master of leadership development part-i (semester i & ii) (regular) (1)

PUNJABI UNIVERSITY, PATIALAORDINANCES

AND OUTLINES OF TESTS,

SYLLABI AND COURSES OF READING

FORMASTER OF LEADERSHIP DEVELOPMENT

(AN INNOVATIVE COURSE APPROVED BY U.G.C TO GSSDGS KHALSA COLLEGE, PATIALA)

MASTER OF LEADERSHIP DEVELOPMENT

MLDPART I (REGULAR)

(SEMESTER I & II)

SESSIONS: 2014-15 & 2015-16ftfdnkoEhnK bJh Io{oh jdkfJsK1fJe nekdfwe ;kb s' tX/o/ ;w/A d/ ;zrfms fe;/ e'o; ftu, id' e'Jh ftfdnkoEh dkyabk b?D T[gozs gqhfynk fdzdk j? sK T; ;w/A gqufbs nfXnkd/;a nekdfwe ;kb d/ d"okB iK nzs ftu j'Jh gqhfynk bJh bkr{ ;wM/ ikDr/ go :{Bhtof;Nh nfXnkd/;aK nXhB nfijh e'Jh ;aos$pzd;a BjhA fe ;zrfms e'o; ftu dkyb/ T[gozs :{Bhtof;Nh tb' ;zpzXs nfXnkd/;aK ftu e'Jh sowhw BjhA ehsh ik ;edh. b'V nB[;ko, ;'X/ j'J/ nfXnkd/;a Bt/A iK g[okD/ jo fe;w d/ ftfdnkoEhnK s/ fJe ;wkB bkr{ j'Dr/.

2 e'Jh th ftfdnkoEh fJe' e?bzvo toq/ ftu j'D tkb/ d" w[Zy (Major) fJwfsjkBk ftu BjhA p?m ;edk.

3i/ e'Jh ftfdnkoEh fJe' ;?;aB ftu d' fJwfsjkBK (Major and Minor) bJh gqhfynk dkyabk cakow$cah; Godk j? sK v/N^;ahN ftu fwshnK d/ fe;/ Neok dh ;{os ftu T[j e/tb fJe jh fJwfsjkB ftu p?m ;e/rk. nfijh jkbs ftu T[; dk e'Jh ekB{zBh jZe BjhA fe T[j fJe' jh ;w/A d' fJwfsjkB d/ ;e/. fJ; ;{os ftu d{;oh gqhfynk bJh iwQk eotkJh cah; tkg; BjhA ehsh ikt/rh.

4fiZE/ :{Bhtof;Nh d/ nkgD/ ekoDK eoe/ ftfdnkoEh dk Bshik b/N x'f;as j[zdk j?, T[ZE/ g[Bo^w[bKeD d/ e/;aK B{z SZv e/ nrb/ fJwfsjkB bJh ckow$cah; d/D fjZs ftfdnkoEh B{z Bshik ekov s/ nzfes fwsh s'A 15 fdB dk ;wK fpBk b/N cah; s' fdZsk ikt/rk. T[gozs f;afvT{b nB[;ko pDdh b/N cah; ukoi ehsh ikt/rh. ftfdnkoEh d/ nkgD/ ekoDK eoe/ b/N x'f;as BshfinK ftu fe;/ th wzst bJh fpBK b/N cah; s"A e'Jh ;wK BjhA fdZsk ikt/rk go nfij/ e/;K ftu g[Bo^w[bkeD dh fJikis BjhA j't/rh.

5e'Jh ftfdnkoEh fe;/ gqhfynk bJh e/tb gqhfynk dkyabk cakow$cah; d/D$iwQK eotkT[D Bkb jh gqhfynk$nrbh gqhfynk ftu p?mD dk jZedko BjhA j't/rk.

6fiBQK ftfdnkoEhnK B/ j/mbh gqhfynk gzikp ;e{b n?ia{e/;aB p'ov$gzikph :{Bhtof;Nh s'A fJbktk fe;/ j'o p'ov$:{Bhtof;Nh s'A gk; ehsh j't/, T[BQK B{z nkgD/ n;bh gqwkD gZso, ft;fsqs nze^fpT{okêkov, fvroh ns wkJhrq/;aB ;oNhfce/N nkfd gqhfynk dkyabk cakow d/ Bkb d/D/ j'Dr/, fiBQK d/ nkXko s T[BQK B/ gqhfynk d/Dh j?/. nfijk Bk eoB s/ T[BQK dh gqhfynk bJh gksosk oZd eo fdZsh ikt/rh.go i/eo e'Jh ftfdnkoEh wkJhrq/;aB ;oNhfce/N ;w/A f;o BjhA G/idk sK T[j 1000$^ o[gJ/ (iK T[; ;w/A I' th bkr{ j't/) i[owkBk cah; Bkb G/I ;edk j?.

7i/eo gqhfynk dkyabk cakow ftu e'Jh so[ZNh gkJh rJh, fit/A ftfdnkoEh d/ j;skyao iK gqhfynk dkyabk cakow s;dhe eoB tkb/ nfXekoh d// j;skyao, nj[dk s/ w'jo dk Bk j'Dk, ofi;Nq/;aB Bzpo, gfjb/ fJwfsjkBK d/ o"b Bzpo, gqhfynk e/Ado d/ fJzdoki dk Bk j'Dk, n;bh nze^fpT{okêkov iK fvroh dk BK d/DK, iK gqhfynk cah;$b/N cah; xZN iwQK eotkJh j'Dh nkfd, sK nfijhnK so[ZNhnk d{o eotkT[D fjZs ftfdnkoEh tZb'A dcaso B{z b'VhAd/ d;skt/ia g/;a eoB ;w/A 200$^ o[gJ/ ( iK ;w/A s/ I' th bkr{ j't/) dh so[ZNh cah; tZyoh iwQK eotkT[Dh j't/rh sK jh T[j soZ[Nh gqhfynk dkybk cakow ftu' d{o ehsh ikt/rh.ftfdnkoEh fJj so[ZNhnK gqfynk bJh dkyabk cakow$ cah; gqkgsh dh nzfsw fwsh s'A gfjbK^gfjbK b"Vhd/ d;skt/iK dh g{osh eod/ j'J/ T[go do;kJh soZ[Nh cah; Bkb d{o eotk ;ed/ jB. nzfsw fwsh s'A pknd, ft;a/;a jkbks ftu, so[ZNh d{o eotkT[D dh cah; uhca e'^nkovhB/No gqhfynktK tZb'A w"e/ s/ bJ/ ca?;b/ nB[;ko tZyo/ s"o s/ fBoXkfos ehsh ikt/rh.

8ftfdnkoEh g{oh ch; p?Ae vokcN okjha G/i/. p?Ae vokcN ofi;Noko, gzikph :{Bhtof;Nh, gfNnkbk d/ Bkw j't/ iK cah; :{Bhtof;Nh yaikBuh, gzikph :{Bhtof;Nh, gfNnkbk e'b ekTA{No s/ th iwQK eotkJh ik ;edh j?.

9gqhfynk dkyabk ckow GoB s'a gfjbK ftfdnkoEh fJj iao{o iKu bt/ fe ubzs gkmêqw (f;b/p;) eh j?< gqhfynk Bkb ;zpzfXs Bt/A fB:w eh jB< fJj fB:w w[yh, gpbhe/;aB fpT{o', gzikph :{Bhtof;Nh, gfNnkbk gk;' fB;afus ndkfJrh d[nkok jk;b ehs/ ik ;ed/ jB.

