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
Profile of Women || Economic and Social Impacts || Leadership 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
Profile of Women || Economic and Social Impacts || Leadership 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 Programme
Programme Highlight || Need Based || Training & Design Self 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.
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Principles of Marketing [POM]

Mr Aditya Kumar Gupta Session Plan 1 Introduction to Marketing Concept of Marketing Definition of Marketing Company Orientation Lecture Towards Market place Product Characteristics and ProductClassifications Case Presentation Home Assignment Case Presentation Case Presentation Lecture Lecture Group discussion Lecture Lecture Lecture Group discussion Lecture None

Setting Product Strategy

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Differentiations

Product Differentiations Service Differentiation

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Product and Brand Relationships

The Product Hierarchy Product Systems And Mixes Product Line Analysis roduct Line Length Types Co-Branding and Ingredient Branding

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Product Mix Pricing

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Pricing Strategies and Programs Setting The Price Setting The Price

Pricing Envrionment How companies Price Selecting Pricing Objectives Detemining Demand Estimating Costs Analyzing Competitors Costs,Price,and Offers

None None None

Setting The Price

Selecting A Pricing Method Selecting the Final price Geographical Pricing Price Discounts and Allowances Promotional Pricing Differentiated Pricing Marketing Communications Envrionment The communications Process Models Identify the Target Audience Determining The Objectives

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10 Adapting The Price 11 Adapting The Price 12 Marketing Communications

13 Developing EffectiveCommunications 14 Developing EffectiveCommunications 15 Developing EffectiveCommunications 16 Deciding on Marketing Communications Mix 17 Marketing Communications Mix

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Design the Communications Select the Commuications

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Establish the total Marketing Commuications Budget

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Characteristics of Marketing Communications Mix

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Factors Setting The Marketing Communications Mix Measuring

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Commuication Result 18 Marketing Communications Mix 19 Test 20 Marketing Channels and Value Networks 21 Role of Marketing Channels 22 Channel Design Decisions Measuring Communication results Test Importance of Channel Development of Channel Understanding Customer Needs Channel Functions Channel Levels Service Sector Channel Analyzing Customer's Desired Service Output Levels Establishing Objectives and Constraints Identifying and Evaluating Major Channel Alternatives Evaluating the Major Alternatives Selecting Channel Members Training and Motivating Channel Members Evaluating Channel Members Modifying Channel Design and arrangements Types of Retailers New Retail Envrionment Marketing Decisions Role of Private Labels The Private Labels Threat Lecture Lecture Lecture None None None

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23 Channel Design Decisions

Home Assignment Group discussion Lecture

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24 Channel Management Decisions

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25 Management Decisions

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26 Retailing 27 Private Labels

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28 Wholesaling 29 New Product Development 30 NPD

Trends in Wholesaling Idea Generations Idea Screening

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Concept Development and testing Marketing Strategy Development Home Assignment Business Analysis Product Development Market Testing Commercialization Stages of Adoption Awareness Interest Evaluation Trail Adoptions Innovators Early adopters Early Majority Late Majority Laggard Developed Countries Developing Countries Innovative Marketing Strategies Lecture Lecture Lecture Lecture Lecture Case Presentation

31 NPD 32 NPD 33 Consumer - Adoption Process 34 Adopter Categorization 35 International Product life 36 Presentation

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37 Case Study

New Product of Strategies of HUL

Case Presentation Group discussion Lecture Case Presentation

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38 Revision

Doubt Clearing Session

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39 Test 40 Presentations

Test Retailing IN India

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BEHAVIORAL TECHNIQUES IN ORGANISATIONS [BTO] Ms Chitra Session Plan

1 2 3 4

What is Organizational Behaviour Concept of OB What is Organizational Behaviour Importance of the study of OB What is Organizational Behaviour Behavioural determinants of organisation

Lecture Lecture Lecture

None None None None

What is Organizational Behaviour Case Study (How a UPS Manager cut Turnover) Page.no.- 35, Stephen Case .p.robbins,2006, Pearson Education Presentation Individual Behaviour Individual Behaviour Individual Behaviour Individual Behaviour Individual Behaviour Importance of Learning and shaping behaviour Biographical characteristics and ability Values and attitudes Values and attitudes Case Study (Managers who use punishment ) Page.no.- 61, Stephen .p.robbins,2006, Pearson Education Role of perception, intuition Lecture Lecture Lecture Lecture Case Presentation Lecture

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10 Individual Decision Making, Perception and Motiva 11 Individual Decision Making, Perception and Motiva 12 Individual Decision Making, Perception and Motiva 13 Individual Decision Making, Perception and Motiva 14 Individual Decision Making, Perception and Motiva 15 Individual Decision Making, Perception and Motiva 16 Individual Decision Making, Perception and Motiva 17 Individual Decision Making, Perception and Motiva 18 Individual Decision Making, Perception and Motiva 19 Individual Decision Making,

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Role of perception, intuition

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Decision making styles & ethics in Decision making

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Decision making styles & ethics in Decision making

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Job satisfaction

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Theories of motivation- Maslow theory, Hertzberg theory (2 factor theory), Theory X , Theory Y Theories of motivation- Maslow theory, Hertzberg theory (2 factor theory), Theory X , Theory Y Theories of motivation- Maslow theory, Hertzberg theory (2 factor theory), Theory X , Theory Y Theories of motivation- Maslow theory, Hertzberg theory (2 factor theory), Theory X , Theory Y Case Study(J7J AUTOMATIVE SALES) Page.no.- 157, Stephen

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Perception and Motiva 20 Personality and Leadership 21 Personality and Leadership 22 Personality and Leadership 23 Personality and Leadership 24 Personality and Leadership 25 Personality and Leadership 26 Personality and Leadership 27 Personality and Leadership 28 Personality and Leadership

