carry forward of losses


Download9

income from other sources


Download10

clubbing of income


Download

Managerial Accounting [MA]

Mr Ashu Jain

Session Plan

1

Introduction of the Subject and Session plan

Explanation of the Session plan, Case study, Projects and Assignments.

Lecture

None

2

Importance of Management Accounting

Different basis to prove How Management Accounting is important for an organization.

Lecture

None

3

The scope of inter-relationship between Financial,

Relationship between Financial accounting, Cost accounting and Management accounting

Lecture

None

4

Basic Principles of Management accounting

Principles of Management accounting

Lecture

None

5

concepts of Management accounting

Concepts of Management accounting

Lecture

None

6

Introduction to Cost and Management accounting

An Introduction- What is Cost accounting? What is Management accounting?

Lecture

None

7

Cost sheet

Different aspects to prepare Cost sheet (Assignment 5 Marks)

Home Assignment

None

8

Cost sheet

Different aspects to prepare Cost sheet (Assignment 5 Marks)

Home Assignment

None

9

Material Cost

How to calculate Material cost

Lecture

None

10

Material Cost

How to calculate Material cost

Lecture

None

11

Process Costing

Process based Costing (Case Study Approach)

Case Presentation

None

12

Process Costing

Process based Costing (Case Study Approach)

Case Presentation

None

13

Marginal costing

Marginal Costing (Difference between Units)

Lecture

None

14

Marginal costing

Marginal Costing (Difference between Units)

Lecture

None

15

Cost Volume Profit Relationship

Relationship between Cost volume and Profit

Lecture

None

16

Cost Volume Profit Relationship

Relationship between Cost volume and Profit

Lecture

None

17

INTERNAL ASSESSMENT

Class Test(5 marks)

Practical

None

18

Methods of Inventory Control

Different methods of Inventory Control

Lecture

None

19



Lecture

None

20



Lecture

None

21

Economic Order Quantity

Point of Economic Order Quantity

Lecture

None

22

Reorder level

Point of Reordering material

Lecture

None

23

LIFO, FIFO Systems

Methods to evaluate closing stock i.e. LIFO Method and FIFO method

Lecture

None

24

LIFO, FIFO Systems

Methods to evaluate closing stock i.e. LIFO Method and FIFO method

Lecture

None

25

Activity based Costing

Costing on the basis of Activity done (Case Study Approach)

Case Presentation

None

26

Activity based Costing

Costing on the basis of Activity done (Case Study Approach)

Case Presentation

None

27

Standard Costing

Standard Costing

Lecture

None

28

Standard Costing

Standard Costing

Lecture

None

29

Material Labour and Overheads

Material cost, labour cost and Overheads

Lecture

None

30

Material Labour and Overheads

Material cost, labour cost and Overheads

Lecture

None

31

Variance analysis

Variance analysis

Lecture

None

32

Variance analysis

Variance analysis

Lecture

None

33

Budgeting techniques

Different techniques of Budgeting

Lecture

None

34

Budgeting techniques

Different techniques of Budgeting

Lecture

None

35

INTERNAL ASSESSMENT

Class Test(5 marks)

Practical

None

36

ABC analysis

Analysis on the basis of ABC Costing (Case Study Approach)

Case Presentation

None

37

ABC analysis


Case Presentation

None

38

ABC analysis


Case Presentation

None

39

INTERNAL ASSESSMENT

Viva(10 marks)

Practical

None

40

INTERNAL ASSESSMENT

Viva(10 marks)

Practical

None

Communication Skills-IV [CS-IV]

Ms Shivangi Batra

Session Plan

1

INTRODUCTION

Introduction of the subject, syllabus and explanation of the assignments and complete internal assessment as part of the course. Assignments and Project would be done in groups and would be assessed. Group wise division of students.

