technopolicy bakwas
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Semester
esearch
Methodology
ode
MBGM 7 21
m To impart knowledge to evaluate and conduct research on management probIedissues.
Toprovide skillsnecessary for the conduct of student researchprojects
as
a pwt of the
programme requirement
Detailed Syllabus
problem, Objectives of research, identification and types of
stu y
methods), explanatory ex-post facto
and
experimental)
Factors affecting intern l and external v lidity of experiments.
probability, sampling error, non-sampling errors, sample
size
confidence interval nd determination of sample size
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psychometric tools qualitative techniques: interviews focus
groups participant and non-participant observation.
6 Parametric Methods Run Test Sign Test Mann-Whitney U Test
K-S Test etc.
7 Multivariate Analysis : Factor Analysis Discriminant Analysis 8
Cluster Analysis Conjoint Analysis Multiple Regression Analysis
Multi-dimensional Scaling
8 Logistical Regression Structured Equation Modelling
TOTAL 30
Prescribed Text :
William G. Zikmund Business Research Methods
8 h
Indian Reprirrt 2012 India
Binding House.
Multi Variate Data Analysis Hair Tathnum Anderson 2008 Pearson
Advanced Statistical Analysis Econometric Analysis William.H.Greene 6th
edition 2008 PearsonfPrenticeHall.
References:
Cooper Donald R.Schindler Pame1a.S Business Research Methods gih edition
2006 Tata McGraw Hill
Uma Sekaran Research Methods for Business A Skill Building Approach 4th
edition 2006 John Wiley and Sons
Naresh Malhotra Marketing Research: Applied Orientation
5th
Edition 2007
Pearson Education
Internet References:
*http://www.wadsworth.com/psvcholom
dtemplateslstudent resources/workshop
s/workshovs.html
htt~:i/www.slais.ubc.ca~resources/resear
methodslindex.htm1
h~~:llwww.socialresearchmethods.net~tuto~a~tutorid.h~l
Term work:
Class Test/Assignments/Case Studies Projects / Presentations
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SVKM S NM MS
Mnkesh Pate1 School of Technology Management Engineering
Practical
@edit
2
Hours Marks
bjectives:
To sensitize students
to
social issues impaoting society in general and business in
particular.
Enhance the unde;standing of Corporate SocialResponsibility CSR) in the
I
modern context.
Discuss the bends strategiesand approaches
in
CS.R
Identify indicators of CSR andtools to measure the impact.
brequisites
Nil
Detailed S~u abu s
Interdependence between business and 3ociety
ptual clarity of the term responsible business
3
CSR. Key issues in CSR. Impact of CSR on various stakeholders
C
SR
assessment indicators. 1
agencies like World Business Council in promoting CSR.
TOTAL HRS.
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wfreld Urn,.CorporateS al
Responsibidity Report
W&h~g,
P009,Tata .Mc
@ w Hill.e d i k
2,2011
AT,
Post
James E, Weberfack, 20W
B u h s Sociery,
Cbrporate
f @tegy,
Publie
Policy, Ethics,
20~1I),McGrawHa. B ~ t o n .
Wm
Governance 2003Deep
D q p P u b l i d m
New
moD Archie. BIBuc iItz w K, Businas and Sockety
lri~s
and Shar&@llder
';~Managen~a,W8,
Thomson South
Western,
Au dia
,Btl.e+rhilip,
Lee
Nancy Corpo~te ocial Responsibility'., 2906,
ohn
Wiley Sons,
.
kkq
tnn
Li'ktrell and
Marsha
m
D i c h
Social l b p o d b i l i t y
ia the
GIQW
Market :Fair Trade ofCulturalProducts,
9P9.11SagePublicationse
:Maw
Thomas G,
Business nd
SoGety: Ecanoqi~,
Metal
and Pot i t id
Foundatiom,
Text -gs, EngrrFwooQ Pte~Itlm-HallPibl Mahias
T A . 1594
YCorpOn&
P d
R
Niven,
'Balanced
Scoregad Step-by-step
far
Goveinment
and
Elm.
pix&€
, W a r
Beyond
Busin.ess*
Tm Mcgmw Publication,
New
Delhi, 2900
Jaumals
' Eisonornic andPolit id
Weekly
, Testl ignmmPsl Case Studies / Pr~jects
Presenitims
.
