Course Outline

Master of Business Administration

(Dual)

(Class of 2025-2027)

Course Code and Title MBAC 1103: Principles and Practices

of Management

Credits 3

Trimester and Academic Year I-Term, A.Y. 2024 -25

Course Pre-requisite(s) No Prerequisite is required for this

course.

Course Requirements Familiarity with basic management

concepts is required.

Course Schedule (day and time of class) As per Timetable

Classroom # (Location) AB-12

Course Instructor Dr. Akanksha Pathak, Dr. Ambreen

Saleem, Dr. Supriya Jain, Dr. Ashutosh
singh, Dr. Garima senger, [Link]
Tarkar

Email [Link]@[Link]
[Link]@[Link]
[Link]@[Link]..in
[Link]@[Link]

Telephone Number (for office appointments) 8393847633

Student Consultation Hours All working day from 5:00pm to

6:00pm

Office location AB 12
I. Course Overview

The course “Principles and Practices of Management” lays the groundwork for students by
imparting a fundamental understanding of essential management principles, techniques, and
their practical applications. Its objective is to furnish students with the requisite skills to
adeptly lead and manage within a business framework.

Throughout the course, students will actively participate in lectures, case studies,
discussions, projects, and hands-on activities. Key topics include the evolution and
functions of management, strategic planning, the Indian business management style,
decision-making, leadership, communication, supervision, and motivation – all
indispensable components for effective business management across diverse industries.

II. Course Objectives

The objectives of the course are:

 To offer an in-depth understanding of management principles, covering the concept,
nature, and multiple facets within an organization.
 To equip students with the skills to identify and analyze the changing dimensions of
Indian business management in today’s context.
 To critically assess various management theories, ideas, and concepts for a deeper
comprehension of the field.
 To develop competencies in applying management principles, including decision-
making, planning, organizing, directing, and controlling.

III. Program Outcomes of MBA (Dual) Programs

At the end of MBA (Dual) program Students should be able to demonstrate:

PO1: Business Knowledge: A comprehensive understanding of core business concepts
across various disciplines, including finance, marketing, operations, and strategy.

PO2: Effective Communication: The ability to communicate clearly and persuasively, both
in written and oral formats, to convey complex business ideas and strategies.

PO3: Teamwork: The ability to work effectively in diverse teams, both as leaders and
collaborators.

PO4: Ethical Awareness: Awareness of ethical considerations in business decisions and an

understanding of the broader impact of their actions.

PSO1/APO1: Global Business Proficiency: Demonstrate knowledge of international

markets and cross-cultural management.

PSO2/APO2: Societal Impact: Apply their foundational business knowledge to address

local challenges and positively contribute to societal well-being.
IV. Course Learning Outcomes (CLO)

By the end of the course, the students should be able to:

CLO1: Apply management concepts adeptly to tackle organizational challenges

with efficacy.
CLO2: Analyze complex business problems to craft robust decision-making and
leadership strategies.
CLO3: Evaluate management principles and practices meticulously to elevate both
managerial effectiveness and organizational performance.

V. Mapping of CLOs with PLOs

PO 1 PO 2 PO 3 PO 4 PSO1 PSO2
CLO 1 M
CLO 2 M
CLO 3 H

VI. Assessment Components and Schedule:

Sr Assessment Schedule Overall CLO Brief Description of the
No. Components Weightage Assignment/ Project