Lecture

None

2

Business/Technical Language Development

Advanced Grammar: Syntax, Tenses, Voices

Lecture

None

3

Business/Technical Language Development

Advanced Vocabulary skills: Jargons, Terminology, Colloquialism Individualized pronunciation practice

Lecture

None

4

Assignment # 1

formal report writing

Practical

None

5

Social Communication

Building relationships through Communication Communication, Culture and Context

Lecture

None

6

Social Communication

Entertainment and Communication Informal business/ Technical Communication

Lecture

None

7

Business Communication

Reading Business/ Technical press Listening to Business/ Technical reports (TV, radio)

Lecture

None

8

Business Communication

Researching for Business /Technology

Lecture

None

9

Evaluation # 2

CLASS TEST

Practical

None

10

Presentations

Planning and getting started Design and layout of presentation

Practical

None

11

Presentations

Information Packaging Making the Presentation

Practical

None

12

Presentations

Feedback and end term revision of syllabus.

Practical

None

Course Material

1

Master Session Plan


Download

INTERNATIONAL STRATEGIC MANAGEMENT [ISM]

Cmde. Rajinder Bhandari

Session Plan

1

Introduction

Introduction of the subject and explanation of the assignments and projects to be undertaken as part of the course.

Practical

None

2

Strategy and Strateg

Strategic management requires an integrated view of marketing, finance, operations, R&D and technology to successfully achieve corporate goals. It encompasses the entire range of strategy formulation, implementation and evaluation to visualize and create new opportunities for the future. It is a combination of a fit and a stretch exercise to create a game plan which has good chances for success, and is derived after much debate over numerous alternatives. The strategy sends out a signal to all levels in the company of commitment to specific markets, policies, procedures and operations in lieu of other less desirable courses of action. Strategy adopted would cover: Positioning in relation to competitors to achieve advantage. Scope of activities, eg geography or domain Optimising resources and activities as per the environment The strategy adopted would impact: Operational decisions and resource deployment Values and expectations of stakeholders Evolution of

Practical

None

3

Management Process

A Strategic Management Process directs the accomplishments which would take the organization to its final goal. It includes detailed scrutiny of risks, risk evaluation, strategy for risk mitigation and management of residual risks. Strategy is formulated by managers to identify the objectives and measures that the company needs to adopt to further its growth. Strategic Management process is the actual methodology through which managers evaluate and adopt a set of strategies that will enable their company to outstrip the competition. The strategic Management Process must include What objectives are to be accomplished? Which industries and market products are to be focused? Which resources and activities to allocate to each product- market to meet environmental opportunities and threats and to gain a competitive advantage?

Practical

None

4

Management Process

LEVELS OF STRATEGY Strategic Management Process is across 4 levels- Corporate Level- comprising of the CEO, Board of directors Business Level- comprising of the heads of Strategic Business Units or Functions (viz HR, Finance, Technology, Quality) Functional or the Departmental Level- Functional Managers Implementation Level at the front end Each level has to evaluate and prescribe Allocation and management of sufficient resources (financial, personnel, operational, time, technology) Establishing a chain of command or cross functional teams to implement the strategy. Assigning responsibility of specific tasks or processes to specific individuals or groups. Monitoring results, comparing to benchmarks and best practices, evaluating the efficacy and efficiency of the process, controlling for variances, and making adjustments to the process as necessary. Some core factors that would govern the strategic management process and levels of strategy are: Experie

Practical

None

5

Case Study: Nintendo Disruptive Strategy

Session 5 & 6: Review the strategy of your chosen company, over the years, and highlight the successes and setbacks. Brief causes of failure or success are to be listed.

Practical

None

6

Group Assignment 1#

Session 5 & 6: Review the strategy of your chosen company, over the years, and highlight the successes and setbacks. Brief causes of failure or success are to be listed.

Practical

None

7

Role of environment on strategy Value chain analy

The value chain of an organization covers all its primary and support activities. Management reviews each of these before deciding on strategy. A firm's margins depend on the efficiency with which it carries out each of the activities in the value chain, so that the amount that the customer is willing to pay exceeds the cost of the activities. Competitive advantage is achieved by reconfiguring the value chain to provide lower cost or better differentiation. Each activity cannot be totally isolated from the other and firms have to decide mechanisms on how to place a value on each of the activities. Resource allocation, optimisation and scalability depend on judicious evaluation and re-orientation of each activity. Overall Value System. Vertically integrated firms may have more primary activities within their own control while most companies would specialize in only a few, outsourcing or depending on component suppliers for most of them. Firms therefore have to review not only th

