Copyright @ LBSIM, New Delhi

LAL BAHADUR SHASTRI INSTITUTE OF MANAGEMENT, DELHI Plot No.-11/7, Sector-11, Dwarka, New Delhi-110075

SELF ASSESSMENT REPORT (SAR) POSTGRADUATE DIOLOMA IN MANAGEMENT (PGDM - EXECUTIVE)

SUBMITTED IN JUNE 2019

NBCC Place, 4th Floor East Tower, Bhisham Pitamah Marg, Pragati Vihar New Delhi 110003 P: +91(11)24360620-22, 24360654 Fax: +91(11) 24360682 E-mail: [email protected] Website: www.nbaind.org

Pre-visit Qualifiers

1. At least 3 batches of Management programs should have graduated.

2. At least 20% of the faculty associated with the management program should have Ph.D. Degree averaged for previous two academic years including Current Academic Year.

3. Admissions in the program has been more than 60% of the sanctioned intake (averaged for previous three academic years including the current academic year)

4. The institution shall have two Professor(s) or one Professor and one Associate Professor with Ph.D. qualification (on a full-time/regular basis) for each Management Program being offered by the department/ institution for previous two academic years including current academic year.

5. Placement ratio (Placement + higher studies + Entrepreneurship) is greater than 60% (average of the previous three assessment years)

6. Whether student faculty ratio in the programs under consideration is better than or equal to 1:25 averaged over the previous three academic years including current academic year.

Note: Academic year is defined as July to June.

SAR Contents

Section Item Page No. 7 PART A Institutional Information 9 PART B Criteria Summary 1 Vision, Mission & Program Educational Objectives 10 2 Governance, Leadership & Financial Resources 20 3 Program Outcomes & Course Outcomes 58 4 Curriculum & Learning Process 95 5 Student Quality and Performance 124 6 Faculty Attributes and Contributions 141 7 Industry & International Connect 167 8 Infrastructure 178 9 Alumni Performance and Connect 201 10 Continuous Improvement 206 PART C Declaration by the Institution 210

ANNEXURES

Annexure Topic No. 217 I Related to Criteria – I: Vision, Mission & Program Educational Objectives

I (A) Vision 2020 , vision, mission related documents I (B) – i Mission, Goals, Organisation and Governance I (B) - ii Members of the Advisory Body - Management Programme I (B) - iii Minutes of BOG and Advisory Body Meetings - 2016, 2017 and 2018 I (B) - iv Minutes of Faculty Council Meetings - 2016, 2017 and 2018 I (C) - i Library Committee Meetings Copyright @ LBSIM, New Delhi

387 II Related to Criteria – II: Governance, Leadership & Financial Resources

II (A) Mission, Goals, Organisation and Governance II (B) – i Faculty & Administrative Staff Service Rules II (B) – ii Faculty & Administrative Staff Leave Rules II (C) Academic Administration Committee lists - 2016, 2017 and 2018 II (D) Financial Resources II (E) Faculty Selection Process II (F) Chairman-BoG’s Article on Deemed University 454 Related to Criteria –III: Program Outcomes and Course III Outcomes

III (A) Program Educational Objectives and Program Outcomes

457 IV Related to Criteria –IV: Curriculum & Learning Process

IV (A) Minutes of Disciplinary Committee 2015, 2016, 2017 and 2018 IV (B) Student Feedback IV (C) Curriculum updation IV (D) Course Curriculum (same as Annexure VIII) 482 V Related to Criteria – V: Student Quality and Performance

Student Placement 2014 - 16 to 2017 - 19, final research project V (A) guidelines, final research project details 18-19, summer internship project guidelines, summer internship details 2018-19, summer internship project details 18-19 V (B) Professional Activities V (C) Students Handbook 559 VI Related to Criteria – VI: Faculty Attributes and Contributions

VI (A) List of Faculty (2015 - 16, 2016 - 17 and 2017 - 18) VI (B) Faculty Qualifications Faculty Service Rules, Same as Annexure II (B) – I, VI (C) Promotional Policy and Self Appraisal Forms VI (D) Faculty Publications VI (E) Seed Research VI (F) Innovation, Case Studies Related to Criteria – VII: Industry and International Connect 614 VII

VII (A) MOU’s VII (B) MDP’s VIII Course Curriculum (same as Annexure VI (D)) 631

PART A: Institutional Information

1. Name and Address of the Institution: LAL BAHADUR SHASTRI INSTITUTE OF MANAGEMENT, DELHI

2. Name and Address of the Affiliating University, if applicable: NA

3. Year of establishment of the Institution: 1995

4. Type of the Institution:

Institute of National Importance

University

Deemed University

Autonomous

Affiliated Institution √ AICTE Approved PGDM Institutions √

Any other (Please specify) Provide Details:

Note: In case of Autonomous and Deemed University, mention the year of grant of status by the authority

5. Ownership Status:

Central Government State Government Government Aided Self-financing Trust

Society √ √ Section 8 Company Any Other (Please specify)

Provide Details: Lal Bahadur Shastri Institute of Management, Delhi was accorded approval by AICTE vide letter no F.431/15-BOS(M)/95 dated April 06, 1995. Extension of Approval from AICTE 2019-20 is attached at the end of SAR report before Annexures.

6. Vision of the Institution: Leadership through Excellence in Value Based Management and Technology Education.

7. Mission of the Institution: To nurture and groom socially sensitive business leaders with a global outlook, supported by strategic national and international partnerships.

8. Details of all the programs offered by the institution: S. No. Program Year of Intake at Increase in Year of AICTE Accreditation Status* Name Start the start of intake, if any increase Approval the (from the program start)

1 PGDM 1995 60 Yes +20 (1996) Yes Granted provisional (General) +40 (1997) accreditation for two/three +60 (2013) years for the period upto 30.06.2019 vide letter no. F.NO. 17-06-2010- NBA dtd 19.12.17 2 PGDM 2008 60 NA NA Yes Granted provisional (Finance) accreditation for two/three years for the period upto 30.06.2019 vide letter no. F.NO. 17-06-2010- NBA dtd 19.12.17 3 PGDM 2018 60 NA NA Yes Not eligible for (Research & accreditation Business Analytics) 4 PGDM 2018 60 NA NA Yes Not eligible for

(Logistics & accreditation Supply Chain Management) 5 PGDM 2011 60 NA NA Yes Applying first time (Executive)

6 PGDM (Part 1996 60 NA NA Yes Not eligible for Time) accreditation `

*Write applicable one:  Applying first time  Granted provisional accreditation for two/three years for the period  Granted accreditation for 5/6 years for the period (specify period)  Not accredited (specify visit dates, year)  Withdrawn (specify visit dates, year)  Not eligible for accreditation  Eligible but not applied Note: Add rows as needed 9. Programs to be considered for Accreditation vide this application

S. No. Program Name Current Year Current year Sanctioned admitted nos. Intake 1 PGDM (General) 180 186 2 PGDM (Finance) 60 65 3 PGDM (Executive) 60 6

Note: This includes super numerary Kashmiri Migrants.

10. Contact Information of the Head of the Institution and NBA coordinator, if designated:

i. Name: Dr. Deepak Kumar Srivastava

ii. Designation: Director

iii. Mobile No: 9869481060

iv. Email id: [email protected] Copyright @ LBSIM, New Delhi

v. NBA coordinator, if designated Name: Dr. Praveen Gupta Designation: Professor Mobile No: 9818141123 Email id: [email protected]

Criteria Summary

Name of the Program PGDM (Executive)

Criteria No. Criteria Mark/ Self Assessment Weightage Marks

1 Vision, Mission & Program Educational Objectives 50 45

2 Governance, Leadership & Financial Resources 100 92

3 Program Outcomes & Course Outcomes 100 87

4 Curriculum & Learning Process 125 105

5 Student Quality and Performance 100 81

6 Faculty Attributes and Contributions 220 171

7 Industry & International Connect 130 89

8 Infrastructure 75 61

9 Alumni Performance and Connect 50 39

10 Continuous Improvement 50 36

Total 1000 806

Vision, Mission & Program CRITERION 1 50 Educational Objectives

Self Assessed Score: 45

1.1. Vision and Mission statements (5) Self Assessed Score: 5 (Vision statement typically indicates aspirations and Mission statement states the broad approach to achieve aspirations)

Lal Bahadur Shastri Institute of Management, Delhi, is a premier Institute for management and information technology education in the country. The Institute was established in 1995 to perpetuate the memory of second Prime Minister of India Bharat Ratna Shri Lal Bahadur Shastri. The Vision of the Institute is inherited from the idea about technical education given by Shri Lal Bahadur Shastri. “The academic content of technical education has to be good and substantial, but it is equally important that our young engineers and scientists should have a practical approach to problems. I would like them to be anxious to use their own hands in order to do a good job. It is an approach of this nature that will enable the country to make rapid headway in the matter of industrial development.” (Book - Selected Speeches of Lal Bahdur Shastri, June 11, 1964 to January 10, 1966, Publication Division - Ministry of Information & Broadcasting, Govt. of India, Page No. 158, New Delhi 2007).

The Institute under overall leadership of Shri Anil Shastri, Chairman: Board of Governors (BoG), is an honest attempt for converting the idea of Shri Lal Bahadur Shastri ji into reality. The Institute’s Vision, Mission and Values are broadly based upon discourses of Shri Shastriji regarding principles of producing a cadre base of professional with a humane and pragmatic approach towards excellence in leadership. Thus, the vision of the Institute has its main focus to enable the country where learning is not only limited to the classroom teaching but also from the larger society.

Vision Leadership through Excellence in Value Based Management and Technology Education.

Mission

To nurture and groom socially sensitive business leaders with a global outlook. supported by strategic national and international partnerships.

Values

 Commitment  Honesty & Integrity  Self-Discipline  Fairness & Firmness  Collaborative Spirit

FOR DETAILS, PLEASE REFER ANNEXURE I (A)

1.2. PEOs statements (5) Self Assessed Score: 5

(State the Program Educational Objectives (3 to 5) of the program seeking accreditation)

PROGRAMME EDUCATIONAL OBJECTIVES: PGDM (EXECUTIVE)

• To impart conceptual knowledge and functional competency with a global perspective. • To enhance leadership skills enabling them to take higher corporate responsibilities. • To develop socially sensitive and ethically responsible citizens through Shastrian values. • To augment analytical and integrative thinking to facilitate effective decision-making. • To sharpen effective communication skills and cross-functional teamwork.

FOR DETAILS, PLEASE REFER ANNEXURE III (A)

1.3. Dissemination among stakeholders (10) Self Assessed Score: 10

(Describe the process which ensures awareness among internal and external stakeholders with effective process implementation) (Internal stakeholders may include Management, Governing Board Members, faculty, support staff, students etc. and external stakeholders may include employers, industry, alumni, funding agencies, etc.)

LBS Society, Board of Governors, Management, Advisory Body

Management Grid- through websites , Faculty Council, admission brochure, Administrative Staff prominent display on Dissemination through induction, boards at various of Vision, social meet, IQAC, places, management Mission & Area meetings, grid, clubs, cultural PEOs Academic & and academic clubs, Administrative course curriculum, Committees workshops conference

Other stake holders: AICTE through complying with EoA, Data uploaded on AICTE website, NAD, Prospectus, Institute's website, NIRF, Newspaper Advertisements and other News items, Alumni network, Parents, Industry members, Recruiters, International Collaboratrs etc.

The institute’s activities are planned, directed and monitored at the apex level by the Board of Governors (BoG), headed by the Chairman and it includes eminent personalities from public life, education, industry and services. The Director of the institute acts as the Member-Secretary of the BoG. The Board of Governors meets at least twice a year. The subcommittees of the Board of Governors meet frequently.

The Board of Governors of LBSIM consists of top-ranking academicians and professionals. In view of their vast experience and dynamic leadership, they provide guidance and direction to the Director and the faculty of the Institute to cope with the pace of development in the professional and academic

spheres both within the country and outside. The Members of the Board of Governors regularly attend the meeting of the Board, Sub-Committees and actively involve themselves in academic, administrative and financial aspects of the Institute to ensure that the Institute achieves its objective of Centre of Excellence in Management and Technology Education. The Board of Governors play the role of policy makers and guiding force for smooth running of the Institute. They set norms (for different areas viz., Personnel, Administration, Accounts, Academic Delivery, Procurement, etc.) to be followed in day-to-day functioning of the Institute. However, they do not interfere in day-to-day functioning of the Institute, which is managed by the full time Director under overall guidance and support from Chairman-BoG.

For the purpose of revisiting and reimagining the vision, mission, objectives, short-term and long-term strategies of the institute, a board level sub-committee comprised of industry professionals, director, academicians, alumni, faculty and staff members was formed in 2015. The sub-committee extensively deliberated on the vision & mission statements. The members performed the SWOT Analysis, discussed the objectives, short-term and long-term strategies. The recommendations of sub-committee on vision 2020 were presented to the BOG for consideration and approval. Therefore, the vision, mission, objectives, short-term & long-term strategies of the institutes were disseminated among the BoG, the advisory Council before being formally accepted, announced and put in place. The same were published as a booklet to be shared with faculty, staff, Board Members, Advisory Council, students, Corporates, and other stakeholders.

The vision & Mission statements as well as the values reflected by institute have been displayed at various places to disseminate them to all stakeholders including students, parents, visitors, industry members who visit the institute. These statements are being made part of the student handbook with is shared with all students at the time of induction & orientation of the students.

The institute vision, mission, values and objectives are being reflected on the website also. All workshops, conferences, publications, communications of the institutes reflect the vision, mission and objectives of the institute. All alumni, industry experts are made aware about the fundamentals of the institute. FOR DETAILS, PLEASE REFER ANNEXURE I (B) (i), I (B) (ii), I (B) (iii), I (B) (iv)

1.4. Formulation process (15) Self Assessed Score : 12

(Articulate the process for formulating the Vision, Mission and PEOs of the program)

VISION, MISSION & STRATEGIC PLAN FORMULATION PROCESS

Vision, Mission, Values, Objectives of the institute are being formulated by a board-level subcommittee. The committee is appointed by the Chairman-BOG and is generally comprised of

a prominent industry leader, the director, several senior faculty members with enough span of associations with LBSIM as members. The sub-committee in 2015 met four times are a span of six months to design vision 2020 statement. The vision, mission, objectives, values and strategies of the institute were developed for next 5 years and summarized as vision 2020. The suggestions & draft vision 2020 was sent to BOG for deliberations & approvals. The same was approved by Chairman BOG are then it was made acceptable by all and to be circulated to all.

Vision and Mission once accepted, was circulated to faculty, staff, students and other stakeholders. They were prominently displayed in the institute and were made part of website, publication, conferences, seminars & corporate lectures, industry-interface.

FOR DETAILS, PLEASE REFER ANNEXURE I (B) (i), I (B) (ii), I (B) (iii), I (B) (iv)

PEOs (Programme Educational Objectives)

PEOs are developed based on inputs from various sources and different stakeholders. The directional inputs are important from government, industry and society. The changes in the ecosystem system over a period matter in PEOs formulation. The AICTE is the main guiding force to management schools and their guidelines and model course curriculum offers a direction to PEOs. The Peogramme Educational Objectives are always benchmarked with the best B- Schools in the country. LBSIM always makes efforts to keep management programmes contemporary and industry relevant. Requirements of industry and recruiters always remain critical input for PEOs formulation. Feedback from alumni, parents are taken inro consideration. Alumni are the guiding force to the institute, and they are regularly invited to take critical input about the changes in eco-system and LBSIM makes programmes align with the outside professional world and industry. Institute vision, mission and values always there to guide different programmes. PEOs are always formulated keeping vision, mission and values in mind. What institute stand for and what institute aspires to be are always guiding light to all stakeholders.

Benchmarked with best B- schools Requirements of industry, Guidelines of recruiters, AICTE Feedback from alumni, parents

In sync with Needs of Govt., vision, mission industry and and values of society at large PEOs LBSIM

FORMULATION OF PROGRAMME EDUCATIONAL OBJECTIVES (PEOs) WITH INPUT FROM DIFFERENT SOURCES

PEOs are developed over a period through a series of meetings, deliberations and discussions. The team comprises of the Director, a senior faculty acting as Convener of Quality Assurance/Accreditation. Convener, Area Conveners along with the Programme Coordinators sit together to formulate the PEOs. The draft PEOs were then presented to the faculty council and for further deliberations and final approval. The PEOs are also discussed with the industry experts and the leading academicians from other institutes. Once the PEOs are approved by faculty council, it is approved by Director’s Office in consultation with Chairman -BOG. After than they are disseminated with all the stakeholders, faculty members to include them in the finalization of Programme Outcomes (POs) and Course Outcomes (Cos) and evaluation processes. The efforts are made to align all the PEOs along with the respective POs and COs and the evaluation standards are decided to assess the mapping of PEOs.

1.5. Consistency of PEOs with the mission (15) Self Assessed Score: 13

(Generate a “Mission of the Institute – PEOs matrix” with justification and rationale of the mapping)

PEO Statements M1 Nurturing M2 Nurturing M3 Global M4 Strategic & Grooming & Grooming Outlook National & Socially Business International Sensitive Leaders Partnerships Managers 1.To impart conceptual knowledge and functional 3 competency with a global 2 2 2 perspective.

2.To enhance leadership skills enabling them to take higher corporate 2 3 3 1 responsibilities.

3.To develop socially sensitive and ethically responsible citizens through 3 3 2 1 Shastrian values.

4.To augment analytical and integrative thinking to facilitate effective decision- 1 3 2 1 making.

5.To sharpen effective 1 3 2 1 communication skills and cross-functional teamwork.

Average 1.8 2.8 2.4 1.2 Average of 2.05 Averages

Note: M1, M2, ..., Mn are distinct elements of Mission statement. Enter correlation levels 1, 2 or 3 as defined below: 1: Slight (Low) 2: Moderate (Medium) 3: Substantial (High)

It there is no correlation, put “-”

Note: The institute continuously strives to achieve the distinct elements of Mission of the institute. The Vision and the Mission are always kept at the top of all our efforts and activities.

The Management, the Director, the Faculty, Administrative Staff and the Students are continuously working to align with Mission, objectives and the goals of the institution. Therefore, each programme is continuously evaluated through the leadership meetings, the Director and the faculty interactions over the period. In view of above, the institute has developed a robust framework in terms of admission process, faculty recruitment and selection, curriculum design, pedagogy, co-curriculum and extra curriculum activities, industry connect, alumni connect, cultural activities, student participation in social, academic, cultural and other activities. The result of which reflects in terms of significant alignment of the PEOs with the different elements of Mission statement.

M1 Nurturing and Grooming of Socially Senstive Managers:

Institute always strives for aligning its all management programmes with its mission. Not only this ensures that alignment of PEOs with mission statement (and the different elements of mission) but it’s a confidence to all stake holders that they are well-directed and focused. Nurturing and grroming socially sensitive managers is the prime guiding force to all. The Institute has been conceived with an idea to perpetuate Shastrian values and definitely the socially sensitive and socially responsible managers are the prime ingredient of the all efforts. Therefore, efforts are made to align all PEOs with M1. The mapping is refelecting a average score of 1.8 above average alignment of PEOs with M1 which is moderate.

M2 Nurturing and Grooming Business Leaders:

The management programme at LBSIM has primary focus on nurturing and grooming its students into effective business leaders. All the PEOs are formulated and executed to develop students for industry. The programmes are contemporary, holistic and aligned to industry requirement. The instititute’s programme objectives aim to develop its students through curriculum, co-curricular activities and extra curricular activities and prepare them to be industry ready. Over all development through holistic and contemporary course curriculum, judicious and regular industry interface in terms of guest lectures, industry visits, summer internship, live projects, industry mentor-mentee programme etc lead into a professional ready to contribute effectively in industry. The mapping is reflecting an average score of 2.8 shows high connect.

M3. Global Outlook

All the PEOs aim to provide global outlook to all students. The programme design, course Copyright @ LBSIM, New Delhi

curriculum structure, the pedagogy all assimiliate the best practices across best B-school in India and across border. The case studies, articles, educational videos, software like SPSS, SAS, databases like Bloomberg are included in the course curriculum to keep the teaching and learning ahead of curve. Global leaders from industry and acdemia visit institute to interact

with LBSIM students. The industry leaders from national and multi-national companies are invited to share their experience with our students. The score shown in the mapping of PEOs and the elements of mission statement show high alignment with score of 2.4.

M4 Strategic National and International Partnerships

The institute has aspirational mission element of having strategic national and international partnerships. The effort is to develop our students into business leaders with global outlook and prepare them to become effective global business leaders. The globalization and VUCA world is the order of the day in trade, business and all aspects of economy. The international and national partnerships with industry, academia, governmental or social organisations are focused to provide an opportunity to our students to grow into global business leaders. The average score for mapping POEs with M4 is reflected as 1.2 which is lower than moderate (medium 2). This portrays the current positioning of the institute and also provides an opportunity for improvement in future.

CRITERION 2 Governance, Leadership & 100 Financial Resources Self Assessed Score: 92

2.1 Governance and Leadership (60) Self Assessed Score: 57

2.1.1. Governance Structure and Policies (25) Self Assessed Score: 25

2.1.1.1. Governing Structure (10) Self Assessed Score: 10

(List the governing, senate, and all other academic and administrative bodies; their memberships, functions, and responsibilities; frequency of the meetings; and attendance therein, details of monitoring of performance done by the BoG. A few sample minutes of the meetings and action-taken reports should be annexed)

Established by the Lal Bahadur Shastri Educational Trust in 1995, Lal Bahadur Shastri Institute of Management, Delhi (LBSIM), is a dynamic Institute in the field of management and technology education. Over the years, it has emerged as one of the top ranking institutes in the country imparting value based learning. In keeping with the ideals and philosophy of Shri Lal Bahadur Shastriji nation’s second Prime Minister, the Institute aims at developing into a centre of excellence in management and information technology education, training, research & consultancy, with a view to create a new class of managers in tune with the needs of a highly competitive global environment. It has widespread support of corporate world both at national and international level. The ethics, values and principles of Shastriji have been the constant guiding light that have given direction to us and, thereby, helping us to produce professionals with a humane and pragmatic approach.

The Institute has consistently been ranked among the top Business Schools in the country and enjoys a track record of 100 percent placements.

Operating from a spacious and environment friendly campus, the Institute is currently located in Dwarka, Sector 11, New Delhi. The Institute is recognized by All India Council for Technical Education (AICTE), Ministry of Human Resources Development, Government of India, for Two Year Full-Time Post Graduate Programme in Management (General), Two Year Full-Time Post Graduate Programme in Management(Finance); Two Year Full-Time Post Graduate Programme in Management (Research & Business Analytics); Two Year Full- Time Post Graduate Programme in Management (Logistics & Supply Chain Management) 15 Months Full-Time Post Graduate Programme Senior Executives; Three Year Part-Time Post Graduate Programme in Management for Working Executives; and Three Year Full- Time Post Graduate Programme in Master of Computer Applications (MCA), the later under affiliation with the Guru Gobind Singh Indraprastha University, Delhi.

The Institute has been attracting students in its management programme from almost all the states.

At LBSIM, the focus is on:

• Excellence through teamwork; • Learning to learn-continuously; • Managing change;

• Ensuring curriculum relevance to industry through a three-way interactive process: Student-Faculty-Industry; and • Developing leaders, mangers and entrepreneurs with ‘Value’, ‘Vision’ and ‘Versatility’ The organization is fortunate to have a distinguished Board of Governors, headed by Shri Anil Shastri, Former Union Minister, to decide the policy issues outlining the framework for governance. The Board includes eminent personalities from public life, education, industry and services. A list of members of Board of Governors is attached as Annexure-I. The Board of Governors meets at least twice a year. There is an Advisory body to advise the Board on academic and professional issues. The Advisory body meets at least once a year. There are Sub-committees of the Board of Governors which meet frequently.

The Goals

To realize our mission, we aim at achieving the following goals:

 To become one of the top management and technology education institutes in the country as well as in the context of developing nations.  To continually upgrade the teaching curricula reflecting the aspirations of the client system.  To contribute, through research, to the ‘intellectual capital’.  To foster and nurture culture for research on ideals and philosophies of Shri Lal Bahadur Shastri through Lal Bahadur Shastri Research Centre for Public Policy & Social Change (LBSRC), a Centre of Excellence.  To strengthen the teaching & research apparatus for management technology education in the country through introduction of pre-doctoral & doctoral programme.  To contribute effectively through consultancy to the hitherto neglected and under-managed sectors like ‘agriculture’ and ‘rural development’.  To be instrumental in the development of indigenous instructional materials utilizing the advanced technologies for their effective dissemination.

 To introduce specialized courses in specialized areas of management such as finance, information management, hospital management, etc.  To establish international linkages for undertaking teaching, training, research and consultancy projects of relevance to Asian countries.  To conceive of, develop and deliver appropriate post experience training packages for middle, senior and top executives to help government, industry and business to help improve their respective management systems. FOR DETAILS, PLEASE REFER ANNEXURE I (B) (i), I (B) (ii), I (B) (iii), I (C) (i)

Lal Bahadur Shastri National Award for Excellence in Public Administration, Academics and Management

Shri Lal Bahadur Shastri, a pragmatic and down to earth leader of the people of India, an exemplary statesman and able administrator, with the moral and ethical attributes of a 'Mahatma' and a person of impeccable integrity, was a great soul dedicated to the welfare of the common man. He was deeply patriotic, having dedicated his life to the service of the nation. In the words of Pandit Jawahar Lal Nehru, Shastri Ji was “a man of the highest integrity, loyalty, devoted to ideals, a man of conscience and a man of hard work”. A firm believer in the social responsibilities of business enterprises, he looked at the economic and social realities of Indian life with a clear vision, never allowing his judgement to be influenced by doctrinaire or ideological preconceptions. In the administrative sphere, he had original ideas, and was an innovator with a resolve to give effect to new ideas. Shastri Ji's tireless dedication to the cause of improving welfare of the Indians is an inspiration to all those who look to the future with hope and confidence. Shastri Ji felt the need for a responsive and agile administration during his tenure as Prime Minister of India. The constitution of Administrative Reforms Commission, to streamline Public Administration, was one among many steps he took to make administration quick and responsive. He simultaneously felt the need for developing high quality institutions, which could provide highly efficient administrators and managers for future. His vision was later translated into reality when the Lal Bahdur Shastri National Academy of Administration was set up in Mussoorie by the Government of India.

In order to uphold the vision of Shastri Ji, Lal Bahadur Shastri Educational Society set up the Lal Bahadur Shastri Institute of Management (LBSIM) at Delhi in 1995. Lal Bahdur Shastri Institute of Management has instituted the Lal Bahadur Shastri National Award for Excellence.

The award honours each year an Indian, residing either in India or aborad, who is an exceptionally outstanding and distinguished business leader, management practitioner, public administrator, educator or institution builder for his/her sustained individual contributions and achievements of high professional order and excellence. The honour carries a cash award of Rupees Five Lakh plus a Citation and a Plaque. The awardee's name is inscribed on the Roll of Honour of LBSIM and he / she is designated as Lal Bahadur Shastri Fellow.

The award process begins in January each year with the nomination of a jury by the Chairman of LBSIM, who is the ex-officie convenor of the jury.

An announcement is made in the media in February for nomination for the award. Those nominating have to provide details with copies of the work of nominees. Only one name can be nominated by an individual.

The convenor, with the approval of the jury, writes to leading personalities and institutions all over the world inviting nominations for the award. The last date for receiving nominations is the last day of March. The convenor of the jury processes and organizes all the nominations and presents the same to the jury in its first meeting. Thereafter, the jury meets a few times to finalize the award. The jury chooses the awardee latest by the end of May and the convenor of the jury announces the award soon thereafter.

The recipients of the award:

 Senior Advocate Fali Sam Nariman-2018  Dr. Bindeshwar Pathak-2017  Mr. Gopal Krishna Gandhi-2016  Dr. Prannoy Roy-2015  Dr. Apatukatha Sivathanu Pillai-2014  Dr. Rajendra Achyut Badwe- 2013  Smt. Tessy Thomas – 2012  Prof. Yash Pal – 2011  Smt. Aruna Roy – 2010  Shri Sunil Bharti Mittal – 2009  Dr. E. Sreedharan – 2008  Dr. M.S. Swaminathan – 2007  Dr. Naresh Trehan – 2006 Copyright @ LBSIM, New Delhi

 Dr. (late)C. P. Srivastava – 2005  Smt. Ela Ramesh Bhatt – 2004  Dr. R. A. Mashelkar – 2003  Shri N. R. Narayana Murthy – 2002  Shri Sam Pitroda – 2001  Prof. (late) C. K. Prahalad – 2000

Lal Bahadur Shastri National Award for Excellence in Public Administration, Academics and Management: 2018

Lal Bahadur Shastri National Award for Excellence in Public Administration, Academics and Management: 2017 & 2016

Lal Bahadur Shastri Memorial Lecture

The Lal Bahadur Shastri Memorial Lecture is organized every year by the Lal Bahadur Shastri National Memorial Trust in collaboration with National Museum, Ministry of Culture, Government of India, to commemorate the death anniversary of the late Prime Minister, Shri Lal Bahadur Shastri. January 11 happens to be the death anniversary of Shastriji who died on this day in 1966 in Tashkent (formerly in USSR) after signing a peace treaty with Pakistan.

The memorial lecture is organized by the Lal Bahadur Shastri National Memorial Trust Which was founded in 1967 in Delhi to perpetuate the memory of Shri Lal Bahadur Shastri immediately after his death with Prime Minister Indira Gandhi as its first Chairperson followed by Prime Minister Rajiv Gandhi.

Topics of some of the prominent speakers who have delivered the Lal Bahadur Shastri Memorial Lecture in the past are as follows:

 Kailash Satyarthi, Nobel Laueate on “Surakshit Bachpan Surakshit Bharat” in 2019  Justice Jagdish Singh Khehar, Former Chief Justice of India, on “Lal Bahadur Shastri: Gandhian Constitutionalism” in 2018  Shri Rajmohan Gandhi, grandson of Mahatma Gandhi, on “Society, the State and Democratic Rights: Questions before the People of India” in 2017.  Shri N.R. Narayana Murthy, Founder – Infosys Limited, on “Fulfilling the Dreams of Shastriji” in 2016  Lord Meghnad Desai, Emeritus Professor of Economics, London School of Economics, on “India: Yesterday, Today & Tomorrow” in 2014.  Mr. Mushahid Hussain Sayed, Senator Pakistan Senate, “South Asia’s Quest for a future” in 2013.  late Dr. A.P.J. Abdul Kalam, Former President of India, “Empowering Farmers through New Agro-Vision” in 2012.  His Holiness the Dalai Lama, on “The Power of Compassion” in 2011.  Mr. Shashi Tharoor, on “India’s Vision of Peace, Security and Development in South Asia” in 2010.  Mr. Sitaram Yechury, on “Global Crisis and Indian Response” in 2009.  Mr. Mangala Samaraweera, Minister of Finance & Media, Sri Lanka, “Forging a Radical Centre: A Response to Extremism and Intolerance” in 2007.  Shri Rahul Bajaj, Chairman, Bajaj Auto Ltd., on “Taking India Forward” in 2006.  late Lakshman Kadirgamar, the then Advisor to President of Sri Lanka, on “The Seven Sisters of South Asia: Where are they going?” in 2003. Copyright @ LBSIM, New Delhi

 Late Krishna Prasad Bhattarai, Former Prime Minister of Nepal on “Nepal- India Relations in the New Century” in 2002.  Late R. Venkataraman, Former President of India on "The Crown and the President: Constitutional Conventions" in 1999.  Dr. Karan Singh, Member of Parliament, on “India in the 1990’s the most difficult decade” in 1994.

Lal Bahadur Shastri Memorial Lecture-10th January, 2019

Lal Bahadur Shastri Memorial Lecture- January 2018 & 2017

2.1.1.2. Service Rules (5) Copyright @ LBSIM, New Delhi

Self Assessed Score: 5

The Institute has clearly documented details about Service Rules, Pay Packets & Incentives for both faculty and administrative staff.

In order to achieve the institute mission, objectives and goals, the Institute engages highly qualified, motivated and competent faculty as per norms and cadre requirements in each Programme. Faculty members contribute to successful running of each programme in terms of academics, co-curricular, extra-curricular, research and publications. Apart from teaching, research, the faculty also contribute towards academic administrative roles. The Institute has highly motivated and dedicated faculty spread over all functional and management areas such as Accounting & Finance, Economics, Operations Management, Human Resource Management, Business Law, Marketing Management, Strategic Management and information

Technology. The institute also draws on visiting faculty from various universities, business enterprises and research institutions.

Faculty members are governed by well defined service rules. There are financial and non- financial rewards and support for conducting research, publications, attending national and international conferences, workshops, MDPs and FDPs. Faculty members are also encouraged to contribute towards industry- academia interface, industry outreach, alumni connect. They are expected to ensure three-way interaction process: student-faculty-industry. The service rules are well defined and made known to all faculty members. As part of organizational structure, all faculty members report to the Director. The faculty members are entrusted tasks with due de-centralization process. The de-centralization process faculty ensures empowerment and in course of time faculty development. The service rules, administrative rules for the faculty are provided in the annexure.

The administrative staff is appointed basis requirements in different departments like accounts, general administration, library, computer lab, estate-care taker, attendants and secretarial staff. The service rules, administrative rules for all administrative staff are well laid out.

FOR DETAILS, PLEASE REFER ANNEXURE II (B) (i), II (B) (ii)

2.1.1.3. Policies (5) Copyright @ LBSIM, New Delhi

Self Assessed Score: 5

(There should be well defined and implemented policies of governance with stakeholders participating in the development of these policies. Also state the extent of awareness among the faculty and students)

The policies to govern faculty, administrative staff and students are well defined and made known to all stakeholders. For faculty, there are well defined norms & practices, recruitment policies, selection and promotion policies, performance evaluation, roles and responsibilities details, policies related to research, publications, MDPs, Administrative roles, roles for institution building etc. Faculty performance evaluation parameters and policies are well laid out. All kind leave rules are also well defined and shared with faculty members.

Policies for Administrative staff, their recruitment, selection, service rules, leave rules are also well laid.

Facilitation Committee It has been decided to constitute a Facilitation Committee for considering and deciding on operational issues related to different Programmes of the Institute. The Committee is as follows:

1. Dr. D.K. Srivastava - Chairperson 2. Dr. G.L. Sharma - Advisor: CI 3. Dr. Smita Sharma - Programme Coordinator, PGDM - Gen. 4. Dr. Sweta Agarwal - Programme Coordinator, PGDM – Finance 5. Dr. Anuj Verma - Programme Coordinator, PGDM - Executive 6. Dr. Gautam Negi - Programme Coordinator, PGDM - Part Time 7. Dr. Shivani Bali - Programme Coordinator, PGDM - R & BA 8. Dr. Rajkumari Mittal - Programme Coordinator, PGDM - L & SCM 9. Prof. S. K. Tyagi - Faculty Advisor: Management Grid 10. Col Ajay Sood (CAO) - Member - Secretary 11. President Management GRID - Students’ Representative

This Committee meets on every 2nd Friday of the month from 4 pm to 5 pm in the Board Room.

SAMPLE MINUTES Copyright @ LBSIM, New Delhi

Minutes of the Last Facilitation Committee Meeting

1. Facilitation Committee Meeting took place at 1130 hrs on 16.04.2019 in Director’s Office. 2. At the outset, Director welcomed all members of the Committee. It was informed to all concerned that this being the last meeting of the Facilitation Committee in this particular Academic Session, it is proposed to discuss and finalize restructured Academic Administration Committees in the meeting. 3. Based on the inputs received and consent of the members present, the Academic Administration Committee was finalized. 4. All Committee Convenors are requested to hold periodic meetings of their respective Committees and maintain the minutes of the meeting in a separate file. A copy of the same is required to be given to the Director’s office where a master file of the minutes of all committee meetings are maintained. 5. Director intimated that all business transacted by any Committee to be documented in one file and be produced as and when required or at the time of handing / taking over of the committee. 6. Director exhorted that the progress of an Institution accelerates when its activities are driven by the Faculty Members. It is suggested that the faculty should take a lead in this Direction. 7. It was desired by few members that joint authorship for Research Paper should be considered at the time of promotion of the faculty. Director intimated that suitable action will be taken in this regard. 8. NIRF Ranking: Director intimated that the Institute has improved in 4 out of 5 parameters in the NIRF ranking. However, due to 5th parameter i.e. Graduate Outcome (GO), our ranking has gone down. It seems that our record of GO has not been considered which needs to be corrected. 9. Director closed the meeting with warm wishes to all the new Committee Members and intimated that with your support we will carry out considerable improvement in our coming Academic Session.

IN ANNEXURES: We have put the records of few BoG Meetings, Advisory Body Meetings, Faculty Council Meetings. All records are available at the institute.

FOR DETAILS, PLEASE REFER ANNEXURE II (B) (i), II (B) (ii)

2.1.1.4. Strategic Plan (5) Copyright @ LBSIM, New Delhi

Self Assessed Score : 5

(Availability and implementation)

Strategic Plan has been drawn by the Board Level sub-committee as a part of Vision 2020. The plan had been drawn based on a deeper study of future challenges, SWOT analysis, perception mapping through various stakeholders like students, alumni, industry members, recruiters, parents, faculty and staff. Institute draws a short- and medium-term plan on 5-year basis. Vision 2020 was drawn in 2015 for next five years execution.

Strategy Formulation & Its Implementation

Implementation( Action Strategic Management, Strategic Plan Formulation Plan) Control, Feedback

STRATEGIC PLAN FORMULATION, IMPLEMENTATION & CONTROL (Based on Vision 2020 Document) Detailed Document is available in Annexure II Copyright @ LBSIM, New Delhi

Challenges for Future Growth

• Attracting good quality students through innovative methods. • Attract and retain talented faculty through incentives and conducive environment. • Invest money in international collaboration, Fellow programme, competitive salary and perks to faculty and staff, research facilities, endowed chairs and research professorships sponsored by the corporate. • Create an image for conducting MDP’s and undertaking consulting assignments • Strengthen and leverage our alumni network • Augment resources by diversification • Build a corpus by being entrepreneurial • Alleviate ranking amongst management institutions

Strategic Thrust for LBSIM

Keeping in view the SWOT analysis, competitive analysis and perception survey amongst stakeholders, key thrust pillars for LBSIM to create a distinct niche and edge in imparting management and technology education in the coming five years would be:

 Innovation and Creativity  Critical Thinking  Academic Excellence  Global Collaboration – Academic & Research  Strengthening Physical Infrastructure  Strengthen Bonding with Alumni  Strengthening Corporate Interface  Generate Internal resources  Strengthening LBSIM Brand  Health and Wellness of faculty, staff and students

Sno Strategic Plan Action Taken in Remarks . (Drawn in 2016) last 3 years 1 Hard Infrastruture Upgradation of classrooms, Completed in 2017 improvement

Upgradation of cafeteria Completed in 2017 New Refurbished Reading Completed in 2018 Room at Library 2 Sofware addition SAS Enterprise Guide, SAS Completed Enterprise Miner, IBM SPSS, SPSS AMOS, EViews 3 Bloomberg Lab 12 Terminal Bloomberg lab Completed, develpment introduced 4 Hostel facility Hostel capacity increased in Much improved, offering seats to all Enhancement 2016-17, 17-18 non-NCR candidates 5 Curriculum Curriculum updated, more Continuous process development contemporary 6 Faculty Development Greater encouragement to A larger number of faculty sponsored faculty to attend research to attend FDP, workshops seminars, conferences workshops, FDPs conferences, for learning newer software 7 Personality & Skill Introduction of Foreign 2016-17, 2017-18, Executed Development of Language Course Students 8 Greater Role of Chapter Meets Organised Faculty members are encouraged for Alumni more frequently at Newer greater participation Centres 9 Greater Role of Alumni Connect enhanced, Action Taken Alumni Alumni offered greater role in induction programme of PGDM, curriculum updation 10 Cuuriculum Continuous process, New electives introduced in Upgradation introduction of new elective Marketing, Finance, Operations & courses Systems, General Management 11 Pedagogy New Cases from HBSP, ET Completed, And continuous process Enhancement Cases, Emerald, Simulations 12 Introduction of New Introduced AICTE approved Completed in 2018 Programmes, PGDM (R&BA-60 Seats Enhancement of PGDM L&SCM)- student intake 60 Seats FOR DETAILS, PLEASE REFER ANNEXURE I (A) (i), I (B) (i), I (B) (ii), I (B) (iii)

2.1.2. Faculty Empowerment (15) Self Assessed Score: 12 Copyright @ LBSIM, New Delhi

2.1.2.1. Faculty development policies (5) Self Assessed Score: 4

(The institution should have a well-defined faculty development policy to ensure that faculty continues to meet high standards) The Institute has a well-rounded faculty development policies and processes. A faculty is entrusted both academic and administrative responsibilities after joining the institute. The Organizational structure encourages a person to work independently as well as raw member. All faculty report to the Director and that encourages a flatter Organizational structure and provides intellectually stimulating work environment. A faculty member joins a stream headed by the Area-Convener. He/She is encouraged to participate, contribute and give valid inputs to respective areas in terms of pedagogy development and curriculum development. A faculty member joins many institutional teams, organizing and supervising co-curricular, research and personality development of students. Faculty is encouraged to participate actively in terms of curriculum development; pedagogical took enhancements like introduction of new software, stimulation, new case studies.

The faculty is also emerged to constitute in terms of research, consultancy, MDPs, Corporate Interface. The faculty members are sponsored for FDPs, research conferences, Seminars both at national and international levels. Faculty inputs for course development, student activities, and infrastructural developments are discussed channels like faculty Council, various subcommittees, there direct and indirect interactions. Faculty members are also encouraged to take senior/lead roles & responsibilities from time to time in terms of academics & administration. Higher responsibilities are entrusted like Area-Chair position, Programme Chair position on rotational basis as well as merit and capabilities basis. This process does not adhere always to seniority or to members of years in service. This process encourages faculty development in terms of leadership quality and meritocracy. The objectives are to maintain and achieve high standards of academics, organizational culture and commitment to institute values and objectives. Overall institute encourages and facilitates the faculty development these:  Flatter organizational structure  Roles and responsibilities entrusting on rotation basis, merit-cum-seniority basis  Entrusting twin role to faculty like academic & administrative role  Encouragement to faculty to participate organize MDPs, FDPs, Consultancy,

Seed research project, Research Conference/Seminar  Introduction of new software, technology inputs, simulations, case studies, Database  To become part of various committees, sub-committee and constitute towards institute, curriculum, pedagogy and student development  Encouraged to take higher responsibilities  Encouraged to outreach & connect with industry and other stakeholders outside the institutes. The institute has defined and well laid policies for internal promotion. The parameters of internal promotions are defined as per Annexure II (B) (i). During the internal promotion, the institute considers the performance of the faculty based on different criteria like teaching quality, administrative responsibilities, research and publications, conferences, workshops, new initiatives, student feedback and contribution of the faculty in the institution building. The student feedback is religiously recorded after the completion of each term. The feedback is taken by the director office directly from all the students. Periodically the student feedback is discussed with individual faculty by the director. This process ensures the transparency in terms of teaching and learning process, course outcomes and programme outcomes alignment and various other parameters of quality. It also ensures the development of the faculty over the period through continuous encouragement and motivation by the institute leadership. The faculty feedback given by the students are recorded by the director office and a summary of it has been provided in the Annexure IV (B). The last three years’ summary of feedback reflects continuous improvement in the teaching process at the institute.

INTERNAL PROMOTION OF FACULTY The following minimum period of qualifying service/experience is required to be eligible for promotion: i. Assistant Professor Level 1 to Assistant Professor Level 2 - 3 years ii. Assistant Professor Level 2 to Assistant Professor Level 3 - 3 years iii. Assistant Professor Level 3 to Assistant Professor Level 4 - 3 years iv. Assistant Professor Level 4 to Associate Professor Level 1 - 3 years v. Associate Professor Level 1 to Associate Professor Level 2 - 3 years

vi. Associate Professor Level 2 to Associate Professor Level 3 - 3 years

vii. Associate Professor Level 3 to Professor Level 1 - 3 years viii. Professor Level 1 to Professor Level 2 - 5 years ix. Professor Level 2 to Professor Level 3 - 5 years In case of fresh recruits, of the above minimum qualifying service/experience to be eligible for promotion, at least two years’ experience must be in the respective grade at LBSIM excepting in outstanding cases to be decided by the Chairman. The Selection Committee will assess for promotion to Associate Professor and above keeping in view the prescribed qualifications, experience, research & publications and other academic activities in the Institute. Faculty can apply for considering his/her case for promotion only after completion of three years of service/experience in the respective grade (at least two years’ experience in LBSIM).

The annual increment in case of promotion would be on 1st March or on 1st September depending on nearest forward or backward date for such promotion.

2.1.2.2. Decentralization, delegation of power and Collective decision making (10) Self Assessed Score: 8 (List the names of the faculty members who have been delegated powers for taking administrative decisions. Mention details in respect of decentralization in working) (Institute should explicitly mention financial and administrative powers delegated to the Principal, Heads of Departments and relevant in-charges. Demonstrate the utilization of financial powers for each year of the assessment years.) (Procedure for decision making on issues such as strategic development and resourcing with respect to educational provision and management of educational resources)

The Director acts as the Member-Secretary of the Board. The Board of Governors meets at least twice a year. The subcommittees of the Board of Governors meet frequently. The Board of Governors of LBSIM consists of top-ranking academicians and professionals. In view of their vast experience and dynamic leadership, they provide impetus to the Director and the faculty of the Institute to cope with the pace of development in the professional and academic spheres both within the country and outside. The Members of the Board of Governors

regularly attend the meeting of the Board, Sub-Committees and actively involve themselves in academic, administrative and financial aspects of the Institute to ensure that the Institute achieves its objective of Centre of Excellence in Management and Technology Education. The Board of Governors play the role of policy makers and facilitators for smooth running of the Institute. They set norms (for different areas viz., Personnel, Administration, Accounts, Academic Delivery, Procurement, etc.) to be followed in day-to-day functioning of the Institute. However, they do not interfere in day-to-day functioning of the Institute, which is managed by the full time Director.

The Director acts as the Chief Executive Officer of the institute and is guided by and acts on behalf of the Board of Governors. However, the day-day and routine work as well as decisions are taken care by his/her office. These include routine financial matters, administrative matters, teaching, learning, faculty, administrative staff, students, alumni, recruiters, government and social interface matters. To facilitate and maintain the efficiency at the Director level there are large numbers of academic administrative committees. All faculty members are given certain administrative responsibilities. The delegation of responsibilities leads to transparency, faculty development and faculty enrichment.

The institute follows delegation, decentralization and empowerment policies while entrusting the responsibilities to faculty and staff. In view of above, the institute plans and declares various academic committees covering both faculty and administrative staff. A detail of Academic Administration Committees for year 2018, 2017 and 2016 are displayed in the Annexure II(C). This annexure clearly reflects that different committees comprising of faculty and staff enjoy delegation and decentralization of power and decision making. The collective decision making is encouraged at all levels. Decision taken by different committees are deliberated at the level of director’s office and Chief Administrative Officer’s office. In most cases, the decisions are taken with collective wisdom. At times the need is felt that committees’ decision are to be deliberated at faculty council level, then they are sent for council’s discussion. Reference faculty council meetings record (samples for last three year’s given in Annexure I (C) (i).

In addition to teaching, the faculty members are involved in research, training, administration of academic matters and consultancy. As indicated above, faculty play a critical role in the recruitment process of another faculty. They design course curriculum, revise and introduce new courses, decide delivery of programme and carry out continuous assessment of students. The faculty members through various committees in close coordination with students, carry out different academic activities. Some of these committees are the advisory committee on computer lab, Library Committee, the Alumni Cell, the placement cell, Canteen Committee, Media Relations Cell, and act as advisors to different student

clubs like Marketing, Finance HR etc. of which faculty are members. All important functions like Convocation, Lal Bahadur Shastri National Award Ceremony at Vigyan Bhavan, Foundation Day, various functional Summits etc., are handled by committees in which faculty members play a prominent role.

The faculty members are involved in multifarious activities including teaching, research, training, admission, administration and consultancy. They are mainly responsible for designing course curriculum, revision, introduction of new courses, delivery of programme, and continuous assessment. The different academic activities are carried out by the faculty members through various committees in close co-ordination with the students. Some of the key committees are:  Standing Committee on academic matters  Placement Cell  Corporate Relation Cell  Summer Internship Cell  Management Grid  Alumni Cell  Library Committee  Canteen Committee  Hostel Committee  Media Relations Cell

Decentralization is in place of LBSIM in terms of faculty playing active role in infrastructure building. Faculty members are encouraged to participate & lead various academic & administrative roles to deliver high quality education to our students.  All faculty members are part of faculty council headed by the Director. Faculty council is the supreme body to take & implement decisions in terms of course design, curriculum, examinations, discipline, student faculty interaction, pedagogy, new developments in teaching-learning infrastructural issues and various other dynamics.  All faculty members participate, deliberate, discuss & give suggestion in faculty council meetings which occur or regular basis, almost two times a month. Faculty inputs are given due importance and faculty members contribute for continuous improvement & development.  Faculty members are entrusted different role like Programme Chair, Area-Chair, Head of Academic Discipline Committee, Head of MDPs, Consultancy, Heads of

Placement, Heads of new initiatives like Curriculum design & development.  Decentralization is demonstrated in terms of independence encouraged & entrusted to decision making. Most decisions of Programme Chair, Area-Chair, Head of Academic Discipline Committee are implemented in words & spirit by the institution. Most decisions of heads of various teams are accepted & implemented. Only in case of certain situations & criticalities, the matters are deliberated at higher level like faculty council. Even faculty council is a body of faculty members, therefore faculty members are entrusted the job of various decisions that level also. In most situations, the decisions of various committees & faculty council are binding to Institute Director.  Institute also encourages decentralization in terms of financial powers to the Director, Head of department and in-charges of various teams and committees. Like organization of faculty development programmes (FDPs), MDPs, Research Conferences/Seminars, Travel grant, buying of new software, databases, books etc., there are different sub-committees or committees. The committees, sub-committees recommend, and the decisions are accepted and approved by the director.  For example, purchase of books, e-books, case studies for curriculum development & pedagogy development.  Engagement of resource persons, visiting faculty.  Inviting experts, industry experts for corporate interface.  Organization of research conference, seminars, student activities  Even for Strategic development & long terms objectives, faculty members’ inputs are encouraged. Infrastructural development are taking place through suggestion of infrastructural development committee.  Purchase of various software, databases have taken place in last few years through active participation by Area-Chair & Programme-Chairs.  Library committee is playing a very active role in enriching our Library in terms of addition of books, periodicals, e-books, purchase of new case studies, journals, software, databases.  Due to active role of various committees, the institute has developed various learning resources like Bloomberg, Lab, SAS, Emerald etc. (Institution should explicitly mention financial and administrative powers delegated to the Principal, Heads of Departments and relevant in-charges. Demonstrate the utilization of financial powers for each year of the assessment years) The Director acts as the Member-Secretary of the Board. The Board of Governors meets at least twice a year. The subcommittees of the Board of Governors meet frequently. Copyright @ LBSIM, New Delhi

The Board of Governors of LBSIM consists of top ranking academicians and professionals. In view of their vast experience and dynamic leadership, they provide impetus to the Director and the faculty of the Institute to cope with the pace of development in the professional and academic spheres both within the country and outside. The Members of the Board of Governors regularly attend the meeting of the Board, Sub-Committees and actively involve themselves in academic, administrative and financial aspects of the Institute to ensure that the Institute achieves its objective of Centre of Excellence in Management and Technology Education. The Board of Governors play the role of policy makers and facilitators for smooth running of the Institute. They set norms (for different areas viz., Personnel, Administration, Accounts, Academic Delivery, Procurement, etc.) to be followed in day-to-day functioning of the Institute. However, they do not interfere in day-to-day functioning of the Institute, which is managed by the full time Director.

2.1.3. Effective Governance Indicators (20) Self Assessed Score: 20

2.1.3.1. Grievance Redressal mechanism (5) Self Assessed Score: 5

(Specify the mechanism and composition of grievance redressal cell including Anti Ragging Committee & Sexual Harassment Committee.) As per the orders of the Hon’ble Court, ragging is totally banned in Educational Institutions its departments and constituents’ units. Lal Bahadur Shastri Institute of Management, Delhi has Anti-Ragging Committee and Grievance Redressal committee comprising the following: Anti-Ragging Committee Faculty Mobile No.

Prof. S P Ketkar, Convener 9312207101

Dr. Rekha Gupta, Member 9811191810 Col. Ajay Sood, Member 01125307718 Management Grid Representative 7063830019

Grievance Redressal Committee (For faculty, staff & students)

Faculty Mobile No.

Dr. Praveen Gupta, Convener 9818141123

Dr. Rekha Gupta, Member 9811191810

Dr. Anuj Verma, Member 9810145144

Dr. Shivani Bali, Member 9891185863

Discipline/Academic Standing Committee Faculty Mobile No.

Dr. Anil Kanungo, Convenor 9891088048

Dr. Smita Sharma, Member 9350581502

Dr. Sweta Aggarwal, Member 9999198115

Dr. Anuj Verma, Member 9810145144

Dr. Shivani Bali, Member 9891185863

Dr. Rajkumari Mittal, Member 9818598900

Committee Against Sexual Harassment at Workplace (CASH) Faculty Mobile No.

Dr. Rekha Gupta, Convenor 9811191810

Dr. Moni Mishra, Member 8447927963

Ms. Manisha Trikha, Member 011-25307704

CAO, Member 011-25307718

President-Mgmt Grid, Member 7063830019 President-IT Grid, Member 011-253007700

VP, Girls Management Grid, Member 9810966547

External Member (Director Nominated) ---

 Institute has well defined & well laid out process for effective redressal of Copyright @ LBSIM, New Delhi

various issues both for faculty, staff and students.  For students we have Anti Ragging team/Committee. The students have a student body called Management Grid comprising of select boys and girls who are the first step to check any such happening. Management Grid members are encouraged to meet Area-Chairs & Programme Chairs regularly to check any kind of ragging/bullying.  There is a committee called-Anti Ragging Committee comprising of faculty members & Chief Admin Officer (CAO). The students can bring any kind of activity in terms of ragging/mis-behaviour by others to this committee.  We have a team of hostel-warden also to check any kind of ragging/bullying. We follow the Tolerance policy in terms of activities like ragging/bullying.  Committee Against Sexual Harassment at Workplace (CASH) is also in place to check any kind of instance of Sexual Harassment. The institute reflects healthy, gender-diversity both among the students & faculty. Any kind of word, gesture, remarks, social media activities which may fall under Sexual Harassment are totally checked and discouraged. In case of any issue, the students or faculty can approach Sexual Harassment committee. The committee is entrusted to make thorough enquiring before arriving at conclusion.  The institute has been able to demonstrate highest level of discipline/deterrent in this aspect so far.  Apart from this, there another committee called Grievance Committee to take care of any kind of grievance other than ragging or sexual harassment. This committee takes care both students, staff & faculty issues, if any.

2.1.3.2 Transparency (5) Self Assessed Score: 5 (Information on policies, rules, processes and dissemination of this information to stakeholders is to be made available on the web site) The Institute maintains explicit transparency both in academic and financial matters. For monitoring of financial matters, two different types of audits are carried out in a financial year. One is statutory and the other one is internal. Result of statutory audit is used for the purpose of meeting the requirement of all government agencies. Internal auditor, appointed by the Chairman, goes through all the records of financial transactions and submits his report on audit to the Chairman for his perusal. Given below are some of the facts which will show the degree of transparency maintained at different levels and for handling different parameters.

 Payment of salary to faculty and administrative staff is paid through bank advice.  Receipts of all cash/ cheques are issued to concerned students/ parties  Admission and Waiting list are displayed simultaneously on Institute website and notice board.  Management Grid – a student body duly elected/nominated by their class mates present the duly audited accounts in a open house to their general body at the end of the year.  Evaluated term examination answers books are shown to the concerned students, errors/omission if any, are rectified there and then.  All examinations results are approved by the faculty council which comprises of all faculty members and not just the select ones.  Faculty Recruitment & Selection: After receiving requirement from different area Convener and Deans, an advertisement is given in major National dailies for inviting application for faculty position. The applications are scrutinized by Area Conveners keeping in view the conditions laid down by AICTE for the qualifications, experience etc. The short-listed candidates are called for personal interview. The selection committee consist of the Chairman, Director, one Board Member and two/three experts in the area.  The selection committee identifies the prospective candidates for faculty and are required to make a presentation before the Faculty Council. Each Faculty Council member gives his/her feedback in writing to the director. Based on feedback received, the recommendation of the selection committee and the CV of the concerned person, candidate is called for final selection by the Chairman and the Director for fixing the salary, designation, and terms & conditions. Based on the above procedure the appointment letter is issued by the director to the selected candidates. Institute follows a policy of transparency & trust building amongst all stakeholders. The institutes policy for faculty are well laid out and the faculty members are made aware of it through various methods like printed & circulated rules for them. The institute policies & changes are disseminated through circulars/emails.  Changes in roles, positions, designations are circulated through official circulars/emails.

 Changes in institute policies, rules are discussed, deliberated & implemented through faculty council meetings.  Students are informed almost the rules, conduct, policies & control mechanisms through student hand books.  Examination rules, results are shared with students regularly student hand books is shared with each & every student at the beginning of each programme session.  Website & ERP system helps in sharing student selected information.  All Examination Answer sheets are shown to the respective students before finalizing the score, students mark grades are reflected on ERP system accessible to individual students.  Students are given fair chance to appear and explain their position to Programme-Chair & Academic Discipline Committee to check any kind of issues pertaining to attendance, examination or indiscipline.  All kind of messages, circulars for students are shared through notice boards or student emails. All students, their class representative is kept informed about all kinds of information like schedule, rules, change-in-rules, examination, conferences, exam results, change-in-exam rules, schedules etc.  The relations between students, staff & faculty are kept warm and respectful through regular formal & informal interactions, which leads to transparency in the system & process.

FOR DETAILS, PLEASE REFER ANNEXURE II (B) (i), II (B) (ii)

2.1.3.3 Leader and Faculty selection process (5) Self Assessed Score: 5 (Effective implementation) (A well delineated selection process should be there for leader and faculty selection process. Institute should provide sufficient proofs of such process being in existence)

Selection Process of Director  Publishing of Advertisement in major newspapers reg. vacancy for Director, LBSIM, Delhi.  Constitution of Selection Committee by the Chairman: BOG, LBSIM, Delhi, as per AICTE norms.  Shortlisting the candidates to be called for interaction by the Chairman: BOG.  Sending mails to the shortlisted candidates for interaction with the Selection Committee.  Interaction with shortlisted candidates with the Selection Committee.  Selection Committee recommends at least three candidates for the post of Director in order of merit to the Chairman: BOG, LBSIM, Delhi.  Chairman: BOG interacts with the recommended candidates on another date & time and selects one candidate for the post of Director, LBSIM, Delhi.

Details and records of Selection process are available at the Insitute Copyright @ LBSIM, New Delhi

Selection Process for Faculty

 The requirements of the faculty with special reference to specific teaching requirement, research, industry experience, academics, etc. are analyzed at the area level i.e. Finance & Accounting, Marketing, Human Resource Management, Operations & Supply Chain Management & General Management. . These requirements are discussed with the Chairman taking into consideration the AICTE norms and procedures regarding qualifications, experience, etc. The selection of the faculty will be in accordance with the norms of AICTE. . Once the number of posts has been determined in specific areas, these are advertised and also posted on website and notice board of the Institute. . All applications received for the faculty positions are processed by the Director and the comments of the Area-Chairman are obtained. . Once the applicants are shortlisted based on qualification, experience, publications etc. a Selection Panel is appointed by the Director in consultation with the Chairman of the Board of Governors. . The first phase will comprise of interview/interaction with the applicants by the Selection Committee chaired by the Chairman. The Director will be a permanent member of the Selection Committee. The shortlisted candidates will be asked to make a presentation before LBSIM faculty and students on a topic as chosen by the applicant. . The Director will evaluate the performance of the presentations made by the applicants and will discuss the result with the Chairman. Thereafter, the selected candidates will be called for final interaction with the Chairman and the Director. . The requirements of the faculty with special reference to specific teaching requirement, research, industry experience, academics, etc. are analyzed at the area level i.e. Finance & Accounting, Marketing, Human Resource Management, Operations & Supply Chain Management & General Management. . These requirements are discussed with the Chairman taking into consideration the AICTE norms and procedures regarding qualifications, experience, etc. The selection of the faculty will be in accordance with the norms of AICTE. . Once the number of posts has been determined in specific areas, these are advertised and also posted on website and notice board of the Institute. . All applications received for the faculty positions are processed by the

Director and the comments of the Area-Chairman are obtained. . Once the applicants are shortlisted based on qualification, experience, publications etc. a Selection Panel is appointed by the Director in consultation with the Chairman of the Board of Governors. . The first phase will comprise of interview/interaction with the applicants by the Selection Committee chaired by the Chairman. The Director will be a permanent member of the Selection Committee. The shortlisted candidates will be asked to make a presentation before LBSIM faculty and students on a topic as chosen by the applicant. . The Director will evaluate the performance of the presentations made by the applicants and will discuss the result with the Chairman. Thereafter, the selected candidates will be called for final interaction with the Chairman and the Director. . In case a candidate accepts the terms & conditions of the appointment, a formal appointment letter is issued to the concerned candidate.

Few Samples record of faculty selection process are enclosed in the Annexures. All records are kept in the Institute FOR DETAILS, PLEASE REFER ANNEXURE II (E)

2.1.3.4 Stability of the academic leaders (5) Copyright @ LBSIM, New Delhi

Self Assessed Score : 5

Institute encourages and facilitates the development of academic leaders. The institute entrusts the academic & administrative responsibility to each faculty right from the joining of a faculty. The level of the responsibility depends on the experience, age, qualifications & the personality of a faculty. Faculty members are encouraged to participate & contribute towards curriculum development, pedagogy development, student development, corporate interface, Institute outreach, Alumni interactions, learning process development & cultural activities & research activities.