1 Group After 7th 10% CLO1 During this activity, students

Discussions sessions are divided into small groups
where they discuss specific
topics or questions related to
the lecture material. The aim is
to encourage students to
articulate their ideas, debate
differing viewpoints, and
collectively solve problems,
thereby deepening their
understanding of the subject
matter.
Feedback: Individually
immediate after Group
Discussion
2 Assignment After 5% CLO2 Assignment will be given after
10th the 10th session of the course
Session in which instructor will ask the
questions related to apply
effective decision-making and
leadership skills to solve
business problems.
Assignments will be collected
through GLAMS portal. The
 marks for the assignment will
be declared through GLAMS
portal itself.
3 Case Based After 3rd 10% CLO 2 In this activity, Students are
Group Session organized into small groups
Presentation and assigned a specific case
study that reflects the lecture's
core themes. Each group
analyzes the case, develops
solutions or strategies, and
then presents their findings to
the class. This process
encourages students to think
critically, collaborate
effectively, and hone their
research and presentation
skills. The instructor supports
the activity by providing
guidance on the case,
clarifying concepts, and
offering feedback on both the
content and delivery of the
presentations.
4 PodCast After 10% CLO3 Students are tasked with
22nd creating a podcast episode on a
Session subject related to the course
material. This involves
researching the topic, scripting
content, and recording
discussions, interviews, or
monologues that convey their
insights and analyses. The
podcast format encourages
students to think critically and
creatively while developing
skills in communication,
storytelling, and audio
production. The instructor
guides the activity by
providing clear expectations,
resources on podcasting
techniques, and feedback on
the final product.
5. Attendance 5%  75% to 80% - 1 Mark
 81% to 85% - 2 Marks
 86% to 90% - 3 Marks
 91% to 95% - 4 Marks
  96% to 100% - 5 Marks
 Less than 70% - 0 Marks
6 End Trimester 60% CLO 1, Conceptual, scenario and
Examination 2, 3 application-based questions.
The paper would comprise
questions which are: 20%
basic, 50% intermediate and
30% advanced level.
Exam will be as scheduled in
Academic Calendar of the
Institute

Total 100%
 VII. List of Modules, Topics, and Subtopics (Syllabus)

Module Content (Topic and Subtopics) Teaching Hrs.

No.
Introduction: Definition, Nature, Scope, and Importance, Evolution
of Management Thought: Classical, Behavioral, Quantitative, and
Contemporary Approaches. Managerial Roles (Mintzberg), Skills,
Module 1 and Competencies, Challenges for Managers in the 21st Century.
Decision Making: Use of AI and data analytics in Managerial
Decision Making- Predictive, Descriptive and Diagnostic.
Planning: Nature, Scope, Objectives, Types, Process, and Barriers
to Effective Planning.
Organizing: Organization Structure, Departmentation, Span of
Control, Delegation of Authority. Modern Organizational Designs
(Matrix, Network, Virtual)
,
Module 2 Staffing: Meaning, objectives and process, Elements of Staffing 15 Hours
Directing: Concept of Direction and Supervision, Functions &
qualities of supervisor.
Motivation: Concept Motivation Theories: Maslow, Herzberg,
McClelland, Vroom
Leadership: Concept and functions of leadership, Leadership
style, Leadership Traits.
Controlling: Concept, Types of Control, Controlling process.
Controlling: Concept, Types of Control, Controlling process.
VIII. References:
Textbook Required
 Rao, V. S. P., & Krishna, V. H. (latest edition). Management: Text and cases. Excel
Books India.
 Stoner, Freeman, & Gilbert. (31 May 2018), Management. 6th Edition. New Delhi:
Prentice Hall of India.
 Robbins & Coulter. (2019) Fundamentals of Management. 9th Edition. New Delhi:
Prentice Hall of India.

IX. Other Reference:
 Harold, K. & Heinz, W. (2009), Essentials of Management. 8th Edition. New Delhi:
Tata McGraw Hill.
 Robbins, S. P., &Decenzo, D. A. (November 28, 2007), Fundamentals of
Management: Essential Concepts and Applications.6th Edition. Pearson Education.
 Weihrich Heinz and Koontz Harold. (1 January 2008), Management: A Global and
Entrepreneurial Perspective. 12 Edition. McGraw Hill.
X. E-Resources
YouTube Video:
[Link]
[Link]
[Link]
[Link]
XI. Session Plan

Unit Lecture Topic Reading- Instructor Metho Learning

Subtopic Outcomes
No. Material dology

Dr.
Akanksha SLO: At the end
Definition and Pathak, Dr. of session, the
Nature of Ambreen student will be
Management Rao, V. S. P., & Saleem, Dr. PPT able to
Krishna, V. H. Supriya and understand
1 (latest edition). Jain, Dr. Class meaning define
Management: Ashutosh Discus and nature of
Text and cases. singh, Dr. sion practice and
Scope and principles of
Garima
I Importance of Definition, management.
senger
Management Nature, CO1
in Modern Dr.
Organizations Akanksha SLO: At the end
Pathak, Dr. of session, the
Rao, V. S. P., & Ambreen PPT student will be
Krishna, V. H. Saleem, Dr. and able to
Scope, and understand the
2 (latest edition). Supriya Class
Importance scope and
Management: Jain, Dr. Discus
Text and cases. Ashutosh sion importance of
singh, Dr. PPM
Garima CO2
senger