Practical

None

8

Internal Environment

The value chain of an organization covers all its primary and support activities. Management reviews each of these before deciding on strategy. A firm's margins depend on the efficiency with which it carries out each of the activities in the value chain, so that the amount that the customer is willing to pay exceeds the cost of the activities. Competitive advantage is achieved by reconfiguring the value chain to provide lower cost or better differentiation. Each activity cannot be totally isolated from the other and firms have to decide mechanisms on how to place a value on each of the activities. Resource allocation, optimisation and scalability depend on judicious evaluation and re-orientation of each activity. Overall Value System. Vertically integrated firms may have more primary activities within their own control while most companies would specialize in only a few, outsourcing or depending on component suppliers for most of them. Firms therefore have to review not only th

Practical

None

9

External environment

The External Environment PESTLE The macro external environment and the industry environment would significantly impact the long term and short term strategies of a firm, as well as influence change of strategy. The external environment requires adaptation, as firms have little ability to influence changes in environment. Strategic fit is about matching the resources and activities of the firm to the external operating environment, which can be divided into Political, Economic, Sociocultural,, Technological and Legal. The macro environment is constantly changing and generally more information is available than management can cope with. Monitoring and adapting proactively to the external environment is both difficult and expensive and managers should use the tool more as a checklist to review impact rather than as a tool for proactive action.

Practical

None

10

Global business environment

The Industry Environment Firms need high awareness of the industry they operate in or plan to operate in. This requires both market segmentation and strategic group analysis. Market segmentation looks at identifying similarities and differences between groups of people who buy and use the firms goods and services. Strategic group analysis is about identifying firms with similar strategies or competing on similar bases.

Practical

None

11

Case Study: Mattel Toys Recall and Recovery

Practical

None

12

Assignment 2#

Session 11 and 12: Analyse the successes and failures of your chosen firm vis a vis their evaluation of external and internal environment, co-relating with their core competencies and capabilities. Highlight any change management aspects that they had to undertake or enforce, covering what and how aspects.

Practical

None

13

Vision, Mission, Business Definition, Goals and Ob

The Vision, Mission, Business Definition and the Goals and objectives of a Global Company give all stakeholders single point clarity to govern their thoughts and actions in furtherance of the companys endeavours. These are defined as: Vision: A vivid image of what a company wants to be or wants to be known for. Mission: A statement of intent of what a company wants to create, and through which lines of business. Business Definition/Purpose: An articulation of the functions that a company intends to fulfill through its businesses. Values: The set of cherished notions and beliefs that guides the executive actions, or initiatives and responses that a company makes. Goals : The business targets that a companys vision, mission, and purpose are translated into Strategy: The methods that a company employs to achieve its goals. VISION A vision is generally more dreamt than it is articulated. By its nature it may be as good as a dream, yet it is a powerful motivator

Practical

None

14

Vision, Mission, Business Definition, Goals and Ob

Practical

None

15

Assignment 3#

Review the Vision, Mission etc of your chosen firm and co-relate same to the strategy adopted to achieve stated Vision , Mission etc

Practical

None

16

Formulating International Strategies Generic stra

Compliance with CSR and environmental regulations, image and r

Practical

None

17

Grand strategies

Grand Strategies provide basic direction for strategic actions. There are many options that managers need to consider and select the optimal from available alternatives. Options are below, and may be used either singly or in combinations. This combo makes up the larger or grand vehicle which the firm has to both understand and deploy to achieve the strategic goals: 1. Concentrated growth directing all resources on a specific product and market combination 2. Market Development identifying new uses for existing products or new markets 3. Product Development substantial modification of existing products or creation of new but related products to be marketed through current channels to current customers. 4. Innovation to reap initially high profits associated with customer acceptance of new or greatly improved products 5. Horizontal Integration by acquiring one or more similar firms operating at the same level in the production & marketing chain. 6. Vertical Integr

Practical

None

18

Assignment 4#

Review the Strategy of your chosen company and evaluate its success with respect to its long term objectives. Identify and analyse the various generic and grand strategies deployed by it to achieve success, or lack of strategy which lead to failure.