10;kbkBk gqhfynk ;w/A g{o/ ftf;anK dh gqhfynk d/D T[gozs oh^nghno nkT[D bJh fBoXkfos gfjb/ w"e/ bJh T[;/ ;kb dh ;kbkBk gqhfynk dk f;b/p; bkr{ j't/rk. go oh^nghno d// d{;o/ w"e/ bJh nrbh ;kbkBk gqhfynk dk ukb{ (Current) f;b/p; bkr{ j't/rk, c/bQ, fJzgo{tw?AN, ft;a/;a w"ek nkfd e/;K ftu th T[;/ ;kb dk ukb{ (Current) f;b/p; bkr{ j't/rk.

11o?r{bo, gqkJht/N iK gZso^ftjko f;Zfynk ftGkr okjhA gqhfynk d/D tkb/ ;ko/ ftfdnkoEh nkgDhnK 5%4 ;?ANhwhNo ;kJhia dhnK fpBk r'rbia s' fJe' B?r/fNt s'A fsnko ehshnK BthBsw c'N'nk gqhfynk dkyabk cakow ftu fB;afus EK s/ fugekT[D. fJBQK c'N'nK s/ ftfdnkoEh nkgD/ j;skyao eo/rk s/ fgsk dk Bk, gqhfynk ns/ gqhfynk e/Ado dk Bk fby/rk. ;ik:kcask iK b/N ekfbi ftfdnkoEhnK d/ e/; ftu fJjBk c'N'nK s/ T[jh nfXekoh j;skyo eo/rk fi; B/ gqhfynk dkyabk cakow s;dhe ehsk j't/.

12o'b Bzpo ikoh j'D d/ pkti{d th gksosk pko/ ojh e'Jh so[ZNh B'fN; ftu nkT[D s/ gqhfynk bJh gksosk ns/ gqhfynk dkybk cakow fe;/ th ;w/A oZd ehsk iK ;edk j?/ nfij/ e/;K ftu fiazw/tkoh ftfdnkoEh dh nkgDh j't/rh.

13gqhfynk e/Ado pdbD bJh fBoXkos ckow s/ fdZsh rJh jo soQK Bkb w[ezwb noiah s/ jh r"o ehsh ikt/rh. fBoXkos fpB?^ckow, d' s;dhe^;a[dk c'N'nk ns/ 1,000$^ o[gJ/ ( iK ;wA? s/ I' th bkr{ j't/) dh cah;, I' ofi;Noko, gzikph :{Bhtof;Nh, gfNnkbk d/ Bkw p?Ae vokcN okjhA iK :{Bhtof;Nh yaikBuh e'b iwqK eotkJh rJh j't/, dh o;hd ;fjs fvgNh ofi;Noko (gqhfynktK), gzikph :{Bhtof;Nh, gfNnkbk B{z ofi;Nov vke okjh G/fink ikt/. gqhfynk e/Ado pdbD bJh fpB?^gZso gqhfynk bJh cakow$cah; gqkgsh dh nzfsw fwsh s'A gfjbK^gfjbK dcaso ftu g[ZiDk ukjhdk j?. uhca e'^ nkovhB/No gqhfynktK s"A gqhfynk e/Ado pdbD dh gqtkBrh dh fuZmh fwbD s'a fpBK fe;/ ftfdnkoEh dk gqhfynkê/Ado fJe EK s"A d{ih EK pdbD dh gqfefonK gZeh BjhA wzBh ikt/rh. i/ e'Jh ftfdnkoEh :{Bhtof;Nh tZb'A nbkN ehs/ gqhfynk e/Ado dh pikJ/ fe;/ j'o gqhfynk e/Ado ftu fJwfsjkB fdzdk j? sK T[; dhnK T[Zso^ ekghnK oZd do fdZshnK ikDrhnK. gqhfynk e/Ado pdbD bJh p/Bsh T[Zs/ e/tb fJBQK ;{osK ftu jh ftuko ehsk ikt/rkL ftfdnkoEh dh B"eoh ftu spkdbk, wksk fgsk iK rkovhnB dk spkdbk, ftfdnkoEh dh fpwkoh fi; bJh T[; B{z ;oekoh j;gskb s'A w?vheb ;oNhfce/N iK B"eoh dk spkdbk^;oNhfce/N ;p{s ti'A d/Dk j't/rk.

14 gqkJht/N ftfdnkoEh B{z gqhfynk cakow s;dhe eokT[D dh b'V BjhA.15 gqhfynktK d/ fe;/ wzst Bkb ;pzXs ftfdnkoEhnK tZb' G/I/ nX{o/ cakow fpBK fe;/ ;{uBk d/ oZd eo fdZs/ ikDr/. fJe tkoh Goh j'Jh cah; tkg; BjhA ehsh ikt/rh ns/ Bk jh fe;/ nrb/ fJwfsjkB bJh wzBh ikt/rh, p/;aZe ftfdnkoEh B/ ckow Bk th G/fink j't/ iK ftfdnkoEh fJwfsjkB d/D d/ :'r Bk j't/ iK gfjbK G/i/ gqwkD gZsoK d/ nekdfwe foekov nB[;ko T[; B{z fJwfsjkB ftu p?mD dh wBkjh j't/. ftfdnkoEh tZb'A G[b/y/ ekoB fBoXkfos s'A fiankdk cah;$ia[owkBk cah; nkfd iwQK eotkT[D s/ tkX{ iwQK eotkJh oew dh e'Jh n?vi;Nw?AN iK tkg;h Bjha j't/rh.16n;b ftfdne :'rsk ;oNhfce/Nk s'A fpBK ftfdnkoEh d[nkok fdZs/ j'o ;ko/ n;b d;skt/ia I' gqhfynk bJh T[; dh gksosk gZeh eoB Bkb ;zpzfXs j'd, tkfg; Bjha ehs/ ikDr/. ftfdnkoEhnK B{z fJj ukjhdk j? fe T[j T[BK gqwkD gZsoK dh Beb nkgD/ e'b oZyD. gqhfynk dkyabk cakow Bkb BZEh ehs/ n;b d;skt/iaK d/ t/oftnK dk fJzdokia gqhfynk dkyabk cakow ftu fdZsh EK s/ iao{o ehsk ikt/. nfijk Bk eoB dh ;{os ftu fe;/ d;skt/ia d/ r[zw j' ikD pko/ ftfdnkoEh dk e'Jh dkntk Bjha ;[fDnk ikt/rk. i/ ftfdnkoEh B{z T[; tZb'A gqhfynk bJh gksosk gZeh eoB fjZs dcaso B{z G/I/, ftfdne :"rsk d/ n;b ;oNhfce/N ;pzfXs gqhfynk dk Bshik x'f;as j'D T[gozs fJe wjhB/ d/ nzdo^nzdo BjhA w[Vd/ sK Tpj s[ozs ofi;Nov vke okjhA dcaso B{z ;{fus eo'. fJ; fgZS"A :{Bhtof;Nh dcaso tb'A T[; dk e'Jh dkntk Bjha ;[fDnk ikt/rk.

17fijV/ ftfdnkoEh nkgDk gqhfynk dk dkyabk cakow fBZih s"o s/ g[ZS^frZS (Inquiry) ;akyk ftu iwAK eotkT[d/ jB sK T[j cakow d/D ;w/A o;hd iao{o b?D. nfijk Bk eoB dh ;a{os ftu T[jBK dk gqhfynk dkyabk cakow r[zw j' ikD pko/ e'Jh dkntk BjhA ;[fDnk ikt/rk.

