MSC IE Syllabus

Department of Professional Studies
CURRICULUM DOCUMENT
Master of Science (Innovation and Entrepreneurship)2020-

21
Christ (Deemed to be University),

Bangalore Central Campus
Karnataka, India
www.christuniversity.in
Curriculum Document: Master of Science (Innovation and Entrepreneurship) 2020-21
prepared by the Department of Professional Studies and approved by the Academic Council,
Christ (Deemed to be University), Bangalore, India.
Published by the Centre for Publications, Christ University, Hosur Road, Bangalore - 560 029,
India.
publications@christuniversity.in
2020
Index
S. No. Contents Page. No.

1. Department Overview 0
2. Department Vision and Mission 0
3. Introduction to the Programme 0
4. Programme Objectives and Outcomes 0
5. Programme Specific Outcomes 0
6. Programme Structure 0
7. Mapping of Program Structure with Programme Outcomes (PO) 0
and Programme Specific Outcomes
8. Semester wise Syllabus
I Semester 0
II Semester 0
III Semester 0
IV Semester 0
7. Pedagogy 0
8. Evaluation Pattern 0
Department of Professional Studies
Master of Science (Innovation and Entrepreneurship)
Department of Professional Studies (DPS) offers some of the most unique and inter-disciplinary
courses in the field of commerce and management. It was established in the year 2002 as Centre
for Career Advancement (CCA), and later upgraded to Department of Professional Studies in
2007. The department aims at professional training for wider career opportunities. This is
achieved through value enhancement programmes (Add-on courses and programmes) along with
the academic degrees to equip the students to meet the challenges and prospects of contemporary
academia and the corporate sector. All courses of the department are conducted by academicians
and highly qualified practicing professionals.
Soft Skills and Activity Sessions (SSA) are a compulsory component of every programme of the
department and is assigned to make the students excel in soft skills, team work, communication,
public speaking, debates, general knowledge etc. By the end of Second year of PG, each student
is expected to conduct at least two training sessions as a professional trainer in the other
departments of the university or in other institutions.
Master of Science (Innovation and Entrepreneurship) program is designed to provide the tools
necessary for starting independent businesses. It also gives students practical experience in
research, commercialisation and proactively work in projects in risky market environments. This
Programme provides an opportunity for skill up gradation through higher education focussed on
innovation and entrepreneurship and is imparts knowledge on the requirements of the creation of
start ups and to organize the family business.
With a focus on the Corporate Residency aspect that ensures to bring in insights on learning,
focused entrepreneurship and networking opportunities. This program will facilitate the students
with competencies and knowledge in key business functional areas, understand the changing
business environment and apply the new business management solutions in terms of start-up
ideas. The new start-ups ideas are well supported with the network of people and can incubate
the start ups with right direction so that the idea flourishes into a sustainable business.
With the start up ecosystem in India and especially in Bangalore helps in brining the new ideas
to start-up. The initiatives is to bring about the economic growth a need is felt for the
entrepreneurs and innovations to provide employment to the people and also generate a
sustainable business model. The focus is on creation of incubation and management of existing
family businesses.
Vision: To develop into a Centre of Excellence in Education, Training and Research in the
field of Commerce and Management
Mission: To impart holistic education through state-of-the-art technology with the aim of
producing professionals in the field of commerce and management, and also to launch new
programmes to bridge the gap between academia and the corporate sector by meeting
stakeholder requirements.
Aim and Purpose

Master of Science (Innovation and Entrepreneurship)programme aims to nurture professionals
who become change agents asstartups, advising the corporate and thereby bring in higher
standards in corporate governance and due diligence for sustainable socio-economic growth of
the Nation.
Programme Objectives
1. To develop higher levels of innovation and entrepreneurship skills
2. To create the entrepreneurs of quality and competence
3. To nurture the skills of the start up community with innovation
4. To develop the ideas of entrepreneurs into start-ups
5. To foster innovations and new ventures.

Programme Outcomes
1. Discuss the concepts of Innovation and Entrepreneurship
2. Analyze opportunities to interpret organizational output and efficiency
3. Apply critical thinking skills by identifying and analyzing entrepreneurship issues using the
relevant framework.
4. Analyze, interpret and apply concepts of innovation and entrepreneurship for business
decision-making.
5. Execute the best practices of Innovation and Entrepreneurship.
6. Exhibit the knowledge of entrepreneurial qualities and explore entrepreneurial opportunities
7. Work effectively and professionally in teams
8. Analyze and evaluate ethical problems that occur at all levels of business decision making
Programme Specific Outcomes

PSO1:The students will be able to demonstrate, co-create new avenues in business, consultancy
and entrepreneurship.
PSO2:Identify global business trends in economy and enable students to create innovative
solutions through incubations and for start ups.
PSO3:Demonstrate and implement problem solving techniques, critical thinking, and to create
sustainable business models.
PSO4:Demonstrate and implement emerging business models in entrepreneurship.
PSO5:Demonstrate and implement entrepreneurship by creating jobs and supporting the

economy.
Programme Structure
Master of Science (Innovation and Entrepreneurship)
2020-21
Type of
Course Core/ No of
Title of the Course the Credits Marks
Code Elective Hrs
Course*
SEMESTER – I
MIE131 Business Management and Organization Theory Core 60 4 100
Behaviour
MIE132 Entrepreneurship Theory & Practice Theory Core 60 4 100
MIE133 Design Thinking and Innovation Theory Core 60 4 100
Management
MIE134 Business Economics Theory Core 60 4 100
MIE135 Accounting for Entrepreneurs Theory Core 60 4 100
MIE136 Business Analytics –I Theory Core 60 4 100
MIE112 Experiential Learning – I Practical Core 30 2 50
MIE111 Holistic Education Theory SEC - - -
SEMESTER – II
MIE231 Start-up Eco System in India Theory Core 60 4 100
MIE232 Marketing Management for Entrepreneurs Theory Core 60 4 100
MIE233 Financial Management for Entrepreneurs Theory Core 60 4 100
MIE234 Business and Market Research Theory Core 60 4 100
MIE235 Legal and Regulatory Aspects of Theory Core 60 4 100

Business
MIE236 Business Analytics - II Theory Core 60 4 100
MIE212 Experiential Learning - II Practical Core 30 2 50
MIE211 Holistic Education Theory SEC 12 2 -

SEMESTER – III
MIE331 Business Strategy Theory Core 60 4 100
MIE332 Logistics & Supply Chain Management Theory Core 60 4 100
MIE333 Financial Markets & Services Theory Core 60 4 100
MIE334 Entrepreneurial Finance Theory Core 60 4 100
MIE335 Costing for Decision Making Theory Core 60 4 100
MIE336 New Venture Creation & Management Theory Core 60 4 100
MIE337 Experiential Learning – III Practical/ Core 30 2 50
Type of
Course Core/ No of
Title of the Course the Credits Marks
Code Elective Hrs
Course*
Project
SEMESTER – IV
MIE431 Business Taxation Theory Core 60 4 100
MIE432 Family Business Management Theory Core 60 4 100
MIE433 Consumer Behaviour & Customer Theory Core 60 4 100
Relationship Management
MIE434 Business Leadership & Communication Theory Core 60 4 100
MIE435 Corporate Governance, Ethics & Social Theory Core 60 4 100
Responsibility
MIE436 Business Plan Practical/ Core 60 4 100
Project
Total 104
* Ability Enhancement Compulsory Course (AECC), Skill Enhancement Course (SEC),

Discipline Specific Elective (DSE), Generic Elective (GE).
Mapping of Program Structure with Programme Outcomes (PO) and
Programme Specific Outcomes (PSO)
Programme Programme Specific

Title of the Course
Outcomes Outcomes
Business Management and Organisational PO 1, 3, 4, 8 PSO 1, 3
Behaviour
Entrepreneurship Theory & Practice PO 1, 2 PSO 1, 2, 5
Design Thinking and Innovation PO 2, 3, 5 PSO 1, 2, 3, 5
Management
Business Economics PO 2, 6 PSO 2, 3, 4, 5
Accounting for Decision Making PO 3,4, 7 PSO 1, 3, 5
Business Analytics I PO 2, 4, 8 PSO 1, 2, 3
Experiential Learning 1 (Industry PO 3, 8 PSO 1, 2, 3
Internship / Teaching Practice/Lab)
Holistic Education PO 1, 2, 5 PSO 1, 2
Start-up Eco System in India PO 1, 2, 3, 4, 6, 7, 8 PSO 1, 2,
Marketing Management for Entrepreneurs PO 2, 4, 6, 8 PSO 1, 2, 4
Financial Management for Entrepreneurs PO 2, 4, PSO 1, 2, 4
Business and Market Research PO 2, 8 PSO 2
Legal and Regulatory Aspects of Business PO 1, 5 PSO 1
Business Analytics II PO 2, 8 PSO 2, 4, 5
Experiential Learning Marketing PO 3, 8 PSO 1, 2, 3
Feasibility Study
Holistic Education PO 1, 2, 5 PSO 1, 2
Business Strategy PO 2, 4, 8 PSO 2, 3, 4, 5
Logistics & Supply Chain Management PO 3, 5 PSO 2, 3
Financial Markets & Services PO 3, 5, 8 PSO 1, 2, 4
Entrepreneurial Finance PO 3, 4 PSO 1, 2, 4
Costing for Decision Making PO 4, 6, 8 PSO 3, 5
New Venture Creation & Management PO 4, 6, 7 PSO 1, 2, 4, 5
Experiential Learning - Business Plan PO 3, 8 PSO 1,2, 3
Finalization
Business Taxation PO 2, 4 PSO 3, 5
Family Business Management PO 1, 4 PSO 1, 2, 3
Consumer Behaviour & Customer PO 4, 5 PSO 3, 5
Relationship Management
Business Leadership & Communication PO 2, 8. PSO 4, 5
Corporate Governance, Ethics & Social PO 5, 7 PSO 4, 5
Responsibility
Business Plan PO 2, 3, 4, 6, PSO 1, 3, 4, 5
Course Name: Business Management and Course Code: MIE131
Organizational Behavior
Total number of hours: 60 Credits: 4
Course description: This course blends Principles of Management and organizational behavior
knowledge to provide learners with a better understanding of how the organization attempts to
accomplish its goals.
Course outcomes: By the end of the course the learner will be able to:
1. Critically analyze, evaluate and apply POLC framework, organizational behavior theories,
practices and issues to formulate appropriate strategies and solutions in diverse business
contexts.
2. Integrate relevant theories, evidence from research to analyze the impact of organizational
behavior issues on strategic planning, business decision making and organizational effectiveness
3. Effectively communicate concepts and arguments in a logical and coherent manner and work
collaboratively.
Unit 1: Introduction Hours: 10
Introduction to Planning, Strategic Planning Process - Vision, Mission, Goals, Objectives, Hierarchy of
objectives, Situational analysis / Internal and External Analysis Organizational Goals - importance,
purpose, Management by objectives (MBO), Types of objectives, MBO process, Planning through
MBO – practical insights, Dimensions of Plans – Repetitiveness; Time; Level; Scope; Broadness;
Planning Premises, Types of Planning Premises, Max E.Douglas model for writing effective objectives,
Planning Tools and Techniques, How design thinking can turn your strategy into reality, using Design
Thinking to support strategic planning. Michael Porter 5 forces analysis, Strategy Formulation,
Balanced Score Card (BSC), BSC vs MBO, Decision making and execution.
Unit 2:Positive Organizational Behavior as a source of Sustainable Competitive Advantage

Hours:10
Personality, Attitude, Perception, Emotions and Individual Behavior.
Personality – MBTI, The Big Five Model, Personality types in different cultures, Personality attributes
influencing OB. Positive psychology
Attitude: Formation, components of attitudes, attitude vs behavior