3 Evolution of Rao, V. S. P., & Management Dr. PPT

Management Krishna, V. H. Thought: Akanksha and SLO: At the end
 Thought Classical, Pathak, Dr.
Behavioral, Ambreen of session, the
Quantitative, Saleem, Dr. student will be
and Supriya able to
Contemporar Jain, Dr. understand
(latest edition). y Ashutosh Class management
Management: Approaches. singh, Dr. Discus tghoughts and
Text and cases. Managerial Garima sion approaches of
Roles senger practice and
(Mintzberg), principles of
Skills, and management.
Competencie CLO3
s

Classical https:// Early Dr. SLO: At the end

Approach to [Link] contribution Akanksha of session, the
Management [Link] s, Taylor and Pathak, Dr. student will be
/subject/ Scientific Ambreen able to
PPT,
Management/ Management Saleem, Dr. understand
Chalk
4 notes/ , Fayol's Supriya different phases
and
evolution-of- Administrati Jain, Dr. of evolution of
Board
management- ve Ashutosh management.
[Link] Management singh, Dr.
Behavioral CLO: 1
, Garima
Approach to
Management
Bureaucracy senger

5 (Case Human Dr. Case SLO:

Analysis & Relations Akanksha Study
Presentation) Approach Pathak, Dr. By the end of this
Ambreen session, students
Quantitative Building a will have a
Saleem, Dr.
 (Management Supriya detailed view of
Science) Jain, Dr. management.
Approach Better Boss Ashutosh
singh, Dr. CLO: 2
Garima
senger

Contemporary Dr. SLO: At the end

Approaches to Akanksha of session, the
Tl:37
Management Pathak, Dr. student will be
https://
Ambreen PPT able to
[Link]
Saleem, Dr. and understand
[Link]/
6 Social Supriya Class different phases
bitstream/
System Jain, Dr. Discus of evolution of
123456789/59
Challenges Approach, Ashutosh sion management.
137/1/
Faced by Decision singh, Dr.
[Link] CLO:1
Managers in Theory Garima
the 21st Approach. senger
Century
7 Rao, V. S. P., & managerial Dr. PPT SLO: At the end
Krishna, V. H. Skills, and Akanksha and of session, the
(latest edition). Competencie Pathak, Dr. Class student will be
Decision- Management:
s, Ambreen Discus able to
Making in Text and cases.
Management:
Saleem, Dr. sion understand
Concept and Supriya managerial skills
Process Jain, Dr. and competencies
Ashutosh of management.
singh, Dr.
Garima CLO:1
senger
 Dr. SLO: At the end
Akanksha of session, the
Organizing
Pathak, Dr. student will be
Function:
Ambreen PPT able to
Structure, Rao, V. S. P., & Saleem, Dr. and understand
Departmentati Krishna, V. H.
8 Supriya Class Challenges for
on, Span of (latest edition).
Management: Jain, Dr. Discus Managers in the
Control, and
Text and cases. Challenges Ashutosh sion 21st Century
Delegation
for Managers singh, Dr.
CLO: 1
in the 21st Garima
Century. senger

9 https:// Dr. PPT CLO:1

Organizing [Link]. Akanksha and
Function: Decision SLO: At the end
in/bitstream/ Pathak, Dr. Class
Structure, Making: Use of session, the
123456789/11 Ambreen Discus
Departmentati of AI and data student will be
082/1/Unit- Saleem, Dr. sion
on, Span of analytics in able to
[Link] Supriya
Control, and Managerial understand the
Jain, Dr.
Delegation https:// Decision details about
Ashutosh
[Link].m Making- singh, Dr. decision making.
e/decision- Predictive,
Descriptive
Garima
making- senger
techniques- and
that-will-help- Diagnostic.
you/
 Dr. Class SLO: By the end
Akanksha Discus of the session,
Pathak, Dr. sion students will have
Organization Ambreen a comprehensive
St Saleem, Dr. knowledge of
Rao, V. S. P., & Supriya
Krishna, V. H.
Feedba various
10 Jain, Dr. organizational
(latest edition). ck
Ashutosh follow structures.
Management:
singh, Dr. ed by
Text and cases. CLO:2
Garima Questi
senger ons
Types of
Organization and
Structure Answe
rs.