.p.robbins,2006, Pearson Education Concepts of Leadership Determinants of Personality Determinants of Personality Personality traits Personality traits Concept of self - esteem, Socialisation, Components of attitudes Leadership styles and organisational values Leadership styles and organisational values Challenges in Global business environment and Situational Leadership Case Study (RIGHT MAN WRONG JOB) Page.no.- 120, Stephen .p.robbins,2006, Pearson Education Team as a competitive strategy

Presentation Lecture Lecture Lecture Lecture Lecture Lecture Lecture Lecture Lecture None None None None None None None None None

29 Personality and Leadership

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30 Leading Effective Teams & working in Groups 31 Leading Effective Teams & working in Groups 32 Leading Effective Teams & working in Groups 33 Leading Effective Teams & working in Groups 34 Leading Effective Teams & working in Groups 35 Leading Effective Teams & working in Groups 36 Power, politics, conflict and negotiation 37 Power, politics, conflict and negotiation

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Importance of teams in effective performance & its types

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Group Dynamics & Importance

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Group Dynamics & Importance

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Group Dynamics & Importance

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Case Study (A VIRTUAL TEAM AT NANAWATI ASSOCIATES) Page.no.277, Stephen .p.robbins,2006, Pearson Education Definition and bases of power

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The traditional and human relations view towards conflict

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38 Power, politics, conflict and negotiation 39 Power, politics, conflict and negotiation 40 Power, politics, conflict and negotiation

Stages of conflict, conflict resolution

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Negotiation

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

Case Presentation

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Course Material 1 2 3 4 5 6 PPt Chapter 2 PPt on learning ppt on team ppt on motivation ppt on leadership ppt on perception Reference Books/Material Reference Books/Material Reference Books/Material Reference Books/Material Reference Books/Material Reference Books/Material Download Download Download Download Download Download

Legal Framework of Business & Management [LFBM]

Rachna Chandra Session Plan 1 Module 1 Module 1 Module 1 Module 1 Module 1 Module 1 Nature of Company, Characteristics, lifting the corporate veil,-classification on the basis of Incorporation difference between Company and Partnership and Private and Public Company and role of Promoter A fundamental Document- Memorandum and its difference between the Articles of Association Group discussion Group discussion Lecture None

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.Doctrine of Utra vires and Doctrine of Indoor Management

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Alteration of object clause of Memorandum and Articles, Commencement of certificate of Business Prospectus and contents. Statement in lieu of Prospectus, misstatements in Prospectus.

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7 8

Module1 Legal provisions of Annual general Meeting , Extra-ordinary General Meeting, 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 Winding up of a Company-Voluntary ,and by Tribunal Just and Equitable cause

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Module 1

Tutorial

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10 Module 1

Poewrs of Directors,Duties of Directors

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11 MODULE Procedure for transfer of shares, characteristic features of Debentures 1 12 MODULE Diference between share certificate and share warrant,Who may become Member, Termination 1 of membership 13 Module 2 14 Module 2 15 Module Essentials of a valid Contract, offer and acceptance

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Consideration

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capacity to contract

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2 16 Module 2 free consent Lecture None

17 Module2 discharge of contract 18 Module2 breach of contract remedy of breach of contract 19 Module2 Breach of contract remedy of breach of contract-cases 20 Module2 Nature of law of Contract 21 Module2 essential elements of a valid contract 22 Module 2 23 Module 2 24 Module 2 25 Module 2 26 Module 2 27 Module 2 28 Module 2 29 Module 2 classification, Offer and acceptance,

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communication and mode, communication and revocation when complete

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need for consideration

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who are competent to contract,

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Consent, Undue influence

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Misrepresentation, Fraud defined

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mistake of law and mistake of fact

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coercion, void agreements

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30 Module2 contingent contracts,performance of contracts, illegal contracts 31 Module 3 32 Module 3 Sales of Goods Act 1930,Formation of contract of sales

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

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33 Module3 Distinction between Sale and an Agreement to Sale, between Sale and Hire Purchase

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Agreement , conditions and warranties 34 Module 4 35 Module 4 36 Module 5 37 Module 5 38 Module 6 39 Module 6 40 Module 6 Information Technology Act2000,Technical terms, Electronic Governance Group discussion Lecture None

Attribution and acknowledgement of electronic records, certifying authorities.

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Consumer Protection Act 1986Rights and duties of the consumer tribunal forums and appellate authorities An understanding of significant cases and role of NGOs.

Home Assignment Lecture

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Important provisions-: Of foreign exchange management act regarding holding ,handling and transfer of foreign exchange,important Sections-S9,S3,S11-15,S27 Who is an Indian-Cases,Comparison of old FERA and FEMA

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Case Presentation Lecture

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Repatriation of Foreign Exchange,Capital and Current accounts

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PRODUCTION & OPERATIONS MANAGEMENT [POM]

Kanishk Jain Session Plan 1 Module 1Introduction Role and scope of Production Management Production management vs operation management Productivity Product Decision Lecture None

Module 1Introduction Module 2- Facility Location Planning Module 2- Facility Location Planning Module 3: Facility Layout Planning Module 3: Facility Layout Planning Module 3: Facility Layout Planning Module 4: Production Planning and Control Module 4: Production Planning and Control

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Facility location Factor effecting location decision Method of facility location Procedures for facility planning Case Study Layout planning and analysis Factor affecting layout decision Various type of layout

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Quality of a good Layout Case Study

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Production planning and control Relationship between planning and control

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Process of Production Planning Low Volume Production

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10 Module 4: Production Planning and Control 11 Module 4: Production Planning and Control 12 Module 4: Production Planning and Control

High Volume Production

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Method of controlling the Production Planning

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

Case Presentation

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13 Module 4:

Case

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Production Planning and Control

the importance of Planning and Control and its effects on costs taking a real life example. Production process analysis Various type of process techniques