Perception, Perceptual Process, Perceptual Distortions – Stereotyping, Halo Effect, Contrast Effects,
Self-fulfilling prophecy, Projection, Contrast Effects, Impression Management, Attribution Theory,
Attributions across cultures. The link between perception and individual decision making, Emotions:
Emotional intelligence, self-awareness, self-management, social awareness, professional relationship
management at internship. Organizational Citizenship Behaviour, slacking in organizational
structures, Organizational Behaviour techniques to stop Bad Behavior From Destroying Your
Organization. Demonstration of Ethics and Professional Behaviour.
Unit 3:Managing Organizational Structure and Conflict Management in Work Teams
Hours: 10
Design business units and functions to respond effectively to customers; Drive strategy down to
operations and align front-line employees to their company's strategic objectives, Classification of
Organization – Formal and Informal – Types of Organizational Structure – Formal (Line, Staff,
Functional, Matrix, Project, Hybrid, Virtual, Network…) and Informal structure, Adaptive
Organizational Design, Organizing job tasks and employees like great companies - specialization,
Centralization, Decentralization, Formalization - Span of Control – Narrow & Broad – Authority &
Responsibility. Group Development, Foundations of Group Behaviour, Stages of Group Development,
Turning Groups into Effective Teams, Managing Work Teams, Types of Work Teams – Self-Directed
Teams, Workplace Diversity, Conflict Management Techniques, Managing generational differences,
Best practices for Organizing Tasks and Creating High Performance Teams. Challenges in building and
managing teams
Unit 4: Self Managing Leadership, Leading Others and Organizational Transformation Hours:10
Leading the self, Leading others, Shaping the organizational culture, Building community through
Servant Leadership. Directing energy to achieve anything, Self-Leadership Personal Identity – creating
individual work identity, Leadership styles – Basic, Two-dimensional Leadership styles, – Job Centered
& Employee Centered, Total Leadership, Management by Exception, Management by Walking around,
Open Door Policy, Emotional Intelligence for Effective Leadership. Leadership across cultures,
understanding individual behavior, Motivating Employees – Theories of Motivation – Content and
Process theories, Organizational Behaviour Models – Autocratic, Cusodial, Supportive, Collegial,
Managing cross-cultural motivational challenges, Leadership communication - modeling the
appropriate desired behavior.
Unit 5: Organizational Culture Hours: 10
Individual and Organizational Culture, Impact of Organizational culture on strategy implementation,

how culture eats strategy for breakfast, Types of Organizational Culture, Organization Cultural Models –
Edger Schein, Robert Cooke, Hofstede Model, Charles Handy, Threats to Organizational Culture, Open
Door Policy. Organizational Change Management, Planning Organizational Change, Change
Management Process, Personality & change management - eight personalities involved in Change
Management Programme, Lewin’s Model, ADKAR Model, Kotter’s Model, Best practices in Change
Management. Mc Kinsey 7s change model.
Unit 6:Organizational Control Systems Hours: 10
Meaning and importance - Relationship between Planning and Control, Types of control systems are
available to executives: (1) output control, (2) behavioral control, and (3) clan control. Steps in
controlling – Controlling for Organizational Performance, Types of Control - (a) timing, (b) designing
systems, (c) management levels, and (d) Responsibility, Methods of establishing control techniques,
Managing Human Resources - identifying and retaining competent employees, Employee Performance
Management, Strategy implementation and control.
Essential References:
1. Stepehn P.Robins, Mary Coulter and Agna Fernandes, (2019), Management, Pearson
2. Stephen P. Robins and Timothy A.Judge, Neharika Vohra, (2016),Organizational Behaviour,

Pearson
3. Chandrani Singh, (2016), Principles and Practice of Management and Organisational Behaviour.
4. Richard L.Daft, (2012), Principles of Management, Cengage Learning.
Recommended References:
1. Harvard Business Review case studies, https://hbr.org/store/case-studies

2. Case Centre, https://www.thecasecentre.org/main/
Course Name: Entrepreneurship Theory Course Code: MIE132
& Practice
Course description: This course gives the learners a conceptual framework of the business
environment in which the entrepreneurs operate, ways to start a new venture - creating
organizational and business plan and creating strategies for growth of the venture. This is
designed to immerse students into the entrepreneurial process of new venture creation. The
course therefore provides students with an understanding of the role and personality of the
entrepreneur, and a range of skills aimed at successful planning of entrepreneurial ventures.
1. Develop an understanding of the nature of entrepreneurship.
2. Understand how to identify opportunities (problems), develop creative solutions and
build a viable business model around these.
3. Identify and understand the driving forces of new venture success and to develop skills
in innovation and business planning for entrepreneurial ventures.
4. Able to implement the ethical and legitimacy challenges that face entrepreneurs with
new ventures.
Unit 1:The entrepreneurial perspective Hours: 10
Evolution, Characteristics, Nature, Types, Functions of Entrepreneur - Distinction between an

Entrepreneur and a Manager, Concept, Growth of Entrepreneurship in India, The
entrepreneurial perspective, the entrepreneurial decision process, Types of start ups, role of
entrepreneurs i economic development, the future of entrepreneurs, entrepreneurial process,
manager vs entrepreneur decision making, intrapreneurship.
Unit 2:The individual Entrepreneur Hours: 10
Entrepreneurial feelings, entrepreneur background and characteristics, motivation role models

and support systems, male versus female entrepreneurship, entrepreneurs versus inventors, the
nature of international entrepreneurship, international versus domestic entrepreneur.
Unit 3:Theories of entrepreneurship Hours: 10
Entrepreneur, Theories of entrepreneurship: Economic, Classical, Neo Classical, Austrian

Market process, Psychological, Personality Traits, Need for achievement, Sociological,
Anthropological entrepreneurial, Opportunity based Entrepreneurship theory, Resource based
Entrepreneur, Financial Capital/ Liquidity, Social Capital or Social Network Theory.
Unit 4:Types of entrepreneurs Hours: 10
Clarence Danhof Classification, Arthur H. Cole Classification, Classification on the Basis of

Ownership, Classification Based on the Scale of the Enterprise, Entrepreneurial Motivation,
Entrepreneurial Motivation – The Needs Framework, Manifest Needs Theory.
Unit 5:Creating and starting the Venture Hours: 10
Sources of new Idea, methods of generating ideas, creative problem solving, opportunity
recognition, product planning and development, opportunity recognition, Business Structure,
Creating a Business Plan, Market Size Analysis, E-commerce and start ups, financial support
for Business Plan, Regulations to set up a and Laws, Legal issues in setting up the organization,
patents, business methods patents, trademarks, copyrights, trade secrets, licensing, product
safety and liability, insurance, contracts
Unit 6:Managing And Growing The New Venture or a Business Hours: 10
attractiveness of a new entry opportunity- entry strategy for new entry exploitation- risk
reduction strategies for new entry exploitation- growth strategies- economic implications of
growth- implications of growth for the firm- overcoming pressures on existing financial
resources- financial control- overcoming pressures on existing human resources- overcoming
pressures on the management of employees- overcoming pressures on entrepreneurs time-
implications of firm growth to the entrepreneur. Sustaining a Business, Managing cash flows,
Employee Buy-in, Government Incentives and Resources.
1. Hisrich, Robert. Michael Peters and Dean Shepherd, Mathew. (2014). Entrepreneurship. New
Delhi: Tata McGraw-Hill Education.
2. Poornima M(2014), Entrepreneurship Development and Small Enterprise, Pearson Education,
3. Hatten, Timothy S. (2011). Small Business Management: Entrepreneurship and Beyond,

Mason: Cengage Learning.
4. Bohoney, Jason. (2011). The Entrepreneurship Toolkit: Successful Approaches to Fostering
Entrepreneurship. Washington: Weidemann Associates Inc
5. Allen, K. R. (2011),“Launching New Ventures: An Entrepreneurial Approach”, 6th Edition.
Mason, Ohio: South-Western Cengage Learning.
6. Kuratko, Donald F. Entrepreneurship: (2010) Theory, Process, Practice 9th Edition. Mason,
Ohio: South-Western Cengage Learning.
1. Scarborough, N. M. (2011), “Essentials of Entrepreneurship and Small Business

Management”, 6th Edition. New Jersey: Prentice Hall.
2. Verstraete, T. and Jouioson-Laffitte, E. (2012), “A Business Model for

Entrepreneurship”, Cheltenham: Edward Elgar Publishing Ltd.
3. Poornima Charantimath, (2007)“Entrepreneurship Development-Small Business

Enterprise”, Pearson Education.
4. Rober D Hisrich, Michael P Peters, Dean A Shepherd, (2007),Entrepreneurship, (6 ed.), The

McGraw-Hill companies.
Course Name: Design Thinking and Course Code: MIE133
Innovation Management
Course description: Creativity and innovation are the key drivers of success for many of
today’s leading companies. Some of the most gains in shareholder value over the last few years
(e.g., Google, Facebook) are due to a culture of creative innovation. This course examines the
process of developing new product or service innovations
1. Understand and apply the processes involved in Idea Productization .

2. Awareness of the role of multiple functions in creating a new product (e.g. marketing,
finance, industrial design, engineering, production).
3. Ability to create and coordinate multiple, interdisciplinary tasks in order to achieve a
common objective.
Design Thinking : Turning Challenges into Opportunities
Meaning of Design Thinking, The rise of Design Thinking Market Research, Practical insights
into conducting marketing research, , Design thinking for competitive advantage. Power of
Design Thinking in Entrepreneurship - The Need for Creative and Design, Thinking Mental
Models of Creativity, Design Thinking in Entrepreneurship, Why design needs entrepreneurial
mindset, combining entrepreneurial and design thinking, The seven steps of design thinking,
Creative Thinking. Open Innovation, creative solutions to issues facing organizations,
Company culture and architecture, from design thinking to funding.
Opportunity Assessment - “How do we source and identify opportunities?” and “Which

opportunities should we invest time and money in?” Three dimensions of Opportunity
Assessment - Product-Market fit, Product-Company fit, and Product-Business fit. “Jobs to Be
Done” framework to define key unmet needs and hence the opportunities for a new product.
How to organize the opportunity analysis into a recommendation and present the output in an
Opportunity Brief. The Opportunity Brief serves as the “business case” for the product and
should explicitly provide a “Go/No-Go” recommendation to invest resources and initiate the
Discovery process for a specific product (or not). should explicitly provide a “Go/No-Go”
recommendation to invest resources and initiate the Discovery process for a specific product (or
not).
Unit 2:Design Thinking Paradigm for Strategic Innovation Hours: 10

Strategies for creating value - Increment Value or True value creation,
Design Thinking as a paradigm for innovation strategy, Design Research for understanding the
needs of our users and clients, Theories of Innovation, Technology Forecasting, Conducting
analysis - Economic justification, First Mover and late mover Advantage, Organizations and
Innovation Process, Diffusion of Innovation. Case studies - How Indra Nooyi Turned Design
Thinking Into Strategy? P&G, Pfizer, IDEO – SHIMANO.
Vijay Govindrajan’s Three Box Model approach, Identify Technology transfer partners, Where
and how do new product ideas originate Collaborative approaches – Industry, University,
Transferring the project from R&D to operations,– Open innovation, crowd sourcing for
Innovation, researching & monitoring markets, Five Cs of Opportunity Identification, Market
Opportunity Identification in emerging technology companies, opportunity identification by
fulfilling unmet customer needs.
Risk Management in Innovation, Managing Future Technologies, and minimizing risk of
failure. Case study approach Intellectual Property Rights.
Unit 3:Productizing Startup Ideas - Product / Service Business Model Design Hours: 05
Lean start-up techniques for the design and refinement of business models. Customer
Experience Strategy. From the Design of Services to Business Design. Customer Discovery &
Validation. Business Model Canvas. How to create a winning Business Model Design & Lean
Startup. Canvas Value Proposition. Lean Startup Machine. Hambrick and Fredrickson Strategy
and Prototyping. Design thinking process in new product development, Three Box Model
solution: strategy for innovation, Case study discussion - Vijay Govindrajan’s - Reverse
Innovation.
Unit 4:Design Thinking Framework Hours:10
Conducting market research for new a product offering, Levels of Product / Service, Identifying
stakeholder needs for Product/service innovation. obtaining Insights, personal techniques and
Foresight of Future Scenarios.
Concept generation, Identifying new business opportunities based on market needs – from
product to service design, Designing and testing breakthrough concepts.
Assign Teams and Introduce Small projects with Design Thinking framework – empathize,
define, ideate, prototype and test.
Design Thinking for the Greater Good - Conducting design thinking challenge for kids.
Unit 5: Productizing Startup Ideas - Internet Business Design

Hours: 10
Market trend analysis, Business Design JAM, Digital/Internet Business Model, KPIs,
Hypothesis and Experiments, Implementation
Design of Services and Customer Experience. Case study discussions – manufacturing and
service sector. Service sector – IDEO, Lego, e-commerce market players design thinking
strategies. Toward Sustainable Design Thinking.
Unit 6: Major Design Project Hours: 15
Concept Visualization & Prototyping Workshop, Practicum - Choose an existing product that
you like to improve further. Designing User Scenarios that integrates concepts and skills in a
practical application to an existing organization or to a potential new enterprise.
1. Jeanne Liedtka, Andre King, and Kevin Bennett (2013), Solving Problems with Design
Thinking, Columbia Business School Publishing.
2. Shrutin N Shetty, (2018), Design the Future: Simplifying Design Thinking to Help You,
Notion Press.
1. Madhavan Ramanujam, Georg Tacke
2. The Three-Box Solution: A Strategy for Leading Innovation By Vijay Govindarajan
3. Design Thinking: New Product Development Essentials from the PDMA, By Abbie
Griffin, Michael G. Luchs, and Scott Swan
5. Case Centre, https://www.thecasecentre.org/main
6. Blue Ocean Strategy
7. Sketching User Experiences: Getting the Design Right and the Right Design, Bill
Buxton
Course Name: Business Economics Course Code: MIE134
Total number of hours: 60 Credits:4
Course description: This course is designed to impart knowledge of the concepts and principles of
Economics, which govern the functioning of a firm/organization under different market conditions. It
further aims at enhancing the understanding capabilities of students about macro–economic principles
and decision making by business and government, and its implications for Businesses/ Startups.
Course outcomes: By the end of the course the learner will be able to: (3 to 5 Points)
1. To make the students aware of the various economic concepts and principles
2. To equip them with the required tools and techniques for improving their decision-making skills
in business contexts.
3. To make the students understand the relation between enterprise and its economic environment.
Unit 1:Introduction Hours: 06

Definitions, Nature & Scope, Definitions, Importance, Managerial Decision Making, Fundamental
concepts of Managerial Economics (scarcity, opportunity cost, marginal/incremental
principle, equilibrium, Time value of money).
Unit 2:Consumption Analysis Hours: 06

