Complete Syllabus of Entrepreneurship | MGT 524 | MBS 3rd semester

Credits: 3

Lecture Hours: 48

Course Objective:

The purpose of the course is to prepare students for the possibility of starting their own entrepreneurial ventures. This course also delineates students on various aspects of social enterprises. The course emphasizes on improving the skills of the students to identify venture opportunities and prepare a business plan.

Course Description:

The course contains overview of entrepreneurship, creativity, innovation and social entrepreneurship, legal issues and environment for the entrepreneurship development, new venture identification and selection, preparation of business plan with business model canvas, and institutional support to entrepreneurship development.

Course Details:

Unit 1: Overview of Entrepreneurship LH 6

Entrepreneurship and entrepreneur: concept, features of entrepreneurship, functions, and type of entrepreneur. Role of entrepreneurship in Nepalese economy with reference to self-employment. Role of technology in entrepreneurship. Case discussion.

Unit 2: Creativity, Innovation and Social entrepreneurship LH 12

Creativity: components of creativity, creativity techniques, factors influencing creativity.

Innovation: incremental versus disruptive innovation, sources of innovation, and the process of social Innovation: prompts, inspirations and diagnoses, proposals and ideas, prototyping and pilots, sustaining, scaling and diffusion and systemic change. Social entrepreneurship: concept, characteristics and approaches, sustainability of social enterprise-funding and management; Impact and performance-of social enterprise. Linking creativity, innovation, and social entrepreneurship. Case discussion

Unit 3: Legal Issues and Environment for the Entrepreneurship Development LH 5

Legal structures: sole proprietorship, partnership, company, trusts; Intellectual property: patents, trademarks, industrial design, copy right, trade secrets; other legal issues: licenses, trade practices, taxation, licensing, product safety and liability, Insurance and contracts. Economic, legal, socio cultural, political environment for developing entrepreneurship. Eco-efficiency; Ecopreneurship; Risk associated with entrepreneurship development. Case discussion

Unit 4: New Venture Identification and Selection LH 10

Business opportunity identification: Sources and methods of generating new ideas. Selection of the best idea. Feasibility studies: Site selection, factors affecting site selection. Business

description: background, purpose and objectives. Marketing component: Overall market, specific market competitive factors. Macro environment influence (structural change and cyclical change). Marketing strategy and sales forecasts. Financial component: Start-up costs, financial requirement. Source of funds. Projected profit and loss statement. Projected cash flow statement and analysis of projected balance sheet. Development and production: Production process and technology, resource requirement and quality assurance. Organization and management: Key personnel resources, human resource management strategy. Case discussion.

Unit 5: Business Model Canvas and Preparation of Business Plan LH 10

Business model canvas: concept, business model canvas verses lean canvas, Business Plan:

concept and benefits of the business plan, elements of business plan, different types of plan.

Preparation of the sample business plan by using business model canvas.

Unit 6: Institutional Support to Entrepreneurship Development LH 5

Role of Government in promoting entrepreneurship incentive, subsides and grants. Export

oriented units-Fiscal and Tax concession, role of financial institutes in the entrepreneurship

development in Nepal. Introduction to Entrepreneurship Development Projects in Nepal with

reference to IED, MEDEP and ELAM. (MEDEP,-ELAM).Case discussion.

Reference Books:

Michael SCHAPER,(2011). Entrepreneurship and small business, 3rd Asia Pacific Edition, Wiley India (p) Ltd.

Dollinger, Marc. J (2003) Entrepreneurship: Strategies and Resources. New Delhi: Pearson

Education.

Hisrich, Robert D. and Peter, Michael P. and Shepherd, D.A. (2007) Entrepreneurship. New Delhi: TaTa McGraw Hill.

Khanka, S.S. (1999) Entrepreneurship Development. New Delhi: S. Chand & Co.

Schwartz,Beverly (2012), Rippling: How Social Entrepreneurs Spread Innovation Throughout the World, Jossey Bass.

Prahalad, C.K. (2006) The Fortune at the Bottom of the Pyramid, Wharton school Publishing.

Murray, R. Caulier-Grice, S and M. Geoff (2010). The Open Book of Social Innovation, The Young Foundations.