18ftfdnkoEh ;g;aN o{g ftu dZ;' fe T[; d/ ft;a/$gou/ ftubh nkg;aB fejVh j?.300$^ o[gJ/ (iK ;w/A s/ I' th bkr{ j't/) dh so[ZNh cah; Bkb fpB? T[gozs gqtkBrh jkf;b eoe/, I' b'V gt/ sK ftfdnkoEh nkgD/ gqhfynk dkyabk cakow ftu ft;a/$gou/ dh nkg;aB pko/ gqhfynk bJh cakow$cah; gqkgsh dh nzfsw fwsh s'A gfjbK^gfjbK pdb ;edk j?. T[; s'A pknd e'Jh ft;ak iK gou/ dh nkg;aB pdbD dh nkfrnk Bjha j't/rh. nzfsw fwsh s' pknd, ft;/a;a jkbks ftu, ft;ak iK gou/ dh nkg;aB pdbD dh cah; uhc e'^nkovhB/No gqhfynktK tZb'A w"e/ s/ bJ/ cA?;b/ nB[;ko tZyo/ s"o fBoXkfos ehsh ikt/rh. f;oc fpB?^gZso iK cah; iwQK eotkT[D Bkb jh ft;a/$gou/ dh nkg;aB$pdbh gZeh BjhA wzBh ikt/rh.

19gqkJht/N ftfdnkoEh gqhfynk dkyabk ckow ftu fdZsh ;{uBk nB[;ko :{Bhtof;Nh nfXeko^y/so ftu nkT[Ad/ T[; ;afjo B{z nkgDk gqhfynk e/Ado pDkT[D, fiE/ T[j gqhfynk dkyabk cakow GoB t/b/ fgSb/ pkoK wjhfBnk s'a ofj oj/ j'D. i/eo :{Bhtof;Nh tZb'A T[; EK gqhfynk e/Ado BjhA pDkfJnk iKdk sK gqhfynk dkyabk cakow ftu ftfdnkoEh tZb'a fdZsh ;{uBk nB{;ko fojkfJ;a d/ B/V/ dk e/Ado fdZsk ikt/rk.

20i/ fe;/ ftfdnkoEh dk Bshik o'fenk frnk j't/ sK T[; B{z g[Bo^w[bKeD eokT[D dk ekbi ftu dkyb/ bJh Bshi/ pko/ nkoih ;{uBkk fdZsh ikt/rh. fJ; soQK T[; B? Gkt/A g{oh gqhfynk gk; Bk ehsh j't/, T[j :{Bhtof;Nh fB:wK nB{;ko ;wA s/ T[j ;kohnK T[gukfoesktK g{ohnk eo ;edk j?, I' dkyab/ ns/ nrbh gqhfynk bJh iao{oh jB. ;aos fJj j? fe T[j T[; wzst bJh pkeh jo soak Bkb :{Bhtof;Nh nfXnkd/;aK nB[;ko :'r j't/. i/ ftfdnkoEh j/mbh gqhfynk fB;afus ;w/A ftu gk; Bjha eodk sK Bshi/ pko/ T[go'es nkoiah ;{uBk nkgD/ nkg oZd ;wZMh ikt/rh. 21 fi; ft;a/ ftu ftfdnkoEh B/ T[u/oh ebk; dh gqhfynk gk; ehsh j'Jh j't/ iK T[;// ft;a/ ftu T[~u/oh ebk; d/ fe;/ fJe Gkr dh gqhfynk gk; ehsh j'Jh j't/ iK g/go d/ fojk j't/ iK fe;/ Gkr u'A oh^nghno nkJh j'Jh j't/, nfijk ftfdnkoEh T[;/ ft;a/ ftZu j/mbh ebk;a dh fJzgo{tw?AN dh gqhfynk BjhA d/ ;edk. go i/eo T[Zu/oh gk; gqhfynk$oh^nghno dh gqhfynk ns/ j/mbh ebk; dh fzJzgo{tw?AN dh gqhfynk dk ft;ak fJe' BjhA, fGzB j?, sK nfijh e'Jh pzfd;a BjhA j't/rh.

22oh^nghno ftfdnkoEhnK B{z nrb/ ;?;aB dh oh^nghno gqhfynk bJh ns/ c/bQ ftfdnkoEhnK B{z nrbh ;kbkBk gqhfynk bJh dkyabk cakow ns/ cah; fBoXkfos ;afvT{b nB[;ko ;w/A f;o GoBh j't/rh. nfij/ ftfdnkoEh g[Bo^w[bKeD bJh th ngbkJh eo ;ed/ jB go oh^nghno ftfdnkoEhnK B{z g[Bo^w[bKeD eokT[D ekoD nB[g{oe$;kbkBk gqhfynk bJh fpBK i[owkB/ s'A gqhfynk dkyabk cakow ns/ cah; GoB dk bkG Bjha fdZsk ikt/rk. Id'a fe g[Bo^w[bKeD dk Bshik x'f;as j'D T[gozs fiBQK gohfynkoEhnK dh eg?f;Nh ca/b s'a oh^nghno iK gk; pD iKdh j? T[j gqhfynkoEh g[Bo^w[bKeD dk Bshik fBebD dh fwsh s' 10 fdBK (;w/s S[ZNhnK) d/ nzdo^nzdo th nrbh gqhfynk bJh fpBK b/N cah; s'a nkgDk cakow$cah; iwQAK eotk ;ed/ jB. T[; s'A pknd ubzs ;afvT{b nB[;ko b/N cah; bZr/rh. 23gqhfynk e/Ado ftu fe;/ j'o ftfdnkoEh B{z nkgDh EK g/go d/D fjZs rbs sohe/ ngDkT[d/ j'J/ Bk fpmkfJnk ikt/. Beb eoB bJh ;jkJh ;kwkB fit/A fe w'pkfJb c'B, g/iao ns/ j'o fe;/ th soQK dh fJsokia :'r t;s{ gqhfynk e/Ado ftu fbikD dh wBkjh j?. i/eo jdkfJsK fto[ZX fe;/ ftfdnkoEh s'A fJj ;kwkB gqhfynk e/ado ftu gkfJnk iKdk j? sK e/Ado fBrokB$T[vB^d;s/ tZb'A w"e/ s/ iaps eo fbnk ikt/rk ns/ Bkb jh ftfdnkoEh s/ nB[fus ;kXBK dh tos'A dk e/; th pDkfJnk ikt/rk. i/eo e'Jh ftfdnkEh fe;/ j'o ftfdnkoEh dh EK g/go fdzdk j? iK gouk jzb eoB bJh fe;/ ftfdnkoeh e'b'A e'Jh ;jkJh ;wkB gkfJnk iKdk j? sK T[; fto[ZX th :{ a n?w a ;h a e/; pDkfJnk ikt/rk, fi; sfjs ftfdnkoEh B{z :{ an?w a;h a fB:wK nXhB gzi ;kb sZe fe;/ th :{Bhtof;Nh gqhfynk ftu p?mD s' tzfus ehsk ik ;edk j?.

24All disputes arising from examination form or documents connected therewith are subject to the territorial jurisdiction of courts situated at Patiala only to the exclusion of all other Lower/session Courts in India.25 fJzgo{tw?AN d/ ftfdnkoEh bJhL

(T) fJzgo{=tw?AN e/tb ;kbkBk gqhfynktK d"okB ubzs (Current) f;b/p; nB[;ko jh ehsh ik ;edh j?. fJzgo{tw?AN bJh gqhfynk d/ tZy^tZy GkrK bJh fJe' cakow Gfonk ikt/. fiBQK GkrK dh fJzgo{tw?AN eoBh j?, b'V nB[;ko, T[BQK dh pDdh e[Zb cah; fJe' o;hd$p?Ae vokcN okjhA Goh ikt/. fJzgo{tw?AN bJh jo ebk;$e'o; d/ jo/e Gkr bJh, fBoXkfos gqfynk cah; s' 50# tZX cah; Goh ikt/. fJzgo{tw?AN jo e'o; ftu d' ;kbK ftu d' uK; nXhB ehsh ik ;edh.