Approaches to the study of consumer behavior-cardinal approach – Law of Diminishing Marginal Utility
- Law of Equi-marginal utility, Consumer surplus – meaning&analysis, Value-Cost-Surplus framework -
Importance and Implications of the framework for Business strategy
Unit 3:Demand and Supply analysis Hours: 12
Demand (Determinants, Demand function) - Law of Demand – Variations in demand. Supply

(Determinants, Supply function) – Law of Supply –Variations in Supply. Market equilibrium and
changes in equilibrium. Elasticity of Demand - Price, Income, Cross - Promotional elasticity of demand
– its measurement and its application in business decisions, Elasticity of Supply, Demand forecasting:
Survey and statistical methods.
Unit 4:Production Analysis Hours: 08

Production runs or Periods (short run and long run) – Production in the short run – Law of variable
proportions – Production in the long run – Returns to scale (increasing, constant and decreasing returns
to scale) – Isoquant Analysis.
Unit 5:Cost & Revenue Analysis Hours: 4

Cost - Cost concepts (Absolute cost and opportunity cost, Accounting cost and Economic cost) – Fixed
and Variable cost – TC, AC & MC, Cost-output relationship in the short run - Cost-output relationship
in the long run - Economies of scale and Diseconomies of scale. Revenue – TR, AR & MR - Revenue
with no change in price – Revenue with change in price.
Unit 6: Market Analysis Hours 12
Introduction, Markets Types– Perfect Competition, Monopolistic Competition, Monopoly and Oligopoly
– Collusive and Non-collusive Oligopoly Models (including Game Theory Models)
Unit 7:Business & Macro Economy Hours: 12

Macro economy – Meaning - Concepts of National Income, Measurement of National Income - Methods
and Problems, Price Indexes - Macroeconomic objectives, Aggregate Demand & Aggregate Supply
Framework, Macroeconomic problems – Business Cycles/ Unemployment / Inflation, Macroeconomic
policies – Fiscal policy & Monetary policy.
1. Salvatore, Dominick &Siddartha Rastogi (2016), Managerial Economics, Oxford
University Press, New Delhi
2. Dwivedi, D N (2015), Managerial Economics, Vikas Publishing House Pvt Ltd., New
Delhi
1. Atmanand, Managerial Economics,Excel Books,

2. H. Craig Petersen &W. Cris Lewis, Managerial Economics,Pearson Education.
3. Suma Damodaran, Managerial Economics,Oxford.
4. H.L. Ahuja, Managerial Economics,S. Chand and Co. Ltd
Course Name:Accounting for Entrepreneurs Course Code: MIE135
Course description: The purpose of this course is to acquaint the students with the various
concepts, techniques, methods, process of accounting data analysis and interpretation, decision
making in the areas of Financial and Management Accounting.
1. Explain fundamental accounting concepts, the elements of financial statements, and
basic accounting vocabulary.
2. Explain and use the accounting equation in basic financial analysis andexplain how the
equation is related to the financial statements.
3. Prepare basic entries for business transactions and present the data in anaccurate and
meaningful manner.
4. Prepare basic financial statements and explain the articulation betweenthe basic
statements.
5. To analyse a company’s financial statements and come to a reasonedconclusion about
the financial situation of the company.
Unit 1: Introduction to accounting Hours: 8
Need and Types of Accounting, Users of Accounting, concepts and conventions of Accounting,
Relation of Accounting with other disciplines, Capital and Revenue Expenditure and Receipt,
Accounting Equation.
Unit 2: Preparation of Books of accounts Hours: 15
Journals, ledgers, 3 column cash book and trial balance, Depreciation- Straight line and Written
down Value Methods. Case Study on Change of Method of Depreciation.
Unit 3: Preparation of Financial Accounts Hours: 17
Preparation of final accounts of sole traders in horizontal form, Preparation of final accounts of
companies in vertical form as per Companies Act of 2013 (Basic problems of Final Accounts),
Window dressing. Case Study problem on Final Accounts of Company and Firm
Unit 4: Analysis of Financial Statements Hours: 12
Ratio Analysis, Preparation of financial statements using ratios, Preparation of Cash flow
Statement (only indirect method).Case Study on Ratio analysis.
Unit 5: Emerging issues in accounting Hours: 6
Human Resource Accounting, Forensic Accounting, Sustainability Reporting. Accounting

Standards and IFRS: Nature and significance.
1. Narayanaswamy R, 2014, Financial Accounting: A Managerial Perspective, 5/e , PHI
2. Maheswari S.N, Maheswari Sharad K. Maheswari,A Text book of Accounting For
Management, 2/e, Vikas Publishing house (P)Ltd.
3. Tulsian P. C,Financial Accounting, 1/e, Pearson Education.
1. Ambrish Gupta, Financial Accounting for Management: An Analytical Perspective, 4/e,
Pearson Education.
2. Ashish K Bhattacharya, Introduction to Financial Statement Analysis, Elsevier India.
3. Raman B. S, 2009.Financial Accounting –, Vol I & Vol II, 1/e, United
Publishers,
Course Name: Business Analytics I Course Code: MIE136
Course description This paper is aimed gaining skills in using data analytical tools and
techniques for business decision making.
1. Students will gain the skills required to navigate through the complexities of making decisions
using data science.
2. Learn how to lead your firm to make better business decisions using analytic methods
3. Create competitive advantages from data
Unit 1:Business Analytics Fundamentals Hours: 06
Business Analytics Fundamentals: descriptive, predictive and prescriptive analytics, Data types,
Business Analytics System Architecture. Data Science overview, Business Analytics
Fundamentals, descriptive, predictive and prescriptive analytics, Types of Digital Data and Data
Management.
Unit 2:Introduction to Statistics Hours: 12
Importance of Statistics in modern business organizations. Scope and Applications of Statistics

in Managerial decision making in various functional areas of management Marketing
Management, Human Resource Management and Finance, Phases of a statistical study,
Presentation of data - Tables, Graphs and Frequency Distribution
Measures of central tendency: Mean, Median and Mode and their implications, Measures of
Dispersion: Range, Quartile deviation, Mean deviation, Standard deviation, Coefficient of
Variation, Skewness, Kurtosis
Unit 3: Correlation and Regression Hours: 15
Introduction –Correlation Analysis - Scatter diagram, Positive and Negative correlation, limits
for coefficient of Correlation, Karl Pearson’s coefficient of correlation, Spearman’s Rank
correlation. Regression Analysis-Concept, least square fit of a linear regression, Properties of
regression coefficients and prediction
Time series analysis: Concept, Additive and Multiplicative models, Components of time series.
Trend analysis: Least Square method, Linear and Non- Linear equations, Exponential
smoothing method, Applications in business decision-making.
Unit 4:Data Analytics using Microsoft Excel Hours: 15
Pivot tables, Formulas – lookup, sumif, condition, sorting, data cleansing, table formatting
Unit 5: Introduction to Visual Analytics Hours: 12
Visual Analytics best practices, Analytics tools landscape. Tableau installation, Tableau
software introduction and fundamentals – data connectors, loading data sets, Data source
(Dimensions and Measures) and Worksheet views.
1. Information Technology for Management: Improving Strategic and Operational

Performance, Efraim Turban and Linda Volonino, Wiley Publishers.
2. Introduction to Information Technology, ITL Education Solutions Limited, Publisher: Pearson

India
3. Marketing Analytics: Data-Driven Techniques with Microsoft Excel, Wayne L. Winston
1. Microsoft Excel 2013: Data Analysis and Business Modeling, Winston Wayne L.
2. Microsoft Excel 2010 (Straight to the Point), Dinesh Maidasani.

Semester II
Course Name: Startup Ecosystem in India Course Code: MIE231
Course description: This course is designed to offer an overview of the environment for
launch and management of new ventures and startups in India. It aims to cover details of the
key factors and forces in the socioeconomic and demographic environment, and government
policies and schemes, sources of funds, training and other facilities and infrastructure for startup
enterprises.
1. To make the students understand the various aspects of startup environment in the
country.
2. To familiarize the students with the policy environment for startups.
3. To make students aware of the incentives and facilities available for launching new
businesses.
4. To acquaint students about the support infrastructure in terms of incubation, training
and marketing available
Unit 1:Startup Ecosystem in India: Hours: 10

Introduction - Rise and growth of Startup Ecosystem in India – Timeline of India’s Startup
Ecosystem from 1980s to the Present – Key milestones and drivers over time – Scenario at
present.
Unit 2:Economic and market dynamics in India Hours: 13

Demographic profile of Indian population and market, Literacy and Education, Urbanization
and rise of middle class, Economic Reforms (LPG), WTO and Globalization, Economic growth
dynamics post 1991.
Unit 3:Policy for fostering Entrepreneurship & Startups: Hours: 13

Government Policy for Micro, small and medium enterprises, Early measures including
industrial estates, Reservation of items, market support schemes. Recent initiatives including
Start up India, Stand up India, Make in India, Digital India, Mudra Bank scheme, Policy
measures for Technology startups & Ecommerce startups.
Unit 4:Entrepreneurial Finance ecosystem Hours: 10

Sources of Entrepreneurial finance in India – Traditional sources – Informal and formal sources
- Banks and financial institutions, Priority sector lending schemes, Seed fund initiatives, New
and emerging sources – Angel investors, Venture Capital Funds, Private equity investment &
Equity market
Unit 5:Entrepreneurship training, consultancy and incubation network Hours: 8
EDPs, Skill development training programmes, Tech support and Proto type development
centers, Incubators and Accelerators, Recent policy initiatives.
Unit 6: Startup Infrastructure: Hours: 6

Co-working spaces, Market development initiatives, Intellectual property training and support
initiatives
1. Rama Iyer (2019), Innovation Ecosystem in India: How India is building a mature start-
up ecosystem that will shape its economy and its future, Notion Press, Chennai
2. Pankaj Goel (2017), Before You Start Up: How to Prepare to Make Your Start-up
Dream a Reality, Fingerprint Publishing, New Delhi
1. Poornima C (2018), Entrepreneurship Development and Small Business Enterprises,
Pearson Education, Noida.
2. Nanda Kumar K (2018), Startup Fundamentals: An Introductory Guide to Registering a
Startup in India, Fundraising, Taxation, Marketing, and Sales, Vasudha Publishers,
Chennai.
Course Name: Marketing Management for Course Code: MIE232
Entrepreneurs
Course description: This course is aimed at making students understand segmentation, target
marketing, positioning and strategies in developing a marketing mix - product, promotion, pricing,
place, people, process and physical evidence.
Course outcomes:
On completing the course students will be able to:
1. Identify and analyze marketing problems; develop creative solutions to address them and
articulate reasons for choosing various alternatives
2. The students will be able to implement work on the marketing areas with clarity.
Unit 1:Introduction: Hours: 10
Concept, nature, scope and importance of marketing; Marketing concept and its evolution; Marketing
mix; Strategic marketing planning – an overview, changing marketing trends, Indian companies.
Unit 2:Market Analysis, Segmentation and Selection: Hours:10
Marketing environment – macro and micro components and their impact on marketing decisions; STP -
Market Segmentation, targeting and positioning; Buyer behavior; consumer versus organizational
buyers; Consumer decision making process.
Unit 3:Product and Pricing Decisions Hours: 10
Product Decisions: Concept of a product; Classification of products; Major product decisions; Product-
line and product mix; Branding; Packaging and labeling; Product life cycle – strategic implications; New
product development and consumer adoption process. BCG, Ansoff Matrix.
Pricing Decisions: Factors affecting price determination; Pricing policies and strategies; Discounts and
rebates, Go To Market (GTM) strategy, Packaging; Labeling; Warranties and Guarantees.
Unit 4:Distribution Channels and Physical Distribution Decisions: Hours: 10
Nature, functions, and types of distribution channels; Distribution channel intermediaries; Channel
management decisions; Retailing and wholesaling. Distribution challenges faced by online portals,
inbound marketing strategy, collaboration with the sales, channel and partner organization, e-marketing
channels, supply chain (1PL-2PL-3PL-4PL-5PL Model),.
Promotion Decisions: Communication Process; Promotion mix–advertising, personal selling, sales

promotion, publicity and public relations; Determining advertising budget; Copy designing and testing;
Media selection; Advertising effectiveness; Sales promotion – tools and techniques, Digital promotional
Strategy.
Unit 5:Market Research & MIS Hours: 10
Marketing Research: Meaning and scope of marketing research; Marketing research process, steps
involved in marketing research- areas of marketing research. Big Data - Marketing Information System
(MIS): Need, Importance - Elements of good MIS - components of MIS, Apply entrepreneurial thinking
and develop marketing plan. Scaling: Growth Marketing.
Unit 6: Marketing Trends Hours:10
Experiential Marketing, Post-modern Marketing, Big data Analytics and it’s use in Marketing process,
Marketing sustainability and ethics, managing cannibalization, Marketing strategies for service firms;
Managing service quality; Managing Service Brands; Managing Product- Support Services, Power of
Digital in Global Targeting and Reach.
1. Philip Koter, Kevin Lane Keller, Abraham Koshy and Mithileshwar Jha, Marketing
Management, Pearson Education, Latest Edition
2. Peter Paul, Donnelley James, “Marketing Management- Knowledge and Skills”,
McGraw-Hill Education.
3. Michael Etzel, Bruce J Walker, William Stanton, (July 2017), Marketing, McGraw
Hill Publisher, 14th Edition,.
4. Prof. S A Sherlekar, R Krishnamoorthy, (2017), Marketing Management Text and
Cases, Himalaya Publishing.
1. Lamb/Hair/Sharma Marketing - CENGAGE Learning
2. Tapan K Panda, Marketing Management- Text and Cases, 2nd Edition, Excel
3. Kotler, Philip, Marketing Management , Prentice Hall
4. Keller Kevin, Kotler Philip,” Marketing Management” PHI
5. Kotler, Philip, Keller, Kevin L, Koshy, Abraham and Jha, Mithileshwar Marketing
Management - A South Asian Perspective, Pearson Education, New Delhi
Course Name: Financial Management for Course Code: MIE233
Entrepreneurs
Course description: This subject deals with theoretical and practical aspects of financial
management. Students are trained to assess the optimality the firm's investment, financing and
dividend decisions to maximize shareholder's wealth.
1. Discuss the essential principles of Financial Management
2. Forecast firm’s financial needs and design optimum capital structure
3. Estimate the optimum working capital requirements and formulate strategies to manage
working capital.
Unit 1:Introduction to Financial Management: Hours: 5