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I
I
no u ok l
T
rr
@ i?ibrizetudents
onth
blloshg:
To
undefst ndfinancid
atem
e
To
intrsrpi-st
nd
analyze
the
financial
summaries
NIL
Detailed
Syllabus
t
mals
Receivable
anagement
lnventwy
anaganent
;
4
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Freswibed xt
MN
Khan P.K. JaiqBasi~FinancialMmag~ent;3rdEdition 2 1 2; vfc rawHill
an Home James C
John
M Vttr:hDwics S W @ a N . W Fundameads
of
P h u d d
Manageme~f~
2Edition;~earsonEducation
mt e S~ndhi. Pried nalysis Uses
o f F i i a l
S m e n t s ;Wiley
: Hel rt.Enioh,
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Jaico
W . c r f s i I o n 1 h . c ~
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S v x M S m
Mukesh
P a 1
&ol.ofTWdam Mahageme~t mring.
s
, C o s r m c ~ e n t
sf
Approfiriatibn
nd
re appraprlation
-Pmpmati;o-n o COW eel.
c w h g
to
management
- hebredeevm po nt
-
ontriWcm
Lhit~ions
of
&-volume-profit relationship
egregation
of
.s. ni-vrtriebIeeosts,
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SVKM'S NMIMS
Mukesh Pate1 Schoolof Technology Management Engineering
MBA (Tech.) Semester VII
Sub: Marketing Management
Code
:MBMR 7 21
Periods per week Lecture 2 1 hours each)
Practical
Credit
2
Hours Marks
Evaluation system Theory Examination 2 5
Term Work
- 5
Objectives:
Introducing students to Marketing Concepts and Orientation.
To
help
participants understand various marketing tools/modelsfor solving marketing
problems.
To help participants comprehend various situationsand marketingterminologies.
To develop Conceptual and Analytical Skills and Marketing StrategyDevelopment.
Prerequisite:
Nil
Detailed Syllabus
Unit Tovics Duration
I
(Hr)
Introduction to Marketing, Marketing Concepts, Customer Value and
Satisfaction
2 Market Orientation, Marketing Planning 4
3 Understanding the Buyer 4
4 Segmenting, Targeting and Positioning 3
5 Product Management, Product Life Cycle Strategy
4
4
New
Product Development Process 3
7
Brand Equity
3
8
Promotion and AdvertisingManagement 3
9
Global Marketing 2
TOT
RS
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hescribedText
Kotler, Keller, Koshy JbWkketingMamgemen~;14thEdition 2013. wDelhi
Pearson
Education.
ReferenceBooks:
S. C
fain Marketing
Plaaning and
Strategy, 2009
ew
Delhi
Thomson
Eigbth
~ l ann in~mplementation
and Control
3nl Edition,
New
Delhi. Maemillian India
Dr.
Rrrjan
Saxena
;Marketing Management, ForthEdition
2009. ew
Delhi: Tata
Mc€3rawbill.
V S Ramasvvamy
and
S
Namakumari;Marketing Management;2009, MtlCMillan
Publishs India
Term
work
Class
Testi AssignmentsI
Case
Studies
I
Projects
Presentations
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br OperationsManagement
I Code
:llIBOP07021
Practical
--
@ ~ d sper week
:@it
2
ours
hla*ks
I
To
understand, appreciate and apply concepts and contemporary practices of /
managing operations in manufacturing and services in the prevalent business 1
environment.
?&requisite:
*
Basic course of Probability
nd
Statistics
Detailed Syllabus
I I
I
Total 30
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mmibed
Text
Chase Jacobs Apilano
tind
Agpw 61 ;aperation
N
Indian adition
Tata
Mc Gmw
Will.