(n) fJzgo{tw?AN bJh fiBAK ebk;K$e'o;K ftu ftt;Ek j?, T[BQK ftu fiZE/ 5 g/go jB T[BQK ftu'A e/tb 2 fET{oh g/go, gqfs Gkr, ns/ fiZE/ 5 s'A tZX g/go jB T[BQK ftu' e/tb 3 fET{oh g/go, gqfs Gkr, fJzgo{tw?N ehsh ik ;edh j/. fe;/ th ebk;$e'o; dh cakJhBb gqhfynk gk; eoB T[gozs Bkb brd/ 2 ;kbK ftu 2 w"fenK ftu fJzgo{tw?AN ehsh ik ;edh j?. fJ; ntXh T[gozs ftfdnkoeh B{z fJzgo{tw?AN dk e'Jh j'o w"ek BjhA fdZsk ikt/rk. gq?eNheb g/goK ftufJzgo{tw?AN Bjha ehsh ik ;edh.

(J) fi; ft;a/ ftu ftfdnkoEh B/ T[Zu/oh ebk; dh gqhfynk gk; ehsh j'Jh j't/ iK T[;/ ft;a/ ftu T[Au/oh ebk; d/ fe;/ fJe Gkr dh gqhfynk gk; ehsh j'Jh j't/ iK g/go d/ fojk j't/ iK fe;/ Gkr u' oh^nghno dh gqhfynk ns/ j/mbh ebk; dh fJzgo{tw?AN dh gqhfynk dk ft;ak fJe' Bjh, fGzB j?, sK nfijh e'Jh pzfd;a Bjha j't/rh.

fJ; ;zpzXh fe;/ th soQK dh tX/o/ ikDekoh bJh g[ZS^frZS ns/ ;{uBk e/Ado (w/B r/N), gzikph :{Bhtof;Nh e?Ag; Bkb N?bhc'B Bz a 0175^3046366,3046367 s/ ;zagoe ehsk ikt/. Bshi/ ;zpzXh ikDekoh bJh u?Ze eo' www.universitypunjabi.org :{Bhtof;Nh N?bhc'B n?e;u/Ai Bzpo 0175^3046598, 99 akMtrolr pRIiKAwvWORDINANCE FOR MASTER OF LEADERSHIP DEVELOPMENT1. (a) The examination for the degree of Master of Leadership Development shall be held in two parts to be called M.L.D. Part-I and M.L.D. Part-II. Each part shall consist of two semesters, viz. Semester 1st and 2nd in Part I and semester 3rd and 4th in Part-II. The examination shall be held in the months of December/January for 1st and 3rd semester and April /May for 2nd and 4th semester or on such other dates as may be fixed by the University.

(b) (i) The amount of Examination admission fee to be paid by the candidate per semester for the external examinations shall be prescribed.

(ii) Last date by which the admission forms must reach the registrar shall be as follows:

ExaminationWithout late fee

Late Fee With Late Fee

Of Rs 500/-With late Fee

Of Rs 1000/-

December/FormOctober 15October 21October 31(No form will be entertained after 31st October)

April/MayFebruary 28March 15 March 21 (No form will be entertained after 21st March)

2. The M.L.D. Part-I shall be open to any person who has passed a degree/post graduate degree examination in any faculty with at least 50% marks in the aggregate from this university or any other examination recognised as equivalent thereto.

3. The assessment in the first and second semester of MLD Part-I will be 50% internal and 50% external for each paper. The result for the internal examinations to be conducted by the Department shall be conveyed to the students /examinations Branch by the Head of the Department as per approved schedule, failing which the result of concerned candidates will be shown as RL.

4. MLD Part- II shall be open to any person who has passed MLD Part- I examination or has cleared at least 50% of total papers prescribed for first and second semesters of MLD courses

5. The assessment in the 3rd and 4th semesters of MLD Part-II will be 50% internal and 50% external for each paper. The result for the internal examinations to be conducted by the Department shall be conveyed to the students/Examination Branch by the Head of the Department as per approved schedule, failing which the result of concerned candidates will be shown as RL.

6. MLD is an innovative programme approved by University Grant Commission (U.G.C.). It will be treated equivalent to M.B.A., (Leadership/Entrepreneurship) and other Master Courses in Commerce and Management

7. The syllabus for the session shall be such as prescribed by the university from time to time

8. (a) The project report shall be evaluated jointly by the external and internal examiners. The topic for the Project Report will be approved by the Nodal Department. The project report shall be submitted along with prescribed fee as per prescribed schedule, failing which re-appear shallbe declared in Project Report Paper.

In case the difference of marks awarded by two examiners is more than 10 marks, the report shall be referred to the third examiner whose award shall be final.

(b) Training Report would be evaluated internally.

The result would be communicated to the Examination branch by the Head of the Department.

9. MLDexamination is open only to candidate who:

*Hasbeen on the rolls of the University/College throughout the academic semester preceding the examination.

*Has his name submitted to the Registrar by the Head/Principal of having attended not less that 75% of the total number of lectures delivered in each paper/subject and 75% of the periods held in practical/map work in each paper/subject during the academic semester. The Department/college shall be required to deliver at least 75% of the total number of lectures prescribed for each paper/subject.

*Provided that deficiency in the number of lecturers can be condoned for special reasons subjects to ordinance framed on the subject.

10. The medium of instruction and examination shall be English.

11. (i) A candidate is required to secure at least 40% marks both in the external examination and aggregate of internal assessment and external examination in each paper taken together in order to qualify in an examination.

(ii) (a) In the event of a candidate failing to secure the requisite 40% marks in terms of clause (i) above, he shall be placed under reappear in that paper(s). Such a candidate would carry the internal assessment marks secured by him for his reappear examination.

(b) However, if any candidate has secured less than 40% marks in the internal assessment in any one or more papers and is placed under reappear in that paper(s), he may at his option, attend regular classes of that paper(s), after his fourth semester examination . The candidate would be required to attend such classes in a semester in which that paper(s) is offered by the department subsequently and thus improve his internal assessment score in the concerned paper(s). In case, such a candidate improves upon the earlier internal assessment score the revised internal will replace the old internal assessment. In case he fails to improve upon his earlier internal assessment in that paper(s) his original internal assessment marks would stand.

In case such a paper is dropped from the course of study as a result of any revision the department would indicate a suitable substitute paper in lieu thereof.

12. A candidate who joins first semester for MLD Part-I may on completing attendance requirement, appear in the first semester examination and join the second semester course and appear in the second semester examination on completing attendance requirements on the dates prescribed for each examination. Even if he does not clear any paper of the first semester, he will be eligible to join the second semester and take the examination. But he will not be eligible to join the third semester unless he has cleared at least 50% of total papers prescribed for both the first and second semester examinations. He can take the third semester examination on completing the required attendance. He may be allowed to join the 4th semester, even if he has not cleared any of the aforesaid papers namely reappear papers of first and second semester of Part-I examination and all the papers of III semester examination. On attending the required number of lectures of IV semester he will be eligible to appear in IV semester examination. A candidate placed under reappear in any paper, will be allowed two chances to clear the reappear, which should be availed within consecutive two years/chances i.e. to pass in apaper the candidate will have atotal of three chances, one as regular student and two as reappear candidate.