Functions of Financial Management, Objectives of Financial Management - Profit
Maximization and Wealth Maximization, their social implications Interface of Financial
Management with other functional areas, Decisions of Finance, Organization of the Finance
Function, Emerging Role of the Financial Manager in India, Overview of Indian Financial
System.
Unit 2:Capital Budgeting Decisions Hours: 12

Concept of Time value of Money, Concepts of capital budgeting, Basic principles in estimating
costs and benefits of investments, Appraisal criteria for capital budgeting decisions - Payback
period, Average rate of return, Net present value, Profitability Index, and Internal rate of return,
Conflicts in appraisal, Capital Rationing, Risk analysis in capital budgeting. Financial Modeling
using MS Excel.
Unit 3:Cost of Capital and Sources of Finance: Hours: 12

Cost of equity and retained earnings, cost of debt, cost of preferred stock, weighted average cost
of capital, Factors affecting cost of capital, Long term financing - shares, Debentures, Warrants,
Term loans, Lease financing, Hybrid financing, Venture capital financing.
Unit 4:Capital Structure and Leverages: Hours: 10

Introduction, Factors affecting capital structure, Features of an optimal capital structure, EBIT -
EPS Analysis, Capital structure theories - Net income approach, Net operating income
approach, Miller Modigliani propositions I and II and Traditional theory, Leverages -
Operating, Financial and Combined, Leverage and firm value.
Unit 5:Dividend Policy: Hours: 7
Introduction, Dividend decisions and valuation of firms, Determinants of dividend policy,
Dividend theories – relevance and irrelevance, Walter, Garden and M M Hypothesis, Bonus
issues, stock split, Buy back of shares.
Unit 6: Working Capital Management and Financing: Hours: 14
Meaning; Concepts, Types of Working Capital, Operating Cycle, Importance of Working Capital,
Dangers of Inadequate and Excessive Working Capital, Management of Working Capital, Factors
determining Working capital, Estimation of Working capital Requirements.
Cash Management: Motive of Holding cash, Cash budgeting, Cash collections and disbursement,
Options and Strategies for investing and Managing Surplus cash, Cash Management Models.
Inventory Management: Purpose of holding inventory, Risk and cost of holding inventories, Objectives
of Inventory Management, Tools and Techniques of Inventory Management
Credit Management: Cost of maintenance of Accounts Receivables, Forecasting the receivables, Terms
of Payments, Credit policy, Credit evaluation, Credit granting, Collection policy.
1. Chandra Prasanna. (2011) Financial Management Theory & Practice, Tata McGraw Hill,
2. Horne Van, C. James and Wachowicz John M. (2008) Fundamentals of Financial Management,
13th edition, Prentice Hall, New Delhi
3. Khan and Jain (2012) Financial Management:Text, Problems and Cases, 6th edition, Tata
McGraw Hill Education Private Limited.
1. Pandey I M (2009) Financial Management, 9th edition, Vikas Publishing House Private
Limited
2. Case Centre, https://www.thecasecentre.org/main/

Course Name: Business and Market Course Code: MIE234
Research
Course description: Business and management research involves undertaking systematic

research to find out decision outcomes. It is trans-disciplinary, and engages with both theory
and practice. The course intends to provide comprehensive knowledge & skills about the
research methods to investigate problems in business.
1. Provide a grounding from which students can then undertake their own piece of business
research.
2. Writing research papers for publication.
3. Undertake live project as part of Corporate Residency.
Unit 1:Introduction to Research: Hours: 10
Meaning, Objectives, Types of research, significance of research, research process, criteria of

good research. Identification, selection and Defining research problem in an internship. How to
conduct live research project in a company?
Unit 2:Research and Sampling Design Hours: 10
Meaning, Need for research design, features of a good design, Different Research Designs.
Sampling Design: Census and sample survey, steps in sampling design, criteria of selecting a
sampling procedure, characteristics of a good sample design, different types of sampling
designs- Probability and Non Probability Sampling Design, Sampling v/s Non-Sampling Error;
Determination of Sample Size.
Unit 3:Data Collection, Measurement and Scaling Hours: 10
Qualitative methods of data collection, attitude measurement and scaling-types of measurement

scale, attitude, classification of scales - Single Item v/s Multi Item Scales, Comparative v/s
Non-Comparative scales, Continuous Rating Scales; Criteria for Good Measurement,
questionnaire design.
Unit 4:Data Processing and Analysis Hours: 10
Data Preparation, Field Validation, Data editing, Coding, Content Analysis, Classification and
Tabulation of Data. Basic data analysis: Descriptive Statistics, Univariate and Bivariate
Statistical Analysis (concepts), Parametric & Non-Parametric Tests; Null & Alternative
Hypothesis, Error in Testing of Hypothesis, Critical Region, Degrees of Freedom, One Tailed &
Two Tailed Tests, Standard Error; Procedure for Testing of Hypothesis. Parametric test, Non
parametric test. Data analysis using SPSS.
Unit 5:Research Report Writing Hours: 20
Ethics in research – plagiarism, Types of Research Report, Report Structure, Report Writing:
Report Formulation, Citation and Referencing styles Guidelines for effective Documentation
and visual representation (Graphs) and Research Briefing –Oral Presentation.
1. C R Kothari and Gaurav Garg, (2014), Research Methodology Methods and
Techniques: New Age Publishers, 2nd Edition.
2. Fundamentals of Research Methodology: (2017), Himalaya Publishing House, 2 nd
Edition.
3. Dr. Deepak Chawla Chawla and Dr. Neena Sondhi, (2016), Research Methodology
Concepts and Cases: Vikas Publishing.
4. Uwe Flick, SAGE, (2015), Introducing Research Methodology: A Beginner's Guide to
Doing a Research Project: SAGE.
1. Deepak Chawla, Neena Sondhi,Research Methodology Concepts and Cases, Vikas

Publishing
2. William Zikmund, Barry Babin, Jon Carr, Mitch Griffin,Business Research Methods,
Cengage
3. Naval Bajpai, Business Research Methods, Pearson Education Research Methodology.
Course Name: Legal and Regulatory Course Code: MIE235
Aspects of Business
Course description: This course has been selected to teach to the students, to be aware of various
legal and regulatory aspects affecting business.
1. To impart essential knowledge about relevant laws concerning and affecting business
Organizations in operation with special focus on legislations concerning Foreign Exchange,
Information Technology, cyber law, prevention of harassment at work places.
2. To familiarize the student with certain statutes that may apply in the context
3. The students will be able to evaluate the legal and regulatory aspects affecting business
Unit 1:Indian Contract Act, 1872 Hours: 10
Contract—Definition; Types of Contracts; Essential elements of a Valid Contract- Offer and

Acceptance, Parties to the contract, Consideration, Capacity of the parties to the contract, lawful object
and consideration, Free Consent –coercion, undue influence, Fraud, misrepresentation and mistake
Classification of Contracts; Contracts specifically declared void; Discharge of contracts—Performance
of contracts, Breach of Contracts-Remedies for breach of contracts; Wagering and Contingent Contracts,
Quasi Contracts, Quantum Merit; Special Contracts: Indemnity and Guarantee—Distinction between
Indemnity and Gurantees—Essential Features of Guarantees—Types of Guarantees—Duties and Rights
of parties to the Guarantee; Bailment and Pledge—Distinction between Bailment and Pledge—Duties
and Rights of parties to the contract of bailment and pledge; Law of Agency---Types of Agency—
Classification of Agents--Duties and Rights of the Principal and Agent—Termination of the contract of
Agency.
Unit 2:Sale of Goods Act, 1930 Hours: 10
Definitions.: Buyer and Seller, Goods / Existing Goods / Future Goods / Specific Goods, Document of
Title to goods, Mercantile Agent. Contract of Sale and Essentials of Contract of Sale; Sale and
Agreement to Sell; Price and mode of fixing of Price; Conditions and Warranties Essentials of
Conditions and Warranties; Caveat Emptor and Exceptions to the Rule of Caveat Emptor; Transfer of
Ownership and Rules regarding Passing of Property; Sale by Non – Owners; Unpaid Seller and Rights
of Unpaid Seller; Rights of a buyer. Contracts of hire purchase and installment sales; Specific
Terminologies—Lien, Right of Set-off; Lease, Pledge, Hypothecation, Mortgage, Assignment.
Unit 3:Limited Liability Partnership Act 2008 Hours: 4

Hybrid features of LLP, process of incorporation of LLP, activities restricted to be undertaken by a LLP,
drafting of LLP agreement and essential terms of LLP agreement, Partners and Designated Partners,
Functions and liabilities of designated partners.
Unit 4:The Competition Act 2002 Hours: 6

Object of the Act:-Definitions: Acquisition, Agreement, Cartel, Commission, Consumer, Enterprise,
Price, Relevant, market Trade, Turnover’ Prohibition of certain agreements, abuse of dominant position
and regulation of combinations; Establishments of Competition Commission; Duties Powers and
Functions of Commission.
Unit 5:The Foreign Exchange Management Act, 1999 Hours: 10

Object, Definitions: Adjudicating Authority Authorized Person, Capital Account Transaction, Current
Account Transaction, Currency, Currency Notes, Foreign Currency Foreign Exchange, Person Resident
In India Person Resident outside India.
Current Account Transactions – Compliances - Government of India Rules, Prohibited List, matters
which requires approval from Government of India and/or RBI, Compliance.
Capital Account Transactions – Compliances - Permissible Transactions by Persons resident outside

India. Prohibition on Investment Outside India of Capital Account Transaction. Object, Definitions:
Adjudicating Authority, Authorized Person, Capital Account Transaction, Current Account Transaction,
Currency, Currency Notes, Foreign Currency Foreign Exchange, Person Resident In India Person
Resident outside India.
Unit 6: Contemporary Legislations & Regulations Hours: 10

Information Technology Act, 2000 including the amendments (particular emphasis to Cyber law); Law
relating to Intellectual Property Rights--(Copyrights, Patents, Geographical Indications); Right to
Information Act--Basic awareness; Law relating to Sexual harassment at workplaces; Prevention of
Money Laundering Act; Consumer Protection Act 1986; SEBI Act; SARFAESI Act; The Negotiable
Instruments Act with special focus on Electronic cheques and criminal liability in case of dishonor of
cheques; The industrial employment (standing orders) Act 1946 and amendments; Shops and
Establishments Act, Health, Safety & Sanitation; Employee Compensation Act 2012; Equal
Remuneration Act, Employment Laws, Legal view on dealing with employees - for furnishing fake
resumes, The Sexual Harassment of Women at Workplace (Prevention, Prohibition and Redressal) Act,
2013.
EPF schemes – contribution – determination and recovery – obligations of employers – offences and
penalties. Case study.
Unit 7:Companies Act 2013 Hours: 10

Types of Companies under Companies Act 2013, distinctive features the types of Companies specified
under Companies Act 2013, practical aspects of incorporation of Company, roles and responsibility of
Directors and KMP, Limits on the powers of Board, Related Party Transactions (“RPT’s) and
compliances with respect to RPT’s, process of convening Board and Annual General Meeting, concept
of Final and interim Dividend, Annual filings applicable to Companies, specific exemptions provided to
Private Companies from the provisions of Companies Act 2013.
1. Anurag K Agarwal , (August 2018), Business Law for Managers: IIMA Series, Penguin Portfolio,
2. R K Bulchandani, , (2018), Business Law, Himalaya Publication, 22nd Edition
3. Munish Bhandari, (2018), Corporate and other laws, Bestword Publications Pvt. Ltd.,
4. Kuchhal, M. C. , (2018), Business Law, Vikas Publication
5. Vandana Bansal and Nitika, , (2016), Business Laws, Sulthan Chand and Sons.
1. Relevant Bare Acts.
2. Mercantile Law - Avatar Singh
3. Elements of Mercantile Law – N.D.Kapoor
4. Industrial Law -P.L. Malik
5. Legal Aspects of Business: Akhileshwar Pathak--Mc Graw Hill Education Pvt Ltd;
6. Economic and Commercial Laws:( CS exe program)
7. Sangeet Kedia, Pooja Law Publishing House