Presentation

14 Module 5: Production Processing 15 Module 5: Production Processing 16 Module 6: Forecasting

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Batch Processing Job Processing

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Demand forecasting for operation

Lecture S.No. FileType Title

File Name

Demand Reference ForecastingDownload Books/Material Wharton Notes

17 Module 6: Forecasting 18 Module 6: Forecasting 19 Module 6: Forecasting

Statistical tool for demand forecasting Non statistical tool for demand forecasting

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Analysis of External Environment Numericals Lecture

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

Home Assignment

S.No. FileType 1 Reference Books/Material

Title File Name Case Download

20 Module 7: Capacity Planning 21 Module 7: Capacity Planning 22 Module 7: Capacity Planning

Production capacity Effective utilization of capacity Method of Capacity Planning

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

Case Presentation

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23 Module 7: Capacity Planning

Case Presentation

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companies the same will be allotted to you in the class. 24 Module 8: Scheduling and Network Analysis 25 Module 8: Scheduling and Network Analysis 26 Module 8: Scheduling and Network Analysis 27 Module 8: Scheduling and Network Analysis 28 Module 8: Scheduling and Network Analysis Production Scheduling Lecture None

GANTT Chart

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CPM

Practical

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PERT

Practical

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

Home Assignment

S.No. FileType 1

Title

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Home Assignment Download Work/Assignment No.:3

29 Module 9: Work Measurement and Study 30 Module 9: Work Measurement and Study 31 Module 9: Work Measurement and Study 32 Module 9: Work Measurement and Study

Motion study Time Study

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PMTS Technique of work measurement

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

Case Presentation

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33 Module 10: Inventory Inventory Management Control 34 Module 10: Inventory EOQ

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Control 35 Module 10: Inventory Inventory Control Techniques Control 36 Module 10: Inventory Type of Inventory Control 37 Module 10: Inventory Importance of Inventory Control 38 Module 10: Inventory Numericals Control 39 Module 10: Inventory Presentation No.4- Group Presentation on a Control case 40 Module 10: Inventory Assignment No.4-Submission & Discussions Control of Numericals on Inventory Control Lecture None

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Case Presentation Home Assignment

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HUMAN RESOURCE MANAGEMENT [HR] Ms Chitra Session Plan

Introduction and development of ideas on human res Introduction and development of ideas on human res Introduction and development of ideas on human res Introduction and development of ideas on human res Introduction and development of ideas on human res Introduction and development of ideas on human res Module II: International Human resource management Module II: International Human resource management Module II: International Human resource management

Definition concept of resource management

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History of HRM Evolution of HRM,

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Function of HRM Role of HR executive, challenges to HR professionals, Function of HRM -role of HR executive, challenges to HR professionals, Strategic human resource management

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

Case Presentation Lecture

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Concept of IHRM approach to IHRM, factors affecting IHRM

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Increased complexity of HR activities, cultural awareness and tolerance, Stronger relationship with employees across various cultures,

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10 Module II: International Human resource management 11 Module II: International Human resource management 12 Module II: International Human resource management 13 Module III: Recruitment & Selection 14 Module III: Recruitment & Selection 15 Module III: Recruitment & Selection 16 Module III: Recruitment & Selection

Feature of IHRM Cross cultural teams diluted risk on the business front and increased on the people front Importance of IHRM Different IHRM activities- strategic IHRM

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Case Study

Case Presentation Lecture

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Concept of recruitment, factors affecting recruitment

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Concept of recruitment, factors affecting recruitment

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Recruitment policy, source of recruitment

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Recruitment policy, source of recruitment

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17 Module III: Recruitment & Selection 18 Module III: Recruitment & Selection 19 Module III: Recruitment & Selection 20 Module III: Recruitment & Selection 21 Module III: Recruitment & Selection 22 Module IV: Training and Management Development 23 Module IV: Training and Management Development 24 Module IV: Training and Management Development 25 Module IV: Training and Management Development 26 Module IV: Training and Management Development 27 Module IV: Training and Management Development 28 Module IV: Training and Management Development 29 Module V: Evaluation and Appraisal 30 Module V: Evaluation and Appraisal 31 Module V: Evaluation and Appraisal 32 Module V: Evaluation and Appraisal

Need for flexible and proactive recruitment policy, Evaluation of recruitment program Concept of selection , The selection process, Application forms

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Selection test -interview; The interview process, Placement.

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Selection test interview; The interview process, Placement.

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Automated hiring

Case Presentation Lecture

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Definition Purpose of training.

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Retaining and motivating employees creating an efficient and effective organization Assessing training need - areas of training importance of learning Employee training programme, Concept of development :

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Objectives of management development, process of management Lecture development On the job development methods, off -the-job development methods Case Study Lecture

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Case Presentation Lecture

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Concept of performance appraisal objectives of performance appraisal

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The appraisal process the appraisers management by objectives , Lecture

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The appraisal methods

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The appraisal interview challenges of appraisal interview

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33 Module V: Evaluation and Appraisal 34 Module V: Evaluation and Appraisal 35 Module VI: Learning Organisation and Organisationa 36 Module VI: Learning Organisation and Organisationa 37 Module VI: Learning Organisation and Organisationa 38 Module VI: Learning Organisation and Organisationa 39 Module VI: Learning Organisation and Organisationa 40 Module VI: Learning Organisation and Organisationa

Pitfall in performance appraisal, uses of performance appraisal, Lecture Ethics of performance appraisal. How well do you play your roles? Case Presentation Lecture

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Organizational Learning Contributions by Discipline

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Influencing Factors, Agents

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Organisational Learning Processes

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

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The Toyota Production System

Case Presentation

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Cross Cultural Management And Management Of Multinational Companies [CCMMC] K. P. Kanchana Session Plan