The examination of reappear papers of the odd semester will be held with regular examination of the odd semester and reappear examination of the even semester will be held with regular examination of even semester. But if a candidate is placed under reappear in the last semester of the course, he will be provided chance to pass the reappear with the examination of the next semester, provided his reappear of lower semester does not go beyond next semester. Provided that he shall have to qualify in all the papers prescribed for the MLD course within a period of four years from the date he joined the course. In case he fails to do so within the prescribed period as aforesaid, he shall be declared fail. He may, however, seek fresh admission to the first semester on merit with the new applicants. it is understood that a reappear or failed candidate shall be allowed to take the examination in papers not cleared by him according to the date sheets of the semester examinations in which such papers may be adjusted. After completing two years of studies (i.e. four semester courses), he shall not be admitted to any semester of the same course and will not have any privileges of a regular student.

13. Viva- voce/Practical examination shall be conducted by a committee consisting of the following:-

1. One external experts

2. One internal examiner (to be nominated by the Principal of the College/Head of the Department OR his/her nominee).

The quorum of Committee meeting would comprise one external and one internal examiner.

14. As soon as possible after the completing of each semester, the Registrar of the University shall publish a list of successful candidate showing their result. Each candidate shall be supplied with a card containing his/her detail of marks. The list of successful candidates on the completion of MLD Part-II shall be arranged in three divisions and the division obtained by the candidate will be stated in the degree.

15. Successful candidates who obtain 75% marks or more of the aggregate marks in Part-I and Part-II examination taken together shall be declared to have passed the examination with distinction and who obtain 60% or more of the aggregate marks shall be placed in first division. Those who obtain 50% or more but less than 60% shall be placed in the second division and all below 50% shall be placed in the third division.

16. The grace marks shall be allowed according to the general ordinances relating to Award of Grace Marks. These ordinances will apply to all examinations.

(i) Up to 1% of the total marks of Part-I and II examination shall be added to the aggregate of both Part-I and Part-II examinations to award a higher division/55%marks, to a candidate.

(ii) Grace marks to be given shall be calculated on the basis of 1% of total aggregate marks of all the written and practical papers of the examination concerned. Marks for viva-voice/internal assessment/sessional work/skill in teaching/any additional /optional subject shall not be taken into account for this purpose. If a fraction works out to half or more, it shall count as one mark and fractional less than half shall be ignored

(iii) To pass in one or more written papers or subjects, and/or to make up the aggregate to pass the examination but not in practical, sessional work, internal assessment, viva-voice and skill in teaching.

17. The candidate shall have to qualify in all the papers prescribed for M.L.D. course within a period of four years from the date he joins the course. In case, he fails to do so within the prescribed period of four years as aforesaid, he shall be declared fail.

PUNJABI UNIVERSITY, PATIALASCHEME OF COURSE

MLD(Regular) PART I ( SEMESTER I & II)

SESSIONS: 2014- 2015 & 2015-2016MLD PART-I (SEMESTER I & II)SEMESTER-I

MLD 101-Fundamentals of Management

100

MLD 102 -Art and Science of Leadership

100

MLD 103-Strategic Management and Thinking

100

MLD 104-Introduction to Accounting and Corporate Finance

100

MLD 105-Workshop on Corporate Governance

50

MLD 106- Workshop of Personality Development and Soft Skills

50

MLD 107- Seminar on Global Business Environment and Management

100

MLD 108- Viva Voce

100SEMESTER-II

MLD 201-Challenges of Strategic Leadership

100

MLD 202- Managing People and Organization

100

MLD 203- Strategic Human Resource Management

100

MLD204- Corporate Social Responsibility and Managerial Ethics

100

MLD 205- Workshop on Business Research Methods

50

MLD 206- Workshop on Creativity and Innovation

50

MLD 207- Seminar on Achieving Excellence in Leadership

100

MLD 208- Viva Voce

100

MLD Part -I (Semester I)

MLD-101 FUNDAMENTALS OF MANAGEMENTInternal Assessment: 50 Marks

External Exam: 50 Marks

Course Objective:

The objective of this course is to introduce the students to the basic concepts and techniques of Management.

Examination:

The external paper will carry 50 marks and would be of three hours duration. The question paper will be divided into three Sections A, B and C. Section A will consist of four descriptive questions of 10 marks each from Unit I. Candidates will be required to attempt any two questions from Section A. Section B will consist of four descriptive questions of 10 marks each from Unit II. Candidates will be required to attempt any two questions from Section B. Section C will consist of a case study from the subject carrying 10 marks.

The internal assessment will carry 50 marks and it will be distributed as follows: Two assignments or project work -10 marks each, Average of two midterm tests - 20 marks, Attendance and class participation -10 marks.

UNIT-I

Management: Meaning and Nature, Management as a Process, Historical and Theoretical Thoughts: Scientific Management, Administrative Management Theory, Human Relations Movement, Behavioral Science Thinking, Quantitative Approach, Systems Philosophy, Contingency Viewpoint; Planning: Concept and Nature of Planning, Planning Process, Coordination: Need, Nature and Importance. Organizing: Nature, Entrepreneur and Reengineering, Principles of Organization, Departmentation, Delegation of Authority, Centralization and Decentralization, Line and Staff Authority.UNIT-IIDirecting: Need, Significance and Principles. Decision Making : Nature, Classification and Process, Tools and Techniques of Decision Making, Bounded Rationality and Creativity in Decision Making. Communication: Importance, Types and Process, Barriers to Communication and Making Communication Effective, Controlling: Need, Purpose and Process, Requirements of an Effective Control System, Principles of Controlling, Control Techniques and Information Technology, Concepts of TQM.

Recommended Books:

Principles of Management Koontz O Donnell

Essentials of Management Koontz O Donnell and Weihrich

Management by Stoner- Freeman Gilbert

Management by Robins Coulter


MLD-102 ART AND SCIENCE OF LEADERSHIP Internal Assessment: 50 Marks


Course Objective:

The course will provide an in-depth understanding of the leadership and its relation with the various facets of the organization at individual, group and macro levels. It will also help to develop the capacity to perceive clearly the various tactics that the others use to influence in order to achieve their objective.

Examination:


The internal assessment will carry 50 marks and it will be distributed as follows:

Two assignments or project work -10 marks each,

Average of two midterm tests - 20 marks,

Attendance and class participation -10 marks.

UNIT-I

Leadership: Conceptual background and Significance, Managerial Leadership Roles and Functions, Leadership Traits : Personality Traits, Leadership Attitudes, Concept of Authentic Leadership and Ethical Leadership. Leadership Behaviour and Styles. Leadership and Management, Organisational power, Leadership Theories and Models : Trait Theories, Behavioural Theories-Leadership Grid, Equity Theory, Expectancy Theory, Ohio State University Leadership Studies, Reinforcement Theory, Contingency Theories-Continuum Theory, Path-Goal Theory, Normative Theory. Transactional Theory, Transformational Theory, Charismatic Leadership, Positive Leadership.

UNIT-IIOrganizational Power, Politics. Leader/Follower Relations: Dyadic Theory, Leader-Member Exchange Theory, Followership: Effective Follower & Follower Types; Leadership of Culture and Diversity: Creating a High-Performance Culture, Changing Demographics and Diversity, Learning Organization and its Culture, Empowerment: Dimensions, Development and Inhibitors of Empowerment.