Course Name: Business Analytics II Course Code: MIE236
Course descriptionThis paper is aimed gaining advanced skills in using data analytical tools and
techniques for business decision making.
4. By the end of the course, students will gain the advanced skills required to navigate through the
complexities of making decisions using data science.
5. Learn how to lead your firm to make better business decisions using analytic methods
6. Create competitive advantages from data.
Unit 1:Data Visualization using Tableau Hours: 05
Data processing and analysis with Tableau, Creating visuals in Tableau using data sets, basic charts and
graphs, data types, changing data types, changing default properties for a data field (number format,
aggregation, color, date format, etc.), formatting visuals for presentation (color, shapes, fonts),
calculated fields, Data Visualization with Excel and Tableau or any other open source tool
Unit 2: Tableau Functions Hours:10
Maps, Map layering, assigning Geographic Role to a data field, organizing dimensions into a hierarchy,
filters and applying filters to multiple worksheets, dashboards, Interactive dashboard Actions – Filters
and Highlighting
Bins and Parameters, Groups and Sets
Advanced charts and graphs (cover few: Dual Axis, Scatter Plot, Tree/Heat Maps, Box Plots,
Candlestick, Bollinger Band, Butterfly, Funnel Chart, Doughnut Chart)
Optional topics:
Creating a Storyline from dashboards/worksheets
Unit 3: Problem solving using Tableau Hours: 05
Publishing visuals, sharing and downloading twbx/workbooks
Level of granularity and aggregation, introducing level of granularity and changing aggregations
Analytical problem solving in Tableau, table calculations, filters (context and quick filters), date filters,
crosstabs
Time series, pivoting data, conversion of dimension into a measure and measure into a dimension, dual
axis chart, working with live data sets.
KPIs, dashboards, Communication skills for a data analyst.
Unit 4: Analytics using Intermediate and Advanced Excel Hours: 25
Write macros to automate routine work, Create functions and procedures. Design and use forms for data
entry, Create add-ins to deploy at client machines. Create reports
Unit 5: Visual Analytics using PowerBI Hours: 15
Data processing and analysis with PowerBI, Creating visuals in Tableau using data sets, basic charts and
graphs, data types, changing data types, changing default properties for a data field (number format,
aggregation, color, date format, etc.), formatting visuals for presentation (color, shapes, fonts),
calculated fields, Data Visualization with Excel and Tableau or any other open source tool.
1. Winston Wayne L, (2013): Data Analysis and Business Modeling, Microsoft Excel.
2. Dinesh Maidasani, (2010), Straight to the Point, Microsoft Excel.

3. Wayne L. Winston, Marketing Analytics: Data-Driven Techniques with Microsoft Excel,
1. Winston Wayne L, 2013, Microsoft Excel: Data Analysis and Business Modeling,.
2. Dinesh Maidasani, 2010, Microsoft Excel (Straight to the Point).

Semester III
Course Name: Business Strategy Course Code: MIE331
Course descriptionThis course introduces the key concepts, tools, and principles of competitive
analysis, strategy formulation and execution.
1. Recognize the different stages of industry evolution and recommend strategies appropriate to
each stage.
2. Analyze the main structural features of an industry and develop strategies that position the firm
most favorably in relation to competition and influence industry structure to enhance industry
attractiveness.
3. Appraise the resources and capabilities of the firm in terms of their ability to confer sustainable
competitive advantage and formulate strategies that leverage a firm’s core competencies.
Unit 1: Introduction to Strategic Management Hours: 12
Concept of strategy, Planned vs reactive strategy, Levels of strategic management, Dynamics of

competitive strategy – competitive landscape, framework of strategic analysis – External and Internal
analysis, Strategy identification and selection, Strategic Group Mapping – Identifying the strongest and
weakest companies, likely strategic moves of competitors, Prospects and financial attractiveness of
industry, core competence, competitive advantage, creating competitive advantage through value chain,
Resources and capabilities, Levels of strategy, stages of business lifecycle. How best to formulate
business strategy using Design Thinking?
Unit 2:Strategic Management Process Hours:10
Strategic Planning, Elements of Strategic Intent – Vision , Mission, Business Definition,

Business Model, Goals and objectives.Strategic Management model, Stages in Strategic
Management model/process.
Types of strategies - Guidelines for crafting successful business strategies, Organizational Capability
Profile - Strategic Advantage Profile – Corporate Portfolio Analysis - - Synergy and Dysergy - GAP
Analysis - Porter's Five Forces Model of competition - Mc Kinsey's 7s Framework - GE 9 Cell Model -
Distinctive competitiveness - Selection of matrix Tailoring strategy to fit specific industry, Strategic
management in large multi-product, mid-size, small organizations, nonprofit organizations and large
multi product and multiple market organizations.
Unit 3:Corporate Strategy Hours: 12
Corporate Strategy alternatives – Stability, Growth/Expansion, Retrenchment and combination,

Diversification/Intensification, Diversification – Vertical – backward/forward, Horizontal, concentric,
Conglomerate. Intensification – Market Development, Market penetration and Production Development,
The Motive for Diversification, Related and Unrelated Diversification, Business Portfolio Analysis –
case study. Mergers and acquisitions, Strategic Alliance: The popularity of Merger and Acquisition
Strategies. Difference between Merger, Acquisition and Takeover, Reasons for Acquisition. Problems in
having a successful acquisition. Attributes of successful acquisition. Scenario mapping –managing new
ventures: Strategic Mapping, Scenario Planning. Business portfolio balancing - Assessment of economic
contribution of strategy - Strategic funds programming. Arthur D Little, GE Portfolio Matrix
Unit 4: SBU and Functional Strategy Hours: 10
Competitive strategies – Cost leadership, different ion, focus; collaboration strategies – JV, M&A,
Strategic Alliance, Ansoff Matrix. Strategic Analysis and Choice, Competitive Strategy Five Forces that
Shape Strategy, Generic Strategies, Generic Strategies and the Value Chain, Competitive Strategy -
Strategy formulation Generic strategies - Grand strategies - Strategies of leading companies - The role of
diversification -limit - means and forms. Strategy Implementation, Structure, Systems and People.
Unit 5:Strategy Implementation & Control: Hours: 12
Strategy formulation and implementation matrix, Strategy formulation vs Strategy implementation,

Forward linkages, backward linkages, Issues and challenges in strategy implementation - Project
implementation
Procedural implementation, Resource allocation, Structural implementation Functional implementation,

Behavioural implementation.
7S model - Strategic control process - Du Pont’s control model and other Quantitative and Qualitative
tools - Balanced score card – Strategic Change, Steps to initiate change, Change models, Strategic
Control, Strategy Audit, Business process reengineering, Benchmarking process.
Unit 6: Strategy and Innovation Hours: 6 Hours
Three box solution, Value Innovation – Blue Ocean Strategy, Managing New Ventures successfully,
New ventures for corporate growth.
1. John Pearce, Richard Robinson, Amita Mittal, (2017), Strategic Management
Formulation Implementation and Control, 12th Edition, McGraw Hill
2. Jacob Thomas, , (2015), Strategic Management Text and Cases, Edition 1 st, Pearson
Publication
3. Upendra Kachru, (2015), Strategic Management, Edition 2nd, McGraw Hill
4. Dr. Govind Bhat, (2015), Strategic Management, Edition 4th , Himalaya Publishing House
1. Barney J, Patricia Gorman Clifford; What I didn’t learn in Business School. How Strategy
works in the real world. Current Edition, Harvard Business Press
2. Haberberg A and Rieple A; The Strategic Management of Organisations, Current

Edition,Prentice Hall Johnson G and Scholes K; Exploring Corporate Strategy: Text and Cases,
Hill C and Jones G; Theory of Strategic Management with cases, Current Edition, South
Western Cengage Learning
3. Gallagher G; Corporate Strategy for Irish Companies, Current Edition, Gill and Macmillian
4. Thompson A and Strickland AJ and Gamble; Crafting and Executing Strategy
Course Name: Logistics & Supply Chain Course Code: MIE332
Management
Course description: This paper aims to develop conceptual knowledge on the overview of dynamic
aspects of marketing namely Logistics & Supply Chain Management. The subject mainly focuses on
fundamentals of Logistics & Supply Chain Management, Physical distribution, Procurement and Recent
trends in Business.
1. To understand relationship between various business functions and SCM also implement how to
use different logistic strategy
2. Students are in a position to understand the structure of Supply Chain through which supply
chain can become competitive in the market.
3. Describe inter-relationship of major functions of a business, duties and responsibilities of
Operations and supply chain procedures and techniques.
4. Apply supply chain management concepts and tools to real life scenarios.
Unit 1:Logistics Management Hours: 10
Supply Chain Management –Concept, Objectives, Significance , Drivers/components of supply

chain – Facilities, Inventory, Information, Trade-off between customer service and cost,
Strategy formulation in SCM, Value in supply chain, Business of Logistic, Logistic value
proposition, the work of logistic, Logistical operating arrange
Unit 2:Physical distribution Hours: 10
Definition, Importance, participants in physical distribution process, Transport functionality,

Transport service, Transport administration and documentation, Marketing Channels
Importance ,Unconventional channels, Consumer goods, Industrial Goods & Services –
Integrated Marketing Channels, Vertical, Multi-channel, Case study
Unit 3:Global Supply Chains Hours: 10
Channel Management – Channel Selection Process &criteria, Performance appraisal of Channel

Members - Channel Conflicts & Techniques to resolve channel conflicts, Case study
Unit 4:Procurement Hours: 10

Supplier Management, Management Supplier Selection, Tendering, E-Tendering, Negotiation;
Warehouse and Dispatch Management - Types of Warehousing, Warehouse Layout Docking
and Marshalling, Warehouse Safety Management, Case study
Unit 5:Current trends in Supply chain managementHours: 10
Green Supply Chain Management, Role and Future of IT in the Supply Chain, Customer
Relationship Management, Supplier Relationship Management, E-Business and the Supply
Chain; E-Business in Practice , Case study
Unit 6: Recent trends in Business Hours: 10
Reverse Logistics, Sales return and settlements, digital trends in logistics, Supply Chain
Analytics, analytics in network planning, design of logistics network using
heuristics/optimization, concept of 3PL/4PL in supply chain, analytics of transportation
problem, Lean Management and Just-in-time, Strategic requirement and supply chain
components single warehouse – multi-product inventory model and multi-retailer models;
stochastic inventory models – newsvendor models
1. Michael H. Hugos, (2018), Essentials of Supply Chain Management, 4th Edition, Wiley
publishing,
2. Ganapathi & Nandi, (January 2015), Logistics Management, Oxford University Press;
Pap/Psc edition.
3. K Shridhar Bhat, (2016 Edition), Logistics and Supply Chain Management, Himalaya
Publication.
4. D K Agrawal, (2015) Edition, Logistics and Supply Chain Management, Trinity
Publications.
5. S K Bhat, (2011) Edition, Logistics and Supply Chain Management, Himalaya
Publication.
1. D K Agrawal, (2015 Edition), Logistics and Supply Chain Management, Trinity Publications
2. S K Bhat, (2011 Edition),Logistics and Supply Chain Management, Himalaya Publication
3. K Shridhar Bhat, (2016 Edition), Logistics and Supply Chain Management, Himalaya
Publication
4. Supply Chain Management Best Practices, David Blanchard, Latest Edition
Course Name: Financial Markets & Services Course Code: MIE333
Course description:
The course will help students understand why financial markets exist, how financial institutions
serve them and the services the institutions offer.
Focusing on management performance and regulation of financial institutions, the course
explores Federal Reserve system and major debt and equity security markets. Updates on
regulatory reform as well behavioral finance, high frequency trading and pension funds are also
covered.
1. To provide students with an introduction to the theory and practice of financial markets
and institutions.
2. To helps students to gain a thorough understanding of the workings of financial markets
and of financial instruments
3. To introduce the students to the management of financial markets and institutions in an
international context.
Unit 1:Overview of Financial Environment Hours: 6

Role of Financial Markets and Institutions, Overview of Financial Markets, How Financial
Markets facilitate corporate finance and Investment Management, Securities traded in Financial
Markets, Valuation of Securities in Financial Markets,Determination of Interest Rates, Structure
of Interest Rates, Overview of Financial Institutions
Unit 2:Determination of Interest Rates Hours: 14