A faculty is entrusted tasks as members of various committees and heads of different committees. Higher & more complex rules are like Programmes-Chair or Area-Chair or placement heads. These rules are also not fixed for very long duration. These positions are rotational & after a gap two or three years, different faculty members are encouraged to take these kinds of roles.

In the process, the faculty develops capabilities to be ready of different kind of roles & capacities. A faculty member gets a choice to work different set of challenges across different domains. Faculty members are also playing stellar role in terms of Academic discipline, student grievances, admission, placements type of activities. The leadership qualities of students are developed through the passage of time.

Faculty are also encouraged & organize seminar workshops, conferences, both nationality & intentionally. Faculty members travel & participate in various research, academic & industry conference, seminars & conclaves. These kinds of interactions & exposures help faculty develop both academic & administrative leadership.

In past our faculty members have moved to various institutions like IIMs, AICTE and various leading institutions. Some of our faculty members are now working at lead positions are directors, Vice Chancellors etc. which is an ample proof of LBSIM committee to develop leadership qualities of its faculty & staff.

2.2. Financial Resources (40) Self Assessed Score: 35

2.2.1. Budget Allocation, Utilization, and Public Accounting at Institute level (40) Copyright @ LBSIM, New Delhi

Summary of current financial year’s budget and actual expenditure incurred (for the institution exclusively) in the three previous financial years. Total Income at Institute level: For CFY, CFYm1, CFYm2 & CFYm3

CFY: Current Financial Year, CFYm1 (Current Financial Year minus 1), CFYm2 (Current Financial Year minus 2) and CFYm3 (Current Financial Year minus 3)

Table no. 2.2.1 a - Total Income at Institute level for CFY Note: Similar table to be prepared for CFYm1 Income (Rs.)

Year Fee Received Grant Grant received Other Sources from Industry (specify) received Total Income (Rs.) from Govt. (MDP, Consultancy, Interest on FDs) 2018-19 31,93,13,166 0 0 3,72,02,003 35,65,15,169

2017-18 26,86,36,381 0 0 1,14,18,194 28,00,54,575

2016-17 23,24,97,381 0 0 7,00,17,656 30,25,15,037

2015-16 20,02,60,851 0 0 10,08,50,082 30,11,10,933

Table no. 2.2.1 b - Summary of budget and the actual expenditure incurred (for the stand alone Management Institute/ Management department of an institute) (In Rs.)

Table: Summary of Budget and the actual expenditure incurred (in lakh)

Budgeted Budgeted Actual Budgeted Actual Budgeted Actual Expenses in in CFY in Expenses in Expenses in CFYm3 CFYm1 in CFYm2 in CFYm3 CFYm1 CFYm2 Items 2018-19 2017-18 2017-18 2016-17 2016-17 2015-16 2015-16 Infrastructure 994 625 668 511 560 482 530 Built-Up Library1 91.18 90 92.11 85.11 90.12 75.21 80 Computer Labs 22 19 20.5 18.41 19.72 16.11 17.5 and Software2 Teaching and 733 690 700 680 690 600 679 non-teaching staff salary Research3 19.5 17.5 18 16 17 10.12 15 Training and 25.5 17 20 10.05 11 9.11 10.12 Travel Placement 37 31.11 35.21 32.11 34.51 31.21 33.12 Activities Entrepreneurship Co-Curricular Extra Curricular 9 7.2 8.11 6.5 7 6 5.11 Alumni 14 13 13.12 10.05 12.11 9.9 11.12 Relations Miscellaneous 350 290 300 212 250 212 200 expenses 4 Others, specify 800 700 775 600 672 452 532 Total 3095.18 2499.81 2650.05 2181.23 2363.46 1903.66 2112.97

1. Paper books and electronic (e-journals, e-books, e-subscription, publications etc.) 2. Purchase and Maintenance (Databases, e-access, statistical tools) 3. Research funds including fellowships to the students and faculty

Pie Charts for the above data:

Budgeted in CFY 2018-19

Miscellaneous Infrastructure expenses Built-Up 11.31% Others, 32.11% specify Computer Alumni 25.85% Library Labs and Relations 2.95% Software 0.45%Extra Curricular 0.71% 0.29% Teaching and Placement Training non-teaching Activities and Research staff salary 1.20% 0.63% 23.68% Travel 0.82%

Budgeted in CFY m1 2017-18

Miscellaneous expenses 11.60% Infrastructure Others, specify Built-Up 28.00% 25.00% Library Alumni Relations 3.60% 0.52% Computer Labs Extra Curricular and Software 0.29% Teaching and 0.76% Placement Training non-teaching Activities and Research staff salary 27.60% 1.24% Travel 0.70% 0.68%

Actual Expenses in CFY m1 2017-18

Infrastructure Others, specify Built-Up 29.24% 25.21% Library 3.48% Miscellaneous Computer Labs Teaching and expenses and Software non-teaching 11.32% 0.77% staff salary Alumni Relations 26.41% 0.50% Placement Training and Extra Curricular Activities Research Travel 0.31% 1.33% 0.68% 0.75%

Budgeted in CFY m2 2016-17

Infrastructure Miscellaneous Others, specify Built-Up expenses 23.43% 27.51% Library 9.72% 3.90% Alumni Relations Teaching and 0.46% Computer Labs non-teaching and Software Extra Curricular staff salary 0.84% 0.30% 31.18% Placement Training Activities and Research 1.47% Travel 0.73% 0.46%

Actual Expenses in CFY m2 2016-17

Infrastructure Built-Up Miscellaneous Others, specify 23.69% expenses 28.43% Library 10.58% 3.81% Computer Labs Alumni Relations Teaching and and Software 0.51% non-teaching 0.83% Extra Curricular staff salary 0.30% 29.19% Placement Training Activities and Research 1.46% Travel 0.72% 0.47%

Budgeted in CFY m3 2015-16

Infrastructure Others, specify Built-Up Miscellaneous 23.74% expenses 25.32% 11.14% Library Alumni Relations 3.95% 0.52% Teaching and Computer non-teaching staff Labs and Extra Curricular salary Software 0.32% 31.52% 0.85% Placement Activities Training and Research 1.64% Travel 0.53% 0.48%

Actual Expenses in CFY m3 2015-16

Miscellaneous Others, specify Infrastructure expenses 25.18% Built-Up 9.47% 25.08% Library Alumni 3.79% Relations Computer 0.53% Teaching and non- Labs and teaching staff Extra Curricular Software salary 0.24% 0.83% 32.13% Placement Training and Activities Travel Research 0.48% 1.57% 0.71%

 Subsidy for Hostel for sustaining good quality of living:

Lal Bahadur Shastri Institute of Management ensures better quality of life to its students. Even though we do not have our own hostels, we have contracted two of the best vendors to provide the hostel facility for our students. Due emphasis is given to ensure good hospitality and food arrangements at the hostels. In order to maintain standards, the Institute is spending money from its own resources. The institute is also providing free bus facility from the hostel location to the Institute and vice versa. The subsidy by LBSIM on provision of better hostel facilities and bus facilities in the academic year 2017-18 and 2018-19 is Rs. 9,40,304/- and Rs. 55,67,937 respectively. The details are attached for perusal.

The institute is also in the process of constructing its own hostels for boys and girls in the coming years on the three plots of land it has acquired in the vicinity of the institute at Dwarka. It will further enhance the quality of life of the hostelers.

LAL BAHADUR SHASTRI INSTITUTE OF MANAGEMENT HOSTEL INCOME & EXPENDITURE DETAILS

ACADEMIC YEAR 17-18(JUNE 2017-MAY 2018) PARTICULARS AMOUNT INCOME FROM HOSTEL 82,30,246 EXP RELATED HOSTEL 83,79,550 SUBSIDY BY LBSIM 1,49,304 A

TOTAL TRAVELLING EXP (THROUGH BUS) 7,91,000 B TOTAL SUBSIDY BY LBSIM IN ACADEMIC YEAR (2017-18) 9,40,304 (A+B)

ACADEMIC YEAR 18-19(JUNE 2018- MAY 2019) PARTICULARS AMOUNT INCOME FROM HOSTEL 3,19,43,900 EXP RELATED HOSTEL 3,57,25,650 SUBSIDY BY LBSIM 37,81,750 A

TOTAL TRAVELLING EXP (THROUGH BUS) 17,86,187 B

SUBSIDY BY LBSIM IN ACADEMIC YEAR (2018-19) FOR HOSTEL (FOR STUDENTS RESIDING IN HOSTELS) 55,67,937 (A+B)

 LBSIM has donated a total of Rs.1,65,154/- to Chief Minister's Distress Relief Fund for Kerala. Break-up is as follows: Copyright @ LBSIM, New Delhi

Lal Bahadur Shastri Institute of Management:- 1,00,000.00 LBSIM Staff Contribution :- 65,154.00_ Total (Rs.) :- 1,65,154.00

2.2.1.1. Adequacy of budget allocation (15) Self Assessed Score: 12

(The institution needs to justify that the budget allocated during assessment years was adequate)

Over the years, institute has been focusing on overall development of students, faculty and staff to contribute towards Mission of the institute with a high degree of ownership. The institute has always given priority towards high quality education with smart technology and invested generously towards knowledge resources, IT facilities and conducive physical environment. The commitment of the Institute is also towards safety, health & environment. The BOG has always been very supportive in conveying the message that we will not compromise on grooming and nurturing of the students for socially responsive business leaders. The budget proposals of respective committee conveners are meticulously evaluated by the management and money is allocated well in advance for respective activities. Last three years budgetary provisions reveal that the Institute has made significant provisions for the infrastructure, salary of teaching and non-teaching staff, library, research, computer labs and software and other activities related to maintenance and repair, advertisement expenses for promoting different programmes and activities of the Institute. Some important budgetary provision includes redesigning Cafeteria, Gym, Classrooms, Reading Hall (2016- 17), two new PGDM courses, Hostel Subsidy, more Databases (2017-18), SAS Analytics Lab. This reflects that the Board of Governors of the Institute have always given high priority to the development and upkeeping of the Institute in the best manner.

2.2.1.2. Utilization of allocated funds (15) Self Assessed Score: 13 Copyright @ LBSIM, New Delhi

(The institution needs to state how the budget was utilized during assessment years)

The Budget of the Institute has been judiciously used broadly on salary of teaching and non- teaching staff at par with Central Pay Commission from time to time and also benefits for the welfare of the employees like health insurance, annual health check-up, LTC, employer contribution toward provident fund. The Institute’s funds have been generously used for academic development of the faculty and research support. The Institute incentivize the faculty for publishing in ABDC Journals. Cash Award for long-term service is given to non- teaching staff. The expenses of the Institute include, upgrading of the Library where our Library is one of the most sought after Libraries in the Delhi NCR area. In view of the Industry 4.0, the Institute has incurred a good amount towards establishing 12 Terminal Bloomberg Lab, Laptops for faculty, LCDs in classrooms (2016-17), Analytics Lab (2018- 19) and other software needed for high quality teaching and learning.

The Institute has given special emphasis for building alumni relations spreading across the globe with an alumni base of more than 5000. The other important expenses of the Institute include career guidance for the students, placement, sports and cultural activities.

2.2.1.3. Availability of Audited Statements on the Institute’s website (10) Self Assessed Score: 10

(The institution needs to make audited statements available on its website)

The Audited Statements have been uploaded on AICTE portal and can be accessed from the Official website of AICTE, MHRD, Government of India The Institute files return with Income Tax department on regular basis.

FOR DETAILS, PLEASE REFER ANNEXURE II (D)

CRITERION 3 Program Outcomes & Course Outcomes 100 Self Assessed Score: 87 Establish the correlation between courses and program outcomes Table no. – 3 – Course and PO Correlation table

Pos Courses* Medium (2) Quantitative Methods for Management, 1. Anticipate, assess, and respond to dynamic Managerial Accounting, business opportunities and threats from Organizational Behavior, organizational point of view. Business Communication, Marketing Management, IT For Business Decisions, Managing People & performance, Operations Management, Investment Analysis and Portfolio Management, Financial Derivatives, Wealth Management High (3) Managerial Economics, Economic Environment of Business, Corporate finance, Marketing Research, Operations Research, Strategic Management, Financial Institutions & Markets, International Business, Organizational Leadership, Business Ethics & Corporate Social Responsibility, Consumer Behaviour, Marketing Analytics, Integrated Marketing Communication, Strategic Brand Management Low (1) Quantitative Methods for Management 2. Familiarize the participants with global factors affecting business. Medium (2) Managerial Accounting, Organizational Behavior, Marketing Management, IT for Business Decisions, Corporate Finance, Marketing Research, Operations Management, Operations Research, Financial Institutions & Markets, Organizational Leadership, Business Ethics & Corporate Social Responsibility, Consumer Behaviour, Investment Analysis and Portfolio Management, Financial Derivatives, Wealth Management

High (3) Managerial Economics, Business Communication, Economic Environment of Business, Managing People & Performance, Strategic Management, International Business, Marketing Analytics, Integrated Marketing Communication, Strategic Brand Management

Medium (2) Managerial Economics, 3. Learn from a peer group having wide Quantitative Methods for Management, professional experience. Copyright @ LBSIM, New Delhi

Managerial Accounting, IT for Business Decisions, Economic Environment of Business, Corporate Finance, Marketing Research, Managing People & Performance, Operations Management, Financial Institutions & Markets, International Business, Consumer Behaviour, Investment Analysis and Portfolio Management, Financial Derivatives, Marketing Analytics, Integrated Marketing Communication, Strategic Brand

High (3) Organizational Behavior, Business Communication, Marketing Management, Operations Research, Strategic Management, Organizational Leadership, Business Ethics & Corporate Social Responsibility, Wealth Management Medium (2) Managerial Economics, 4. Utilize knowledge in all functional areas for Managerial Accounting, better understanding of strategic implications. Organizational Behavior, Operations Research, International Business, Organizational Leadership, Financial Derivatives, Strategic Brand Management, Wealth Management

High (3) Quantitative Methods for Management, Business Communication, Marketing Management, IT for Business Decisions, Economic Environment of Business, Corporate finance, Marketing Research, Managing People & Performance, Operations Management, Strategic Management, Financial Institutions & Markets, Business Ethics & Corporate Social Responsibility, Consumer Behaviour, Investment Analysis and Portfolio Management, Marketing Analytics, Integrated Marketing Communication Low (1) Corporate Finance, 5. Develop capabilities for leading and managing Financial Institutions & Markets, people through change. Investment Analysis and Portfolio Management, Financial Derivatives, Marketing Analytics

Medium (2) Managerial Economics, Quantitative Methods for Management, Managerial Accounting, Organizational Behavior, Marketing Management, IT for Business Decisions, Economic Environment of Business, Marketing Research, Managing People & Performance, Operations Management, International Business, Consumer Behaviour, Copyright @ LBSIM, New Delhi

Integrated Marketing Communication, Strategic Brand Management, Wealth Management High (3) Business Communication, Operations Research, Strategic Management, Organizational Leadership, Business Ethics & Corporate Social Responsibility *mention the courses and the level of relevance in bracket; low, medium and high

3.1 Attainment of Program Outcomes (50). Self Assessed Score: 44 3.1.1 Describe the assessment tools and processes used to gather the data upon which the evaluation of Program Outcome is based (15) Self Assessed Score: 14

(Describe the assessment tools and processes used to gather the data upon which the evaluation of each of the Program Outcomes is based indicating the frequency with which these processes are carried out. Describe the assessment processes that demonstrate the degree to which the Program Outcomes are attained and document the attainment levels)

Attainment of program outcomes is assessed by use of direct and indirect measures.

Direct measures primarily rely on evaluation of each 3-credit course for 100 marks comprising Internal Assessments (60 marks) and End Term Examination (40 marks). Internals evaluation comprise a Mid-term examination (20 marks) and a combination of at least three components, from a basket of individual and group assessments tools based on

 Quiz(s),  Article review,  Term paper,  Case study,  Project,/Group Assignment & Presentation  Live Project  Viva  Class participation.

Actual weightage for each component is decided by the concerned faculty such that the components are collectively capable of assessing the program educational objectives in a reliable manner.

Internal benchmarks are established for each learning outcome to determine if student performance is acceptable or not. Once a component is administered, instructor awards Copyright @ LBSIM, New Delhi

marks and if any student’s performance is not up to the benchmark set, the student is required to repeat the same assessment. Once he/she demonstrates achievement at the level set by benchmark, he/she is deemed to have achieved the desired learning outcome.

End term examination is conducted for each course at the end of every trimester, with question papers moderated by a committee to ensure that the questions are suitably assessing the course objectives.

In the last two trimesters, students are also required to complete a Final Research Project (FRP), so that they learn integrated application of the knowledge gained from all the areas. The institution places primary responsibility for the content, quality, and effectiveness of the curriculum with its faculty.

Indirect measures are based on a variety of data collected from the recruiters, industry mentors for interns, members of the BOG and academic advisory body, alumni members and visiting/guest faculty. Objective is to understand how well the participants of our programs are contributing to the industry and the society, after completion of their programs and to gather information on market perception of the Institute vis-à-vis the peer institutes in the area of management education. Such information is then used to refine the contents, coverage and conduct of the program for better attainment of outcomes.

At LBSIM a continuous evaluation system is followed. Each offered course carry 100 marks and the evaluation components are

End-term examination - 40 marks Continous Assessment - 60 marks The Internal component is comprised of a) Mid-term examination - 20 marks b) Continous evaluation - 40 marks Continous evaluation is evenly distributed over 20 sessions (i.e. almost after 4-5 sessions) and there may be a combination of at least four of the following components aligned with the course objectives/outcomes

. Individual Term paper / Case study write-up . Individual Article review . Individual oral exam (Viva) Copyright @ LBSIM, New Delhi

. Individual / Team Assignment . Individual / Team Project . Individual / Team Case Presentations . Class Participation . Quiz (announced or unannounced)

3.1.2 POs attainment levels (35) Self Assessed Score: 30

Table no. – 3.2 - POs Attainment

PO,s Attaiment Level (Direct)

PO(1) Anticipate, PO(2) PO(3) PO(4) Utilize PO(5) Develop Average assess, and respond Familiarize the Learn from a knowledge in all capabilities for to dynamic business participants peer group functional areas leading and opportunities and with global having wide for better managing threats from factors professional understanding people through organizational point affecting experience. of strategic change. S.No. Subjects of view. business. implications. 1 Managerial Economics 2.75 2.50 2.00 2.25 2.00 2.30 2 Quantitative Methods For Management 2.00 1.00 2.00 3.00 2.00 2.00 3 Managerial Accounting 2.25 1.50 2.00 2.00 1.50 1.85 4 Organizational Behavior 2.00 2.25 2.75 2.00 2.00 2.20 5 Business Communication 2.25 2.75 2.75 2.50 2.75 2.60 6 Marketing Management 2.25 2.25 2.75 2.75 2.00 2.40 7 IT For Business Decisions 2.25 2.00 1.75 2.50 2.00 2.10 8 Economic Environment of Business 2.50 2.50 2.00 2.50 2.00 2.30 9 Corporate finance 3.00 2.00 2.00 3.00 1.00 2.20 10 Marketing Research 2.75 2.25 2.00 2.50 2.25 2.35 11 Managing People & performance 2.00 2.50 2.25 2.75 2.00 2.30 12 Operations Management 2.00 2.40 2.20 2.80 2.00 2.28 13 Operations Research 2.50 2.00 2.75 2.25 2.50 2.40 14 Strategic Management 3.00 2.75 2.75 3.00 2.75 2.85 15 Financial Institutions & Markets 3.00 2.00 2.00 2.67 1.00 2.13 16 International Business 2.75 2.75 2.00 2.00 2.00 2.30 17 Organizational Leadership 2.50 2.25 2.50 2.00 3.00 2.45 18 Business Ethics & Corporate Social Responsibility 3.00 2.25 3.00 2.50 3.00 2.75 19 Consumer Behaviour 2.50 2.25 2.00 2.75 1.75 2.25 20 Investment Analysis and Portfolio Management 2.25 1.75 1.75 2.75 1.00 1.90 21 Financial Derivatives 2.00 2.33 2.00 2.00 1.33 1.93 22 Marketing Analytics 3.00 2.67 2.33 2.67 1.33 2.40 23 Integrated Marketing Communication 2.50 2.50 2.25 2.50 1.75 2.30 24 Strategic Brand Management 2.75 3.00 2.00 2.25 1.75 2.35 25 Wealth Management 2.00 2.33 3.00 2.00 2.00 2.27 Averages 2.47 2.27 2.27 2.48 1.95 2.29

Less than or equal to 1.49 Between 1.50 and 2.49 Greater than or equal to 2.49

FINDING:

PO1 PO2 PO3 PO4 PO5 Average

2.29 2.27 2.27 2.48 1.95

PO Attainment Level through several Core Courses and Electives in PGDM Executive are shown above. Only PO5 is showing a value less than 2.0. All other POs are reflecting more than moderate (medium) attainment level. Overall average PO attained in average of above five attainment level is 2.29. It can be inferred that Courses are highly aligned to Programme Outrcomes (POs)

C101, C102 are indicative courses in the first semester. Similarly, C201 is second semester course. First numeric digit indicates semester of study and remaining two digits indicate course nos.

 Direct attainment level of a PO is determined by taking average across all courses addressing that PO. Fractional numbers may be used for example 1.55.

 Indirect attainment level of PO is determined based on the student exit surveys, employer surveys, co-curricular activities, extracurricular activities etc. Example:

1. It is assumed that a particular PO has been mapped to four courses C2O1, C3O2, C3O3 and C4O1

2. PO attainment level will be based on attainment levels of direct assessment and indirect assessment

3. For affiliated, non-autonomous colleges, it is assumed that while deciding on overall attainment level 80% weightage may be given to direct assessment and 20% weightage to indirect assessment through surveys from students(largely), employers (to some extent). Program may have different weightages with appropriate justification.

4. Assuming following actual attainment levels:

Direct Assessment

C201 –High (3)

C302 – Medium (2) C303 – Low (1) C401 – High (3) Attainment level will be summation of levels divided by no. of courses 3+2+1+3/4= 9/4=2.25

Indirect Assessment

Surveys, Analysis, customized to an average value as per levels 1, 2 & 3. Assumed level - 2 Copyright @ LBSIM, New Delhi

5. PO Attainment level will be 80% of direct assessment + 20% of indirect assessment i.e. 1.8 + 0.4 = 2.2.

DIRECT ASSESSMENT OF PROGRAMME ATTAINMENT LEVELS (COURSE WISE)

Managerial Economics Term I CO PO(1) Anticipate, PO(2) PO(3) Learn PO(4) Utilize PO(5) Develop assess, and respond to Familiarize the from a peer knowledge in all capabilities for dynamic business participants with group having functional areas leading and opportunities and global factors wide for better managing people threats from affecting business. professional understanding of through change. organizational point of experience. strategic view. implications. Dynamics of a firm operating in either Monopoly/Oligopoly/Perfect competition market structure 3 3 2 2 2

Unit level consumer behaviour in the market place 3 2 2 2 2 Fundamental concepts and economic principles that are applied for taking a rational business decision. 3 3 2 2 2 Challenges emanating from market failures and framing of appropriate public policy to tackle such challenges 2 2 2 3 2 Average 2.75 2.5 2 2.25 2

Quantitative methods for management Term I PO(1) Anticipate, PO(2) PO(3) Learn PO(4) Utilize PO(5) Develop assess, and respond to Familiarize the from a peer knowledge in all capabilities for dynamic business participants with group having functional areas leading and opportunities and global factors wide for better managing people threats from affecting business. professional understanding of through change. organizational point of experience. strategic CO view. implications.

CO1 Equip with the basic tools of collecting, analysing, presenting, and interpreting data. 2 3 3 3 2 CO2 Demonstrate an understanding of descriptive and inferential statistics for solving business problems 1 2 2 2 2 CO3 Choose statistical method for solving business decision problems using latest software tools. 3 3 3 3 3 CO4 Empower themselves with analytical skills to solve complex business problems 2 2 3 3 3 Average 2 2.5 2.75 2.75 2.5

Managerial Accounting Term I PO(1) Anticipate, PO(2) PO(3) Learn PO(4) Utilize PO(5) Develop assess, and respond to Familiarize the from a peer knowledge in all capabilities for dynamic business participants with group having functional areas leading and CO's opportunities and global factors wide for better managing people threats from affecting business. professional understanding of through change. organizational point of experience. strategic view. implications.

CO(1) Understand the accounting regulations and legal 2 2 2 1 1 requirements both in national and international settings.

CO(2) Appreciate how the accounting information is used by different stakeholders and 1 1 2 2 1 clearly and precisely communicate the relevant financial and non-financial information accordingly.

CO(3) Identify the appropriate managerial and business issues critical to analyse accounting data and other information, used 3 2 2 3 2 for identifying and assessing opportunities and risks, and accomplishing overall organisational objectives.

CO(4) Interpret and utilize the 3 1 2 2 2 relevant information efficiently for effective decision making. Average 2.25 1.50 2.00 2.00 1.50

Organisational Behavior Term I PO(1) Anticipate, PO(2) PO(3) Learn PO(4) Utilize PO(5) Develop assess, and respond to Familiarize the from a peer knowledge in all capabilities for dynamic business participants with group having functional areas leading and opportunities and global factors wide for better managing people threats from affecting business. professional understanding of through change. organizational point of experience. strategic CO view. implications.

CO1 Understand group dynamics and specifically the way 2 individuals within a group work together to attain common goals 2 2 2 2

CO2 Understand how supportive organizational culture helps achieve organizational goals 3 2 3 2 2 CO3 Identify individual and organizational practices for enhancing leadership skills 2 3 3 2 2

CO4 Apply principles of organizational behaviour to develop effective relationships with others in the workplace 1 2 3 2 2 Average 2 2.25 2.75 2 2

Business Communication Term I PO(1) Anticipate, PO(2) PO(3) Learn PO(4) Utilize PO(5) Develop assess, and respond to Familiarize the from a peer knowledge in all capabilities for dynamic business participants with group having functional areas leading and opportunities and global factors wide for better managing people threats from affecting business. professional understanding of through change. organizational point of experience. strategic CO view. implications. CO1. How to effectively use verbal and non-verbal communication. 3 3 3 3 3

2. Listening, critically thinking and responding for better interpersonal relations. 2 3 3 2 3 3. Writing persuasive and sincere business messages & reports. 2 3 3 2 2 4. Working on common cross- cultural and ethical communication challenges. 2 2 2 3 3 Average 2.25 2.75 2.75 2.50 2.75

Marketing Management Term I PO(1) Anticipate, PO(2) PO(3) Learn PO(4) Utilize PO(5) Develop assess, and respond to Familiarize the from a peer knowledge in all capabilities for dynamic business participants with group having functional areas leading and CO opportunities and global factors wide for better managing people threats from affecting business. professional understanding of through change. organizational point of experience. strategic view. implications. 2.00 3.00 3.00 3.00 2.00 1. Analyze, evaluate and respond to environmental & competitive changes, their impact on marketing planning, strategies and practices

2.00 2.00 2.00 3.00 2.00 2. Apply the conceptual frameworks, theory and techniques to various marketing contexts

3.00 2.00 3.00 2.00 2.00 3. Design marketing and sales plan appropriate to the needs of customers and contexts

2.00 2.00 3.00 3.00 2.00 4.Develop skills for presenting and defending own analysis and critically examining the analysis done by other participants. Average 2.25 2.25 2.75 2.75 2.00

Corporate Finance Term II PO1.Anticipate, assess, PO2.Familiarize PO3. Learn PO4.Utilize PO5.Develop and respond to dynamic the participants from a peer knowledge in all capabilities for business opportunities with global group having functional areas leading and and threats from factors affecting wide for better managing people organizational point of business. professional understanding of through change. view. experience. strategic CO implications. CO1: Explain and be able to communicate the nature of corporate finance in an academic or a business forum. 3 2 2 3 1 CO2 : Distinguish different types of business structure, identify the major corporate financial decisions and corporate objective, and describe some important basic concepts 3 2 2 3 1 CO3:Be able to perform time- value calculations by using financial mathematics 3 2 2 3 1 CO4: Explain how to value a firm and apply skills in evaluation debt and equity Securities. 3 2 2 3 1

CO5: Apply skills in evaluating capital budgeting projects by using different methods of project evaluation. 3 2 2 3 1 Average 3 2 2 3 1

Marketing Research Term II PO1.Anticipate, assess, PO2.Familiarize PO3. Learn PO4.Utilize PO5.Develop and respond to dynamic the participants from a peer knowledge in all capabilities for business opportunities with global group having functional areas leading and and threats from factors affecting wide for better managing people organizational point of business. professional understanding of through change. view. experience. strategic CO implications. 3.00 3.00 2.00 2.00 2.00 · Familiarization with marketing research process & defining research problems in the context of strategic and non- strategic marketing decisions and specifying information needed

3.00 2.00 2.00 3.00 2.00 · Evaluating the research design for the decision situation 3.00 3.00 2.00 3.00 2.00 · Evaluating, interpreting and utilizing available information for making the decisions

To provide students with the 2.00 1.00 2.00 2.00 3.00 skills necessary to implement a research project from start to finish Average 2.75 2.25 2.00 2.50 2.25 Managing People & Performance Term II PO(1) Anticipate, PO(2) Familiarize PO(3) Learn PO(4) Utilize PO(5) Develop assess, and respond to the participants from a peer knowledge in capabilities for dynamic business with global factors group having all functional leading and opportunities and affecting business. wide areas for managing threats from professional better people through organizational point of experience. understanding change. view. of strategic CO implications. CO1 Identify how primary functions of 2 HRM relate to each other 3 2 2 2

CO2 Identify roles and responsibilities of HR professionals 1 2 2 3 2 CO3 Demonstrate the emerging strategic role that HRM plays in modern organizations 3 3 2 3 2

CO4 Foster the understanding of HRM functions in different organizational settings 2 2 3 3 2 Average 2 2.5 2.25 2.75 2

Operations Management Term II PO(1) Anticipate, PO(2) PO(3) Learn PO(4) Utilize PO(5) Develop assess, and respond to Familiarize the from a peer knowledge in all capabilities for dynamic business participants with group having functional areas leading and opportunities and global factors wide for better managing people threats from affecting business. professional understanding of through change. organizational point of experience. strategic CO view. implications. CO1 Identify key functions of operations in context of manufacturing as well as service industry. 2 3 2 3 2

CO2 Understand the business transformation process for any given organization. 3 3 2 2 1

CO3 Roles and responsibilities of an Operations Manager. 3 2 2 3 3

CO4 Understand the planning, controlling designing and value chain domain of operations for product/service design, process design, and layout design. 1 3 2 3 2

CO5 Empower themselves with analytical skills to solve complex business problems 1 1 3 3 2 Average 2 2.4 2.2 2.8 2 Operations Research Term II PO(1) Anticipate, PO(2) PO(3) Learn PO(4) Utilize PO(5) Develop assess, and respond to Familiarize the from a peer knowledge in all capabilities for dynamic business participants with group having functional areas leading and opportunities and global factors wide for better managing people threats from affecting business. professional understanding of through change. organizational point of experience. strategic CO view. implications.

CO1 Recognize key problems, develop mathematical models and find the optimum solution 2 1 3 3 2 CO2 Develop their creativity and innovative thinking for effective decision-making in a complex global environment 2 3 2 1 3

CO3 Understand the suitability of various models according to business scenarios 3 2 3 2 2

CO4 Empower themselves with analytical skills to solve complex business problems 3 2 3 3 3 Average 2.5 2 2.75 2.25 2.5 Copyright @ LBSIM, New Delhi

Strategic Management Term III PO(1) Anticipate, PO(2) PO(3) Learn PO(4) Utilize PO(5) Develop assess, and respond to Familiarize the from a peer knowledge in all capabilities for dynamic business participants with group having functional areas leading and opportunities and global factors wide for better managing people threats from affecting business. professional understanding of through change. organizational point of experience. strategic CO view. implications. CO1: Comprehensive understanding of Strategy as a concept and its importance for business organizations. 3 3 3 3 2

CO2: Understand the main structural features of an industry and develop strategies that position the firm most favorably in relation to competition and resources and capabilities of the firm. 3 3 3 3 3

CO3: Demonstrate understanding of the importance and challenges of integrating Strategy formulation, implementation and evaluation. 3 3 3 3 3 CO4: Role of organizational structure, systems, Ethical Leadership, Corporate Governance, and Entrepreneurship for successful execution. 3 2 2 3 3 Average 3 2.75 2.75 3 2.75

Financial Institutions & Markets Term III PO(1) Anticipate, PO(2) Familiarize PO(3) Learn PO(4) Utilize assess, and respond to the participants from a peer knowledge in all dynamic business with global group having functional areas PO(5) Develop opportunities and factors affecting wide for better capabilities for threats from business. professional understanding of leading and organizational point of experience. strategic managing people CO view. implications. through change. CO1:Understand the financial system as a whole and its key participants 3 2 2 3 1 CO2:Critically evaluate the role and functioning of the various players in the financial markets 3 2 2 2 1 CO3:Understand the regulatory framework for financial institutions 3 2 2 3 1 Average 3 2 2 2.67 1

International Business Term III PO(1) Anticipate, PO(2) PO(3) Learn PO(4) Utilize PO(5) Develop assess, and respond to Familiarize the from a peer knowledge in all capabilities for dynamic business participants with group having functional areas leading and opportunities and global factors wide for better managing people threats from affecting business. professional understanding of through change. organizational point of experience. strategic CO view. implications.

Familiarize participants with different macroindicators of any economy and analyze the different modes of entry for conduct of international business. 3 3 2 2 2

Exposing participants to familiarize with global economy through different multilateral organizations having a focus on BRICS, ASEAN, US-China, EU, India, etc. 3 3 2 2 2 Measuring the trade competitiveness of important economies by applying modern trade models 3 3 2 2 2

explaining the factors influencing the international business in light of major economic events like Global Financial crisis , protectionism , US-China Trade War. 2 2 2 2 2 Average 2.75 2.75 2 2 2

Organisational Leadership Term IV PO(1) Anticipate, PO(2) PO(3) Learn PO(4) Utilize PO(5) Develop assess, and respond to Familiarize the from a peer knowledge in all capabilities for dynamic business participants with group having functional areas leading and opportunities and global factors wide for better managing people threats from affecting business. professional understanding of through change. organizational point of experience. strategic CO view. implications.

CO1:Demonstrate a fundamental understanding of leadership and the best practices in leadership 3 2 2 2 3

CO2:Understand leadership development through effective techniques and strategies for articulating a vision 2 2 3 2 3

CO3:Discuss roles of empowerment and delegation as an effective leadership skill 3 3 3 2 3

CO4:Describe the complexities inherent in ethical leadership 2 2 2 2 3 Average 2.50 2.25 2.50 2.00 3.00 Business Ethics & Corporate Governance Term IV PO(1) Anticipate, PO(2) PO(3) Learn PO(4) Utilize PO(5) Develop assess, and respond to Familiarize the from a peer knowledge in all capabilities for dynamic business participants with group having functional areas leading and opportunities and global factors wide for better managing people threats from affecting business. professional understanding of through change. organizational point of experience. strategic CO view. implications.

CO1: to enhance student’s ethical awareness and appreciation of the complexity of ethical decision making in business organizations 3 3 3 2 3 CO2: to develop students' analytical skills for understanding and resolving ethical issues in business 3 2 3 3 3

CO3: to facilitate student self- understanding of themselves as moral agents and lead business functions and units in an ethical manner 3 2 3 3 3 CO4: to equip students to handle ethical issues posed by emerging business complexities and challenges. 3 2 3 2 3 Average 3 2.25 3 2.5 3

Consumer Behavior Term III PO1.Anticipate, assess, PO2.Familiarize PO3. Learn PO4.Utilize PO5.Develop and respond to dynamic the participants from a peer knowledge in all capabilities for business opportunities with global group having functional areas leading and and threats from factors affecting wide for better managing people organizational point of business. professional understanding of through change. view. experience. strategic CO implications. Explain and apply the key terms, 2.00 2.00 2.00 3.00 1.00 definitions, and concepts used in the study of consumer behavior. (LO1)

Demonstrate how as a marketer 3.00 3.00 2.00 2.00 2.00 you can use the knowledge of consumer behavior concepts to develop better marketing programs and strategies to influence those behaviors. (LO2)

3. Analyze the trends in 3.00 3.00 2.00 3.00 2.00 consumer behavior, including the influence of technology and apply them to the marketing of an actual product or service. (LO3) 2.00 1.00 2.00 3.00 2.00

Gain an insight into behavior of Indian Consumers. (LO4) Average 2.50 2.25 2.00 2.75 1.75

IAPM Term III PO-1. Anticipate, PO-2. Familiarize PO-3. Learn PO-4. Utilize PO-5. Develop assess, and respond to the participants from a peer knowledge in all capabilities for dynamic business with global group having functional areas leading and opportunities and factors affecting wide for better managing people threats from business. professional understanding of through change. organizational point of experience. strategic CO view. implications

CO1:Understand the nature and types of financial assets and trade- off between risk & return 2 2 2 3 1 CO2: Learn the techniques of portfolio construction, performance evaluation and rebalancing 3 2 2 3 1

CO3:Perform security analysis using fundamental and technical analysis approach 3 2 2 3 1 CO4:Understand the types, issuer and risk involved in investment in fixed income securities 1 1 1 2 1 Average 2.25 1.75 1.75 2.75 1

Financial Derivatives Term IV PO(1) Anticipate, PO(2) PO(3) Learn PO(4) Utilize PO(5) Develop assess, and respond to Familiarize the from a peer knowledge in all capabilities for dynamic business participants with group having functional areas leading and opportunities and global factors wide for better managing people threats from affecting business. professional understanding of through change. organizational point of experience. strategic CO view. implications. CO1:Understand the basic features and mechanics of the financial instruments such as 1 2 2 2 1 options, forwards and futures, and swaps

CO2:Understand the theoretical framework to price these 2 2 2 2 1 financial instruments

CO3: Apply these instruments in managing the risk of investing 3 3 2 2 2 and hedging activity at the individual and the corporate level Average 2 2.33 2 2 1.33

Marketing Analytics Term IV PO1.Anticipate, assess, PO2.Familiarize PO3. Learn PO4.Utilize PO5.Develop and respond to dynamic the participants from a peer knowledge in all capabilities for business opportunities with global group having functional areas leading and and threats from factors affecting wide for better managing people organizational point of business. professional understanding of through change. view. experience. strategic CO implications. 3.00 2.00 2.00 3.00 1.00 To understand how to develop analytics model and apply them to marketing problems,

3.00 3.00 2.00 2.00 1.00 ➢ To understand the potential of analytics and data for gaining actionable insights and supporting marketing decisions;

3.00 3.00 3.00 3.00 2.00 ➢ To deepen the participants' understanding of how these vast quantities of data can be used to enhance the efficacy of the marketing efforts (current customer retention, new customer acquisition, and overall customer base value maximization). Average 3.00 2.67 2.33 2.67 1.33

Integrated Marketing Communication Term III PO1.Anticipate, assess, PO2.Familiarize PO3. Learn PO4.Utilize PO5.Develop and respond to dynamic the participants from a peer knowledge in all capabilities for business opportunities with global group having functional areas leading and and threats from factors affecting wide for better managing people organizational point of business. professional understanding of through change. view. experience. strategic CO implications. 2.00 2.00 2.00 3.00 1.00 1. Outline the nature of IMC and describe its environment and explain how to set IMC objectives and formulate an IMC budget;

3.00 2.00 2.00 2.00 2.00 2. Evaluate creative strategies in the light of given marketing objectives and evaluate the cost effectiveness of various forms of media;

2.00 3.00 3.00 2.00 2.00 3. Explain the behavioral factors that influence the effectiveness of communications;

3.00 3.00 2.00 3.00 2.00 Prepare an IMC Plan and describe the various control mechanisms to evaluate activities; Average 2.50 2.50 2.25 2.50 1.75

Strategic Brand Management Term III PO1.Anticipate, assess, PO2.Familiarize PO3. Learn PO4.Utilize PO5.Develop and respond to dynamic the participants from a peer knowledge in all capabilities for business opportunities with global group having functional areas leading and and threats from factors affecting wide for better managing people organizational point of business. professional understanding of through change. view. experience. strategic CO implications. 1. The role of brands, the concept 3.00 3.00 2.00 2.00 1.00 of brand equity, and the advantages of creating strong brands; To build brand equity by properly choosing brand elements, designing marketing programs and activities, and leveraging secondary associations. 2. Different approaches to 3.00 3.00 2.00 3.00 2.00 measure brand equity, and to implement brand equity measurement system 2.00 3.00 2.00 2.00 2.00 3. Understand the role of corporate brands, family brands, individual brands, modifiers, and how to combine them into sub- brands

Design a brand architecture 3.00 3.00 2.00 2.00 2.00 strategy, brand hierarchies and brand portfolios: Managing brands over time Average 2.75 3.00 2.00 2.25 1.75 Copyright @ LBSIM, New Delhi

Wealth Management Term IV PO(1) Anticipate, PO(2) PO(3) Learn PO(4) Utilize PO(5) Develop assess, and respond to Familiarize the from a peer knowledge in all capabilities for dynamic business participants with group having functional areas leading and opportunities and global factors wide for better managing people threats from affecting business. professional understanding of through change. organizational point of experience. strategic CO view. implications.

CO (1) : To provide an in-depth understanding about Financial 2 2 3 2 2 Planning and Wealth Management in Indian Context.

CO (2):To facilitate an understanding of Financial 2 2 3 2 2 Planning / Wealth Management components, tools, techniques and processes.

CO (3) :To apprise the students regarding the international best 2 3 3 2 2 practices in the field of Financial Planning and Wealth Management. Average 2 2.33 3 2 2

Student Exit Survey PO(2) PO(3) Learn PO(5) Develop PO(1) Anticipate, Familiarize the from a peer PO(4) Utilize capabilities for assess, and respond participants group having knowledge in all leading and InDirect to dynamic business with global wide functional managing S.No. Parameter Average opportunities and factors professional areas for better people through s threats from affecting experience. understanding change. organizational point business. of strategic of view. implications. 1 Student 1 3 3 2 3 3 2.8 2 Student 2 2 2 2 3 3 2.4 3 Student 3 3 2 3 2 3 2.6 4 Student 4 2 2 2 2 3 2.2 5 Student 5 1 2 2 2 2 1.8 6 Student 6 2 2 3 2 3 2.4 Average 2.2 2.2 2.3 2.3 2.8 2.4

Employer Survey PO(1) Anticipate, PO(2) PO(3) Learn PO(4) Utilize PO(5) Develop assess, and respond Familiarize the from a peer knowledge in all capabilities for InDirect to dynamic business participants group having functional leading and S.No. Parameter opportunities and with global wide areas for better managing Average s threats from factors professional understanding people through organizational point affecting experience. of strategic change. of view. business. implications. 1 Employer 1 3 2 2 3 3 2.6 2 Employer 2 3 2 2 3 3 2.6 3 Employer 3 3 3 2 2 3 2.6 4 Employer 4 3 2 2 2 3 2.4 Average 3.0 2.3 2.0 2.5 3.0 2.55

Co Curricular Activities PO(1) Anticipate, PO(2) PO(3) Learn PO(4) Utilize PO(5) Develop assess, and respond Familiarize the from a peer knowledge in all capabilities for InDirect to dynamic business participants group having functional leading and S.No. Parameter opportunities and with global wide areas for better managing Average s threats from factors professional understanding people through organizational point affecting experience. of strategic change. of view. business. implications. 1 Student 1 3 2 3 2 3 2.6 2 Student 2 3 2 3 3 3 2.8 3 Student 3 3 2 3 2 3 2.6 4 Student 4 2 2 2 2 3 2.2 5 Student 5 3 2 2 3 3 2.6 6 Student 6 2 2 3 2 3 2.4 Average 2.7 2.0 2.7 2.3 3.0 2.5

Extra Curricular Activities PO(1) Anticipate, PO(2) PO(3) Learn PO(4) Utilize PO(5) Develop assess, and respond Familiarize the from a peer knowledge in all capabilities for InDirect to dynamic business participants group having functional leading and S.No. Parameter opportunities and with global wide areas for better managing Average s threats from factors professional understanding people through organizational point affecting experience. of strategic change. of view. business. implications. 1 Student 1 3 2 2 2 2 2.2 2 Student 2 3 2 3 3 3 2.8 3 Student 3 2 2 3 2 2 2.2 4 Student 4 2 2 2 3 2 2.2 5 Student 5 2 2 2 3 3 2.4 6 Student 6 2 2 3 2 3 2.4 Average 2.3 2.0 2.5 2.5 2.5 2.4

PO,s Attainment Level (Indirect)

PO(1) Anticipate, PO(2) PO(3) Learn PO(4) Utilize PO(5) Develop Average assess, and respond to Familiarize the from a peer knowledge in all capabilities for dynamic business participants with group having functional areas leading and InDirect S.No. opportunities and global factors wide for better managing people Parameters threats from affecting professional understanding of through change. organizational point of business. experience. strategic view. implications.

Student Exit 1 Surveys 2.2 2.2 2.3 2.3 2.8 2.4 Employer 2 Surveys 3.0 2.3 2.0 2.5 3.0 2.6 Co- curricular 3 Actvities 2.7 2.0 2.7 2.3 3.0 2.5 Extra curricular 4 Activities 2.3 2.0 2.5 2.5 2.5 2.4 Average 2.54 2.10 2.38 2.42 2.83 2.5

Overall Attainment Level of PO's

PO(1) Anticipate, PO(2) PO(3) Learn PO(4) Utilize assess, and respond Familiarize the from a peer knowledge in all PO(5) Develop to dynamic business participants group having functional areas capabilities for Attainment Weightage opportunities and with global wide for better leading and Mode threats from factors professional understanding managing organizational point affecting experience. of strategic people through of view. business. implications. change. Direct Attainment Level 0.8 1.98 1.82 1.82 1.98 1.56 Indirect Attainment Level 0.2 0.51 0.42 0.48 0.48 0.57 Total 2.48 2.24 2.29 2.46 2.12

3.2 Course Outcomes (50) Self Assessed Score: 43

Attainment of Course Outcomes Program PGDM-Executive Course Quantitative Methods for Management

CO(2) Demonstrate an C O (4) Empower CO(1) Equip with the understanding of CO(3) Choose statistical themselves with Evaluation Components basic tools of descriptive and method for solving collecting, analysing, inferential statistics for business decision analytical skills to presenting, and solving business problems using latest solve complex interpreting data problems software tools business problems Group Project and Presentation 1 1 1 1 Viva 1 1 1 Class Participation 1 1 1 Quiz 1 1 1 1 Mid Term Examination 1 1 1 1 End Term 1 1 1 1

Academic Year: 2016-17

Average Maximu Percenta Course Outcomes Marks m Marks ge CO 1 CO 2 CO 3 CO 4 Group Project and 9.03 15 60% Presentation 1 1 1 1 3.71 5 74% Viva 1 1 1 3.71 5 74% Class Participation 1 1 1 12.43 15 83% Quiz 1 1 1 1 10.29 20 51% Mid Term Examination 1 1 1 1 19.54 40 49% End Term 1 1 1 1

65.32% 65.32% 60.83% 65.32%

Academic Year: 2018-19

Average Maximu Percenta Course Outcomes Marks m Marks ge CO 1 CO 2 CO 3 CO 4 Group Project and 7.17 15 48% Presentation 1 1 1 1 4.00 5 80% Viva 1 1 1 4.00 5 80% Class Participation 1 1 1 13.00 15 87% Quiz 1 1 1 1 14.17 20 71% Mid Term Examination 1 1 1 1 28.50 40 71% End Term 1 1 1 1

72.75% 72.75% 69.13% 72.75%

Attainment of Course Outcomes Program PGDM-Executive Course IT for Business Decisions(ITBD) Course Outcomes CO 1 An in- CO 2 CO 3 A CO 4 Improved depth Augmented comprehensive decision understanding Problem understanding of making ability of the Solving skills the role of for selection Business and Design of Information and and Evaluation Components Environment Innovative Digital implementatio and enhanced Solution Communication n of optimal Domain technology for solutions Knowledge Effective Communication in Enterprises Assignment 1 1 1 1 Group Project and Presentation 1 1 1 1 Class Participation 1 1 1 1 Case Study 1 0 1 0 Mid Term Examination 1 0 1 0 End Term Examination 1 1 1 1

Academic Year: 2016-17

Average Maximum Percentage Course Outcomes Marks Marks Evaluation Components CO 1 CO 2 CO 3 CO 4 Obtained

6.90 10 69% Assignment 1 1 1 1 Group Project and 3.30 5 66% Presentation 1 1 1 1 3.60 5 72% Class Participation 1 1 1 1 6.70 10 67% Case Study 1 0 1 0 13.00 20 65% Mid Term Examination 1 0 1 0 36.50 40 91% End Term Examination 1 1 1 1

71.71% 69.00% 67.80% 69.00%

Academic Year: 2018-19

Average Maximum Course Outcomes Percentage Marks Marks Evaluation Components CO 1 CO 2 CO 3 CO 4 6.60 10.00 66% Quiz 1 1 1 1 8.80 10.00 88% Case Presentation 1 0 1 0 9.00 10.00 90% Class Participation 1 1 1 1 10.00 10.00 100% Assignment 1 1 1 1 14.80 20.00 74% Mid Term Examination 1 0 1 0 34.00 40.00 85% End Term Examination 1 1 1 1

83.60% 85.33% 83.60% 85.33%

Attainment of Course Outcomes Program PGDM-EX Course Organisational Behaviour CO(1) Be CO(2) CO(3)Learn CO(4) aware of Understand about the Understand management interpersonal significance of the power of perspectives processes to individual groups in and their enhance one’s differences and influencing impact on the effectiveness people skills organizational Evaluation Components challenges of for becoming efficacy & learn writing, people effective, written and management responsible presentation and ethical skill managers

Test 1 1 1 1 Assignment 1 1 1 1 Class Participation 1 1 1 1 Mid Term 1 1 1 0 End Term 1 1 1 1

Academic Year: 2016-17

Average Maximum Course Outcomes Marks Percentage Marks Obtained CO 1 CO 2 CO 3 CO 4 13.50 20 68% Mid-Term Test 1 1 1 0 8.00 10 80% Article Rev. 1 1 1 1 8.00 10 80% Class Participation 1 1 1 1 7.50 10 75% Case Analyisis 1 1 1 1 37.50 50 75% End-Term 1 1 1 1

75.50% 75.50% 75.50% 77.50%

Academic Year: 2017-18

Average Course Outcomes Marks Maximum Percentage Obtained Marks CO 1 CO 2 CO 3 CO 4 10.14 20 51% Mid-Term Test 1 1 1 0 3.07 5 61% Article Rev. 1 1 1 1 9.71 15 65% Project 1 1 1 1 7.21 10 72% Case Analyisis 1 1 1 1 28.14 50 56% End-Term 1 1 1 1

61.04% 61.04% 61.04% 63.63%

Academic Year: 2018-19

Average Marks Maximum Percentage Course Outcomes Obtained Marks CO 1 CO 2 CO 3 CO 4 9.33 20 47% Mid-Term Test 1 1 1 0 6.17 10 62% Article Rev. 1 1 1 1 12.00 20 60% Quiz 1 1 1 1 7.83 10 78% Case Analyisis 1 1 1 1 26.00 40 65% End-Term 1 1 1 1

62.33% 62.33% 62.33% 66.25%

Attainment of Course Outcomes Program PGDM-Executive Course Business Ethics & Corporate Governance CO 1 CO 2 CO 3 CO 4 to enhance to develop to facilitate student self- to equip student’s ethical students' understanding of themselves students to awareness and analytical as moral agents and lead handle ethical appreciation of skills for business functions and units issues posed the complexity understanding in an ethical manner by emerging of ethical and resolving business decision making ethical issues complexities in business in business and organizations challenges. Evaluation Component 1 Evaluation Component 2 Evaluation Component 3 Evaluation Component 4 Evaluation Component 5 Evaluation Component 6

Academic Year: 2014-15 Max Average Marks % Marks Obtained Component CO1 CO2 CO3 CO4 45% 10 4.48 Quiz Average 1 1 1 1 63% 10 6.25 Article Review Average 1 1 1 1 76% 10 7.56 Live Project Average 1 1 1 1 58% 20 11.5 Midterm Average 1 1 1 1 61% 50 30.5 Endterm Average 1 1 1 1 60% 60% 60% 60%

Academic Year: 2015-16 Max Average Marks % Marks Obtained Component CO1 CO2 CO3 CO4 80% 5 4.00 ArticleAnalysis Review of Code and of Ethics 1 1 1 1 80% 10 8.00 Presentation 1 1 1 1 80% 5 4.00 News Analysis 1 1 1 1 40% 5 2.00 Quiz-1 1 1 1 1 95% 5 4.75 Quiz- 2 1 1 1 1 71% 20 14.25 Midterm Exam 1 1 1 1 63% 50 31.50 Endterm 1 1 1 1 85% 85% 85% 85%

Academic Year: 2017-18 Max Average Marks % Marks Obtained Component CO1 CO2 CO3 CO4 68% 10 6.79 ARTICLE REVIEW 1 1 1 1 69% 10 6.86 CASE PRESENTATION 1 1 1 1 66% 5 3.29 CASE STUDY 1 1 1 1 80% 5 4 CLASS PARTICIPATION 1 1 1 1 63% 50 31.71 EXTERNAL 1 1 1 1 68% 20 13.57 MID TERM 1 1 1 1 69% 69% 69% 69%

Attainment of Course Outcomes Program PGDM-Executive Course Managerial Accounting

CO(2) Appreciate how the CO(2) Appreciate how the CO(4) Appreciate how the CO(1) Understand accounting information is accounting information is accounting information is the accounting used by different used by different used by different regulations and legal stakeholders and clearly and stakeholders and clearly and stakeholders and clearly and Evaluation Components requirements both in precisely communicate the precisely communicate the precisely communicate the national and relevant financial and non- relevant financial and non- relevant financial and non- international financial information financial information financial information settings. accordingly. accordingly. accordingly. Quiz 1 1 1 0 Project 1 1 0 1 Class Participation 1 1 1 1 Mid Term 0 1 1 0 End Term 1 1 1 1

Academic Year: 2016-17

Average Maximum Course Outcomes Marks Percentage Marks Obtained CO 1 CO 2 CO 3 CO 4 12.57 20 63% Quiz 1 1 1 0 12.86 15 86% Project 1 1 0 1 3.57 5 71% Class Participation 1 1 1 1 13.43 20 67% Mid Term 0 1 1 0 23.14 40 58% End Term 1 1 1 1

69.46% 69.00% 64.82% 71.67%

Academic Year: 2018-19

Average Course Outcomes Marks Maximum Percentage Obtained Marks CO 1 CO 2 CO 3 CO 4 14.83 20 74% Quiz 1 1 1 0 12.33 15 82% Project 1 1 0 1 4.71 5 94% Class Participation 1 1 1 1 14.58 20 73% Mid Term 0 1 1 0 24.00 40 60% End Term 1 1 1 1

77.64% 76.69% 75.31% 78.80%

3.2.1 Describe the assessment tools and processes used to gather the data upon which the evaluation of Course Outcome is based (10) Self Assessed Score: 8 Describe different assessment tools (semester end examinations, mid-semester tests, laboratory examinations, case studies, mini projects, minor projects, major projects, seminars, presentations, observation record, analysis of plans, reports, projects, outcome of role play and discussion and study report, student portfolios etc.) to measure the student learning and hence attainment of course outcomes. (Student portfolio is a collection of artifacts that demonstrate skills, personal characteristics and accomplishments created by the student during study period.)

laboratory, term paper, software live project based test, report Corporate data bases for preparation & Interface, report small test , presentation workshops, preparations Article review, Mid-term test seminars, research research conferences papers review viva, group exercises, group presentations , group report submission

Case Study Analysis, Case Study Discussion & presentations End term writtem examination

Quiz, MCQ Summer Internship Evaluation through SIP type tests Presentation, Viva & Report Submission

Continuous assessment & Class Participation, Final Research Project, Presentation, Evaluation of Students on Attendance & Discipline Viva & Report Course Outcomes

CONTINUOUS ASSESSMENT AND EVALUATION OF COURSE OUTCOMES

The process adopted to map the assessment questions, parameters of assessment rubrics etc. to the course outcomes to be explained with examples. The process of data collection from different assessment tools and the analysis of collected data to arrive at CO attainment levels need to be explained with examples.

The teaching methodology used at LBSIM is a judicious blend of lectures, seminars, case discussions, group presentations, management games, syndicate discussions, use of business and simulation software, and special lectures by professionals from industry. Modern teaching aids such as overhead and LCD projectors, computer aided instructions, films, video, and audio tapes are used. The teaching and instructional methods used at the Institute encourage self-learning and learning through active student industry interaction in the form of practical assignments and projects; as also undertaking various activities of different students’ clubs in the institute from planning, organizing, fund raising & allocation to execution. The students learn in an environment which is experiential, fun, enjoyable, and highly conducive for adult learning. The focus of Teaching and Learning are:

Case Study Copyright @ LBSIM, New Delhi

The teaching methodology used at LBSIM is a judicious blend of lectures, seminars, case discussions, group presentations, management games, syndicate discussions, and special lectures by professionals from industry. Case studies are part and parcel of each course. Institute uses cases from multiple sources including Harvard Business cases in classes. The students learn in an environment which is experiential, fun, enjoyable, and highly conducive for adult learning. The main focus of Teaching and Learning are:

Group Tasks Recognizing the fact that a manager is a team player first and an individual performer later, most of the assignments given to the students are group assignments. Also, courses which require a multi-disciplinary approach are being taught jointly by two or more faculty members with different areas of specialization.

Self Learning LBSIM believes that the best learning is self learning. Apart from the regular learning techniques that faculty employs in class, the Institute has introduced another novel scheme. The students have been organized into groups, each group having both first- and second-year students. Each group is attached to a faculty member whose task is to encourage the students to scan magazines, read management literature, and exchange learning experience with the other group members.

Student’s Feedback Regular feedback is received from the students regarding course materials, pedagogy, and relevance to the current requirements of business and industry. The students share their summer training and project experiences with each other, faculty and also with the first-year students through presentations. This helps the faculty to identify and address any specific problems that the students might have faced. It also helps the first year students to prepare themselves better for their summer training.

Continuous Evaluation At LBSIM, students are evaluated continuously through tests, seminars, assignments, projects, quizzes, case studies etc. A review of students’ performance is made every month and corrective action is initiated immediately. The evaluation of the student also incorporates important qualitative parameters like participation in seminars, workshops, group activities, and the overall initiative taken by the student. Week students are timely identified and mentored by a separate team of faculty members.

Corporate Interface The Institute regularly invites top executives from the corporate world for interaction with Copyright @ LBSIM, New Delhi

the students and faculty on various subjects. It has helped to bring the corporate experience to the classroom, thus bridging the gap between theory and practice.

3.2.2 Record the attainment of Course Outcomes of all courses with respect to set attainment levels (40) Self Assessed Score: 35 Program shall have set Course Outcome attainment levels for all courses.

(The attainment levels shall be set considering average performance levels in the university examination or any higher value set as target for the assessment years. Attainment level is to be measured in terms of student performance in internal assessments with respect to the Course Outcomes of a course in addition to the performance in the University examination)

Measuring Course Outcomes attained through University Examinations

Target may be stated in terms of percentage of students getting more than the university average marks or more as selected by the Program in the final examination. For cases where the university does not provide useful indicators like average or median marks etc., the program may choose an attainment level on its own with justification.

Note: In case of non affiliating institutions (Autonomous/deemed universities etc.), the attainment level targets may be set considering average performance levels in the preceding years with due justifications.

Example related to attainment levels Vs. targets: (The examples indicated are for reference only. Program may appropriately define levels) Attainment Level 1: 60% students scoring more than University average percentage marks or set attainment level in the final examination. Attainment Level 2: 70% students scoring more than University average percentage marks or set attainment level in the final examination. Attainment Level 3: 80% students scoring more than University average percentage marks or set attainment level in the final examination. Attainment is measured in terms of actual percentage of students getting set percentage of marks. If targets are achieved, then all the course outcomes are attained for that year. Program is expected to set higher targets for the following years as a part of continuous improvement. If targets are not achieved the program should put in place an action plan to attain the target in subsequent years.

Measuring CO attainment through Internal Assessments: (The examples indicated are for reference only. Program may appropriately define levels) Target may be stated in terms of percentage of students getting more than class average marks or set by the program in each of the associated COs in the assessment instruments (midterm tests, assignments, mini projects, reports and presentations etc. as mapped with the COs)

Example

Mid-term test 1 addresses C202.1 and C202.2. Out of the maximum 20 marks for this test 12 marks are associated with C202.1 and 8 marks are associated with C202.2. Examples related to attainment levels Vs. targets:

Attainment Level 1: 60% students scoring more than 60% marks out of the relevant maximum marks. Attainment Level 2: 70% students scoring more than 60% marks out of the relevant maximum marks. Attainment Level 3: 80% students scoring more than 60% marks out of the relevant maximum marks. 3.1.2.1 Attainment is measured in terms of actual percentage of students getting set percentage of marks. 3.1.2.2 If targets are achieved, then the C202.1 and C202.2 are attained for that year. Program is expected to set higher targets for the following years as a part of continuous improvement. 3.1.2.3 If targets are not achieved the program should put in place an action plan to attain the target in subsequent years. Similar targets and achievement are to be stated for the other midterm tests/internal assessment instruments Course Outcome Attainment:

For example:

Attainment through University Examination: Substantial i.e. 3 Attainment through Internal Assessment: Moderate i.e. 2 Assuming 80% weightage to University examination and 20% weightage to Internal

assessment, the attainment calculations will be (80% of University level) + (20% of Internal level) i.e. 80% of 3 + 20% of 2 = 2.4 + 0.4 = 2.8 Note: Weightage of 80% to University exams is only an example. Programs may decide weightages appropriately for University exams and internal assessment with due Copyright @ LBSIM, New Delhi

justification.