Dr. SLO: By the end

Akanksha of the session,
Pathak, Dr. students will have
Rao, V. S. P., & Ambreen PPT a comprehensive
Krishna, V. H. Saleem, Dr. and knowledge of
11 (latest edition). Supriya Class Departmentation
Management: Jain, Dr. Discus o and Span of
Text and cases. Ashutosh sion Control.
Organization
Structure Departmenta singh, Dr.
tion, Span of Garima CLO:2
ructure
Control senger

12 Organizing Case Organization Dr. Presen SLO: By the end

Function: Presentation: Structure Akanksha tation of the session,
Structure, (A New Kind Pathak, Dr. Feedba students will have
 Departmentati Ambreen ck a comprehensive
on, Span of Saleem, Dr. follow view on
Control, and Supriya ed by organizing.
Delegation Jain, Dr. Questi
of Structure) Ashutosh ons CLO:2
singh, Dr. and
Garima Answe
senger rs.

Organizing Dr. SLO: By the end

Function: Akanksha of the session,
Structure, Pathak, Dr. students will have
Departmentati Ambreen a comprehensive
on, Span of Assignment Saleem, Dr. view on
Control, and Assign
13 on Supriya organization
Delegation Organization ment
Jain, Dr. struture.
structure Ashutosh
singh, Dr. CLO:2
Garima
Organization senger
Structure
14 Modern Rao, V. S. P., & Modern Dr. PPT+  SLO: By
Organization Krishna, V. H. Organization Akanksha Class the end of
al Designs: (latest edition). al Designs Pathak, Dr. Discus the
Matrix, Management: session,
Text and cases.
Ambreen sion
Network, and students
Virtual Saleem, Dr. will be
Structures Supriya able to
Jain, Dr. Questi explain
Ashutosh ons the
singh, Dr. features of
and
modern
 Garima organizati
senger onal
designs
such as
Answe matrix,
network,
rs. and
virtual
structures.
 CLO: 2

Modern Dr. PPT+  SLO: At the

Organization Akanksha Class end of the
al Designs: Pathak, Dr. Discus session, students
Matrix, will be able to
Ambreen sion
Network, and evaluate the
Virtual Saleem, Dr. advantages and
Structures Supriya challenges of
Rao, V. S. P., & Jain, Dr.
Krishna, V. H.
Feedba modern
15 Ashutosh ck organizational
(latest edition).
singh, Dr. structures in
Management: follow
Garima business contexts.
Text and cases. ed by
Modern  CLO: 3
senger Questi
Organization
ons
al Designs
and
(Matrix, Answe
Network, rs.
Virtual)
16 [Link] Meaning, Dr. PPT +  SLO: By the
[Link]/bit objectives Akanksha Class end of the
Staffin stream/12345 and process, Pathak, Dr. Discus session, students
will be able to
 g: Ambreen understand the
Saleem, Dr. concept of
Supriya staffing and
6789/14932/1
explain different
/[Link] Elements of Jain, Dr.
sion steps involved in
Staffing Ashutosh the staffing
singh, Dr.  CLO: 1
Garima
senger

 SLO: By the
end of the
session, students
will be able to
understand the
https:// Concept and concept of
Dr. Feedba
[Link]. Process, recruitment and
Akanksha ck
in/bitstream/ Recruitment explain different
Pathak, Dr. follow
123456789/2 steps involved in
Ambreen ed by
5736/1/Unit- the recruitment
Saleem, Dr.
17 [Link] Questi process.
Supriya
https:// ons  CLO: 1
Elements of Jain, Dr.
[Link]. and
Staffing
Ashutosh
in/bitstream/
singh, Dr. Answe
123456789/8
Garima rs.
2464/3/Unit-
senger
[Link]