Loanable Funds Theory, Economic Forces that affect interest rates, Summary of forces that
affect interest rates, Forecasting Interest Rates
Structure of Interest RatesCharacteristics of Debt Securities that cause their yields to vary,
credit (default) risk, Yield differentials across securities (money market securities, capital
markets securities). Theories regarding relationships between maturity and annualized yield of
securities (Pure expectation theory, Liquidity Premium theory etc.) International structure of
Interest rates
Unit 3:Fed and Monetary Policy Hours: 10
Functions of Fed, Fed controls of money supply, Global Monetary Policy (A single eurozone
monetary policy, Global central bank coordination), Mechanics of monetary policy – correcting
a weak economy, high inflation, limitation of monetary policy, Tradeoff in Monetary Policy,
Economic Indicators monitored by Fed, Monetary Policy’s affect on various sectors, Monetary
Policy in a Global environment
Unit 4:Debt Security Markets Hours: 10
Money Market Securities (Treasury Bills, Commercial Paper, Repurchase Agreements, Bankers
Acceptance etc.), Institutional Use of Money Markets, Valuation of Money Markets Securities,
Price movements, Future Indicators, Risk of Money Market securities, Globalization of money
markets.
Unit 5:Equity Markets Hours: 8
Stock Offerings and Investor Monitoring, Stock Valuation and Risk, Market Microstructure and
Strategies
Unit 6:Venture Capital, Mutual Funds, Securitization, Factoring:Hours: 12
Concept of Venture Capital, Features of Venture Capital, Scope of Venture Capital, Importance
of Venture Capital, Types of Funds/Classification of Funds, Importance of Mutual Funds,
Risks, Organisation of the Fund, Operation of the Fund, Facilities Available to Investors, Net
Asset Value, Performance Evaluation of Mutual Funds, What is Securitisation, Securitisation
vs. Factoring, Modus Operandi, Structure for Securitisation/Types of Securities, Securitisable
Assets, Benefits of Securitisation, Securitisation and Banks, Conditions for Successful
Securitisation.
1. Jeff Madura 12th edition (2016), Financial markets and institutions Cengage Learning
2. Anthony Saunders, Marcia Millon Cornett, (2014), Financial Institutions Management,
Mcgraw Hill Education,
1. Dr. Vinod Gupta, Atul Gupta, Manmeet Kaur (2017)– Financial Markets Institutions &
Financial Services, Taxmann
2. E Gordon , K Natarajan, (2016) Financial Markets and Services, Himalaya Publishing
House
Course Name: Entrepreneurial Finance Course Code: MIE334
analysis, strategy formulation and execution in Family owned Businesses.
4. The objectives of the course are to build your skills, frameworks and knowledge
in entrepreneurial finance.
5. The skills and frameworks are similar to those employed in traditional corporate finance, but
are, of necessity, more focused on cash flow, returns and recognizable value.
Unit 1:Introduction to Corporate Finance Hours: 05
Time value of money, valuing stocks and bonds, Cost of capital – debt, equity, weighted
average.
Unit 2:Capital Structure Hours:10
Theories, financial leverage and its effect on risk/ profitability.
Unit 3:Working Capital Management and Day-to-Day Financial Management Hours: 10
Importance, calculations, management of different components of WC. Cash & cash forecast techniques,
receivables, inventory, payables, Financial Statements, Financial Analysis, ratios.
Unit 4: Budgeting and Forecasting Hours: 10
Master budget, sales& production budget, cash budget, forecasting & techniques.
Unit 5:Financing and Valuation Hours: 10
Venture stages and financing & their types at different stages

Prerequisites for Financing – strategy, idea, business model, business & financial plan based on a
business idea, project report.
Unit 6 Sources of Finance, Deal Structure, Valuation and DocumentationHours: 15
Long term, short term, working capital; equity, debt, quasi debt, preference, security; suitable source at
different stages of venture; deal structure, documentation.
Valuation Concept, methods, purpose, process, case studies on valuation, mock valuation of an
established company, Valuation – based on the financial plan on the business idea.
Private equity/ VC – under their requirements, process, valuation, exits, IPO, PE/ VC terminologies.
1. Jeff Madura (2011) International Financial Management, Cengage Learning.

2. VyuptakeshSharan, (2011) International Financial Management –, 5/e, PHI.
3. P. G. Apte (2010) International Finance Management. 1st edition, McGraw Hill.
4. Shapiro (2008) International Finance. 1st edition, Wiley India Pvt. Ltd
1. The Oxford Handbook of Entrepreneurial Finance edited by Douglas Cumming
2. Philip J. Adelman, Alan M. Marks, Entrepreneurial Finance.
3. Jeffrey R. Cornwall, David O. Vang, Jean M. Hartman, Entrepreneurial Financial

Management: An Applied Approach
4. By Gina Vega, Miranda S. Lam, Entrepreneurial Finance: Concepts and Cases
Course Name: Costing For Decision Making Course Code: MIE335
Course description: On completion of this subject students should have developed skills of
analysis, evaluation and synthesis in cost and management accounting and, in the process,
created an awareness of current developments and issue in the area. The subject covers the
complex modern industrial organizations within which the various facets of decision-making
and controlling operations take place; the subject includes discussion of costing systems and
activity based costing, activity management, and implementation issues in modern costing
systems.
1. Identify the conventions and doctrines of managerial and cost accounting and other
generally accepted principles which may be applied in the contemporary cost
management models.
2. Identify major contemporary issues that have emerged in strategic cost management.
3. Discuss a number of issues relating to the design and implementation of cost
management models in modern firms.
4. Apply various modern costing tools and techniques for business decision making.
Traditional Cost Management – Strategic Cost Management – Necessity of Strategic Cost

Managements – Traditional Vs. Strategic Cost Management – Components of Strategic Cost
Management.
Unit 2: Cost Management Hours: 12
Life Cycle Costing. Target Costing. Kaizen Costing. Value Analysis and Value Engineering.
Throughput Costing. Business Process Re-engineering. Back-flush Accounting. Lean
Accounting. Socio Economic Costing.
Cost Control and Cost Reduction – Basics – Process – Methods and Techniques of Cost
Reduction Programme.
Unit 3: Decision Making Techniques Hours: 14
Marginal Costing – Decisions Involving Alternative Choice – Pricing Decisions and Strategies
– Costing of Service Sector – Relevant Cost Analysis – Profitability Analysis.
Transfer Pricing – Meaning – Objectives - Methods

Unit 4: Standard Costing in Profit Planning Hours: 15
Meaning and Principles of Standard Costing – Difference Between Standard Costing and
Budgetary Control – Advantages – Limitations – Standard Costs and Estimated Costs.
Variance Analysis – Meaning and Types with Simple Problems.
Uniform Costing – Meaning – Scope – Requisite for Installation of Uniform Costing System –
Fields Covered by Uniform Costing.
Interfirm Comparison – Meaning – Benefits and Limitations – Computation of Uniform Price.
Unit 5: Activity Based Cost Management and Just-In-Time Hours: 14
Activity Based Costing – Meaning – Concepts – Stages – Difference Between Traditional and
Activity Based Costing – Problems.
Just-In-Time – Meaning – Strategy –System- Advantages and Disadvantages – Cost Benefit

analysis of JIT Policy.
PARETO Analysis – Meaning – Usefulness and Application in Business situations.
4. Kishor, R. M. (2018). Strategic Cost Management. Taxmann Publications Pvt.Ltd.
5. Jain, S. P., Narang, K. L., & Agrawal, S. (2018). Advanced Cost Accounting (Cost
Management). Kalyani Publisher.
1. Hariharan, K. (2019). Strategic Cost Management and Performance Evaluation. Walters Kulwer.
2. https://icmai.in/upload/Students/Syllabus2016/Final/Paper-15-Revised-Aug.pdf.
Course Name: New Venture Creation and Course Code: MIE336
Management
Course description: The course is designed to provide a understanding of how to start-up and, launch
and develop new business ventures inside established corporations, and make them survive in an
competitive environment
1. Understand and apply the processes involved in setting up new ventures.

2. The course accomplishes its goal by teaching students how to develop their implementation
plan. Our primary goal is to help you create a successful venture or to become part of an
entrepreneurial team.
3. Students will be able to manage messaging from investors to consumers is an important aspect
of a startup.
4. The course helps students enhance the ability to connect with stakeholders and crucial survival
strategy.
Entrepreneurial Strategy Framework - Value Chain Paradigm
Designing business model for competitive advantage, strategic partnerships, Resource building.
Value chain analysis to identify profitable startup opportunities, Should this product be built?" and "Can
we build a sustainable business around this set of products and services? Product market fit, Stage 0
Initial concept, Getting to Stage 1: Concept to first initial customers (solving a meaningful problem in a
differentiated way), Getting to Stage 2: Scaling from first customers to a repeatable selling motion
(focus on initial target segment of customers), Getting to Stage 3: From repeatable selling motion to
struggling to keep up with demand (Expanding strategically winning one segment at a time.
Sketching out Hypothesis: (Alexander Osterwalder)
Key Building Blocks - Key Partners - a list of associates, suppliers and resources that can be helpful to
the growth of a startup
Key Activities - a list of activities that value propositions require
Key Resources - a list of resources that affect distribution, customer relations and revenue streams
Unit 2:Lean start-up Strategy Hours: 12
BUILD-MEASURE-LEARN - turn ideas into products, measure how customers respond, and pivot or
persevere, Developing a minimum viable product (MVP), Validated Learning, Innovation Accounting,
The , Pivot, Small Batches, The Andon Cord, Continuous Deployment, Kanban, The Five Whys, Lean
startups don't try to scale up the business until they have product market fit.
Unit 3:The startups identity: Elevator Pitch & Startup BrandingHours: 06
Elevator Pitches for make-it-or-break-it meetings, Reviewing sample elevator pitches of successful
startups, Practical exercise on How to write an effective elevator pitch? Practical hands-on approach.
Startup branding, preparing start-up collaterals - hands on approach. How startups can leverage the
power of social media, How to build a social media plan, How to enhance the ability to connect with
stakeholders,
Unit 4:Growth Hacking Strategies for Startups Hours: 10
Designing Marketing Plan, Develop logical and concise recommendations to specific problems arising
when developing a marketing plan for new venture. Apply entrepreneurial thinking and develop
marketing plan. Scaling: Growth Marketing.
Entrepreneurial approaches to Tech-enabled marketing strategies, Entrepreneurial thinking for market

identification, segmentation and engagement decisions, Identification of suitable markets, Identify
critical customers, product differentiation, and product positioning for venture, Develop strategy to
bring product/service to customer base, Timing of market entry, Leading customers rather than
following them. Product / services pricing model for startups, Revenue Analytics - what to charge, what
to stock and what to promote when framing and delivering the value proposition: Product and Pricing.
Business Analytical tools in pricing and revenue management
Unit 5: Start-up Capacity BuildingHours: 10
. Identifying and addressing operational challenges and operational needs of the new venture, planning
the launch of the venture, scaling a start-up, analytical frameworks for understanding
competitive/market dynamics. Capacity Building, Review alternative operations strategies for various
objectives, Tools to sensitivity analysis, cash conversion analysis, strategic partnerships,
identify/evaluate opportunities and acquire/manage resources, Tools to analyze business context and
risks
Unit 6:Building and Managing Human Capital Hours: 10
Building New Venture Team, Growth Manager - Personality Traits, How do you negotiate equity splits
and other team formation dilemmas, Structuring the Venture, HR best practices for start-ups, How do
you effectively hire and manage employees, Organizational Chart, roadmaps and milestones, Conflict
management in new ventures, assessing entrepreneurial traits of top management
1. Stephen Spinelli Jr. & Robert J Adams Jr, New venture Creation, 10 th Edition, Mc Graw Hill
2. Allen, K. R. (2011),“Launching New Ventures: An Entrepreneurial Approach”, 6th Edition.
Mason, Ohio: South-Western Cengage Learning.
3. Verstraete, T. and Jouioson-Laffitte, E. (2012), “A Business Model for
Entrepreneurship”, Cheltenham: Edward Elgar Publishing Ltd.
4. Poornima Charantimath, (2007)“Entrepreneurship Development-Small Business
Enterprise”, Pearson Education.
1. Employer Brand Management: Practical Lessons..Richard Mosley
2. Entrepreneurial New Venture Skills By Robert N. Lussier, Joel Corman, David Kimball
3. Start-Up: A Practice Based Guide For New Venture Creation By Inge Hill
6. https://hbr.org/2016/02/every-company-needs-a-growth-manager
SEMESTER IV
Course Name: Business Taxation Course Code: MIE431
Course description:The purpose of this course is to acquaint the students with the direct tax
and GST in India and understand the levy and collection methods of both the taxation. And
also, to have an overview of customs duty in India.
1. To provide the students with a comprehensive understanding of basicconcepts of
Income tax and understand the computation of taxable Income under differentheads.
2. To know the deductions available while computing Income.
3. To provide an overview of Goods and Service Tax in India.
4. To provide an understanding of levy and collection of GSTs.
5. To give an overview of customs duty in India and to provide an understanding of
valuation for customs duty.
Unit 1: Introduction to Income Tax Hours: 4
Introduction to The Income Tax Act, 1961. Definitions: Person, Assessee, Assessment year,
Previous year, Exceptions to previous year, Rates of Tax. Residential Status of
Individuals,Exempted Incomes applicable to individuals - Agricultural Income: Definition,
Concept of Aggregation, Rules on classification of Agricultural and non-agricultural income
Unit 2:Income from Salaries, business/ profession income Hours 15
Introduction, Meaning of Salary, Allowances,Valuation & Taxability of Perquisites, Death cum