Recommended Books:

Effective Leadership Lussia/Achna

Leadership : Theory & Practice : Peter G. Northouse Sage

Leadership in Organisation - Yukl

MLD Part -I (Semester I)MLD-103 STRATEGIC MANAGEMENT AND THINKINGInternal Assessment: 50 Marks


Course Objective:

The course will help students sharpen their analytical abilities in integrating strategic management decision in a comprehensive manner and strategic thinking will introduce students to the theory and practice of strategic planning, a collection of principles and techniques applicable to the management.

Examination:






UNIT-I

Introduction to Strategic Management : Importance of Strategic Management, Schools of Thought in Strategic Management, Strategy Content and roles, Process- Establishing Strategic Intent-Vision, Mission, Objectives and Goals, Environmental Appraisal, Strategic Choice- Analysis and Decision-Making, Competitive Strategy : Porter's Five Forces Model, Mckinsey's 7s Framework, GE 9 Cell Model, Generic Strategies, Generic Strategies and the Value Chain, Corporate Strategy : The Motive for Diversification, Related and Unrelated Diversification, Business Portfolio Analysis.

UNIT-IIStrategy Implementation- Concept and Major Issues. Strategy Evaluation and Control. Strategic Thinking: Introduction, Need, Concepts and Approaches , Strategic Thinking Skills, Steps and Methods, Perception of Competencies and Critical Success Factors, The Art and Science of Visual Thinking, Concept of Lateral Thinking and Steps to Develop Lateral Thinking, Steps to Enhance Reflective and Critical Thinking, Evaluation of Strategic Thinking Skills.

Recommended Books:

Strategic Management- T Hunger and Wheelen

Business Policy and Strategic Management - Azhar Kazmi

Strategic Management - Alex Miller

Strategic Management - Pitts & Lei


MLD-104 INTRODUCTION TO ACCOUNTING AND FINANCEInternal Assessment: 50 Marks


Course Objective:

The objective of the course is to familiarize the students with basic accounting mechanics, process & system. The course will lay a foundation for developing students skills in interpreting financial statements.

Examination:

The external paper will carry 50 marks and would be of three hours duration. The question paper will be divided into three Sections A, B and C. Section A will consist of three descriptive questions and one numerical of 10 marks each from Unit I. Candidates will be required to attempt any two questions from Section A. Section B will consist of three descriptive questions and one numerical of 10 marks each from Unit II. Candidates will be required to attempt any two questions from Section B. Section C will consist of a case study from the subject carrying 10 marks. Candidates will be required to attempt all questions of Section C.





UNIT-I

Accounting: Meaning, Scope and Importance, Accounting Concepts and Conventions, Double Entry System, Preparation of Journal, Subsidiary Books Including Cash Book, Ledger, Trial Balance, Final Accounts and Financial Statement. Introduction to Indian Accounting Standards, Convergence with IFRS. Accounting for Decision Making: Marginal Costing, CVP analysis, Budgetary Control

UNIT-II

Financial Statements: Methods of Financial Statement Analysis-Ratio Analysis, Cash Flow Statement, Fund Flow Statement. Finance Function- Objective, Scope, Financial Planning, Working Capital Management, Dividend Policy, Introduction to Social Responsibility Accounting and Value Added Accounting.

Recommended Books:

Financial Accounting, R. Narayanaswamy .

Advanced Accounting, Shukla & Grewal.

Financial Accounting for Business Managers, Asish K. Bhattacharya.

Management Accountancy, H. Chakraborty & S. Chakraborty.

Financial Accounting A Managerial Perspective Dinabandhu Mukhopadhyay.

MLD Part -I (Semester I)MLD-105 WORKSHOP ON CORPORATE GOVERNANCEInternal Assessment: 50 Marks

Course Objective:

The workshop will introduce a conceptual & theoretical foundations of corporate governance. It will develop an awareness of the practical problems associated various levels of management. It will prepare the course participants for leadership positions in the organizations.

Examination:

Evaluation : Internal-50 marks will be assigned by the internal expert.

Course Content:

Introduction- Concept of Corporations, Concept of Extended View of Corporate Citizenship, Owners and Stakeholders- Types of Owners, Rights and Privileges of Shareholders Ownership Structures and Corporate Governance, Pyramids and Tunneling Issues of Corporate Control and Cash Flow Rights, Examples from Restructure Proposals of Vedanta Group, Need for Investor Protection, Perspectives on Corporate Governance-Theoretical Background, Market and Control Model of Governance Chain, Global Corporate Governance Practices- Anglo-American Model, German Model, Japanese Model, Landmarks in Emergence of Corporate Governance. Board of Directors-Powerful Instrument of Governance- Types of Directors, Importance of Independent Directors, Board Committees and Chairman, Separation of CEO and Board Chairman Post, Nomination Committee, Board Selection Boards Performance Evaluation, Executive Compensation- Role of Remuneration Committee, Human Side of Governance, Financial Oversight and Audit Mechanisms- Audit Committee, Disclosure Mechanisms, Role of SEBI. Corporate Misconduct and Misgovernance-Reasons for Corporate Misconduct, Whistle Blower's Protection, Factors Responsible for Obstructing Effective Corporate Governance Practices, Corporate Governance Rating- Standard and Poor's Corporate Governance Scores, Corporate Governance Rating Methodology (Crisil), Concept of Total Governance. Corporate scams.

MLD Part -I (Semester I)MLD-106 WORKSHOP OF PERSONALITY DEVELOPMENT AND SOFT SKILLSInternal Assessment: 50 Marks

Course objectives:

The objective of the course is to help the students to acquire the basics and soft skills so as to improve their personal and interpersonal relations. It will also help them to understand others along with the personality development as per the requirement of the corporate worlds.

Examination :


Course Content:

Personality : An introduction, Being Winners and achievers: Ten commandments, whispers of the mirror, grappling with god, personality development: catch them young, personality development : mental blocks and solutions, leadership skills and decision making, motivation and personality development, stress management, problem solving, time management, flash lights, introduction to soft skills, language and society, communication, resume writing, facing an interview, public speaking, group discussion, report writing, pearls of wisdom, wisdom in proverbs, evaluation and assessment of personality: some simple tests. Employment Communication: Writing CVs, Group Discussion, Impact of Technological Advancement on Business Communication, Communication Networks, Intranet, Internet, E-mails, SMS, Teleconferencing Videoconferencing, Presentation Skills: What is a Presentation, Elements of Presentation, Designing a Presentation, Designing Presentation, Types of Visual aid, Appearance and Posture, Practicing Delivery of Presentation, Group Communication Skills: Meetings, Planning Meetings, Leading Meetings, Minutes of Meeting, Media Management, The Press Release, Press Conference, Media Interviews, Business Etiquettes.

RECOMMENDED BOOKS

Personality Development & Soft Skills-Prof. Achhru Singh & Dr. Dharminder Singh Ubha

Business communication- M.K. Sehgal & V. Khetrapal

Business Communication- Rajendra Pal

Business Communication- P.D. Chaturvedi

Basic Business Communication : Theory & Application- Lesikar RV & Pettit Jr. JD

Communication for Business - Tayler Shinley-

MLD Part -I (Semester I)MLD-107 SEMINAR ON GLOBAL BUSINESS ENVIRONMENT AND MANAGEMENTInternal Assessment: 100 Marks

Course Objective:

The course designed will appraise the students regarding the trends in global business Environment and Management Issues.