The institute has a robust process of finalizing the elements of continuous internal evaluation and the end term written examination. Each faculty while deciding the course content and aligning it with POs, decides on the different elements of continuous evaluation in each course. Out of available elements of internal evaluation like quiz, article review, case study analysis, group assignment & presentation, individual assignment, term paper, live projects, field assignment etc., chooses 3 or 4 parameters for the purpose the continuous evaluation during the trimester. The mid-term test (20% weightage) and the end term written examination (40% weightage) are fixed for all courses. These parameters are thought of by individual faculty and discussed with in the area along with Area Chair. The team comprising of Area- Chair and the Area faculty members in collaboration, decide the elements of continuous assessment for all courses falling in that area. The benchmarks to assess CO attainment level for each Programme are discussed by faculty members in faculty council decide and announce the course outcomes guidelines for all stakeholders. The average CGPA achieved by LBSIM PGDM students is 6.79 (Average of 2018, 2016). A CGPA of 7.0 corresponds to 65% marks scored for 2018. Hence the benchmark has been set as for all courses and all elements of continuous evaluation. The same was 60% based on performance of 2018 and 2016. BENCHMARKS For 2018-19 CO attainment Level 3 Average Scores >65% CO attainment Level 2 Average Scores between 60% to 65% CO attainment Level 1 Average Scores < 60%

CRITERION 4 Curriculum & Learning Process 125 Self Assessed Score: 105 4.1. Curriculum (50) (25 for affiliated institutions) Self Assessed Score: 44

4.1.1. State the process for designing the program curriculum (10) Self Assessed Score: 9

(Describe the process that periodically documents and demonstrates how the program curriculum is evolved or give the process of gap analysis, whichever is applicable, considering POs)

Experts from Industry, Subject matter experts, Alumni & Students contemporary developments from External Experts from industry Academia, Inputs Inputs from best-in- from various other class management academic sources , schools websites,

AICTE and other Programme Governmental Objectives (POEs) Guidelines

Programme BoG, Advisory Body , Director, Faculty Institute Vision, Curriculum Council Mission, Values Design

PROGRAMME CURRICULUM DESIGN: INPUTS FROM VARIOUS SOURCES

The institute observes the Academic Year from June onwards typically the Convocation is held in the month of March and April every year. The Academic programme curriculum designing, developing, assessment and realigning starts from the month of April every year. It is a continuous process and there is a very well laid out and robust system for curriculum upgradation and its execution throughout the academic year. The following activities are undertaken by the institute to keep the programme curriculum contemporary, industry relevant and relevant to Government and Society at large: THE PROGRAMME CURRICULUM DESIGN PROCESS 94

S. NO. Activity Responsibility Periodicity The Director, Faculty Coucnil, 1 Academic Calender framing Placement Cell, Cultural Cell and Mgmt April-May every year Grid, Advisor-CI

Area Chair, Faculty members, Industry 2 Course Curriculum Revision April-May every year experts, Eminent academicians The Director, Faculty Coucnil, Planning for induction and Orientation 3 Placement Cell, Cultural Cell and Mgmt May-June every year Progamme for new batch Grid, Advisor-CI The Director, CAO, Area Chairs, 4 Student Handbook updation May-June every year Programme Coordinators The Director, Faculty Council, Area Introduction of new electives and the Chairs, Programme Coordinators, 5 March-April every year course content development External Experts from Academic and Industry The Director, Faculty Council, Area April, May June on Annual basis and 6 Pedagogy enhancement Chairs and Programe Coordinators periodically in each trimester Designing the Time Table and Class Area Chairs and Programme 7 At the beginning of every trimester Schedule Coordinators Addition of new cases, articles, The Director, Faculty Council, Area April to June and also periodically at the 8 introducation of new software, Chairs and Faculty Members beginning of each trimester simulations The Director, Faculty Council, Area Every 3-4 months the institute holds the 9 Academic Conferences Chairs and Faculty Members, Mgmt academic conferences and workshops Grid Members and Students The Director, Faculty Council, Area Chairs and Faculty Members, Alumni, Every 3-4 months the institute holds the 10 Guest Lectures and Workshops Industry members, Mgmt Grid academic conferences and workshops Members and Students The Director, Faculty Council, Area Every 3-4 months the institute holds the 11 Industry Visits Chairs and Faculty Members, Mgmt academic conferences and workshops Grid Members and Students The Director, Faculty Council, Area Workshop and training programmes on Chairs and Faculty Members, Alumni, Every 3-4 months the institute holds the 12 Software and databases Industry members, Mgmt Grid academic conferences and workshops Members and Students

Note: The Director, Faculty Council, Area Chairs, Programme Coordinators and Faculty Members meet periodically to assess the gaps in terms of assigned PEOs, POs, Cos and their alignment with the Mission of the institute. The periodicity of such meetings is necessarily at the beginning of the new trimester and the end of the academic year. The gaps such as need of new electives, the need of open electives, the requirement of new pedagogical tools like software, simulation, case studies, databases, articles, books, e-resources and journals are identified, and appropriate actions are taken to strengthen the course curriculum and pedagogy. Sample Academic Calendar and Time Table are shown in this report while record for previous two years are in the annexures.

Academic Calendar: 2018-19 PGDM-EXECUTIVE TERM I Classes Commence July 23, 2018 Mid Term Evaluation August 27-29,2018 Classes End September 28, 2018 Corporate Conclave September 29, 2018 End Term Examination for Term – I October 1- 9 , 2018 Alumni Meet October 6, 2018 Lal Bahadur Shastri National Award Presentation 1st Week of October 2018 International Immersion Program October 11-20, 2018 TERM II Classes Commence October 22, 2018 HR Conference October 27, 2018 Finance Conference November 23-24 ,2018 Mid Term Evaluation November 26-28,2018 Classes End December 31, 2018 End Term Examination 02 – 09 January 5, 2019 Term Project Presentation January 10, 2019

TERM III Classes Commence January 11, 2019 Lal Bahadur Shastri Memorial Lecture January 13,2019 Mid Term Evaluation February 14-17,2019 National Marketing Submit January 19, 2019 TATVA (Annual Festival) February 8-9, 2019 IT Submit (Innotech) 3rd week of 2019 Foundation Day February 23, 2019 Classes End (Term - III) March 15, 2019 End Term Examination (Term - III) March 18-23, 2019 Term Paper Presentation March 25, 2019

TERM IV Classes Commence March 28, 2019 Mid Term Evaluation April 29- May 01, 2019 Summer Break starts May 8, 2019 Classes Resume June 10, 2019 Classes End July 5, 2019 End Term Examination July 8-13, 2019 Term Paper Presentation July 15, 2019

Field Research Project Commences 16 July, 2019 onwards Outreach 2019 August 5 -10, 2019 Placement 2019 commences September 2019 FRP viva 21 October, 2019 * Subject to change Note: 1. Management Development Programmes (MDPs) & activities of LBS Risk Management Centre are as per separate schedule.

2. Different Clubs such as Marketing, HR, Finance, General Management and Cultural Club, Social Welfare Club, Entrepreneurship Club will organize their activities separately. 3. Evaluated answer sheets should be shown to the students within 10 days of the exam/test. Re-correction requests, if any, should be handled immediately. 4. Examination Department is required to declare the results within 15 days of the last exam.

Dr. Anuj Verma (Prog. Coordinator-PGDM-Ex)

SAMPLE: TIME TABLE TRIMESTER IV (April - July 2019)

4.1.2. Structure of the Curriculum (10) Self Assessed Score: 9

All Core courses and electives carry maximum 100 marks. The contact hours in each course is 30 which includes lecture and practical (seminar, project works, research projects work, group assignments and presentations etc. The Tutorial hours are in addition to 30 contact hours. Each course carries a weight of 3 credits (30 hrs.). # Seminars, project works may be considered as practical

Post Graduate Diploma in Management (Executive) The 15 Months Post-Graduate Diploma in Management (PGDM - Executive) was launched in 2011. The programme prepares the students to take up challenging roles in this ever-changing corporate world and society at large with deep ingrained value system. The programme has been developed in a way to ensure the overall development of a human being so that he/she may contribute fully to the society and the nation in terms of economic and social growth.

The programme nurtures an individual and helps him/her to harness their true potential through integrated efforts, experiential learning, self-study, group exercises, case studies, industry interface and research projects. The programme aims to:

 Impart professional education in modern management techniques relevant to business  Connect with dynamic, uncertain and disruptive world  Become socially responsible citizen and become competent and effective managers  Develop awareness about ethics, corporate social responsibility and corporate governance

Programme Structure:

The 15 Months Full-Time Post Graduate Diploma in Management (Executive) programme consists of four trimesters and three months final internship. The course structure has been designed to ensure that the management graduates of LBSIM develop a judicious blend of strategic thinking, tactical implementation, specialized knowledge and general management skills. In the first year the focus is primarily on basic courses, to build a foundation of conceptual and analytical skills, required for pursuing specialized study in various functional areas. The students must take 25 core courses and 7 electives and also undertake one term paper in each triemster. The students in the 99

second trimester go for global immersion programme to reputed university in Aisa Pacific.

Final Research Project: The 'End-Term Project' is carried out by the students after the 4th trimester, wherein they are required to submit a report containing their research and findings.

Instructional Hours Every student shall study (25 core and 7 electives) full credit courses in the four trimesters along with the personal & interpersonal effective lab. Minimum class room teaching hours given for each subject are 30, which are divided into 20 sessions of 1 hour 30 minutes each.

Students must carry out an end term project under guidance of faculty members. The project has taken as a full credit course. Every student is supposed to devote on an average 20 hours with guide to avail his/her guidance for completion of the project and two times of that for home work regarding that project.

Total number of Course Component Total number of contact hours credits Program Core (18Core Courses) 540 54 Program Electives (7 Electives) 210 21

Term Papers 40 4

Final Dissertation 60 6 International Immersion program 60 6 Total number of Credits 910 91

100

Curriculum Structure:

Trimester I {3 Months} Trimester III 3 Months} 2*7core =14 credits 3 core * 2 credits + 3 elective * 2 credits+ Managerial Economics 2credit Term Papers Quantitative Methods for Management Total Credits=14 Managerial Accounting Strategic Management Organizational Behavior Financial Institutions & Markets Business Communication International Business Marketing Management **Two papers in Major and One Paper in IT for Business Decisions Minor Area

Trimester II {3 Months} Trimester IV {3 Months} 6*2 credits + 1 credit term project 2 core* 2 credits+ 4 electives *2 credits +1 Total Credits =13 Credit credit term paper Economic Environment of Business Total Credits=13 Corporate finance Marketing Research Core paper Managing People & performance Organizational Leadership Operations Management Business Ethics & Corporate Social Operations Research Responsibility - Term project (Presentation Only-Guide **At least Two papers in Major and Two allotted. papers in Minor Area

TRIMESTER V {3 MONTHS} Dissertation /Project Report with Field/Industry Based Training  International Immersion (2 Weeks)

(III) ELECTIVE COURSES

1. Marketing 3. Operations & System Management

Consumer Behaviour Project Management Customer Relationship Management Manufacturing Strategy Sales & Distribution Management Services Operations Management Integrated Marketing Communication Business Intelligence Strategic Marketing Management Knowledge Management Marketing of Services Software Project Management Rural Marketing Enterprise Resource Planning Strategic Brand Management Total Quality Management & Six Sigma International Marketing Retailing & Franchising 4. Human Resource Management 2. Finance HRD Strategies & Systems Corporate Strategy, Mergers & Acquisitions Management Training: Process and International Financial Management Techniques Investment Analysis and Portfolio Compensation Management 101

Management Labor Legislation Financial Derivatives Talent Management Project Appraisal and Financing Managing Change Corporate Risk Management Industrial Relations Management Financial Engineering Infrastructural Financing Wealth Management

DETAILED COURSE CURRICULUM HAS BEEN PUT AS ANNEXURE IV D

Note: Total Contact hours in each course is 30 which comprises of Lectures (Classroom Contact Hours) as per AICTE norms. The tutorial are planned by the individual faculty which are over and above 30 contact hours. The tutorial are planned based on the requirement of the course number of weak students and their needs which are identified by the individual faculty.

Total Number of contact hours Course Title Credits Tutorial Practical# Total Lectures(L) (T) (P) Hours Managerial Economics 30 3 - 30 3 Quantitative Methods For Management 30 3 - 30 3

Managerial Accounting 30 3 - 30 3 Organizational Behavior 30 3 - 30 3 Business Communication 30 3 - 30 3 Marketing Management 30 3 - 30 3 IT for Business Decisions 30 2 - 30 3 Economic Environment of Business 30 2 - 30 3 Corporate finance 30 3 - 30 3 Marketing Research 30 3 - 30 3 Managing People & performance 30 3 - 30 3 Operations Management 30 2 - 30 3 Operations Research 30 2 - 30 3 Strategic Management 30 2 - 30 3 Financial Institutions & Markets 30 2 - 30 3 International Business 30 2 - 30 3 Organizational Leadership 30 3 - 30 3 Business Ethics & Corporate Social 30 - 30 3 Responsibility 2 Consumer Behaviour 30 3 - 30 3 Investment Analysis and Portfolio 30 3 - 30 3 102

Management Financial Derivatives 30 3 - 30 3 Marketing Analytics 30 3 - 30 3 Integrated Marketing Communication 30 2 - 30 3 Strategic Brand Management 30 2 - 30 3 Wealth Management 30 3 - 30 3

4.1.3 State the components of the curriculum (15) Self Assessed Score: 13

Program curriculum grouping based on course components

The institute follows the AICTE norms in terms of course curriculum designing, the contact hours and the number of credits for each and every course. There is a healthy and logical mix of core courses and electives which also commensurate with the best in class B-Schools in the Country. Over the period, we have offered open electives also to the students to provide an opportunity for holistic, cross functional and integrated development. The institute follows a rigorous process for end term project (Final Research Project-FRP) carrying a process for research, report writing and viva-voce. The institute encourages academia-industry interface through regular guest lectures, workshops, seminars, industrial visits, training programmes and outreach. For every hour of classroom teaching is expected to be supported by minimum three hours of self-study by the students. Therefore, typically 30 hours contact process expects minimum 90 hours of self-study input by the students.

Curriculum Content (% of total number of credits of the Course Component program) Total number of contact hours Total number of credits Program Core (18Core Courses) 59% 540 54 Program Electives (7 Electives) 23% 210 21

Term Papers 4% 40 4

Final Dissertation 7% 60 6 International Immersion program 7% 60 6 Total number of Credits 100.00% 910 91

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4.1.4 Overall quality and level of program curriculum (15) Self Assessed Score:13

In case of affiliated institutions following criteria will be applicable for Program Curriculum: In case of affiliated institutions marks will be on content beyond to cover the gaps; if any from the POs attainment perspective. It will also include the weightage on efforts put in to cover the gaps. The marks distribution will be as given below:

The PGDM Executive programme is an accelerated MBA, keeping this is mind the program is designed specifically for high-performing professionals with work experience. Primarily aimed at grooming Experienced Executives for a General Management role in the Functional Domain with a Global Orientation, the programme is designed with five distinct modules, namely, foundation, functional, internationalization, integration, and dissertation. The programme brings a global perspective to the participants through an international immersion module as a part of the curriculum. which is designed to give students an opportunity to broaden learning and deepen knowledge about an increasingly globalized economic environment. Structured around a visit to an emerging economy such as BRICS nations or Eastern European nation or to a developed one in the Asian region like Singapore or South Korea, the class spends two weeks in the country and is hosted by one of the top local business schools. They attend lectures on the country's economy and society with specific emphasis on issues affecting business and industry; go on field visits to local plants and corporate offices; meet business and government leaders; attend cultural events and visit historical sites to help them understand the intricacies of the country. The participants are also exposed to personal growth lab and an assessment center that ensures a better self-appreciation for the areas of strength and development.

The curricula content and design lays thrust on best-practices in management supported by a sound framework aligned with emerging issues and challenges in management domain. The programme provides a holistic experience of innovative teaching methods, experiential learning, social projects and extra-curricular activities to develop critical thinking and leadership qualities. The planning of programme curricula involves active participation of Academicians, Industry practitioners, Area Conveners, Programme Coordinators, Alumnus and respective area faculty members. Each year one-third of the courses in every functional area undergo an annual course review. The respective area faculty member is required to present the revised course outline in the presence of industry practitioner, academician expert and faculty members. While updating the course, the faculty is given the flexibility to add/update relevant topics, revise

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references, update case studies and articles that are more rigorous and industry relevant which would aid in better

understanding of the theoretical concepts. Any recommendations/ changes suggested by the expert and the area faculty are incorporated and updated in the academic records. Each faculty meticulously aligns the course outcomes with programme objectives and uses an array of pedagogical tools such as case studies, article review, quiz, group projects, live projects etc. to attain the expected outcomes.

The PGDM-Ex curriculum at Lal Bahadur Shastri Institute of Management is an outcome of persistent innovation and incessant review by the faculty with the help of industry practitioners, academia experts, alumnus and students. The Programme equips the students to take up challenging roles in this ever-changing corporate world and society at large with deep ingrained value system. Thus, designing of the programme curricula is a multi-pronged strategy to ensure that the management graduates of LBSIM develop a judicious blend of strategic thinking, tactical implementation, specialized knowledge and general management skills. The 15 months Programme is spread over four trimesters with foundation courses offered in the first year to facilitate thorough understanding of rudimental analysis in every management discipline. Along with 18 core courses and 7 specialisation courses, the student is also expected to present term paper at the end of each trimester.

Quality of curriculum is maintained and continuously upgraded by the mix of following actions:

 Programme Curriculum Design -Contemporary, bench-marked with best in class, inputs from industry experts, leading academicians and subject matter experts.  Continuous Upgradation of course content, making it more contemporary, introduction of new electives  Robust execution: in terms of contact classes, guest lectures, industry interface, workshops, seminars, industry visits, summer internships, end-term projects, online learning resources, assignments, group presentations, mid-term test, quiz, end term examination.

 Quality monitoring: through collaborative efforts by the director, faculty council, faculty members, Area Chairs, Programme Coordinators, Examination Cell  Pedagogy: Continuous improvement in terms of inclusion of latest cases, articles, research papers, software, simulations, databases, e-resources, books and journals, on-line tests, on-line assignments, group assignments 105

 Guest faculty from industry, academics, public life, government, leadership from armed forces.  Alumni are also invited to teach courses, conduct workshops, participate in seminar /conferences  Field assignment and live projects

4.1.1 State the process used to identify extent of compliance of the University curriculum for attaining the Program Outcomes (10) 4.1.2 Appropriateness of gaps identified, and actions taken to bridge the gap (15)

Note: In case program is able to demonstrate the compliance of university curriculum in attaining the program outcomes, then the total 25 marks will be for point (4.1.1) above Process for Compliance of Institute Curriculum The curriculum of the institute complies with broad guidelines provided by AICTE from time to time. The institute makes serious efforts to benchmark its course curriculum with best in class management schools. It’s our effort to revisit, revise & update the curriculum with the latest & changing needs of industry. In order to benchmark our curriculum with the leading b-schools and to meet the industry needs, we have a well-laid down process for periodic curriculum updation and upgradation. Curriculum Revision The institute religiously observes the practice of revising minimum of 1/3rd courses every academic year. This means that all courses undergo necessary revision process once in 3 years. This ensures the course curriculum is agile and update with needs of academic world, industry, government and ever-changing social norms and practices.

Compliance & application of Well Accepted Curriculum  The institute organizational structure has its director at the apex. The institute has Area Chairs and the Programme Chair at the top, reporting to the director. Each course of a programme is delivered with diligence by individual faculty. There is general practice that reasonable decentralization is maintained. Terms academic freedom to individual faculty. However, for proper control & delivery of the contents of course curriculum.

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 There is process of regular meetings of Area Chair(s) with faculty members of a particular domain.  The course curriculum at the beginning of the academic year is revisited in presence of Area-Chair, Area faculty members, industry expert/prominent faculty from other leading b-school. Once the course contents are discussed & deliberated and accepted to be incorporated in the curriculum, the Area Chair along with concerned faculty,

develop the teaching plan in terms of Lectures & modules. There is a laid down practice to include teaching plan, text books, reference books, case studies, Area Chair & concerned faculty meets minimum thrice in a trimester/semester, once before the start of a trimester, second a mid-review is planned and the thirdly at the end of the trimester. The objective is to ensure the compliance of laid down & accepted course curriculum and also to ensure the delivery of course contents in terms of quality parameters laid down in the curriculum.  The evaluation plan in each course curriculum consists of quiz, article review, case study analysis, MCQs, tests, mid-term & end term examination.  The Area-Chair, concerned faculty, Examination department together meet regularly to ensure that evaluation plan for each course is executed in words & spirit. The beginning of end term written exam, there is a policy of question moderation. The objective is to ensure the academic rigor as planned by LBSIM and comply with contents laid down in the course curriculum. Over all policy of the institute to adhere to course objectives and course outcomes. Also, to ensure the connect with programme objectives and programme educational outcomes (PEOs).  The PEOs and Course Outcomes are also achieved through continuous connect with industry, academic world outside LBSIM, Government, Society and various other bodies. The institute on continuous basis connects with its alumni, industry members/leaders, government, society through lectures, industry visits, workshops, conferences, rural immersion progarmme, social immersion programme, Summer internship, end-terms research projects.  Gap Analysis: The gaps in curriculum are assesses and analysed on contnious basis. Since the curriculum development and execution is a continuous process, the institute follows a robust, agile, flexible process to keep the curriculum contemporary and make our students industry ready both in terms of technical and soft skills. Therefore, there are no gaps in progranmme curriculum designing and execution.

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4..2 Learning Processes (75) (100 for affiliated colleges) Self Assessed Score: 61

4.2.1 Describe Processes followed to improve quality of Teaching & Learning (20) (40) Self Assessed Score: 17

(Processes may include adherence to academic calendar and improving instruction methods using pedagogical initiatives such as real world examples, collaborative learning, analysis of data etc. encouraging bright students, assisting weak students etc. The implementation details need to be documented)

Learning Process

Lal Bahadur Shastri Institute of Management (LBSIM) is continuously striving for providing quality management education by adopting effective teaching-learning process. Effective teaching-leaning process involves planning of tasks and activities which are useful for overall development of the students. Teaching-learning process at LBSIM is student oriented and focused on the overall development of their knowledge, skills (analytical, critical etc.) personality and many other aspects.

Adherence to Academic calendar – Academic calendar of LBSIM is an exhaustive list of all the events and activities takes place in an academic year. The calendar includes all the possible activities and events that are beneficial for overall development of a student. Before commencement of the session, an academic calendar is prepared in presence of all Area Conveners, coordinators, and other important office bearers. The timeline of academic calendar is firmly followed throughout the session with minimum deviations. The sample of the academic calendar is attached.

Timetable of an Institution displays what activity to be formed at a time by which segment of students as well as faculty. It points both teacher and scholars’ energy and attention to one thing at a time by placing proportional number of persons at their proper places at the proper time for effective learning. At LBSIM adherence of timetable with annual academic calendar is part of regular institutional practice and followed through points mentioned below.

 Adherence to the calendar Before beginning of the academic session, an academic calendar is prepared in presence of all Area Conveners, coordinators, and other important office bearers. The timetable for each term strictly follows the prepared academic calendar without any deviations. However, some flexibility is kept for few unforeseen exigencies. 108

 Adequate space for tutorials, Foreign language, peer group learning etc. Students joining the Postgraduate Programme come from various domains like engineering, Commerce humanities etc. Acceptable number of slots are provided in the timetable for delivering tutorials of few subjects like Economics, quantitative methods, accounting etc. Students are also supposed to learn foreign language as part of their curriculum for better placement opportunities. They also benefit extended library hours for discussion and learning through peers.

 Industry Visits & corporate Interface. In view of blending theory with real time practices Industrial visits as well as corporate interface sessions are organized by the institute. During industrial visits they understand the factual application of various book-based theories. During CI (Corporate interface) sessions people from corporate visit the institution and render various facts as well as current trends of various industry verticals.

 Self-Development. Just before the preplacement sessions, in the month of September-October students organize mock sessions for practicing mock group-discussions, interviews etc. Few more assemblies are also conceptualized to give them hands on sessions for various software’s as well as data bases.

 Faculty Developed Cases LBSIM is continuously striving for proving quality management education by adopting modern teaching methodologies and sophisticated business techniques. Preparing and adopting case study method of teaching is one of the key features of teaching methodology followed actively at LBSIM. This method of teaching aims to equip students with skillsets required to become effective and capable corporate managers.

Today’s Corporate expects from management institutions to provide them students who are industry-ready from day one of their appointment. To fulfill the corporate expectations LBSIM teaches lots of cases and expose students to various business problems and live organizational situations. The case study method of teaching allows students to do critical thinking, analytical analysis of situations and then developing a framework for effective decision making. These management case studies highlight various business situations that are dynamic— either the shift in technology or competition makes new moves or the government policy undergoes a change. This demands for managerial 109

judgments on a continual basis. Ability to ‘think critically’ is one of the very important aspect which companies look for in the prospective candidates. This is one of our program objectives as well. To fulfill this objective case study teaching is facilitated during the course teaching.

LBSIM also motivates faculty members to write and publish their own cases. These cases are also extensively being used in classroom teaching. Faculty members also encourage & involve students in case study preparations.

 Academia -Industry Interaction Platforms At Lal Bahadur Shastri Institute of Management (LBSIM) a priority is to ensure that practice meets theory across all functional areas. Students have many opportunities for engagement with industry leaders throughout the year. Delhi- NCR is home to a multitude of mid and large sized companies, entrepreneurial ventures and dynamic NGOs, various start-ups that are making Delhi-NCR commercial hub. LBSIM has established close ties with many of them as well as with key companies from across India.

These interactions are not limited to internships and case discussions. The students organize and moderate summits and panels that bring together experts, thinkers and practitioners from Industry. Students also benefit from intensive mentoring by committed and enthusiastic industry professionals.

 International Immersion Program To bring a global perspective to the students of PGDM-Ex program, there is an 8 to 10 days international immersion module as a part of the curriculum. which is designed to give students an opportunity to broaden learning and deepen knowledge about an increasingly globalized economic environment. This year the batch explored the Temasek Polytechnic, Singapore. which is a one amongst the leading institution of higher learning in Singapore. Established in April 1990, it has since gained a reputation for being the most vibrant polytechnic around with 6 academic schools offering more than 37 full time diploma courses with over 15000 full time students enrolled. The immersion program for PGDM-Ex 2018-19 was planned for 8 days i.e. from 17 October,2018 to 25 October,2018.

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 Final Research Projects Final Research Project (FRP) sets a student apart from his or her peers before graduation. This is essential to find meaningful employment in today’s challenging scenario. Undergraduates from last year carry out Final Research Projects (FRP) as a part of their course work.

 Industrial Visits With the view of sensitizing students to the practical challenges faced by business world, Industrial Visits are arranged by the co-ordinators of the program, wherein students visit industries to gain practical knowledge about work culture, along with faculty. These visits, in addition to their classes and tutorials, help students to experience the industrial environment.

 Guest Lectures Corporate leaders visit the LBSIM campus throughout the year to give guest lectures covering varied topics in all functional domains, as well as topics on industry practices and major business developments. These guest lectures serve as a valuable means of interaction between students and practitioners and have helped LBSIM build mutually beneficial long-lasting relationships with the corporate sector

 Live Projects As part of the academic curriculum, students get opportunities to work on live projects throughout the year in different functional areas. Live Projects are the short-Term Industry Projects that students opt for gaining practical knowledge.

 The Mentorship Program by Alumni This program allows students to benefit from the support of recent graduates of the institution. These young alumni connect with students in a relaxed and

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informal manner and discuss with them on how to make the most of their LBSIM experience.

 Encouragement to Bright & Weak Students Bright students are continuously encouraged at Lal Bahadur Shastri Institute of Management. The first platform they get is through Live Projects, wherein they are given chance to interact and work with industry. Also, several awards like Lalita Shastri Award, Amit Chopra Award and the respective discipline awards are given to selected meritorious students.

The weak students are handhold from the very beginning of the sessions. The faculty is asked after every midterm exam about the list of weak students in their respective courses. The students are assigned to a faculty mentor to handhold and discuss their issues. The programme has been designed to leverage the experience and expertise of LBSIM faculty to address, the needs of our students seeking professional and personal development.

At LBSIM, quality of education is viewed as the purity of knowledge acquired by the Faculty along with the standards set up to transform the present state of knowledge of the students’ community to face upcoming challenges effectively and efficiently. Its delivery depends on two pillars: Quality of Faculty and the Quality of Students’ support Systems. At LBSIM, it is truly believed that assuring quality is an incessant and enduring process of delivering the best.

“To pursue Global Standards of excellence in all our endeavors namely teaching, training, research and consultancy and to remain accountable in our core and support functions, through processes of self- evaluation and continuous improvement”

LBSIM believes that in the current, rapidly changing global scenario, the accent is on change and on adoption of the change through enabling operational structure. At LBSIM, higher education manifests itself with multiple objectives, some of which can be delineated as under:

 To invite the Human resource managers of top Indian & multinational corporation for the national HR Conference.  To facilitate intensive Interaction of students and faculty with industry through seminars and conferences.

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 To help students understand the intricacies of the real corporate world by facilitating guest lecturers from the corporate which is an indirect outcome of Outreach program only.  To revitalize the existing relationships with the industry and to form new ties with new organizations in the dynamic business environment.  To constantly upgrade the course curriculum as per the needs of the industry and to make students more industry-ready by the end of each session.  To meet the alumnus in the respective organizations and to apprise them about latest developments in the institute.

4.2.2. Quality of continuous assessment and evaluation processes (40) Self Assessed Score: 33

Evaluation, grading and computation of CGPA

The PGDM Executive programs consist of four trimesters.

A. Components of Evaluation

1. Each 3-credit course is evaluated for 100 marks (Internal Assessments – 60 marks and End Term Examination – 40 marks) and the total marks scored are finally converted into grades.

2. The Internal evaluation (60 marks) shall comprise the following components a) Mid-term examination: 20 marks b) For the remaining part of internal evaluation (40 marks), concerned faculty member may use a combination of at least three components, other than Class Participation (if any), from the options given below. i. Quiz(s) (announced or unannounced) ii. Individual Term paper / Case study write-up iii. Individual Article review iv. Individual oral exam (Viva) v. Individual / Team Assignment vi. Individual / Team Project vii. Individual / Team Case Presentations viii. Class Participation (max 5%) No single component shall have a weightage of more than 15 marks. Actual weightage for each component shall be decided by the individual faculty for the

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course and announced at the beginning of the Term.

3. End Term Project Study carries 200 Marks, of which 50 marks are for Viva- voce and 150 marks for Project work/Report. The best Project Study for each program shall be awarded a Gold Medal.

B. Standardization of components

Whenever two or more faculty members are teaching a course, concerned area convener shall nominate one of them to act as the facilitator for that course. In case certain course is taught only by a visiting faculty, area convener shall nominate a core faculty from the area, to pair with the visiting faculty as ‘facilitator’ and to gain

necessary exposure in that specialization. Facilitator shall be responsible to coordinate for the following 1) Circulation of common course outline to students of all sections through PGP Office 2) Standardization of textbooks and other reading material 3) Common Cases to be used in the course 4) Common components of evaluation (and the weights attached to each component) 5) Prepare and circulate a report on course coverage in each section when the course facilitator (or the Visiting Faculty, wherever the course is taught only by a visiting faculty) completes 10 sessions 6) Common question papers for the end-term examinations. 7) Common question papers for mid-term examinations, wherever possible.

C. Use of Unfair Means (UFM) during Examination 1) The Institute follows a ZERO TOLERANCE policy for any student found using UFM during exams and all UFM cases are referred to the Discipline/Academic Standing Committee for strict action. 2) Any student found in possession of electronic devices/ cell phones, any reading material / hand-written material, during examination shall automatically be held liable for UFM case. 3) Any student found guilty by Academic Discipline Committee of UFM during examination, his/her paper would be cancelled, and he/she must re-appear in that examination as and when permitted for such debarred candidates by Examination Cell/ PGP Office. The committee may impose a fine of up to Rs. 5,000/- or may send a warning letter to student’s parents. Such students will receive 2 grades lower than what has been achieved in the repeat examination. This will not be applied in case the student only scores a passing ‘D’ grade. Any 114

student committing UFM for the second time during the program will result in his/her withdrawal from the program. 4) Students with UFM in Examination cases will not be eligible for any office bearer position in any student body. If student holds that office already, he/she will have to resign from such position immediately. 5) All the above shall be applicable to both Mid-Term & End Term Examinations.

D. Evaluation of components

For every component of evaluation, the concerned faculty member shall award marks and show the answer scripts to the students within 10 days of holding/conducting that evaluation component. Faculty members shall only award marks for each component of evaluation and submit marks to the Examination Branch. The conversion of total marks for the course into letter grades shall be done centrally by

the Examination Branch. A student, who desires clarification on marks awarded, may discuss the matter with the concerned faculty immediately on receiving the marks, so that the marks sent by the faculty to the examination branch are final.

Whenever two or more faculty members are teaching a course, as far as possible, evaluation work shall be so divided that any given component is evaluated by the same faculty for students of all sections. For end-term exams, this could be achieved by dividing the question paper into parts and each faculty could evaluate one part, for students of all sections.

E. Award of marks 1) For every component of evaluation, the concerned faculty member shall award marks and show the answer scripts to the students within 10 days of holding/conducting that evaluation component. 2) Faculty members shall only award marks for each component of evaluation and submit marks to the Examination Branch. The conversion of total marks for the course into letter grades shall be done centrally by the Examination Branch. A student, who desires clarification on marks awarded, may discuss the matter with the concerned faculty immediately on receiving the marks, so that the marks sent by the faculty to the examination branch are final. 3) Minimum marks for passing each course is 45 out of 100 (total of Internal assessments and end-term exam). 4) Whenever two or more faculty members are teaching a course, as far as possible, evaluation work shall be so divided that any given component is evaluated by the same faculty for students of all sections. For end-term exams, this

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could be achieved by dividing the question paper into parts and each faculty could evaluate one part, for students of all sections.

F. Converting marks into grades 1) Faculty member shall only communicate the marks for each component to the students. Examination branch shall determine the Grades for each course, within three weeks of the conclusion of end-term exams and announce the grades to students, along with TGPA/CGPA, after the results are finalized and approved by the faculty council. 2) Whenever two or more faculty members teach a course; say faculty X teaches sections A, B and faculty Y teaches section C, grading procedure shall be applied for sections A, B together and separately for section C. This is to avoid the impact of differences in marking on the final grades. This is followed even when a common question paper and a common marking scheme are used across all sections. 3) For students who appear for the end-term examination and qualify the passing criteria (minimum of 45% marks, after adding up the marks scored in internals and end-term examination), conversion of their marks into grades shall be done by applying the following procedure. a) For a given course, determine the highest score (after excluding the outliers, if any) from all students taught by the same faculty and compute the range as given by (Range = Highest score – 45.00). b) Divide the ‘Range’ by 7 to arrive at the Grading Interval (GI) and round it off to the first decimal. (GI = Range/7) c) Using the GI obtained at step 2, construct a grading table as shown below: Marks Range Grade Description Grade Points (45 + 6*GI + .01) and above A+ Outstanding 10 (45 + 5*GI + .01) ~ (45 + 6*GI) A Excellent 9 (45 + 4*GI + .01) ~ (45 + 5*GI) B+ Very Good 8 (45 + 3*GI + .01) ~ (45 + 4*GI) B Good 7

(45 + 2*GI + .01) ~ (45 + 3*GI) C+ Average 6 (45 + 1*GI+.01) ~ (45 + 2*GI) C Below Average 5 45 ~ (45 + 1*GI) D Marginal 4 Not qualifying to pass F Fail 0 d) Convert student’s total marks in each course into a grade as per the table. e) Examine the combined distribution of grades, of all sections that were taught by the same faculty. In case the number of students in A+ and A grades together is < 25% of the total number of students taught by the faculty, accept that grading as final.

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f) In case the number of students in A+ and A grades together, exceeds 25% of the total number of students taught by a faculty, increase the GI by 5%, rework the grades for that course and go back to step 5. g) Exceptional cases, where grading distribution does not satisfy the requirement at step 5, even after 10 revisions in the GI, matter may be referred to the Examination Committee, appointed by the director. h) Based on the grades earned by a student, calculate the Term Grade Point Average (TGPA) and Cumulative Grade Point Average (CGPA) using the formulae given below: CGCG...... TGPA  1 1 2 2 CC12...... Ci is the credit assigned to a course and Gi is grade point earned in that course. i) In case any student requires a certification of marks scored the formula for conversion shall be % of Marks = (CGPA-0.5) * 10

j) The conversion of CGPA into equivalent percentage marks is given in the following table: CGP Equivalent A Percentage 5.5 50% 6.5 60% 7.0 65% 7.5 70% 8.0 75% k) Those who reappear in any exam or course it will be mentioned in the final grade sheet.

G. Important Requirements: 1) Each student must attain a minimum CGPA of 5.00 at the end of first year and should not have their count of I (Incomplete) and F (Fail) grades more than 3. Those who fail to meet the twin criteria of CGPA and the count of I/F grades, shall not be promoted to the second year and will need to improve their grades by repeating certain 1st year courses, where they have ‘F’ or ‘D’ grades. Those who are promoted to the second year with < 3 backlogs (I or F grade) must clear those courses by appearing for End-term exams, as and when scheduled

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for the next batch. No separate/extra classes would be arranged for such students. 2) To qualify for the award of PGDM, students must attain a minimum CGPA of 5.00 at the end of the program and should not have any I or F grades.

H. Other Provisions: 1) If any student falls short of attendance requirements for any course(s), he/she would be debarred from end-term exam(s), awarded an ‘F’ grade for such course(s) and ‘zero points’ would be added while computing TGPA/CGPA. 2) If a student misses any component of internal evaluation or delays submission of any projects/reports etc. the concerned faculty may, at his/her discretion offer an alternative assignment or allow delayed submission. However, no faculty member shall exercise such discretion for any scheduled exam(s). 3) There will be no supplementary /reappear exam for Mid Term exams missed out for any reasons. 4) If any student misses the end-term exam for any course(s), due to unavoidable reasons (subject to approval from the Director) he/she shall be awarded an ‘I’ grade and such course(s) shall not be included in computation of student’s TGPA/CGPA.

5) If any student fails to secure 45% marks (total of internals and end-term marks), he/she would be awarded an ‘F’ grade for such course(s) and ‘zero points’ would be added while computing TGPA/CGPA. 6) All the students, who are awarded I or F grades as above or for any other reason(s), will need to clear their backlog by appearing for the make-up exams by paying the applicable fees. Supplementary exams for Terms I, II, IV and V will be held with the End-Term exams of Term II, III, V and VI respectively. Supplementary exam for Term III will be held at the start of Term IV and Supplementary exam for Term VI will be scheduled before the start of academic vacation. 7) Academically weak students would be identified and counseled on a regular basis. 8) If any student is unable to qualify the requirements, even after availing the above opportunities, he/she can clear the backlogs by appearing for end-term exam for the course(s) as and when scheduled, as an ex-student, within the maximum stipulated period for completion of the program. 9) Marks scored by students in the Make-up exams shall be added to the internal marks (carried forward from the term where he/she originally attended the course) to arrive at the total scores. As and when the student earns passing marks, his/her grades for such course(s), will be determined using the final grading table (old table) that was used for awarding grades to other students of his/her batch and 118

section(s). The revised grade shall replace the ‘F’ or ‘I’ grade(s) and corresponding points would be used for TGPA/CGPA computation. 10) If a student is not satisfied with any issues relating to his/her marks or grades in any course(s), student may approach the Examination Branch with his/her grievances and seek revaluation/resolution of the matter as per the procedures laid down by the examination branch.

Student Feedback, Continous evaluation process and curriculum quality enhancement

The institute has a robust process for taking student feedback on each course curriculum, content, delivery and overall experience during the teaching- learning process. In each trimester and for each course the student feedback is taken by the Director’s office on following parameters:

 Depth in teaching  Adequacy of reading material  Suitability of examples / cases / exercises / project  Expression and communication  Enforcement of discipline  Timeliness of feedback / evaluation  Achievement of course objectives  Interest evoked in the subject  Overall rating of the course

Note: Each student is expected to rate the course curriculum on a 5 point scale as given below:

Ratings on a 5-point scale: 5: Excellent, 4: Good, 3: Fair, 2: Average, 1: Poor

Process of Student Feedback:

The student feedback is taken at the end of each trimester in the last week of the trimester. The PGP office and the Computer Lab organizes the student feedback through ERP system. Each student is expected to register their course wise and faculty wise feedback on ERP system. The students are given about a week’s time to register their feedback. No student is allowed to sit in the end term written exam till he/ she registers the feedback. This ensures 100% students are registering the course and faculty feedback. The ERP system registers the student feedback which is accessible on to the Director’s office. The Director’s office compiles all the feedback and produces it to the Director.

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The student feedback is an important element in terms of quality of continuous assessment and evaluation process. The student feedback as a whole offers an insight into our endevour of maintaining high standards of curriculum, teaching-learning process. The PGP office, the Programme Coordinators and the Area Chairs are called by the Director and the overall briefing is provided to them about the student feedback before the beginning of next trimester. This ensures the maintainence of high standards in the course curriculum. It also helps the PGP office to take appropriate decsisions about the visiting faculty and their teaching quality for future.

The student feedback also acts as a very important input for the Director in continuous evaluation of faculty performance and as a tool for counseling and improving the teaching quality. At the end of every trimester, the Director’s office organizes schedule for meeting of the Director and individual faculty. The Director discusses the previous trimester’s student feedback of their respective courses. This gives an opportunity for formal discussion between individual faculty and the Director and enables the institute in terms of teaching-learning quality enhancement. There is an informal process of student feedback which is facilitated through student representative body ‘Management Grid’ which comprises of both boys and girl representative of the PGDM students. The Management Grid meets PGP office, the Programme Chairs frequently and informally. They also share their experiences on various aspects of teaching and learning quality. Their feedback is taken into consideration by the Progarmme Chairs, Area Chairs who in turn meet the Director periodically to discuss the student feedback and take corrective measures during the trimester and by the end of each trimester.

The summary of last three year’s student feeback from the Director’s office is shown in the Annexure IV(B). The individual trimester and individual course/faculty feedback are available in Director’s office for perusal.

4.2.3. Quality of student reports/dissertation (15) (20) Self Assessed Score: 11

Quality of the project is measured in terms of  Very clear and concise objectives  Very clear methodology articulated using technical terms indicating all steps and tools  Cites substantial current and good quality literature  Clarity in research methodology  Benchmarks used / Assumptions made  Interpretation of results and justification thereof and validity of the results 120

presented.  Overall presentation of the report

Final Research Project:

Final Research Project (FRP) is a compulsory course carrying maximum marks 200 (equivalent to 6 credits). It commences from middle of Trimester IV and is required to be completed in 4 months’ time, ending at October. FRP allows the exploration of a topic in the student's "area" of interest. The course is guided by a faculty guide/mentor and provides an opportunity to individual student to pursue research in the specific area(s) of interest in depth. The study is comprehensive and is an integration of several fields of study to search solution(s) to a single problem. The four months period gives a valuable experience in the research process like problem identification, problem definition, systematic literature review, collection of relevant data, data analysis and drawing conclusions. FRP gives an opportunity to students to take initiative, use cognitive and analytical skills to complete an individual project well beyond the regular curriculum. FRP process ends in the form of a report submission, power point presentation before external panel and a viva-voce.

A research project is a scientific attempt to answer a research problem. The research projects may include Case series, controlled trial, Survey, Secondary data analysis such as decision analysis, cost effectiveness analysis or meta-analysis etc. The essence of completing a research project during postgraduation provide cutting edge to the participant as well as make him understand different decision-making tools. At LBSIM FRP (Final research project) is a 200 marks compulsory slice of PGDM course which is to be completed by the student in his/her second year. The process of perusing research project is spread across various stages throughout second year and has to be submitted by term VI.

The steps involved in Final Research Project are as under:

 The project study approval initiated in July every year. The student opts for a faculty guide and submit the synopsis by Mid August. The synopsis is prepared by the student in consultation with the FRP guide allocated by the PGP office. The synopsis includes title, introduction of the study, objectives, hypothysis, research methodology and references and carry 5% weightage.

 The student starts the project under the guidance of the respective project guide and start working on literature review, research methodology and field work.  The mid term review is held generally in the month of October/November. Mid term 121

review is conducte by a panel of minimum two faculty members. The student is expected to give 10-20 min of presentation followed by question answer session and feedback from the panel. The exercise also carries 10% weightage of marks.  The student is expected to meet the FRP guide to discuss the feedback provided by the panel and incorporate the changes suggested by the panel.

The meetings with the faculty guide are also need to be recorded by the student and they carry 15% weightage. Each student is expected to complete the report by 1st week of January and submit a soft copy of his final report to the respective faculty guide. The faculty guide is also expected to review the report and assess on different parameters like objectives, literature review, research methodology, data collection, data analysis, data interpretation, benchmarks and assumptions, infrences, conclusions, suggestions and references. The faculty guide must also ensure that each report is checked on account of Plagiarism. No report is accepted by the faculty and the PGP office if the plagiarism is found beyond the acceptable level as established by the PGP office. This carries 10% weightage.

This process is followed by final submission of hard bound copy of FRP report along with soft copy in CD form duly labled. The hard copy has to be submitted as per the standards set by PGP office at LBSIM.

The final evaluation of FRP and viva-voce is held in second week of February where a panel comprising of external experts from industry/ academia and an internal faculty evaluates the candidate on various parameters as mentioned in the FRP guidelines. The final viva-voce and presentatation carry 20% weightage while the final report submitted in hard form carries 40% weightage. The final report in hard copy is evaluated by the panel at the end of process.

In this way, there are stage wise allocation of marks and continuous evaluation in FRP to ensure the quality of FRP.

The list of FRP reports is reflected in Annexure IV.

Note: Semester may be read as Trimester/Semester/Yearly as applicable

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CRITERION 5 Student Quality and Performance 100 Self Assessed Score: 81 LBSIM is maintaining consistency in the student’s quality and performance. In case of both PGDM General & PGDM Finance programs, the intake of students over the period of last 3 years shows a consistent ratio of 1:2 with respect to within the state and outside state students. When we look at the work experience, the ratio of experienced students to the freshers is also 1:2.

Total number of students Admitted 60 PGDM Executive No. of students admitted

Sanctioned Within Outside Other Management Other Year Fresher Experienced* Total Intake State State Country Stream Streams

CAY – M 4 0 0 1 3 0 4 4 60 2018 F 3 0 0 0 3 0 3 3

CAYm1 M 0 0 0 0 0 0 0 0 60 – 2017 F 0 0 0 0 0 0 0 0

CAYm2 M 5 0 0 1 4 0 5 5 60 – 2016 F 2 0 0 0 2 0 2 2 Total number of students Admitted 14

Table 5.1 - Student Intake

Year of entry Total number of students Number of students who have completed admitted I Year II Year 2018- 6 6 2018 - 6 2017-0 CAY 2017-0 2017- 0 7 2017- 0 2016- 7 CAYm1 2016-7 2016- 7 9 2016 -7 2015 -2 CAYm2 (LYG) 2015- 2 2015- 2 9 2015- 2 2014-7+ S 1 CAYm3 (LYGm1) 2014-7 2014- 7 10 2014 -7 2013-2 CAYm4 (LYGm2) 2013- 3

Table 5.2 – Success Rate 123

CAY=Current Academic Year CAYm1: Current Academic Year minus 1 CAYm2: Current Academic Year minus 2 = Last Year Graduate (LYG) CAYm3: Current Academic Year minus 3 = Last Year Graduate minus 1 (LYGm1) CAYm4: Current Academic Year minus 4 = Last Year Graduate minus 2 (LYGm2)

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5.1. Enrollment Ratio (Admissions) (20) Self Assessed Score: 8

Enrolment Ratio= Number of students admitted/ Sanctioned intake

In last three years, ie., 2018-19, 2017-18, 2016-17 the sanctioned intake had been 60 each year and the number of student admitted in each year is less than 60. Therefore, the institute has enrollment ratio is less than 1 in all three years.

Item

Marks (Students enrolled at the First Year Level on average basis during the last three years starting from current academic year) >=90% students enrolled

>=80% students enrolled

>=70% students enrolled

>=60% students enrolled 8

5.2. Success Rate (Students clearing in minimum time) (10) Self Assessed Score: 10

S.I. = Number of students completing program in minimum duration / Number of students admitted Average SI = Mean of Success Index (SI) for past three batches Success rate = 10 × Average SI

Last Year of Last Year of Last Year of Item Graduate, Graduate minus Graduate minus 2, LYG 1, LYGm1 LYGm2 2017 2016 2015- Number of students admitted 0 7 2

0 7 2 Number of students who have graduated in minimum time

0 1 1 Success Index (SI) 10 Average SI

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5.3 Academic Performance (Percentage marks scored) (10)

Self Assessed Score: 8 Academic Performance = Average API (Academic Performance Index)

API = ((Mean of final Year Grade Point Average of all successful Students on a 10-point scale) or (Mean of the percentage of marks of all successful students in final year/10)) x (number of successful students/number of students appeared in the examination) Successful students are those who have passed in all final year courses.

Academic Performance CAYm1 CAYm2 CAYm3 2017 2016 2015 Mean of CGPA or Mean Percentage of all successful 0 7.42 7.93 students (X) 0 7 2 Total no. of successful students (Y) 0 7 2 Total no. of students appeared in the examination (Z)

API = x* (Y/Z) AP 1 AP 2 AP 3 0 7.42 7.93 7.67 Average API = (AP1 + AP2 + AP3)/3

5.4 Placement, Higher Studies and Entrepreneurship (40) Self Assessed Score: 40 Assessment Points = 30 × average placement; N is the total no. of students admitted in first year

CAYm1 CAYm2 CAYm3 Item

No. of students placed in companies or Government Sector (x) 0 7 2

No. of students pursuing Ph.D. / Higher Studies (y) 0 0 0

No. of students turned entrepreneur (In the areas related to management 0 0 0 discipline) (z) x + y + z = 0 7 2

Placement Index: (x + y + z)/N 0 1 1 1 Average placement= (P1 + P2 + P3)/3

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40 Assessment Points = 40 × average placement

5.4a. Provide the placement data in the below mentioned format with the name of the program and the assessment year:

Programs Name and Assessment Year Table 5.4a Placement Year 2017 (Batch 2016-17)

Programs Name and Assessment Year Appointment letter Name of the Name of the PS.no. Enrollment no. reference no. with student placed Employer l date a 1 TARUN JAIN 1/16 KPMG Oct 2017 c 2 PRAKASH JHA 2/16 American Express Nov 2017 3 RAJIV 3/16 Flipkart Nov 2017 e 4 DILPREET SINGH 4/16 Oct 2017 m 5 CHANDAN JHA 5/16 Self Employed e 6 CHHAVI CHADHA 6/16 Grand Thrompton Oct 2017 n 7 NEHA OBEROI 7/16 Accenture Nov 2017 t Year 2019 (Batch 2018-19) Placement under process

Programs Name and Assessment Year

Appointment letter Name of the Name of the S.no. Enrollment no. reference no. with student placed Employer date 1 UTSAV Kumar 09/05/2018 2 RAJESH DEWANI 09/05/2018 3 SHILPA kumar 12/06/2018 4 SUCHESH DEY 19/06/2018 5 AAMBI

SRIVASTAVA 21/07/2018 6 NITIN KUMAR 21/07/2018

5.5 Student Diversity (5) Self Assessed Score: 5

Total number of students Admitted 60 PGDM Executive 127

No. of students admitted

Sanctioned Within Outside Other Management Other Year Fresher Experienced* Total Intake State State Country Stream Streams

CAY - M 4 0 0 1 3 0 4 4 60 2018 F 3 0 0 0 3 0 3 3

CAYm1 - M 0 0 0 0 0 0 0 0 60 2017 F 0 0 0 0 0 0 0 0

CAYm2 - M 5 0 0 1 4 0 5 5 60 2016 F 2 0 0 0 2 0 2 2 Total number of students Admitted 14

5.6 Professional Activities (15) Self Assessed Score: 10

5.6.1 Students’ participation in Professional societies/chapters and organizing management events (5) Self Assessed Score: 5

(Provide relevant details)

Social Immersion Programme

Lal Bahadur Shastri Institute of Management (LBSIM), Delhi is a premier institute for management and information technology education in the country. Established in 1995, with a modest beginning, the Institute has come to be recognized as one of the pioneering business schools in India. It takes pride in providing value-based management education, thus producing a cadre base of professionals with a humane and pragmatic approach towards corporate excellence. The Institute is continuously striving for providing quality management education by adopting modern teaching methodologies and sophisticated business techniques. The business challenges that are thrown open by the process of globalization and liberalization are addressed by the Institute through upgradation in its course content and pedagogy. It aims to equip students with skill-sets required to become effective and capable corporate managers. The institute strives to nurture conscientiousness and responsibility towards governance, society and ecology besides market competitiveness among its students.

As a part of experiential learning process, faculty members and the students of Lal Bahadur Shastri Institute of Management, Delhi had been engaged to become part of Social Immersion Programme being initiated and conducted in guidance and collaboration with the National Skill Development Corporation from 3rd of August to the 13th of August 2018. 128

National Skill Development Corporation India (NSDC), established in 2009, is a not- for- profit company set up by the Ministry of Finance, under Section 25 of the Companies Act,1956 corresponding to Section 8 of the Companies Act,2013. NSDC aims to promote skill development by catalysing creation of large, quality and for-profit vocational institutions. Further, the organization provides funding to build scalable and profitable vocational training initiatives. Its mandate is also to enable support system which focuses on quality assurance, information systems and train the trainer academies either directly or through partnerships. NSDC acts as a catalyst in skill development by providing funding to enterprises, companies and organizations that provide skill training. It also develops appropriate models to enhance, support and coordinate private sector initiatives. The differentiated focus on various sectors under NSDC’s purview and its understanding of their viability will make every sector attractive to private investment.

Over 300 students of LBSIM were part of 32 projects under the aegis of the National Skill Development Corporation whereby they would study and analyze varied sectors of the Indian economy and society spread across 18 states of the country. Faculty of LBSIM, officials of NSDC and local partners will mentor these projects and will closely work with students. Some of these projects include: About 110 students and several our faculty travelled far off districts.

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This comes as part of our endeavour to create socially sensitive leaders by exposing them to sectors of the society and economy otherwise missed by regular management education.

Social Immersion reports are published in Book Form in two volumes

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RURAL IMMERSION PROGRAMME:

Keeping in mind our mission of societal responsibility, 34 students from our Institute visited the Jhabua district in Madhya Pradesh under the guidance of an NGO ‘Shivganga’ as a part of the Rural Immersion Program 2018 for an 8-day visit.

The objective of this program was to acquaint young managers with the real rural India while developing sustainable solutions for challenges encountered during the interactions. The students were taken to a rural setting, wherein they interacted, learned and shared their thoughts with the village community and tried to implement their findings to make the problem solving realistic and practical. Some of the aspects covered were Elementary education, Health and sanitation, Self-help groups, Water conservation and Forest conservation. The students worked under the able guidance of Dr Gaurav Joshi, who inspired the students by his expert knowledge of rural setup.

They visited several hospitals, houses, mother and child care centres, etc to see the ground reality concerning the implementation of government policies and conducted a survey to better understand the problem and come up with the solutions. They also met with the district magistrate Ashish Saxena along with Manish Kumar, Deputy president, Madhya Pradesh to talk about the root cause of problems and help eradicate it.

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Dishank Module

The student body, Management Grid organizes a fort night of Dishank Module wherein the second-year students introduce different clubs and their activities to the first-year students. The skill sets, the capability, the talent required, and various activities of different clubs are presented before the new joinees. It helps in bond building amongst the senior and the junior students. Also, it facilitates showcasing different clubs and their activities to the first-year students. Through this activity, the first- year students are inspired to join at least one or two extra curriculur activities for the next two years of PGDM. Various clubs help a student to develop his/ her all round capabilities and skill sets.

Dishank Module Schedule

Section A Section B Section C SectionD Section E&F Monday (9 July 2018) 2:00pm - 2:30pm Genesis 2:45pm - 3:15pm Plithos 3:30pm - 4:00pm Cerebrate 4:00pm - 4:30pm Finesse Eureka E-Cell 4:30pm - 5:00pm Nivesh Sparsh Zenith Hrythm Tuesday (10 July 2018) 9:45am - 10:15am Sparsh 10:30am -11:00am Mirage 2:15pm - 2:45pm Zenith 132

3:30pm - 4:00pm Cerebrate 4:00pm - 4:30pm Finesse Plithos Nivesh 4:15pm - 4:45pm Eureka 4:45pm - 5:15pm Sponsorship Genesis Hrythm 5:00pm - 5:30pm Mirage Wednesday (11 July 2018) 1:15pm - 1:45pm Genesis 2:15pm - 2:45pm Eureka MnC Genesis 3:00pm-3:30pm Hrythm Mirage Plithos 3:45pm - 4:15pm Sparsh Nivesh Plithos Cerebrate 4:30pm - 5:00pm Finesse Eureka Nivesh 5:15pm - 5:45pm E-Cell Sponsorship Thursday (12 July 2018) 11:45am -12:15pm Zenith 12:30pm - 1:00pm Hrythm 2:30pm - 3:00pm Sponsorship Genesis 3:15pm - 3:45pm Cerebrate Hrythm 4:00pm - 4:30pm MnC E-Cell Sponsorship 4:45pm - 5:15pm Zenith Sparsh Finesse 5:15pm - 5:45pm E-Cell Friday (13 July 2018) 2:30pm - 3:00pm Eureka 3:15pm-3:45pm Cerebrate 4:00pm - 4:30pm Mirage Zenith MnC 4:45pm - 5:15pm Mirage Sponsorship MnC Finesse Sparsh Saturday (14 July 2018) 2:15pm - 2:45pm MnC 3:00pm-3:30pm E-Cell 4:00pm - 4:30pm Plithos 4:45pm - 5:15pm Nivesh

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Academic Clubs

Genesis- The marketing club of LBSIM A club for the future marketers to hone and nurture their skills so they can be ready to face the market in coming years. The club basically works on the objective of sharing knowledge, building in the marketers the drive to be creative & innovative, and improve upon their marketing skills, putting theoretical concepts into practice and do things, which is beyond the course material.

The key activities of the club are: Case Study Development, Workshops basically to help develop creative skills such as Print Ads, Video, Films, etc., Research Paper Presentations, Articles Writing, Blogging, and Monthly Events for developing practical marketing concepts.

The members are updated about the current trends in the industry, social media, digital marketing, and various other concepts through regular club meetings and inculcating in them a passion to work on current trends.

Some of our initiatives, which we are working on presently are the annual institute magazine, development of a blogging site for the marketers to put in their articles and work so that they can build their own analytical aspect of things.

Finesse- The finance and economics club of LBSIM A club for finance enthusiasts, to nurture & enhance the fin quotient of students, and to foster an environment that encourages a culture of continuous learning & application of the same.

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The club has been formed with an objective of sharing knowledge and information about the financial sector and bringing about active participation. In our view, one of the very important roles of any academic club is to help put theoretical foundations to practice, and in a way different from the mundane course projects. Which is why, we build on different methods to provide exhaustive coverage of a financial event or practice.

The key activities at the club includes - Workshops (such as on excel, financial statements analysis, financial modeling, amongst others), Guest Lectures (from the area of stock markets, investment banking, amongst others), Individual and Group Projects (in financial instruments, industry research, stock markets).

Cerebrate- The strategic club of LBSIM The General Management Club of LBSIM is instrumental in assimilating and inculcating the discipline and knowledge of all spheres of management at one place. We believe that it is most essential for the budding managers to have a fair amount of knowledge about each domain of management and all members of Cerebrate strive to learn more about them.

This goal is accomplished through our weekly activities which are as follows: Sneak Peaks: We study, select, and collate the most important weekly news from leading newspapers and circulate it through email among our fellow students. Glossjects: We research and prepare a document of some important terms that are essential for a budding manager to know and circulate it through our e-mail. Snapshot: Document highlighting the important events that have taken place in a particular sector and a particular company in that sector. Besides these activities, we have case studies, group discussions, role plays, and management games, and presentations for & by our members.

Eureka- The operations and systems club of LBSIM Eureka is the Operations and Systems club of LBSIM, Delhi. It is a platform for enthusiasts to nurture and enhance their theoretical foundations and application in the field of Strategy, Systems, and Operations Management.

Operations are the only MBA subject that concerns itself with actually making products and providing services - the ultimate purpose of business.

A systems specialization is primarily concerned with the integration of business processes with technology.

This academic club of LBSIM, Delhi has been formed with an objective of sharing knowledge and information in the areas of Systems and Operations.

Members are updated on the latest trends and developments in these fields by regular club meetings. 135

Hrythm- The HR Club of LBSIM HRythm is an academic club of Lal Bahadur Shastri Institute of Management that focuses on HR. The club is responsible for organizing HR events at the annual inter B-school Fest, Tatva, Student Workshops, Simulation Exercises, and various other events during the academic year. The club is also responsible for the HR Section of the Institute Magazine, Torchbearers.

Non-Academic Clubs Media & Communication Media and communication cell acts as connect between the institute and the outside world. It’s our job to keep the outside world informed, about everything in the institute: recent events, campus life, etc. We communicate with various media personnel and invite them to cover various events held at our institute. We have recently initiated blog, which has articles written by our students, regarding the experiences in the institute. We do our best to help aspiring students with their queries and admission procedure. We keep in touch with them through social networking sites like Pagalguy, Facebook, etc

Entrepreneurship Cell E-cell as the name suggests works with the industry and co-entrepreneurs to plan and develop technologies and ideas. The intent is to develop business acumen and start-up culture among students. We want students of LBSIM to become job creators today or in future times to come.