Practical

None

19

Case Study: Samsung Design and Product Strategy

Practical

None

20

Revision and Consolidation

Practical

None

Course Material

1

Session 1


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Session 1


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Session 1


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Session 1


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Session 2


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Session 2


Download7

session 2


Download8

Session 3


Download9

Session 3


Download10

Session 3


Download11

Session 3


Download12

Session 3


Download13

Session 4


Download14

Session 4


Download15

Session 4


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Session 5

Case Study

Download17

Session 5 and 6

Assignment

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Session 7


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Session 7


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Session 7


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Session 7


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Session 7


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Session 7


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Session 7


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Session 7


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Session 8


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Session 8


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Session 8


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Session 9


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Session 9


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Session 9


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Session 9


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Session 9


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Session 9


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Session 10


Download36

Session 10


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Session 10

Case Study

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Session 10


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Session 11 and 12

Assignment

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Session 11 and 12


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Session 13 and 14


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Session 13 and 14


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Session 13 and 14


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Session 13 and 14


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Session 13 and 14


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Session 13 and 14


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Session 13 and 14


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Session 16


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Session 16


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Session 17


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Session 17


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Session 17


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Session 17


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Session 17


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Session 17


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Session 19


Download57

Session 9 Revised


Download58

Session 9 Revised


Download59

Session 17 Revised


Download60

Session 9 Addl


Download61

Session 9 Addl


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Session 9 Addl


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Session 9 Addl


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Session 9 Addl


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Session 9 Addl


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Session 9 Addl


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Session 9 Addl


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Session 9 Addl


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Session 9 Addl


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Session 9 Addl


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Session 9 Addl


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Session 17 Addl


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Session 17 Addl


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Session 17 Addl


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Session 17 Addl


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WTO & INTERNATIONAL REGULATORY ENVIRONMENT [WTO & IRE]

Debashish Choudhary

Session Plan

1

Introduction to the course

Meaning and relevance of regulation. Domestic & International regulatory bodies. Explain the assignment along with the date and the weight ages .

Practical

None

2

1. MEANING OF BSUINESS

The Economic Environment of Business Critical elements of Business Difference between Business & Commerce

Practical

None

3

2. NATURE OF MODERN BUSINESS

Business in current outlook Present Indian Scenario Drivers of globalization Globalization & the environment Globalization & International Business

Practical

None

4

INTERNAL ENVIRONMENT

Impact of Micro Environment Internal Regulatory Environment Securities & Exchange Board of India (SEBI) Case studies references will be given to the groups.

Practical

None

5

EXTERNAL ENVIRONEMNT

Environment of international business & its significance Impact of Macro environment Meaning & Relevance of PESTEL Analysis. Daniels, John, Radebaugh H LEE & Sullivan Daniel, (2004), International Business Environment & Operations, 10th E.d. Pearson Education.

Practical

None

6

CASE STUDY ON PESTEL ANALYSIS

Daewoo Group and the Asian Financial Crisis Daniels, John, Radebaugh H LEE & Sullivan Daniel, (2004), International Business Environment & Operations, 10th E.d. Pearson Education. Page No. (132 to 134),

Practical

None

7

INTERNAL ASSESSMENT

Case study presentation by groups on PESTEL ANALYSIS depending on the specialization MKT, Finance, HR & IT from Todaro Michael P., & Stephen C. Smith, Economic Development (2007), 8th Ed. Pearson Education. Ernard Hekman,Aditya

Practical

None

8

INTERNAL ASSESSMENT

Case study presentation by groups on PESTEL ANALYSIS depending on the specialization MKT, Finance, HR & IT from Todaro Michael P., & Stephen C. Smith, Economic Development (2007), 8th Ed. Pearson Education. Ernard Hekman,Aditya

Practical

None

9

Theories of trade

Theory of Absolute advantage Theory of Comparative advantage Manner in which government regulatory trade with other countries and the rational for them.

Practical

None

10

Theories of trade

Theory of competitive advantage Role, significance in regulatory international trade. Peter, Michael E. (1991) the Competitive Advantage of Nations. The Macmillan Press Ltd.