Examination :


Seminar on following and related : Globalization and International Business, Governmental Influence on Trade, Organisation of International Business, Global Environmental Management : Sustainable Development : International Trade and International Agreements, Cross National Co-operation and Agreements Ethical Issues Facing Multinationals, International Human Resource Management, The Cultural Environments Facing Business, The Political and Legal Environments Facing Business, The Economic environments Facing Businesses, Globalization and Society, International Trade and Factor-Mobility Theory, Governmental Influence on Trade, Cross-National Cooperation and Agreements, Global Foreign Exchange Markets, The Determination of Exchange Rates, The Strategy of International Business, Country Evaluation and Selection, Export and Import Strategies, Direct Investment and Collaborative Strategies, The Organization of International Business, marketing Globally, Global Manufacturing and Supply chain Management, International Accounting Issues, The Multinational Finance Function, Human Resource management.

Importance of cross cultural skills in management , micro management, enterprise resource planning , knowledge management for growth , six sigma , benchmarking , quality control , corporate disclosure practices, human resource information system , customer relationship management , new paradigms in manufacturing and operating , e-governance , role of ethics in business, managing global workforce, consumerism & product quality, inflation v/s international business , FDI issues & challenges , Business process re-engineering , entrepreneurship in globalizing economy , the determinants of crude oil Price , growth , Stock market , traditional management concepts & evolution of Indian management ethos for the future , business in the global economy , total quality management , brand management , the legal environment of Indian Business , Risk management , SWOT analysis .

MLD Part -I (Semester I)MLD-108 VIVA-VOCE


A comprehensive viva voce is scheduled at the end the semester in order to judge the understanding as well as application of the knowledge gained by the students. This is also to see the articulation of what is being learnt by them. The idea is also to see that students are able to digest what is being taught in semester and see their relevance not only in the practical field but also their inter relationship.

The viva voce is of 100 marks to be conducted by the external examiner appointed by the University along with an internal examiner appointed by the college.

MLD Part -I (Semester II)MLD- 201 CHALLENGES OF STRATEGIC LEADERSHIPInternal Assessment: 50 Marks


Course Objective:

The course will examine the various personal & organizational challenges and at the same time also indicating ways of coping with these changes .

Examination:






UNIT-I

Change Management : Meaning and Importance, Nature of Change, Types of Change, Environment Factors for Organization Change-External & Internal, Change Process, Resistance to Change-Sources of Individual's Resistance to Change, Sources of Organizational Resistance to Change, Manifestations of Resistance to Change, Managing Resistance to Change, Reducing Resistance Forces of Change, Increasing the Driving Forces in Change, Resistance to Change a Positive Aspect, Activities for Managing Change, Conditions Facilitating Change in Organizations. Conflict Management and Negotiations: Meaning and Aspects of Conflict Nature, Conflict Levels, Conflicts Causes, Functional & Dysfunctional, Techniques of Handling Conflict, Team Conflict Competence, Organizational Conflict Competence, Conflict Resolution.

UNIT-II

Nature of Negotiations, Strategy and Tactics of Distributive Bargaining and Pre-negotiation Essentials, Dealing with Negotiation Breakdowns, Communication in Negotiation- groups , Power in Negotiation Third Party Intervention, The Social Context of Negotiations, Ethics in Negotiation. Stress Management : Nature of Stress, Occupational Stressors, Role Stress, Sources of Managerial Stress, Stress and Thought Processes-Learning, Stress and Personality-Behavioural and Situational Modifiers, Stress and Motivation, Verbal and Non-verbal Indicators of Stress, Assessment of Stress, Stress and Management Change, Stress and Conflict, Leadership Styles in Stressful and Non-Stressful Situations, Decision Making under Stress, Burnout, Stress and Coping with Resources and Processes-Assertiveness Training, Stress and Social Support, Group Processes and Changing Values for Understanding and Coping with Stress.

RECOMMENDED BOOKS

Conflict Management & Resolution Peter Fenn, Rod Gameshon.

Conflict Management- A practical guide Peter Covelliffe

Managing change , Creativity and Innovation Constantine Andriopoulos and Patrick MB Dawson

Change & Knowledge management- RL Nandeshwar & Balakrishna Jayasimha

Managing Change & Transition Richard Luecke

Stress Mangement- Wolfgang.J.Schmitt

Leading Change John.P Kotler

MLD Part -I (Semester II)MLD- 202 MANAGING PEOPLE AND ORGANISATIONSInternal Assessment: 50 Marks


Course Objectives:

The course will provide a basic understanding of the behavior of on individuals & groups inside the organization and will also develop an understanding of the nature, functioning and design of organization as social collectiveness.

Examination:






UNIT-I

Organisational Behavior: An Overview and Concepts. Values and Attitudes, Personality: Concept, determinants, personality types, Freud Psychoanalytical theory , Eriksons Eight stages Theory , Perception and Attribution Social Perception, .Motivation Principles, Applications and Importance, Types of Motivation, Classical Theories-Maslow's Need Hierarchy Theory. Herzberg Motivation- Hygiene Theory, Theory X and Theory Y. Contemporary Theories- ERG Theory, McClelland's Theory of Needs, Goal Setting Theory, Reinforcement Theory, Equity Theory, Expectancy Theory. Group Processes and Teams in Organizations- Self-Directed Work Teams, Virtual Teams, Team Trust, Team Decision Making, and Team Building, Communicating in Teams and Organizations-Cross-Cultural and Cross-Gender communication.

UNIT-II

Improving Interpersonal Communication, Improving Interpersonal Communication through Transactional Analysis, Communicating in Organizational Hierarchies, Communicating Through the Grapevine. Determinants of Organisational Design, Parameters of Organisational Design, Organisation and Environment, Organisational strategy , Organisation and technology, Types of Organizational Structures, Power and conflicts in Organisations, Organisational Culture, Organisational Failure and pathology, Organisational Learning and Transformation, Organizatonal Behavior Trends-Globalization, Outsourcing, Off-shoring, Multi-sourcing, Open-sourcing, Business Process Outsourcing-(BPO) in India.

RECOMMENDED BOOKS

Managing People and Organizations Ricky.W.Griffin and Gregory Moorhead, Peter Druckers Legacy by guide Stewin, John Gabarro, Graeme Martin

Organizational Behaviour- Stefen. P.robbins

Organizational Behaviour Fred Luthans

Organizational Behaviour Newstrong Keith Davis

Organizational Behaviour K.Aswathappa MLD Part -I (Semester II)MLD-203 STRATEGIC HUMAN RESOURCE MANAGEMENTInternal Assessment:50 Marks

External Exam: 50 MarksCourse Objective:

The objective of this course is to help the students develop an understanding of the dimensions of the strategic management of human resources, with particular reference to strategic HRM policies and practices.

Examination:






UNIT-I

Human Resource management : Definition, Characteristics and Importance, HRM and Personal Management, Strategy-Definition and concept, Fundamentals of Strategy, Formulation of Strategy, Strategic HRM-Definition and Importance, Approaches to Strategic HRM, Limitations to the Concept of Strategic HRM, Traditional Vs Strategic HRM. HR Strategy Formulation: Brief Overview of Strategic HR Planning Strategy HR Contributions to Strategy Competitive Intelligence Resource Reallocation Decisions.HR Strategy in Workforce Utilization : Efficient Utilization of Human Resource Cross training and Flexible Work Assignment Work Teams ,Non unionizaton, Strategies for Employee Shortages, Strategies for Employee Surpluses, Strategies for Performance and Development: Strategic Dimensions of Performance Management Balanced Scorecard, EVA, etc.UNIT-II HR Strategy for Training and Development: Benefits, Planning and Strategizing Training, Integrate Learning with Performance Management System and Compensation. Evaluating HR Function: Overview of Evaluation, Scope, Approaches to Evaluation: Audit Approach, Analytical Approach, Quantitative and Qualitative Measures Outcome and Process Criteria, Balanced Scorecard Perspective, Benchmarking, Accounting for HRM, HR Scorecard: HR as a Strategic Partner and Measurement Challenge,7 S Model for Implementing HR's Strategic Role, Creating an HR Scorecard, Strategic HRM in Emerging HR Issues: HR Strategy in Workforce Diversity, Virtual Teams, Flexi-time and Telecommuting HR Outsourcing, Global Sourcing of Labour, Gender Discrimination, Employee Engagement Strategies, Talent Management and Retention. Expatriation and Repatriation Management.