Complete Syllabus of Strategic Management | MGT 523 | MBS 3rd semester

Credits: 3

Lecture Hours: 48

Course Objectives:

The main objective of this course is to familiarize the students with the fundamentals of strategic management. To succeed in the future, managers must develop the resources and capabilities needed to gain and sustain advantage in competitive markets both traditional and emerging. The way in which organizations attempt to develop such competitive advantage constitutes the essence of their strategy. 

This course introduces the concept of strategic management through case analyses, and considers the basic direction and goals of an organization and the environment. The emphasis is on the development and successful implementation of strategy in different types of firms across industries.

Course Description:

This course is core in nature which embodies the components such as strategic management, external environment analysis, internal environment analysis, strategic options, strategy evaluation and choice, and strategy implementation and control.

Course Details:

Unit 1: Introduction to Strategic Management LH 10

Concept, characteristics and importance of strategic management; Evolution of strategic management; Paradigm shift in strategic management; Concept and characteristics of strategic decisions; Approaches to strategic decision making; Components of strategic management: strategic planning, strategic implementation and strategic control; Strategy and diversification; Strategic plan: mission, objectives, strategies; Red ocean strategy versus blue ocean strategy; Strategic leadership and role of chief executive officers (CEO) as strategic leader; Importance of strategic management in Nepal; Case discussion

Unit 2: Social Responsibility and Ethics in Strategic Management LH 2

Elements of the socially responsible organization; Social responsibilities of strategic decision

makers; ethical decision making; reasons for unethical behavior; Corporate Performance,

Governance, and Business Ethics; Case discussion

Unit 3: External Environment Analysis LH 7

Nature of environment; Concept and process of environment analysis; Importance of

environmental analysis; Techniques of environment analysis: PESTLEG analysis, Scenario

planning, Porter’s five forces model; Strategic group; Competitor analysis; Strategic fit

analysis ;Environment threat and opportunity profile (ETOP). Case discussion

Unit 4: Internal Environment Analysis LH 7

Corporate resource analysis for strengths and weaknesses: marketing, human resource,

production/operation, finance/accounting and intellectual resources; Concept and process of

corporate appraisal; Types of resource: available resources, threshold resources and unique

resources, Core competencies, distinctive competencies, and strategic advantage; Technique of internal analysis: value chain analysis, comparative analysis (historical comparison, industry

standards, benchmarking), Financial analysis; Outsourcing; Robustness; Internal factor

evaluation matrix. Case discussion.

Unit 5: Strategic Options LH 8

SWOT analysis: Resource-based view (RBV) and generating alternative strategies; Corporate

strategies: stability, growth, and retrenchment; Business strategies : Porter’s competitive

strategy, strategy clock (low price, differentiation, hybrid, focused differentiation, and failure

strategy); Sustaining competitive advantage; Directions for strategy development: market

penetration, product development, market development, and diversification; Methods of strategy development: internal development, mergers and acquisitions, joint development, and

strategic alliance. Case discussion

Unit 6: Strategy Evaluation and Choice LH 6

Evaluation criteria: suitability, acceptability and feasibility; Portfolio analysis for strategic

choice: BCG matrix, GE nine cells matrix, Hofer’s product market evolution matrix, Public

sector portfolio matrix; Functional strategy and policies; Strategic Choice of functional strategy

and policies. Case discussion

Unit 7: Strategy Implementation and Control LH 8

Process of strategy Implementation; Organization structures for strategy implementation:

simple, functional, multi- divisional, SBU, holding company, project based, matrix, team-based

structure, and structure for multi-national companies; Management system: leadership,

motivation, and organizational culture; Managing strategic change: diagnosing the change

situation, change management, levels of strategic change; Strategy control: evaluation and

control, measuring performance, appropriate measures; Types of control: operational control

and strategic control; Characteristics of an effective evaluation and control. Case discussion.

Basic References:

Jaunch,L., Gupta, R. and Gueck, W. Business Policy and Strategic Management. New Delhi: Frank

Bros. and Company Limited.