Practical

None

11

Export Marketing

Export Marketing, Price and Distribution Product Market nexus. Role of Price as a regulator Significance of Distribution Channels Garga, Pawan Kumar (2002) Export of Indias Major Products Problems and Prospects, New Century Publications.

Practical

None

12

export import

Export Promtion Import substitution. Exim policy Foreign trade policy (2004-2005) as a regulator. S.Sundaram & R. Dutt: Indian Economity, (2004),Himalya publishing house. Foreign trade policy with hand book procedures, (2006) volume I, Business Database publishing company http://www.pib.nic.in/archieve/eximpol/eximpolicy2002

Practical

None

13

Tariff

Role of Tariff. Types of Tariffs. Determination of Tariff. Effective rate of production Shenkar, Oded & Yadang Lou, (2004) International Business, John Wiley & Sons Paul Justin, (2005) International Business, 2nd Ed. , Prentice Hall

Practical

None

14

Tariff

Welfare effects of tariffs. Small nation vis--vis large nation. Limitations of tariffs in regaling trade. Carbaugh, Robert J (2005), International Economic, 3rd Ed., thomsan Press Shenkar, Oded & Yadang Lou, (2004) International Business, John Wiley & Sons

Practical

None

15

INTERNAL ASSESSMENT COMPONENT II

Individual Viva (Module 1 & 2)

Practical

None

16

INTERNAL ASSESSMENT COMPONENT II

Individual Viva (Module 1 & 2)

Practical

None

17

International Trade Environment

Multilateral & Plurilateral Trading systems. Protection of Domestic Markets Bhandari, Surendra (2002) WTO and Developing countries, Deep and Deep publications Pvt. Ltd. www.wto.org website visited to W.T.O. www.indiancommodity.com Information on all commodities

Practical

None

18

Tariff Negotiation

Conduct of trade according to Most Favored Nation (MFN) Conduct of trade according to National Treatment Clause (NTC) Chauhan, Sandee, (2003), GATT to WTO, Deep and Deep publications Rao, Palle Krishna, WTO text and cases, Excel Books. http://www.wto.org/english/thewto: WTO Information about countries.

Practical

None

19

Barriers and regulators of Trade.

Non technical barrier to trade. Subsidies -- Role in regulating trade. Unfair trade practices Rao, Palle Krishna, WTO text and cases, Excel Books. Anne Kruger (2001), WTO as an International Organization, Oxford University Press. http://agmarknet.nic.in/prices - website on market prices. http://www.planningcommission.nic.in http://dgft.delhi.nic.in department of commerce.

Practical

None

20

Special Economic Zones (SEZS) and its relevance i

Meaning, relevance, conditions, benefits of economic zones. Unilateral and bilateral trade. Foreign trade zones meaning, advantages and bottleneck Foreign trade policy with hand book procedures, (2006) volume I, Business Database publishing company http://dgft.delhi.nic.in department of commerce. http://sezindia.nic.in http://www.foraproletarianparty.net/workers_And_peasant_struggle/SEZ_of_India_and_China_Model.htm http://www.sethassociates.com/special_economic_zones.php.

Practical

None

21

Special Economic Zones (SEZS) and its relevance i

Meaning, relevance, conditions, benefits of economic zones. Unilateral and bilateral trade. Foreign trade zones meaning, advantages and bottleneck Foreign trade policy with hand book procedures, (2006) volume I, Business Database publishing company http://dgft.delhi.nic.in department of commerce. http://sezindia.nic.in http://www.foraproletarianparty.net/workers_And_peasant_struggle/SEZ_of_India_and_China_Model.htm http://www.sethassociates.com/special_economic_zones.php.

Practical

None

22

Measures for protecting and regulating trade of de

Antidumping and its impact on regulating trade. Safeguard and Countervailing measures. Pre Shipment inspections. Cherunilum, Francis (2002) International Business Text & Cases, 3rd Ed. Prentic Hall India Pvt. Ltd. Rao, Palle Krishna, WTO text and cases, Excel Books. Carbaugh, Robert J (2005), International Economic, 3rd Ed., thomsan Press http://www.fao.org/es/ess/toptrade/trade.asp http://www.planningcommission.nic.in

Practical

None

23

INTERNAL ASSESSMENT COMPONENT III

Project & Presentation P1 10 Eximpolicty to Foreign Trade Policy regulatory implications on particular sector of the Indian economic.