,
Training: Rao, V. S. P., & Meaning, Dr. PPT+  SLO: At the
18
Krishna, V. H. Objectives, Akanksha Class end of the
 Discus
session, students
sion will be able to
explain the
objectives of
Pathak, Dr.
training and
Ambreen Feedba evaluate different
and Saleem, Dr.
ck methods of
(latest edition). Methods , Supriya
Management: Training & Jain, Dr. follow training in
Text and cases. ed by organizations.
Developmen Ashutosh
 CLO: 2
t singh, Dr. Questi
Garima ons
senger and
Answe
rs.

19 Development: Rao, V. S. P., & Training & Dr. PPT+  SLO: By the
Importance Krishna, V. H. Developmen Akanksha Class end of the
and (latest edition). t, Pathak, Dr. Discus session, students
Techniques Management: Ambreen will be able to
Text and cases.
sion
Saleem, Dr. distinguish
Supriya between training
Jain, Dr. and development
Ashutosh Feedba and assess their
singh, Dr. ck role in employee
Garima growth.
follow
senger  CLO: 2
ed by
Questi
ons
and
Answe
rs.
 Performance PPT+  SLO: At the
Appraisal: Class end of the
Concept, Discus session, students
Objectives, will be able to
and Methods Dr. sion
understand
Akanksha performance
Pathak, Dr. appraisal
Rao, V. S. P., & Ambreen techniques and
Krishna, V. H. Saleem, Dr. Feedba their role in
20 Performance ck
(latest edition). Supriya
Appraisal performance
Management: Jain, Dr. follow
management.
Text and cases. Ashutosh ed by  CLO: 2
singh, Dr. Questi
Garima ons
senger
and
Answe
rs.

21 Rao, V. S. P., & Podcast Dr. Podcas

Performance Krishna, V. H. Presentation Akanksha t
Appraisal: (latest edition). by the Pathak, Dr.
Concept, Management: students on Ambreen
Objectives, Text and cases. specific Saleem, Dr.
and Methods theme Supriya
Jain, Dr.
* 21 Century Ashutosh
HR singh, Dr.
* Transform Garima
Your senger
workplace
* Recruiting
Future
*Great
Leadership
 and integrity
in the digital
age
* Work life
Balance

 SLO: By the
end of the
Dr. session, students
Akanksha will be able to
Directing Rao, V. S. P., & Pathak, Dr. define direction
Manag
Krishna, V. H. Direction Ambreen and identify key
22 (latest edition). and Saleem, Dr. ement
functions and
Management: Supervision Supriya Games qualities of an
Text and cases. Jain, Dr. effective
Ashutosh supervisor.
singh, Dr.  CLO: 1
Garima
senger
Dr.  SLO: By the
Akanksha end of the
https:// session, students
Pathak, Dr.
[Link] will be able to
Ambreen
Supervision: m/guides/ PPT + define direction
Functions Concept of Saleem, Dr. and identify key
business- Class
23 and Qualities Direction Supriya functions and
studies/ Discus
of a and Jain, Dr. qualities of an
directing/ sion
Supervisor Supervision, Ashutosh effective
elements-of- supervisor.
Functions & singh, Dr.
directing/  CLO: 1
qualities of Garima
supervisor. senger

24 Concept, Dr. Class  SLO: At the

Maslow's Akanksha Discus end of the
 session, students
Pathak, Dr. will be able to
Motivation Ambreen apply Maslow’s
Saleem, Dr. Need Hierarchy
Supriya sion to understand
Rao, V. S. P., & Jain, Dr. employee
Ashutosh motivation.
Krishna, V. H.
Need singh, Dr.  CLO: 1
(latest edition).
hierarchy Garima
Management: Theory senger
Leadership:
Text and cases. PPT+  SLO: At the
Concept and
Class end of the
Nature session, students
Discus
will be able to
sion
apply Maslow’s
Dr. Need Hierarchy
https://
Akanksha to understand
managements
Pathak, Dr. Feedba employee
[Link] motivation.
25 Ambreen ck
m/leadership-  CLO: 1
Saleem, Dr. follow
[Link]
Supriya ed by
m
Jain, Dr. Questi
Ashutosh ons
singh, Dr. and
Garima Answe
senger rs.