1 2

Introduction Introduction

The Concept of International Comparative Management Definition of Culture and impact of the culture on International Business Kluckhohn and Strodtbeck`s Cultural Dimension

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None None

Modalities of Cross-Cultural Dimensions Modalities of Cross-Cultural Dimensions Modalities of Cross-Cultural Dimensions Modalities of Cross-Cultural Dimensions Styles of Management and its impact on the Interna Styles of Management and its impact on the Interna Styles of Management and its impact on the Interna

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Hofstedes Cultural Dimensions

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Trompenaars Cultural Dimensions

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Hall and Halls Cultural Dimension

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Japanese Style of Management

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German style of Management

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UK style of Management

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10 Case Study

Discussion and analysis of John Higgins Case

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11 Styles of Management and its impact on the Interna 12 Styles of Management and its impact on the Interna 13 Styles of Management and its impact on the Interna 14 Styles of Management and its impact on the Interna 15 Styles of Management and its impact on the Interna 16 Styles of Management and its impact on the Interna

French style of Management

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Spanish style of Management

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Style of Management of United States companies

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Management Characteristics of West European Companies

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Styles of Management in African Countries

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Style of Management of Latin American Countries

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17 Case Study

Hoover: Multinational Product Planning

Case Presentation Case Presentation Case Presentation Lecture

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18 Case Study

Harlequin Romances

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19 Case Study

Cummins Engine Company

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20 Styles of Management and its impact on the Interna 21 Cross Cultural Leadership 22 Cross Cultural Leadership 23 Case Study

Indian style of Management

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Differences in managerial behaviour Cultural influences on leaders and their behavioural patterns Sony Corporation: Car Navigation Systems

Lecture Lecture Case Presentation Case Presentation Lecture

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24 Case Study

Arcelik White Goods

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25 Business Ethics with focus on Corporate Governance 26 Business Ethics with focus on Corporate Governance 27 study material 28 Corporate Governance

Business Ethics and Corporate Governance

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Business Ethics and Management of Change in the International Organisation Ciba Geigy P-61, 66, P 67 76]

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Journal Club

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Comparative Analysis of Cultural Patterns in Different Economics and Lecture the issues, which affect the good governance Management of Multinational Companies - Problems & Prospects of MNCs in an International environment Managing Brand ITC: a cultural perspective Case Presentation Case Presentation Case Presentation Case Presentation Case Presentation

29 Management of Multinational companies 30 Case Studies

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31 Case Studies

Proctor & Gamble

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32 Case Studies

Snapple

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33 Case Studies

Warner- Lambert Ireland

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34 Communication and International Negotiation 35 Communication and International Negotiation 36 Communication and International Negotiation 37 Communication and International Negotiation 38 Communication and International Negotiation 39 Communication and International Negotiation 40 Case

Culture and Communication

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Major Obstacles to Intercultural Communication

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Nonverbal Communication

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Subtle art of negotiation

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Major Obstacles to Intercultural Communication

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Managing Negotiation with Multinational Companies

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Case Electrolux

Case Presentation

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International Financial Management [IFM] Luvnica Rastogi Session Plan

1 2 3 4

The foreign exchange market: The foreign exchange market: The foreign exchange market: The foreign exchange market:

Introduction, origins and development of Foreign exchange market Relevant terminology Investments, Techniques and practices. Types of trading activities in FX market, participants in the FX market The role of international currencies, risks in the FX market. Pay-off profile of an FX forward contract Foreign Exchange market Indian forex market, determination of forex rates Forex risk management Introduction, the assumption of perfect capital mobility Interest parity condition The law of one price Purchasing power parity. Relaxing the perfect capital mobility assumption TEST Developments in international Banking. .

Lecture Lecture Lecture Lecture

None None None None

5 6 7

The foreign exchange market: The foreign exchange market: The foreign exchange market:

Lecture Lecture Lecture

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8 9

The foreign exchange market: International parity conditions:

Lecture Lecture Practical Practical Practical Practical Practical Lecture

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10 International parity conditions: 11 International parity conditions: 12 International parity conditions: 13 International parity conditions: 14 TEST 15 Developments in international Banking. 16 Developments in international Banking. 17 Developments in international Banking. 18 Introduction to International Financial Market: 19 Introduction to International Financial Market: 20 Introduction to International Financial Market:

Financing international Trade and Investment

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Investments, Techniques and practices.

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Introduction, Classification

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Role of Globalization

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Implications of globalization on the international financial market

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21 Introduction to International Financial Market: 22 CASE-STUDY DISCUSSION

International Monetary System - its Evolution,present position Of International Monetary System CASE-STUDY DISCUSSION

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Group discussion Lecture Lecture Lecture Practical

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23 Introduction to derivatives : 24 Introduction to derivatives : 25 Introduction to derivatives : 26 Forward and Future Markets and Contract: 27 Forward and Future Markets and Contract: 28 Forward and Future Markets and Contract: 29 Forward and Future Markets and Contract: 30 PRESENTATIONS AND VIVA

Derivatives definitions and Functions Types of derivatives Derivatives market in India Introduction, Scope and nature of Forward Contract

None None None None

The Structure and Types Of Forward Contracts and Markets

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Definition Of Futures Difference Between Futures And Forwards

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Organization Of Exchanges

Home Assignment Case Presentation Case Presentation Lecture Lecture Practical Practical Practical Practical Practical Tutorial Tutorial

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PRESENTATIONS AND VIVA

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31 PRESENTATIONS AND VIVA

PRESENTATIONS AND VIVA

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32 Introduction to Options and swaps: 33 Introduction to Options and swaps: 34 Introduction to Options and swaps: 35 Introduction to Options and swaps: 36 Introduction to Options and swaps: 37 Introduction to Options and swaps: 38 Introduction to Options and swaps: 39 Introduction to Options and swaps: 40 Introduction to Options and swaps:

Introduction to options Option terminology Options pay offs Factors influencing option prices Trading Strategies of Options Put-Call Parity Introduction to swaps,Interest Rate Swaps,Currency Swaps Doubt Session Doubt Session

None None None None None None None None 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. 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 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 examples & Numerical This session will include the brainstorming computation on residential status 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. Practical None

Income Tax Act

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Income Tax Act

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Residential Status

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Scope of Income

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Exempted Incomes

Exempted income under section 10 Incomes which do not form part of Total Income This Practical None session will be devoted on explanation of those incomes which do not form part of Total income and hence come under the Exempted Incomes. Concept of Agriculture Income, Capital Assets Company, Indian Company, Company in Practical None

Agricultural Incomes

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. 8 Assignment & discussions Computation of Income under different Heads Assignment & discussions Practical None

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. 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

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10 Computation of Income under the Head Salary 11 Computation of Income under the Head Salary 12 Computation of Income under the Head Salary 13 under the Head Salary 14 Class test 15 Computation of Income under the Head House proper 16 Computation of Income under the Head House proper 17 Computation of Income under the Head Profits and 18 Computation of Income under the Head Profits and 19 Computation of

Lecture

None

Allowances & perquisites

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None

Calculations required to be made while computing salary

Practical None

Practice questions

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Practical None theoretical framework Lecture None

Practice questions

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theoretical framework

Lecture

None

Practice questions & case studies

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theoretical framework

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None

Income under the Head Capital gain 20 Computation of Income under the Head Capital gain 21 Income of other persons including in assessees to 22 Aggregation of total income 23 Deductions 24 Deductions 25 case studies 26 Rebates and Reliefs 27 Basic Procedures for filing returns, Assessments & 28 Assignment & Discussions 29 Customs duty and law Customs Act 1962 30 Customs duty and law Principles governing levy of and exemption from Customs Duty 31 Customs duty and law Basic principles of Classification and valuation of goods 32 Customs duty and law Customs Authorities, Appointment of customs ports, warehousing stations 33 viva 34 Provisions regarding export import 35 Special provisions 36 Drawback of customs duty paid 37 Doubt sessions Provisions regarding export import Practice questions & case studies Practical None

Income of other persons included in Assessees total income

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None

Aggregation of Income and set off and carry forward of losses

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Deductions from Gross total income Deductions from Gross total income Session on practical questions and case studies Rebates and Reliefs Basic Procedures for filing returns, Assessments &Appeals

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Lecture

None

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Special provisions regarding baggage, goods imported or exported by post Drawback of customs duty paid

Practical None Practical None

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38 Doubt sessions 39 Doubt sessions 40 Doubt sessions

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Course Material 1 2 3 4 5 6 7 8 9 10 residential status incomes exempt from tax Income from salary Income from House Property income tax scheme customs act deductions set off & carry forward of losses income from other sources clubbing of income Reference Books/Material Reference Books/Material Reference Books/Material Reference Books/Material Reference Books/Material Reference Books/Material Reference Books/Material Reference Books/Material Reference Books/Material Reference Books/Material Download Download Download Download Download Download Download Download Download Download

Managerial Accounting [MA] Mr Ashu Jain Session Plan

Introduction of the Subject and Session plan Importance of Management Accounting The scope of inter-relationship between Financial, Basic Principles of Management accounting concepts of Management accounting Introduction to Cost and Management accounting Cost sheet

Explanation of the Session plan, Case study, Projects and Assignments. Different basis to prove How Management Accounting is important for an organization. Relationship between Financial accounting, Cost accounting and Management accounting Principles of Management accounting

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None

Lecture

None

Lecture

None

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5 6

Concepts of Management accounting An Introduction- What is Cost accounting? What is Management accounting? Different aspects to prepare Cost sheet (Assignment 5 Marks)

Lecture Lecture

None None

Home Assignment Home Assignment Lecture Lecture Case Presentation Case Presentation Lecture Lecture Lecture Lecture Practical Lecture Lecture Lecture

None

Cost sheet

Different aspects to prepare Cost sheet (Assignment 5 Marks)

None

Material Cost

How to calculate Material cost How to calculate Material cost Process based Costing (Case Study Approach)

None None None

10 Material Cost 11 Process Costing

12 Process Costing

Process based Costing (Case Study Approach)

None

13 Marginal costing 14 Marginal costing 15 Cost Volume Profit Relationship 16 Cost Volume Profit Relationship 17 INTERNAL ASSESSMENT 18 Methods of Inventory Control 19 Methods of Inventory Control 20 Methods of Inventory Control

Marginal Costing (Difference between Units) Marginal Costing (Difference between Units) Relationship between Cost volume and Profit Relationship between Cost volume and Profit Class Test(5 marks) Different methods of Inventory Control Different methods of Inventory Control Different methods of Inventory Control

None None None None None None None None

21 Economic Order Quantity 22 Reorder level 23 LIFO, FIFO Systems

Point of Economic Order Quantity Point of Reordering material Methods to evaluate closing stock i.e. LIFO Method and FIFO method Methods to evaluate closing stock i.e. LIFO Method and FIFO method Costing on the basis of Activity done (Case Study Approach)

Lecture Lecture Lecture

None None None

24 LIFO, FIFO Systems

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None

25 Activity based Costing

Case Presentation Case Presentation Lecture Lecture Lecture Lecture Lecture Lecture Lecture Lecture Practical Case Presentation Case Presentation Case Presentation Practical Practical

None

26 Activity based Costing

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

None

27 Standard Costing 28 Standard Costing 29 Material Labour and Overheads 30 Material Labour and Overheads 31 Variance analysis 32 Variance analysis 33 Budgeting techniques 34 Budgeting techniques 35 INTERNAL ASSESSMENT 36 ABC analysis