Retirement benefits,Deductions against Salary. Income from House Property (Theory Only).
(Problems on salary Income).
Income under the head Profit and Gains of Business or Professions and itscomputation- basic
method ofaccounting- scheme of business deductions/allowance- deemed profits- maintenance
of books, Depreciation.(Problems on computation of income from business/ profession
ofIndividual Assessee and Depreciation).
Unit 3: Income under Capital Gains Hours: 10
Income under capital gain, basis of charge, transfer of capital asset, inclusion& exclusion from
capital asset, capital gain, computation of capital gain,deductions from capital gains. Income
from Other Sources (Theory Only).(Problems on computation of Income from capital
gain).Computation of taxable income of a company with special reference toMAT. (Problems
on MAT).
Unit 4:Introduction to Goods & Service Tax (GST)Hours: 5
Goods and Services TaxAct & Rules, Need for GST in India, Dual GST Model - Central Goods
andServices Tax Act, 2017 (CGST) Integrated Goods and Services Tax Act, 2017 (IGST)
Goods and ServicesTax Network (GSTN), GST Council Guiding principle and Functions ofthe
GST Council. (Theory).
Unit 5: Levy and Collection of Tax, Time and value of supplyHours: 10

Levy and Collection, Composition Levy, Exemptions Person Liable to pay GST, Exemption
from tax. (Simple problems on calculation of value of taxable supply and GST Levy). (Theory
and Problems).
Time of Supply, Change in Rate of Tax in respect of Supply of Goods or Services, Place of
Supply and Value of Supply. (Simple problems on Time of supply, place of supply and value of
supply) (Theory and Problems).
Unit 6: Input Tax Credit Hours: 8

Introduction and Eligibility to avail Input Tax Credit (ITC). Registration under GST: Persons
not liable for Registration, Compulsory Registration in Certain Cases, Procedure
forRegistration, Deemed Registration. Returns under GST: Furnishing of Returns, First Return,
Revision of Returns and Penalty/Late Fee. (Theory).
Unit 7: Introduction to Customs Duty Hours: 8

Introduction to Customs Duty. Definitions, Circumstances of Levy of Customs Duties and
Types of Duties and Exemption from Customs Duty. Valuation under customs: Valuation of
Imported Goods and Valuation of Export Good. (Problems on Valuation of Imported Goods).
Introduction to Baggage and General Free Allowance. Provisional Assessment of Duty, Due
Dates for Payment of Duty, Penalties under Customs, Seizure of Goods,Confiscation of Goods.
(Theory).
1. Vinod Singhania and Kapil Singhania, (2019), Direct Taxes Law and practice, Taxman
Publications.
2. T.N.Manoharan. (2014). Students Handbook on Income Tax Law. Snow White
Publication.
3. V S Datey, (2019), Indirect Taxes Law and practices, 44th Edition, Taxman
1. Lal &Vashisht – Direct Tax –Pearson
2. V.S. Datey and Dr. Krishnan Sachdeva,Principles of GST & Customs Law, Taxmanns
3. B. Viswanathan, Goods & Services Tax (GST) in India , UBS Publishers
4. Mehrotra.H.C. (2014), Income Tax Law and Accounts Including Tax Planning. Sahitya
Bhawan Publications
5. GST & Customs Law (University Edition), K.M Bansal, Taxmanns
Course Name: Family Business Management Course Code:MIE432
Course description:
This course introduces students to Business Process Reengineering as a strategy that tears down and
enforces change in a failing or a stagnating company.
1. Understand and apply latest management tools and business process reengineering techniques
in running small and family businesses.
2. The students will be able to implement the new business process and innovate to sustain the
business.
3. Will be able to have creative ideas to generate business.
Unit 1:Introduction Hours: 5
Overview of the family business. Effective governance and the family business, Issue of ownership and
conflict in family. Capital structure of closely held business and family business, cash, growth. Issues
and challenges in family business and closely held family business.
Unit 2:Developing Effective Governance Hours: 15
Understanding the relationships between family and business, management and ownership. Governance
issues in family owned business, behavioral issues in closely held and family owned business &
managed business. Conflict management and transition in family business
Unit 3:Growth Strategy Hours: 15

Growth strategy for family owned business. Different models in family business. Developing sustainable
family business organization structure, ownership, team of advisors, board of directors and corporate
governance.
Unit 4:Reengineering Family Businesses Hours: 15
SME business dynamics, present scenario of SME & MSME in India and developed and other emerging
markets – a case study approach. Five stages of small business growth management: Stage 1 –
Existence; Stage 2 – Survival; Stage 3 – Success; Stage 4 – Take Off; Stage 5 – Resource Maturity; The
characteristics of small business at each stage of development, strategies and tactical plans to navigate
five stages of growth. Planning and execution across five growth stages. Improving organizational
processes through Balance Score Card. Case Studies
German and Japanese SME case studies, Aurum Harilela Group, Graham Holdings – Kaplan, Synarge,
Washington Post Co.
Unit 5:Succession Planning Hours: 5
Succession Planning, Family succession, issues of succession in a family firm, preparing for succession
planning. Legal norms of succession-succession acts, important provisions
Unit6: Future Prospects Hours: 5
Future Prospects, Involving non-family members, power struggles and issues of succession in a family
firm, Valuation of the closely held firm, the changing role of family in the family business.
6. Thomas Zellweger (2017), Managing the Family Business- Theory and Practice,
Edward Elgar Publication Limited.
7. Amy M. Schuman, Wendy Sage Hayward & David Ransburg Human Resource in the
Family Business: Maximising the Power of Your People A Family Business Publication
8. Kelly LeCouvie, Jennifer Pendergast,(2014), Family Business Succession: Your
Roadmap to Continuity- A Family Business Publication
1. Kelin E. Gersick, John A. Davis, Marion McCollom Hampton, Ivan Lansberg, Generation to
Generation: Life Cycles of the Family
2. Business Process Re-engineering: A Simple Process Improvement Approach to Improve
Business Performance (The Business Productivity Series Book 1), Giles Johnston
Course Name: Consumer Behaviour & Course Code: MIE433
Customer Relationship Management
Course description: This paper aims to develop conceptual knowledge on the overview of dynamic
aspects of marketing namely Consumer Behaviour. The subject mainly focuses on fundamentals of
consumer behaviour, different models, strategies involved
1. With this course the students gain basic idea behind Consumer Behaviour and its importance.
2. It will help to understand relationship between sales and business goals and how to retain the
consumers and grow business.
3. To help the student explore creative problem solving skills informulating specific CRM
implementation and management strategies with reference to global business environment
4. Students are in a position to understand practically understanding the Consumer Behaviour
Process works in business organizations.
Unit 1:Overview of Consumer Behaviour Hours: 10
Introduction to Consumer Behaviour, meaning, types of consumers, Scope and application of

consumer behaviour, Consumer Trends; Rural Consumer.
Unit 2:Influences on the ConsumerHours: 12
Consumer needs, motives, Categories, influence of culture and subculture on consumer

behaviour, Characteristics measurements of culture, content, Measurement of social class, Life
style profiles, VALS, AIOS, Social class mobility. Subculture – religious, regional, racial, age
and gender, culture – religious, regional, racial, age and gender.
Unit 3:Customer Loyalty Comprehension Hours: 10
Meaning of customer loyalty, Significance, Brand Loyalty, Benefits of Customer Loyalty,

Customer retention and Brand Loyalty, Factors affecting customer loyalty, Drivers of Customer
Loyalty. Customer Engagement.
Unit 4:External influences on Consumer Behaviour Hours: 10
External Determinants of CB: Family, Age and Gender Functions, FLC stages, Family decision
making, Dynamics of husband wife decision making. Role of child in decision making,
women’s buying behaviour
Unit 5:Individual determinants of Buyer Behaviour Hours: 8
Personality, Motivation, Perception, Learning, Attitudes – concepts only, Purchase Pattern.
Unit 6: Trends in Consumer Behaviour Hours:10
Recent trends, VALS and grouping consumers, Use of Personality, Purchase Pattern, to
understand needs and segment markets.
1. Kumar, V & Reinartz, Werner, (2018), Customer Relationship Management Concept,
Strategy, and Tools, 3rd Edition , Springer-Verlag Berlin Heidelberg.
2. Roger D. Blackwe, Paul W. Miniard& James F. Engel, (2017), Consumer Behavior
Paperback , Cengage India Private Limited; Tenth edition.
3. Dr. Gaurav Agarwal, (2016), Consumer Behaviour: Latest Edition, SBPD Publications.
4. Suja R Nair, (2015), Consumer Behaviour An Indian Perspective, Himalaya Publishing.
5. Rajneesh Krishna, (2014), Consumer Behaviour, Oxford University Press; First edition.
6. Suja R Nair: (2015), Consumer Behaviour An Indian Perspective, Himalaya Publishing, Edition.
1. Mukesh Chaturvedi and Abhinav Chaturvedi: Customer Relationship Management An
Indian Perspective. Excel Books.
2. Sangeeta Sahney, 2012, Consumer Behaviour, 2nd Edition, Oxford Publication
3. S Ramesh Kumar, Consumer Behaviour, 2nd Edition, Pearson
Course Name: Business Leadership & Course Code: MIE434

Communication
analysis, strategy formulation and execution in Family owned Businesses.
1. Analyze the main structural features of family businesses and develop strategies that
position the firm most favorably in relation to competition and influence industry structure
to enhance value.
2. Recognize the different stages of industry evolution and recommend strategies appropriate
to each stage.
3. Appraise the resources and capabilities of the firm in terms of their ability to confer
sustainable competitive advantage and formulate strategies that leverage a firm’s core
competencies.
Introduction to Strategic Communication, Power of strategic communication in Organizational

Development, Systems Thinking Strategic Communication for sustainable organizations, Four
step Public Relations process – Situational analysis, Strategy, implementation, Assessment,
with various stakeholders - Media Relations, Marketing and Brand communication, Public
affairs, Investor Relations. , Corporate Communication, Organizational Communication
structure – formal and informal, Inter-cultural Organizational Communication, Communication
Network of the Organization; Process of Communication, Patterns of Communication – Circle,
Chain, Y and Wheel, Functional and cross-functional interactions.
Unit 2:Effective Communication at Work and Beyond Hours:10
Problem solving approach to Verbal and Non verbal communication, netiquette, Negotiation Skills
(BATNA) inside out, Barriers and Gateways, Effective corporate presentation, power dressing code,
Design Thinking approach to audience research (empathizing with listeners), communication and
emotional intelligence, creativity in oral communication, Telephonic conversation, teleconferencing,
video and Skype, Clinical Group Discussion. Impromptu speaking. Public Speaking, Telephone skills,
Giving and Accepting criticisms, Motivating and Supporting, Persuading and Negotiation. Toastmasters
– public speaking and leadership, BEC. Demonstrate ethical and professional communication code of
conduct.
Unit 3:Stakeholders Communication and EngagementHours: 10
Strategic Communication, Business-aligned Communication Strategy, Communication with

stakeholders, Leadership executed through Business Communication, Communication to build trust,
Leadership Dialogues, Case Studies in Effective Communication: Leadership in Action, Case Studies in
Crisis Communication, Communicating Organizational Change,
Financial Communication and Investor Relations, Communication in crisis and conflict. Recent
developments in communication, Business Podcasts, Webinars.
Unit 4: Design Thinking approach to Communication Hours: 10
Design thinking begins with listening. Customer centric approach to communication, emails,
presentations and communication collaterals such as websites, etc. Effective Written Business
Correspondence, Importance of Writing Skills in Business, Internal and External business
communication – physical and electronic, Writing to persuade, Gathering and summarizing information,
Drafting skills, Email, social media etiquettes, Communication with media – press release,
Advertisements - Creativity in written communication, Import-Export Correspondence, Report writing.
Unit 5: Negotiation and Conflict Management Hours: 10
Introduction to Negotiation and Conflict Management, BATNA, Emotional intelligence. Neuro-

linguistic programming, Managing Emotional intelligence at workplace and personal life.
Unit 6: Interpersonal and Employee Engagement Communication Hours: 10
How to communicate as an Intern, Communication in High Performance Teams, Transactional Analysis

in Organizational communication, Recent developments in work place communication. Communications
in Action - combination of individual and team-based assignments that include practical exercises such
as representing a company in crisis to multiple stakeholders, PR and Corporate Communication.
Employee Communication – In-person communication, Email and Instant Messaging, Telephone and
social-media, Building effective internal communication strategy, Role of Communication in Employee
Relationship, Driving Employee Engagement through communication. Assertive, Non-assertive and
Aggressive communication
Effective communication: Using NLP Visual, Auditory & Kinesthetic words, Auditory Digital, Intra-
cultural, Inter-cultural, Multi-cultural, Cross-cultural communication, Emotional Intelligence (EI) in
business communication, Cross-Cultural study of EI, Role of EI in Leadership Communication,
Business Etiquette.
1. Chris Westfall, (2018), Leadership Language: Using Authentic Communication to Drive

Results, Wiley.
2. Matthukutty M Monipally, (2017), Business Communication, McGraw Hill Education.
1. Business Communication Today, Bovee, Till and Schatzman, Pearson

2. Intercultural Organizational Communication, Lisbeth Calusen, Copenhagen Business School
Press
3. Murphy, Effective Business Communication, McGraw Hill
6. Organizational Communication, Michael J Papa, Tom D.Daniels, Barry K.Spiker, Sage

Publications
7. Toastmasters International Manual
Course Name: Corporate Governance, Ethics & Course Code: MIE435