Johnson,G. and Scholas, K. Exploring Corporate Strategy. New Delhi: Prentice Hall of India.

Pearce, J.A. and Robinson, R.B. Strategy Formulation and Strategic Management Implementation.

New Delhi: AITBS.

Wheelen, T.L. and Hunger, J.D. Strategic Management and Business Policy. New Delhi: Pearson Education.

Rao, P. S. Business Policy and Strategic Management. Mumbai: Himalaya Publishing House.

Hitt M.A., Ireland, R.D., Hoskisson, R.E. Strategic Management, Cengage South-Western

Aswatthapa, K. Business Environment for Strategic Management. New Delhi: Himalayan Publishing

House.

Kazmi, A. Business Policy and Strategic Management. New Delhi: Tata McGraw Hill.

Rao, P. S. Business Policy and Strategic Management. Mumbai: Himalaya Publishing House.

Complete Syllabus of Research Methodology | MSC 521 | MBS 3rd semester

Credits: 3

Lecture Hours: 48

Course Objectives:

The primary purpose of this course is to introduce students to quantitative and qualitative method for conducting meaningful inquiry and research. Specifically, course aims at introducing them to the basic concepts used in research and to scientific social research methods and their approaches.

Course Description:

The course provides an introduction to, and a basic grounding in, fundamental research methods as they relate to the modern practice of management and to academic research. The emphasis of the course is therefore on problem definition, hypothesis formulation, research design, measurement, sampling, secondary data gathering, observation and interview, data analysis and report writing. The course thus enables students to develop their understanding of research methods, and confidence in designing a research project, choosing and executing appropriate methods, and assessing its academic rigour.

Course Details:

Unit 1: The Nature and Context of Social Research LH6

The concept of research; Types of research; Nature and purpose of research; Scientific research - scientific research process, feature of scientific research, difficulties of applying scientific

methods to social science research; Management research-concept, types, importance of

research for decision making; Ethical issues in management research.

Unit 2: Literature Review LH 4

Concept, purpose and functions of literature review; phases in literature review; searching,

obtaining, and evaluating the literature; Literature search through the Internet; Format and

guidelines for conducting literature review; Meta analysis

Unit 3: Problem Definition, Theoretical Framework and Hypothesis Formulation LH 8

Problem definition- concept and steps in problem formulation; Research questions- concept and types; Theoretical framework- concept and need for research; Research and theory-

deduction and induction; Contributions of research to theory building and practices; Hypotheses Formulation- concept and function of hypothesis; Types - descriptive, relational,

directional, explanatory and null hypothesis; Criteria of good hypothesis.

Unit 4: Quantitative and Qualitative Research Designs LH 9

Definition; Elements of a research design; Classification of research designs- exploratory;

descriptive; developmental; case study; causal- comparative and experimental research

designs; Common sources of error; Qualitative research- concept, basic assumptions, types and features; Differences between quantitative and qualitative research.

Unit 5: Measurement, Scaling and Sampling LH 6

Variables- concept and types; Scales of measurement; Attitude measurement and scale

construction; Attitude scales commonly used in social science research; Criteria of good

measurement-validity and reliability of measurement; Sources of measurement problems;

Sampling-concept and process; Population and sampling; Types of sampling-probability and

non- probability sampling; Sampling and non-sampling errors.

Unit 6: Data Collection and Analysis LH 8

Data and its types; Sources of primary and secondary data; Important considerations for data

collection; Questionnaire- principles, components and types; Research interview-types and process; Sources of qualitative data- observation, participant observation, focus groups; Use of Internet for data collection; Data analysis- Data processing; Presenting data in graphs and

tables; Statistical analysis of data- descriptive and inferential statistics; Hypothesis testing;

Methods of analyzing qualitative data-content, thematic and narrative analysis.

Unit 7: Writing Proposals and Research Reports LH 7

Functions and types of research proposals- solicited and unsolicited proposals; Structure and

contents of academic and funded research proposals. Research reports- concept, process, types and procedure for writing research report; Conventions of academic writing; Pre- writing

concerns; Components of the research report; Body of the research report; Documenting

sources- APA style of citation and referencing; Evaluation of research reports; Essentials of

good research report.