Practical

None

24

INTERNAL ASSESSMENT COMPONENT III

Project & Presentation P1 10 Eximpolicty to Foreign Trade Policy regulatory implications on particular sector of the Indian economic.

Practical

None

25

MEASURES TO REGULATE TRADE ENVIRONMENT

Regulators to International Trade. Quantitative Restrictions it impact and consequences. Quotas as a non tariff barrier. Licensing. Carbaugh, Robert J (2005), International Economic, 3rd Ed., thomsan Press Shenkar, Oded & Yadang Lou, (2004) International Business, John Wiley & Sons Sally, Razeen, (2002-2003) Developing County Trade Policy Reform and the WTO. CATO Journal, Vol. 19 (2000-3), pp403-423

Practical

None

26

Regulators to International Trade.

Sanitary and Phytosanitary Measures (SPS). Relevance of Environment on International Trade. Technical Barriers to Trade (TBT) Rao, Palle Krishna, WTO text and cases, Excel Books. Finger, J. Michale the WTOs special burden on less develop countries, CATO journal Vol. 19 (2000-3) pp425-437 http://www.un.org/esa/sustdev/csd.htm

Practical

None

27

Trade Related Intellectual Property Rights (TRIPS)

Copy right Patents Product and process Geographical locations Trademarks. Industrial designs. Adede, Adronico O. Origins and history of the TRIPS negotiations. Trading in knowledge: development perspectives on TRIPS, trade and sustainability / ed. By Christophe Bellmann, Graham Dutfield, and Ricardo Melendez Qrtiz. London [etc]: Earthscan, 2003, p.p. 23-35 . Refer to DELNET, Data Bank Abbott, Frederick The future of IPRs in the multilateral trading system. Trading in knowledge: development perspectives on TRIPS, trade, and sustainability / ed. By Christophe Bellmann, Graham Dutfield, and Ricardo Melendez Ortiz. London [etc.]: Earthscan, 2003 pp. 36-44. Barton, John Integrating IPR policies in development strategies. Trading in knowledge: development perspectives on TRIPS, trade, and sustainability / ed. By Christophe Bellmann, Graham Dutfield, and Ricardo Melendez Ortiz. London [etc.]: Earthscan, 2003, pp. 57-64. Dhar, Biswajit The Convention on B

Practical

None

28

Trade Related Intellectual Property Rights (TRIPS)

Local Content Requirement Trade Balancing Requirement Foreign Exchange Balancing Requirement Export Performance Requirement Singapore Issues. Types of Foreign References; Shenkar, Oded & Yadang Lou, (2004) International Business, John Wiley & Sons Rao, Palle Krishna, WTO text and cases, Excel Books. http://www.wto.org. http://dgft.delhi.nic.in department of commerce.

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29

INTERNAL ASSESSMENT COMPONENT IV

Project & Presentation P2 10 WTO and its regulatory implications on particular sector of the Indian economic (selected in P1)

Practical

None

30

INTERNAL ASSESSMENT COMPONENT IV

Project & Presentation P2 10 WTO and its regulatory implications on particular sector of the Indian economic (selected in P1)

Practical

None

31

Arbitration

Multilateral and Plurilateral Agreements The legal framework Rules & Procedure governing the settlement of dispute. Rules of conduct. Timetable for appeals Appellate body Rao, Palle Krishna, WTO text and cases, Excel Books. (Appendix I & II)

Practical

None

32

Arbitration

Multilateral and Plurilateral Agreements The legal framework Rules & Procedure governing the settlement of dispute. Rules of conduct. Timetable for appeals Appellate body Rao, Palle Krishna, WTO text and cases, Excel Books. (Appendix I & II)

Practical

None

33

General Agreement on Trade and Services (GATS)

All the four modes of services. Shenkar, Oded & Yadang Lou, (2004) International Business, John Wiley & Sons Cherunilum, Francis (2002) Business Environment Text & Cases, 12th Ed. Himalya Publishing House. Rao, Palle Krishna, WTO text and cases, Excel Books. A Handbook by Bernard Hekman, Aditya Mattoo --Development, Trade and WTO, An Introduction to the WTO Agreements by Bhagirath lal Das

Practical

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34

All the four modes of services.