RECOMMENDED BOOKS

Strategic HRM Jeffery Mello

Strategic HRM- Charles Greer

Strategic HRM- Michael Armstrong

Strategic HRM- Aggarwal

Human Resource Management- Garry Desseler

MLD Part -I (Semester II)MLD-204 CORPORATE SOCIAL RESPONSIBILITY AND MANAGERIAL ETHICSInternal Assessment: 50 Marks

External Exam: 50 MarksCourse objective :

The course aims at enhancing students synthesis skills to address & evolve strategic corporate responses to integrate social/environmental issues into business management & also to improve ethical reasoning by correlating moral concepts to business practices & also clarification of the values that determine the managerial behavior.

Examination:






UNIT-I

CSR: Meaning and Importance, Evolution of CSR, Moral and Economic Arguments for CSR, Building Blocks of CSR, Role of Stakeholders in CSR-Stakeholder Advocacy, The Role of Business in Society, Consumers Awareness and Willingness to Pay for Socially Responsible Corporate Behaviour, The Communications Revolution and its Impact on CSR, Globalization and CSR, Different Stakeholders, different Perspectives, Success and Failure with CSR Initiatives, Corporate Response to Citizen Demands via CSR, The Five Stages of Organizational Growth in CSR. Strategic CSR: CSR as a Balance between Organizational Means and Ends, The Strategic lens-Vision, Mission, Strategy, and Tactics, Environmental and Other Global Forces Propelling CSR, Impact of Globalization and Communications Technologies. The Strategic CSR Model, The Business-Level CSR Threshold, Implementing CSR, CSR as Competitive Advantage, Organizational Issues-Actions Versus Intentions, Corporate Commitment, Voluntary Versus, Mandatory, Stakeholder Activism, Economic/Business Issues-branding, Diversity, Sustainability, Fair Trade, Wages, Social Issues-Outsourcing, Corruption, Human Rights, Patents.

UNIT-II

Managerial Ethics: Introduction-Ethical Dilemmas in Management, Ethics in Corporate Strategy, Group Ethics- Ethical Attitudes of Indian Managers, Managers Facing Unethical Management, Corporate Ethics- Ethics and Company Philosophies, Marketing Ethics-Unfair and Deceptive Marketing Practices, Offensive Materials and Objectionable Marketing Practices, Ethical Product and Distribution Practices, Interact Marketing Ethics Issues. HRM Ethics-Social and Organisational Justice, Equity/Distributive Justice, Concept of Egalitarianism. Financial Ethics, Environmental Ethics- Interconnection between Business and Environmental Ethics, Corporate Responsibilities and Duties.

RECOMMENDED BOOKS

Strategic CSR in Practices- J.J.Asonqu

Strategic Corporate Social responsibility- W.B. Werther & D.B. Chandler

Business Ethics- Global & Managerial Perspective- D.J. Fritzche

Managerial Ethics- N.Schminke

MLD Part -I (Semester II)MLD-205 WORKSHOP ON RESEARCH METHODSInternal Assessment: 50 MarksCareer Objective:

The objective of the workshop is to equip the students with the concept and methods of Business Research. The students will be able to plan, design and earn out business research using scientific methods and prepare research report(s) / paper (s).Examination :

Evaluation: Internal -50 marks will be assigned by the internal experts

Course Content:

Role of Statistics: Applications of Inferential Statistics in managerial Decision-Making; Measures of Central Tendency: Mean, Median and Mode and their Implications; Measures of Dispersion; Range, Mean Deviation, Standard Deviation, Coefficient of Variation (C,V), Probability: Concept of Probability and its Uses in Business Decision-Making. Introduction to Business Research, Definitions, Nature, Scope, Concept, Significance, Research Process, Research Design, Exploratory Research: Focus Group, Projective Techniques, Depth Interview, Observation, Case Study Method, Secondary Data Collection and Analysis, Problem Discovery-Problem Definition, Hypothesis Formulation, Causal Research, Experimental Designs, Questionnaire Construction. Measurement Scales, Validity Analysis, Reliability Analysis, Attitude Measurement Scales, Sampling, Field Work, Non-Sampling Errors, Preparation and Preliminary Analysis, Introduction to Multivariate Analysis, Factor Analysis, Regression Analysis, Cluster Analysis, Correspondence Analysis, Conjoint Analysis, Reporting and Concluding Integration.

MLD Part -I (Semester II)MLD-206 WORKSHOP ON CREATIVITY & INNOVATION Internal Assessment: 50 MarksCareer Objective:

The objective of the workshop is to develop a creative mindset , learn & apply a wide range of creativity techniques , apply creativity & innovation in a business context & understand how innovation is the key to success.Examination :

Evaluation: Internal -50 marks will be assigned by the internal experts

Course Content:

The students will apply nuts and bolts techniques for unleashing their creativity thinking abilities, learn how to generate an abundance of new ideas at work, apply creative problem solving techniques to solve difficult work problems , identify the thinking language appropriate for each problem such as logical vs. creative thinking ; verbal vs. arithmetical language , hence able to solve problems more effectively , improve brain power in the areas of perception , imagination , analysis and concentration; identify specific problems and opportunities at work and come up with solutions and action plans ; create an environment / work culture that fosters creativity and innovation throughout the organization , examples of creative thinking. What is it? ; The difference between logical thinking and creative thinking; a peak at the brain; the way ewe think; habitual Vs creative thinking thinking in patterns .Blocks to creativity; perpetual, cultural and emotional blocks. Creative problem solving: problem identification techniques and idea generation techniques. Creating the innovative work environment: Characteristics of the innovative environment, creating a culture of continuous innovation & lessons and strategies from GE, 3M, Disney, Pfizer and others.

MLD Part -I (Semester II)MLD-207 SEMINAR ON ACHIEVING EXCELLENCE IN LEADERSHIPInternal Assessment: 100 Marks

Course Objective:

The objective of the course is to explore leadership style from a number of different perspectives

Examination :


Course Content:

This seminar aims to study the lives of successful personalities through a new prism. Learners will study their lives from a new angle and make their own inference about them like what qualities they stood for , why they chose to perceive while others rested, from where did they achieve that foresight and from where came the unending courage? Since we inherit a rich legacy, learners need to know about the personalities who made us proud of our glorious past, due to their conviction and stead fastness. They bought the much desired change in the world and their life should be a lesson from us.

Itll be the job assigned to the learners to study their bibliographies and come out with their own leadership styles and models. The seminar will not only present them an opportunity to learn from the past but also to transform themselves into leaders with a strong foundation of knowledge with self discipline

MLD-208 VIVA-VOCE


A comprehensive viva voce is scheduled at the end the semester in order to judge the understanding as well as application of the knowledge gained by the students while pursuing the industrial project. This is also to see the articulation of what is being learnt by them. The idea is also to see that students are able to digest what is being taught in two full semesters and see their relevance not only in the practical field but also their inter relationship.

The viva voce is of 100 marks to be conducted by the external examiner appointed by the University along with an internal examiner appointed by the college.

master of leadership development part-i (semester i & ii) (regular) (1)

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