Social Responsibility
Course description:
Businesses need to be governed by accepted and desired ethical standards. Over time there is an
increasing realization that wealth and value creation should be guided by ESG (Environmental, Social
and Governance) frameworks that have been put in place. The need for this has increased in the context
of globalization and increasing awareness about the need for ethical and responsible business in the
emerging business scenario.
This paper covers topics on Corporate Governance related issues, ethical principles and practices, and
CSR concepts, theories and policies (with focus on multiple stakeholders) that are relevant for
businesses in general and for businesses in India in particular.
1. To familiarize the students with the knowledge of ethical concepts and theories, emerging trends
in good governance practices and corporate social responsibility in the global and Indian
context.
2. Build traits and skills that are important for responsible business persons.
Unit 1:Conceptual Framework of Corporate Governance Hours: 15
Conceptual Framework of Corporate Governance
Evolution of corporate governance; Corporate governance concepts, theories and models, CG related
developments in India; Regulatory framework of corporate governance in India; Companies Act 213,
SEBI guidelines and clause 49; Recent developments in India.
Unit 2:Corporate Management: Hours: 7
Management vs. Governance; internal constituents of the corporate governance; key managerial
personnel (KMP); chairman- qualities of a chairman, powers, responsibilities and duties of a chairman;
chief executive officer (CEO), role and responsibilities of the CEO; separation of roles of chairman and
CEO; CFO; Company Secretary; Auditor.
Unit 3:Role and Functions of Board Committees:Hours: 4
Role and functions of Board Committees, Statutory committees of board- Audit committee, Nomination
and Remuneration committee, Stakeholder relationship Committee, and CSR Committee. Other
committees.
Unit 4:Corporate Governance code and Whistle-blowers: Hours: 4
The Concept of Whistle-Blowing; Types of Whistle-blowers; Whistle-blower Policy; the Whistle-

Blower Legislation across Countries; developments in India. Whistle Blowers Protection Act, 2011, with
Amendments.
Unit 5 : Business Ethics: Hours: 15
The concept of ethics; ‘ethics’ and related connotations; business values and ethics; concept of business
ethics; various approaches to business ethics; ethical theories; ethical governance; social responsibility–
an extension of business ethics; the concept of corporate ethics; benefits of adopting ethics in business;
ethics programme; code of ethics; ethics committee.
Unit 6: Corporate Social Responsibility and Sustainability: Hours: 15
Meaning; role and importance, CSR as an evolving concept; drivers of CSR, triple bottom line concept;
Circular economy concept, CSR and business ethics; CSR and corporate governance; environmental
aspect of CSR; CSR models;CSR in India post Companies Act 2013.
Corporate sustainability, Business case for sustainability, Tools for corporate sustainability, Life Cycle
Analysis, Sustainability practices
Sustainability reporting, GRI, Integrated reporting framework (only basic framework)
1. Tricker, Bob (2013) Corporate Governance, Oxford University Press, New Delhi.
2. Ferrel, Fraederich&Ferrel (2013), Business Ethics, Cengage Learning, New Delhi
1. Blowfield, Michael, and Alan Murray, Corporate Responsibility, Oxford University Press.
2. Mallin, Christine A., Corporate Governance (Indian Edition), Oxford University Press, New
Delhi.
3. Sharma, J.P., Corporate Governance, Business Ethics & CSR, Ane Books Pvt Ltd, New
Delhi.
4. Sharma, J.P., Corporate Governance and Social Responsibility of Business, Ane Books Pvt.
Ltd, New Delhi.
Course Name: Business Plan Course Code: MIE436

Course description: Business Plan/ Entrepreneurship Practicum - New Venture Creation is an

important learning experience of this study program, allowing students to apply problem solving skills in
a professional setting. This course introduces students to Live Projects that enable businesses to benefit.
1. Identification of problems
2. Formulate and implement business solution for the problems / challenges identified.
3. Students will be exposed to connect classroom learning in developing their business plan.
4. Demonstrate the practical skills in researching, planning, and executing a business plan for a
new venture
Unit 1:Steps in Businesses Plan
a. Businesses Plan can be a consultancy in partnership with the University. In order to meet
business requirements and all work can be completed in-house or off-site.
b. Start-up Venture Launch: Entrepreneurship Track students will be able to integrate
theory and practice for setting up and running of new venture.
c. Registration of topic: Once the topic is chosen, the student shall submit a duly filled in
Registration Form to the guide.
d. Synopsis: The submission of synopsis of Businesses Plan must be as per the time schedule
and the prescribed format.
e. Dissertation on issues or problems in organizations must be the approach. In the case of
more than one student doing the Businesses Plan on the same topic, the students should
ensure that the topic of research must be approved and also support the team member in
entirely different skill.
f. Businesses Plan Dissertation Work Diary: Students and the guide shall have regular
interaction. The Dissertation Work Diary shall be maintained by the respective guides in
order to enhance the quality of Businesses Plan dissertation.
g. Quality requirement:The student should work on a live business problem area.
Department Evaluation:
The department will evaluate student’s performance (75% weight age). The evaluation will be based on
rubrics criteria such as consistency, overall performance, attendance, number of hours worked, quality of
work – Final Businesses Plan.
Attendance minimum requirement: 85%. If attendance falls below 75%, such a student will not be
eligible to appear for viva.
Pedagogy
A comprehensive array of pedagogical tools such as Lectures, Case Studies, Role Plays,
Presentation’s etc are used to facilitate effective learning. The highlights of the programme are:
 Emphasis on self-learning
 Focus on a Holistic Development
 Integrated approach to the functional areas of Management
 Strong Emphasis on Ethics and Values
 Emphasis on group work and team building
 Academic rigor and continuous evaluation
 Personality development through specially designed modules
 Strong support through Faculty Advisors and Counselors
 Active collaboration between the Department and Industry
 Practicing professionals as adjunct faculty
Evaluation Pattern
Department of Professional Studies follows a rigorous system of continuous evaluation, and the
assessment events include quizzes, tests, assignments, mid-term and end-term exams,
individual/group project work, presentations etc.
Students are evaluated for each course on the basis of written examination and continuous
internal assessments. Each paper carries maximum of 100 marks and is evaluated as follows:
End Semester Examination (ESE) 50%

Mid Semester Examination (CIA-2) 25%
Continuous Internal Assessment (CIA- 1 & 3) 20%
Attendance 05%
Total 100%
 Written Examinations consists of:

 Mid Semester Exam – 50 Marks (2 hours duration)
 End Semester Exam – 100 Marks (3 hours duration)
 A student should secure a minimum of 50% Marks in the ESE to pass in that paper.
 In aggregate for each paper, for internal and end semester put together, at least 50 Marks out
of 100 must be secured to pass in that paper.
Question Bank:
Subject wise Question Bank is prepared every semester to test the Conceptual, Application,
Analytical and Problem-solving skills of the students. These question banks are prepared by the
faculty member teaching the subject and duly verified by the subject expert.
Question Paper Pattern for the End Semester Examination:
The question paper pattern for the End Semester Examination is as follows:
Sections Type Marks
A Conceptual / Descriptive Type questions 6 x 2 = 12

B Conceptual / Descriptive Type questions 5 x 5 = 25
C Analytical / Essay Type Questions 3 x 15 = 45
D Case Study 1 x 18 = 18
 Section A
Conceptual / Descriptive Type questions 6 out of 8 questions of 2 mark each.
 Section B
Analytical / Essay type questions with choice – 5 out of 7 questions of 5 marks each
 Section C
Analytical/ Essay type questions with choice – 3 out of 5 questions of 15 marks each
 Section D
One Compulsory Question – 18 marks
Continuous Internal Assessments (CIA):

C
s
u
i
t
n
o
l
2
-
0
1
3
–
I
)
k
r
m
5
(
c
a
d
e
A CA
C
C
At
I
(
A
Attendance:
90 – 94%
85 – 89%
80 – 84%
76 – 79%
A
I
m
ont
-e
2
5
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B
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CIA – 1 and 3 : Continuous Internal Assessment
Written (reports) – Group or Individual, Understanding of the subjects, Participative learning,

Presentation and VIVA, Quiz, Multiple choice based test etc.
CIA – 2: Continuous Internal Assessment - Mid Semester Exam (MSE)
Mid Semester Exam marks will be taken for Internal Assessment. MSE marks will be reduced to
25 for this purpose. The question paper pattern for the Mid Semester Examination is as follows:
Sections
A
Type
Short Answer Questions
Conceptual / Descriptive Type questions
Analytical / Essay Type Questions
Case Study
The marks distribution for attendance is as follows:
95 – 100% 5 marks
4 marks
3 marks
2 marks
1 mark
Marks
4x 2 = 8
2 x 5 = 10
1 x 15 = 15
1 x 17 = 17
Grading Pattern:
Grading pattern will be the same as approved by the University for PG Courses as detailed herein
below:
Grade
Percentag Grade Point 10
e Grade Point Point Scale Interpretation Class
80 and
Above A+ 4 10 Excellent
First Class with
75-79 A 3.75 9.38 Very Good Distinction
70-74 A- 3.5 8.75 Good
65-69 B+ 3 7.5 Good
60-64 B 2.5 6.25 Above Average First Class

55-59 C+ 2 5 Average
50-54 C 1.5 3.75 Satisfactory Second Class

Exempted if
Aggregate is more
40-49 C- 1 2.5 than 50% Pass Class
39 and
Below F 0 0 Fails Fail

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Department of Professional Studies

Master of Science (Innovation and Entrepreneurship)2020-

Christ (Deemed to be University),

S. No. Contents Page. No.

Master of Science (Innovation and Entrepreneurship)

Aim and Purpose

1. To develop higher levels of innovation and entrepreneurship skills

2. To create the entrepreneurs of quality and competence

3. To nurture the skills of the start up community with innovation

4. To develop the ideas of entrepreneurs into start-ups

5. To foster innovations and new ventures.

2. Analyze opportunities to interpret organizational output and efficiency

5. Execute the best practices of Innovation and Entrepreneurship.

6. Exhibit the knowledge of entrepreneurial qualities and explore entrepreneurial opportunities

7. Work effectively and professionally in teams

Programme Specific Outcomes

PSO4:Demonstrate and implement emerging business models in entrepreneurship.

PSO5:Demonstrate and implement entrepreneurship by creating jobs and supporting the

MIE232 Marketing Management for Entrepreneurs Theory Core 60 4 100

MIE233 Financial Management for Entrepreneurs Theory Core 60 4 100

MIE234 Business and Market Research Theory Core 60 4 100

MIE235 Legal and Regulatory Aspects of Theory Core 60 4 100

MIE212 Experiential Learning - II Practical Core 30 2 50

MIE211 Holistic Education Theory SEC 12 2 -

* Ability Enhancement Compulsory Course (AECC), Skill Enhancement Course (SEC),

Programme Programme Specific

Total number of hours: 60 Credits: 4

Unit 1: Introduction Hours: 10

Unit 2:Positive Organizational Behavior as a source of Sustainable Competitive Advantage

Personality, Attitude, Perception, Emotions and Individual Behavior.

Attitude: Formation, components of attitudes, attitude vs behavior

Unit 5: Organizational Culture Hours: 10

Individual and Organizational Culture, Impact of Organizational culture on strategy implementation,

Unit 6:Organizational Control Systems Hours: 10

2. Stephen P. Robins and Timothy A.Judge, Neharika Vohra, (2016),Organizational Behaviour,

4. Richard L.Daft, (2012), Principles of Management, Cengage Learning.

1. Harvard Business Review case studies, https://hbr.org/store/case-studies

Total number of hours: 60 Credits: 4

Unit 1:The entrepreneurial perspective Hours: 10

Evolution, Characteristics, Nature, Types, Functions of Entrepreneur - Distinction between an

Unit 2:The individual Entrepreneur Hours: 10

Entrepreneurial feelings, entrepreneur background and characteristics, motivation role models

Unit 3:Theories of entrepreneurship Hours: 10

Entrepreneur, Theories of entrepreneurship: Economic, Classical, Neo Classical, Austrian

Clarence Danhof Classification, Arthur H. Cole Classification, Classification on the Basis of

Unit 5:Creating and starting the Venture Hours: 10

Unit 6:Managing And Growing The New Venture or a Business Hours: 10

3. Hatten, Timothy S. (2011). Small Business Management: Entrepreneurship and Beyond,

1. Scarborough, N. M. (2011), “Essentials of Entrepreneurship and Small Business

2. Verstraete, T. and Jouioson-Laffitte, E. (2012), “A Business Model for

3. Poornima Charantimath, (2007)“Entrepreneurship Development-Small Business

4. Rober D Hisrich, Michael P Peters, Dean A Shepherd, (2007),Entrepreneurship, (6 ed.), The

Total number of hours: 60 Credits: 4

1. Understand and apply the processes involved in Idea Productization .

Unit 1: Introduction Hours: 10

Design Thinking : Turning Challenges into Opportunities

Opportunity Assessment - “How do we source and identify opportunities?” and “Which

Unit 2:Design Thinking Paradigm for Strategic Innovation Hours: 10

Unit 5: Productizing Startup Ideas - Internet Business Design

Unit 6: Major Design Project Hours: 15

Total number of hours: 60 Credits:4

Unit 1:Introduction Hours: 06

Unit 2:Consumption Analysis Hours: 06