Role of services sector in developing economy like India. Shenkar, Oded & Yadang Lou, (2004) International Business, John Wiley & Sons Cherunilum, Francis (2002) Business Environment Text & Cases, 12th Ed. Himalya Publishing House. Rao, Palle Krishna, WTO text and cases, Excel Books. A Handbook by Bernard Hekman, Aditya Mattoo --Development, Trade and WTO, An Introduction to the WTO Agreements by Bhagirath lal Das

Practical

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Barriers to trade in services Shenkar, Oded & Yadang Lou, (2004) International Business, John Wiley & Sons Cherunilum, Francis (2002) Business Environment Text & Cases, 12th Ed. Himalya Publishing House. Rao, Palle Krishna, WTO text and cases, Excel Books. A Handbook by Bernard Hekman, Aditya Mattoo --Development, Trade and WTO, An Introduction to the WTO Agreements by Bhagirath lal Das

Practical

None

36


Provisions for Developing Countries under GATS Shenkar, Oded & Yadang Lou, (2004) International Business, John Wiley & Sons Cherunilum, Francis (2002) Business Environment Text & Cases, 12th Ed. Himalya Publishing House. Rao, Palle Krishna, WTO text and cases, Excel Books. A Handbook by Bernard Hekman, Aditya Mattoo --Development, Trade and WTO, An Introduction to the WTO Agreements by Bhagirath lal Das

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37

Dispute Settlement Process

Consultation Panel Appeal and Consideration in DSB(Dispute Settlement Body)

Practical

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38


Implementation of Recommendation

Practical

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39


Compensation and Suspension of Concession Cross-sector and Cross-agreement Suspension

Practical

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40


Special case of Anti-Dumping

Practical

None

Course Material

1

The Roots of WTO


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The Structure of WTO


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Understanding WTO


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US firm plans to sell 'Bhang' chocolates


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SPS


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OPERATIONS AND SUPPLY CHAIN MANAGEMENT [OSCM]

Prof Harish Jain

Session Plan

-

Course Material

1

Assn 2

Assignment

DownloadKanishk Jain

Session Plan

1

Introduction

-Significance of POM in business -POM model and its elements

Lecture

None

2

Introduction

-Scope of POM -History of POM

Lecture

None

3

Competitive Advantage through POM

Critical Factors for gaining competitive advantage

Lecture

None

4


Critical Factors for gaining competitive advantage

Lecture

None

5


Operations Models

Lecture

None

6


Operations Models

Lecture

None

7


Operations Models

Lecture

None

8


Operations Models

Lecture

None

9


Operations Models

Lecture

None

10


Case Discussion

Practical

None

11

Product

-Product levels, types, categories -Product design and development -Commercial production and launch

Lecture

None

12

Product

-Product levels, types, categories -Product design and development -Commercial production and launch

Lecture

None

13

Processes and Technology

-Types of productive systems

Lecture

None

14


-Types of production processes -Comparison of production processes

Lecture

None

15


Case Discussion

Practical

None

16

Forecasting

-Significance of forecasting for operations management -Forecasting techniques

Lecture

None

17

Forecasting

-Mathematical models and their practical applications

Practical

None

18

Forecasting

-Forecasting errors. -Laws of forecasting and how they affect operations

Lecture

None

19

Operations Planning and Scheduling

-Long range and aggregate output planning -Master production schedules

Lecture

None

20

Operations Planning and Scheduling

-Functional planning and production control -Operations scheduling -Case discussion

Practical

None

21

Quality Management

Quality Management

Lecture

None

22

Quality Management

SQT, AS,SQC,SPC

Lecture

None

23

Quality Management

SQT, AS,SQC,SPC

Practical

None

24

Quality Management

-Practical Applications -Case Discussion

Lecture

No

DiplomaPG_

Documents

Transcript of DiplomaPG_