It organizes Brainstorming sessions to develop feasible projects and an opportunity to apply and hone skills through live projects and industry interaction and collaborations. It also strokes the entrepreneurial spirit through interaction with entrepreneurs, micro entrepreneurship events, and showcasing successful venture case studies and associates students with ventures in incubation to provide them hands on experience of day to-day workings and problems faced by start-ups.

Taking the first step towards this vision, we have introduced three Campus Startups in the tenure 17-18 towards providing better student facility and helping the society through better environment.

1. Campus Stationery: We have started a stationery supply system by students, for the students. Started with mere Rs 2000, it is a facility centre to cater needs of stationery of the students in the institute. It is a one-stop window for the requirements and we are trying to fill the gap.

2. WattGuards: This is an electrical industry inclined startup working as a support B2B for the solar industry. It provides skilled labour and material required to successfully install solar plants. It has tie- ups with some of the leading companies for the service.

3. Urban Farms: This is currently at an idea stage. It works towards developing urban farms and also educating societies to adopt the same. It is working to develop and automated and sustainable business culture which improves the environment. 136

All the above initiatives are currently not-for-profit and work within mentorship and guidance of experience students, staff and faculty. Students not only learn on how to manage a business but also learn skills towards working in other’s business!

Plithos- The debating society of LBSIM The debating society of an institute is the mirror of the bright young minds of the institute. It is a platform for sharing knowledge and voicing one’s opinion on matters of importance of our society. Annual debate competitions of colleges are a grand affair and it brews healthy competition amongst budding leaders of various colleges.

The debaters of LBSIM have shown enthusiasm & zeal and have brought glory to the institute.

Cultural Clubs at LBSIM

The Cultural Club @ LBSIM consists of four sub-clubs namely ‘Abhivyakti’- dramatics club; ‘Razmattaz’- dance club; ‘Vouge’- fashion club, and ‘Mantra’- music club. These clubs and their achievements are very briefly described below:

Abhivyakti Abhivyakti is a family of talented bunch of actors with lot of enthusiasm and zeal to perform. It has consistently won the laurels for the institute at various inter B-school stage events as well as street plays. Some of the past laurels of the club are:

Razmattazz Razmattaz is the dance group at LBSIM, which brings energetic people from varied backgrounds together to let them express themselves to the groove of music. Last year on the eve of cultural week, Razzmatazz night and Tatva, the students enthralled the audience by their splendid Bhangra and Western Dance performances.

Vogue Vogue, The fashion club is the show stopper of the institute. They left the audience mesmerized with their exceptional performances. When it comes to winning laurels at various events, the club is second to none. During Tatva 2012, the annual fest of LBSIM, ‘Vogue - the fashion event’, which witnessed participation from various colleges; Vogue was honoured with the first prize. Following up on its winning streak, Vogue was awarded the third position at Chaos 2012, the annual fest organized by Indian Institute of Management, Ahmedabad. In September 2011, the club participated and won the second prize in the fashion parade at Varchasva 2011, the annual fest of Indian Institute of Management, Lucknow.

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Mantra When emotions flow, they come out in the form of music, symphony, melody, harmony, and rhythm. And that is what, MANTRA is created of. MANTRA is all about sur, taal, and lay aurgeet. The club represents LBSIM’s values to the Culture and Music.

MANTRA helps blossom the intrinsic talent by actively participating and organizing various events. The club organizes MANTRA NIGHT, one of the famous events in LBSIM. It actively participates in talent night and TATVA - Annual Fest LBSIM.

5.6.2. Students’ publications (10) Self Assessed Score: 5

(List the publications along with the names of the authors and publishers, etc.)

 Jaidev B., Garg S, Makkar.S, 2019 “Artificial Intelligence to Prevent Road Accidents”, International Journal of Machine Learning & Networked Collaborative Engineering. Vol 3, Iss 1, pp 35-45

 S. Makkar, Ashirwad K S, Sweta S M, 2019 “Challenges and Opportunities of Internet of Things for Health Care” A Handbook of Internet of Things in Biomedical and Cyber Physical System, Chapter 12, Vol 165, Springer Nature Switzerland-accepted and under production

 Paper titled ‘Sentiment Analysis of Twitter on Indian Stock Markets’ presented at the International Conference on Business & Management at Delhi School of Management, Delhi Technological University on 29-30 March 2019.  Paper titled ‘Volatility Spillovers and Correlation Between Cryptocurrencies and Asian Equity Markets’ presented at the International Conference on Business & Management at Delhi School of Management, Delhi Technological University on 29-30 March 2019. The paper won second-best paper position and cash prize.  Paper titled ‘Predicting Stock Market Movements using Sentiment Analysis of Twitter Data: A Case of Nifty 50 Components’ to be presented at 16th Annual World Congress of the Academy for Global Business Advancement to be held on July 2-4, 2019 in IIT, Dehi.

 Gupta, P; Neha & Nain, Vartika (2018): Ambidexterity as an Antecedent of Internationalization: Study of Indian MNCs (Working paper presented on Apr 26-28, 2018, followed by submission to Journal of the Academy of Marketing Science (JAMS).1) Journal of the Academy of Marketing Science, Plus JAMS Emerging Markets Conference at ISB Hyderabad, April 26-28, 2018. 138

 Gupta, P; Nagpal, A & Malik, D. (2018): Starbucks- Global Brand in Emerging Markets, published by Emerald Emerging Markets Case Studies. Manuscript ID: EEMCS-03-2018- 0044. VOL. 8 NO. 4 2018, pp. 1-22, © Emerald Publishing Limited, ISSN 2045-0621 EMERALD EMERGING MARKETS CASE STUDIES

 Can Frugal Innovation be Disruptive? Case for Indian Healthcare Industry (2017) MDI- Assocham National Conference- “Managing Change in Evolving Economic Scenario” on Dec 5-6, 2017 at MDI, Gurgaon. Published in conference proceedings ISBN: 978-93-86238-37-5

 Gupta, P., Agarwal, M. and Nautiyal, P. (2014) NH: Affordable healthcare in India through process innovation. Case Centre, UK.

 Sharma, Deepak & Purohit, Chandra Prakash (2016), Sexual harassment at Workplace: Legal and HR Framework, Apotheosis: Tirpude’s National Journal of Business Research, Vol.6, Issue 1 (accepted for publication)

 Sharma, Deepak & Purohit, Chandra Prakash (2016), Emerging Trends in Industrial Relations: Legal Framework, paper contributed in National IR Conference 2016 organized by XLRI. (Abstract published by Group Excel India ISBN:9789385777110)

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CRITERION 6 Faculty Attributes and 220 Contributions Self Assessed Score: 171

Qualification Academic Research

Currently Faculty Year of Date Associated with Researc Receiving Name of the Degree attaingingAssociatio (Designate Date of Special Ph.D. (Yes/No) Associat Design h Paper Ph.D. Faculty (highest University higher n with the d as Prof/ Joining the i- Guid Date of Leaving (In ion a-tion Publica during the member Degree) qualificatiInstitution Assoc. Institution zation ance case Currently Type -tions Assessment on Prof.). Associatione is Years ("No")

M.Com University Human Dr. Deepak and of 21/06/1989 Yes Professor 15/12/2017 15/12/2017 Resour 1 Yes Regular Srivastava Ph.D Allahabad ce

M.Com University Dr. G. L. Finance & and of 4/8/1979 Yes Professor 7/9/1996 7/9/1996 2 Yes Regular Sharma Accounting Ph.D Rajasthan

M.Phil Operations Dr. Sandhya Delhi Assistant and 7/3/2014 Yes 1/6/2015 Managemen Yes Regular Makkar University Professor Ph.D t

MBA Dr. Sweta Banasthali Assistant Finance & and 17/10/2012 Yes 20/08/2018 Yes Regular Agarwal Vidyapeeth Professor Accounting Ph.D

M.Phil Operations Dr. Sugandha Delhi Assistant and 20/10/2016 Yes 18/08/2018Managemen Yes Regular Agarwal University Professor Ph.D t

MBA Operations Dr. Rajkumari Banasthali Assistant and 17/10/2014 Yes 1/7/2015 Managemen Yes Regular Mittal Vidyapeeth Professor Ph.D t

M.Tech Dr. Vandana Associate Information and JNU, Delhi 5/6/2018 Yes 1/11/2013 17/05/2005 Yes Regular Bhasin Professor Technology Ph.D

MBA Operations Delhi Associate Dr. Shivani Bali and 19/03/2013 Yes 1/11/2014 1/6/2009 Managemen Yes Regular University Professor Ph.D t

M.Phil Jamia Dr. Rekha Associate Information and Milia 11/1/2016 Yes 1/5/2015 2/6/2001 Yes Regular Gupta Professor Technology Ph.D Islamia

Prof Pallavi Banasthali Assistant Information M.Tech 21/06/2005 Yes 7/8/2007 Yes Regular Sharma Vidyapeeth Professor Technology

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Assista M.Phil Dr. Rashmi Delhi 9/4/20 nt 23/07/201 Econo and Yes Yes Regular Ahuja University 18 Profess 8 mics Ph.D or

Associ Inform M.Tech Devi Lal Dr. Pradeep ate ation and University,23/06/2014 Yes 1/11/2016 2/7/2008 Yes Regular Kumar Profess Techno Ph.D Sirsa or logy

Associ Financ MBA CCS Dr. Anuj ate e & and University, 1/6/2012 Yes 9/6/2014 9/6/2014 Yes Regular Verma Profess Accou Ph.D Meerut or nting

Associ Prof. Sikkim ate Market Shelendra PGDM Manipal 7/4/2010 Yes 10/7/2010 10/7/2010 Yes Regular Profess ing Tyagi University or

Associ MBA Aligarh Dr. Smita ate Market and Muslim 8/3/2017 Yes 1/9/2018 2/7/2007 1 Yes Regular Sharma Profess ing Ph.D University or Assista M.Phil Human Dr. Deepti Kumaun nt 13/06/201 and 12/8/2011 Yes Resour Yes Regular Pathak University Profess 4 Ph.D ce or Associ Financ MBA Dr. Gautam MLU, ate 26/11/201 e & and 1/2/2018 Yes 26/11/2016 Yes Regular Negi Udaipur Profess 6 Accou Ph.D or nting

Dayalbagh Associ Inform M.Tech Dr. Rabins Educationa ate 19/08/201 ation and 15/07/2005 Yes 19/08/2016 Yes Regular Porwal l Institute, Profess 6 Techno Ph.D Agra or logy

Associ Inform M.Phil Dr. Geetanjali Banasthali ate ation and 8/6/2012 Yes 1/11/2013 2/7/2007 Yes Regular Sahi Vidyapeeth Profess Techno Ph.D or logy Assista M.Phil Human Dr. Moni Delhi nt and 14/09/2006 Yes 1/6/2012 Resour Yes Regular Mishra University Profess Ph.D ce or

MBA University Dr. Praveen Profess Market and of 17/10/2013 Yes 1/9/2018 1/5/2009 Yes Regular Gupta or ing Ph.D Rajasthan

M.Phil Dr. Anil K Profess Econo and JNU, Delhi 10/7/2014 Yes 9/6/2014 9/6/2014 Yes Regular Kanungo or mics Ph.D

Assista Financ PGDM Dr. Nidhi Banasthali nt 17/08/201 e & and 1/1/2018 Yes 1 Yes Regular Malhotra Vidyapeeth Profess 7 Accou Ph.D or nting Assista M.Phil CCS Dr. Sushil Kr. nt Market and University, 1/6/2012 Yes 11/8/2015 Yes Regular Dixit Profess ing Ph.D Meerut or Associ MBA Dr. Samant MANIT, ate 15/09/201 Market and 28/08/2013 Yes 15/09/2015 Yes Regular Shant Priya Bhopal Profess 5 ing Ph.D or Associ M.Phil Human Dr. Rashmi Banasthali ate 14/07/200 and 2/1/2013 Yes 1/5/2015 Resour Yes Regular Sharma Vidyapeeth Profess 8 Ph.D ce or

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Assista Financ MBA Dr. Vishakha Delhi nt e & and 22/06/2015 Yes 1/6/2015 Yes Regular Bansal University Profess Accou Ph.D or nting Dr. MBA Delhi Profess Market Vikas and 7/8/2003 Yes 9/6/2014 9/6/2014 Yes Regular University or ing Mehra Ph.D Associ MBA Human Dr. Anupriya Delhi ate and 20/03/2010 No 1/11/2016 11/6/2007 Resour 11.04.2019 Regular Singh University Profess Ph.D ce or MBA Dr. Ravindra Profess Econo and IIT, Delhi 6/6/1991 Yes 12/8/2016 12/8/2016 4 Yes Regular Kumar or mics Ph.D Financ MBA University Dr. Alok Profess e & and of 5/6/2002 No 1/6/2013 1/6/2013 15.04.2019 Regular Pandey or Accou Ph.D Lucknow nting Associ Financ MBA Dr. Pankaj Delhi ate 15/03/201 e & and 9/3/2012 Yes 1/9/2018 Yes Regular Varshney University Profess 3 Accou Ph.D or nting Assista Inform Prof. Shuvro M.Tech nt 18/07/201 ation IGNOU 30/11/2012 Yes Yes Regular Roy , MCA Profess 1 Techno or logy Assista Financ MBA Prof. Shalini Delhi nt e & and 1/3/2019 Yes 1/6/2016 1.2.2019 Yes Regular Agnihotri University Profess Accou Ph.D or nting Assista Manav Human Ms. Sheetal nt 24/07/201 MBA Bharti 4/4/2012 Yes Resour Yes Regular Singh Profess 8 University ce or Operati MBA Dr. Anil Kr. Profess 21/09/201 ons Contract and IIT, Delhi 26/07/1991 Yes 21/09/2015 Yes Vij or 5 Manag ual Ph.D ement Assista MBA Gautam Dr. Rajeev nt 21/07/201 Market and Buddha 2/5/2016 Yes Yes Regular Sirohi Profess 8 ing Ph.D University or Assista MBA Dr. Gaurav GB Pant nt Market and 1/9/2010 Yes Z 2/6/2012 Yes Regular Joshi University Profess ing Ph.D or Assista Financ MBA Dr. ANSHU nt e & and IIT, Delhi 1/11/2014 No 1/6/2016 23.10.2018 Regular AGRAWAL Profess Accou Ph.D or nting

DR. MBA Profess 14/07/201 Market SHRIRAM P and IIT, Delhi 1/6/2012 Yes 14/07/2014 Yes Regular or 4 ing KETKAR Ph.D

Assista Prof. nt Econo M.Phil JNU, Delhi14/03/2016 Yes 11/9/2017 Yes Regular Abhishek Jha Profess mics or

Note: Please provide details for the faculty of the department, cumulative information for all the shifts for all academic years starting from current year in above format in Annexure - II.

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1. Dr Deepak Srivastava Mr Binit Lakra has submitted his thesis for Ph.D. Tpic: Industrial Relations Climate: Case studies of selected companies in manufacturing sector TISS, Mumbai in April 2019

2. Dr G L Sharma Two students have submitted his thesis for Ph.D. under Dr G L Sharma for Mewar University. Name of the Scholars: Ms Sumedha Tuteja and Mr Himanshu Puri

3. Prof Ravindra Kumar

Four research scholars of Prof. Ravindra Kumar, Fellow, LBSRC successfully defended their research work and were conferred with Ph. D. Degrees by Shri Venkateshwara University, Gajraula (UP). Another two of his research scholars have submitted their doctoral theses in different Universities and are likely to defend their doctoral work during viva voce to be conducted shortly. Two research scholars, including a Foreign Diplomat (Dy. High Commissioner, Republic of Morocco) are also in the process of submitting their doctoral theses to different universities for award of Ph. D. degrees.

Prof. Ravindra Kumar is serving as Ph.D. Guide/Examiner/Paper setter/Examiner for MBA/MBF and other management discipline programs.

4. Dr Smita Sharma

2019: Co-supervisor of Ms Suroshee Banerjee enrolled for PhD in Aligarh Muslim University.

5. Dr Nidhi Malhotra

Co-supervisor of Mr. Sant Kumar enrolled for Ph.D. in Banasthali Vidyapith University, Jaipur (enrolled in April, 2019).

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6.1. Student-Faculty Ratio (SFR) (10) Self Assessed Score: 8

No. of UG Programs in the Management Department/ Stand-alone Management institutes (n): NIL No. of PG Programs in the Management Department/ Stand-alone Management institutes (m): 6 No. of Students in UG 1nd Year= u1 No. of Students in UG 2rd Year= u2 No. of Students in UG 3th Year= u3 No. of Students in PG 1st Year= p1 180 No. of Students in PG 2nd Year= p2 180 No. of Students = Sanctioned Intake + Actual admitted lateral entry students (The above data to be provided considering all the UG and PG programs of the department) S=Number of Students in the Department = UG1 + UG2 +UG3 + PG1 + PG2 F = Total Number of Regular Faculty Members in the Department (excluding first year faculty) Student Faculty Ratio (SFR) = S/F

Year CAY CAYm1 CAYm2 u1.1 u1.2 u1.3 UG1 u1.1+u1.2+u1.3 u1.1+u1.2+u1.3 u1.1+u1.2+u1.3 … un.1 un.2 un.3

UGn un.1+un.2+un.3 un.1+un.2+un.3 un.1+un.2+un.3 p1.1 (General) 180 180 180 p1.2 180 180 180 PG1 p1.1+p1.2 (360) p1.1+p1.2 (360) p1.1+p1.2 (360) P2.1 (Finance) 60 60 60 P2.2 60 60 60 PG2 P2.1+p2.2 (120) P2.1+p2.2 (120) P2.1+p2.2 (120) P3.1 (PT) 60 60 60 P3.2 60 60 60 PG3 P3.1+p3.2 (120) P3.1+p3.2 (120) P3.1+p3.2 (120) P4.1 (Executive) 60 60 60 P4.2 15 15 15 PG4 P4.1+p4.2 (75) P4.1+p4.2 (75) P4.1+p4.2 (75)

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P5.1 (R&BA) 60 0 0 P5.2 0 0 0 PG5 P5.1+p5.2 (60) P5.1+p5.2 (0) P5.1+p5.2 (0) P6.1 (L&SCM) 60 0 0 P6.2 0 0 0 PG6 P6.1+p6.2 (60) P6.1+p6.2 (0) P6.1+p6.2 (0) pm.1 pm.2 PGm pm.1+pm.2 (795) pm.1+pm.2 (675) pm.1+pm.2 (675) Total No. of Students in UG1 + UG2 +... +UGn UG1 + UG2 + .. +UGn UG1 + UG2 + .. +UGn the Department (S) + PG1 + …PGm=S1 + PG1+… + PGm=S2 + PG1+… + PGm=S3 No. of Faculty in the F1 (41) F2 (39) F3 (36) Department (F) Student Faculty Ratio SFR1=S1/F1 (19.39) SFR2= S2/F2 (17.30) SFR3= S3/F3 (18.75) (SFR) Average SFR SFR=(SFR1+SFR2+SFR3)/3 (18.48) Table 6.1.1

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Note: 1. Minimum 75% should be Regular/ full time faculty and the remaining shall be Contractual Faculty as per AICTE norms and standards. 2. The contractual faculty (doing away with the terminology of visiting/adjunct faculty, whatsoever) who have taught for 2 consecutive semesters in the corresponding academic year on full time basis shall be considered for the purpose of calculation in the Student Faculty Ratio. 3. Depending upon the No. of programs in UG and PG the above table has to be updated accordingly. For Ex: if UG=”0” and PG=”1”. The table may be prepared for only one PG program. 4. Marks to be given proportionally from a maximum of 10 to a minimum of 5 for average SFR between 15:1 to 25:1, and zero for average SFR higher than 25:1. Marks distribution is given as below:

< = 15 - 10 Marks < = 17 - 09 Marks < = 19 - 08 Marks < = 21 - 07 Marks < = 23 - 06 Marks < = 25 - 05 Marks > 25.0 - 0 Marks

6.1.1. Provide the information about the regular and contractual faculty as per the format mentioned below:

Total number of regular faculty in Total number of contractual the department faculty in the department CAY 40 1 CAYm1 38 1 CAYm2 35 1

Table 6.1.1

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6.2. Faculty Cadre (20) Self Assessed Score: 20

The reference Faculty cadre proportion is 1(F1):2(F2):6(F3)

F1: Number of Professors required = 1/9 x Number of Faculty required to comply with 20:1 Student- Faculty ratio based on no. of students (N) as per 6.1 F2: Number of Associate Professors required = 2/9 x Number of Faculty required to comply with 20:1 Student-Faculty ratio based on no. of students (N) as per 6.1 F3: Number of Assistant Professors required = 6/9 x Number of Faculty required to comply with 20:1 Student-Faculty ratio based on no. of students (N) as per 6.1

Professors Associate Professors Assistant Professors Year Required F1 Availabl Required F2 Availabl Required F3 Availabl e e e 5 8 10 12 30 21 CAY 4 6 8 15 24 16 CAYm1 4 8 8 15 24 14 CAYm2

Average RF1=4.33 AF1=7.3 RF2=8.66 AF2=14 RF3=26 AF3=17 Numbers 3

Cadre Ratio Marks= AF1 + AF2 x 0.6 + AF3 x 0.4 x 10 RF1 RF2 RF3

 If AF1 = AF2= 0 then zero marks 20 Marks (1.69+0.9699+0.026) *10=26.859

 Maximum marks to be limited if it exceeds 20

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6.3. Faculty Qualification (15) Self Assessed Score: 15

FQ =1.5 x [(10X +4Y)/F)] where x is no. of regular faculty with Ph.D., Y is no. of regular faculty with MBA, F is no. of regular faculty required to comply 1:20 Faculty Student ratio (no. of faculty and no. of students required are to be calculated as per 6.1)

X Y F FQ=1.5 x [(10X +4Y)/F)] 37 4 40 14.47 CAY 31 8 34 15.08 CAYm1 26 10 34 13.23 CAYm2 14.26 Average Assessment

6.4 Faculty Retention (15) Self Assessed Score: 10

No. of regular faculty members in CAYm3=37 CAYm2=36 CAYm1=39 CAY=41

Item Mark (% of faculty retained during the period of assessment keeping CAYm3 as base s year)

>=90% of faculty 15

>=75% of faculty (81%, i.e. 30/37) 10

>=60% of faculty 8

>=50% of faculty 5

<50% of faculty 0

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6.5. Faculty Initiatives on Teaching and Learning (10) Self Assessed Score: 8

Innovations by the Faculty in teaching and learning shall be summarized as per the following description.

Contributions to teaching and learning are activities that contribute to the improvement of student learning. These activities may include innovations not limited to, use of ICT, instruction delivery, instructional methods, assessment, evaluation and inclusive class rooms that lead to effective, efficient and engaging instruction. Any contributions to teaching and learning should satisfy the following criteria: The work must be made available on Institute website The work must be available for peer review and critique The work must be reproducible and developed further by other scholars

The department/institution may set up appropriate processes for making the contributions available to the public, getting them reviewed and for rewarding. These may typically include statement of clear goals, adequate preparation, use of appropriate methods, significance of results, effective presentation and reflective critique

The faculty at LBSIM constantly attempts to improve the student learning by employing a variety of innovative teaching methodologies that are available in both academic records and websites. In addition to classroom teaching, the faculty uses case analysis, group discussions, role plays, practical project work, simulation games etc. to develop analytical, interpersonal and decision-making skills. A judicial mix of pedagogical tools is employed keeping in view the industry requirements and employer expectations. A conscious attempt is made to evaluate students’ performance on a continuous basis through quizzes, group projects, assignment, project work, mid-term and end-term examination to ensure effective learning of management concepts and tools. Mentioned below are few teachings and learning initiatives taken by LBSIM faculty:

1. Final Research Project: Each student in the final semester of the programme is required to undertake a Final Research Project (FRP) under the guidance of a faculty supervisor. The student must choose a topic that entails data primary/secondary data, external involvement, empirical analysis, qualitative interviews and use of contemporary tools and software. The Final Research Project (FRP) starts in Term-IV of the programme and is followed by a Mid- term review of the progress in Term-V. The submission of the final report and presentation &

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viva is held in Term-VI. The final evaluation of the project by way of PowerPoint Presentation and viva voce is conducted in second week of last month of academic year. An external examiner (industry practitioner or academician) is appointed to review the reports and the criteria employed for evaluation of the project study are quite rigorous and extensive such as relevance of objectives, quality of research design, adequacy of literature review, component of fieldwork, adequacy of data analysis, legitimacy of conclusions, practical/managerial significance, clarity of presentation etc. The student that gets highest score in both internal evaluation and external evaluation by industry practitioner/academician is awarded a gold medal in Annual Convocation.

2. Faculty-Student Research Work: LBSIM aims to establish an eco-system for continuous and meaningful research by providing a congenial working environment, funding and other relevant support to faculty and students to help them realize their full potential as researchers in their respective areas. Faculties from different functional areas have collaborated with students to develop case studies and research papers on emerging management issues and topics sensitive to society, environment and industry. The research papers have been presented at national/international conferences of repute and published in journals with quality peer-review process.

3. Social Immersion Programme: In an endeavor to create socially sensitive business leaders, LBSIM promotes faculty and students to engage in local and community activities, beyond the classroom teaching and industry interface, and understand the issues faced by such community. The faculty and students are given exposure to issues of regional development, role of business activities in social environment and encourage to engage in information exchange and hands-on learning. To further this initiative, a unique project was undertaken in association with National Skill Development Corporation (NSDC) in August 2018. The ten-day ‘Social Immersion Programme’ involved 37 projects engaging 300 students with geographical presence in more than 18 states of India. Each project involved faculty mentor, NSDC official and a team of students who worked closely on projects like District Saturation Model, Migration Studies, National Portal on Disability, Skill Gap Studies etc. The project reports were compiled in a book form and each project was presented in presence of NSDC official. The faculty and students got an opportunity to appreciate societal and economic issues existing at district/village level and recommended possible solutions via feasibility studies, business models, cost outlay plan and marketing strategy for handicrafts/textiles.

4. Moodle: In order to promote a robust and integrated system, the faculty uses Moodle (online learning platform) that helps in objective assessment of projects, assignments and quizzes and ensures personalized learning for each student, the open source software has a powerful set of

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student-centric tools and enables collaborative learning environment which in turn empowers both teaching and learning.

5.Assignments & Projects: The faculty designs individual assignments and group projects requiring real-time industry and economy data from Bloomberg, Prowess and SAS. The students’ performance in such assignment/project is assessed also through these software (in few subjects) as it ensures student centric-learning and individual feedback.

6. Mentor-Mentee Relationship: While teaching in the class, the faculty can identify certain students who are ‘slow learners’ and to equip them with better understanding and improved performance, the institute follows a conscious policy to provide them with a faculty mentor in every core/elective course. This exercise is developed to facilitate ‘mentor-mentee’ framework by which the students get personal attention, dedicated tutorials and counselling sessions.

6.6. Faculty Performance, Appraisal and Development System (10) Self Assessed Score: 8

(Mention details such as program title, description, duration, resource person, type of training, training methodology, participants, etc.). Mention details separately for the programs organized and the programs participated outside the institution)

PERFORMANCE EVALUATION OF FACULTY

The following parameters and the weightage mentioned against each would be considered for evaluating the performance of the faculty for all the programmes being run by the Institute.

 Teaching (40%): Teaching workload would be allocated in the beginning of the academic session as per the norms of the Institute. Performance related to teaching would be evaluated based on the number of courses taught, number of projects supervised, new courses offered, courses revised, students counselling & class contact hours, reading/case material prepared for the studends, feedback of the students, pedagogy & evaluation methods and timely submission of internal evaluation marks and end-term evaluation marks.

The following Faculty Coordinators will be given credits as follows:

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S.No. Faculty Coordinator Credits

(2 Credit = 60 hrs.) (1 Credit = 30 hrs.) (½ Credit = 15 hrs.) (.25 Credit = 7 ½ hrs.)

1. Programme Coordinator, PGDM-General 2 Credits 2. Programme Coordinator, PGDM-Finance 1 Credit 3. Programme Coordinator, PGDM-R & BA 1 Credit 4. Programme Coordinator, PGDM-L& SCM 1 Credit 5. Programme Coordinator, MCA ½ Credit 6. Programme Coordinator, PGDM-Evening ½ Credit 7. Programme Coordinator, PGDN Executive ½ Credit 8. Placement Coordinator 1 Credit 9. CI Day Coordinator ½ Credit 10. Mgt. Grid & Alumni Coordinator 1 Credit 11. Cultural Coordinator 0.25 Credit 12. MDP Coordinator 0.25 Credit 13. Research Coordinator 0.25 Credit 14. Area Convenors ½ Credit 15. Editor, LBS Journal 0.25 Credit 16. Convenor - Discipline Committee 0.25 Credit 17. Convenor - Media Relations 0.25 Credit 18. Convenor - GGSIPU Committee 0.25 Credit

 Research & Publications (25%): Each faculty member is expected to undertake at least one research project including case-based project and complete it within a year. Each faculty member is expected to have at least one paper published in a professional publication. If one is having more publications, he or she would be given due weightage while evaluating the performance. Books/Chapters in a book of professional nature published would also be taken into consideration for evaluating performance.

 Conferences/Seminars/Workshops (5%): Faculty members are expected to attend conferences/seminars as chairperson, resource-person, presenting a paper and participation in a 152

panel discussion & in the academic activities of the professional/learned bodies for self- development.

 MDP & Consultancy (10%): Each faculty member is expected to offer at least one programme for two full days in an academic year. The faculty would be evaluated based on the number of participants in the programme, number of sessions taken, participants' feedback of the number of sessions taken and participants' feedback of the overall programme. Faculty evaluation would be based on the size of the consultancy, timely completion and client's feedback.

 Academic Administration (10%): The performance of the faculty would be evaluated based on norms laid down by the Institute for respective areas of academic administration assigned to the faculty. Since it is a very important activity contributing towards growth of the Institute, this parameter would be given due weightage in performance evaluation of faculty. Adherence to rules & norms laid by the Institute relating to punctuality, leave etc. would also be considered while evaluating performance of the faculty.

 Institution Building Activity (10%): Institution building activity will comprise of the following dimensions:

1. Participation in institute’s administrative activities like brand building and promotion. 2. Admission related work especially at outside locations. 3. Examination duties. 4. Placement activities. 5. Corporate interface. 6. Outreach activities and Social/Rural Immersion Programmes. 7. Participation in Institute’s functions like Foundation Day, Convocation, LBS Award, Shastri Memorial Lecture and key functions related to students and Alumni. 8. Willingness to work beyond office hours in case of exigencies and for institute related work. 9. Contribution towards Vision of the Institute.

And any other institute related work given by the Chairman: BOG and Director of the Institute.

2) The overall performance of the faculty would be rated as under:

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a) 80% and above points - Outstanding b) 70% - 79% points - Excellent c) 60% - 69% points - Very Good d) 55% - 59% points - Good

3) Faculty performance would be rated under the Excellent, Very Good and Good category for each parameter mentioned in para 1 and marks obtained in each parameter would be added to arrive at the overall rating of the faculty. 4) Faculty performance would be evaluated at the end of every academic year i.e. 1st June to 31st May. 5) Each faculty would fill up the Faculty Self Appraisal Proforma containing parameters for evaluation mentioned in para 1, to be submitted to the Director before commencement of the academic vacation. 6) Evaluation would be done by the Director and would be put up to the Chairman: BOG for approval. 7) After submission of appraisal, the increment would be given in September each year. 8) Performance of the faculty would be evaluated for a window period of 2 years. If the performance of any faculty member is found to be below 55% points in the first year, the faculty member would be issued a letter to this effect. If the performance of any faculty member is found to be below 55% points in the second consecutive year, the case will be referred to a Committee appointed by the Chairman for appropriate action. The parameters for performance may be reviewed after every 2 years.

Increment for Completing Ph.D.

Two increments in the scale will be awarded for completion of Ph.D. while at the Institute after due evaluation of the merit of the faculty based on appraisal system of the Institute for which he/she has to duly apply to the Director.

6.7. Visiting / Adjunct Faculty (10) Self Assessed Score: 7

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Adjunct faculty also includes Industry experts. Provide details of participation and contributions in teaching and learning and /or research by visiting/adjunct/Emeritus faculty etc. for all the assessment years:

Minimum 50 hours per year interaction with adjunct faculty from industry/retired professors etc.

Management Education is not at all about classroom teaching. It is rather a blend of learning in class as well as outside classroom. In today’s dynamic environment, where globalization is changing things every minute to second, role of a manager is also becoming very challenging. To Make students Industry ready the book-based theories should be mixed with real time examples and challenges.

Lal Bahadur Shastri Institute of Management fulfills this necessity by inviting visiting faculties with significant accolades and recognition from the field of academia as well as Industry. They facilitate a learning environment which is required by the Industry and engage students in energetic class participation with real time data, cases and many more methodologies. They also share their corporate experiences for providing them more insights how Industry really functions. They also mentor students with required Industry skills across various verticals. Few of the prominent academic institutes from where LBSIM is inviting faculties are FMS(Delhi), IITs, IIMs, etc. To name a few, Corporates with whom LBSIM is having visiting professors are IBM, EIL (Engineers India Ltd) , Accenture, Hexagon Geosystems.

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S. Course - Name of Qualifi- Age Currently Past Name of Past Subjects Subjects Subjects Significant Significant No. PGDM Visiting cations (Yrs) Affiliated to Affiliation industry Affiliation Taught Taught Taught 2018- Contribution contribution in Gen/Fin/ Faculty University/ to currently to 2016- 2017- 2019 to teaching, research/ Exec Instt University/ serving industry 2017 2018 learning publication Instt 1 PGDM R L PhD. 70 NA Professor, Managerial Global Managerial Interactive/pr (Gen)/Financ Chawla JNU, New Economics/ Economic Economics oved useful e/R & B A & Delhi Macroecono Environ-ment for SCM mics participants 2 PGDM SPS PhD. 68 NA Associate Managerial ME GBS Teaching was (Gen)/ Chauhan Professor, Economics (Macroecono relevant from Executive University of mics) industry’s Delhi perspective 3 PGDM(Gen) Dr. Balram Ph. D. 51 Hexagon Ministry Service Nil Development tyagi Geosyste of Defense Opeartions of course ms Management contents of (SOM), SOM & WIM Warehouse & Inventory Management (WIM) (V) 4 PGDM(Gen) Prof. S.K. Supply Chain Nil Jain Management (SCM)(IV) 5 PGDM-Gen Prof. Hari Master’s in 56 Visiting Visiting Academi Academics Nil Labour Laws nil Parmeshw business ye Faculty-MDI, Faculty-IIT- cs ar law, • ars Gurgoan Kanpur PGDHRM PGDM-Gen Prof.Arvin Post Head of the Hindustan Academi Academics Nil nil Labour laws Highly Has helped the d Kumar Doctorate; Department Institute of cs accomplished students to Ph. D, Net of Management academician; develop and Commerce, & Computer appreciated understand legal Lady Shri Studies by the cases. Ram College (HIMCS), students for Women Farah, (University Mathura of Delhi). (U.P. Techinical University, Lucknow) 7 PGDM-Fin V. K. PhD., 61 Director FD, FE FD, FE FD, FE MEHTA CFA, (Plan MEc. Coordina- tion), Planning Commissi on 8 PGDM-Fin SUREND MBA 63 Honda CBFI Forex & RA Cars Ltd.; Tressary Mgmt AGARWA Yamaha L group 9 PGDM-Fin R A SBI FIM FIM, CBFI FIM, CBFI Chopra 10 PGDM-Fin Pushkal PGDM, Fin Fin BVCR Kumar Mtech, Modelling Modelling Pandey Btech

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11 PGDM-Fin PRASHA PGDM 40 Outlook Income & Risk NT (MBA) ; Money Mgmt KAPOOR PG Diploma in Adverti- sing and Communi- cations. 12 PGDM Gen/ Harpal BCOM, 72 RETIRED University of NA NA Legal Legal Legal Aspects in 48 years of Authored books Fin Singh LLB, DLL Delhi Aspects in Aspects in Business teaching on Company Business Business experience Law published spread across by Tata multifaceted McGraw Hill institutions and by Galgotia Publishing Company. 13 PGDM Gen/ G G PGDM, 66 RETIRED INDIAN NA NA Art & Art & Art & Practices 40 years of Authored/edited Fin Dwivedi MPHIL, ARMY & Practices of Practices of of Leadership, teaching five books; PHD ALIGARH Leadership Leadership, Entrepreneurshi experience published over MUSLIM Entrepreneurs p & Small spread across 40 articles UNIVERSIT hip & Small Business multifaceted including book Y Business Management institutions chapters on Geo Management Strategy, National Security and Leadership, besides 60 short pieces in the leading professional journals and national dailies. 14 PGDM Gen/ Parul BA 43 VISITING VISITING NA NA Business Business Business 14 years of a. Authored Fin Singh (ENGLIS FACULTY FACULTY Communi- Communicati Communication teaching a book: Singh H), MA, cation on experience Parul (2007) PGDM, spread across Handbook on PHD multifaceted Writing (PURSUI institutions Effective NG) Resume for Job Applications – How to Attract Employers’ Attention, Excel Books (2007), New Delhi 15 PGDM Gen/ R K Mitra MA, 60 RETIRED GOVERNM NA NA Consultancy Consultancy Consultancy & 40 years of Book on E- Fin MBA, + ENT OF & Advisory & Advisory Advisory teaching Government: PHD INDIA Practices Practices Practices, experience Macro Issues, Business Ethics spread across Pub. GIFT & Corporate multifaceted Publishing, New Governance institutions Delhi 2006 (an edited collection of articles of an international conference. Also published numerous research articles. 16 PGDM Gen/ Vikas B.Tech., 49 Gem, GOI GOVERNM NA NA E-Commerce Vast Fin Guru PGPX ENT OF experience in (IIMA) INDIA industry

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17 PGDM Gen Manoj BE (IIT), 55 Former CEO- Associate NA NA B2B Marketing Tandon PGDM TMTC Director- (IIM) CMC

18 PGDM Gen.) Ms. Rupali MBA(IT), Visiting VP, MIS (1 Sec.), MIS (2 Sec.), MIS (2 Sec.) 23 years of 4 publicati Bharadwaj Submitted Faculty at at Strategic E-commerce E-commerce IT Industry ons Ph. D) Fore School Alliances experience,8y of and ears of Management, Business corporate Great Lakes training Institute of teaching Energy experience Management and Research and Lal Bhadur Shastri Institute of Management.

6.8. Academic Research (75) Self Assessed Score: 60

Faculty Paper Publication (List of Publications in referred journals, reputed conferences, books, book chapters, case studies in public domain etc.)

Year No of No of Papers No of No of No of Training/ Session Books in National/ Chapters National/ Article FDP Chair/ International in Edited International Published Attended Co Journals Book / Conferences/ Chair Magazines Seminars/ Workshops 2015 4 37 9 35 0 7 5 2016 2 30 10 29 0 7 11 2017 1 29 13 6 6 0 3 2018 2 26 9 17 8 13 4 2019 0 11 5 10 7 1 2

Total 9 133 46 97 21 28 25

A detailed annexure has been made giving the description of faculty publications, books, chapters, articles, conferences, conference attended, workshop attended, training programmes and FDPs attended. FOR DETAILS, PLEASE REFER ANNEXURE VI (D)

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LBS Journal of Management & Research

Cover page of LBS Journal of Management & Research

LBS Journal of Management & Research is a double peer blind review bi-annual publication. It provides a forum for researchers and professionals worldwide by encouraging publication of research paper/ articles/ case studies/ book reviews with emphasis on various management issues.

The journal also seeks to strike a balance between theoretical paradigms and business practices by focusing on current and future trends in the area of management. The journal is now being co- published by Indian Journals.com that develops online version and makes it available on famous research portals like ebscohost, J-Gate, Summom (earlier known as Proquest), ICI, Google Scholar, to name a few. Each research article of the journal has a DOI number.

Through the efforts of the Editor, LBS Journal of Management & Research, the necessary steps have been taken by Indian Journals to get the jounral SCOPUS indexed. The application has been submitted on March 18, 2019 and confirmation of submission has also been received from SCOPUS.

Promoting research is an integral part of Lal Bahadur Shastri Institute of Management. A policy had been placed to give incentive for a good research publication by the faculty members. For the same, a comprehensive list of internationally acclaimed journals with their classification is shared with all the Faculty colleagues to promote research. The faculty members of the Institute produce high standard research papers in various reputed International and National Journals. The students of the institute are also involved in research-based projects in various subjects. The 159

Institute has partner universities and various reputed institute across the world with which active collaboration for research and student/faculty exchange is strongly encouraged. LBSIM strengthening the research culture for achieving international distinction through excellence in research and innovation by promoting research in various facets of Management. The institute also helps faculty members for conduct their own research project by providing funds with the name SEED Research Projects. This initiative leads to publication of research papers in prestigious journals with high impact factor.

COMMUNIQUE Communiqué is LBSIM's official newsletter, which aims to share the main events and happenings on a quarterly basis. These include the conducted seminars and conferences, Management Development Programmes and Faculty Development Programmes. `Communiqué' also shares research studies undertaken by the faculty through paper publications, presentations, and seminar participations. Academic assignments and consultancies undertaken by the faculty are also highlighted in Communiqué. The library updates and media coverage are some of the most interesting parts of `Communiqué'.

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SEED RESEARCH PROJECTS Apart from above, the faculty of LBSIM are encouraged to carry out funded Seed Research. The institute promotes research and publications through a SEED RESEARCH ACTIVITY. The institute management has appointed a team of faculty as Research Coordinator who invites the proposals for research projects on annual basis. The faculty members propose to carry out Seed Research project on different contemporary topics. The proposals are collected by the Research Coordinator and put up before the institute management. At appropriate time, the institute invites eminent persons from academics and industry to evaluate the proposal. Once the proposal is cleared, faculty is issued the advance from the Seed Research Fund. A faculty is expected to complete the Seed Research project within 12 months after the proposal is cleared by the institute management. The faculty is also expected culminate the seed research project into publication.

FOR DETAILS, PLEASE REFER ANNEXURE VI (E)

List of Ph.D. /Fellowship titles (FPM) awarded during the assessment period while working in the institute Dr. Shalini Agnihotri Ph.D. degree received- Feb 2019 University name- University of Delhi Department- Faculty of Management Studies Guide-Prof. Pankaj Sinha Topic: Financial risk analysis a study of select Indian companies.

Dr. Vandana Bhasin Ph.D. degree received- 2018 University name- Jawahar Lal University, Delhi Department- School of Compute & System Science Guide-Prof. Sushil Kumar Topic: Design of secure and reliable data distribution in wireless sensor networks

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6.9. Sponsored Research (25) Self Assessed Score: 10

Funded research from outside; considering faculty members contributing to the program: (Provide a list with Project Title, Funding Agency, Amount and Duration)

Funding Amount (Cumulative during CAYm1, CAYm2 and CAYm3):

Amount >= 30 Lacs 25 Marks, Amount >= 25 and < 30 Lacs 20 Marks, Amount >= 20 and < 25 Lacs 15 Marks, Amount >= 15 and < 20 Lacs 10 Marks, Amount >= 10 and < 15 Lacs 5 Marks, Amount < 10 Lacs 0 Mark

Award of the Research Project by ASSOCHAM: ASSOCHAM has in-principle accepted the bid of LBSRC to conduct an Independent Research Study on Affirmative Action about Employment/Apprentices/Scholarships/Skill Training of SC/ST Youths in Public Sector (Bid amount Rs.7.82 lakhs). In the first phase, 150 Patron Members of ASSOCHAM will be reached to capture relevant information/data in the prescribed format. Other sources will also be explored by our Research Teams to cross-validate the captured data. The duration of the study will be around eight weeks. At a later stage, with the concurrence of the ASSOCHAM, data will be captured from its remaining Patron Members.

National Seminar on Role of Women in Environmental Sustainability (Sponsored by NCW):

The LBSRC will conduct this National Seminar, sponsored by the National Commission for Women (NCW) at the Institute’s premises on Saturday, the 27th July 2019 (Total approved grant: Rs.2.80 lakh). Leading Gandhian environmental experts including Sh. Chandi Prasad Bhatt (Chipko Andolan), Dr. Rajendra Singh (Jalpurush), Dr. Bindeshwar Pathak (Founder, Sulabh International) and many more experts have consented to grace the occasion and address Seminar delegates.

An edited compilation of quality research papers, accepted after double blind review process, contributed by subject exerts, researchers, academia, delegates and participants etc. on the theme/sub-themes of the Seminar will also be unveiled during the Inaugural Ceremony of the Seminar.

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Unnat Bharat Abhiyan (UBA): The Institute is one of the Participating Institutions (PIs) in Unnat Bharat Abhiyan, wherein academic institutions across the country are adopting a cluster of five villages for carrying out Village and Family level surveys to identify their developmental problems and in consultation with the local community and concerned government officials are exploring ways and means to mitigate those problems and ensuring their long-term sustainability. Under UBA, Institute has selected five villages, namely, Khor (84), Rampur (180), Raisika ((174), Khanpur (177) and Atta (179) of Mewat/Nuh District of Haryana State. In consultation with the concerned District authorities and support/cooperation of the representatives of the identified Village Panchayats, village and family level surveys in these villages stands completed by the Institute’s UBA Team with Prof. Ravindra Kumar, Fellow, LBSRC, as Coordinator. The UBA Team will develop Detail Project Reports (DPRs) for further needful in the matter in consultations with the identified Subject Expert Groups and as discussed in the UBA Meeting held at IIT/Delhi, which was attended by Prof. Ravindra Kumar. Meanwhile, another cluster of nearly five villages in the same geographical area has been identified for field operations. IIT, Delhi is the National Coordinator of this Flagship Program of the Ministry of Human Resource Development, Government of India.

Lal Bahadur Shastri Research Centre for Public Policy and Social Change (LBSRC)

Lal Bahadur Shastri Research Centre for Public Policy and Social Change (LBSRC) is a ‘Centre of Excellence’ to facilitate research on social, economic and political issues following the principles, ideas and practices of late Sh. Lal Bahadur Shastri, the second Prime Minister of India.

Research Centre in the recent past completed a World Bank Research Study on "Ease of Doing Business (EODB)" in Delhi-NCR and Mumbai and submitted its Report to the funding body. The research has suggested necessary measures for making doing business easy in India.

Research Centre has submitted a detail research proposal titled, "Implementation of Right to Education (RTE) Act in East Delhi District: As Assessment Study" to Delhi Commission on Protection of Child Rights (DCPCR) for its consideration for financial support. Further, two research proposals prepared by the Research Centre are under active consideration of the National Commission for Women (NCW) for financial support.

NCW has sanctioned grants amounting to Rs.2.80 lakhs to the Research Centre for conducting a "National Seminar on Role of Women in Environmental Sustainability". The Seminar is scheduled to be organized on Saturday, the 27th July 2019.

Fellow, LBSRC served on different Expert Committees of NCW constituted for evaluation of seminar and research proposals for financial support during the fiscal 2018-2019. 163

In addition to the above, Research Centre keeps on bidding for research/evaluation studies and other projects by submitting Expressing of Interests to different organizations.

Library @ LBSRC

6.10. Preparation of teaching Cases (30) Self Assessed Score: 25

(The development and use of cases in teaching and thus promoting learners critical thinking skills)

Management Education is an art and science which needs to be learnt as well as practiced. It is dynamic in nature and aims at inculcating diverse knowledge and skills in the students. Effective management education prepares students industry-ready by making them learn how to handle and solve complex business problems strategically.

Lal Bahadur Shastri Institute of Management (LBSIM) is continuously striving for proving quality management education by adopting modern teaching methodologies and sophisticated business techniques. Preparing and adopting case study method of teaching is one of the key features of teaching methodology followed actively at LBSIM. This method of teaching aims to equip students with skillsets required to become effective and capable corporate managers.

Today’s Corporate expects from management institutions to provide them students who are industry-ready from day one of their appointment. To fulfill the corporate expectations LBSIM teaches lots of cases and expose students to various business problems and live organizational situations. The case study method of teaching allows students to do critical thinking, analytical analysis of situations and then developing a framework for effective decision making. These management case studies highlight various business situations that are dynamic - either the shift in technology or competition makes new moves or the government policy undergoes a change. This demands for managerial judgments on a continual basis. Ability to ‘think critically’ is one of the very important aspect which companies look for in the prospective candidates. This is one of our program objectives as well. To fulfill this objective case study teaching is facilitated during the course teaching. 164

Some of the sources from where we teach cases are: • Harvard publishing • ET cases • Cases given in books • Newspaper articles (Economic Times) • Cases written by our own faculty

LBSIM also motivates faculty members to write and publish their own cases. These cases are also extensively being used in classroom teaching. With this student are getting the first-hand information of the problem, the methodology, issues & challenges, the analysis and finally the implementation or deployment. Every faculty aim at teaching at least two good cases for each course.

Few of the benefits our students think they acquire through case study method of teaching are:

1. They could visualize the actual business scenarios and this methodology helps them to facilitate students to understand the complex scenarios. 2. It helps in developing creative & analytical thinking and further helps in taking smart decisions. 3. Case studies improves innovations in thinking and decision-making process 4. It develops one’s leadership skills. 5. It also develops strategic and tactical thinking.

FOR DETAILS, PLEASE REFER ANNEXURE VI (F)

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CRITERION 7 Industry & International Connect 130 Self Assessed Score: 89

7.1 Industry Connect (90) Self Assessed Score: 65

In this VUCA world, industry needs keep changing and evolving. To keep pace with these changes and to make sure that our students get the right corporate exposure, we have the Industry-Institute Partnership Cell. Industry interactions are an integral part of the curriculum and 'Corporate Interface Day' provides us a unique platform to conduct such activities. One day in a week is set aside for corporate interactions through guest lectures, live projects and industrial visits. Annual Outreach is a week-long program, wherein students visit various industrial hubs across the country. LBSIM has taken this pioneering initiative since 1997, which encourages and facilitates direct interaction with industry executives. This activity enables them to understand the challenges and opportunities that exist in the corporate world.

7.1.1 Consultancy (from Industry) (25) Self Assessed Score: 15

(Provide a list with Project Title, Funding Agency, Amount and Duration) Funding amount (Cumulative during CAYm1, CAYm2 and CAYm3):

Amount >= 25 Lacs 25 Marks, Amount >= 20 and < 25 Lacs 20 Marks, Amount >= 15 and < 20 Lacs 15 Marks, Amount >= 10 and < 15 Lacs 10 Marks, Amount >= 5 and < 10 Lacs 5 Marks, Amount < 5 Lacs 0 Mark

Keeping in view the institute’s mission of nurturing and grooming socially sensitive leaders with a global outlook, LBSIM has undertaken several projects of social importance. Some of our projects include evaluation of National Rural Employment Guarantee Scheme in Madhya Pradesh, planning Natural Resources Management for Poverty Alleviation, exploring scope for entrepreneurship for rural areas in Delhi. Year-wise list of projects handled is attached.

7.1.2 Faculty as consultant of the industries (15) Self Assessed Score: 10 166

(Qualitative assessment on the basis of type of consultancy, number of faculty involved, type of industries and completion of consultancy assignments)

Many of our faulty members have provided consultancy to public and private sector companies. Key assignments completed are:

 Developing an MOU system for CPSEs (Central Public Sector Enterprises). The study group included Dr. G.L. Sharma, Advisor CI, LBSIM; Prof. Prem Sibbal, Dean- LBSIM; Dr. D Jagganathan, Professor-Finance, LBSIM; Dr. VK Mehta Professor-Finance, LBSIM; Dr. Meghna Rishi, Assistant Professor-Marketing, LBSIM; Dr. Moni Mishra, Assistant Professor-HR and Dr. Gaurav Joshi, Assistant Professor-Marketing.

 Assessment - Development Centres for Senior and Mid- Level Managers, which involved assessing the leaders as per the leadership competency framework of the organization in groups of 8-10 leaders and providing a 1 on 1 feedback to the leader about his strengths and development areas. This exercise is conducted over a 2-day period and 2 to 3 assessors are involved in this exercise over this two-day period. Post the feedback an individual development plan is prepared for each of them to work on their development areas for the next 12 to 18 months. This project was carried out for Escorts, Tata Steel, Jindal Steel, Power Limited, and Balmer- Lawrie; by faculty members in the OB and HR area of LBSIM.

7.1.3 Initiatives related to industry interaction including industry internship / summer training/study tours/ guest lectures (15) Self Assessed Score: 12

Industry connect has been an intrinsic part of management education at LBSIM since it is well understood here that the professionals with industry knowledge always have an edge over others. We drive the concept of ‘classroom to industry’ and a mix of fresher’s and experienced participants in our programs ensures that both the groups benefit from perspectives of each other. Regular interface with the industry ensures that students gain from the exposure. A list of select executives, who interacted with students as part of Corporate Interface Sessions, is attached.

For the participants studying in a B School and looking forward to a bright future, gaining practical knowledge along with the theoretical foundation is important. A company looking for a candidate will want him to have some practical knowledge about the industry and the latest trends in the industry. In order to be aligned with the rapidly changing scenarios of the job market and be industry ready, students must follow business and economy news and learn from interactions with 167

working executives. Regular Corporate Interface with senior executives builds confidence among students and instils in them a positive attitude towards the work culture, nurtures skills as well as knowledge and creates better employment prospects.

Summer Internships provide an opportunity for students to implement the concepts and skills that they learn in their Core courses in first year of the programs. Over 150 companies visit the campus and offer opportunities in diverse areas such as Banking and Financial services, Engineering and Durables, FMCG and IT/ITES amongst others. (List attached)

LBSIM regularly organizes industry/factory visits for the students to see a functional production line and learn by observing operational processes. LBSIM has organized industry visits to Hero Motors Pvt. Ltd., Yakult Danone Factory, Amul Milk Factory, Mother Dairy Factory as well as the Maruti Udyog amongst many others. As a part of the initiative of LBSIM to have field visits to the Industries including Financial Institutions, a visit to National Stock Exchange of India Ltd. (NSE) is organized every year for PGDM students to familiarize with the functioning of NSE.

Details of Guest Lectures Name Company Visit Date Hitesh Makkad Director, Ping Tring 31.10.2018 Sunmeet Taluja Marwah HRG dnata 28.11.2108 Saurabh Khanna VP, Alaytics 28.12.2018 Rishi Kapoor, Entrepreneur www.offsites.in 06.07.2017 Utsav Shukla Team Builders .com 13.07.2017 Impact India Neelam Kshirsagar Foundation 20.07.2017 Mamta Bhushan Singh, Neurologist AIIMS, New Delhi 11.08.2017 Kaushal Verma DGM, Newgen 16.01.2019 Indu Anand Head- Public Policy & External Affairs Max, India 25.08.2017 Mragendra Kumar Tomar Bharti AXA Life AVP & Head, Acquisition Vertical Insurance 31.08.2017 Bani Bora International Institute Course Director of Adult & Lifelong Education 28.09.2017 Shruti Sinha , Regional Manager

National Entrepreneurship Network Wadhwani Foundation 05.10.2017 Bhavna Chadha Head – Corporate Relations & Business Pearl Academy 23.11.2017

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Alliances

School of Business & Economics Thompson Rivers Siva Prasad Ravi University, Canada 08.07.2016 Chair, Department of Management Lee Kong Chian Reddi Kotha School of Business, Associate Professor of Strategic Management Singapore Management University 11.07.2016 Ajay Bharadwaj LBSIM Alumnus (97- Co-Founder, IdeaPot 99) 21.07.2016 Anupama New York University 27.07.2016 Professional Member, CEBMA

Mercedes Benz Sourabh Joshi Financial Regional Manager, Sales and Marketing LBSIM Alumnus (Year 2003-2005) 28.07.2016 Algerian Ambassador H.E. Hamza Yahia Cherif Two other diplomats Mr. Lounis Tifraoui (Bilateral and Trade Counsellor) and Mrs. Babouch Asma Epse Guebili (Cultural Counsellor) 01.09.2016 Sanjay Bhargava Bharosaclub.com 05.10.2016

LBSIM Alumnus (Year 2003-2005) Kamal Manocha 05.10.2016

INDUSTRIAL VISITS BY OUR STUDENTS TO HERO MOTOCORP

Industry Visit at IOCL

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FOR DETAILS, PLEASE REFER ANNEXURE V (A)

7.1.4 Participation of Industry professionals in curriculum development, projects, assignments as examiners, in summer projects (10) Self Assessed Score: 8

LBSIM conducts annual course review for all functional areas, wherein academic/industry experts are invited to share their ideas and opinions on the contents and coverage of the courses reviewed. Each year, 1/3rd of the courses in every functional area are reviewed so that entire program curriculum is covered in a period of three years.

Similarly, external experts are involved for evaluation of students’ reports for their Summer Internship as well as the Final Research Projects. Some industry experts who have recently contributed in such capacities include, Ms. Shweta Goyal, Safexpress; Dr. Balram Tyagi, Hexagon India; Major General G G Dwivedi (Retd.), Management Consultant; Dr. R K Mitra, Senior Government Official; Ms. Deepali Bhardwaj, Management Consultant etc.

7.1.5 Initiatives related to industry including executive education, industry sponsored labs, and industry sponsorship of student activities (15) Self Assessed Score: 12

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In line with a robust interface with the industry, LBSIM, Delhi has been regularly organizing Executive Education Programs (often referred to as Management Development Program or MDPs), since its inception. LBSIM realizes the vital need for training and development of existing as well as budding managers in their chosen domains and offers a wide array of training programs. Every year LBSIM conducts short-duration programs for government officials, large PSUs as well as for large/medium private organizations. The MDPs are focused on Improving Behavioral skills and Technical competencies etc., Developing Communication Skills, Customer Management skills etc., and formulating/implementing business Strategies. We received a sponsorship of Rs. 2.00 Lacs from M/s Safexpress for our prestigious annual event Tatva, a student driven program for institute-industry-college connect.

Management Development Programmes (MDP)

In keeping with the vision of Shri Lal Bahadur Shastri and to develop a robust interface with the industry, Lal Bahadur Shastri Institute of Management, Delhi has, since its inception in 1995, engaged in conducting high impact Management Development Programmes for executives at middle, senior, and top-level positions. The MDPs organized by LBSIM are uniquely designed to cater to the highly complex and ever-growing needs of Indian organizations, in both public and private sectors.

Attended by senior executives, these programmes have been very well received by the participants. The Dwarka campus of the institute has excellent infrastructural facilities including MDP halls with capacity ranging from 20 to 60 participants.

List of MDPs conducted during 2018-19, 2017-18, 2016-17 are shown in the annexure FOR DETAILS, PLEASE REFER ANNEXURE VII

7.1.6 Involvement of industry professional as members of various academic bodies/board (10) Self Assessed Score: 8

The Board of Governors (BOG) and Academic Advisory Body at LBSIM comprises a mix of senior academicians and industry professionals. Some of our industry experts include, Chairman and Managing Director of STL Global Ltd., Vice President - HR, JK Tyres, CEO in Reliance Group, Group President in Mahindra and Mahindra, HR Head at TCS, HR Head at ACC and President and COO of Voltas Ltd. Through their active participation in various subcommittees constituted by the BOG, they provide valuable inputs in terms of relevance of course contents for the industry needs, analytical tools and databases in use, best practices in the industry etc., and contribute to aligning the institute’s programs with the market

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requirements.

7.2. International Connect (40) Self Assessed Score: 24

LBSIM is constantly striving to develop a holistic approach towards providing quality management education by partnering with international institutions of repute. It is conscious of the fact that with the onset of globalization and integration of economies, modern management education has assumed alarming proportions which necessitate an institution such as LBSIM to foster technical and innovative partnership with similar or like-minded academic institutions. The Institute would therefore like to remain connected with the outside world so that it is able to produce, nurture and groom a cadre based of professionals with a global outlook.

The international initiatives so far undertaken by the Institute encompasses prestigious academic institutions located in North America, Europe, and Asia. Some of these initiatives are mentioned below.

7.2.1MoUs/Partnerships and its effective implementation (10) Self Assessed Score: 6

Lal Bahadur Shastri Institute of Management (LBSIM), Delhi initiated academic collaborations and linkages with several international institutions of repute. These are:

1. College of Business, Northern Illinois University (NIU), Dekalb, Illinois, USA 2. European Higher School for Economics & Management (EHSEM), Bulgaria 3. Nipissing University, Ontario, Canada. 4. The MoU with Krok University Ukraine & College of Business, State University of New York, Brock

The Institute signed a MoU in October 2016 with Northern Illinois university, Dekalb, Illinois, USA. Both the institutions have expressed their desire to carry out training and research in the field of mutual interests. Faculty and student exchange programmes are part of this agreement. Faculty exchange is one of the many initiatives that the Institute would like to take up to accomplish this goal. The Institute would also be sending its faculty to this institution for exposure to the different pedagogy followed there, and simultaneously enrich their students with knowledge and challenges emanating from Indian context.

The Institute entered into a MoU with European Higher School of Economics and Management, 172

Bulgaria in 2016 to take up joint academic research work and provide teaching and training facilities to the students joining this premier institution in Bulgaria.

A MoU was signed between Development Strategy Centre of Uzbekistan and Lal Bahadur Shastri Institute of Management, Delhi, India. The objectives behind this initiative are to form action strategy in priority areas of development such as developing civil society, improving the protection of the rights and lawful interests of individuals, social entrepreneurship. It also focused on the areas of cooperation relating to civil society development and engaging the citizens in decision-making processes of social innovation.

Similarly, LBSIM has undertaken academic arrangement with KROK University, Ukraine. Both the institutes have expressed their desire to remain engaged in educational and scientific cooperation.