26 Rao, V. S. P., & Concept and Dr. PPT +  SLO: By the

Krishna, V. H. functions of Akanksha Class end of the
(latest edition). leadership Pathak, Dr. Discus session, students
Management: will be able to
Ambreen sion
explain
Text and cases. Saleem, Dr. leadership
 Leadership Supriya concepts and
Jain, Dr. functions with
Ashutosh examples from
organizations.
singh, Dr.
 CLO: 2
Garima
senger

Dr.  SLO: At the

Akanksha end of the
Leadership https:// session, students
Pathak, Dr.
corporatefina will be able to
Ambreen
nceinstitute.c PPT + differentiate
Saleem, Dr. between
om/ Leadership Class
27 Supriya autocratic,
resources/ style Discus
Jain, Dr. democratic, and
management/ sion
Ashutosh laissez-faire
leader ship- leadership styles.
singh, Dr.
styles/,  CLO: 2
Garima
senger

28 https:// Leadership Dr. PPT +  SLO: By the

[Link] Traits Akanksha Class end of the
.c om/watch? Pathak, Dr. Discus session, students
will be able to
v=bk4ERJ3M Ambreen sion
analyze key
kCE&t=43s Saleem, Dr. leadership traits
Supriya and their
Leadership Jain, Dr. relevance in
Ashutosh modern
singh, Dr. organizations.
Garima  CLO: 3
senger
 https://  SLO: At the
[Link] Dr. end of the
.com/watch? Akanksha session, students
Pathak, Dr. will be able to
v=qMS95
Ambreen understand
M6RBW4 Controlling: PPT + different types of
Controllin Saleem, Dr.
Concept, Class control and their
29 https:// Supriya
Types of Discus application in
[Link] Jain, Dr. management.
Control sion
[Link]/ Ashutosh  CLO: 1
control-in- singh, Dr.
management/ Garima
senger

https://  SLO: At the

[Link] end of the
[Link]/ session, students
Dr. will be able to
blog/contr Akanksha understand
T2-Chapter- Pathak, Dr. PPT + different types of
Controlling Ambreen control and their
14, pp.346- Class
30 process.g Saleem, Dr. application in
365, Discus management.
[Link] Supriya sion  CLO: 1
[Link] Jain, Dr.
/[Link] Ashutosh
ml singh, Dr.
Controlling Garima
process. senger
XII. RUBRICS FOR ASSESSMENT COMPONENT
RUBRICS FOR GROUP DISCUSSION (10 Marks)
POOR FAIR GOOD EXCELLENT

Marks 0-3 Marks 4-5 Marks 6-8 Marks 9-10

ONLY UP TO 30% BETWEEN 40 – BETWEEN 60 – MORE THAN 80%

ANSWERS ARE 50%(both inclusive) 80% (both inclusive) ANSWERS ARE
CORRECT ANSWERS ARE ANSWERS ARE CORRECT
CORRECT CORRECT

Student is unable to Some of the concepts Majority of concepts All the concepts are
understand the concept. are clear and are clear and clear and understood
understood by student. understood by by the student.
student.

RUBRICS FOR CASE BASE PRESENTATION (10 Marks)

POOR FAIR GOOD EXCELLENT

Marks 0-3 Marks 4-5 Marks 6-8 Marks 9-10

ONLY UP TO 30% BETWEEN 40 – BETWEEN 60 – MORE THAN 80%

ANSWERS ARE 50%(both inclusive) 80% (both inclusive) ANSWERS ARE
CORRECT ANSWERS ARE ANSWERS ARE CORRECT
CORRECT CORRECT

Student is unable to Some of the concepts Majority of concepts All the concepts are
understand the concept are clear and are clear and clear and understood
(no participation and understood by student. understood by by the student (high
discussion) (less participation and student. (average participation and
discussion) participation and discussion)
discussion)

RUBRICS FOR PODCAST (10 Marks)