Standard Costing Standard Costing Material cost, labour cost and Overheads Material cost, labour cost and Overheads Variance analysis Variance analysis Different techniques of Budgeting Different techniques of Budgeting Class Test(5 marks) Analysis on the basis of ABC Costing (Case Study Approach)

None None None None None None None None None None

37 ABC analysis

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

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38 ABC analysis

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

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39 INTERNAL ASSESSMENT 40 INTERNAL ASSESSMENT

Viva(10 marks) Viva(10 marks)

None 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. Advanced Grammar: Syntax, Tenses, Voices Lecture None

Business/Technical Language Development Business/Technical Language Development Assignment # 1 Social Communication Social Communication Business Communication

Lecture

None

Advanced Vocabulary skills: Jargons, Terminology, Colloquialism Individualized pronunciation practice formal report writing Building relationships through Communication Communication, Culture and Context Entertainment and Communication Informal business/ Technical Communication Reading Business/ Technical press Listening to Business/ Technical reports (TV, radio) Researching for Business /Technology CLASS TEST Planning and getting started Design and layout of presentation Information Packaging Making the Presentation Feedback and end term revision of syllabus.

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None

4 5 6 7

Practical None Lecture Lecture Lecture None None None

8 9

Business Communication Evaluation # 2

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None

Practical None Practical None Practical None Practical None

10 Presentations 11 Presentations 12 Presentations

Course Material 1 Master Session Plan Reference Books/Material Download

Management

LEVELS OF STRATEGY Strategic Management Process is across 4 levels- Corporate Level-

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Process

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 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

Case Study: Nintendo Disruptive Strategy 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.

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Role of environment The value chain of an organization covers all its primary and support activities. Practical None on strategy Value Management reviews each of these before deciding on strategy. A firm's margins depend chain analy 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 Internal Environment The value chain of an organization covers all its primary and support activities. Practical None 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

External environment

The External Environment PESTLE The macro external environment and the industry Practical None 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. 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

10 Global business environment

11 Case Study: Mattel Toys Recall and Recovery 12 Assignment 2#

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Session 11 and 12: Analyse the successes and failures of your chosen firm vis a vis their Practical None 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. The Vision, Mission, Business Definition and the Goals and objectives of a Global Company Practical None 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

13 Vision, Mission, Business Definition, Goals and Ob

14 Vision, Mission, Business Definition, Goals and Ob 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

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16 Formulating International Strategies Generic stra 17 Grand strategies

Compliance with CSR and environmental regulations, image and r

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Grand Strategies provide basic direction for strategic actions. There are many options that Practical None 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 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

18 Assignment 4#

19 Case Study: Samsung Design and Product Strategy 20 Revision and Consolidation

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Course Material

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26

Session 1 Session 1 Session 1 Session 1 Session 2 Session 2 session 2 Session 3 Session 3 Session 3 Session 3 Session 3 Session 4 Session 4 Session 4 Session 5 Session 5 and 6 Session 7 Session 7 Session 7 Session 7 Session 7 Session 7 Session 7 Session 7 Session 8

Reference Books/Material Reference Books/Material Reference Books/Material Reference Books/Material Reference Books/Material Reference Books/Material Reference Books/Material Reference Books/Material Reference Books/Material Reference Books/Material Reference Books/Material Reference Books/Material Reference Books/Material Reference Books/Material Reference Books/Material Case Study Assignment Reference Books/Material Reference Books/Material Reference Books/Material Reference Books/Material Reference Books/Material Reference Books/Material Reference Books/Material Reference Books/Material Reference Books/Material

Download Download Download Download Download Download Download Download Download Download Download Download Download Download Download Download Download Download Download Download Download Download Download Download Download Download

WTO & INTERNATIONAL REGULATORY ENVIRONMENT [WTO & IRE] Debashish Choudhary Session Plan 1 Introduction Meaning and relevance of regulation. Domestic & International regulatory bodies. Explain the to the course assignment along with the date and the weight ages . 1. MEANING OF BSUINESS The Economic Environment of Business Critical elements of Business Difference between Business & Commerce Practical None

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2. NATURE OF Business in current outlook Present Indian Scenario Drivers of globalization Globalization & the MODERN environment Globalization & International Business BUSINESS INTERNAL Impact of Micro Environment Internal Regulatory Environment Securities & Exchange Board of India ENVIRONMENT (SEBI) Case studies references will be given to the groups. EXTERNAL Environment of international business & its significance Impact of Macro environment Meaning & ENVIRONEMNT Relevance of PESTEL Analysis. Daniels, John, Radebaugh H LEE & Sullivan Daniel, (2004), International Business Environment & Operations, 10th E.d. Pearson Education. CASE STUDY ON PESTEL ANALYSIS INTERNAL ASSESSMENT 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),

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

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INTERNAL ASSESSMENT

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Theories of trade

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10 Theories of trade 11 Export Marketing

Theory of competitive advantage Role, significance in regulatory international trade. Peter, Michael E. Practical None (1991) the Competitive Advantage of Nations. The Macmillan Press Ltd. 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

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book procedures, (2006) volume I, Business Database publishing company http://www.pib.nic.in/archieve/eximpol/eximpolicy2002 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 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

14 Tariff

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15 INTERNAL Individual Viva (Module 1 & 2) ASSESSMENT COMPONENT II 16 INTERNAL Individual Viva (Module 1 & 2) ASSESSMENT COMPONENT II 17 International Trade Environment 18 Tariff Negotiation 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 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.

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19 Barriers and regulators of Trade.