The Institute also signed a MoU with ZS Associates India Pvt. Ltd., Pune India to provide Post Graduate Diploma in Management-Part Time to ZS employees to capacitate them with modern technical management skills and analysis. FOR DETAILS, PLEASE REFER ANNEXURE VII

7.2.2 Student Exchange Programs (10) Self Assessed Score: 6

The student exchange programme is optional and fee to be paid by the students opting for these programmes (inclusive of tuition fee, boarding and lodging at the partner institution) is as follows:

University Duration Fee Air Fare/Visa Charges College of Business, 10 Days $1500 per student As per Actuals Northern Illinois for a batch of 60 University, Dekalb, students Illinois, USA European Higher 15 Days $900 per student for As per Actuals School for Economics a batch of 20 and Management, students Bulgaria Nanyang Business 7 Days $1500-$2500 per As per Actuals School, Nanyang student for a batch Technological of 40 students University, Singapore

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7.2.3 Faculty Exchange Programs (10) Self Assessed Score: 6 The Institute has been focusing on the faculty exchange programme at global level and for this purpose the Institute has become Member of AACSB. The AACSB Accreditation is in the final stage and we are likely to submit SER by the end of August 2019. The Accreditation by AACSB will open new avenues both for the faculty and the students to participate in exchange programmes to accomplish the mission of the Institute.

The Institute has also entered into Memorandum of Understanding with the following global Universities/Institute’s to encourage the exchange of faculty and students:

 A team from European Higher School for Economics & Management, Bulgaria visited the Institute in November 2016 and finalized an action plan to put translate the MoU signed with them in June 2016 to undertake joint research, training & faculty & student exchange programmes. The team comprised of Hon’ble former Prime Minister of Bulgaria Prof. Zhan Videnov who is a Professor at EHSEM and the Provost of EHSEM Bulgaria Prof. Ivan Kotsev.

 The Institute entered an MoU with College of Business (AACSB accredited), Northern Illinois University, Dekalb USA for conducting student and faculty exchange programmes along with joint Executive Programme. A team from NIU comprising of its Vice President along with Dean, College of Business visited the Institute in October 2017 to further strengthen the relationship.

 The Institute has also entered into an MoU with Nipissing University, Canada and a team comprising of Dean, Faculty of Applied & Professional Studies along with Director School of Business visited the Institute to sign the MoU.

 ZS Associates, a global consulting firm has under an MoU agreed to send its employees to study in the part-time Postgraduate programmes of the Institute.

 Prof. Russel Currie, Chair MBA Programmes from Thomson Rivers University, Canada and Prof. Robert D. Hisrich, Bridgestone Chair of International Marketing & Associate Dean of Graduate and International Programs Kent State University, USA visited the institute and initiated steps for collaborations and MoUs.

 A Memorandum of Cooperation (MOC) has been signed with Development Strategy Centre of Uzbekistan in September 2018.

 A team from University of Tartu & Talinn University from Estonia visited the institute for student and faculty exchange Programme during the academic year 2018-19.

We have also invited Dr. Russell, Professor of Marketing from Thompson Rivers University, Canada, as a Visiting Professor of the Institute to do a joint research and strengthen teaching and research in the Institute.

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The Shastri Indo-Canadian Institute has recognized LBSIM as its Member in the year 2019 and we are in active discussion with Canadian Universities to enter into partnership for faculty and students exchange. In the next three years, the Institute has plans to invest into intellectual capital and a special provision in the budget of the Institute will be earmarked for the exchange programmes of the faculty and the students in the coming years. The Institute is also working on developing collaborations with like-minded Institutes globally where the credit transfer arrangement could be worked out both for our students visiting and completing a course at these global universities and vice versa. Since the Institute is regulated by norms laid down by AICTE, many of these initiatives would need concurrence by AICTE.

7.2.4 Collaborative Research Projects (10) Self Assessed Score: 6

The Institute has been engaged in the following collaborative research and other knowledge dissemination activities:

1. Research Work on Ease of Doing Business in India supported by ICWA, India for sum of Rs. 7.5 lacs during 2017-18. The project is completed, and it is coming in a book form named “Ease of Doing Business in India: A critical assessment” to be published by Himalaya Publishing House, Mumbai in the year 2019.

2. A National Seminar on “Role of Women in Environmental Sustainability” sponsored by National Commission for Women (NCW), New Delhi for Rs. 2.80 lacs in the year 2019.

3. Unnat Bharat Abhiyan: We have participated in a National Project Unnat Bharat Abhiyan, a Flagship Program of the Ministry of Human Resource Development, Government of India and have collected data of ten villages of NUH, District Mewat, Haryana and submitted to the Coordinator, IIT, Delhi in the year 2019.

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CRITERION 8 Infrastructure 75 Self Assessed Score: 61

8.1. Classrooms & Learning facilities (10) Self Assessed Score: 8

(Availability of adequate, well-equipped classrooms to meet the curriculum requirements) (Availability of -learning facilities, utilization; initiatives to ensure students learning)

Every mode to education has its pros as well as cons. In the earlier era the discussion was between “Go to school or being schooled at home?” which has been replaced with the phenomena “Shall I take my next course online or I branch with my face-to-face classes” in recent time. The classroom teaching surge interaction with different individuals and enhance overall skills of a student in different situations. It also helps a student in clearing his/her doubts by the professor instantaneously. However, the fresh influx of online courses is trying to replace the traditional class-room sessions completely at the convenience of students.

At LBSIM integration of technology in traditional classrooms makes learning more interesting in comparison to the older ones. With availability of technology-based classrooms it is possible to render concepts through gamification, videos, and other online resources. Institution classrooms are equipped with adequate audio-visual facilities with a descent ergonomic to make students quick learners. With technology-based classrooms it is easy to encourage active participation and longer retention which can be hard to achieve through a traditional environment. Technology also helps an individual in learning at their own pace, review difficult concepts and give access to a wider range of resources.

Infrastructure

Library and Computer Center

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Auditorium and Class rooms

Lecture Halls and Classrooms

The Institute is well-equipped with number of air-conditioned Lecture Halls and classrooms having modern teaching and learning facilities. All lecture halls have access to latest presentation equipment such as Multimedia Projectors, Laptop Notebook Computers, Internet and Intranet Connectivity and a State-of-the-Art Sound System providing for a wholesome complete classroom experience.

Bloomberg Finance Lab

LBSIM has set up a state- of- the-of art Finance Lab with the support of Bloomberg India. It has 12 Bloomberg terminals with the sitting capacity of 24 students to give them access to live data feed from international financial markets. It provides valuable hands-on experience with a powerful set of tools, providing an edge in today’s competitive job market. It demonstrates macroeconomic, market and asset behaviour with real examples in real time and provides students with a visual introduction to the financial markets through Bloomberg Market Concepts (BMC). The Lab on the whole equips the students with practical experience which helps them to bridge the gap between theory and practice.

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IBM Analytics Lab IBM and LBSIM have collaborated to set up an Analytic Lab at the Institute with latest software applications which aims to provide real-world industry experience and hands-on Lab courses to the faculty members and the students. The Lab proposes to develop skills in the areas of Descriptive Analytics, Predictive Analytics and Big Data Analytics.

Video Conferencing Room The Video Conference Room is a state-of-the-art 70-seater hall, equipped with two 46” LCD display and latest video conference facility. It can support 3 systems at 3 different locations and can broadcast the programme in the auditorium also.

Auditorium The campus is equipped with a splendid air-conditioned auditorium with all latest equipment, having capacity of 300 people. All functions even at the National level are held in the auditorium.

Discussion Room Realizing the need to increase knowledge base through discussion among students, as well as to prepare them for case studies / projects and assignments a special room has been developed next to library to share their thoughts and views in a congenial atmosphere.

Cafeteria The institute has a modern well-furnished cafeteria for students open on all seven days of the week from 8am to 8pm. The cafeteria has a food court having freshly prepared meals, snacks and beverages offering wide range of hot and cold options. The hygiene and cleanliness are the hallmark of the cafeteria.

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Cafeteria

8.2. Library (10) - Hard and electronic Self Assessed Score: 10

Quality of learning resources (hard/soft)

 Relevance of available learning resources including e-resources  Accessibility to students

Books

The library has acquired a collection of about 29,000 select documents in the form of books/ reports, and other non-book materials, in different areas of management and information technology, as per well defined acquisition policy. The collections are updated regularly with latest titles of interest as scanned from a variety of standard selection sources. It includes a unique collection of management classics, fiction and rare books. In addition, library procures select government documents technical reports, project reports, conference reports and corporate annual reports etc. regularly. (Total 21,293 volumes of print books; 13,010 titles; 3,453 e-books; 12000 case studies; 4652 Bound volumes are available in the library). Book Bank Facility: Book Bank services are also being provided to all the students of PGDM General & Finance, in which study materials, text books, & E-books are being distributed to the students on non-returnable basis.

Journals (e-journals, National, International) The library has been subscribing to 133 select periodicals in print form. In order to update its periodical collection, the library is acquiring back files of its core periodical titles in hard copy. Generally, hard copies of the periodicals are available from 1995 (the year of library’s establishment). Online access to over 10,000 periodicals is also facilitated by the library.  (Total 133 Print Journals; 118 National; 15, International)  (Total 4,154 E-Journals; 360 National; 3794 International)

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E-resources State-of-the-art Information Technology (IT) products are in place to modernize library operations and services. The library provides extensive access to E-resources. (Total 16 online databases).

E-Journal Databases Business Source Complete-EBSCO: This database provides indexing and abstracting services to 9,000 periodicals, and 2,884 are peer-reviewed. Business Source Complete is the industry’s most used business research database, which provides full text for more than 3,800 journals & magazine, including full text for more than 2,000 peer-reviewed titles. It covers full text coverage in all disciplines of business, including marketing, management, MIS, POM, accounting, finance and economics. This database is updated daily on EBSCOhost.

EMERALD E-Journals:

Library has subscribed EMERALD E-journal collection for full text of 170 Journals in the following area i.e. 1) Accounting, Finance& Economics; 2) Business Management & Strategy; 3) Marketing; 4) HR Learning & Organization Studies; 5) Operations, Logistics and Quality & 6) Information and Knowledge Management

IEEE-CSDL Portal: IEEE Computer society Digital Library provides online access to over 5000 conference publications & 32 peer-reviewed IEEE computing periodicals with latest developments in newly emerging and established areas of information technology & computing.

SAGE E-Journals: Sage Publishing provides online access of 14 journals in the field of Business & Economics.

Business Databases ProwessIQ-CMIE: Library has been subscribing PROWESSIQ (Corporate Database), a product of CMIE, which is India’s leading economic and business research enterprise. It provides complete information on more than 50,355 Indian companies which includes 6000 listed & 32,337 unlisted companies. The database provides financial statements, ratio analysis, funds, flows, products, profiles, returns and risks on stock market etc

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Economic Outlook- CMIE: The Economic Outlook express CMIE's view on Indian economy. This view is derived from a careful and continuous monitoring of all new data releases. New data releases are analyzed in real-time in the context of the historical trends and in the context of other current data releases. Economic Outlook therefore provides a comprehensive and integrated view of the Indian economy.

Crisil Research: Crisil database provides Economy Research (Ecoview) and Industry Research on 70 Industry including 20 mid-size emerging sector. Eco View, a monthly document, provides a comprehensive analysis of the Indian macro-economy. It focusses on linking macro trends and issues to micro variables like company sales, profits and borrowing costs.

Bloomberg Terminal: Bloomberg terminal, provides access to real time national and international financial data, market information, business news, and cutting edge financial analysis tools. It also provides Bloomberg Market Concepts (BMC) course, an eight hour self paced e-learning course. It makes us one of the few business schools in the country to offer training & research in most advanced areas in finance. Other Online Databases: Indiastat.com, Regional Business News, LISTA, Entrepreneurial Studies Source, Newspaper Source Plus, Newswires, Research Starters-Business & Ebsco Engineering Collection: India & DELNET Databases etc. Audio Video Materials: The library stocks a collection of over 850 audio-video documents on various aspect of information technology and management. Case Studies - Harvard Business Publishing: Case studies are most powerful tools to learn the managerial skills and leadership qualities. Harvard Business Publishing produces various Case Studies in the area of Management Education which are being used by our faculty members and students. We have signed MOU with Harvard Business School for Case studies under Educational Institute Category. Case Studies – ET Cases: ET Cases are an initiative of the Times of India Group, India’s oldest and biggest media conglomerate. Its mission is to enable an effective and efficient classroom delivery. It has been found that Indian cases are essential for teaching at Postgraduate level.

Library Management Software Most of the library operations and services are automated. Online public access catalogue (OPAC) is available for users in both floors. 15 dedicated nodes with monitors, one Laser Printer and one Network Printer & other peripherals are available to facilitate using the library materials.

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All the machines in the library are connected in LAN environment. The library has been using an integrated library automation package, NETTLIB software which is capable of working in integrated, multi-user and network environment. The Nettlib is a state-of-the art software for holistic management of libraries which provides various modules i.e. Acquisition, Cataloguing, Circulation, Member Facilities, Article Indexing & Abstracting, Reservation of Books, WEBOPAC, Report Generation etc. The indexing part of Nettlib software is very strong. Besides this, a computerized exit module is also available. We have developed four In-house databases i.e. Book database, Article database, Corporate Report Database and students Report Database for Summer Internship Report & End Term Report of Students in NETTLIB Software.  Relevance of Available Learning Resources including e-resources  All resources are helping students in their day to day study work like assignments, presentations and End Term Project Reports.  Usage statistics of online databases is collected regularly & monitored by the Library Advisory Committee.  Feedback is taken from Faculty members & Students regularly.  Library Advisory Committee Meetings are held regularly to discuss the matter related to learning resources.  Besides traditional services of the library i.e. of issue/return/reservation of books, we also provide current awareness services, bibliographical services, Reprography services, Referral Services, Email alerts, Remote access of Databases etc.  Library publish three in-house bulletin Current Additions (Quarterly), Article Alert (Bi-monthly), and LBSIM Through Print Media (Yearly). As we have been subscribing various e-resources databases in the library we also organize training and orientation session of the databases regularly.

Accessibility to students • Library remains open for its full range of services during 8:30 A.M. to 8:00 P.M., except institute’s holidays. Sunday & holidays varies, on demand. • A separate e-resource lab is available for students & faculty inside the library • Remote Access of various resources available for students & faculty members • Web OPAC facilities is available for Students & Faculty Members. • Wifi enabled fully furnished reading hall with power sockets provides comfortable seating and aesthetics looks is available for students for accessing e-resources & academic group discussion.

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• Developing Library Network (DELNET): In order to arrange needed documents (not held by the library), the library is a member of DELNET (Developing Library Network), DELNET facilitate provision of national level library network. By virtue of this membership, our library has access to the library resources of more than

6669 institution (India: 6647, Overseas: 22) that includes the library of IITs, IIMs, JNU, IGNOU, CSIR, DST etc. It provides books, journals, papers etc on INTER LIBRARY LOAN through personalized document delivery service. It also provides online access to the resources, available with the participating libraries through union catalogues, union lists, etc on a single site or diversely through communication channels. • Referral Service: Students who want to consult other libraries located in Delhi can take a request letter from the librarian FOR DETAILS, PLEASE REFER ANNEXURE VIII (A)

8.3 IT Infrastructure (15) Self Assessed Score: 12

(Availability of composite hardware, software, network resources and services required for the existence, operation and management of an institutions IT environment.)

Computing Infrastructure

A. Laboratories A.1 Server Room: The server room is fully air-conditioned and is a hub for most of the computational infrastructure including servers, software, Internet, documentation, and printing. It is spacious enough to accommodate these. A.2 Computer Labs: The Computer Lab is a special purpose laboratory for practical and exposure to client-server hardware and software technology to students. There are 2 computer labs. Lab-I: Seating Capacity=67 Lab-II: Seating Capacity=33 The Computer Lab-I has been recently upgraded by installing 67 desktop systems 183

with high-end IBM server 3400-7973, Xeon Quard Core 2.0GHz with 8 GB RAM,2+250 GB HDD, DVD with Gigabyte LAN card. A.3 Bloomberg Lab: 12 independent dedicated Bloomberg terminals to provide access to real time and live Bloomberg business data for students and faculty members.

B. Hardware B.1 Personal Computers: There are 65 Personal Computers with i5-7th generation CPU, 16 GB RAM and 500 GB HDD in the Computer Lab-I and 30 Personal Computers with i5-5th generation CPU, 8GB RAM and 500 GB HDD in the Computer Lab-II, to meet the computational requirements of the students B.2 Laptops: The institute provides Laptops to all the faculty members with sufficient performance capability. The Wi-Fi enabled campus provides seamless connectivity and ubiquitous use of and access to Servers and other databases. B.3 Servers: For the purpose of data sharing and access to global databases with up to date information, 2 HP Proliant ML 150 and 2 IBM Quad core 3.0 Servers with Intel Xeon processors are placed in the Institute. Both the servers are equipped with 1 GB RAM, and 140 GB of hard disk space. Recently Two servers, HPE ML 350 Gen-10 4110 with Intel Xeon processors, 64 GB RAM and RAID-I storage system with 2 x 1.2 GB sas drives in each have been procured. B.4 Networking Resources B.4.1 Local Area Network: The Institute has a 1GBPS Local Area Network with connectivity to access file, printer and Internet servers. The LAN is operated through managed switches. B.4.2 Campus Area Network: The Institute’s LAN, together with the Wi-Fi connectivity has been provided through Ruckus R500, 800 mbps wireless access point. These have been deployed throughout the campus B.4.3 Internet: Robust Internet connectivity is provided through 100 Mbps 1:1 Lease Line connection through optical fiber. B.5 Support Equipments

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B.5.1 Printers 4 Heavy duty network printers installed on various floors B.5.4 UPS: All PCs have 60KVA ON-LINE UPS with power back-ups of 30 minutes. B.5.5 Switches: 24 port Lyaer-3 Managed switches: -1 24 ports GBPS managed switches: -12 Ruccus wireless access points connected to the layer 3 and the managed switches. B.5.7 Firewall Sonic wall NSA 3600 C. Software C.1 Operating Systems: Windows 10 Professional, windows7 professional, CentOS 7.0. C.2 Server Software: Windows 2012 Server, Windows2008 and Linux C.3 Databases: SQL Server, Oracle C.4 Multimedia Software: Blender C.5 Programming Languages: Turbo C++, Visual Studio .NET Software Development Kit, Eclipse (Java IDE) C.6 Applications Software: Microsoft Office 2000, Microsoft Office 2010, SPSS, AMOS & SAS C.7 Anti Virus: Kaspersky Client Server solutions for 150 users C.8 Academic alliance: Microsoft Campus Agreement under Cloud Technology. C.9 IBM Rational Suite 7.0 with 30 user licenses II Facilities A Institute’s Website (http://www.lbsim.ac.in) Website is another way of knowing about the institute. It is updated regularly and keeps most of the information of the institute. The outside world can get the desired information about the institute from the remote location. B Internet & email server Institute has email server for its internal communication. Presently it is hosted on outlook.com. Robust Internet connectivity is provided through dedicated 100 Mbps Optical fibre connection

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It is the backbone of computing infrastructure. The ERP and other software like Moodle are available on it within the premises of the Institute. D Teaching Aids: Classrooms are fully equipped with audio visual aids like DLP Projectors, speaker, collar mike etc. along with white board for writing. E Enterprise Resource Planning (ERP): The Institute has acquired license from Udaipur based ERP software provider IFW for implementation of ERP software. The ERP will optimize and increase the efficiency of the different processes of the institute. The ERP package has been installed and the modules are being configured and are in the process of being made operational. F Video Conferencing: The institute has established an e-learning center equipped with Video Conferencing facility. The Video Conferencing can be simultaneously streamed to the auditorium for viewing by more than 300 students.

IBM SAS

The advances in technology taken place since the last decade have significantly impacted the business world. Massive amounts of data are being generated and stored which then are transformed into useful information for better decision making by applying fast computing technology and optimization methods. Most of the Organizations are still struggling to translate the abundance data into meaningful business insights. Hence resulting in huge demand of workforce both in domestic and international market. According to a report by Newscom, India’s analytics market would increase two times to INR 15000 crores by the end of 2019. Lal Bahadur Shastri Institute of Management is actively involved in preparing our students industry-ready by providing them the with the skills & education which are relevant and up to date. Our existing recruiters demands that our students to be trained on latest analytical tools. Few of them are HP Analytics, Smart Cube, DE Shaw, Delloitte and Touche, KPMG, AC Nielson and Asian Paints. In absence of advanced tools and trainings our students will not have the insight of the best practices followed by the industries. Therefore, it was proposed to equip computer lab with the following software tools: SAS Enterprise Guide SAS Enterprise Miner IBM-SPSS SPSS AMOS

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Apart from these tools our Labs are also equipped with open source software such as R & Python. These tools will help the faculty members and students to develop skills in the following areas: 1. Statistical models 2. Research 3. Descriptive analytics 4. Predictive analytics 5. Prescriptive analytics 6. Web & Social Media Analytics 7. Big data analytics

In view of the above-mentioned skills, LBSIM offers the following courses to students of PGDM (General) & PGDM (Finance) 1. Quantitative Methods for Managers 2. Marketing Research 3. Business Research Methods 4. Data Science 5. Advanced Data science 6. Marketing Analytics 7. Business Intelligence 8. Data Modeling & visualization 9. Financial & Risk Analytics

Bloomberg Lab We at LBSIM has 12 terminal Bloomberg Lab. Bloomberg is integral part of our finance papers curriculum. Bloomberg L.P. provides financial software tools such as analytics and equity trading platform, data services, and news of corporations and government through the Bloomberg Terminal. The system also provides news, price quotes, and messaging across its proprietary secure network. It is well-known among the financial community for its black interface, which is not optimized for user experience but has become a recognizable trait of the service.

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We at LBSIM has integrated Bloomberg tool in Finance papers like Financial Analytics, Behavioural Finance, Investment analysis and portfolio management, derivatives, Fixed income securities. It helps in imparting experiential learning to students. Our students compete in various contests organised by Bloomberg with other B-school’s students which give them a good exposure.

Our faculty had organised many workshops on various tools of Bloomberg like portfolio creation, dashboard creation, trading etc. Students are actively involved in making research reports using Bloomberg tool.

Some of the important features of this tool is as follows: •Real time and historical Information and data about companies’ fundamentals. •Information about exchanges and historical data of exchange. •Information and data about fixed income markets. •Information and data about commodity markets. •Intra-day data. •Information and data about economies. •Information and data about forex markets.

FOR DETAILS, PLEASE REFER ANNEXURE VIII (A)

8.3 Learning Management System (10) Self Assessed Score: 8

(Use of software application for the administration, documentation, tracking, reporting and delivery of electronic educational technology (also called e-learning) courses or training programs)

A learning management system (LMS) is a software application for the administration, documentation, tracking, reporting and delivery of educational courses or training programs. The platforms help the faculty deliver courses to the students, administer test and other assignments track their progress and manage record keeping. Learning Management Systems are focused on online learning delivery that support a range of uses, acting as a platform for fully online courses as well as several hybrid forms, such as blended learning of lectures and tutorials through the various platforms. At Lal Bahadaur Shastri Institute of Management, we use combination of platforms to support teaching, documentation and delivery of courses.

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Moodle, a Learning Management System: Moodle is a learning platform designed to provide educators, administrators and learners with a single robust, secure and integrated system to create personalised learning environments. Powering many of learning environments globally, Moodle is trusted by institutions and organisations large and small, including Shell, London School of Economics, State University of New York, Microsoft and the Open University. In India, the platform is used by many Universities and Management Institutions like, IIT-Delhi, IIIT-Bangalore & Delhi and other well known institutes. Moodle’s worldwide numbers of more than 90 million users across both academic and enterprise level usage makes it the world’s most widely used learning platform. Moodle is provided freely as Open Source software, under the General Public License. Anyone can adapt, extend or modify Moodle for both commercial and non- commercial projects without any licensing fees and benefit from the cost-efficiencies, flexibility and other advantages of using Moodle.

The Moodle project’s open-source approach means that Moodle is continually being reviewed and improved on to suit the current and evolving needs of its users. Moodle’s multilingual capabilities ensure there are no linguistic limitations to learning online. The Moodle community has begun translating Moodle into more than 120 languages (and counting) so users can easily localise their Moodle site, along with plenty of resources, support and community discussions available in various languages.

Moodle provides the most flexible tool-set to support both blended learning and 100% online courses. Configure Moodle by enabling or disabling core features, and easily integrate everything needed for a course using its complete range of built-in features, including external collaborative tools such as forums, wikis, chats and blogs. Because it is open-source, Moodle can be customised in any way and tailored to individual needs. Its modular set up and interoperable design allows developers to create plugins and integrate external applications to achieve specific functionalities. Extend what Moodle does by using freely available plugins and add-ons - the possibilities are endless.

Committed to safeguarding data security and user privacy, security controls are constantly being updated and implemented in Moodle development processes and software to protect against unauthorised access, data loss and misuse. Moodle can be easily deployed on a private secure cloud or server for complete control

Moodle is web-based and so can be accessed from anywhere in the world. With a default mobile-compatible interface and cross-browser compatibility, content on the Moodle platform is easily accessible and consistent across different web browsers and devices.

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Access extensive Moodle documentation and user forums in multiple languages, free content and courses shared by Moodle users across the world, as well as hundreds of plugins contributed by a large global community.

The Moodle project is well-supported by an active international community, a team of dedicated full-time developers and a network of certified Moodle Partners. Driven by open collaboration and great community support, the project continues to achieve rapid bug fixes and improvements, with major new releases every six months.

Nowadays, it is not possible to think about the teaching and learning process without associating it with the Information and Communication Technologies. At Lal Bahadur Shastri Institute of Management, students can access courses’ contents as well as interact with teachers and/or colleagues, via message boards, forums, chats, video-conference or other types of communication tools using Moodle. In addition to the pedagogical dimension, Moodle has a feature for registering, monitoring and evaluation activities of students and teachers, enabling the contents’ management via Internet. In a functional perspective, it has easily configurable features, allowing the creation of student assessment processes (quizzes, online tests and surveys) besides offering a wide variety of complementary tools to support the teaching and learning process. At present students and faculties use ‘Moodle’ for the following functions and will enhance it in due course. Moodle is used for Uploading the course content including course outline and course handouts, sharing assignments and solutions, taking quizzes etc.

Bloomberg Laboratory: Bloomberg is a major global provider of 24-hour financial news and information, including real-time and historic price data, financials data, trading news, and analyst coverage, as well as general news and sports. Its services, which span its own platform, television, radio, and magazines, offer professional analysis tools for financial professionals. One of Bloomberg's key revenue earners is the Bloomberg Terminal, which is an integrated platform that streams together price data, financials, news, and trading data to more than 300,000 customers worldwide. To support research and development Lal Bahadur Shastri has 12 Bloomberg terminals in Bloomberg laboratory. It is mandatory for each course of Finance to associate itself with information gained through this platform.

Bloomberg Market Concept: Bloomberg Market Concepts (BMC) is a 10-hour, self- paced e-learning course that provides an interactive introduction to the financial markets. BMC consists of 5 modules—Economic Indicators, Currencies, Fixed Income, Equities, and Getting Started on the Terminal—woven together from Bloomberg data, news, analytics and television. Faculty at Lal Bahadur institute of Technology give students a recruiting edge by adding BMCr certificate of completion to their resumes and helping to prepare them for interviews.

Enterprise Resource Planning (ERP) Platform - The Institute has acquired license from 190

IFW Techno Creations Pvt. Ltd. Udaipur based ERP software for implementation of its ERP modules. The modules in the installed ERP package are configured for leave management system, attendance of both faculty and students, inventory management etc are operationalized. The ERP is helping institute in enhancing the efficiency of different processes of the Institute.

Modules Covered  Admission Counseling & Follow up  Provisional Admission  Student Registration  Fee Management  SMS Gateway for Due Fee Alerts  Transport Management  Academic Calendar Planner  Attendance Management  Attendance with RFID & Smart Card integration  Training & Placement Management  SMS Gateway for Attendance Shortage  Alerts to Parents/Students  Front Office Management  SMS Gateway for General Messaging  Address Book  Phone Register  TC Generator  I-Card Generator  Media Management  Scheduler & Reminder  Event & Activities  HR Management

 Exam & Results 191

 Library & Book Bank  Time Table  E-Library  Hostel & Mess Management  Stock/Store Management  Staff Payroll Management  Back Office File Management  Teacher Evaluation System  Security / Gate Pass Manager  Employee Daily Report Register  Accounts Management  User Specific Security Management  SMS Gateway for General Messaging to all Students and Staff  E-Mail Broadcaster integrated with all Modules  Assignment Sharing  Student Login (IFW EduCamp)  Faculty Login (IFW EduCamp)  Parents Login (IFW EduCamp)  Admin Login (IFW EduCamp)

8.5 Hostel (10) Self Assessed Score: 8

LBSIM hostels provide proper arrangements to meet major housing requirements of outstation students, so that they can focus on their studies uninterruptedly. Separate accommodation is provided to boys and girls. Boys’ hostel has a capacity of around 112 boys and girls’ hostel can house 70 girls, both on twin sharing basis. Hostels provide separate bed, table and chair and cupboard (with lock) for each student. Rooms are well ventilated and spacious enough to provide comfortable study and resting arrangements. All rooms are air-conditioned. Health and hygiene are amongst top-most priorities of the college. Proper filters and cooling machines are installed in each hostel. Variety of food is provided which is hygienic and freshly cooked. Hostels are cleaned regularly. Kitchen, mess and space for discussions and 192

other recreational activities are also provided. LBSIM boys’ hostel is situated at 142/1 village Baghdola, near Dev Public School, sector- 8, Dwarka and girls’ hostel at A 6-7, Near SBI Bank, Palam Extn., Ramphal Chowk, Sector-7, Dwarka. To ensure utmost safety, hostels are properly guarded, with a provision of female guard for girl’s hostel from 8:00 a.m. to 8:00 p.m. Separate caretakers are there for both the hostels, to address any immediate issues of the students. Fire extinguisher systems are installed in each hostel. Student coordinators are assigned to each hostel, who ensure proper communication regarding day to day matters to hostel authorities College has constituted a Hostel Committee constituting the following members: 1. Dr. Anuj Verma – Chief Warden 2. Dr. Pradeep Kumar – Warden, Boy’s Hostel 3. Dr. Vishakha Bansal – Warden, Girl’ Hostel 4. Dr. Rajeev Sirohi - Member 5. Dr. Shalini Agnihotri – Member 6. Col Ajay Sood, CAO, Member Secretary 7. Mr. Sachin Khera, AO, Member 8. Mr. Naresh Wadhwa, Member The committee ensures proper functioning of the hostels, rules formulation and adherence thereof. Committee meets from time to time to ensure proper functioning of hostels and to discuss matters received from the students, handling their grievances and requests. It also ensures that timely unbiased decisions are taken, and matters are resolved quickly.

LBSIM Hostels for both Boys and Girls

Quality of life of hostelers: 193

8.6. Sports Facility (10) Self Assessed Score: 7

Apart from education, you need good health, and for that, you need to play sports. It has been aptly described by the Legendary Cricketer Mr. Kapil Dev.

Sports build good habits, confidence, and discipline. They make players into Community Leaders and teach them how to strive for a goal, handle mistakes, and cherish growth opportunities.

Keeping the ibid in mind, Lal Bahadur Shastri Institute of Management, Delhi has developed the sports facility in the limited space of a campus. It has created both indoor and outdoor sports facilities and encourages our students to add additional dimension in their personality by choosing to participate in Sports.

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Indoor Sports Facilities (5) Self Assessed Score: 4

The Institute has a well-equipped Gym, TT room, Indoor games such as Carrom Board, Chess. Ludo etc.

8.6.2. Outdoor Sports Facilities (5) Self Assessed Score: 3

The Institute has a Badminton Court, Basketball Court for recreational purposes. DDA Sports complex, Dwarka is being utilized for conducting various other sports events.

Rantavvya The institute also holds annual sports competition “Rantavvya” wherein participants from other B- Schools take part. The last sports event was conducted in the month of Feb 2019 during the annual festival of the institute “TATVA”.

The sports festival saw participation from both men and women and the sports played were cricket, basketball, table-tennis, chess, futsal, badminton and volleyball. Except for cricket, it was an elimination style tournament that tested the yearning of the players to triumph. The two-day event witnessed great toil and endeavour from teams of top b-schools like FMS, FORE, IMI to name a few. All the winners were rewarded with medals, certificates and a handsome cash prize too.

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Run for Education

Everyone knows that running is the best exercise to get into shape, but ever thought the pleasure and happiness of running for a cause. To spread smiles and learning all around, to derive the multiple benefits” LBSIM organized the mini marathon Run for Education every year in the month of October in association with Delhi Police and Jaagriti- Spreading smiles, an NGO that acts as an abode for the underprivileged children and provides pre-school and post-school education to children as well as focus on the holistic development of the physical, emotional and intellectual aspects of a child’s life through setting up education centres,

The 6.5 km long run across Dwarka was graced by the presence of the Chief Guest, Member, Board of Trustees, LBSIM. The Chief guest appreciated the initiative taken by the institute to race for smile on the faces of innocent children. The event witnessed about 800 footfalls, where eager participants of all ages were seen running towards one common objective-to send kids to school.

All the winners were recognized. The prizes included medals, certificates, trophies and cash prizes for the first three positions. The top 100 Finishers were also awarded medals. The marathon ended on ecstatic note of yet another year of LBSIM organizing Run for Education 3.0 with a promise to uphold the societal responsiveness with boosted levels of dedication.

8.7. Medical Facility (10) Self Assessed Score: 8

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The nstitute has a well-equipped Medical Inspection (MI) Room under the supervision of a Doctor, who visits thrice a week. The Doctor is available on call in case of any emergency. The institute has also made arrangement with Bensup, Rockland, Venkateshwara and Artemis Hospitals in Dwarka for Ambulance facility as well as other emergency treatments.

To maintain sound health standards, the Institute has a policy to carry out annual health check-up of all its employees. This year the annual heath checkup was done in the month of May at Venkateshwara Hospital, Dwarka, New Delhi.

Medical Camp

A medical campaign was organized at the Lal Bahadur Shastri Institute of Management, Dwarka by Sparsh, the Social Initiative Society of the Institute in association with Ayushman Hospital and Health Service for the children from Jaagriti - Spreading Smiles, who visited our campus and left it enchanted with their brightest smiles. It was organized on the death ceremony of Late Shri Lal Bahadur Shastri.

Blood Donation Camp

As a part of its continuous endeavors to serve the society, LBSIM organized a Blood Donation drive every year. The drive was organised to commemorate the Birth anniversary of Bharat Ratna, Shri Lal Bahadur Shastri Ji in association with Sparsh, the social initiative society of LBSIM and Rotary Club of Indirapuram Pariwar.

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The event started with the chief guest inaugurating the event. A team of volunteers were also present to motivate the people to contribute to the noble cause. There was an awareness drive for inviting people to become heroes by sparing some time for the lifesaving gesture. The drive witnessed a huge participation from the faculty and the students who actively participated in this noble cause.

The blood donation drive aimed to create awareness for the need of blood donation. Blood donation is a major concern for the society as there is a shortage of active blood donors to meet the needs of increasing blood demand. The campaign created awareness about the access to safe and adequate quantities of blood and blood products.

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CRITERION 9 Alumni Performance and Connect 50 Self Assessed Score: 39

9.1 Alumni association (10) Self Assessed Score: 8

(Duly formed and registered)

In the 25 years since its inception, Lal Bahadur Shastri Institute of Management has always cherished the presence of its sturdy network of interconnected alumni. The institute pompously savors around 4400 intellectuals who contribute graciously to bring societal transformation all over the world.

LBSIM through Reminiscence the Alumni Association of the institute helps connect to the individuals who have brought glory to their alma mater. It is an independent body run by the students under the guidance of the faculty conveyor. It maintains a separate one of its kind website http://www.lbsimalumni.com/ for alumnus to register themselves and remain associated with the institute forever.

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9.2. Involvement of alumni (25) Self Assessed Score: 20

(Alumni meet, visit to institution and interaction with students, involvement in curriculum development, project guidance, assistance in entrepreneurship, mentoring of students, assistance in placement, resources raised, etc.)

Grand Alumni Meet: The Annual Alumni Meet brings with it a chance for our Alumni to reconnect with their Alma Mater and bring its Alumni together. It gives them a brief account and nostalgia of the old days of their B-School lives as they meet their professors and their old batch mates who had a significant role to play in their lives.

The Alumni Foundation of LBSIM organized the 22nd Annual Grand Alumni Meet on 6th October 2018 at The Indian Habitat Centre, New Delhi. It was an energy-packed and a fascinating trip down the memory lane with the Alumni interacting with their teachers and catching up with their batch mates. The students of the current batch of LBSIM also interacted with the Alumni and gained deep insights about the life after B-School. The Alumni Meet was a major event where Alumni of LBSIM from the very first batch of 1997 came from all the parts of India and even from abroad. The occasion was graced by the presence of Shri Anil Shastri, Chairman of LBSIM who conveyed his immense pleasure in meeting the Alumni of all the batches.

Chapter Meets: In the month of August every year, Reminiscence holds Chapter meets across the country with the motive of uniting all the alumni in their respective cities. Chapter Meets are a great platform to interact with Alumni residing in different cities and exchange thoughts and experiences with them. Teams are dispatched to different out station locations like Mumbai, Hyderabad, Bangalore, Pune, Kolkata and Chennai. Alumni dinners are organized at all locations during this time period. Meets turn out to be very interactive and fun filled for everybody, bringing along some valuable inputs from our fellow Shastrians.

Mentor-Mentee Program: A program where in our alumni shares their experiences, suggestions, guidance by joining hands with our students. Under this program, each student is allotted a mentor to help him/her to get insights about the corporate world so that he/she understands its nuances as to what is expected out of a B School Graduate. This affectionate alliance with the alumni from earlier batches who are at senior positions helps the students in a tremendous way to improve and upgrade themselves and learn the know-how of the business world so that they can progress in their careers efficiently.

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Reflections, The Annual Magazine: The Annual magazine released by Alumni Cell at the Grand Alumni Meet every year contains all the events organized by the institute in the past year. Major events like TATVA-The annual fest of LBSIM, Convocation, Outreach, CI interfaces, Social and Rural immersion programs, to name a few.

The purpose of this magazine is majorly to keep the alumni base updated about the key happenings in the Institute, this keeps them updated about the current happenings at their Institute, remain connected with it and provide suggestions for improvement.

Corporate Interface Sessions: These sessions are organized throughout the year by the Alumni Foundation wherein alumni are invited to share their prominent experience in the industry with the students in the institute. Mr. Hitesh Makkad, who is presently the Director of his own firm Ping Tring and Ms. Sunmeet Taluja Marwaha, National Head, Corporate Sales, HRG Dnata, to name a few, were invited to share their insights of the corporate world with the students and the faculty. Alumni who were in the same shoes many years ago could share how they faced challenges in the real corporate world and how their learning at LBSIM helped them conquer the challenges. These sessions help both, the institute and the students to grow and the alumni to stay connected and contribute to the institute.

Corporate Excellence Awards: This award was introduced in the year 2013 and is presented on ‘Foundation Day’ of Lal Bahadur Shastri Institute of Management every year. The awards are presented to the Alumni of the Institute to commemorate their success and their contribution made towards the society. It is to recognize their talents, spirit of entrepreneurship and other great achievements earned by them while scaling the heights they sit atop now. The recipients of the Corporate Excellence Awards 2019 were:

1. Sonali Dahiya (1995-1997) Senior Vice President- Kotak Pvt. Bank

2. Mayank Chawla (1995-1997) Vice President- Paytm

3. Prasant Menon (1997-1999) Director- Green Earth Ventures

4. Vineet Aggarwal (1999-2001) Vice President & Head- Key Relationship- Landmark Insurance Broker

5. Abhishek Jain (2004-2006)

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Director- Ernst & Young

Winner of last three years Corporate Excellence Awards

2016

 Mr. Vikas Tuteja (Batch 1997-1999), Vice President- HDFC Bank;  Mr. Raman Walia (Batch 1997-2000), Regional Head- ICICI Bank;  Ms. Aparna Thandavan (Batch 1998-2000) Director - Philips India Ltd.;  Mr. Puneet Wadhwa (Batch 1998-2000), Senior Associate Editor- Business Standard and  Mr. Anurag Anand (Batch 2000-2002), Head- Coca Cola University, Coca Cola India & South West Asia.

2017

 Mr. Vikas Khokha, Director, Zimmer Biomet, India (Batch 1996-98);  Deutsche Bank (Batch 2000-02);  Mrs. Payal Gaba Vasudev, Director - HR, SGS India (Batch 2001-03);  Mr. Vivek Gera, GM - HR, Videocon Industries Ltd. (Batch 2003- 05)  Mr. Dhiraj Jain, Director Mahagun India (Batch 1995-97).

2018

 Mr. Lokesh Kumar- (Batch 1998-2000), Founder, HRDS Global, Gurugram, Haryana;  Ms. Vinita Shinde - (Batch 1999-2001), General Manager HR, Accenture;  Mr. Anupam Ray- (Batch 2000-2002), Assistant General Manager and Delivery Lead, TCS;  Mr. Chirag Baijal- (Batch 1998-2000), Director, Commercial heating ventilation and air conditioning business, UTC Climate Control and Security.

Involvement of Alumni in selection of the candidates: Even after leaving their Alma mater, our alumni play a quintessential role in selection of the candidates for the academic year by engaging and being a part of the selection committee. This helps the institute to leverage their experience to select the right candidate.

Assistance in Placement: Our Alumni remain connected to the placement cell of the institute. They act as a ray of hope for the students by suggesting companies for placements and summer internships and live projects.

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Assistance in Entrepreneurship: The Alumni also come forward as a helping hand to guide students with entrepreneurial ideas, by taking part in the entrepreneurship cell of the university. Apart from this various workshop are also organized with the help of our alumni to help the students to expand their horizon of learning in various domains.

Curriculum: The Alumni also constantly helps us to update our curriculum by informing the institute about the latest trends and requirement in the industry. Through this we can stay updated as per the requirement of the industry and help our students learn the skills which they would need in the industry they want to be a part.

9.3. Methodology to connect with Alumni and its implementation (15) Self Assessed Score: 11

(Alumni portal, database, alumni meet, frequency of meets, alumni chapters, newsletter)

Alumni Portal: Reminiscence aims to connect all the alumni in a network with their Alma mater through this portal. It has exclusively integrated features keeping in mind the needs and consolidating our Alumni fraternity. The Alumni can use the portal for the activities listed below:

1. Post about jobs and internships within their organization and look for opportunities which other Alumni will share 2. Browse members by company and location 3. Share memories with your batch-mates, juniors and seniors in the Alumni network 4. Keep abreast of the latest developments at LBSIM

The Alumni can register on the portal via the link: https://alumni.lbsim.ac.in/

Networking: We make it a point to greet and be in constant touch with our alumni through Social Networking sites such as Facebook and LinkedIn.

Database: Reminiscence maintains a database of all its alumni who has been part of the institute. The database is updated on a regular basis so that we can stay in constant touch with our alums. The database consists of information about the organization, the role, location, contact details and LinkedIn profile of the alums.

Newsletter: Through the Alumni Newsletters, Communiqué, Reminiscence focuses on

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establishing an indelible and un-detachable bond with the past grandeur.

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CRITERION 10 Continuous Improvement 50 Self Assessed Score: 36

10.1. Actions taken based on the results of evaluation of each of the POs (20) Self Assessed Score: 15

Identify the areas of weaknesses in the program based on the analysis of evaluation of POs attainment levels. Measures identified and implemented to improve POs attainment levels for the assessment years including curriculum intervention, pedagogical initiatives, support system improvements, etc. Actions taken to be mentioned here.

S no POs Evaluation Area Need Action needing identification Taken over Attention based on last three Gap years Analysis 1 P01 Assessing the Analytical Laying more New courses students’ ability, stress on in analytics, ability to strategic strategy and systems, anticipate the thinking. also introduce strategic organizational new courses marketing. opportunities . on critical thinking ability. PO2 Development Strengthening Up-dation of Improved of Global of student curriculum connect with mindset development with industry industry, process connect, case mentor- through guest studies for mentee lectures, global programmes cases business, with alumni connect, at senior industry- positions, interface with chapter meet global leaders at different cities in India, greater involvement of alumni in induction

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PO3 Assessing the Strengthning Introducing Increased students on and more group weightage of group promoting learning group dynamics and group projects and projects peer learning. projects. promoting quality circles

PO4 Assessing the Strengthening Introducing Introduced knowledge of the students more cases in the students understanding integrated strategic based on of different case studies management different functional so that on integrated functional areas and students take management areas inculcating the three appaorch integerated dimensional approached to view of the management problem problems PO5 Evaluating the Laying more Introducing Introduced students on focus on modules module leadership change related to organizational capabilities management leadership leadership through techniques and change Change and management Management leadership skills

10.2. Academic Audit and actions taken thereof during the period of Assessment (10) Self Assessed Score: 7

It was decided that area conveners should review the conduct of all courses after 4 weeks from the start of each term and ensure that the course coverage, readings and cases discussed in the class, type of assignments and weightage to each component of evaluation for a given course, are uniform across all sections taught by different faculty members. This was implemented from November 2017 and is being improved upon.

For the academic year 2017-18, faculty teaching the course was made responsible for conduct of mid-term examination in the days provided in the academic calendar. However, based on unsatisfactory experience of the faculty members with that process, it was decided to switch over to formal conduct of mid-term exams (by the exam cell, with proper seating plan etc.) from AY 2018-19, to bring back the seriousness of exams in the evaluation process.

Keeping in view the concept of Assurance of Learning (AOL), a Final Research Project (FRP, 206

which is also referred to as CIS of Course of Independent Study) was made mandatory for students of all PGDM programs. For proper execution of FRPs, it was decided that the Research Coordinator will head an FRP Committee, identify major research themes to be taken up each year and communicate the same to students. Students are then encouraged to pick up research questions of their interest, in line with the identified themes and are asked to work with the assigned faculty guide. No more than 15 students can work under one faculty guide. For better integration with the industry, visiting faculty are also assigned as a co-guide for FRP students. Further, it was decided that there will be a specific time slot every week for FRP and attendance of students will be maintained by respective faculty guides.

It was observed that if the assignments and case studies in the curriculum get repeated each year, students tend to refer to the submissions of their seniors and lose out on opportunities for learning from application of concepts. It was therefore decided to change the assignments each year. Further, to improve on peer leaning experience, it was decided that group formation in each term would be changed so that students get exposure to working with individuals with different background and exposures.

Given the easy access to online content, students are often seen taking an easy route to complete their assignments by copy-pasting, without really trying to understand the concepts. If such submissions are not checked for plagiarism, students may get good marks and that may give them a false confidence for that course. It also becomes unfair to sincere students. To overcome this problem, it was decided that faculty members shall check all submissions from students on URKUND - plagiarism detection software at the institute, and either completely reject or award low marks for documents with high similarities. Implementation of this is being strengthened by use of URKUND for Reports of Summer Internship Projects, Final Research Projects and all term papers, assignments etc.

10.3. Improvement in Placement, Higher Studies and Entrepreneurship (10) Self Assessed Score: 7

Assessment is based on improvement in:

 Placement: number, quality placement, core industry, pay packages etc.

In last few years, the quality of placements in national and international companies have been recorded. Quality of placements means standard national and international companies job profile and salary package have significantly improved. Core industries such as Auto, FMCG, Steel, cement and electricity and consulting organization are regulary visiting the institute. This has grately improved the pay package both in terms of salary in hand and other regular perks

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including Provident Fund have been noticed.

 Higher studies: admissions for pursuing Ph. D in premier institutions

Normally those who have done PG from any institute of India need to clear NET if they wish to for Research & Teaching. Moreover, Foreign universities need additional qualification for joining them as research scholar or in any othe position. Thus, there is hardly in last 2-3 years any student have joined Ph.D. or higher eduction in foreign university. Ofcourse they take the recommendation from the institute for joining higher studies in foreign countries.

 Entrepreneurs

We have E-Cell in the institute, students regularly invite start up to visit and guide the students, to take new venture just after passing their PGDM programme.2-3 students join their family business already very successful. However, 1-2 student still have the courage to start a new small venture.

10.4.Improvement in the quality of students admitted to the program (10) Self Assessed Score: 7

. LSBIM, Delhi follows stringent criteria for selection of students for the PGDM courses. It is in line with the procedure being followed by IIMs. In addition, LBSIM also accepts GMAT score for getting international level students. Various initiatives enumerated in the following paras have been taken to further improve the quality of students.

. A detailed selection procedure has been established. In addition to other qualities, the candidates are also checked for their written ability, group discussion, subject knowledge, communication skills, general awareness, aptitude and situation handling. Adequate measures are under taken to enroll the students from diversified academic fields like engineering, science, arts, commerce apart from BBA.

. The selection base for conduct of group discussion and personal interview has also been expanded from five locations earlier to ten locations now. By doing this, we have enhanced our reach to Southern, Northern, Western & Central parts of India.

. Enhancement of management disciplines has also taken place by adding two more disciplines i.e. PGDM R&BA, PGDM L&SCM into the existing PGDM General & PGDM Finance programs. 208

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ANNEXURES

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INDEX

Annexure No. Topic

I Related to Criteria – I: Vision, Mission & Program Educational Objectives

II Related to Criteria – II: Governance, Leadership & Financial Resources

III Related to Criteria –III: Program Outcomes and Course Outcomes

III (A) Program Educational Objectives and Program Outcomes

IV Related to Criteria –IV: Curriculum & Learning Process

IV (A) Minutes of Disciplinary Committee 2015, 2016, 2017 and 2018 IV (B) Student Feedback IV (C) Curriculum updation IV (D) Course Curriculum (same as Annexure VIII)

V Related to Criteria – V: Student Quality and Performance

internship project details 18-19 V (B) Professional Activities V (C) Students Handbook

VI Related to Criteria – VI: Faculty Attributes and Contributions

VII Related to Criteria – VII: Industry and International Connect

VII (A) MOU’s VII (B) MDP’s

VIII Related to Criteria – VIII: Course Curriculum (same as Annexure VI (D))

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Annexure I

Related to Criteria – I: Vision, Mission & Program Educational Objectives

I (A) Vision 2020 Draft, Revised Mission related correspondence

I (B) – i Mission, Goals, Organisation and Governance

I (B) – ii Members of the Advisory Body - Management Programme

I (B) - iii Minutes of BOG and Advisory Body Meetings - 2016, 2017 and 2018

I (B) - iv Minutes of Faculty Council Meetings - 2016, 2017 and 2018

I (C) - i Library Committee Meetings

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ANNEXURE I (A)

Lal Bahadur Shastri Institute of Management, Delhi

VISION 2020

Introduction Board level Sub-Committee was constituted by Shri Anil Shastri, the Chairman, LBSIM with following members.

The sub-committee comprised of the following, 1. Mr. Jimmy Anklesaria - Chairman 2. Dr. Arya Kumar - Director, LBSIM, Delhi 3. Mr. Mudit Shastri - Member 4. Prof. Prashant Gupta - Member 5. Prof. Praveen Gupta - Member 6. Prof. Smita Sharma - Member 7. Prof. Moni Mishra - Member

The first meeting of the committee was held on June 12, 2015 in the Board Room at LBSIM Campus and the second meeting was held on September 19, 2015 at the same place. Shri Anil Shastri also graced the two meetings with his presence. The committee primarily focused on A) firming up of the Vision 2020 for LBSIM B) Institute’s Positioning/ Strategies for future

A few actions were agreed upon in the first meeting, which were extensively deliberated in the second round. 1) “Perception Mapping” was to be done in order to understand from the students, alumni, faculty and recruiters, how they perceive LBSIM. This helped in gaining clarity about “Who we are, where we are, what we are”. Some valid outcomes were identified which became part of future strategies.

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2) A survey was carried out for undertaking competitive analysis to understand where we stand vis-à-vis our competitors. A team was constituted to undertake the study of competitive B- Schools in Delhi-NCR, collect the data about infrastructure, student in-take, courses taught and various other aspects of competition, from a universe comprising FORE, MDI-Gurgaon, BIMTECH-Greater Noida, IMT-Ghaziabad, IMI-Delhi, IIFT-Delhi.

Based on deliberations in two rounds of meetings, the committee reached a few conclusions and framed the vision, mission and strategies for the future growth of LBSIM in terms of branding and positioning. Another round of meeting was held on 5th December 2015 and the sub-committee had modified the Vision 2020 document by coming out with a strategic thrust in seven identified pillars (Key Performance Areas) and an action plan was discussed for the short and medium term implementation. The draft action plan document was prepared and circulated amongst all members. Based on that, final round of meeting was held on 30th January 2016 and the Vision 2020 was given final shape. Action plan has been drawn with three stages of implementation i.e. short term (0-1 year), medium term (1-3 years) and long term (3-5 years).

Vision Leadership through Excellence in Value Based Management and Technology Education.

Mission To Impart Quality and Value Based Management and Technology Education relevant to Corporate and Societal Needs through Continuous Learning, Societal Responsiveness supported by Strategic National and International Partnerships.

Values Commitment: Striving for quality and results Honesty & Integrity: Adherence to high standards and ethics by all stakeholders in their thought, conduct and behavior Self-Discipline: Taking responsibility, reflecting punctuality, persistence, tenacity, patience and pro-active behaviour Fairness & Firmness: Transparency in governance, Trustworthiness and respect Collaborative Spirit: Teamwork, unity and inclusion

Strengths of LBSIM, Delhi • Shastrian Values • Highly reasonable and affordable fee structure • Our location (being located at National Capital) • Our strategic differentiator (Very Good Faculty with diverse backgrounds and industry orientations; effective teaching being the main differentiator and pioneer in value based education) • Well-developed course curriculum and wide ranging elective choices

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• Excellent Quality students based on pure merit through CAT from all parts of India and all academic disciplines • Excellent Placements with leading corporates across industry sectors • Collaboration with Bloomberg for Finance and IBM for Business Analytics • Intensive Corporate interface • Availability of strong infrastructure, library, computer lab, audio-visuals class room etc. • National accreditation • Our tradition of pursuit for excellence since 1995

Weaknesses of LBSIM, Delhi • Lack of international collaborations/ associations • Non-availability of Hostel facility and land constraints for future expansion • Need for improving placements from multinationals and fast growing start-ups • Lack of faculty exposure to international business schools and conferences • Lack of identity in organizing MDP’s and undertaking consulting assignments • Lack of competitive incentives to attract excellent faculty • Faculty turnover relatively high • Lower usage of library & other resources (students just leave after classes) • Lack of balance between academic rigor and non-academic activities. • Need for greater academic rigor • Less research resources/No affiliations with HBSP, Case Centre, IVY league, IIMA for purchasing case studies • Need for greater streamlining of faculty feedback mechanism • Lower visibility in media, industry & society • Over dependence on part-time lecturers in some areas • Lack of software such as SAS, Crystal Ball, LINDO which are in heavy demand in the industry

Opportunities • Strategic alliances and partnerships with international and national institutions for strengthening academic rigor and offering diversified courses. • To hire faculty with intense research focus and leveraging them for institution’s branding through research and consulting. • Inculcating entrepreneurial spirit amongst students. • Diversification of sources of revenue through MDP’s, consultancy and certification programmes. • Use of distance education, flexible learning and adoption of new information and communications technologies. • Collaboration with corporates to take care of their Human Resource Development needs • Presence of only 4-5 leading players in such big market in NCR • Scope to join elite group of 20 best institutes (Very strong and strategic thrust required) • Scope for strengthening PGDM (Exe) & PGDM (PT) courses

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• Dynamic, competitive environment which thrives on innovation and experimentation • Re-emergence of values in management wherein LBSIM has an edge can be leveraged • Scope for diversification of sources of revenue through enhanced consulting and e-learning facilities and offering certificate courses • Well planned media interface backed by research to get better return on marketing investments

Threats • Intense competition amongst top notch institutions and especially from upcoming IIMs having liberal financial resources • High investments been made by competitive private institutions for brand building. • Experienced faculty leaving for better conditions to other institutions • Challenge to get good faculty with credibility in academics and consulting. • Fast changing educational technology that would have great bearing on competitive position • Mass expansion has led to questioning identity and relevance of management education. • Threat of losing best students to newer IIMs & 4-5 competitors in NCR resulting in either lower cutoff or lower batch size or both • Lack of hostel facility • IIM’s likely to get recognition to impart degree instead of PGDM.

Challenges for Future Growth  Attracting good quality students through innovative methods.  Attract and retain talented faculty through incentives and conducive environment.  Invest money in international collaboration, Fellow programme, competitive salary and perks to faculty and staff, research facilities, endowed chairs and research professorships sponsored by the corporate.  Create an image for conducting MDP’s and undertaking consulting assignments  Strengthen and leverage our alumni network  Augment resources by diversification  Build a corpus by being entrepreneurial  Alleviate ranking amongst management institutions

 Pursue Academic Excellence  Internationalization - Academic Collaboration 220

 Strengthen Infrastructure  Strengthen Bonding with Alumni  Strengthen Corporate Interface for Academic Excellence and Placements  Generate Internal resources  Brand Building for LBSIM

Specific strategies and thrust areas identified for coming five years are as under:

I. Pursue Academic Excellence Ethical Moorings of LBSIM Ethics need to be given greater visibility and emphasis to build as core strength through activities as under: . LBSIM’s heritage in terms of Shastriji’s legacy would be propagated as a valued, cherished, desirable and rare quality, which provides LBSIM a cutting edge amongst all leading B-Schools of India. The film on Shastriji should be shown in presentations to corporates when they visit the campus. . Ethical anchoring of LBS students in the Shastrian values would be reiterated in the various activities taken up. Tying up with Sarvodaya Schools and working with them can be one such regular, organized activity for LBS students through activities such as Corporate Interface. . A module on Lal Bahadur Shastri’s ethical leadership styles would be added in the course ‘Business Ethics’ in the PGDM Course. . Zero tolerance to meet deadlines (for example, no leeway to be allowed for submission of FRPs, i.e., Final Research Project reports), and unethical practices in examinations. . Encourage “Whistleblowing” at all levels for greater transparency in the system. . Guidelines of ‘do’s and don’ts’ to be prepared and circulated for stricter adherence.

Academics Curriculum . New electives courses within the PGDM Course Structure like Nano Technology Management, Big Data Analysis, Business Analytics, Supply Chain Management, Logistic Management, Sustainability Management etc. to be planned and rolled out, after checking feasibility of each. We would develop these electives within subject areas and offer to teach these courses on selective basis or even on audit basis to begin with. . Institute has signed an MOU with IBM for setting up a Business Analytics Lab to strengthen the curriculum of the PGDM Programme. Lab will be optimally utilized for giving hands on experience in the existing courses and to come out with weekend certification programme in association with IBM for the working professionals as also to organize short duration Management Development Programmes for professionals. Resources other than Ebsco . Emerald, other prominent journals, prominent databases and soft wares, important simulations tools, business games etc. would be added in a phased manner to enrich learning experience as also to encourage faculty to pursue research. Faculty 221

. Faculty Development Programmes (FDPs) will be organized for up-gradation of faculty skills. . Faculty to organize National / International Conferences for exchange of research outcomes and to develop networking with leading institutions. . Allocate budget to allow faculty members to participate at least in one National Conference each year and one International Conference in once in three years. . A committee of Faculty members to initiate initial steps with reputed academicians / foreign institutions for collaborative efforts. . Faculty to be encouraged to take sessions in leading institutions such as FMS, IITs, IIMs, so that eyeballs could be attracted to brand LBSIM. Faculty Recruitment . To attract retired professors and guest faculty from leading institutions like IITs and IIMs, who would be willing to relocate to Delhi and act as fulcrum to develop faculty and strengthen research groups/endeavour. To emphasize ‘hands on experience’ and ‘learning by doing’ as core pedagogy for teaching management subjects. . Guest/visiting faculty to be engaged from premier institutions like IIT-D, FMS, MDI etc. . To further strengthen seed research grants for attracting good faculty. . To be liberal in offering compensation package for attracting acclaimed authorities in different areas of teaching and research. Pedagogy: . Faculty members to remain updated with latest pedagogy of teaching management courses and to use the same while teaching courses. Some of the upcoming pedagogies which would be used in selective manner are Simulation Techniques, Business Games, Business Analytics soft wares, etc. Intake & Accreditation . Intake in PGDM programme would be increased from the present level of 240 to 360 by identifying specialized streams relevant to the changing business environment. We will enhance the quality of student intake and diversity of students. . PGDM in a family business, business analytics and other relevant areas to be introduced. . To work out the feasibility of seeking a parallel accreditation of AMBA, pending accreditation process by AACSB of which Institute is a member, which is likely to take another 2 – 3 years. . PGDM Part-Time and PGDM Executive programmes would be revamped with a distinct niche and thrust to attract more students, including web based teaching. Selection of Students . To diversify the student pool by selecting students from different geographies and different academic background which presently is dominated from northern and central part of India with engineering background. . To attract international students for PGDM programmes especially from South East Asian countries, Gulf and African countries. . To revamp the screening and selection process for improving the quality of student intake.

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Introduce Fellow Programme . Collaborate with leading institution in India to introduce a Fellow programme to give distinct thrust to research. . Provide for reasonable budget to attract 4-5 candidates with fellowship and contingency support.

II. Internationalization - Academic Collaboration

. To enter into academic collaboration with Universities imparting management education abroad especially from Canada, Australia, USA, Thailand, Singapore, Dubai, etc. for exchange of students and faculty and to organize MDPs, Conferences jointly with collaborating institutions. . To sign MOUs with at least 5 to 10 foreign institutions in the coming two to four years. . To vigorously pursue attracting students from different nearby countries to have at least 5 to 10% international students in another five years. . To make efforts to attract foreign faculty to spend a few Semesters on campus and/or to join LBSIM.