Basic Books:

Zikmund, W. G. Business Research Methods. Thompson, New Delhi.

Cooper, D.R. and Schindler, P.S. Business Research Methods. Tata McGraw Hill, New Delhi.

Pant, Prem R. Social Science Research and Thesis Writing .Buddha Academic Enterprises,

Kathmandu.

References:

Bryman, A. and Bell, E. Business Research Methods. Oxford University Press, New Delhi.

Flick, U. An Introduction to Qualitative Research. Sage South Asia Edition, New Delhi.

Complete Syllabus of Accounting for Financial and Managerial Decision and Control | ACC 519 | MBS 3rd semester

Credits: 3

Lecture Hours: 48

Course Objectives:

The objectives of this course are to provide extensive knowledge of financial and managerial

accounting information for taking amicable short term and long term decisions to give drive in

planning and controlling processes in changing environments.

Course Description:

This course aims to provide knowledge of managerial accounting information for planning and

control. It covers pricing decision, investment analysis and decision regarding alternative choices.

It also deals with financial statement and performance measurement analysis of an organization.

• Teaching Methodology and Pedagogy
  - Lecture
  - Assignments
  - Discussion & Presentation
  - Project & case work
  - Library & Internet
• Marking Scheme
  Internal
  - Assignment
  - Presentation
  - Project work
  - Mid Term Exam
  - Pre Board Exam
  External
  - Board Exam

Course Details:

Unit 1: Financial and Management Accounting Information LH 4

- Concept, need, scope and sources of financial information

- Concept and need of management accounting information and its diversity

- Management accounting in the competitive business environment

- Management accounting information as a control tool

- Control system and control environment in an organization

Unit 2: Financial Statement Analysis and Performance Measurement LH 15

- Accounting standards: Concept and disclosures of National and International Accounting and

Financial Reporting Standards

- Concept, objectives and importance of Financial Statement: Income Statement, Balance Sheet and

Cash Flow Statement

- Concept, objectives and importance of performance measurement

- Performance measurement techniques:

i. Horizontal, Vertical, Trend and Ratio Analysis and interpretation of ratios for measuring

productivity, profitability, activity, stability and possibility.

ii. Value added analysis and performance measurement

iii. Measurement & interpretation of return on investment & residual income

iv. Preparation and interpretation of cash flow statement: direct and indirect method

Unit 3: Management Accounting for Decision Making LH 10

- Concepts, need and objectives of decision regarding alternative choices

- Cost classification for managerial decision making perspectives: relevant & irrelevant cost,

avoidable & unavoidable cost, opportunity cost, differential cost and sunk cost

- Decision regarding to:

i. Make or Buy

ii. Accept or Reject a special offer

iii. Drop or Continue

iv. Sales or further processing

v. Lease or Purchase

Unit 4: Pricing Decision LH 7

- Concepts and objectives of pricing decision

- Pricing techniques:

i. Full cost and variable cost pricing;

ii. Target ROI pricing;

iii. ABC pricing,

iv. Target cost pricing

v. Transfer pricing in decentralized organization with evaluation of optimal course of action of

buyer’s and seller’s action

Unit 5: Cost Information for Pricing and Product Planning LH 5

- Effect of product cost in pricing and product mix decisions

- Short-term product mix and pricing decisions

- Long-term product mix and pricing decisions

Unit 6: Investment Analysis LH7

- Concept, need and objectives of investment analysis

- Concept, need, computation and analysis of evaluation techniques: net present value, profitability

index and internal rate of return

- Investment decision under risk and uncertainty by using

i. Adjusted discount rate, certainty equivalent co-efficient, sensitivity and scenario analysis

ii. Standard deviation, co-efficient of variation, probability distribution approach

Basic Books:

Atkinson, A. A., Kaplan, R. S., Matsumura, E.M., Young, S.M & Kumar, G. A. (2012).

Management Accounting/6e. New Delhi: Pearson Education Pvt. Ltd.

Garrison, R. H., Noreen, E. H., & Brewer, P. C. (2012). Managerial Accounting/13e.

New Delhi: Tata Mc Graw Hill Education Pvt. Ltd.