Non technical barrier to trade. Subsidies -- Role in regulating trade. Unfair trade practices Rao, Palle Practical None 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. Meaning, relevance, conditions, benefits of economic zones. Unilateral and bilateral trade. Foreign Practical None 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. Meaning, relevance, conditions, benefits of economic zones. Unilateral and bilateral trade. Foreign Practical None 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

20 Special Economic Zones (SEZS) and its relevance i

21 Special Economic Zones (SEZS) and its

relevance i

http://www.foraproletarianparty.net/workers_And_peasant_struggle/SEZ_of_India_and_China_Model.htm http://www.sethassociates.com/special_economic_zones.php. Antidumping and its impact on regulating trade. Safeguard and Countervailing measures. Pre Practical None 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

22 Measures for protecting and regulating trade of de

23 INTERNAL Project & Presentation P1 10 Eximpolicty to Foreign Trade Policy regulatory implications on particular ASSESSMENT sector of the Indian economic. COMPONENT III 24 INTERNAL Project & Presentation P1 10 Eximpolicty to Foreign Trade Policy regulatory implications on particular ASSESSMENT sector of the Indian economic. COMPONENT III 25 MEASURES TO REGULATE TRADE ENVIRONMENT 26 Regulators to International Trade. 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, (20022003) Developing County Trade Policy Reform and the WTO. CATO Journal, Vol. 19 (2000-3), pp403-423 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

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27 Trade Related Intellectual Property Rights (TRIPS)

Copy right Patents Product and process Geographical locations Trademarks. Industrial designs. Practical None 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 Local Content Requirement Trade Balancing Requirement Foreign Exchange Balancing Requirement Practical None 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.

28 Trade Related Intellectual Property Rights (TRIPS)

29 INTERNAL Project & Presentation P2 10 WTO and its regulatory implications on particular sector of the Indian ASSESSMENT economic (selected in P1) COMPONENT IV 30 INTERNAL Project & Presentation P2 10 WTO and its regulatory implications on particular sector of the Indian ASSESSMENT economic (selected in P1) COMPONENT IV 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) 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)

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32 Arbitration

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33 General All the four modes of services. Shenkar, Oded & Yadang Lou, (2004) International Business, John Wiley & Practical None Agreement on Sons Cherunilum, Francis (2002) Business Environment Text & Cases, 12th Ed. Himalya Publishing House. Trade and Rao, Palle Krishna, WTO text and cases, Excel Books. A Handbook by Bernard Hekman, Aditya Mattoo Services --Development, Trade and WTO, An Introduction to the WTO Agreements by Bhagirath lal Das (GATS) 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 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 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 Consultation Panel Appeal and Consideration in DSB(Dispute Settlement Body) Practical None

35 All the four modes of services.

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36 All the four modes of services.

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37 Dispute Settlement Process 38 Dispute

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Implementation of Recommendation

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Settlement Process 39 Dispute Settlement Process 40 Dispute Settlement Process Compensation and Suspension of Concession Cross-sector and Cross-agreement Suspension Practical None

Special case of Anti-Dumping

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Course Material 1 2 3 4 5 The Roots of WTO The Structure of WTO Understanding WTO US firm plans to sell 'Bhang' chocolates SPS Reference Books/Material Reference Books/Material Reference Books/Material Reference Books/Material Reference Books/Material Download Download Download Download Download

OPERATIONS AND SUPPLY CHAIN MANAGEMENT [OSCM]

Prof Harish Jain Session Plan Course Material 1 Assn 2 Assignment Download

Kanishk Jain Session Plan 1 2 3 Introduction Introduction Competitive Advantage through POM Competitive Advantage through POM Competitive Advantage through POM Competitive Advantage through POM Competitive Advantage through POM Competitive Advantage through POM Competitive Advantage through POM -Significance of POM in business -POM model and its elements -Scope of POM -History of POM Critical Factors for gaining competitive advantage Lecture Lecture Lecture None None None

Critical Factors for gaining competitive advantage

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None

Operations Models

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None

Operations Models

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Operations Models

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None

Operations Models

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None

Operations Models

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10 Competitive Advantage through POM 11 Product

Case Discussion

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-Product levels, types, categories -Product design and development -Commercial production and launch -Product levels, types, categories -Product design and development -Commercial production and launch -Types of productive systems -Types of production processes -Comparison of production processes

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12 Product

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13 Processes and Technology 14 Processes and Technology

Lecture Lecture

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15 Processes and Technology 16 Forecasting

Case Discussion -Significance of forecasting for operations management -Forecasting techniques -Mathematical models and their practical applications -Forecasting errors. -Laws of forecasting and how they affect operations -Long range and aggregate output planning -Master production schedules

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17 Forecasting 18 Forecasting 19 Operations Planning and Scheduling 20 Operations Planning and Scheduling 21 Quality Management 22 Quality Management 23 Quality Management 24 Quality Management 25 Performance improvement in operations 26 Performance improvement in operations 27 Performance improvement in operations 28 Operations Management in the Indian context 29 Operations capacity 30 Operations capacity 31 Site Location and Layout Planning 32 Site Location and Layout Planning 33 Supply Chain Management 34 Supply Chain Management 35 Supply Chain Management

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-Functional planning and production control -Operations scheduling -Case discussion Quality Management SQT, AS,SQC,SPC SQT, AS,SQC,SPC -Practical Applications -Case Discussion -Latest techniques in operations management -Just-In-Time technique

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Lecture Lecture

None None

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-Ergonomics and work study -Case discussion

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-Ergonomics and work study -Case discussion

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-Implementation of operations management techniques by Indian companies -Case discussion -Capacity measures -Capacity planning process -Evaluation of alternatives for capacity expansion

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Lecture Lecture

None None None None None None None

-Factors affecting site location decisions -Evaluation of site location options Lecture -Objectives of layout planning -Types of layouts -Designing of layouts -Basic Concepts -Characteristics of business partners of a supply chain -Elements of supply chain management systems -Demand management, customer service management Lecture Lecture Lecture Lecture

36 Supply Chain Management 37 Supply Chain Management 38 Supply Chain Management 39 Supply Chain Management 40 Supply Chain Management