III. Strengthen Infrastructure in all areas including Hostel facility

. To create hostel facility for students which happens to be the greatest bottleneck for providing distinct management educational experience and enrichment of life @ LBSIM? . To integrate LBS Alumni website with the institution website to help students to network with prominent Alumni. . To upgrade canteen and tuck shop facility & provide quality food in a hygienic and lucrative ambience. . To extend further games facilities- indoor and outdoor. . To continuously strengthen library resources through journals and books. . Technology driven pedagogy - App based delivery of course material . Video repository in Library

IV. Strengthen Bonding with Alumni . To intensify interaction with Alumni and create more platforms for Institute Alumni interaction. . Regular updates, feedbacks and communication with Alumni for increasing the networking with them. Direct interaction with senior Alumni for seminars, placements, guest lectures and other events in the Institute. . To involve Alumni in the outreach programme for maximizing its effectiveness for placement perspective. . To organize batch meets from 2016 by clubbing 2-3 batches for the coming few years. . To organize Alumni meets at prominent cities where there is concentration of Alumni.

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. To encourage Alumni for creating seed funding support for start-ups coming from the Institute. . To pursue Alumni for setting Chair Professorship, creating Centre of Excellence, infrastructural facilities in the names of alumni or their companies.

V. Strengthen Corporate Interface for Academic Excellence and Placements . Corporate Interface activity at LBS needs to be strengthened by a more energized involvement of all – students, faculty and the Corporate. . Corporate interfaces, Industrial visits and social inclusion activities need to be stepped up many times over. . A regular interaction with the Corporates over lunch, for example, or through formal meets, needs to be organized by LBSIM in the Delhi – NCR region, whenever such connects with Corporates can be activated. . To identify corporate training needs for coming out with relevant MDPs for upgradation of knowledge and skills of their employees at different tiers. . To tie-up and collaborate with corporate for nominating their employees to PGDM (Executive) Programme. . A professional person to be engaged for arranging MDP through his/her contacts in HR world. . We may encourage tie-up with corporate trainers who conduct MDPs/Workshops regularly. We may provide training facilities/ infrastructure but with a condition that long term goals & mutual benefits must be focused rather than mere revenue generation.

Placement . To strengthen the relationship with existing leading companies to ensure that they keep visiting the campus regularly for placements. . To attract at least 15% to 20% new sought after companies on campus for placements every year. . New companies like Ola, Uber, and Flipkart need to be contacted and proposals need to be prepared for the same. . To prepare a plan for 10 - 15 leading companies to be brought on the radar of LBSIM and all out efforts to be made to place the students in these companies as also to increase the visibility of the Institute amongst them. . To attract few very high profile companies which offer very high packages as also the distinct job profile for building LBSIM brand. . To focus placements efforts to place students abroad in companies located in Dubai, Bangkok, Singapore, and Columbo. This could be taken forward through well planned outreach programme as being presently operated in India in different cities. . A senior professional with experience to be hired to handle placement at LBSIM. Advertisements may be published in professional newspapers like The Times of India, Times Ascent to be targeted for engaging the right professional to handle placement.

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. ‘Hunter –Farmer’ model may be followed wherein hunters will be more aggressive in getting clients and farmers will be given the responsibility of contacting and following up with the clients. . Cost for hunters should not come from the management grid; as LBSIM, and not the management grid should exercise ownership. . A professional approach is required for outreach. Selection process for outreach is student driven. It will be faculty driven and supervised to inject professionalism. The outreach programme will aim to tap just 300-400 companies as against 1700 – 1800 at present to channelize effort & resources in a selective manner. It will be ensured that good companies such as Hindustan Lever, Proctor & Gamble, American Express, Google, Sony, Zomato, Whirlpool, Master Card, Marks & Spencers come to our campus in a sustained manner.

VI. Generate Internal resources to invest in Academic Pursuits . MDPs and Consultancy efforts to be intensified to build LBSIM brand. MDPs should be focused and more energy should be brought in for the same. . For alternate sources of revenue generation, PSUs could be likely targets having huge revenue allocation for training. . Collaborations with corporates to take care of their Human resource Development needs by LBSIM.

VII. Brand Building for LBSIM . We would increase the intensity of interactions with alumni and create more platforms for institute-alumni interaction. . Publicize achievements and contribution of alumni to build brand image, and to utilize the PR agencies on a regular basis (for example, industry stories where LBSIM gets mentioned – publications of faculty, etc.) for image building. . Direct interaction with senior alumni for summer training and placements, as well as inclusion of alumni in guest lectures and other events in the institute. . To organize ‘Lal Bahadur Shastri Quiz’ or open discussion with a prominent anchor having renowned personality on campus by attracting students from leading colleges in Delhi and other parts of the country to popularize LBSIM brand amidst them. . Events like bi-annual guest talk by prominent business and social personalities and icons popular with the young generation who signify our core values will be organized in LBS for attracting good students in future. These events would be widely advertised and publicized. . To engage a person with conceptual knowledge and capability to professionally communicate with different stakeholders and to respond to the queries instantly. . Efforts to continuously capture the attention of media by publicizing prominent achievements of LBSIM and events organized by LBSIM such as ‘Lal Bahadur Shastri National Award’, ‘Lal Bahadur Shastri Memorial Lecture’, ‘Tatva – Students’ Fest’, HR, Finance, Marketing & IT Conferences, etc. . To set-up a dedicated and professional in-house media team to build relations with media. . To use the services of professional media agency for building LBSIM brand. 225

. To intensively utilize social media for brand building.

Action Plan Immediate (0-1 Year) Academic Excellence . A module on Lal Bahadur Shastri’s ethical leadership styles would be added in the course ‘Business Ethics’ in the PGDM Course from 2016-17 sessions. . Zero tolerance to be announced for students’ Final Research Project submission, Summer Internship Project submission time line has been affected in 2015-16 & same would be adhered to in future. . PGDM-Executive programme would be introduced in two niche areas i.e. PGDM Exe (Family run business) and PGDM Exe (Business Analytics) . To invite senior professors from premier institutes like IIT-D, FMS, MDI as visiting faculty . A process would be initiated to send our faculty for teaching a full course at premier institutes like IITs, IIMs. . Involving senior/retired professors from reputed institutes for improvement in teaching quality and developing new pedagogical tools. . There would be clear written guidelines to handle indiscipline & unethical practices by students during examination and such practices also should have zero tolerance from 2016-17 session. . New electives courses within the PGDM Course Structure like Nano Technology Management, Big Data Analysis, Business Analytics, and Sustainability Management etc. to be planned and rolled out, after checking feasibility of each. . Enter into MOU with IBM for setting up a Business Analytics Lab. Plan out Weekend Certification Programme in association with IBM for the working professionals. . Important simulations tools, business games etc. need to be added to enrich learning experience for students from 2016-17 sessions. . The mentor-mentee programme for PGDM (Full time) would be introduced.

Strengthen Infrastructure . Upgrade canteen and tuck shop facility & provide quality food in a hygienic and lucrative ambience. The canteen must follow highest standards to hygiene. . Audio-Visual Conferencing facility to be used for CI Day Business leaders’ interaction with students. . Up-gradation of maintenance of existing infrastructural facilities including classrooms to improve students’ experience at LBSIM. . Up-gradation of games facilities-both indoor and outdoor. . Identifying & developing a permanent dedicated placement room for recruiters. . Identifying & developing a permanent room for visiting faculty with proper work tables and Wi-Fi connectivity to enable their work.

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. 3-4 syndicate rooms would be developed, preferably one on each floor enabling students’ group assignments.

Bonding with Alumni . Organize Alumni batch meets from 2016 by clubbing 2-3 batches for the coming few years.  Integrating LBS Alumni website with the institution website to enhance alumni network.

Corporate Interface and Placements . A senior professional preferably an academician with experience to be hired to handle placements and MDPs at LBSIM. . A professional approach is required for outreach. Selection process of students for outreach should be faculty driven and to be supervised to inject professionalism. . The outreach programme must aim to tap just 300-400 companies as against 1700 – 1800 at present to channelize effort and resources in a selective manner. There is a need to ensure that good companies such as Hindustan Lever, Proctor & Gamble, American Express, Google, Sony, Zomato, Whirlpool, Master Card and Marks & Spencers come to our campus in a sustained manner.  A small dedicated team of students would aim for international placements.

Generate Internal Resources . MDPs would be focusing on PSUs as they have a huge revenue allocation for trainings.  Identifying specific needs of corporate houses for their MDPs to upgrade their employees’ knowledge and skills  Tie up with a few corporate trainers for arranging MDPs through their contacts in corporate HR. We would aim to provide our infrastructure for conduct of their MDPs. However the focus would be on long-term mutual gains rather than mere revenue generation.

Brand Building . Organize ‘Lal Bahadur Shastri Quiz’ or open discussion with a prominent anchor having renowned personality on campus by attracting students from leading colleges in Delhi and other parts of the country to popularize LBSIM brand amidst them. . Events like by-annual guest talk by prominent business and social personalities and icons popular with the young generation to be organized in LBS for attracting good students in future. These events need to be widely advertised and publicized. . Use the services of professional media agency for building LBSIM brand. . Intensively utilize social media for brand building. . PGDM Part-Time and PGDM Executive programmes would be revamped with a distinct marketing and brand building efforts to attract more students.

Medium Term to Long Term (1 year to 3 Years) Academic Excellence

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. Intake in PGDM programmes to be increased from the present level of 240 to 360 by identifying specialized streams relevant to the changing business environment. . PGDM Part-Time and PGDM Executive programmes to be revamped with a distinct niche and thrust to attract more students. . Collaborate with leading institution in India to introduce a Fellow programme to give distinct thrust to research. Provide for reasonable budget to attract 4-5 candidates every year with fellowship and contingency support . In addition to exiting learning resources & databases, Emerald & other prominent databases to be added to strengthen teaching. . Developing app based delivery of notes, course content delivery for students . Video repository would be developed in the library . Attract retired professors from leading institutions like IITs and IIM to act as fulcrum to develop faculty and strengthen research groups/endeavour. . Ensuring a parallel accreditation of AMBA, pending accreditation process by AACSB of which Institute is a member as AMBA accreditation will take less time. . Faculty would organize National / International Conferences for exchange of research outcomes and to develop networking with leading institutions. . Allocate budget to allow each faculty members to participate at least in one National Conference each year and one International Conference in once in two years. . To organize 3-4 Faculty Development Programmes (FDPs) for up-gradation of faculty skills every year. . Committee of few faculty members would be formed to initiate collaboration with some universities in Delhi-NCR for fellowship programme.

Internationalization - Academic Collaboration . Enter into at least 8-10 academic collaboration with Universities imparting management education abroad especially from Canada, Australia, USA, Thailand, Singapore, Dubai, etc. for exchange of students and faculty and to organize MDPs, Conferences jointly with collaborating institutions.

Bonding with Alumni . To pursue Alumni to donate for setting at least 1-2 Chair Professorship, 1-2 Centre of Excellence, and invest in infrastructural facilities in the names of alumni or their companies.

Corporate Interface and Placements . To tie-up and collaborate with at least with 5-10 corporate for nominating their employees to PGDM (Executive) Programme.

Brand Building . To engage a person with concept knowledge and capability to professionally communicate with different stakeholders and to respond to the queries instantly.

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Academic Excellence . Collaborating with reputed institutes for developing fellowship programmes.

Internationalization - Academic Collaboration . To vigorously pursue attracting students from different nearby countries to have at least 5 to 10% international students in another three to four years. . To attract few foreign faculty members to spend a few Semesters on campus and/or to join LBSIM. . Earning International accreditation like AACSB

Strengthen Infrastructure

. Create hostel facility for students which happen to be the greatest bottleneck in providing distinct management educational experience and enrichment of life at LBSIM.

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Annexure I (B) (i) and II (A)

MISSION, GOALS,

ORGANISATION AND

GOVERNANCE

Lal Bahadur Shastri Institute of Management

Plot No. 11/7, Sector 11, Dwarka, New Delhi- 110075

2019

1.1 ORGANIZATION AND ITS MISSION

1.1 ORGANIZATION AND GOVERNANCE

Established by the Lal Bahadur Shastri Educational Society in 1995, Lal Bahadur Shastri Institute of Management, Delhi (LBSIM), is a dynamic Institute in the field of management and technology education. Over the years, it has emerged as one of the top ranking institutes in the country imparting value based learning. In keeping with the ideals and philosophy of Shri Lal Bahadur Shastriji nation’s second Prime Minister, the Institute aims at developing into a centre of excellence in management and information technology education, training, research & consultancy, with a view to create a new class of managers in tune with the needs of a highly competitive global environment. It has widespread support of corporate world both at national and international level. The ethics, values and principles of Shastriji have been the constant guiding light that have given direction to us and, thereby, helping us 258

to produce professionals with a humane and pragmatic approach.

The Institute has consistently been ranked among the top 20 Business Schools in the country and enjoys a track record of cent-per-cent placements.

Operating from a spacious and environment friendly campus, the Institute is currently located in Dwarka, Sector 11, New Delhi. The Institute is recognized by All India Council for Technical Education (AICTE), Ministry of Human Resources Development, Government of India, for Two Year Full-Time Post Graduate Programme in Management (General), Two Year Full-Time Post Graduate Programme in Management(Finance); Two Year Full-Time Post Graduate Programme in Management (Research & Business Analytics); Two Year Full-Time Post Graduate Programme in Management (Logistics & Supply Chain Management) 15 Months Full-Time Post Graduate Programme Senior Executives; Three Year Part-Time Post Graduate Programme in Management for Working Executives; and Three Year Full-Time Post Graduate Programme in Master of Computer Applications (MCA), the later under affiliation with the Guru Gobind Singh Indraprastha University, Delhi.

The Institute has been attracting students in its management programme from almost all the states.

At LBSIM, the focus is on:

 Excellence through teamwork;  Learning to learn-continuously;  Managing change;  Ensuring curriculum relevance to industry through a three way interactive process: Student-Faculty-Industry ; and  Developing leaders, mangers and entrepreneurs with ‘Value’, ‘Vision’ and ‘Versatility’

The organization is fortunate to have a distinguished Board of Governors, headed by Shri Anil Shastri, Former Union Minister, to decide the policy issues outlining the framework for governance. The Board includes eminent personalities from public life, education, industry and services. A list of members of Board of Governors is attached as Annexure-I. The Board of Governors meets at least twice a year. There is an Advisory body to advise the Board on academic and professional issues. The Advisory body meets at least once a year. A list of members of Advisory Body is attached as Annexure-II. There are Sub-committees of the Board of Governors which meet frequently.

1.1.1 THE FOUNDING GROUP (PHILANTHROPIC ACTIVITIES, PAST INVOLVEMENT AND TRACK RECORD)

The moving spirit behind establishment of Lal Bahadur Shastri Institute of Management is Shri Anil Shastri, a dynamic professional and a seasoned person in public life. He is the second son of Prime Minister Lal Bahadur Shastri and has imbibed in himself Shastriji’s principles, philosophy and integrity. The ethics and value systems of Lal Bahadur Shastriji are being followed in letter and spirit in guiding the academic and professional activities of the Institute. Shri Anil Shastri worked around two decades at a senior position in a Tata Group company. He was 259

elected to Parliament (Lok Sabha) in 1989 and was appointed as a Minister in the Ministry of Finance, Government of India. He is a senior political leader of Indian National Congress and has held various organizational positions in the Party. At present he is Special Invitee of Congress Working Committee and Chairman, Hindi Department, All India Congress Committee. He has been associated with various socio-cultural activities. He is Holding Trustee of Lal Bahadur Shastri National Memorial Trust, New Delhi and holds top ranking positions in many government and public organizations both social and academics. Shri Anil Shastri is a widely travelled person and has visited several countries.

1.1.2 MISSION & GOALS

Guided by the belief that a statement of mission, while being broad to cater to the changing needs of time must simultaneously lend itself to easy interpretation and smooth operationalization, the following has been as our mission statement.

“To nurture and groom socially sensitive business leaders with a global outlook, supported by strategic national and international partnerships.”

The Goals

To realize our mission, we aim at achieving the following goals :

 To become one of the top management and technology education institutes in the country as well as in the context of developing nations.

 To continually upgrade the teaching curricula reflecting the aspirations of the client system.

 To contribute, through research, to the ‘intellectual capital’.

 To foster and nurture culture for research on ideals and philosophies of Shri Lal Bahadur Shastri through Lal Bahadur Shastri Research Centre for Public Policy & Social Change (LBSRC), a Centre of Excellence.

 To strengthen the teaching & research apparatus for management technology education in the country through introduction of pre-doctoral & doctoral programme.

 To contribute effectively through consultancy to the hitherto neglected and under-managed sectors like ‘agriculture’ and ‘ rural development’.

 To be instrumental in the development of indigenous instructional materials utilizing the advanced technologies for their effective dissemination.

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 To introduce specialized courses in specialized areas of management such as finance, information management, hospital management, etc.

 To establish international linkages for undertaking teaching, training, research and consultancy projects of relevance to Asian countries.

 To conceive of, develop and deliver appropriate post experience training packages for middle, senior and top executives so as to help government, industry and business to help improve their respective management systems.

1.1.3 THE BOARD OF GOVERNORS AND ITS COMPOSITION

The institute’s activities are planned, directed and monitored at the apex level by the Board of Governors, headed by a Chairman and includes eminent personalities from public life, education, industry and services. A list of members of Board of Governors and their background is placed at Annexure- 1. The Director acts as the Member-Secretary of the Board. The Board of Governors meets at least twice a year. The subcommittees of the Board of Governors meet frequently. 1.1.4 INVOLVEMENT OF THE BOARD IN GOVERNANCE

1. 2 MANAGEMENT

1.2.1 LEADERSHIP

Leadership and Management are complementary to each other. Management is about ‘doing right things’ and leadership is ‘doing things right’. Leadership is about change and requires reason, communication, 261

relationship building, strategic inspiration and passion. Charismatic and transformational with a great inspirational envisioning, and enabling style and a clear vision anchored on quality, safety and innovation through meetings, extensive personal contacts and task forces is provided by the Director and the Chairman.

Strategic Thrust for LBSIM Keeping in view the SWOT analysis, competitive analysis and perception survey amongst stakeholders, key thrust pillars for LBSIM to create a distinct niche and edge in imparting management and technology education in the coming five years would be: • Pursue Academic Excellence • Internationalization - Academic Collaboration • Strengthen Infrastructure • Strengthen Bonding with Alumni • Strengthen Corporate Interface for Academic Excellence and Placements • Generate Internal resources • Brand Building for LBSIM

Specific strategies and thrust areas identified for coming five years are as under: I. Pursue Academic Excellence Ethical Moorings of LBSIM Ethics need to be given greater visibility and emphasis to build as core strength through activities as under: • LBSIM’s heritage in terms of Shastriji’s legacy would be propagated as a valued, cherished, desirable and rare quality, which provides LBSIM a cutting edge amongst all leading B-Schools of India. The film on Shastriji should be shown in presentations to corporates when they visit the campus. • Ethical anchoring of LBS students in the Shastrian values would be reiterated in the various activities taken up. Tying up with Sarvodaya Schools and working with them can be one such regular, organized activity for LBS students through activities such as Corporate Interface. • A module on Lal Bahadur Shastri’s ethical leadership styles has been added in the course ‘Business Ethics’ in the PGDM Course. • Zero tolerance to meet deadlines (for example, no leeway to be allowed for submission of FRPs, i.e., Final Research Project reports), and unethical practices in examinations. • Encourage “Whistleblowing” at all levels for greater transparency in the system. • Guidelines of ‘do’s and don’ts’ to be prepared and circulated for stricter adherence.

The corporate involvement both in top management and in delivery system is very strong. In BOG, there 262

are top corporate people 50% and in academic council 70% of members are from senior most positions from corporate sector. At the time of admission, corporate managers are involved and as far as possible, one course is handled by practicing managers. There is a corporate outreach programme where students and faculty cover almost over 500-600 companies for various activities. Students get a weekly opportunity to interact with senior professionals from corporate world under corporate Interface activity which is a part of curriculum. Alumni are involved in teaching course, designing structure, placement activities and mentorship programme. All the students have been assigned a Mentor who graduated from LBSIM, Delhi, especially those who graduated from erstwhile R.K. Puram campus.

1.2.2 ADMINISTRATIVE STRUCTURE

Dean Administration, Dean Academics, Activity/Task Coordinators and members in the faculty council assist the Director of the Institute in the day- to-day management of the Institute. The role and responsibilities of the Deans are given at (Annexure III). Each of the programme viz., the two year full time PGPM, the three year evening PGPM and the MCA programme has separate Programme Coordinators who coordinates with the faculty for courses, time table etc.

The Chief Administrative Officer, who also acts as Controller of Examinations, looks after all administrative matters, library, accounts, and administration of computer lab. Librarian is assisted and advised by the Library Advisory Committee. A faculty member, assisted by two technical assistants, looks after the day-to-day management of the computer lab.

1.2.3 PLANNING AND MONITORING

Recruitment procedure and its effectiveness As per AICTE norms, 1:20 is the student faculty ratio. This ratio is strictly followed which is reflected from different returns sent to AICTE from time to time. Deficiency, if any, is taken into consideration & AICTE is informed accordingly. We have never been in deficient so far as regards 1:20 ratio is concerned.

1.2.4 DECENTRALIZATION & DELEGATION

courses, decide delivery of programme and carry out continuous assessment of students. The faculty members through various committees in close coordination with students, carry out different academic activities. Some of these committees are the advisory committee on computer lab, Library Committee, the Alumni Cell, the placement cell, Canteen Committee, Media Relations Cell, and also act as advisors to different student clubs like Marketing, Finance HR etc. of which faculty are members. All important functions like Convocation, Lal Bahadur Shastri National Award Ceremony at Vigyan Bhavan, Foundation Day, various functional Summits etc., are handled by committees in which faculty members play a prominent role. A copy of the academic and administrative responsibility headed by the faculty is attached as Annexure-V.

1.2.5 TRANSPARENCY

The Institute maintains explicit transparency both in academic and financial matters. For monitoring of financial matters, two different types of audits are carried out in a financial year. One is statutory and the other one is internal. Result of statutory audit is used for the purpose of meeting the requirement of all government agencies. Internal auditor, appointed by the Chairman, goes through all the records of financial transactions and submits his report on audit to the Chairman for his perusal. Given below are some of the facts which will show the degree of transparency maintained at different levels and for handling different parameters.

 Payment of salary to faculty and administrative staff is paid through bank advice.  Receipts of all cash/ cheques are issued to concerned students/parties  Admission and Waiting list is displayed simultaneously on Institute website and notice board.  Management Grid – a student body duly elected/nominated by their class mates present the duly audited accounts in a open house to their general body at the end of the year.  Evaluated term examination answers books are shown to the concerned students, errors/omission if any, are rectified there and then.  All examinations results are approved by the faculty council which comprises of all faculty members and not just the select ones.  After receiving requirement from different area Convener and Deans, an advertisement is given in major National dailies for inviting application for faculty position. The applications are scrutinized by Area Conveners keeping in view the conditions laid down by AICTE for the qualifications, experience etc. The short-listed candidates are called for personal interview. The selection committee consist of the Chairman, Director, one Board Member and two/three experts in the area. The selection committee identifies the prospective candidates for faculty and are required to make a presentation before the Faculty Council. Each Faculty Council member gives his/her feedback in writing to the director.

On the basis of feedback received, the recommendation of the selection committee and the CV of the concerned person, candidate is called for final selection by the Chairman and the Director for fixing the salary, designation, and terms & conditions. Based on the above procedure the appointment letter is issued by the director to the selected candidates.

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1.2.6 INVOLVEMENT OF FACULTY IN ADMINISTRATION

Mr. J.P. Aggarwal Vice Chairman Industrialist

Prof. T.N. Kapoor Member Former Vice Chancellor Panjab University, Chandigarh

Prof. D.K. Bandyopadhyay Member Former Vice Chancellor, GGSIPU

Mr. Shekhar Bhargava Member Senior Advocate, Indore

Mr. Jimmy Anklesaria Member Former Director – Business Development Bajaj Corp. Ltd., Mumbai

Prof. D.P. Goyal Member Professor - Information Management Management Development Institute, Gurgaon

Prof. P.K. Jain Member Professor of Finance & Modi Chair Professor Dept. of Management Studies, IIT Delhi

Dr. R.L. Raina Member Vice Chancellor JK Lakshmipat University, Jaipur

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Faculty of Management Studies Delhi University

Mr. Adarsh Shastri Member Member of the Legislative Assembly, Delhi

Dr. D.K. Srivastava Member-Secretary Director, LBSIM, Delhi

 Standing Committee on academic matters  Placement Team  Corporate Relation Cell  Summer Internship Cell  Management Grid  Alumni Cell  Library Committee  Canteen Committee  Hostel Committee  Media Relations Cell  IT Grid

ACCREDITATION :

Lal Bahadur Shastri Institute of Management is now a coveted member of Association to Advance Collegiate Schools of Business (AASCB, USA) since 2014. The process of accreditation is currently in progress and will help the institute benchmark itself with the best business schools of the world. AACSB was founded in 1916 and established its first standards for degree programs in business administration in 1919. AACSB adopted additional standards for undergraduate and graduate degree programs in accountancy in 1980 to address the special needs of the accounting profession. The association regularly reviews its accreditation standards and processes for opportunities to improve relevance, maintain currency, and increase value. The accreditation standards and processes are updated annually by the Committee on Accreditation Policy (CAP) and the AACSB Board of Directors.

National Board of Accreditation (NBA) has accredited PGDM (General) and PGDM (Finance) programmes for a period of 3 years (2016 -2019).

The Association of Indian Universities (AIU), New Delhi has recognized the Two Year Full-Time PGDM (General) and PGDM (Finance) as equivalent to MBA Degree of any Indian University.

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LAL BAHADUR SHASTRI INSTITUTE OF MANAGEMENT, DELHI

MEMBER OF THE BOARD OF GOVERNORS

MEMBERS OF THE ADVISORY BODY- MANAGEMENT PROGRAMME

S. Name & Address No. Designation

1 Mr. Anil Shastri C-26, Sector 33 Chairman Noida 201301

2 Prof. T.N. Former Vice Chancellor Kapoor Panjab University, Chandigarh

3 Mr. M.P. Vice Chairman Mehrotra VLS Finance Ltd.

4 Mr. Vijay Vice President – HR Deshpande JK Tyre & Industries Ltd.

5 Dr. A.K. Balyan CEO Oil & Gas Business Reliance Group

6 Mr. Pawan Chairman Kumar Jain Safexpress Pvt. Ltd.

7 Mr. P. Director –Group Human Capital Dwarkanath Max India Ltd.

8 Mr. Rajeev President (Group HR & After Market Dubey Sector ) & Member of the Group Executive Sector) Mahindra & Mahindra Ltd.

9 Mr. Debashis Head – Northern Region Ghosh Tata Consultancy Services

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10 Mr. B. HR President Sherdiwala The Associated Cement Co. Ltd.

11 Mr. K.J. Jawa Managing Director DAIKIN (I) PVT. LTD.

12 Mr. Sanjay Nath Resident Executive Singh Tata Steel Limited

13 Dr. Sanjeev Vice Chairman Srivastava Lal Bahadur Shastri Institute of Management & Technology Bareilly

14 Mr. Pradeep President & COO Bakshi Voltas Limited New Delhi 110044

15 Dr. R.P. Senior Adviser Mohanty ICFAI Group of Universities (India) Thane

16 Mr. Sanjay Country Head & CEO Kedia Marsh India Insurance Brokers Pvt.Ltd. Mumbai 17 Mr. P.N. Vijay Chairman PN Vijay Financial Services Noida

18 Dr. Dinesh Tyagi CEO CSC e-Governance Services India Ltd. New Delhi

19 Prof. Madhu Vij Professor Finance & Accounting Faculty of Management Studies, DU

20 Dr. K C Mishra C-8 Baramunda HBC (Duplex - HIG) Baramunda Bhubaneswar - 751003, Odisha

21 Mr. Lalit Thusu No. 5, Ground Floor Barton Centre 84, M.G. Road Bangalore 560 001 268

22 Shri R.K. Dubey Former CMD, Canara Bank New Delhi

23 Mr. Pavan Managing Director Choudary Vygon India Pvt. Ltd. Gurgaon

24 Mr. Bijay Kumar President-HR Sahoo Reliance Industries Ltd. Mumbai

25 Dr. R.N. Singh Member (Technical) Cyber Appellate Tribunal New Delhi

26 Dr. Prince Executive Vice President of Human Augustin Capital Mahindra & Mahindra Mumbai

27 Dr. Prachi Kaul Director Shastri Indo-Canadian Institute New Delhi

28 Dr. Punam Management Consultant Sahgal E-5, Ground Floor, Panchsheel Park New Delhi

29 Mr. Lagan Vice President - Commercial Shastri Hindustan Coca Cola Beverages P. Ltd. Gurgaon

30 Dr. Deepak Srivastava Director, LBSIM, Delhi

31 Dr. G.L. Sharma Advisor – CI, LBSIM, Delhi

32 Prof. Praveen Professor Gupta LBSIM, Delhi Member Secretary

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Mr. J.P. Aggarwal

Mr. J.P. Aggarwal is the Chairman of Kedarnath Aggarwal Institute of Management Trust, Charkhi Dadri and Chairman cum Managing Director, STL Global Ltd., Faridabad. Prof T. N. Kapoor A doctorate in commerce and also had professional training in Management both in India & aboard. He has held various responsible position with the Panjab University, Chandigarh including as Founder Chairman, University Business School (formerly Department of Commerce and Business Management) during 1963-81, Dean, Faculty of Business Management & Commerce 1977-1991 & Vice Chancellor 1991-1997. He has also been Executive Director, Management Development Institute, Gurgaon during 1984-1986. He is/has also been involved with several professional associations / management institutes at Governing Board / Council level that include International Association of Universities, Paris, All India Management Association, New Delhi, LBSIM Delhi, IIM-Bangalore, IIM-Calcutta, IIPANew Delhi & IAMR-New Delhi. Dr. T. N. Kapoor possesses a diverse and wide ranging experience and knowledge of corporate affairs having been associated as independent / non-executive / nominee director with several well known public limited companies for past over 30 Years. An eminent management advisor and educationist of over 45 years standing, Dr. Kapoor’s subject areas of specialisation include Corporate Management policy, Finance & Human Resources Management. Prof. Dilip K. Bandyopadhyay Dilip K. Bandyopadhyay is a professor and scientific management researcher. He was second vice-chancellor of the Guru Gobind Singh Indraprastha University. His term of office started on December 18, 2008 and ended on December 11,2013. Prof. Bandyopadhyay was the director of the Indian Institute of Forest Management, Bhopal, from 2004 to 2008. He is a fellow of ESSEC, Paris. Prior to joining to IIFM, he was a professor, dean and acting director (2001–2003) at the Indian Institute of Management Lucknow. Presently, he is serving as Chief Advisor, Amity University, Noida. Mr. Shekhar Bhargava Shekhar Bhargava is a well- known senior advocate in Indore. He is a Finance, Insurance & Legal Services Lawyer in Indore.

Mr. Jimmy Anklesaria A professional executive with three decades of diverse experience in India & overseas. Held senior executive positions in several Indian consumer goods companies over last 25 years, including at leadership team and profit center level, across sectors such as cosmetics, personal care, food & beverage and health products. Dr. D.P. Goyal Dr. D.P. Goyal is presently Director at IIM Shillong. Before that he was Professor & Dean (GPs) at MDI¸ Gurgaon and Visiting Professor of Information Systems at Aarhus University, Aarhus, Denmark. He has held various academic administrative positions including Dean (EGP), Chair- PGPM, Chair- MDI-ISU, Chair- Academic Council MDI-ISU, Chair- Computer Centre and Computerization Initiatives at MDI in the past. An MBA from Punjabi University and Ph.D. from Kurukshetra University, Prof. Goyal has received advanced trainings from IIM Ahmedabad; IIM Calcutta; and IIT Bombay. He has more than 32 years of corporate, teaching, and research experience to his credit. His teaching and research interest areas include IS Value, IS Strategy, Re- engineering & Innovation. Prof. P.K. Jain 270

Prof. P.K. Jain completed his M.Com and Ph.D in 1979 from Delhi School of Economics, University of Delhi. He started his academic career as a Lecturer at Shri Ram College of Commerce (University of Delhi) in 1972, before joining as Assistant Professor at. Indian Institute of Technology, Delhi in 1984 and subsequently promoted to the position of Professor in 1990. At present, Dr. Jain is Emeritus Professor of Finance at Department of Management Studies, IIT, Delhi. He earlier served as the Head of Department of Management Studies and (Coordinator of Dalmia Research Programme on Management in Asia. Earlier he was Modi Foundation Chair Professor as well as Dalmia Chair Professor. Dr. Roshan Lal Raina Dr. Roshan Lal Raina took over charge as a Vice Chancellor of JK Lakshmipat University, Jaipur on October 14, 2015. He was Professor in ‘Communication’ at the Indian Institute of Management, Lucknow (IIML), where he successfully initiated and handled institution-building activities in areas like ‘Placements’, ‘Corporate Communication & Media Relations’, Student Affairs’, and ‘Alumni Affairs’. Dr. Raina is credited with building and managing state-of-the-art and world-class academic infrastructure, including the learning resource center at IIML.

Mr. Adarsh Shastri Mr. Adarsh Shastri is a Member of Legislative Assembly, Dwarka (Delhi Assembly constituency). He is leader of Aam Aadmi Party and a Social Entrepreneur involved in promotion of education and other social causes. After serving corporate industry in various MNCs for 17 years, Adarsh left his job as the Sales Head at Apple India having the salary package of more than 1 Crore per annum to join Aam Aadmi Party with the mission to change politics with the values of transparency and probity as espoused by his grandfather, second Prime Minister of India, Late Shri Lal Bahadur Shastri.

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Annexure II

Related to Criteria - II Governance, Leadership & Financial Resources

II (A) Mission, Goals, Organisation and Governance

II (B) – i Faculty & Administrative Staff Service Rules

II (B) – ii Faculty & Administrative Staff Leave Rules

II (C) Academic Administration Committee lists - 2016, 2017 and 2018

II (D) Financial Resources

II (E) Faculty Selection Process

II (F) Shastri Sir’s Article on Deemed University

Annexure II (B) (i)

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Human Resource: Faculty & Administrative Staff

Lal Bahadur Shastri Institute of Management

Shastri Sadan, Sector III, R.K. Puram New Delhi –110022 2019

1 Human Resource: Faculty

1.0 In order to accomplish the institutional mission and goals, the Institute has adequate, highly qualified, and competent faculty strength and cadre. Faculty members are highly committed, extremely motivated, and have excellent communication skills / with high levels of commitment, motivation, and excellent communication skills, the faculty members have great contribution in successfully running the academic programmes of the Institute. The institute is maintaining high academic standards by drawing the faculty both from academics and industry. Apart from classroom teaching, the faculty members also perform the role of student counselor/advisors, curriculum developers, and academic planners. All the faculty members actively assist/participate in the academic administration of the Institute subject to the cadre and the experience of the respective faculty.

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Provision for various incentives has been made by the Institute to keep the faculty motivated and involved to accomplish the institutional goals. A system of in house promotion is in vogue. The Institute provides financial and academic support to the faculty members for conducting research, and presenting of research papers in conferences/seminars in India and abroad. A scheme for funding research projects is in place to motivate the faculty to undertake research projects.

Faculty members interact regularly on various forums -formal and non-formal - to promote and collaborate on research and teaching methods/tools. Faculty seminars are organized regularly that provide an opportunity for the faculty members involved in research to get cross-functional inputs for improvement.

The Institute takes initiative to involve professionals from industry, NGOs, and academics in order to have exposure to industry activities. The Advisory Body of the Institute itself comprises of eminent professionals from industry and academics. Industry visits by the faculty members is a regular feature during the session and particularly before updating of the course-contents. Curriculum change, relevant to industry, is ensured through a three way interactive process: student-faculty-industry. Industry interface takes place also through lectures and workshops, wherein professionals from Industry and NGOs are invited to share their experiences/knowledge; this in turn enhances the learning process.

1.1 The faculty strength of the Institute is 37; out of which 18 are male (48.6%) and remaining 19 are female faculty (51.4%).

The intellectual capital of the Institute comprises of publications: books (more than 32), papers and articles (more than 71). The faculty in various conferences and seminars has presented about 52 Papers. About 10 conferences, seminars, workshops have been organized/attended by the faculty. The faculty has worked on about 25 Research and consultancy projects. A few faculty members have also developed cases.

1.2 Out of the total faculty strength, 15 are Ph. D degree holders (36%), and 13 are currently pursuing Ph. D. The number of faculty members holding Master’s Degree in Management is 26. The faculty cadre ranges from 7 Professors, 15 Associate Professors, and 15 Assistant Professors.

1.3 Total experience of the faculty ranges from a maximum of 44 years to a minimum of about 2 years, giving an average of 17.5 years. There are 9 faculty members with more than 25 years of work experience, and 15 with more than 15 years of work experience.

The faculty at the Institute is a blend of professionals having experience from academics, industry and both. Out of the total faculty strength, 16 faculty members are from academics (57%), and remaining 12 are from industry 43%. Industry experience ranges from a maximum of 30 years to a minimum of 3 years.

1.4 The recruitment procedure at the Institute is sound and transparent. The respective Area 387

Conveners periodically assess the requirements of faculty positions of different areas in consultation with Dean- Academics. The assessment is carried out after taking into consideration the faculty cadre ratio as well as the teacher student ration in the area. In case it is felt necessary to recruit faculty from outside, a six-stage process is adopted as given below;

Stage I

On the basis of the assessment as above, Dean Academics prepares a formal note which is then discussed by a committee consisting of Director, Dean Administration and Dean Academics. Based on the inputs of this committee, Chairman is apprised by the Director about the faculty positions to be filled in various areas and cadres and his approval taken.

Stage II

An advertisement is prepared biking into the consideration the qualifications laid down by AICTE" for different posts and sent for publication to different papers decided by the Director and Dean Administration.

Stage III

The applications along with curriculum vitae of the applicants received For different positions/areas are screened by the respective area convener and Dean Academics and submitted to the committee consisting of the Director, Dean Administration and Dean Academics, who finally prepare the list of candidates to be called for interview.

Stage IV

The Director with the advice of the Chairman constitutes the selection committee taking into consideration, the different positions to be filled in and the experts in the concerned areas.

Stage V

The selection committee after holding personal interviews, selects candidates for different areas, subject to their making a satisfactory presentation.

Stage VI

The selected candidates make a presentation individually on a subject of their choice before all the faculty members who may ask questions arising out of the presentation. After the presentation and questions answer session, each faculty member assigns a grade to the concerned candidate making the presentation.

Stage VII

Based on the preliminary interview, the presentation and the grade assigned by the faculty, the Director discusses the overall performance of the candidates with the Chairman and a list is prepared for final selection. These candidates are invited for final negotiations of the terms &

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conditions, pay etc. and made an offer for the post.

The recent selection process of the faculty is in place and the experts appointed for the various disciplines is enclosed as Annexure I.

Recently we are in the process of completing the selection process in various areas, particularly, Finance, Marketing, Operations Management and IT.

1.5 Allocation of workload of the faculty is done in such a way that it does not hinder their effective performance and makes it possible for the faculty to maintain professional competence and scholarly pursuits and also provides them academic freedom. Annexure II has details about the individual workload.

1.6 The Institute has clearly documented details about Service Rules, Pay Packets & Incentives..

1.7 Faculty student ratio for the current academic year is 1:15. Number of the students for PGDM (FT) is 240, and for PGDM (Evening) it is 180, making the total equal to 420.

1.8 The Institute invites Part Time visiting faculty from Industrial Houses, IIT, and Delhi University. Annexure III

1.9 Faculty Development ( QIP Conferences, Continuing Education, Professional Societies, Industrial Exposure, Sabbatical leave, etc.)

1.10 The Institute has a self-appraisal and in-house performance - appraisal mechanisms to monitor and ensure continued effectiveness of the faculty members. The system of Faculty evaluation and students’ feedback is also in practice. Annexure IV has details.

FACULTY SELECTION & PROMOTION

The requirements of the faculty with special reference to specific teaching requirement, research, industry experience, academics, etc. are analyzed at the area level i.e. Finance & Accounting, Marketing, Human Resource Management, Operations & Supply Chain Management & General Management.

These requirements are discussed with the Chairman taking into consideration the AICTE norms and procedures regarding qualifications, experience, etc. The selection of the faculty will be in accordance with the norms of AICTE.

Once the number of posts has been determined in specific areas, these are advertised and also posted on website and notice board of the Institute.

All applications received for the faculty positions are processed by the Director and the comments

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of the Area-Chairman are obtained.

Once the applicants are shortlisted based on qualification, experience, publications etc. a Selection Panel is appointed by the Director in consultation with the Chairman of the Board of Governors.

The first phase will comprise of interview/interaction with the applicants by the Selection Committee chaired by the Chairman. The Director will be a permanent member of the Selection Committee. The shortlisted candidates will be asked to make a presentation before LBSIM faculty and students on a topic as chosen by the applicant.

The Director will evaluate the performance of the presentations made by the applicants and will discuss the result with the Chairman. Thereafter, the selected candidates will be called for final interaction with the Chairman and the Director. In case a candidate accepts the terms & conditions of the appointment, a formal appointment letter is issued to the concerned candidate.

SELECTION OF ADMINISTRATIVE STAFF

The Administrative Staff is appointed on the basis of requirements in various areas such as Accounts, General Administration, Library, Computer Center & others such as Care Taker, Attendants etc.

The selection Committee is constituted by the Director under intimation to the Chairman. For Class I and Class II Officers, the Chairman normally constitutes the Selection Committee. For staff up to Class III, the selection Committee consists of Director, Dean: Administration, experts such as Librarian, Computer Centre Incharge and Chief Administrative Officer.

Selection of Librarian

The selection process of Librarian of the Institute will be in accordance with the norms and procedures as laid down by the AICTE.

INTERNAL PROMOTION OF FACULTY

The following minimum period of qualifying service/experience is required to be eligible for promotion:

i. Assistant Professor Level 1 to Assistant Professor Level 2 - 3 years ii. Assistant Professor Level 2 to Assistant Professor Level 3 - 3 years iii. Assistant Professor Level 3 to Assistant Professor Level 4 - 3 years iv. Assistant Professor Level 4 to Associate Professor Level 1 - 3 years v. Associate Professor Level 1 to Associate Professor Level 2 - 3 years vi. Associate Professor Level 2 to Associate Professor Level 3 - 3 years 390

vii. Associate Professor Level 3 to Professor Level 1 - 3 years viii. Professor Level 1 to Professor Level 2 - 5 years ix. Professor Level 2 to Professor Level 3 - 5 years

In case of fresh recruits, of the above minimum qualifying service/experience to be eligible for promotion, atleast two years experience must be in the respective grade at LBSIM excepting in outstanding cases to be decided by the Chairman. The Selection Committee will assess for promotion to Associate Professor and above keeping in view the prescribed qualifications, experience, research & publications and other academic activities in the Institute.

Faculty can apply for considering his/her case for promotion only after completion of three years of service/experience in the respective grade (at least two years experience in LBSIM).

The annual increment in case of promotion would be on 1st March or on 1st September depending on nearest forward or backward date for such promotion.

PERFORMANCE EVALUATION OF FACULTY

1) The following parameters and the weightage mentioned against each would be considered for evaluating the performance of the faculty for all the programmes being run by the Institute.

a) Teaching (40%): Teaching workload would be allocated in the beginning of the academic session as per the norms of the Institute. Performance related to teaching would be evaluated based on the number of courses taught, number of projects supervised, new courses offered, courses revised, students counselling & class contact hours, reading/case material prepared for the studends, feedback of the students, pedagogy & evaluation methods and timely submission of internal evaluation marks and end-term evaluation marks.

The following Faculty Coordinators will be given credits as follows:

S.No. Faculty Coordinator Credits (2 Credit = 60 hrs.) (1 Credit = 30 hrs.) (½ Credit = 15 hrs.) (.25 Credit = 7 ½ hrs.)

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1. Programme Coordinator, PGDM-General 2 Credits 2. Programme Coordinator, PGDM-Finance 1 Credit 3. Programme Coordinator, PGDM-R & 1 Credit BA 4. Programme Coordinator, PGDM-L& 1 Credit SCM 5. Programme Coordinator, MCA ½ Credit 6. Programme Coordinator, PGDM- ½ Credit Evening 7. Programme Coordinator, PGDN ½ Credit Executive 8. Placement Coordinator 1 Credit 9. CI Day Coordinator ½ Credit 10. Mgt. Grid & Alumni Coordinator 1 Credit 11. Cultural Coordinator 0.25 Credit 12. MDP Coordinator 0.25 Credit 13. Research Coordinator 0.25 Credit 14. Area Convenors ½ Credit 15. Editor, LBS Journal 0.25 Credit 16. Convenor - Discipline Committee 0.25 Credit 17. Convenor - Media Relations 0.25 Credit 18. Convenor - GGSIPU Committee 0.25 Credit

By and large it should be avoided to give dual responsibility to one faculty member. However, in extraordinary cases, based on merit and need, the Director may permit a faculty to hold dual responsibility. b) Research & Publications (25%): Each faculty member is expected to undertake at least one research project including case-based project and complete it within a year. Each faculty member is expected to have at least one paper published in a professional publication. If one is having more publications, he or she would be given due weightage while evaluating the performance. Books/Chapters in a book of professional nature published would also be taken into consideration for evaluating performance. c) Conferences/Seminars/Workshops (5%): Faculty members are expected to attend conferences/seminars as chairperson, resource-person, presenting a paper and participation in a panel discussion & in the academic activities of the professional/learned bodies for self development. d) MDP & Consultancy (10%): Each faculty member is expected to offer at least one programme for two full days in an academic year. The faculty would be evaluated based on the number of participants in the programme, number of sessions taken, participants' feedback of the

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number of sessions taken and participants' feedback of the overall programme. Faculty evaluation would be based on the size of the consultancy, timely completion and client's feedback. e) Academic Administration (10%): The performance of the faculty would be evaluated based on norms laid down by the Institute for respective areas of academic administration assigned to the faculty. Since it is a very important activity contributing towards growth of the Institute, this parameter would be given due weightage in performance evaluation of faculty. Adherence to rules & norms laid by the Institute relating to punctuality, leave etc. would also be considered while evaluating performance of the faculty. f) Institution Building Activity (10%):

Institution building activity will comprise of the following dimensions: 1. Participation in institute’s administrative activities like brand building and promotion. 2. Admission related work especially at outside locations. 3. Examination duties. 4. Placement activities. 5. Corporate interface. 6. Outreach activities and Social/Rural Immersion Programmes. 7. Participation in Institute’s functions like Foundation Day, Convocation, LBS Award, Shastri Memorial Lecture and key functions related to students and Alumni. 8. Willingness to work beyond office hours in case of exigencies and for institute related work. 9. Contribution towards Vision of the Institute.

And any other institute related work given by the Chairman: BOG and Director of the Institute.

2) The overall performance of the faculty would be rated as under:

a) 80% and above points - Outstanding b) 70% - 79% points - Excellent c) 60% - 69% points - Very Good d) 55% - 59% points - Good

4) Faculty performance would be evaluated at the end of every academic year i.e. 1st June to 31st May.

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5) Each faculty would fill up the Faculty Self Appraisal Proforma containing parameters for evaluation mentioned in para 1, to be submitted to the Director before commencement of the academic vacation.

6) Evaluation would be done by the Director and would be put up to the Chairman: BOG for approval.

7) After submission of appraisal, the increment would be given in September each year.

8) Performance of the faculty would be evaluated for a window period of 2 years. If the performance of any faculty member is found to be below 55% points in the first year, the faculty member would be issued a letter to this effect. If the performance of any faculty member is found to be below 55% points in the second consecutive year, the case will be referred to a Committee appointed by the Chairman for appropriate action.

9) The parameters for performance may be reviewed after every 2 years.

Increment for Completing Ph.D.

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LAL BAHADUR SHASTRI INSTITUTE OF MANAGEMENT, DELHI ACADEMIC ADMINISTRATION - COMMITTEES

April 29, 2016

Various Committees of LBSIM have now been reconstituted as under with immediate effect.

1. Dr. G.L. Sharma, Advisor: CI & Head: New Projects

He will be responsible for CI activities including Placements. All the new projects i.e. LBSITM, Indore; Lal Bahadur Shastri Polytechnic, Manda; LBSIM, Hyderabad; Noida Project; all papers are to be initiated and examined by him. He is to be assisted by Mr. Naresh Wadhwa for CI activities and by Admin Team for new projects. He will also be responsible for accreditation process by different bodies and ranking related work. He will look after the activities of Lal Bahadur Shastri Research Centre for Public Policy and Social Change (LBSRC) at Lal Bahadur Shastri Memorial, 1, Motilal Nehru Place, New Delhi 110011.

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2. Dr. Alok Pandey, Member-Secretary, Advisory Body: Management Programme

He will be responsible for preparing Agenda Items, convening the meeting and preparing the proceedings of the meeting.

3. Dr. Rekha Gupta, Programme Head: MCA and Member-Secretary, Advisory Body: MCA

She will be responsible for preparing Agenda Items, convening the meeting and preparing the proceedings of the meeting.

4. Programme Coordinators

1. Prof. Praveen Gupta - PGDM-General 2. Dr. Pankaj Varshney - PGDM-Finance 3. Prof. Shelendra Tyagi - PGDM-Part Time 4. Dr. Anuj Verma - PGDM-Executive 5. Dr. Pradeep Kumar - MCA

Each one of them will be responsible for all activities related to respective Programmes.

5. Area Convenors

1. Dr. Alok Pandey - Finance 2. Dr. S. P. Ketkar - Marketing 3. Dr. Rashmi Sharma - OB / HR 4. Dr. Shivani Bali - Operations Mgt. 5. Dr. Vikas Mehra - General Management 6. Dr. Anil Kanungo - Economics 7. Dr. Rekha Gupta - MCA / IT

6. Executive Education Centre

1. Dr. Praveen Gupta - Coordinator 2. Dr. Anuj Verma - Member 3. Dr. Sushil Kumar Dixit - Member 4. Dr. Moni Mishra - Member

The EEC Cell will be responsible for conducting/organizing all training programmes – in-house or off the campus. It would also facilitate organizing academic seminar/ conferences/workshops, other than workshops organized by the Management/IT Grid. 7. Management Grid

1. Dr. Anuj Verma - Faculty Advisor, Management Grid 2. Prof. Shelendra Tyagi - Member 3. Dr. Deepak Sharma - Member 413

Faculty Advisor: Management Grid and the Committee will be responsible for all Management Grid activities. The Students Committee would put up all proposals through Faculty Advisor: Management Grid for approvals of the programmes and budget to the Committee. Funds will be released only with the recommendations of the Faculty Advisor. 8. Alumni Cell

1. Prof. Smita Sharma - Convenor 2. Dr. Monika Chopra - Member

All issues relating to Alumni Cell have to be handled by the Committee.

9. IT Grid

1. Prof. Vandana Bhasin - Faculty Advisor, IT Grid & Alumni Cell 2. Dr. Rekha Gupta - Member

Faculty Advisor: IT Grid and the Committee will be responsible for all IT Grid activities. The Students Committee would put up all proposals through Faculty Advisor: IT Grid for approvals of the programmes and budget to the Committee. Funds will be released only with the recommendations of the Faculty Advisor 10. Academic Cells

I Placement Cell for PGDM

1. Dr. G.L. Sharma: Advisor: CI - Head: Placement Cell 2. Dr. Alok Pandey - Coordinator 3. Dr. Praveen Gupta - Member 4. Dr. Anuj Verma - Member 5. Mr. Naresh Wadhwa - Member-Secretary

II Placement Cell for MCA

1. Dr. Rekha Gupta - Coordinator 2. Dr. Pradeep Kumar - Member

11. Research Cell

1. Dr. Shivani Bali - Coordinator 2. Dr. Anil Kanungo - Member 3. Dr. Rekha Gupta - Member 4. Dr. Moni Mishra - Member

The Research Cell will be responsible for ‘Seed Research’ and other research 414

activities including sponsored research to be undertaken by faculty. Cell would work for introduction of Fellow Programmes as well as Ph.D. Programmes in association with some of the universities in and around Delhi. It may initiate working paper series and keep track of research publications of the faculty members. It should regularly meet on a fortnightly basis and organize seminar presentations by the faculty. 12. Consultancy Cell

1. Dr. S. P. Ketkar - Coordinator 2. Dr. Anil K. Kanungo - Member 3. Dr. Pankaj Varshney - Member

The Consultancy Cell will be responsible for bidding for various consultancy projects, making proposals and keeping track of the various consultancy projects in progress. 13. Anti - Harassment Cell

1. Prof. Joyeeta Chatterjee - Convenor 2. Prof. Megha Chandhiok - Member 3. Dr. Deepak Sharma - Member 4. Dr. Moni Mishra - Member 14. CI Day Activities

Dr. Moni Mishra - Coordinator She will be assisted by various Section Coordinators in organizing CI day activities.

15. Grievance Redressal Committee

1. Prof. Praveen Gupta - Convenor 2. Prof. Rekha Gupta - Member 3. Dr. Anuj Verma - Member 4. Dr. Shivani Bali - Member

Any student can approach the Committee for redressal of his/her grievance, if any, by submitting his/her request in writing to the Convenor of the Committee.

16. Faculty Development Committee

Dr. Moni Mishra - Member Secretary: Faculty Council and Coordinator: Faculty Development Committee

Member-Secretary, Faculty Council, will convene meeting, prepare minutes for approval of the Director. All Programme Coordinators are the Members of the Faculty Development Committee. This Committee will identify faculty development programmes as per the need. 17. AICTE/GGSIPU/ AIU/ NBA Processes / Other Government Approvals 415

1. Dr. G.L. Sharma - Convenor 2. Dr. Pradeep Kumar - Member 3. Prof. Shuvro Roy - Member 4. Mr. Sunil Maindola - Member 5. Ms Pooja Ahuja - Member

The committee will be responsible for facilitating all AICTE/ Government processes for various applications for recognition and renewal and new applications. The committee has to ensure timely submission of all documents and follow up till its completions.

18. Examination Committee

I Examination Committee for PGDM-General and PGDM-Finance

This Committee will look after all aspects of Examinations of PGDM - General & PGDM -Finance.

1. Prof. S.P. Ketkar - Controller of Examinations 2. Prof. Smita Sharma - Convenor 3. Dr. Monika Chopra - Jt. Convenor

II Examination Committee for PGDM- Part Time & PGDM-Executive

1. Prof. S.P. Ketkar - Controller of Examinations 2. Dr. Anupriya Singh - Convenor 3. Dr. Deepti Pathak - Jt. Convenor

III Examination Committee for MCA

1. Prof. S.P. Ketkar - Controller of Examinations 2. Prof Pallavi Sharma - Convenor 3. Dr. Pradeep Kumar - Jt. Convenor

IV Moderation of Result / Review Grading System

1. Dr. Arya Kumar - Convenor 2. Dr. S.P. Ketkar - Member 3. Dr. Shivani Bali - Member 4. Ms. Misha Vaid - Member Secretary

V Academic Counseling Cell

5. Prof. Praveen Gupta - PGDM General 6. Dr. Pankaj Varshney - PGDM Finance 7. Dr. Anuj Verma - PGDM Executive

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8. Prof. Shelendra Tyagi - PGDM Part Time

This Committee will monitor the performance of weak students having less that 5 CGPA. The Committee members will meet on monthly basis with the coordination of the concerned faculty to guide and council such students for improving their academic performance. The record of such meeting is to be maintained by respective Programme Coordinators and forwarded to Controller of Exainations.

19. Discipline/Academic Standing Committee

1. Dr. Anil Kanungo - Convenor 2. Dr. Pankaj Varshney - Member 3. Prof. Praveen Gupta - Member 4. Dr. Anuj Verma - Member 5. Prof. Shelendra Tyagi - Member 6. Prof. Pradeep Kumar - Member

20. Curriculum Review Committee

1. Dr. Arya Kumar - Chairman 2. Dr. G.L. Sharma - Convenor 3. Prof. Shelendra Tyagi - Member

21. Publication Committee

1. Dr. G.L Sharma - Convenor 2. Dr. Anil Kanungo - Coordinator 3. Dr. Anupriya Singh - Member 4. Dr. Rashmi Sharma - Member 5. All Programme Coordinators - Member

The Committee will be responsible for publication of Admission Brochure by due date (15th July 2016), Award Brochure and other publications of the Institute. 22. 23. Editorial Board for ‘LBS Journal of Management & Research’ is as follows:

1. Dr. Arya Kumar - Chief Editor 2. Dr. G.L. Sharma - Managing Editor 3. Dr. Rashmi Sharma - Editor 4. Dr. Geetanjali Sahi - Associate Editor 5. Dr. Anupriya Singh - Dy. Editor 6. Ms. Pooja Ahuja - Member Secretary

Quarterly Newsletter “Communique” 1. Dr. Rashmi Sharma - Editor 2. Dr. Sandhya Makkar - Member 417

24. Media Relations Committee

1. Dr. G.L. Sharma - Convenor 2. Dr. Samant Shant Priya - Member 3. Prof. Smita Sharma - Member

This Committee will be responsible for advertisement strategy and other publicity related matters, keeping in mind time line for various activities of the Institute.

25. Enterprise Resource Planning

1. Dr. S. P. Ketkar - Convenor 2. Prof. Shuvro Roy - Member 3. Mr. Rajesh Thakur - Member

26. Library Advisory Committee

1. Dr. Alok Pandey - Convenor 2. Dr. Vikas Mehra - Member 3. Dr. S.P. Ketkar - Member 4. Prof. Rekha Gupta - Member 5. Prof. Smita Sharma - Member 6. Prof. Megha Chandhiok - Member 7. Dr. Moni Mishra - Member 8. Dr. Rajkumari Mittal - Member 9. Ms. Nandi Nailwal - Member 10. President, Mgt/ IT Grid - Member

26. Students Dress Committee

1. Dr. Praveen Gupta - Convenor 2. Dr. Gaurav Joshi - Member 3. Mr. Shuvro Roy - Member 4. Dr. Vishakha Bansal - Member

Students may be co-opted to this Committee.

27. Canteen/ Tuck Shop Committee

1. Prof. Shelendra Tyagi - Convenor 2. Prof. Rekha Gupta - Member 3. Mr. Naresh Wadhwa - Member

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4. President, Mgt & IT. Grid - Member 5. Mr. Sachin Khera - Member-Secretary

The committee is required to meet on bi-monthly basis and ensure proper hygiene and variety in the canteen. Rates of the newly introduced items to be approved by the committee.

28. LBSIM Website Committee 1. Dr. Sushil Kumar Dixit - Convenor 2. Prof. Pallavi Sharma - Member 3. Dr. Anil Kanungo - Member 4. Mr. Sachin Khera - Member 5. Ms Pooja Ahuja - Member Secretary

Students may be co-opted to this Committee. The Committee will come out with a plan of action to revamp existing website as and when required and manage the content to be uploaded from time to time.

29. Cultural Committee 1. Dr. Geetanjali Sahi - Convenor 2. Prof. Joyeeta Chatterjee - Member 3. Dr. Sandhya Makkar - Member 4. Mr. Shuvro Roy - Member 5. Dr. Deepti Pathak - Member 6. Ms Vishakha Bansal - Member 7. President, Mgt. & IT Grid - Member 8. Student Secretary, Cultural Club - Member-Secretary

30. Committee for procurement of IT related infrastructure in the Institute

1. Prof. S.P. Ketkar - Convenor 2. Prof. Rekha Gupta - Member 3. Mr. Shuvro Roy - Member 4. Mr. Rajesh Thakur - Member - Secretary

31. Committee for PGDM: Part-Time Evening Programme/15 Months Executive Programme

A Committee is being constituted to review the functioning of the Three-Year PGDM Part-Time Evening Programme & 15 Months Executive Programme. The Committee Members are:

1. Dr. G.L. Sharma - Convenor 2. Dr. S. P. Ketkar - Member 3. Prof. Shelendra K. Tyagi - Member 4. Dr. Anuj Verma - Member

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32. LBS Risk Management Centre

1. Dr. Alok Pandey - Convenor 2. Dr. Pankaj Varshney - Member 3. Dr. Anuj Verma - Member 4. Dr. Monika Chopra - Member

33. Hostel Committee

Committee consisting of the following members is being constituted that would take steps for both immediate solution as also a long term solution.

1. Prof. G.L. Sharma - Convenor 2. Prof. Praveen Gupta 3. Prof. Pankaj Varshney 4. Prof. Smita Sharma

 To outsource good hostel facilities for boarding and lodging near the Institute as a short-term measure.  Creation of permanent Institute owned hostel facilities near the Institute for long-term solution.

34. Anti Ragging Committee: PGDM / MCA

1. Prof. S.P. Ketkar - Convenor 2. Prof. Joyeeta Chatterjee - Member 3. Dr. Deepak Sharma - Member 4. Prof. Rekha Gupta - Member

The committee is to ensure that there is no ragging in the Institute. 35. Business Incubation and Entrepreneurial Centre

1. Dr. S.P. Ketkar - Convenor 2. Prof. S.K. Tyagi - Member 3. Prof. Megha Chandhiok - Member

36. IT Club 1. Prof. Vandana Bhasin - Coordinator 2. Prof. Geetanjali Sahi - Member

37. CI Day for MCA

1. Prof. Hemlata Sharma - Coordinator 2. Prof. Pallavi Sharma - Member

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38. LBSRC Committee

1. Prof. G.L. Sharma - Coordinator 2. Mr. Sajal Manchanda - Member 3. Mr. Dev Kumar - Member

Lal Bahadur Shastri Research Centre for Public Policy and Social Change (LBSRC) would take up research on social, economic and political issues following the ideas and practices of the nation's second Prime Minister, Shri Lal Bahadur Shastri. LBSRC is expected to regularly conduct seminars/conferences on issues of current importance pertaining to public policy and social change.

In addition to the above committees, other activities which have not been notified in this circular, will continue to function unless until notified otherwise.