POOR FAIR GOOD EXCELLENT

Marks 0-3 Marks 4-5 Marks 6-8 Marks 9-10

ONLY UP TO 30% BETWEEN 40 – BETWEEN 60 – MORE THAN 80%

ANSWERS ARE 50%(both inclusive) 80% (both inclusive) ANSWERS ARE
CORRECT ANSWERS ARE ANSWERS ARE CORRECT
CORRECT CORRECT

Student is unable to Some of the concepts Majority of concepts All the concepts are
understand the concept are clear and are clear and clear and understood
(no participation and understood by student. understood by by the student (high
discussion) (less participation and student. (average participation and
discussion) participation and discussion)
discussion)

RUBRICS FOR ASSIGNMENT (05 Marks)

POOR FAIR GOOD EXCELLENT

Marks 0-1 Marks 2-3 Marks 3-4 Marks 4-5

ONLY UP TO 30% BETWEEN 40 – BETWEEN 60 – MORE THAN 80%

ANSWERS ARE 50%(both inclusive) 80% (both inclusive) ANSWERS ARE
CORRECT ANSWERS ARE ANSWERS ARE CORRECT
CORRECT CORRECT

Student is unable to Some of the concepts Majority of concepts All the concepts are
understand the concept are clear and are clear and clear and understood
(no participation and understood by student. understood by by the student (high
discussion) (less participation and student. (average participation and
discussion) participation and discussion)
discussion)

RUBRICS FOR END TERM (60 Marks)

POOR FAIR AVERAGE GOOD EXCELLEN
T

Marks less than Marks greater Marks Marks Marks

or equal to 10 than 10 and less greater than greater than greater than
than or equal to 20 and less 35 and less 45 and less
20 than or equal than or equal than or equal
to 35 to 45 to 60

ONLY UP TO ONLY UP TO ONLY UP ONLY UP MORE

15% ANSWERS 30% ANSWERS TO 50% TO 75% THAN 75 %
ARE CORRECT ARE CORRECT ANSWERS ANSWERS ANSWERS
ARE ARE ARE
CORRECT CORRECT CORRECT.

Most of the A few of the Many of the Majority of Most of

concepts are not concepts are clear concepts are concepts are concepts are
clear and student and understood clear and clear and clear and
is unable to by student. understood by understood by understood by
understand the
same. student. student. the student.

XIII. Instructions: The following parameters would be considered for evaluation of

student’s performance during formative and summative assessments.
a. Conceptual Clarity: Clear understanding of course concepts.
b. Application of Concepts/Frameworks: Applying concepts to real-world
situations.
c. Decision-Making Ability: Making informed decisions.
d. Communication and Leadership: Effective communication and leadership
skills.
e. Engagement in Research and Activities: Staying updated and participating in
practical activities.

XIV. Institute’s Policy Statements

The student is required to have a clear comprehension of the specific details included in this
document. This course requires a significant commitment in and outside the classroom. The
learning tasks in this course include class discussions, case studies, presentations,
management games and self-study. In addition, students are required to complete the various
assignments/projects.
XV. GLA-LMS

GLALMS is used to host course resources for all courses. Students can download lectures,
additional reading materials, and tutorial notes to support class participation.
XVI. Time budgeting in course planning:
Classes 4 hours per week for 08 weeks 30 hours

Reading Prescribed readings and making notes 20 hours

Preparation of set questions,

Provided in the book 20 hours
exercises and problems

Study and revision for test and

Self-preparations 15 hours
end of Trimester examination

TOTAL 85 hours

XVII. Late Submission

Assessment tasks submitted after the due date, without prior approval/arrangement, will not
be accepted. Requests for an extension of time must be made with the faculty member
concerned and based on Special Consideration guidelines.

XVIII. Plagiarism
Plagiarism is looked at as the presentation of the expressed thought or work of another person
as though it is one's own without properly acknowledging that [Link] of plagiarism
will be dealt with according to the Plagiarism Policy of the institute. It is advisable that
students should read the relevant section of the Student Handbook for detailed guidelines. It is
also advisable that students must not allow other students to copy their work and must take
care to safeguard against this happening. In cases of copying, normally all students involved
will be penalized equally; an exception can be made if a student can demonstrate the work as
their own and reasonable care was exercised to safeguard against copying.
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