-Demand management, customer service management -Procurement, Outsourcing, supplier relationship management -Procurement, Outsourcing, supplier relationship management -Physical distribution management, returns management Case Study

Lecture Lecture Lecture Lecture

None None None None

Practical None

Course Material 1 2 3 4 5 6 7 8 9 Session Plan Plant Location-Factors Plant Location-Evaluation Types of Plant layout Basic Concepts of SCM Assignment No-1 Demand Management-Case Study Assignment No-1(a) Assignement No-2 Evaluation Criteria Reference Books/Material Reference Books/Material Reference Books/Material Reference Books/Material Assignment Case Study Assignment Assignment Download Download Download Download Download Download Download Download Download

E - COMMERCE [E - COMMERCE]

Ms Seema Sahai Session Plan 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 Module III: E-Business Models, E- Marketing, E-Tai Module III: E-Business Models, E- Marketing, E-Tai Module III: E-Business Models, E- Marketing, E-Tai Module III: E-Business Models, E- Marketing, E-Tai Module III: E-Business Models, E- Marketing, E-Tai Module III: E-Business Models, E- Marketing, E-Tai Module III: E-Business Models, E- Marketing, E-Tai Module III: E-Business Models, E- Marketing, E-Tai Module III: E-Business Models, E- Marketing, E-Tai Module III: E-Business Models, E- Marketing, E-Tai Module IV: Electronic Payment Systems & E-Securit Module IV: Electronic Payment Systems & E-Securit Module IV: Electronic Payment Systems & E-Securit Module IV: Electronic Payment Systems & E-Securit Module IV: Electronic Payment Systems & E-Securit Module IV: Electronic Payment Systems & E-Securit Module IV: Electronic Payment Systems & E-Securit Module IV: Electronic Payment Systems & E-Securit Module IV: Electronic Payment Systems & E-Securit Module IV: Electronic Payment Systems & E-Securit E-business & various models E-business & various models E-business & various models E-business & various models E-marketing & advertising E-marketing & advertising E-marketing & advertising E-marketing & advertising E-Tailing E-Tailing E-banking E-banking Payment System Models Payment System Models The Risks & threats in Cyberspace The Risks & threats in Cyberspace Protection and Recovery -Encryption Legal & ethical issues E-governance Cyber Laws: A Global Perspective Lecture Lecture Lecture Lecture Lecture Lecture Lecture Lecture Lecture Lecture Lecture Lecture Lecture Lecture Lecture Lecture Lecture Lecture Lecture Lecture None None None None None None None None None None None None None None None None None None None None

Course Material 1 2 Basic Intro Reference Books/Material Reference Books/Material Download Download

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E-comm e-payments e-payment frauds

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FOREX BANKING [FB] Payal Singh Session Plan 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 The Nature and Role of Financial System The Nature and Role of Financial System The Indian Financial System (Banking System Pre 19 The Indian Financial System (Banking System Pre 19 The Indian Financial System (Banking System Post 1 The Indian Financial System (Banking System Post 1 ASSIGNMENT + GD GD RBI RBI SEBI SEBI Case Study Case Study Commercial Banks Commerial Banks + Foreign Banks Lecture Lecture Lecture Lecture Lecture Lecture Practical Practical Lecture Lecture Lecture Lecture Practical Practical Lecture Lecture None None None None None None None None None None None None None None None None

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Foreign Banks Capital Market Capital + Money market Money Market heories of the level and structure of Interest Rat heories of the level and structure of Interest Rat

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Course Material 1 2 Session Plan Lecture 1 Reference Books/Material Reference Books/Material Download Download

Arun Goal Session Plan 1 2 3 4 5 6 7 8 9 10 11 12 13 Nature of Forex Market Purchasing Power Parity Theory Interest Rate Parity Theory International Fishers effect Derivatives future options & Swaps Derivatives & derivative market comparison Definition, meaning & concept of international cap Euro currencies market Salient features of Euro currencies market Segments of Euro currencies market 1. Euro Credit market 2. Euro bounce market 3. Euro deposits market Practical Practical Practical Practical Practical Practical Practical Practical Practical Practical Practical Practical Practical None None None None None None None None None None None None None

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4. Euro Notes market Financial Globalisation Regulation of currencies

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GLOBAL CORPORATE SOCIAL RESPONSIBILITY & SUSTAINIBILITY MANAGEMENT [GCSR & SM] Mr L Raghavan Iyer Session Plan 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 Introduction to the subject and meaning of CSR Who are stake holders and their needs Why study CSR What is CSR and What is not CSR Issues in CSR Benefits of adopting CSR Institutionalising CSR Concept of Triple bottom line( people,Planet and profit) The strategic lens ESCS framework Building positive brand building Crisis management CSR plan for short term,medium term and long term Implementation perspective Organisational issues Economic issues Social issues Principles of sustainable management Practical Practical Practical Practical Practical Practical Practical Practical Practical Practical Practical Practical Practical Practical Practical Practical Practical None None None None None None None None None None None None None None None None None

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Integration of SM with commercial and economic issues Global issues and framework Bottom of the pyramid CSR for market opportunity Energy environment and social audits Energy and environmenr performance bench marking EMS ISO14000 Occupational health and safety ISO 18000 Social audit SA 8000 Life cycle assessment Greening the SCM Sustainability reporting GIS applications Presentations will be there individually as part of assessment Presentations will be there individually as part of assessment Presentations will be there individually as part of assessment Presentations will be there individually as part of assessment Group presentation issues addressed by companies on SM and CSR Group presentation issues addressed by companies on SM and CSR Group presentation issues addressed by companies on SM and CSR Group presentation issues addressed by companies on SM and CSR Group presentation issues addressed by companies on SM and CSR News paper clipping will be given and discussed in class News paper clipping will be given and discussed in class

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