(Dr. Arya Kumar) Director, LBSIM, Delhi

Annexure II (D)

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Annexure II (E)

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Annexure II (F)

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Annexure III

Related to Criteria –III: Program Outcomes and Course Outcomes

III (A) Program Educational Objectives and Program Outcomes

Annexure III (A) Mission: “To nurture and groom socially sensitive business leaders with a global outlook, supported by strategic national and international partnerships.” PGDM(GENERAL) PROGRAM EDUCATIONAL OBJECTIVES (PEOs) • To impart modern holistic management education with a global perspective

• To create cadre base of professionals to serve trade and industry requirements by regular corporate interface

• To produce responsible citizens who remain sensitive towards fulfilment of societal goals through Shastrian values

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• To constantly foster national and international engagements to make participants relevant

• To equip students with critical thinking, effective communication skills and team spirit

PROGRAMME OUTCOMES (POs) 1. Build a judicious blend of specialized knowledge, strategic thinking and management skills.

2. Develop management professionals with global mindset through guest lectures, case studies, corporate interface and seminars.

3. Identify business problems and provide effective solutions.

4. Develop empathy and social consciousness through Shastrian values.

5. Prepare business leaders with a deeper understanding of ethics.

6. Develop cognitive skills and enhance oral, written and interpersonal communication skills.

7. Demonstrate an ability to critically analyze business environment applying contemporary analytical tools and software.

Mission: “To nurture and groom socially sensitive business leaders with a global outlook, supported by strategic national and international partnerships.” PGDM (FINANCE) PROGRAM EDUCATIONAL OBJECTIVES (PEOs) • To impart comprehensive knowledge of financial management with a global perspective.

• To create a cadre of finance professionals to serve industry requirements.

• To produce socially sensitive and ethically responsible citizens through Shastrian values.

• To foster national and international engagements and make participants relevant in a dynamic business world.

• To develop students with financial acumen, critical thinking, effective communication skills and team spirit. 453

PROGRAMME OUTCOMES (POs)  Understand financial concepts, theories, and their implications on corporate financial decisions having global concerns.

 Identify and critically analyze business challenges and opportunities from a financial perspective.

 Provide analytical and problem-solving skills using contemporary tools and resources.

 Encourage to take ethically and socially sound decisions.

 Expose participants to global best practices and nurture progressive mindset

 Demonstrate effective oral and written business communication skills.

Mission: “To nurture and groom socially sensitive business leaders with a global outlook, supported by strategic national and international partnerships.” PGDM (EXECUTIVE) PROGRAM EDUCATIONAL OBJECTIVES (PEOs) • To impart conceptual knowledge and functional competency with a global perspective.

• To enhance leadership skills enabling them to take higher corporate responsibilities.

• To develop socially sensitive and ethically responsible citizens through Shastrian values.

• To augment analytical and integrative thinking to facilitate effective decision-making.

• To sharpen effective communication skills and cross-functional teamwork.

PROGRAMME OUTCOMES (POs)  Anticipate, assess, and respond to dynamic business opportunities and threats from organizational point of view.

 Familiarize the participants with global factors affecting business.

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 Learn from a peer group having wide professional experience.

 Utilize knowledge in all functional areas for better understanding of strategic implications.

 Develop capabilities for leading and managing people through change.

Annexure IV

Related to Criteria –IV: Curriculum & Learning Process

IV (A) Minutes of Disciplinary Committee 2015, 2016, 2017 and 2018

IV (B) Student Feedback

IV (C) Curriculum updation

IV (D) Course Curriculum (same as Annexure VIII)

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Annexure IV(A)

Annexure IV (A)

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LAL BAHADUR SHASTRI INSTITUTE OF MANAGEMENT, DELHI

March 15, 2019

NOTICE

Following students of PGDM (General/ Finance / Executive / L&SCM / R&BA) have been debarred from appearing in the End Term Examination(s) due to short fall in attendance in Trimester III for the course(s) as mentioned against their names.

BATCH – 2018-2020

Roll No. Name Subject(s ) 31/2018 Peeyush Aggarwal MPP

431/2018 Apoorv Sharma RM 503/2018 Rahul Raina All Subject 507/2018 Ankit SCP 509/2018 Nishat SCP

Controller of Examinations

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Annexure IV (B)

Annexure IV (B) Annexure IV(A)

Annexure IV(B)

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Annexure IV(C)

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Annexure V

Related to Criteria – V: Student Quality and Performance

Student Placement 2014 - 16 to 2017 - 19, final research V (A) project guidelines, final research project details 18-19, summer internship project guidelines, summer internship details 2018-19, summer internship project details 18-19

V (B) Professional Activities

V (C) Students Handbook

Annexure V (A) Included in SAR file

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Lal Bahadur Shastri Institute of Management, Delhi PGDM (Finance) Batch: 2016 - 18

Guidelines for Final Research Project

July 20, 2017

As a part of the course curriculum, each student of PGDM (Finance) is required to undertake a project study with the aim of researching a business problem or conducting an empirical study to test a theoretical model or a situation to gain an insight into actual corporate realities under the guidance of a faculty member. The Final Research Project (FRP) starts in Term-IV of the programme with the selection of a research topic and submission of Synopsis, which is followed by a Mid-term review of the progress in Term-V. The submission of the final report and presentation & viva is held in Term-VI. The Final Research Report carries a total of 100 marks which have been allocated to different stages. The detailed guidelines for the Final Research Report are as follows:

1. The Synopsis along with the Project Study Approval Form, duly filled-in, signed by the student and the faculty guide is required to be submitted to the Programme Coordinator. The last date for submission of the Approval form and the synopsis is August 25, 2017. Please see Annexure-1 for the format of the Approval Form.

2. Synopsis is a blueprint or a brief outline of your research plan. It is a stepwise description of what you intend to do, and how you intend to reach to the proposed end, using which research techniques. The topic should ideally be of maximum 8 to 10 words. It should be crisp, clear and precise. Synopsis should ideally be of about four-five A-4 size

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pages (or 1000 words is the maximum limit) of your future work and should contain the following headings: a) TITLE: Should reflect the objectives of the study. It must be written after the whole synopsis has been written so that it is a true representative of the plan (i.e. the synopsis). b) INTRODUCTION: Should contain brief background of the selected topic. It must identify the importance of study, its relevance and applicability of results and include a review of literature on the topic. It must clearly state the purpose of the study. c) OBJECTIVES: It is an intent of what the researcher wants to do, stated in clear measurable terms. d) HYPOTHESIS: A hypothesis is a statement showing expected relation between two variables. e) RESEARCH METHODOLOGY: Include details on Research design, Sampling Techniques, Sample Selection, Data Collection /Sources, and Data Analysis techniques to be used. f) REFERENCES: In APA style This stage would carry a maximum of 5 marks, out of which marks would be awarded by the Faculty Guide.

3. Mid-term Review: The progress of each student would be evaluated in the Mid-Term review which will be held towards end of October, 2017. At the time of Mid-Term review, each student would be required to make a PowerPoint presentation of research work undertaken so far. The duration of the presentation would approximately be 20 minutes and shall be followed by a question-answer session/ feedback from the Panel. This stage would carry a maximum of 10 marks, out of which marks would be awarded by the Review panel.

4. Each student is required to meet and discuss the progress on his/her report with the Faculty Guide. The student and the concerned faculty may decide on the schedule of these meetings. They must have at least five meetings during the course of the Project Study which must be recorded as per

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the format given in Annexure-6. The record of such meetings must be included as the last page of the hard bound Report. The continuous evaluation of the students’ progress would carry a maximum of 15 marks, out of which marks would be awarded by the Faculty Guide.

5. Each student is required to submit a soft copy of the Final Report to his /her Faculty Guide latest by January 9, 2018. Faculty guide are expected to review the reports for the quality of work undertaken the student and also to check plagiarism. This stage would carry a maximum of 10 marks, out of which marks would be awarded by the Faculty Guide.

6. The final submission of the project must be in the form of a hardbound copy and softcopy in a CD to the Programme Coordinator by January 17, 2018 (late submissions will be summarily rejected). The formats of the Title Page, Certificate, CD Label, and Record of Meetings are given in annexures.

7. The final evaluation of the project and viva voce will be conducted in mid-February 2018. An external examiner would review the reports and the evaluation of the Project Study would be based on: Relevance of Objectives; Quality of research design; Adequacy of literature review; Component of fieldwork; Adequacy of data analysis; Legitimacy of conclusions; Practical/Managerial significance; Clarity of presentation; Experiences and Learning; Response to questions being raised by the Panel. The Final Research report would carry a maximum of 40 marks, out of which marks would be awarded by the External Examiner. The Presentation & Viva would carry a maximum of 20 marks, out of which marks would be awarded by the External examiner and the internal Faculty panel member(s).

8. Important Deadlines:

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Milestone Deadline Project Study Approval Form along with August 25, 2017 Synopsis Mid-term review end of October 2017 Submission of Soft Copy /Draft of Final January 9, 2018 Report Submission of Final Report January 17, 2018 Final evaluation of the project and viva mid-February voce 2018

9. Stage-wise allocation of Marks:

Stage Awarded by Maximum Marks Submission of Synopsis Faculty Guide 5 Mid-Term Review Review Panel 10 Presentation Continuous Evaluation Faculty Guide 15 Submission of Soft Faculty Guide 10 Copy /Draft of Final Report Final Presentation External Examiner 20 with Review Panel Final Research Report External Examiner 40 Total Marks 100

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Dr Pankaj Varshney Programme Coordinator-PGDM (Finance)

Annexure-1

Project Study Approval Form (To be approved by the Faculty Guide)

1. Name of the Student : ______Roll No.______

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2. Topic: ______

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3. Name of the Faculty Guide______

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Signature of the Student

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Signature of the Faculty Guide

Enclosure:

1. Synopsis

Annexure-2

“TITLE OF THE PROJECT”

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A PROJECT STUDY SUBMITTED IN PARTIAL FULFILLMENT FOR THE REQUIREMENT OF THE TWO YEAR (FULL-TIME) POST-GRADUATE DIPLOMA IN MANAGEMENT (Finance) (2016 – 18)

NAME OF THE STUDENT ROLL NUMBER / BATCH

UNDER THE GUIDANCE OF

(NAME OF THE GUIDE)

LAL BAHADUR SHASTRI INSTITUTE OF MANAGEMENT, DELHI

Month, Year

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Annexure-3

Certificate Format

LAL BAHADUR SHASTRI INSTITUTE OF MANAGEMENT, DELHI

Date……………

CERTIFICATE

This is to certify that the present study is based on my original research work and my indebtedness to others’ works, publications, etc. wherever cited in this study has been duly acknowledged at appropriate places.

This work has not been submitted either in part or in full for the award of any diploma or degree in any university/ Institute, and is now being submitted for evaluation in partial fulfillment for the requirement of the Two-year Full Time Post-Graduate Diploma in Management (Finance).

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Signature of the Student

(Name & Roll No. of the student)

Prof. ______Faculty Guide

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Annexure-4 CD Label Format

LAL BAHADUR SHASTRI INSTITUTE OF MANAGEMENT, DELHI

PGDM (Finance) 2016-18

Final Research Project

Name:

Roll No:

Functional Area:

Project Title:

(Signature) (Signature) Name of the Project Guide Name of the Student

Note:  The CD should be of good quality and put in a hard plastic cover.  CD should be covered with a sticker with above information and signed by the student.

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Annexure – 5

Guidelines on Report writing

A. Indicative chapters for Final Research Report

1. Introduction (Background and significance) 2. Literature Review & Theoretical background 3. Research Design and Methodology i. Objectives ii. Hypothesis (if required) 4. Data Analysis and Findings 5. Conclusion and Suggestions 6. Limitations 7. Bibliography 8. Appendix i. Questionnaire (* First page: Title page, Second Page: Certificate, Third Page: Declaration, Fourth Page: Acknowledgements) B. Font Details: All text should be black; 12 font size, Style: Times new Roman, Spacing: 1.5, Alignment: Justified.

C. Page Numbering Each page must be numbered, with the exception of the title page, declaration and the certificate page. The number may be at the bottom right-hand corner. For the preliminary pages, use lowercase Roman numerals (i, ii, iii, etc.), beginning with "iii". The title page and the certificate page count as "i" and "ii", but the numbers do not appear. For the remainder of the manuscript, starting with Executive summary and other chapters use Arabic numerals (1, 2, 3, etc.).

D. Bibliography: The style for references should follow the format as mentioned below:

i. For books: Engle, R. (2009), "Anticipating Correlations: A New Paradigm for Risk Management", Princeton University Press, Princeton ii. For Journals: Fama, E. (1991), "Efficient Capital Markets II", Journal of Finance, Vol. 46(5), pp. 1575-1617 iii. Citing articles extracted from the Internet and E-books Robinson, BA, "End of the World Predictions," Ontario Consultants on

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Religious Tolerance. http://www.religioustolerance.org/end_wrld.htm (accessed June 11, 2007).

Annexure-6 Record of Meetings with the Project Guide for the Final Research Project

Mee Date Purpose Remarks Signature ting (Project # Guide) 1

Note: The records of meetings are to be retained by the students. This

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document is required to be shown at the time of mid-term evaluation and submitted along with the final report.

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LAL BAHADUR SHASTRI INSTITUTE OF MANAGEMENT, DELHI TWO YEAR FULL TIME PGDM (FINANCE) PROGRAMME Batch 2016-2018 FRP Marks Mid-Term Submission of Report Presentation & Submission of Review Continuous Soft Copy /Draft S.No. Roll No. Name of Student Title Total (100) (40) Viva Voce (20) Synopsis (5) Presentation Evaluation (15) of Final Report (10) (10) Performance evaluation & portfolio 1 201/2016 Karan Saxena optimization of selected Indian Equity 30 13 3 4 10 7 67 Funds Pricing of Investor Sentiments in India 2 202/2016 Vipul Grover Stock Markets through Investor 35 14 4 8 13 8 82 Sentiment Index Foreign Exchange Volatility Impact on 3 203/2016 Akshaya Sharma 27 14 4 3.5 12 7 67.5 Indian Stock market Impact of Mergers & Acquisitions on 4 204/2016 Yatin Dang profatibility & operational effeciency of 29 13 4 6 10 7 69 selected companies Study Of Determinants Of Capital 5 205/2016 Aastha Soni 27 14 4 6 12 7 70 Structure of stocks listed on BSE 30 To study volatility and downside risk of 6 206/2016 Mayank Verma 32 16 4 7 14 8 81 major cryptocurrencies Interdependence between developed & 7 207/2016 Pallavi Kohli developing economies through 34 17 3 7 12 7 80 spillover effects 8 208/2016 Shivam Upadhyay Validity Of Capital Asset Pricing Model 28 15 2 6 9 5 65 Determination of stock price: Evidence 9 209/2016 Jaishri Shankar 34 18 3 6 11 6 78 from banking industry Assessing Efficiency Of Indian Index 10 210/2016 Shriya Aggarwal 29 15 4 6 10 8 72 Options Market An analysis of Signalling effect of 11 211/2016 Anirudh Bhardwaj 30 15 5 5 14 9 78 Buyback in India A Comparative Study On Various 12 212/2016 Vikrant Sangwan 28 12 3 5 12 7 67 Portfolio Optimization Models. Issues and Challenges in E-governance 13 213/2016 Mani Mittal 34 15 5 5 13 9 81 in India The impact of determinants on the 14 216/2016 Surelee Dulloo 34 16 5 6 14 8 83 Profitability of selected Banks in India Determinants of Financial self Sameeksha 15 217/2016 suffeciency of Microfinance institutions 28 12 4 6 12 7 69 Chaturvedi in India

The impact of key Financial 16 218/2016 Shikha Bhargava performance indicators on share prices 34 14 4 7 12 8 79 of some selected Banks in India

Modeling Stock Market Volatility in 17 219/2016 Aanchal Jain Presence of Structural Breaks using 30 17 5 6 14 9 81 GARCH Model Effect Of High Frequency Trading On 18 220/2016 Ashna 27 13 4 7 13 8 72 Commodity Market Of India Empirical Study Of Spot Market 19 221/2016 Ayush Lohia 36 15 4 8 13 7 83 Volatility Driven By Currency Futures. Rimmalapudi Puneeth Impact Of Monetary Policy On Economic 20 223/2016 25 12 4 5 11 8 65 Chowdary Development Forecasting Indian Stock Market 21 224/2016 Subrat Mohanty 30 17 3 5 9 6 70 Volatility With Economic Variables A study of the Indian Housing Finance 22 226/2016 Shlok Shrey 34 14 4 4 10 8 74 Market Comparative Analysis of Nationalised 23 227/2016 Arushi Gangal Banks, Old private Banks & New private 27 13 3 5 11 7 66 banks Studying pricing effeciency of Indian 24 229/2016 Abhishek Chadha 36 18 5 8 13 9 89 ETFs Market Role of Banks in Financial Inclusion in 25 230/2016 Nitesh Marwaha 25 12 3 6 11 7 64 India

Understanding the United States 26 231/2016 Sahil Arora 30 12 4 7 12 8 73 Quantative easing policy and its affects

Analysis of gann trading & swing 27 232/2016 Deep Sankar Roy 33 14 4 7 11 7 76 trading methods Bitcoin As A Growing Alternative 28 233/2016 Rubbal Maggo Investment Using Time Series 30 15 3 6 10 6 70 Momentum and Portfolio Optimaziation

A Study Of Marketing Strategies of 29 234/2016 Vikrant Dahiya General Entertainment Channels and 21 12 2 0 10 5 50 TV viewership in Delhi /NCR 30 235/2016 Megha Jhunjhunwala Cryptocurrency as an Asset Class 29 14 4 7 12 8 74

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Foreign Currency Borrowing By Non- 31 236/2016 Shruti Arora Financial Firms of India : Policy 31 18 5 7 13 10 84 Response In India The Effeciency Of Indian Stock Index 32 237/2016 Nishant Gupta 29 14 4 6 11 8 72 Future Market: An Empirical Analysis Market Efficiency Of Futures Market In 33 238/2016 Karan Batra 28 14 4 4.5 13 9 72.5 India For Agricultural Commodities Effects Of Mergers on the financial 34 239/2016 Akshat Nohwal performance of Commercial Banks in 25 13 4 5 10 7 64 India Determinants Of Capital Adequacy 35 240/2016 Preeti Khanchi Ratio:Evidence From Indian Public 22 12 4 6 10 7 61 Sector Banks Bankruptcy Forecasting Of Indian Banks 36 241/2016 Varun Kumar 26 12 4 8 12 8 70 In Emerging Scenario'S

37 242/2016 Lovnesh Garg Valuation And Financial Analysis Of Pvr 25 12 4 8 12 8 69 Volatility Spillover Effect Of European 38 243/2016 Udit Gupta Sovereign Debt Crisis On European And 37 16 3 7 12 8 83 Indian Equity Markets Relationship between Bank Credit and 39 244/2016 Vaishali Sukhani 26 14 5 6 14 10 75 GDP of India Effect of Mergers and Acquisitions on 40 245/2016 Himanshu Jawa financial performance of 29 15 3 6 10 7 70 pharmaceutical companies in India Empirical Analysis Of Exchage Ratio 41 246/2016 Gaurav Thadani Determination Models For Mergers And 28 15 5 7 14 8.5 77.5 Acquisition In Indian Context. A comparative analysis of Value of Risk 42 247/2016 Shriyaa Chana Models for Traded Precious metal 36 16 5 8 14 9 88 future contracts at MCX The impact of Indian Stock Market on 43 248/2016 Rupam Sharma 31 15 3 4.5 12 8 73.5 the MCX Crude Oil Prices Var-An Empirical Study On Select 44 249/2016 Rajat Bhalla 27 13 3 4 10 6 63 Commodities. The effeciency of India a Stock Index 45 250/2016 Charu Dhamija 27 13 3 5 8 6 62 Option Market: An Empirical Analysis Underpricing of IPOs In India : 46 251/2016 Kaushiki Singh 35 16 4 9 12 7 83 Oversubscription And Its Causes An analysis of Investment patterns 47 252/2016 Siddhartha Gupta 28 15 5 7 12 8 75 based on consumer profile Volatility Index And Risk Management 48 253/2016 Dhvani Maheshwari tool in United States, Germany and 33 18 4 8 14 9 86 India Impact of reserve rates on various stock 49 254/2016 Rajat Sharma 26 15 5 8 13 9 76 indices of Indian Equity market Impact of buybacks on shares a study 50 255/2016 Aman Behra 35 17 3 4 11 7 77 on IT firms Comparative Analysis Of Npa's and Net 51 256/2016 Neelabh Goswami Profit of Public Sector And Private Sector 23 12 3 4 9 7 58 Banks Identifying And Scaling Up The 52 257/2016 Abhishek Lunawat 27 15 4 4 12 8 70 Grassroots Innovations in India Effect Of Participatory Notes On Indian 53 258/2016 Sneha Agarwal 28 15 4 6.5 13 9 75.5 Rupee Exchange Rate Stock Split : Research & Valuation Of 54 259/2016 Vishal Agarwal 32 16 2 5 8 6 69 CNX 100 Index Lead Lag Relation Between Currency 55 261/2016 Tonuruchi Olimman 37 16 4 7 12 7 83 Spot & Futures Market in India A Study of the relationship between Oil 56 263/2016 Nimit Agarwal Prices, Foreign exchange and Indian 27 15 3 0 7 5 57 Stock Markets Price analysis & volatility spillover in 57 264/2016 Muthuraman 33 17 3 8 12 8 81 Indian Stock market Price Discovery And Volatility Spillovers 58 265/2016 Apurva Chikara 25 13 4 7 10 7 66 In Future And Spot Commodity Markets To find Extreme Correlation Among 59 266/2016 Neha Bajaj Indian, Us And Chinese Stock Market 32 17 4 8 14 10 85 Using Ddac-Garch And Copula The impact of Credit Risk on 60 267/2016 Hitansh Khurana 27 15 4 7 13 9 75 Profitability of selected Indian Banks

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MID TERM Submission of Soft Final Roll Submission of Continous Roll No. Name of Student Title EVALUATIONMa Copy/Draft of Final FRP (80) Presentation Total (200) No. Synopsis (10) Evaluation (25) rks (25) Report (20) (40) The empirical study of volatility and return of US 2 2017 Abhinam Chhabra Dollar with respect to 20 8 emerging economies currencies. 20 20 72 35 175 An exploratory research on 3 2017 Ahijeet Das Industry 4.0: Steel 16 industry perspective 8 19 20 64 32 159 The impact of Social 4 2017 Abhisek Parija Media usage and EWOM 20 8 on purchase decision 20 20 60 28 166 Impact of Product 5 2017 Aashna Chhabra Placement on Consumer 20 Buying Behaviour 7 20 20 54 29 150 Study of Consumer 6 2017 Aarzoo Behaviour in Deodrant 23 7 Industry in India 18 20 64 32 164 Sustainable supply chain 7 2017 Akram Azaz 21 6 for tea industry in India 18 20 43 25 133 Does Indian market have long-term relationship 8 2017 Akshit Kumar Sarawgi 14 8 21 with developed and developing markets? 20 65 35 163 Impact of branding on Consumer Choice wrt 9 2017 Bhoomi Sharma 18 convenience and shopping goods 7 19 20 56 28 148 Consumer choice criteria 10 2017 Aman Guleria 14 7 for Wine Attributes 19 20 61 29 150 Artificial Intelligence and 12 2017 Divya Singla Machine learning in 18 Financial services 9 22 20 60 32 161 Role of Industrial Internet of Things in creating a 13 2017 Ankit Rojas Nath 16 8 smart and sustainable world 18 20 55 32 149 Factors influencing the 14 2017 Bharadhwaj S risky investment intention 19 of the investors 10 24 20 60 30 163 An empirical analysis of relationship between 15 2017 Giriya Sharma 18 9 volatility and stock indices of Asia Pacific countries 23 20 65 30 165 Breaking the Myths of Technical Analysis and Designing Unique 16 2017 Debrup Saha 10 7 indicators based on the profitability of Individual Indicators 20 20 49 25 131 VOLATILITY SPILLOVER OF CRUDE PRICES AND THE 17 2017 Deepesh Pamnani STOCK MARKET OF OIL- 16 7 IMPORTING AND OIL- EXPORTING COUNTRIES 19 20 50 25 137 Impact of Dividend Policy 18 2017 Jyoti n share price volatility in 16 IT Sector 9 21 20 58 28 152 Impact of social media on 19 2017 Dhruvkumar A Patel consumer buying 13 5 behaviour 0 20 55 28 21 Impact of sensory Branding on Brand Equity 20 2017 Gulshan Kumar 22 8 through consumer Brand Engagement 22 20 70 32 184 The relationship of Brand Personality with Customer 21 2017 Kriti Shukla 20 8 Personality and Brand Loyalty 18 20 60 32 168 Study of Anomalies in 22 2017 Harshit Mittal 18 Indian Stock Markets 8 19 20 65 30 160 Impact of advertisements on the consumer 23 2017 Himanshu Banga 15 7 purchase behaviour in Ready-To-Eat food industry 14 20 62 29 147 Study of effectiveness of 24 2017 Niharika Thakore promotions and different 13 modes of communication 8 20 20 46 25 148 The effect of the elaboration likelihood 25 2017 Shubham Inamdar model on initial trust 14 7 formation in medical services. 17 20 62 32 162

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Effects of Foreign 26 2017 Kamal Gupta Exchange Volatility on 12 Indian Stock Market 8 20 20 60 32 120 Factors affecting IPO 27 2017 Ridhima Gupta 15 8 pricing 20 20 50 20 113 Incorporating Ergonomics 28 2017 Kevin Swien Sunny 18 Into a Classroom 8 22 20 56 32 166 A study on factors affecting impulse buying 29 2017 Kushagra Tandon 12 8 tendencies of online shoppers in India 17 20 56 24 147 Empirical Research on 30 2017 Vartika Nain CBBE Model in FMCG 15 Sector 7 14 20 65 35 156 A study of consumer 31 2017 Kumar Rajnish behavior w.r.t. spices 16 10 market in India 15 20 60 35 156 After market volatility and 32 2017 Manas Agarwal role of Anchor investors: 18 7 Case of Indian IPOs 15 20 65 35 130 Forecasting stock price 34 2017 Manas Pratim Baruah movements using neural 20 8 networks 22 20 76 36 182 Evolution of Fintech in 35 2017 Mayank Roy India and its effect on 14 Financial Inclusion 8 21 20 60 33 156 An analysis of usage behaviour of E-Wallets: 36 2017 Mitul Shah 20 7 towards customer satisfaction 13 20 40 20 120 Effect of nutrition fact 38 2017 Shaivya Kaushal label on consumer buying 16 intentions 6 14 20 63 27 146 Effects of Macro Economic Indicators and 39 2017 Nitesh Rathi stock market returns on 20 8 Foreign Institutional Investments 16 20 50 30 144 Multi Criteria Decision making in job selection 40 2017 Piyush Shah 23 problem using Analytical hirerachy process 9 22 20 50 28 162 Understand Risk 41 2017 Sukanya Mittal Assessment Practices at 22 5 Manufacturing Sector 13 20 40 22 92 To examine co-movement between stock market 42 2017 Prakhar Goyal 16 returns and government bond yields 9 21 20 68 32 166 Evaluation of Mutual Funds and selection of 43 2017 Pratik Roy 18 8 stocks: A linear programming approach 20 20 64 36 166 The impact of corporate 44 2017 Kavita Soni social responsibility on 17 brand equity. 7 20 20 49 14 127 Influence of brand name 45 2017 Sahil Batra on purchase of 14 7 automobile in India 21 20 56 22 140 Validation of Capital Asset Pricing Model ( CAPM ) : 46 2017 Sameer Wadjikar 22 7 Evidence from companies listed on NSE 18 20 65 35 167 Consumer buying 47 2017 Rupali Dhingra behaviour towards milk 16 8 nutritional supplements 18 20 Ab Ab #VALUE! Popularity of Green 48 2017 Sandeep T Marketing and its impact 16 on Consumer Attitude 8 19 20 60 32 165 Subscription Oppurtunity 49 2017 Shantipriyan 18 8 in Indian Market 18 20 65 35 164 Applying a bootstrap analysis to evaluate the 50 2017 Simran Shanwal 20 performance of mutual funds 8 20 20 62 34 164

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IPO under pricing & predictive power of firm 51 2017 Shibalik Dey Sarkar 15 8 20 related function & coporate coherence 20 60 30 153 A study on consumer 52 2017 Shubham Ralhan purchase intention 13 towards online shopping 6 13 20 60 23 135 Predicting box office 53 2017 Siddharth Chakraborty revenues using Twitter 15 data 8 20 20 60 30 123 study on consumer 54 2017 Srikanth N behaviour towards 18 celebrity endorsements 6 16 20 40 22 132 Brand Hate: A research 55 2017 Tanmay Agrawal 21 8 study 18 20 41 20 128 Consumer Buying 56 2016 Srishti Panwar Preference for Deodorants 16 in India 6 19 20 45 25 141 Influence of social media marketing 57 2017 Umeshkr Bugata communications on 17 7 young consumers' attitudes 21 20 55 30 160 Stock Price Forecasting using information from 58 2017 Vedant Sureka 13 Bloomberg and Google trends 8 18 20 69 35 163 Factors influencing 59 2017 Vijay Mirani 5 7 pricing multiples in India 15 20 67 28 72 FACTORS INFLUENCING 60 2017 Rajit Gupta BUYING BEHAVIOUR OF 21 ECOMMERCE USERS 8 22 20 70 35 176 Adoption of digital and social media marketing by 61 2017 Sanchit Pande selected industries with 14 8 speical reference to apparel industries 20 20 48 17 127 A STUDY ON THE DETERMINANTS OF 62 2017 Swati Batra CAPITAL STRUCTURE OF 20 THE STOCKS LISTED IN NIFTY FMCG INDEX 8 18 20 65 30 161 Antecedents of consumer satisfaction and 63 2017 Vinod Kumar Colpay 14 6 loyalty:study of online food delivery app 10 20 50 20 120 Integration og physical and virtual in retail to 64 2017 Divyanshi Sharma 19 enrich consumer experience in AP 8 20 20 70 31 168 The effect of financial news on stock price 65 2017 Vishal Kaushal 20 8 volatility – a sentiment analysis approach 22 20 55 30 155 A study on how the integration of online 66 2017 Mohit Sadan Modi 18 brand community affects brand loyalty 8 19 20 45 15 125 Impact Assessment of 67 2017 Prashant Vashisth Subliminal Advertising on 15 6 Consumer Behaviour 14 20 65 35 165 Culture profiling at SRL 68 2017 Pragya Choudhary 16 Diagnostics 6 17 20 43 22 114 Optimal Hedging Using 69 2017 Pratik Deepak Kakani 14 Futures and Options 8 16 20 62 32 152 Micro finance and 70 2017 Akram 12 economic development 5 12 20 40 18 97 Stoke Price forecasting based on Fundamental 72 2017 Dipkumar Vachhani 14 7 and Technical Analysis variables by using ANN 20 20 55 30 188 Will China face a Financial 73 2017 Udbhav Agrawal 16 Crisis in the near future. 6 14 20 53 25 134 Customer perception 74 2017 Ashutosh S Gupta 13 9 towards Digital Pyaments 21 20 45 20 138 75 2017 Vinay Yadav Country of Origin Effect 14 6 14 20 40 15 109

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Effecting Sports 76 2017 Deepanshi Mahajan Sponsorship on Brand 15 Equity 7 19 20 20 25 106 Global Financial System - 77 2017 Vikash Ranjan 17 Risk & Challenges 8 19 20 60 25 129 Feasibility study on the induction of hybrid and 79 2017 Arpan Pathak 18 8 electric vehicles in corporate fleets 20 20 75 38 179 categorization of products 80 2017 Lipika Bansal 16 at retail store 7 20 20 62 28 163 Real Estate Valuation & 81 2017 Sahil Aggarwal Factors Affecting 10 Valuation 7 16 20 56 28 147 A detailed study of 82 2017 Sameer Goswami Healthcare Industry in 20 India 7 16 20 47 22 132 A study to understand 83 2017 Nikhil Sharma customer preference of 14 7 Electric Vehicles in India 17 20 65 30 163 A multi criteria approach 84 2017 Rupam Jain for supplier selection and 18 purchasing decisions 8 24 20 65 36 171 Key Drivers of Auto Mobile 86 2017 Nikhil Bansal 13 brand choice in India 6 13 20 30 20 102 A comparative study of 87 2017 Aaditya Singh Indian bond market with 16 emerging economies 8 18 20 40 30 132 Adoption of online platform by retail firms 88 2017 Vaishali 18 6 and impact of ecommerce policy 17 20 63 28 152 pre and post merger- 89 2017 Saransh Gupta 10 comparitive analysis 9 22 20 45 27 143 Prediction of financial 90 2017 Ravindra Kumar distress through analysis 17 10 of financial statements 24 20 64 30 165 Perception analysis of 91 2017 Vaibhav Sharma 11 banking industry 8 18 20 30 20 107 Assessment of inventory 92 2017 Rachita Chopra management in Apparel 10 industry 8 22 20 52 33 145 Brand community 93 2017 Karan Budhiraja commitment through 18 brand loyalty 8 17 20 68 32 163 Volatility spillover of Dow 94 2017 Mudit Harjani Jones and Dollar Rate on 10 8 Sensex 21 20 66 30 145 A Study on customer 95 2017 Himanshu Garg behavior towards branded 18 shoes in delhi -ncr 7 15 20 55 25 140 A study of impact of 96 2017 Nayamat Bedi algorithmic (HFT) trading 15 7 on stock market volatility 21 20 65 35 163 IFRS AND US GAAP 97 2017 Anirudh Mittal STANDARDS: 13 COMPARATIVE ANALYSIS 8 21 20 60 33 165 Effect of the ecommerce 98 2017 Tarush Sagar 16 7 policy on start up firms 18 20 60 36 157 To analyse emerging technology and their 99 2017 Tapan Jain 14 adoptability in the minds of customer 9 23 20 70 32 178 Influencer marketing on 100 2017 Sanchi Pahwa 18 7 Instagram 12 20 60 27 144

498

The effects of downward line extensions on parent brand evaluation and 102 2017 Arun George 22 9 brand personality and subsequent brand switching behavior 22 20 68 30 171 "IMPACT OF CHANGING 103 2017 Priyank BRAND ELEMENTS ON 23 8 CONSUMER BEHAVIOUR" 22 20 57 25 155 Sensitivity Analysis/Effect 104 2017 Akshay Arora of Twitter on Indian Stock 20 9 Markets 24 20 58 30 161 Multi Modal Public 105 2017 Sugandha 12 7 Transportation System 18 20 43 24 124 B School Selection using 106 2017 Vibhor Malhan 17 AHP 7 20 20 52 30 146 Selection of Best Telecom 107 2017 Vinayak Trivedi 20 7 Provider using AHP 21 20 54 31 153 A study on acceptance 108 2017 Ankit Rai and growth of luxury 19 fashion brands in India 7 16 20 67 33 162 Factors affecting consumer purchase 109 2017 Amit Garg 18 behaviour in online shopping context. 7 19 20 68 32 164 Sentiment Analysis of 110 2017 Anmol Agarwal Twitter data on Movie 20 Reviews 2019 through R 8 22 20 52 30 152 Conditional volatility of 111 2017 Ketav Manik 18 7 Indian stock markets 17 20 40 22 124 Impact of automobile 112 2017 Ashish Bhayana 16 recall on stock market 7 19 20 62 36 170 Cosumer switching 113 2017 Mayank Singhal behaviour for high 13 7 technology products 18 20 45 17 130 Assessment of innovative 114 2017 Aarti Kapoor ideas from online 20 community 8 24 20 68 30 170 Study on consumer purchasing behaviour 115 2017 Shivam Dhar 12 7 towards Herbal tooth paste in Delhi NCR 15 20 53 31 108 A study on consumer behaviour towards 116 2017 Nishant Dwivedi 13 functional and organic food in NCR 7 14 20 71 33 158 Consumer Perception of 117 2016 Shivam Marwaha Private Lables in Food 10 Industry 5 12 20 58 32 137 Performance analysis of 117 2017 Shalabh Raval private sector banks in 20 India 9 23 20 65 35 172 A study of marketing strategies of internet 118 2017 Anshika Tyagi entertainment chaneels 15 8 and tv viewership in Delhi NCR 18 20 60 20 151 Mergers and Acquisitions 119 2017 Devansh Bilala in the Indian Banking 20 Industry 8 21 20 65 34 168 Predicting the transfer 120 2017 Sugam Shukla price of football players 8 using liner model 23 20 56 33 110 Impact of product packaging on consumer 121 2016 Niharika Tripathi buying behavior(FMCG Products) 15 7 20 20 47 21 130 Impact of stock price 121 2017 Kapil Mathur volatility and trading 6 8 volume on return 19 20 55 35 143 To study the relationship between power 122 2017 Nishant Kejriwal 16 sector(electricity) and GDP of India 7 18 20 50 22 133 Psychological empowerment and 123 2017 Palack Jain 22 10 wellbeing: mediating role of authenticity 24 20 65 32 173 Study on Social Media 124 2017 Ramneek Singh Marketing compaign in 20 FMCG Sector 7 18 20 72 33 160 Brand Model in Auto 125 2017 Ayush John 15 7 Sector 18 20 50 24 144

499

Factors Affecting 126 2017 Pankaj Adhikari Consumer Behaviour 12 Social-Commerce 8 19 20 55 30 144 To comapre and analyse the techniques of 127 2017 Naina Agarwal prediction of stock market 14 6 prices and to find the most appropriate one 16 20 55 30 151 Evaluating Brand Equity of 128 2017 Udit Kr Taneja various Indian News 12 Media Organisation 7 21 20 67 30 157 Impact of rising environment concern on 129 2017 Vishal Tyagi the consumer buying 12 7 behaviour wrt Home appliances 16 20 59 26 150 Portfolio Management And Optimisation for 130 2017 Karan Aggarwal 18 Equity market(Large caps and Mid Caps Stocks) 6 16 20 50 30 140 An Empirical Study of Relationship between 131 2017 Nikhita Wadhwa 19 Gold, oil Prices with stock market in India 6 16 20 50 25 136 comparative study of the selected apparel retail 132 2017 Shaurya 18 stores in the organized sector 7 17 20 20 20 72 Pitfalls for Indian 133 2017 Mukul Chugh Startups: Decoding why 18 6 startups fail 18 20 45 20 137 Indian Passenger Vehicle 134 2017 Jayant Singh Sengar Industry : Strategic 21 Analysis 9 23 20 69 35 177 A study on Changing trend 135 2017 Ekta Gupta in Airlines Industry in 19 8 India 15 20 55 30 157 to analyse how stock market listing changes 136 2017 Akshay Jain 17 firm's innovation behaviour 7 20 20 68 32 174 Analysing the Investment 137 2017 Ankur Agarwal pattern on the basis of 21 8 risk 21 20 60 22 152 effect of tv advertisement 138 2017 Shardendu Mohan Shuklaon teenagers' buying behaviour 17 6 20 20 55 35 163 Brand awareness and brand perception effects 139 2017 Nidhi the consumer decision 17 7 making for a purchase of product 12 20 69 33 158 Volatility of Spillover Analysis of Fluctuations 140 2017 Abhishek Kumar Thakur 12 in Oil Prices on Indian Stock Market 6 18 20 63 33 112 selection of a fantasy league cricket team 141 2017 Pulkit Kochhar 16 7 through predictive modelling 21 20 56 34 164 Application of theory of reasoned action and 142 2017 Bhavik Uttamchandani 22 planned behavior for Co- working space Purchase 8 17 20 70 30 167 Impact of celebrity 143 2017 Shreya Mittal endorsements on brand 17 7 equity 14 20 55 35 148 A study on application of Social Media Marketing 144 2017 Divye Gupta 15 tools on Governmental initiatives 8 22 20 55 30 150 A study of csr practices in 145 2016 Mayank Kumar Verma India and it's impact on 10 7 business profitability. 21 20 30 12 110 Analyze relationship between the size of the 145 2017 Pritesh Parikh 17 governing board and the profitability of a company 7 15 20 60 30 159 A Comparative Analysis of ETF's With Other Financial 146 2017 Akash Aggarwal 8 8 Instruments In INDIAN Market 19 20 66 27 118 ANALYSIS OF DIVIDEND PAYOUT DETERMINANTS 147 2017 Ravisha Munjal 18 FOR LISTED FMCG COMPANIES IN INDIA 8 18 20 60 30 154 Study of Implementation 148 2017 Chandan of TPM and best practices 10 7 in a steel plant in India 16 20 55 34 132 Assesing the effectiveness of models 149 2017 Sourav Roy 13 predicting of long run industries in India 7 15 20 60 35 150 Behavioral Finance 150 2017 Aviral Mehrotra 18 analysis 9 19 20 50 30 156

500

Consumer perception, 151 2017 Aashima Jain value and loyalty: e:food 16 delivery services 7 14 20 65 35 157 Study of the customer's purchase attitude and 152 2017 Anoop Tiwari 10 7 preferences in online shopping for clothes 18 20 72 30 147 Study of consumer 153 2017 Harshveer Singh Dhindsapurchase behaviour for 14 Television 8 18 20 34 13 117 Analysis os service quality 154 2017 Sukhanshu Singh 10 in India banking Industry 6 17 20 33 12 98 A Study on assesment of 155 2017 Saurav Banerjee relative valuation methods 13 for Indian Banks 6 20 20 45 23 27 study of green washing 156 2017 Kumar Pushkar advt on consumer buying 10 behaviour 7 18 20 65 35 155 Comparative study on key performance indicators 157 2017 Manoj Kumar Singh and financial performance 15 of public and private sector banks. 8 18 20 62 34 157 Solar PV landscape in 158 2017 Rahul Talwar India: Challenges and 12 policy framework 7 15 20 73 31 158 Impact Of Social Media Advertising On Consumer 159 2017 Madhurima Juyal Responses : A Study Of 17 Personal Care Product Category 7 13 20 60 26 143 IL&FS: An analysis of 160 2017 Vishal reasons for financial distress 21 7 16 20 40 30 172 Identification of potential 161 2017 Lakshay Gulati multibaggers and their 18 valuation 8 17 20 54 25 142 Causal Relationship between Nifty 50 stock 162 2017 Subhankar Acharya Index Futures volatility and Nifty 50 Index Options Implied volatility 23 8 15 20 40 22 128 Bank's Financial 163 2017 Akanksha Dutta Statement Analysis using 21 CAMELS Approach 9 22 20 67 33 172 Measuring political brand 164 2017 Navneet Kumar equity in India 21 8 22 20 35 15 131 Investment Analysis of 165 2017 Abhimanyu Agrawal 12 Tata Elxsi 8 20 20 51 29 140 Determinants and Effect of buyback on the 167 2017 Sanya Goel 13 7 company's performance: Case of Indian Companies 16 20 58 25 139 Global Leadership through Quality Asset Acquisition: 168 2017 Anurag Roy Chowdhury 15 An Exploratory Study of HINDALCO 7 12 20 65 32 151 Factyor affecting Consumer Purchasing 169 2017 Kraran Kr Agarwal 15 8 decision of organic/green products 23 20 48 29 143 Factors affecting Smart 170 2017 Abhinav Goswami 11 Phone buying behaviour 6 15 20 62 32 146 Digital the new 171 2017 Komal Saggar Traditional: Shifting trend 13 7 in marketing 22 20 50 27 149 Impact of Brand 172 2017 Ayush Bhalla Revitilisation On 19 customer Perception 8 22 20 60 32 161 Identifying wide spaces in 173 2017 Yashveer Tyagi Indian E-commerce 10 Industry 9 23 20 58 29 149 A stufy on impact of Electronic Word of Mouth 175 2017 Devasnhu Malhotra 20 on Consumer's Purchasing Decision 7 15 20 60 23 155

501

Supply chain 176 2017 Abhishek Mishra management practices in 8 6 cement industry 20 20 50 28 142 Institutional Marketing in automobile industry in 177 2017 Jatin Singh india: meeting growing 18 requirements of corporate houses 8 20 20 50 27 143 emperical testing of 178 2017 Sawneet Kaur anomalies in the indian 20 8 equity market 20 20 57 29 154 Building Customer Equity 179 2017 Piyush Dubey through trust in social 17 7 networking sites 20 20 46 18 138 Disruption faced by 180 2017 Rahul A Transport Industry from 13 Autonomous Cars 9 22 20 56 28 158

073 Lal Bahadur Shastri Institute of Management, Delhi

PGDM (General) & (Finance) Batch: 2017-19

Guidelines for Summer Internship Project Report & Presentation June 23, 25 & 26 , 2018

2nd year students would be making presentations of their summer internship project between June 23rd , 25th & 26th 2018, 10:00 a.m. onwards each day .They will be required to submit the final report by 3rd July 2017 after incorporating all the comments and suggestions received during the presentations to the respective programme coordinator(s).

502

During their presentation (Schedule attached ) , the students must carry & submit a hard copy (spiral bound) of their SIP Report to their respective panel.

Those who will be completing their internship by last week of June 2018 shall be presenting their projects on July 3rd, 2018and submit a final report by 17th July 2018 (Such students would take concurrence in advance from Programme Coordinator(s)

Guidelines

Each student has undertaken summer internship (project assignment) in a company for 8-10 week’s duration as a part of course curriculum after third trimester examinations. It has provided an opportunity to the students to have first hand practical exposure and to relate the conceptual and analytical skills acquired in a classroom to actual managerial practices.

The objectives & framework of this Summer Internship Project Presentation are given under:  Summer Internship Report must cover the following. o Title Page (Sample provided) o Letter/Certificate from Industry Mentor (as proof of successful completion of SIP) o Objectives of the project o Introduction (give details of organization, industry players, competitors etc) o Literature Review o Methodology/Approach for Project/Research Design o Fieldwork & Data Collection o Data Analysis o Results o Conclusions o Managerial Implications o 5 best practices of the company visited (Added Feature) o Suggestions/ Areas of Improvement o References

 Project may be completed by Qualitative or Quantitative or combination approach. But the approach must be adequately justified.  Primary Data/ Secondary data must be made available in soft form during presentation.  A student is expected to adequately give details name of the organization, industry players, competitive scenario, project title, objectives etc.

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 Normal report is of minimum 50-60 pages. Don’t use shortcut approach. (Times New Roman Font 12, spacing 1.5)  To evaluate the effectiveness of project assignment undertaken by the student on the parameters – o relevance of the project objectives o methodology o literature review o component of fieldwork o quality of research design o adequacy of data analysis o legitimacy of conclusions o presentation skills o experience & learning.

Panel Conveners & members are requested that each student should be given at least 15 minutes for presentation and 10 minutes be allocated for question-answer sessions..

 To facilitate Trimester-I students to learn and understand by sharing corporate experiences through presentations. The students must be encouraged to ask questions during presentations. The panel conveners are requested to help maintain proper discipline as to the attendance of students, timings, and no student should leave the presentation without permission.  It is compulsory for the students of first year and second year to attend the presentation as per schedule.The panel conveners are requested to mark the attendance of the students in all sessions.  Evaluation of Summer Internship is out of maximum 60 marks. The Panel Conveners in consultation with other panel members have to submit the evaluation of the students’ summer projects.  The evaluation has to be done on basis of project report (35 marks) and presentation (25 marks).  Marks to be awarded to each student would be finalized in due course (after submission of SIP report) but for the interim, panels are requested to immediately grade the student as given below based on their presentation. Panels are expected to give their detailed observations in remarks column for each candidate.

Outstanding A+ Excellent A Very Good B+ Good B Average C Below Average D Not Acceptable F (Complete Re-Do- Total change of approach in report preparation & presentation)

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 These grades & remarks would be shared with students immediately after completion of project presentation process.  If the panel members feel that a particular student has not performed satisfactorily and has not completed the project in correct way with sufficient rigour, he/she must be put under F Category with instructions of re-doing the presentation and report preparation. New dates of presentation will be announced for such student.

 The Roll No.s of PGDM Trimester I students will also be given in the schedule later. The PGDM Trimester I students shall be attending the sessions and taking their seats accordingly in the specified rooms.  The first year students shall be maintaining a learning diary wherein they shall be noting their observations of the summer internship presentations of the PGDM 2nd year students and later submit the same to the respective Panel Conveners.  I Year students should be encouraged to raise questions/clarify their doubts.  Attendance is compulsory for all the students as per schedule.  Trimester-IV students would be called on a random basis as decided by the conveners.  All Trimester-IV attending on a day would sit thru the entire proceeding on that day.

Dr. Praveen Gupta Dr. Pankaj Varshney Programme Coordinator - PGDM (General) Programme Coordinator - PGDM (Finance)

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Lal Bahadur Shastri Institute of Management,Delhi Post-Graduate Diploma in Management (General & Finance) Batch (2017-19) Summer Internship Project (SIP) Presentation Schedule (Revised) 43269 Presentati Roll No Name Section Date Panel Room No. on Marks Report Total Remarks 2/2017 ABHINAM CHHABRA A 23/Jun/18 A 1 17 25 42 3/2017 AHIJEET DAS A 25/Jun/18 A 1 20 30 50 4/2017 ABHISEK PARIJA A 26/Jun/18 A 1 17 25 42 5/2017 AASHNA CHHABRA A 23/Jun/18 A 1 20 32 52 6/2017 AARZOO A 25/Jun/18 A 1 20 30 50 7/2017 AKRAM AZAZ A 26/Jun/18 A 1 17 25 42 8/2017 AKSHIT KUMAR SARAWGI A 23/Jun/18 A 1 10 22 32 9/2017 BHOOMI SHARMA A 25/Jun/18 B 2 12 17 29 10/2017 AMAN GULERIA A 26/Jun/18 A 1 14 22 36 12/2017 DIVYA SINGLA A 23/Jun/18 B 2 18 29 47 13/2017 ANKIT ROJAS NATH A 25/Jun/18 B 2 15 28 43 14/2017 BHARADHWAJ S A 26/Jun/18 B 2 18 29 47 15/2017 GIRIYA SHARMA A 23/Jun/18 B 2 18 29 47 16/2017 DEBRUP SAHA A 3/Jul/18 E 5 22 25 47 17/2017 DEEPESH PAMNANI A 26/Jun/18 B 2 18 29 47 18/2017 JYOTI A 23/Jun/18 B 2 15 25 40 DHRUVKUMAR AMRUTBHAI 19/2017 PATEL A 25/Jun/18 B 2 10 14 24 20/2017 GULSHAN KUMAR A 26/Jun/18 B 2 16 26 42 21/2017 KRITI SHUKLA A 23/Jun/18 C 3 18 22 40 22/2017 HARSHIT MITTAL A 25/Jun/18 C 3 16 21 37 23/2017 HIMANSHU BANGA A 25/Jun/18 C 3 12 18 30 24/2017 NIHARIKA P THAKORE A 23/Jun/18 C 3 7 13 20 25/2017 INAMDAR SHUBHAM ATUL A 26/Jun/18 C 3 13 20 33

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26/2017 KAMAL GUPTA A 26/Jun/18 C 3 6 15 21 27/2017 RIDHIMA GUPTA A 23/Jun/18 C 3 11 18 29 28/2017 KEVIN KURIEN SUNNY A 25/Jun/18 C 3 18 27 45 29/2017 KUSHAGRA TANDON A 26/Jun/18 C 3 10 16 26 30/2017 VARTIKA NAIN A 23/Jun/18 D 4 17 24 41 31/2017 KUMAR RAJNISH A 25/Jun/18 D 4 19 25 44 32/2017 MANAS AGARWAL A 25/Jun/18 D 4 17 25 42 34/2017 MANAS PRATIM BARUAH A 23/Jun/18 D 4 15 23 38 35/2017 MAYANK SUJITKUMAR ROY A 25/Jun/18 D 4 16 22 38 36/2017 MITUL SUNIL SHAH A 26/Jun/18 D 4 12 19 31 38/2017 SHAIVYA KAUSHAL A 23/Jun/18 D 4 16 22 38 39/2017 NITESH RATHI A 25/Jun/18 D 4 15 23 38 40/2017 PIYUSH SHAH A 26/Jun/18 D 4 13 20 33 41/2017 SUKANYA MITTAL A 23/Jun/18 I 9 12 18 30 42/2017 PRAKHAR GOYAL A 25/Jun/18 E 5 18 29 47 43/2017 PRATIK ROY A 26/Jun/18 A 1 22 32 54 44/2017 KAVITA SONI A 26/Jun/18 B 2 18 29 47 45/2017 SAHIL BATRA A 25/Jun/18 E 5 18 25 43 46/2017 SAMEER WADJIKAR A 26/Jun/18 B 2 15 26 41 47/2017 RUPALI DHINGRA A 23/Jun/18 E 5 18 28 46 48/2017 SANDEEP T A 25/Jun/18 E 5 20 28 48 49/2017 SHANTIPRIYAN A 26/Jun/18 D 4 17 25 42 50/2017 SIMRAN SHANWAL A 23/Jun/18 E 5 16 30 46 51/2017 SHIBALIK DEY SARKAR A 25/Jun/18 H 8 17 24 41 52/2017 SHUBHAM RALHAN A 23/Jun/18 F 6 17 22 39 53/2017 SIDDHARTH CHAKRABORTY A 23/Jun/18 F 6 18 26 44 54/2017 SRINATH N A 25/Jun/18 F 6 17 25 42 56/2017 TANMAY AGRAWAL A 26/Jun/18 F 6 18 26 44 57/2017 UMESH KUMAR BUGATA A 23/Jun/18 F 6 18 27 45 58/2017 VEDANT SUREKA A 25/Jun/18 F 6 20 29 49 59/2017 VIJAY MIRANI A 26/Jun/18 F 6 13 23 36 60/2017 RAJIT GUPTA A 26/Jun/18 F 6 20 29 49 61/2017 SANCHIT PANDE A 25/Jun/18 F 6 19 29 48 62/2017 SWATI BATRA A 23/Jun/18 H 8 18 24 42 63/2017 VINOD KUMAR COLPAY A 23/Jun/18 G 7 16 24 40 64/2017 DIVYANSHI SHARMA B 25/Jun/18 G 7 19 26 45 65/2017 VISHAL KAUSHAL B 26/Jun/18 G 7 19 27 46 66/2017 MOHIT SANJAY MODI B 23/Jun/18 G 7 17 17 34 67/2017 PRASHANT VASHISTH B 25/Jun/18 G 7 16 25 41 68/2017 PRAGYA CHOUDHARY B 26/Jun/18 G 7 20 28 48 69/2017 PRATIK DEEPAK KAKANI B 23/Jun/18 G 7 21 21 42 70/2017 AKRAM B 25/Jun/18 G 7 19 22 41 DIPKUMAR PRAVINBHAI 72/2017 VACHHANI B 25/Jun/18 I 9 13 20 33 73/2017 UDBHAV AGRAWAL B 3/Jul/18 E 5 14 27 41 74/2017 ASHUTOSH S GUPTA B 25/Jun/18 H 8 16 22 38 75/2017 VINAY KUMAR YADAV B 26/Jun/18 H 8 15 20 35

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76/2017 DEEPANSHI MAHAJAN B 23/Jun/18 H 8 21 28 49 77/2017 VIKASH RANJAN B 25/Jun/18 H 8 18 24 42 79/2017 ARPAN PATHAK B 23/Jun/18 H 8 21 27 48 80/2017 LIPIKA BANSAL B 25/Jun/18 H 8 19 24 43 81/2017 SAHIL AGGARWAL B 26/Jun/18 H 8 13 20 33 82/2017 SAMEER GOSWAMI B 23/Jun/18 I 9 13 18 31 83/2017 NIKHIL SHARMA B 25/Jun/18 I 9 19 25 44 84/2017 RUPAM JAIN B 26/Jun/18 I 9 17 25 42 86/2017 NIKHIL RAJIV BANSAL B 23/Jun/18 I 9 11 16 27 87/2017 AADITYA SINGH B 3/Jul/18 E 5 13 23 36 88/2017 VAISHALI B 3/Jul/18 E 5 15 30 45 89/2017 SARANSH GUPTA B 23/Jun/18 I 9 14 20 34 90/2017 RAVINDRA KUMAR B 25/Jun/18 I 9 18 25 43 91/2017 VAIBHAV SHARMA B 26/Jun/18 I 9 12 20 32 92/2017 RACHITA CHOPRA B 23/Jun/18 I 9 15 22 37 93/2017 KARAN BUDHIRAJA B 25/Jun/18 I 9 15 17 32 94/2017 MUDIT HARJANI B 26/Jun/18 A 1 17 25 42 95/2017 HIMANSHU GARG B 23/Jun/18 A 1 14 22 36 96/2017 NAYAMAT BEDI B 25/Jun/18 A 1 20 30 50 97/2017 ANIRUDH MITTAL B 3/Jul/18 J 6 18 25 43 98/2017 TARUSH SAGAR B 23/Jun/18 A 1 20 27 47 99/2017 TAPAN JAIN B 25/Jun/18 A 1 20 30 50 100/2017 SANCHI PAHWA B 26/Jun/18 A 1 20 30 50 102/2017 ARUN GEORGE B 3/Jul/18 E 5 16 27 43 103/2017 PRIYANK B 25/Jun/18 A 1 18 30 48 104/2017 AKSHAY ARORA B 26/Jun/18 B 2 19 29 48 105/2017 SUGANDHA POPLI B 23/Jun/18 B 2 11 15 26 106/2017 VIBHOR MALHAN B 25/Jun/18 B 2 19 29 48 107/2017 VINAYAK TRIVEDI B 26/Jun/18 B 2 17 28 45 108/2017 ANKIT RAI B 23/Jun/18 B 2 15 26 41 109/2017 AMIT GARG B 25/Jun/18 B 2 15 26 41 110/2017 ANMOL AGARWAL B 26/Jun/18 B 2 18 29 47 111/2017 KETAV MANIK B 23/Jun/18 B 2 15 26 41 112/2017 ASHISH BHAYANA B 25/Jun/18 B 2 16 27 43 113/2017 MAYANK SINGHAL B 26/Jun/18 C 3 6 15 21 114/2017 AARTI KAPOOR B 23/Jun/18 C 3 12 18 30 115/2017 SHIVAM DHAR B 25/Jun/18 C 3 16 22 38 116/2017 NISHANT DWIVEDI B 26/Jun/18 C 3 21 29 50 117/2017 SHALABH PANKAJBHAI RAVAL B 23/Jun/18 C 3 18 28 46 118/2017 ANSHIKA TYAGI B 25/Jun/18 C 3 7 13 20 119/2017 DEVANSH BILALA B 26/Jun/18 C 3 11 15 26 120/2017 SUGAM SHUKLA B 26/Jun/18 C 3 17 12 29 121/2017 KAPIL MATHUR B 25/Jun/18 C 3 12 18 30 122/2017 NISHANT KEJRIWAL B 26/Jun/18 D 4 14 21 35 123/2017 PALACK JAIN B 3/Jul/18 J 6 18 23 41 124/2017 RAMNEEK SINGH B 3/Jul/18 J 6 19 24 43 125/2017 AYUSH JOHN B 26/Jun/18 D 4 15 21 36

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126/2017 PANKAJ ADHIKARI B 23/Jun/18 D 4 10 20 30 127/2017 NAINA AGARWAL C 3/Jul/18 E 5 20 21 41 128/2017 UDIT KUMAR TANEJA C 26/Jun/18 D 4 20 15 35 129/2017 VISHAL TYAGI C 23/Jun/18 D 4 20 18 38 130/2017 KARAN AGGARWAL C 25/Jun/18 D 4 17 23 40 131/2017 NIKHITA WADHWA C 26/Jun/18 I 9 14 20 34 132/2017 SHAURYA SHARMA C 23/Jun/18 E 5 13 25 38 133/2017 MUKUL CHUGH C 25/Jun/18 E 5 17 27 44 134/2017 JAYANT SINGH SENGAR C 26/Jun/18 F 6 21 29 50 135/2017 EKTA GUPTA C 23/Jun/18 E 5 22 27 49 136/2017 AKSHAY JAIN C 25/Jun/18 E 5 16 25 41 137/2017 ANKUR AGARWAL C 26/Jun/18 G 7 14 15 29 138/2017 SHARDENDU MOHAN SHUKLA C 23/Jun/18 E 5 15 28 43 139/2017 NIDHI C 25/Jun/18 E 5 13 26 39 140/2017 ABHISHEK KUMAR THAKUR C 26/Jun/18 H 8 17 21 38 141/2017 PULKIT KOCHHAR C 23/Jun/18 I 9 13 19 32 BHAVIK RAJUBHAI 142/2017 UTTAMCHANDANI C 25/Jun/18 F 6 20 27 47 143/2017 SHREYA MITTAL C 26/Jun/18 F 6 13 23 36 144/2017 DIVYE GUPTA C 23/Jun/18 F 6 22 31 53 145/2017 PRITESH NAINESH PARIKH C 25/Jun/18 F 6 18 26 44 146/2017 AKASH AGGARWAL C 3/Jul/18 J 6 19 27 46 147/2017 RAVISHA MUNJAL C 23/Jun/18 F 6 20 30 50 148/2017 CHANDAN SHUKLA C 25/Jun/18 F 6 20 26 46 149/2017 SOURAV ROY C 26/Jun/18 F 6 19 29 48 150/2017 AVIRAL MEHROTRA C 23/Jun/18 F 6 16 24 40 151/2017 AASHIMA JAIN C 25/Jun/18 G 7 21 27 48 152/2017 ANOOP TIWARI C 26/Jun/18 G 7 16 17 33 153/2017 HARSHVEER SINGH DHINDSA C 23/Jun/18 G 7 14 19 33 154/2017 SUKHANSHU SINGH C 25/Jun/18 G 7 15 16 31 155/2017 SAURAV BANERJEE C 26/Jun/18 G 7 16 18 34 156/2017 KUMAR PUSHKAR C 23/Jun/18 G 7 14 14 28 157/2017 MANOJ KUMAR SINGH C 25/Jun/18 G 7 20 25 45 158/2017 RAHUL TALWAR C 26/Jun/18 G 7 21 28 49 159/2017 MADHURIMA JUYAL C 23/Jun/18 G 7 22 29 51 160/2017 VISHAL C 25/Jun/18 H 8 16 23 39 161/2017 LAKSHAY GULATI C 26/Jun/18 H 8 21 26 47 162/2017 SUBHANKAR ACHARYA C 23/Jun/18 H 8 20 26 46 163/2017 AKANKSHA DUTTA C 25/Jun/18 H 8 19 24 43 164/2017 NAVNEET KUMAR C 26/Jun/18 H 8 20 27 47 165/2017 ABHIMANYU AGRAWAL C 23/Jun/18 H 8 16 20 36 167/2017 SANYA GOEL C 25/Jun/18 H 8 18 25 43 168/2017 ANURAG ROY CHOWDHURY C 26/Jun/18 H 8 19 25 44 169/2017 KARAN KUMAR AGARWAL C 3/Jul/18 J 6 14 20 34 170/2017 ABHINAV GOSWAMI C 25/Jun/18 H 8 17 21 38 171/2017 KOMAL SAGGAR C 26/Jun/18 I 9 18 25 43 172/2017 AYUSH BHALLA C 23/Jun/18 I 9 13 20 33 173/2017 YASHVEER TYAGI C 25/Jun/18 I 9 17 21 38 175/2017 DEVANSHU MALHOTRA C 26/Jun/18 I 9 13 19 32 176/2017 ABHISHEK MISHRA C 23/Jun/18 I 9 13 19 32 177/2017 JATIN SINGH C 25/Jun/18 I 9 18 24 42 178/2017 SAWNEET KAUR C 26/Jun/18 I 9 14 20 34 179/2017 PIYUSH GIRIWAR DUBEY C 23/Jun/18 I 9 11 17 28 180/2017 RAHUL ALAKANTI C 25/Jun/18 I 9 15 21 36 181/2017 SOURADIP CHATTERJEE C 26/Jun/18 I 9 15 15 30 182/2017 ARSALAN FIRDAUSI C 23/Jun/18 A 1 17 25 42 184/2017 HARSH BANSAL C 26/Jun/18 A 1 17 28 45 185/2017 KRITIKA BHATNAGAR C 26/Jun/18 A 1 17 28 45 186/2017 AYUSH MAHESHWARI C 23/Jun/18 A 1 14 22 36 187/2017 ABHINAV BHASKAR C 25/Jun/18 A 1 17 28 45 188/2017 VISHAL KUMAR C 3/Jul/18 J 6 15 21 36 201/2017 DIVYANSHU VYAS D 23/Jun/18 A 1 17 22 39 202/2017 SHIVOKAR LAMBA D 25/Jun/18 A 1 18 28 46 203/2017 TUSHAR UPASANI D 26/Jun/18 A 1 22 28 50 204/2017 ANMOL CHAWLA D 23/Jun/18 A 1 20 30 50 205/2017 ABHIRAJ SINGH D 25/Jun/18 B 2 13 17 30 206/2017 TANIA BABLANI D 3/Jul/18 E 5 15 21 36 207/2017 ROHIT KHURANA D 23/Jun/18 B 2 18 29 47 208/2017 NANDINI KHANEJA D 3/Jul/18 E 5 22 25 47

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209/2017 ABHIJIT MAHENDRA KALE D 26/Jun/18 B 2 18 29 47 210/2017 MANSI MEHROTRA D 23/Jun/18 B 2 18 28 46 211/2017 SHIVANGI KAMRA D 25/Jun/18 B 2 18 27 45 212/2017 VIVEK KUMAR SINGH D 3/Jul/18 E 5 17 28 45 213/2017 ARUNIMA GUPTA D 23/Jun/18 B 2 13 24 37 214/2017 VIDHU PANDEY D 25/Jun/18 C 3 10 15 25 216/2017 PALAK GUPTA D 26/Jun/18 C 3 6 12 18 217/2017 POOJA JAIN D 3/Jul/18 J 6 20 19 39 219/2017 VAIBHAV CHANDNA D 25/Jun/18 C 3 11 15 26 220/2017 AMAN MIGLANI D 26/Jun/18 C 3 19 28 47 221/2017 SUSHANT CHAWLA D 23/Jun/18 C 3 18 25 43 222/2017 SOURAV RAJ D 25/Jun/18 C 3 8 15 23 223/2017 AMAN SINHA D 26/Jun/18 C 3 18 28 46 224/2017 ANKUSH SHARMA D 23/Jun/18 C 3 10 15 25 225/2017 AKANKSHA SABHARWAL D 25/Jun/18 D 4 15 23 38 226/2017 SHREYA MAHESHWARI D 26/Jun/18 D 4 14 24 38 227/2017 PIYUSH GUPTA D 23/Jun/18 D 4 18 25 43 228/2017 AKSHAY ARVIND D 25/Jun/18 D 4 19 25 44 229/2017 KHUSHANK KUMAR D 26/Jun/18 D 4 13 19 32 230/2017 MOHIT SHARMA D 23/Jun/18 D 4 19 27 46 231/2017 ANKUR GUPTA D 25/Jun/18 D 4 20 29 49 232/2017 KARMITA MIGLANI D 26/Jun/18 D 4 17 25 42 233/2017 AYUSH SRIVASTAVA D 23/Jun/18 D 4 13 17 30 234/2017 HARKIRAT SINGH D 25/Jun/18 H 8 16 23 39 235/2017 SOMIL SHARMA D 3/Jul/18 E 5 16 19 35 236/2017 VIKAS SINGH PARMAR D 23/Jun/18 E 5 18 26 44 237/2017 PARUL KHANWILKAR D 3/Jul/18 J 6 21 20 41 238/2017 SIMRAN MATHAROO D 3/Jul/18 J 6 18 14 32 239/2017 SHUBHANSHU GUPTA D 25/Jun/18 E 5 13 25 38 240/2017 LAKSHAY KHOSLA D 25/Jun/18 E 5 22 26 48

Annexure V (B) DIFFERENT KIND OF EVENTS OCCURING IN THE INSTITUTE 2017-18

SERIAL EVENT MONTH DETAIL NO.