Russeland Taylor peratiom
M arzigeamt;
7th edition
o l
-Gol att,
Nortb
River
Press
Reid
and
Sanders;
Operation
Management
Stevenson;Productionand OperationManagement
GaitheraperationsManagement
PitzSimmons ;Service OperationManagernent
hernet
References :
s
preshibed
by th faculty time to T i m
T m wok
,GlassTest/Assigninents/case
Studies
I
Praje~islPresentations
lamgement
;12
Edition
;John
WiIey 2Q
2 LO
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S . W ' NMLMS
Mukesh Patel Sehobl
o
Technblogy anagement F&ghe~r iug
Ta understand the behaviour of jndividmls in n organization; Develops
'the
behaviour
ch nges
found
in
.workgtoups. h :behaviour of grow
in
inter-graup
Decision Making Leadership
onflict
N e g o t i ~ o n
md
w t i w 3 0 r g . Culture Work Stress.
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Marks
5
Understarid innovation as a core business process at the operational
and
strategic
xels.
Understand the processes, tools techniques of innovation in an organization
' To
help connect
the
academic learning
withindustry
practices through
case
s
and
SVKM SNMIMS
ukesh
Patel School
of Tec nology
Management
:
Management of Innovation
Code :
MBTM 7 2
Lbtroduction to Management
Duration
IIiL
Introduction t o Innovation
lnnovation as Source of CompeTitive Advantage. Innov?tion vs.
Invention. Types of lnnovation. Mapping of innovations - the
P
model. Incremental vs radical innovations, Discontinuous Innovation,
Christensen s Theory of Disruptive Innovation,
The Generic Model of the Innovation Process, Stages in the Innowtion
Life Cycle. Evolving models
of innovation. The technology S Curve as a
basis of innovation. Core abilities in managing innovatinn. Differences
in a firm s innovation capability. Components of the innovative
organization.
High
Involvement in Innovation. Creating Innovation
ationalist versus Incrementalist strategiesfor innovation. Porters
ame work- innovation leadershipvs followership. Appropriating
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i
Sources of hovat ibn. Impmtme of"l3ottom ofth Pyramid'y.
mnovatim funnel. D,&sian m 1 ' i
for
ja.cmmtnt-al adical
recogdzhg mwrt26nty. Bsource aIlocation. Fae t~ r ;
or
projeot
Difference,between teohnical and commercial orientation. Service
Innovaticm.ReIationship etween nnovation and .perfannance.
~ l o i t i n g am
entures.
Fact&rs
'influenciq$e%
ventures.
nternal
&. External v e n W b hSuccess Tilctors innew corporate
ventures. MoCives
&
truWres for a corporate v m t m .
&amk
Developing-innaava:tian
management
capability 'Developing
maq%$ement
eiapebiity.
indicatedare indicative only; subjectsTOchanp,as per
faculty's
deaishn.Time for case
sai~ns& pfesentations are
6c l ud~dn th durationhoursindicated
.
. Joe Tidd, JshnBessant ; ~ a n a ~ i n ~ TechnotogicalMmEcet
and
~ o v h n - ~ n t e . ~ r a t i n d
OrganizatfanalC q3q4fR
ti=
2005):Wiley
r
White.PiMwef
&BurtanD Gamy; ~ h e n g m nt
i f
~echnologyinno ova ti^^ A
&mte@c approach; 1' eaition,2007; CengageLearning
trvard Business
Esxda l s , Managing
Creativity
and
Innovatii~B; 003;
Rarvard
3 u s i n ~ sSPhoq1,
0
JohnE EttiIie.;Managing Inn@vatian-
New
TechnologyhNew Pro
in a
GlobaI Eonomy, deditian 2006 ButterWcn h-Himlrrjli,
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- T .
SVKM S NMlMS mive r s i t y
'Mu sh Patel Scho~l f TechnologyManagement Engineering;
as
Online
ha ly t i~a lProcessing OLAP), ustomerRelationship
Management ( C W X
Bwpply
hainManagemest [SCM ,
Prmtuct
cleManagement PLM)
and
nowledgeMartageQeRt
ween
b y
endor n terms
of
theirmarket s a
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~
rAP
U Q nce e a S e e e d i ~ ~OW ^ .
met
References:
www.leon leon.com/it/erp~elresources.html
www.inside-erp.com
www.sdn.sap.conl
www.technologyevaluation.com
assTest/Assigmnentd
Case
Studies I Projects Presentations1
S P
Hands-on Exercises