1 CONVOCATION MARCH 25, Padma Shri Prof. Pritam Singh, Former Director-IIM Lucknow, was OF BATCH 2017 the Chief Guest for the occasion. He spoke on the seven qualities that 2015-17 are required to be successful which included purpose, character, faith and contribution to society and nation. He advised the students to follow their values and principles throughout their lives even when the times are tough in the corporate world.

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2 Dr. Subhash 22nd April Dr. Chandra shares his own life experiences with the students to help Chandra Show 2017 them pursue their career they are passionate about and to become successful by focusing on their own competencies. The two key themes of this show were “Building Vision and Goals” and “Perseverance” 3 Induction Jun-17 The induction programme of the PGDM (General) and PGDM programme (Finance) batch 2017-19 was organized by LBSIM, Dwarka. On this occasion, Captain Rakesh Walia, CAO, Matrix Cellular International Services Limited was invited as the Chief Guest. He set an example of a hardworking and perseverant person and highlighted the fact that no one can stop a person from achieving success other than him/her. 4 Dishank Module July 1 till July The Dishank Module was held to form new team members of PGDM event 14, 2017 1st year students in different academic and non-academic clubs and societies and to build up a healthy relationship between senior club members and the junior ones.All the academic clubs conducted a quiz round related to their particular specialization stream, followed by a one-on-one interview to select the new club members. Most of the non-academic clubs conducted events in their respective field like mock debates, advertising cam- paigns, auditions in singing, dancing, acting and others to showcase the talent and skills of the juniors. Post this; a one-on-one interview was conducted for the final selection and formation of the new team members. The two-week long Dishank Module was a grand success and the credit goes to the seniors of different academic and non-academic clubs. 5 Alumni chapter 26th July to The meets were conducted by the A-cell of LBSIM in 6 of the meets 5th August outstation outreaches which include Bangalore,Mumbai, Hyderabad, 2017 Pune, Kolkata and Chennai.The current students got to learn about the how MBA changed the lives of the alumni and how the 2 years made them learn the value of working in teams. 6 Cult week July 13 to July In this three-day Cult week programme, each day had a unique theme 15, 2017 and the activities associated with each such as Ethnic Day, Standout Day and Romeo Juliet Day. All these days brought out creativity and new ideas amongst the new batch of PGDM students.

7 Independence 15-Aug-17 This day reminds us of the struggle of the freedom fighters who Day Celebration sacrificed their lives for their country. Adhering to the social responsiveness of the Institute we invited the children of Snehalaya orphanage to join us for the celebrations. We were glad to have Mr. S.P Sharma, Chief Administrative Officer, with us for our flag hoisting. There are many ways to express our freedom. One way is through Music which frees you from all your worries and makes you feel energetic so we began with the performances 8 Samarthya Week different clubs organise various events to improve overall development of the students.

9 Grand Alumni 7th October theme was ‘Under the stars’ to celebrate the success, humility and Meet 2017 togetherness of the stars alumni of the institute.The event was attended by more than 300 alumni including prominent industry professionals and entrepreneurs who enjoyed the night by meeting their batchmates and living back their nostalgic moments. 10 Lal Bahadur October 10, The President, Shri Ram Nath Kovind presented the 18th Lal Bahadur Shastri National 2017 Shastri National award to noted social reformer and founder of Award for Sulabh International, Bindeshwar Pathak for his “immense” contribu- excellence tion towards getting rid of manual scavenging. Dr. Pathak has developed and implemented, on a pan India scale, a low cost and appropriate toilet technology popularly known as the Sulabh Shauchalaya system. 11 Diwali October 16, The excitement and participation was visible by the efforts put by the celebration 2017 students to dress up the traditional way on the day of the celebration. One may wonder, what would we do if not light crackers? Well, Diwali is all about lighting the darkness in each other’s life and bringing people together, isn’t it? Sparsh, the So- cial Initiative Society of LBSIM organized a Diwali stall in the campus. Decorative Diya, lights were put up for sale at the stall near cafeteria.

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12 National HR 28th October The theme for the conference was ‘Strategy, Profit and People: Conference 2017 Rethinking HR.’ The Conference provided a forum to prominent HR Managers,Management thinkers and Professors to discuss, deliberate and arrive at pragmatic solutions to the problems that are coming up in the dynamic business environment and bring to surface some radical in innovations which can bring strategic transformations in the HR role. The Conference commenced with the arrival of the chief guest, Mr. Vasudev V. Tribhuvan, Senior Director, Biocon Ltd., Bengaluru. 13 Run for education To spread awareness for education for underprivileged children, which indeed united people for the noble cause. The marathon was inaugurated by Mr. Shibesh Singh, IPS, DCP, South West and witnessed participation of over 300.

14 Smt. Lalita 8-Dec-17 Management institutes from across the nation were invited and 9 Shastri Memorial teams were selected for the final round. The motion for the debate Debate was “The house believes that micro reforms rather than macro hold Compettion the key to India’s further progress in the current scenario”. The chief guest for the day was Mr. Mudit Shastri. 15 INDUSTRIAL 5th December To keep pace with these dynamic changes and to make sure that VISITS 2017 students get the right corporate exposure, Industry Institute Partnership Cell, LBSIM organizes INDUSTRIAL VISITS periodically. These visits are organised regularly for the students so that they witness an operational production line as well as learn by observing all transactional processes. 16 Lal Bahadur 11th January Lal Bahadur Shastri Institute of Management invited Justice Jagdish Shastri National 2018 Singh Khehar, former Chief Justice of India for a memorial lecture on Memorial Lecture “Shri Lal Bahadur Shastri Ji: A Gandhian Con- stitutionalism”. In his speech, Justice Khehar talked about “absolute secularism” adopted by India post Independence. Recall- ing that incident when Hindus and Muslims had both suffered the greatest violence during the Partition, on one side Pakistan became an Islamic state, on the other India chose to become secular. He also highlighted that in order for the country to be a global power, secularism is pivotal to its success. 17 Alumni Reunion 23rd To celebrate the spirit of giving back and to cherish the years that December formed the foundation of a fruitful life. Batches from 1995-97 to 2017 2008-2010 came to visit the new campus at Dwarka currently offering two full time program PGDM (Gen) & PGDM (Fin) apart from PGDM (Executive) & PGDM (Part-Time). They discussed a roadmap for their alma mater in the coming years, providing guidance for the students of present batches and about new courses to be introduced from Academic year 2018-19 as well, setting the tone for a long and valuable partnership to propel the Institute to greater heights. 18 TATVA-The 10th and 11th A lot of events were organised throughout both the days. Students Annual February 2018 from various B- Schools and colleges came across and participated Management and in the events. The theme for this year’s TATVA was “AAROHAN- Cultural Fest of The Dawn of New Era” which was showcased by various LBSIM performances and competitions in the field of management, dramatics, dance, fashion show, photography, music and other informal and quirky events. 19 The Indo- Pacific 27-28 Feb The National Maritime Foundation, in conjunction with the Indian Regional 2018 Navy, conducted an apex level annual conference titled “The Indo- Dialogue: 2018 Pacific Regional Dialogue: 2018 Edition” addressing the theme Edition “India’s Opportunities and Challenges in the Indo-Pacific Region” at Manekshaw Center, New Delhi on 27-28 Feb 2018. Dignitaries such as Nitin Gadkari, Minister for Road Transport & Highways, Shipping and Water Resources, River Development & Ganga Rejuvenation; Nirmala Sitharaman, Defence Minister; Admiral R K Dhowan (Retd.), Chairman, National Maritime Foundation; and Admiral Sunil Lanba, PVSM, AVSM, ADC Chairman, Joint Chiefs of Staff Committee & Chief of the Naval Staff, Indian Navy graced the dais at the conference. Special arrangements were made to accommodate 50 students of Lal Bahadur Shastri Institute of Management at the Dialogue. Admiral R K Dhowan (Retd.), Chairman, National Maritime Foundation personally invited the students from LBSIM and he looked forward to their presence at the dialogue.

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20 Foundation day 23 rd chief guest for the day, Admiral R.K. Dhowan (Retd.), Chairman, February National Maritime Foundation and Former Chief of Naval Staff “an address by the chief guest on the topic: India is a Resurgent Maritime Nation:OpportunitiesforYounger Generation.” On this, he said, “We may be divided by geographies, but we’re certainly united by ocean. India navy is multi-dimensional and ready for any external challenge in the maritime domain. There are a number of opportunities awaited for the youth in the tourism sector of the country. The challenge for them today is the impact on environment and sustainable development.” 21 Marketing 28th february the theme for the summit was “MarTech: The Road Ahead”. This National Summit 2018 summit provided a forum to the eminent speakers and experts from 2018 industry and academia sector, to discuss how the Marketing and Technology domains are merg- ing into MarTech. It also presented different perspectives and view- points of different thinkers, planners, and implementers, expe- riencing the favorable as well as the adverse impact of technology in marketing. The chief guests who were invited to this session were Mr. Pankaj Dubey (MD), Polaris India Pvt. Ltd. and Mr. Rupak Agarwal (Founder and CEO), Evue Tech. Pvt. Ltd. 22 Corporate 10-Aug-17 dignitaries of KPMG Global Services for an interactive session with Confrance all the Second Year Students. The session was inaugurated by Ms. Pallavi Singhal briefing the students about the interview process and the rounds of selection. Thereafter, Mr. Puneet and Ms. Radhika introduced the concept of technology in the retail segment, artificial intelligence and the usage of AI in the daily life. Some of the discussion points were: How brick and mortars are using AI, Augmented Reality and Virtual Reality concept and others. An amazingly interactive session clarifying most of the issues related to the role of technology in retail marketing. 23 Corporate 11-Aug-17 Dr. Mamta Bhushan Singh MD, DM neurologist at All India Institute Confrance of Medical Sciences (AIIMS), New Delhi in association with Impact India Foundation through the Life Line Express Project. The objective of the session was to spread awareness about a chronic disorder characterized by recurring, unprovoked seizures called epilepsy, which is very prevalent these days. About 1% of the total population in India has the incidence of epilepsy out of which only 10% are getting treatment. The session was a very interactive and knowledgeable one and we thank Dr. Mamta for addressing us. 24 Corporate 24th August, On Thursday, August 24, 2017, LBSIM, Dwarka, conducted a Confrance 2017 workshop session on ProwessIQ- CMIE Database. The session was conducted by Ms. Saumya Mehrotra who is Business Executive at CMIE (Centre for Monitoring Indian Economy). The objective of the session was to gain insight knowledge about working and functioning of ProwessIQ database. This database was released by CMIE, which provides information regarding the financial performance of various listed and unlisted companies and conglomerates. 25 Corporate 24-Aug-17 He enlightened the senior PGDM general students about the Confrance Procurement Strategy Development, Fleet Management, and Supplier Sourcing

26 Corporate 31st August, Mr. Mragendra Tomer, AVP & Head, Acquisition Vertical, Confrance 2017 Bancassurance at Max Life Insurance to share his insights and experiences with the students helping them gain an overview of the Insurance sector.

27 Corporate 5th Mr. Tyagi is currently working with Asian Paints and handles all Confrance September, institutional sales of Gurgaon and Haryana region. During the session, 2017 students showed keenness by asking questions such as ‘what all expectations can a student have from the corporate’, ‘what the corporate expects from management students in today’s dynamic world’, which Mr. Tyagi patiently entertained.

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28 Corporate 25th Ms. Saumya Mehrotra who is Business Executive at CMIE (Centre Confrance September, for Monitoring Indian Economy). The objective of the session was to 2017 gain insight knowledge about working and functioning of PraXis software. The most comprehensive source of information regarding the financial health of a company is the financial statements of that company. To convey this mass information into a meaningful form which can be used by various stakeholders like creditors, lenders, shareholders, government and so on, Ratio analysis is one of the important tools. 29 Corporate 28th Dr. Bora has a Ph.D. in Philosophy from the University of Delhi and Confrance September, has significant years of experience in establishing academic and 2017 research- based linkages between students, Community Learning Centres, NGOs and Corporate sector.Dr. Bora interacted with the students with questions such as, “How awareness/concern for social responsibility can help improve performance in corporate life?”The objective was to make the students aware about CSR (Corporate Social Responsibility) since management students are perceived as future managers of the corporate world and their perception about CSR is considered important to business organizations. 30 Corporate 5th October, Ms. Malrlina Ramchandran, Senior Manager Western India and Ms. Confrance 2017 Shruti Sinha, Regional Manager at Wadhwani Foundation, Bengaluru. The Objective of this session was to make the students understand and aware about entrepreneurship, the challenges faced by an entrepreneur and the requirements needed to start a new venture. 31 Corporate 18th Professor Robert D. Hisrich, Bridgestone Professor of International Confrance November Marketing & Associate Dean-International Marketing, Kent State 2017 University, USA and Mr. Aditya Prasad,Assistant Vice President, Sam Circle Venture. Dr. Hisrich is a Ph.D. holder in Entrepreneurship/Entrepreneurial Studies from the University of Cincinnati. He is a renowned Professor in the area of International Marketing and Entrepreneurship who has authored or co-authored 44 books and 360 articles in top international journals. The theme of the session was “Entrepreneurship and New Venture Development”. The objective of this session was to make the students aware of the importance of entrepreneurship and what skills are required to become an entrepreneur. The session began with Dr. Hisrich defining the term entrepreneur as someone who plays a key role in value creation and taking calculative risks while forming a business. A venture or firm is formed by these three basic requirements: Idea, Entrepreneur, and Capital Investment. 32 Corporate 22th Mr. John Francis, Senior Knowledge Leader, EY GDS and Ms. Confrance November, Vaishnavi Chella, Senior Executive – Campus Recruitment, EY GDS. 2017 Mr. Francis is the Associate Director with EY GDS, leading the Digital and Innovation Research and Strategy, based out in Kochi, Kerala. He has more than 14 years of industry experience which includes Strategic Consulting, Business Research and Competitive Intelligence and Offshore services management. The session conducted was a part of EY GDS “Leader Speak Series”, featuring thought leaders from EY Knowledge to share their stories, unique experiences and advice with students. The session began with Mr. Francis describing the current VUCA world which is changing constantly and the resultant outputs are getting faster. Hence, the future pool of talented people cannot remain ignorant of these changes. He also highlighted a fact that around 90 percent of business analysis jobs will get automated within next 15-20 years. 33 Corporate 24th Dr. Bhavna Chadha, Head - Corporate Relations Dept. & Business Confrance November, Alliances, Pearl Academy. She talked about Entrepreneurship and 2017 focussed on creating incubation centres which play a key role in providing the Entrepreneurial mind with all the necessary resources needed to get started on a new path of bringing an idea into life. She emphasized on the fact that Entrepreneurship isn’t a science but a mind-set that only some individual possess. During the session she brought the 5 questions an individual should ask itself before jumping into the entrepreneurial world.

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34 Corporate 27th LBSIM, Dwarka organized a photo exhibition event about“The best Confrance November, of Mother Nature”, mostly trees and how it conveys its message to the 2017 human world. The exhibition was conducted by Dr. P K Dutta, President at Green Solutions, an NGO group. He is also a Naturalist, Environmentalist, and Facilitator for Green Schools Programme of CSE (Centre for Science and Environment). The exhibition was enthusiastically appreciated by the students and the faculty members of LBSIM and they stood in awe admiring the beautiful pictures of Mother Nature. On behalf of LBSIM Dwarka, we thank Dr. Datta for organizing this beautiful exhibition. 35 Corporate 28th and 29th The two-day session was conducted by the instructors, Mr. Rohan Confrance December Deep (Deputy Manager - Technical Research) and Mr. Vishal Shah 2017 (Deputy Manager - Fundamental Research) from Karvy Group. They were accompanied by Mr. Praveen Jain (Regional Broking Head - North), Mr. Manish Handa (Zonal Broking Head – North) and other Financial professionals from the Karvy Group. The objective of the session was to gain insight knowledge about financial markets, its working and how to trade in stock markets. 36 Corporate 20th January sessionon“ArtificialIntelligenceandInternetofThings(IoT)”.Thesession Confrance 2018 was conducted by Mr. Subhajit Bhattacharya, Program Manager – Innovation and Automation at Accenture. Mr. Bhattacharya is an alma mater of IIFT Delhi, IIT Bombay, and VIT, Vellore. He has more than 15 years of experience in IT Strategy, Consulting and Project Delivery Management. The objective of the session was to understand the role of IT in the business world and how Artificial Intelligence and IoT has transformed the world which we see today. The session began with Mr. Bhattacharya talking about the technologies that have driven business world: one is business driven by Human and Machine Intelligence and second is events, incidents, and requests which are handled by robots. Ultimately technology is all about providing better and efficient productivity. Mr. Bhattacharya also discussed certain issues which an IT manager face like Big Data, Data Warming, Cloud Computing and so on. 37 National 22nd & 23rd the theme for the conference was ‘Digital Interventions for Conference March 2018 Economic Growth.’The Conference provided a forum to prominent speakers, management thinkers and professors to analyze the dimensions of digital interventions undertaken by the government, corporate organizations and entrepreneurs and its impact on the economy and the society. The dignitaries invited to the event were Shri Shekhar Dutt, Former Governor, Chhattisgarh and Shri Anil Bhardwaj, Advisor, TRAI. 38 Convocation Day Mar-18 His Holiness The 14th Dalai Lama graced the occasion as the Chief Guest and delivered the Convocation Address. He said “You’re all my brothers and sisters” adddressing the students and the faculty members present. “7 billion people in the world are brothers and sisters to each other. We all share a common trait of compassion. However, unfor- tunately the current education system takes us away from that. It pushes us towards a material- istic society which in turn pushes us towards desire and anger. As modern Indian students you need to embrace the ancient Indian traditions and ideas of Karuna (Compassion), Vimansa, Atma (Soul) and Anatma (Selflessness).

DIFFERENT KIND OF EVENTS OCCURING IN THE INSTITUTE 2018-19

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1 Induction 15 and 18 th Dr. U.D. Choubey- Director General of Standing Conference of Public programme june 2018 Enterprises (SCOPE) was invited as the chief guest for the occasion. Mr. P.K. Jain, Chairman, Safexpress Pvt. Ltd. was invited as the Chief Guest and Mr. Vivek Vashishtha, Executive Director and Country leader Government and Regulatory affairs India and South Asia, IBM was the guest of honour for the induction programme of the two newly launched courses of the institute. 2 Dishank 9th July till The aim of Dishank Module is to introduce various clubs, their coordinators Module 14th July and members, the activities conducted by the clubs throughout the year 2018 and to seek new members from the junior batch to be a part of their team. It also helped to break the ice among seniors and juniors and gave a kick start towards the positive and healthy interaction among them. 3 outreach 6th Aug, 2018 In this program, the students visit the major business hubs of the country program to 11th Aug, including Mumbai, Chennai, Kolkata, Bangalore, Pune, Noida, Delhi, 2018 Gurgaon and Hyderabad. A team of students visit these cities and invite the corporate heads of various organizations to the institute. The program enables the students, especially freshers to get insights of the corporate world and gain experience. 4 Alumni Chapter August The meets were conducted by the A-cell of LBSIM in 6 of the outstation Meets outreaches which include Bangalore,Mumbai, Hyderabad, Pune, Kolkata and Chennai.The current students got to learn about the how MBA changed the lives of the alumni and how the 2 years made them learn the value of working in teams. 5 Social August Social Immersion Programme at Lal Bahadur Shastri Institute of Immersion Management, Delhi was conducted in collaboration with NSDC (National Programme Skill Development Corporation), Delhi. NSDC showed a keen interest in the students of Lal Bahadur Shastri Institute of Management to engage around 350 students for four initiatives: (i) Disability District Saturation Model: Its main objective was to develop an action plan for Skill Development and Livelihood of PwDs (People with Disabilities). (ii) One Project in the State: It included skill development and livelihood generation in the traditional sector including Art/Craft. Many traditional areas all over the country were targeted and a business plan for their upliftment was proposed by the students. (iii) Migration Support System. (iv) Impact Assessment. 6 Rural August 34 students from our institute visited the Jhabua district in Madhya Immersion Pradesh under the guidance of an NGO ‘Shivganga’ based in Madhya Program Pradesh on 4th August 2018 as a part of the Rural Immersion Program 2018 for a 8-day visit. The objective of this program was to acquaint young managers with real rural India while developing sustainable solutions for challenges encountered during the interactions. The program was organized to widen the horizon of students towards the contemporary, social, economic and governance landscape along with an opportunity to devise innovative solutions for improving the quality of life of the villagers. 7 Cult Week 13th to 15th In this three-day Cult week programme, each day had a unique theme and July 2018 the activities associated with each such as Ethnic Day, Standout Day and Romeo Juliet Day. All these days brought out creativity and new ideas amongst the new batch of PGDM students. 8 Independence 15-Aug-18 Adhering to the social responsiveness of the Institute we invite the children Day of Snehalaya orphanage to join us for the celebrations. We were glad to have Mr. S.P Sharma, Chief Administrative Officer, with us for our flag hoisting. There are many ways to express our freedom. One way is through Music which frees you from all your worries and makes you feel energetic so we began with the performances by the members of Mantra - The music club of LBSIM. The show was further carried by the compelling performances by Razzmatazz - The dance club of LBSIM and then by MCA students. The children of Snehalaya gave equally enthusiastic performances. 9 27 years of His Excellency Mr. Farhod Arziev, The Ambassador Extraordinary & independence Plenipotentiary of the Republic of Uzbekistan and other esteemed guests of Uzbekistan. that accompanied him graced this event along with Dr. D. K. Srivastava, Director, LBSIM, Mrs. Manju Shastri, Dr. G.L. Sharma, Chairman, Placements and the faculty fraternity. We also had a group of talented

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Music and Dance artists from Uzbekistan who left the audience spellbound with their exhilarating performances.

10 Blood Donation October The drive was organised to commemorate the 114th Birth anniversary of drive 1,2018. Bharat Ratna, Shri Lal Bahadur Shastri Ji in association with Sparsh, the social initiative society of LBSIM and Rotary Club of Indirapuram Pariwar. The blood donation drive is an annual activity at our institute. The event started with the chief guest, President Award Winner Mr. Rajinder Singh, ACP Dwarka inaugurating the event. The blood donation drive aimed to create awareness for the need of blood donation. Blood donation is a major concern for the society as there is a shortage of active blood donors to meet the needs of increasing blood demand. The campaign created awareness about the access to safe and adequate quantities of blood and blood products. 11 Corporate 13th October, the theme: “Technology, Finance, Analytics, and Entrepreneurship: Making Conclave 2018 2018 India ready for Industry 4.0”. Mr. Monu Ratra, CEO and Executive Director IIFL Home Finance Ltd. , commenced the session by talking about the penetration of data analytics into various sectors. He stated that someone who is open to ideas will be the future leader. 12 Dandiya night 16th October, The evening started on an auspicious note with ‘Mata ki Aarti’ which was 2018. serene and evoked a sense of reverence in students. The evening was a vibrant show of colours and lights which added to the festivity. The decoration was spellbinding. The natives of Gujarat surely would have felt at home seeing the authentic decorations. The evening was a haven for foodies as various food stalls serving scrumptious dishes were put up. The stalls served dishes of various cuisines such as Indian, Chinese, Italian, etc. 13 Run for Sunday, 28th Lal Bahadur Shastri Institute of Management organized the mini marathon Education October 2018 Run for Education on Sunday, 28th October 2018 in association with Delhi Police and Jaagriti- Spreading smiles, an NGO that acts as an abode for the underprivileged children and provides pre-school and post-school education to children as well as focus on the holistic development of the physical, emotional and intellectual aspects of a child’s life through setting up education centres, conducting life skills workshops, providing career guidance and creating livelihood opportunities. The event was also partnered with Safe Express, Coca Cola, Times of India, and Ayushman Hospital and Health services.We organized “Run for Education” to remove huge disparities among the lower and upper sections of society. The funds thus collected was contributed towards the education of these underprivileged children. 14 Lal Bahadur 22nd October Vice President M. Venkaiah Naidu honoured the senior advocate Fali Sam Shastri National 2018 Nariman with Lal Bahadur Shastri National Award for Excellence in Public Award for Administration. He congratulated Mr Nariman and said that humility, excellence courage, and integrity define the true spirit of this award. He talked about Shastri Ji’s political career citing various instances from his life. He ended the speech by motivating the audience and also asked the youth to follow the values of Mahatma Gandhi and Jawaharlal Nehru. He said people should be elected and directed on the basis of Character, Conduct, Calibre and Capacity. 15 Samarthya different clubs organise various events to improve overall development of Week the students.

16 Grand Alumni 6th October, Event was an energy-packed and a fascinating trip down the memory lane Meet 2018 with the Alumni interacting with their teachers and catching up with their batchmates. The students of the current batch of LBSIM also interacted with the Alumni and gained deep insights about the life after B-School. The Alumni Meet was a major event where Alumni of LBSIM from the very first batch of 1997 came from all the parts of India and even from abroad. The occasion was graced by the presence of Shri Anil Shastri, Chairman, LBSIM who conveyed his immense happiness in meeting the Alumni of all the batches. The event concluded by a cake cutting ceremony to mark LBSIM’s

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entry into the 25th year of its establishment followed by dinner.

17 Industrial Visit To provide the holistic development of the students industrial visit are organised to various sector. visits to IOCL and hero motocorp were organised.

18 Lal Bahadur January 10, We had the honor of having Mr. Kailas Satyarthi, a Nobel Peace Prize Shastri National 2019 recipient and the founder of Bachpan Bachao Andolan (lit. Save Childhood Memorial Movement), the Kailash Satyarthi Children’s Foundation, Global March Lecture Against Child Labor, and Good Weave International. We also had with us Dr. Deepak Srivastava, Director, LBSIM; Dr. A. K. Das, Director, Lal Bahadur Shastri National Memorial Trust; Mr. Sohail Mahmood, High Commissioner of Pakistan and Mr. Anil Shastri. 19 medical camp A medical campaign was organized at the Lal Bahadur Shastri Institute of Management, Dwarka by Sparsh , the Social Initiative Society of the Institute in association with Ayushman Hospital and Health Service for the children from Jaagriti - Spreading Smiles, who visited our campus and left it enchanted with their brightest smiles. It was organized on the death ceremony of Late Shri Lal Bahadur Shastri. The inaugural of the medical camp was graced by Mr Mudit Shastri , Dr D. K. Srivastava, Mr Anuj Verma, Mr Naresh Wadhwa, Mr Saurabh Maloo , and Mr Karan Aggarwal.Apart from the medical checkup, activities such as drawing competition and lemon race were organized to keep the bright minds engaged and the winners were awarded by Ms. Geetanjali Sahi. 20 Smt. Lalita Lal Bahadur Shastri Institute of Management in collaboration with Plithos, Shastri Debate the Debating Society of the Institute. The topic for the debate was Competition “Dynamic progressions in Industries will position India as a manufacturing 2019 powerhouse for the world”. Mr Mudit Shastri, grandson of Shri Lal Bahadur Shastri Ji, Dr D. K. Srivastava, Director, LBSIM, Dr.G.L.Sharma, Dr Anil K. Kanungo, Dr Vikas Mehra, Dr. Anupriya Singh, and Mr Naresh Wadhwa marked their presence as well.For good ideas and true innovation, we need human interaction through a strong and healthy debate. To prove the same, Lalita Shastri Debate Competition untangled the divergence of views to enrich the perspective of all. The winning team, DSE Mavericks, and the runner up team, Chasing Failure, MDI Gurgaon received the trophy and the prize money from the Chief Guest of the event, Mr Mudit Shastri. 21 National HR D.K. Srivastava, Director, LBSIM. He enlightened the audience about the Conference, achievements of today’s speakers, the relevance of HR in today’s dynamic 2019 industry environment and the major roles that they play. Dr. Rashmi Sharma further threw some light upon how the recruitment and selection process is conducted thesedays.Dr.AvinashV.Deolekar, Executive Vice- President, People Strategy, Indofil shared his valuable insights on how the role of HR has changed over the years and how he reshaped the HR department of his organization by connecting more with the employees, developing management systems and retention policies so as to enhance the employees’ skills. Ms. Manisha Pande, Director, Global Transfer Pricing, Baker Huge GE, highlighted the major role that the HR department played in their organization’s recent merger and acquisition and the importance of Synergizing. The keynote speaker- Dr. G.P. Rao, Founder, Good People Relations enthusiastically brought forward the actual role of the HRs and how they help in bringing out the potential in the employees. The closing speech was given by Dr. G.L. Sharma. 22 Republic Day 26-Jan With these enlightening words, LBSIM celebrated the Republic Day to Celebration reminisce about the journey of freedom fighters and the foundation of the Indian Constitution. The ceremony commenced with unfurling of the National Flag by Col. Ajay Sood, Chief Administrative Officer, LBSIM as a mark of remembrance of the sacrifice of our freedom fighters followed by the National Anthem sung by everyone with a patriotic zeal in their hearts.The event later witnessed some great performances of dance, singing, and dramatics by the talented children from Jaagriti – Spreading

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Smiles, reminding us about our Mother India.

23 THE VIRAL In this era of extensive competition, it gives a competitive edge to have a FEVER (TVF) peculiar talent that can bring you in the limelight of the world. The Social media platform “ShareChat” and the digital entertainment pioneer “TVF” launched the first ever and largest all-India, digital-first talent discovery platform called The Viral Stars.The event witnessed overwhelming participation from all the students with diverse talent domains. The creativity of the students knew no bounds and it ranged from Stand-ups to Poetry submissions, Theatrical Drama to Fashion Routines and mesmerizing Musical Performances. 24 TATVA-The A lot of events were organised throughout both the days. Students from Annual various B- Schools and colleges came across and participated in the Management events. The theme for this year’s TATVA was “SOLACE- AN ESCAPE TO and Cultural TRANQUELITY” which was showcased by various performances and Fest of LBSIM competitions in the field of management, dramatics, dance, fashion show, photography, music and other informal and quirky events. 25 Gender 1st March, t was an enriching session graced by some eminent speakers from reputed Equality 2019 organizations like Ms. Vaishali Sinha (Chief Sustainability, CSR & Summit, 2019 Communications Officer, ReNew Power), Mr. Deepak Dwivedi (Editor and Chief, Dainik Bhaskar), Ms. Rachna Mukherjee (CHRO, India Region, Schneider Electric), Ms. Shubha Srinivasan (Director, Social Impact Practice, Deloitte India), Ms. Lakshmi Umapathy (Plant Head & General Manager Kirloskar Brothers Ltd), Dr. Archana Singh (Head Corporate Priority, NSDC), to name a few.The future of the women was linked to the 4th Industrial Revolution that is about to come with the advent of Artificial Intelligence. They stated how gender equality is extremely important for the country’s growth as we cannot grow without the support of nearly half the population, that is the women. For women, to contribute as effectively, we need to make workspaces more flexible, free of inequalities and harassment. 26 Innotech Innotech refers to innovation plus technology. The inaugural address was given by Prof. Amita Dev (Pro Vice- Chancellor at IGDTUW Delhi) who highlighted the importance of teamwork and collaboration. She also stated that education incorporating innovation is the future. India, with the highest number of Facebook users that is 299 million, still lacks innovation whereas countries like Switzerland & Norway invest heavily in their innovations. The keynote address was given by Mr. Sudhir Mehani (Chief Digital Officer at Marzoli) who said that any Industry that isn’t technology- ready would be soon driven out of the system. Technology has become a front-end task. The next keynote address was given by Mr. Vikas Gulati (Vice President and Head of Technology at Cvent) who stressed upon the key trends like Artificial Intelligence, Blockchain, Edge Computing, etc. 27 Foundation Day The Institute celebrated its 24th Foundation Day on 23rd February 2019. LBSIM is a premiere institute which imparts quality and value-based management and technical education relevant to Corporate and Societal needs through continuous learning, societal responsiveness supported by Strategic National and International Partnerships. The theme for the Founder’s Day was “Securing India-Challenges for Future Leaders”. The Foundation programme was graced by the presence of Lieutenant General Deependra Singh Hooda (Retd.), PVSM, UYSM, AVSM, VSM (bar), ADC, Former General Officer Commanding in Chief Northern Command as the honourable Chief Guest.The event commenced with some brilliant performances showcased by Mantra, the Musical Society of LBSIM to pay the tribute to all the martyrs who sacrificed their lives for the security of our nation. Next to this, was the display of the life journey of Shri Lal Bahadur Shastri Ji with an aim to inculcate his values into the future leaders of the world.

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28 Strategy Cerebrate, the Strategic Club of LBSIM, in collaboration with the Summer Workshop Internship Cell organized the Strategy Workshop on the theme “A Goal with Strategy Results in Perfect Execution” addressed by Mr. Neeraj Kaul, Former Director- Sales and Marketing, GE and Founder- 3DPower Solutions LLP, Gurgaon as the Chief Guest. Mr. Neeraj enlightened the students with his experiences and how ethics plays a significant role in our career. He engaged the students through some exercises like SWOT analysis of personality and improvement tips. 29 FAREWELL The memories of yesterday shape the happenings of tomorrow. To make the last memory of the batch 2017-2019, Cult, the Cultural Society of LBSIM in collaboration with the Management Grid of the Institute organized the farewell party,Voyage’19 to gift their seniors, the very last token of their MBA life. 30 National the theme “New Marketing Realities: Technology, Globalization Marketing &Sustainability.” LBSIM, as an Institute always focuses on continuous Summit corporate interactions to create world-class leaders who are able to match the ever-changing industry demands. Marketing Summit 2019 was inaugurated with the lighting of the lamp ceremony. Mr. Pradeep Kapoor (General Manager, Siemens Ltd.), the Chief Guest for the day; Mr. Abhijit Ghosh (Chief Executive Officer, Wellogo Services Pvt. Ltd.) and Mr. Soumyo Gupta (Chief Executive Officer, Jamboree Education), the keynote speakers for the day; Dr. G.L. Sharma (Advisor, Corporate Interface); Prof. D.K. Shrivastava (Director, LBSIM); Prof. S.P. Ketkar (Professor and Convener, Marketing Area); and Mr. Sumit Kumar Dan (President, Management Grid, LBSIM) graced the dais. 31 Corporate 31ST OCT Nivesh, the mutual fund society of the institute in association with the Confrance 2018 money roller organised an academic session on ‘financial markets and what to know to break in this field’, where Mr. Ritesh chavan, the co-founder of the money roller (TMR), spoke about the functioning of the markets and the career options in finance. Mr. Ritesh chavan is a trader by profession and has a penchant for analyzing markets. The money roller was established with an aim to redefine the research culture in india. Tmr believes in creating its own genuine research. 32 Corporate 2ND NOV MBATrek Pvt. Ltd., in collaboration with corporate relationship cell of Confrance 2018 LBSIM, organized a session by mbatrek pvt ltd., Induction series on “how to leverage your 2 years mba program & secure great internship”. The session was mutually conducted by mr alok srivastava, founder, mbatrek pvt ltd. & Apac sourcing solutions limited, a well-respected global leader of the pharmaceutical/ chemical industry and Mr Abhishek srivastava, CEO, MBATrek Pvt. Ltd. 33 Corporate 21ST NOV In an enriching session conducted by Mr. Rajiv Anand, who served the Confrance 2018 Indian Army from 1979-2012 and the Cabinet Secretariat (PMO) from 2012-18, the students learned about etiquettes and formal communication. Retired officer, Mr. Anand, imparts sessions on etiquettes and believes he is still in the process of learning. He engaged the students by telling them the minutest details of etiquettes in day to day communication and the errors commonly made in practicing them. 34 Corporate 28-Nov-18 Corporate Interface session on 28th November 2018, which was graced by Confrance our alumna of the batch 1997-1999, Ms. Sunmeet Tanuja marwaha who shared her life after LBSIM and her real-life industry experiences. She has given 16 years to travel industry and was the most worthy person to provide the insights of the industry. She talked about various aspects like success, happiness, and perseverance. The session concluded with an interactive forum with the students where they clarified all the triggering questions about the corporate life and the way ahead in the service industry. 35 Corporate 2ND NOV The interactive session was delivered by mr. Saurabh khanna on the topic Confrance 2018 “Artificial Intelligence in Business & Industry”. Ms. Rekha Gupta gave an energetic kickstart to the session by briefing the audience about the essence of artificial intelligence and its ever-surging importance. Thereafter, the speaker talked on demystifying artificial intelligence. “Artificial intelligence is the ability of machines to perform the tasks that are characteristics of Human Intelligence” - mr. Saurabh quoted while

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interacting with the enthusiastic batch of students. He also covered the topics like applications of ai, transparency issues in ai, ai in retail banking and steps in creating ann tech.

36 Corporate 14 JAN 20109 In the pursuit of providing students with the adequate amount of exposure Confrance to the corporate life, Lal Bahadur Shastri Institute of Management welcomed Mr Alexander Maurya, the country head of hero motocorp in kenya and his wife, to guide the students about “creating opportunities and seizing them”. 37 Corporate 16TH JAN In its endeavour to keep the students abreast with the current working Confrance 2019 environment, a corporate interface session was organised by Lal Bahadur Shastri Institute of Management on the topic “the importance of softwares in the Banking and Finance sector.” The session was conducted by Mr Kaushal Verma, Deputy General manager, Global Banking Practices & experienced banking transformation executive, Newgen Software Inc. , accompanied by Mr Fawad Khan. In this enriching session, Mr Kaushal enlightened the students about the quintessential role that it softwares play in banking and financial services sector companies. 38 Corporate 18TH JAN The session commenced with Mr. Nisheeth briefing the audience about the Confrance 2019 insurance sector and its opportunities.He defined the insurance sector as the “sunrise sector”. For any country to grow, the insurance sector should penetrate deeper into the economy. He talked about the situation of the insurance sector and the penetration of international markets in a developing economy like india.

DIFFERENT KIND OF EVENTS OCCURING IN THE INSTITUTE 2016-17

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1 Memorial April 13, Shri N.R. Narayana Murthy, Founder- Infosys Limited delivered the lecture on Lecture 2016 “Fulfilling the dreams of Shastriji”. In his lecture,Shri Murthy emphasized the fact that performance leads to recognition and recognition leads to respect. He dwelled upon freedom of expression, freedom of faith and freedom from fear. As per Shri Murthy, duties come before want and compassionate capitalism is the need of the hour. 2 Convocation April 05, Convocation 2016 was held on April 05, 2016. Prof. Mool Chand Sharma, Former 2016 Member, Law Commission of India; Founder Vice-Chancellor, Central University of Haryana; Vice-Chairman, UGC; Secretary, UIGC; National Research Advisor, NHRC was the Chief Guest for the occasion. He spoke on 'India-Story and Role of Business Leader : Culture of 'Innovation', 'Entrepreneurship' and 'Intelligence Emotional and Social' (IEI). He advised students to express their gratitude towards their parents, teachers and all those who stood by them throughout. He shared the important lessons that he has learnt in his life viz. to have dreams and dreams which are big; to build and have self- confidence; theimportance ofhumilityandgratefulness;nevergiveup approach to life and ultimately work hard with perseverance to attain goals. He also shared his views on entrepreneurship as one of the important segments of economic growth of both developed and developing economies. 3 Farewell April 4, 2016 The batch of 2014-16 was bid farewell `Au Revoir' on April 4, 2016 at "The Uppal" . The evening was fun-filled with great hospitality accompanied with dance, music, delicious food and handing over of titles of the evening. Four Titles were given away namely Mr LBSIM to Mr Lokesh Rajput, Miss LBSIM to Ms Niharika Mehta,

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4 Farewell April 2, 2016 The PGDM(Part-Time) batch of 2013-16 was bid farewell on April 2, 2016 at LBSIM. The gathering was addressed by Dr. Arya Kumar and Dr. G.L. Sharma, who motivated the students to become successful professionals. Someofthestudentssharedtheirjourney at LBSIM. 5 Induction June 15-16, The Chief Guest of the occasion was Shri K .J. Jawa, Managing Director, Daikin 2016 Air- conditioning India Pvt Ltd. Shri Jawa emphasized the importance of quality education and how it can help in meeting the challenges of the corporate world today. 6 Lal Bahadur October 4, The Chief Guest was Hon'ble Justice T. S. Thakur, Chief Justice of India and Shastri 2016 award was conferred on Shri Gopalkrishna Gandhi, a distinguished National administrator, a diplomat and an author of repute for his distinct contribution in Award the field of administration, academics and literature. The event was attended by the former Prime Minister of India, Dr. Manmohan Singh and renowned leaders like Shri Lal Kishan Advani, Shri Ram Jethmalani, Shri Shivraj Patil, Shri Natwar Singh, Shri Adarsh Shastri and other guests. The welcome address was delivered by Shri Anil Shastri, Former Union Minister and vote of thanks was proposed by Dr. Arya Kumar, Director, LBSIM. 7 HR HR conference at LBSIM Dwarka Campus, Delhi on the topic “HR in Digital and Conference Social Media Age: Minding What Matters” to discuss the importance of digital media and internet technologies in the field of Human Resource. The objective of the conference was to provide a forum where prominent elite professionals, experts from the industry could provide an insight and share their experiences on how the human capital policies and practices have to change in the dynamic digital and social media era. The conference also focused on bridging the gap between academia and industry through knowledge sharing in the arena of benchmark strategic HR practices. 8 Alumni Meet October 15, Around 400 alumni, spread across the country, graced the occasion with their 2016 presence and attended the dinner organized in their honour. Prof. Arya Kumar, Director, LBSIM and Prof. GL Sharma, Advisor Corporate Interface addressed the alumni and thanked them for the support they extended to their Alma Mater. The President of Alumni Foundation, Mr. Vineet Bajpai (Founder & CEO, Talentrack) shared his story of success and hardwork. Prof.Smita Sharma,Convenor,Alumni Foundation thanked the alumni for their gracious presence. The cake cutting ceremony was the last official event. The alumni interacted and with the faculty and students and re-lived the wonderful times that they had once spent in the campus. 9 MCA October 25, The RHYTHM club of LBSIM MCA hosted the Fresher's party for the batch 2016- Freshers' 2016 19 on October 25, 2016 at ASOM - A State of Music, Radisson Blu, Dwarka. The Party Director, LBSIM, Prof. Arya Kumar gave away the prizes titledMsFreshertoMeghaJatana, MrFreshertoAbhishekChauhan, Ms Talent to Shivangi Jain and Mr Talent to Amandeep Sahu. The event was graced by faculty, staff and MCA students. Everybody danced to the tunes of party numbers and the event concluded with a dance Jam session. 10 Industry Visit September The students of PGDM-Gen II year visited Hero MotoCorp Ltd. Gurgaon plant on 27, 2016 September 27, 2016.The plant visit started with one hour presentation giving over-view of Hero Motocorp history, legacy, world class quality standards, corporate commitment, CSR, Green initiatives, competitive challenges, and strategic initiatives etc. The students were also taken around the plant showing them machining, tooling, engine assembly, shaft assembly, bike assembly, dispatches for both domestic & export market etc. 11 Lalita Shastri December five teams made it to the final round who presented their ideas and thoughts on Debate 5, 2016. the motion “The house believes that Black Swans are becoming The New Competition Normal”. Dr. Arya Kumar, Director LBSIM, in his speech encouraged the students to regularly participate in such events. He also mentioned that it is not the winning but the enthusiasm to participate, which is more important. The winners were Team Neanderthals and Team Invictus that bagged the 1st and 2nd prize respectively. The winners were felicitated with a cash prize and a rolling trophy.

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12 Constitution 26th of Constitution Day in India is celebrated every year on 26th of November as this Day November was the day when the constitution of India was adopted by the Constituent Assembly in the year 1949 which came into force on 26th of January in 1950. The entire LBSIM, so as to honor and remember the father of Constitution, Dr. Bhimrao Ramji Ambedkar, celebrated this occasion by reading out the preamble of the constitution and paid tribute to the architect of constitution. 13 Spic Macay LBSIM organised an orientation session for its students by SPIC MACAY, the Society for the Promotion of Indian Classical Music and Culture Amongst Youth. Dignitaries, who had been long associated with SPIC MACAY, interacted with the students to generate curiosity among the students towards the rich culture and heritage of India, as endorsed by SPIC MACAY. 14 blood October 19, Inaugural Ribbon cutting was done by Prof. Arya Kumar, Director LBSIM, which donation 2016 was followed by participation of Students and Staff in large numbers to donate camp blood. A total of around 200 Donors participated and collection was around 147 units of blood. The event was a huge success with large number of students and faculty turning up for the cause. 15 Run for LBSIM organized a 6.2 Km Long Marathon `Run for Education' aimed to help an Education NGO `Jaagriti' which helps in providing an enriching social and educational environment to the underprivileged children. The Chief Guest of the occasion was Shri Surendra Kumar, IPS, DCP-SouthWest, Delhi. The event saw participation from students of various esteemed schools of west Delhi, University of Delhi, residents of West Delhi, students of various coaching centres. The run began and ended at LBSIM and the event was sponsored by Safexpress and Aakash Healthcare. 16 Induction July 27,2016 The induction programme of the fifth batch of the 15 month PGDM-Executive Programme program was held on July 27,2016. Theinauguration ceremony began with the of PGDM-EX garlanding of the statue of honorable Late Shri Lal Bahadur Shastri. Director LBSIM,Delhi, Prof.Arya Kumar, Advisor-Corporate Interface, Prof. G.L.Sharma, along with the other faculty of the institute, inspired the students to take advantage of the programme and learn new skills to add-on to their existing competencies. The PGDM-EX program is designed for middle level executives with a minimum of 5 year experience. 17 Induction July 30, The induction programme of PGDM-Part Time was held on July 30, 2016. Programme 2016 Advisor Corporate Interface, LBSIM, Prof. G.L. Sharma and other faculty of the of PGDM-Part institute spoke about time management, punctuality, discipline, business ethics Time and managing work life balance. The academic rigour of the part-time programme is aligned as per the specific needs of the business organizations and targets the middle and senior level executives having a work experience of more than five years. 18 Induction August 01, The orientation programme for Master of Computer Applications (MCA) batch cum 2016 2016-19 was held on August 01, 2016. Mr. Saurabh Agrawal, Head - Strategy & Orientation Delivery (MEA) Tata Consultancy Services Limited was the chief guest on the Programme occasion. He delivered a talk on 'Latest Developments in Technology and for MCA Changes in societal behavior' and highlighted the future prospects of information technology in India and abroad. Dr. Arya Kumar – Director, Dr. G.L. Sharma – Advisor CI, Dr. Rekha Gupta-Head MCA and the faculty of the institute, also addressed 2016 batch students about LBSIM and its MCA program. 19 Industry Visit ThestudentsofPGDM-Gen2ndYearvisitedHeroMotocorpLtd. Gurgaon Plant on August 9, 2016. The plant visit started with one hour presentation giving overview of Hero Motocorp history, legacy, world class quality standards, corporate commitment, CSR, Green initiatives, competitive challenges, and strategic initiatives etc. The students were also taken around the plant showing them machining, tooling, engine assembly, shaft assembly, bike assembly, dispatches for both domestic & export market etc. 20 Outreach Outreach 2016 was organized from July 29-August 08, 2016, so as to enable the 2016 students to interact with the top companies across the country. Around 165 Students went across cities like Mumbai, Bengaluru, Kolkata, Hyderabad, Chennai, Ahmedabad, Pune and Delhi. The companies visited were Asian Paints, DE Shaw, Deloitt, Pepsico to name a few. Around 1370 companies were targeted for the outreach 2016 Programme.

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21 Cultural Week The cultural team of LBSIM organises various student engagement and PGDM-FT and involvement activities in addition to the various cultural events entailing music, MCA, 2015 dance, dramatics and fashion. The session started with the ice breaking activity titled “Know Your Seniors” which had several fun tasks between the seniors and the juniors to facilitate their interaction. 22 Fresher's July 23, The Fresher's welcome party was organized by the Management Grid on July 23, Party 2016 2016 at Hotel Radisson Blue, Dwarka which resonated with the sounds of music and excitement of the seniors and juniors.

23 Independenc On the eve of India's 70th Independence Day, the students presented an event e Day surrounding the theme `Yaad Karo Qurbani', to pay homage to the martyrs of Celebrations our nation. The performances included play, dance performances, vocal performances and poetries recitals, along with active participation from the faculty members. 24 Teacher's Day As a mark of respect and gratitude towards the contribution of teachers in a Celebrations student's life, the cultural team organized the Teacher's Day celebrations comprising poetry recitations, musical performances and games for the teachers. Everyone thoroughly enjoyed the heart-touching event. 25 MCAAlumni August 27, The event started off with great enthusiasm from all the alumni as well as the Meet 2016 gracious presence of LBSIM dignitaries, Mr. Anil Shastri, Chairman, Board of ‘Sansmaran Governors, LBSIM, Prof.. Arya Kumar – Director, Prof. G.L. Sharma – Advisor,CI 2016’ and the MCA faculty. Mr. Uday Pratap Singh (Batch 2006-09) and Mr. Ankur Jain (Batch 2005-08) were felicitated for their achievements. They were also the featured speakers, along with Mr. Anirudh Das who inspired the students and peers by sharing stories of their experience and journey in the corporate world. The evening came to an end with alumni indulging in fun filled games along with some enthralling performances by the MCA Cultural Club `RHYTHM'. 26 Social Club October 1, Team Sankalp of MCA, and Sparsh Society, in spirit of Shastriji's vision of serving Initiative 2016 the underprivileged, organized a food grain donation drive in association with MCKS Food for the Hungry Foundation and their campaign “Ek Muthi Anaaj”. The campaign began from September 15, 2016 and was concluded on October 1, 2016. It witnessed enthusiastic participation from students, faculty and staff of LBSIM. A total of 201 Kgs. of grains were collected and donated to the Food for the Hungry Foundation. This campaign, aimed to contribute towards the ongoing national fight against hunger and malnourishment, is the first step, with many more to come in future.

Annexure V (C)

Lal Bahadur Shastri Institute of Management, Delhi

Post-Graduate Diploma in Management (General) Post-Graduate Diploma in Management (Finance) Post-Graduate Diploma in Management (Research & Business Analytics) Post-Graduate Diploma in Management (Logistics & Supply Chain Management)

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Students’ Hand Book Academic Year 2019-20

Sr.No. PGDM-FT/SHB/2019/501

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Vision

Leadership through Excellence in Value Based

Management and Technology Education.

Rules and Regulations

Mission

“To nurture and groom socially sensitive business leaders with a global outlook, supported by strategic national and international partnerships.”

Values

 Commitment: Striving for quality and results  Honesty & Integrity: Adherence to high

standards and ethics by all stakeholders in their thought, conduct and behavior  Self-Discipline: Taking responsibility, reflecting punctuality, persistence, tenacity, patience and pro-active behavior  Fairness & Firmness: Transparency in governance, Trust worthiness and respect  Collaborative Spirit: Teamwork, unity and inclusion

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Index

SNo. Section Title Page Nos. Attendance and General 1. I 4-5 Conduct Evaluation and Performance 2. II 6-11 Assessment

3. III Placement 12-13

4. IV Infrastructure 14-18

5. V Hostels 19-23

6. VI Administrations and Accounts 24-26

Undertaking with respect of IT Annex 7. Infrastructure and Internet 27-28 I Usage Policy Annex 8. Undertaking by the students 29 II Annex 9. Leave Application Form 30 III 31-32 10. Academic Calendar

Inside List of Important Phone 11. back Numbers cover

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Students’ Hand Book (2019-20) Post Graduate Programs in Management

The batches of 2018-20 and 2019-21 pursuing the Post Graduate Diploma in Management programs are governed by the information, rules and regulations contained in this handbook. The Institute reserves the right to amend / modify/ alter these rules and regulations from time to time without any notice.

The Institute observes highest level of discipline and conduct. Students are expected to abide by such rules and regulations failing which strict disciplinary action will be taken against him/her. Some of the guidelines the students need to follow are enumerated below:

I. Attendance and General Conduct

A. Attendance 1) The students are expected to be on time for the classes. 2) Students should inform each of the concerned course / subject faculty and the respective Program Coordinator regarding his / her proposed absence from the Institute. 3) Students are expected to attend all the classroom sessions without fail. Each absence should be followed by a written application with justification to PGP Office. Under no circumstance the student will be allowed to go below 75% attendance in each course(subject). Students below 75 % attendance in a course (subject) will not be eligible to appear in end term examination in that course(subject). 4) Absence inclusive of medical reason, personal exigencies, placements, and all other engagements concerned with activities like cultural festivals including sports, conferences and other allied activities must be followed up by application and a justification by filling up leave form and submit it to PGP Office. Any shortfall in attendance will be reviewed by the Academic Discipline Committee/Director. 5) The institute holds Workshop, Conferences, Corporate Interface, lectures regularly. It is mandatory for students to attend these activities. If a student fails to attend these activities, without prior approval by the respective Program Coordinator(s), they are required to appear before Academic Discipline Committee. If the committee finds the reason for absence not satisfactory, it may recommend lowering of one grade or deduction of marks (to be decided by the Committee) in one or more academic course(s).

B. General Conduct 1) Students are expected to follow professional and formal dress code in the Institute. The Institute does not permit students on campus in informal attire (e.g. torn jeans, chappals, round-neck T-shirts etc.). On all formal functions, students are expected to wear the Institute’s uniform. During convocation and other functions of Institute, all

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the students should be dressed in the formal dress code as prescribed by the competent authority. 2) Use of cell phones and gadgets during classroom lecture is strictly prohibited. 3) The timelines of various activities will be intimated to the students from time to time and they are expected to adhere to the timelines. 4) Students should give the faculty feedback online as and when the window is open. 5) The Institute’s properties and equipment are to be safely handled. 6) Use of Auditorium, MDP Room, board Room, Faculty Lounge, AV room & Class room will be approved by the CAO/AO after the written request and recommendation by the concerned faculty. The utilization of the above facility will be up till 20:00 hrs. No eatables/drinks are allowed in Classrooms, Auditorium, AV room, MDP Room & Board Room.

II. Evaluation and Performance Assessment

All the Full Time PGDM (Post Graduate Diploma in Management) programs consist of six Terms, three in each Academic Year. After completing first year of the program, all students are required to undertake a Summer Internship Project (SIP) of 8~10 weeks. Students are expected to complete the PGDM program in all respects, within 2 years. However, if anyone fails to qualify in 2 years, maximum period allowed to complete the program would be 3 years from the date of admission, failing which they shall not be eligible for the award of PGDM.

A. Components of Evaluation 1) Each 3-credit course is evaluated for 100 marks (Internal Assessments – 60 marks and End Term Examination – 40 marks) and the total marks scored are finally converted into grades. 2) The Internal evaluation (60 marks) shall comprise the following components a) Mid-term examination: 20 marks b) For the remaining part of internal evaluation (40 marks), concerned faculty member may use a combination of at least three components, other than Class Participation (if any), from the options given below.

i. Quiz(s) (announced or unannounced) ii. Individual Term paper / Case study write-up iii. Individual Article review iv. Individual oral exam (Viva) v. Individual / Team Assignment vi. Individual / Team Project vii. Individual / Team Case Presentations viii. Class Participation (max 5%) No single component shall have a weightage of more than 15 marks. Actual weightage for each component shall be decided by the individual faculty for the course and announced at the beginning of the Term.

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3) Summer Internship Project (SIP) carries 100 marks, of which 60 marks are for the project (Report – 36 and Presentation – 24) and 40 marks for Corporate Interface Activities. The best SIP for each program shall be awarded a Gold Medal. 4) End Term Project Study carries 200 Marks, of which 50 marks are for Viva- voce and 150 marks for Project work/Report. The best Project Study for each program shall be awarded a Gold Medal.

B. Standardization of components Whenever two or more faculty members are teaching a course, concerned area convener shall nominate one of them to act as the facilitator for that course. In case certain course is taught only by a visiting faculty, area convener shall nominate a core faculty from the area, to pair with the visiting faculty as ‘facilitator’ and to gain necessary exposure in that specialization. Facilitator shall be responsible to coordinate for the following 8) Circulation of common course outline to students of all sections through PGP Office 9) Standardization of text books and other reading material 10) Common Cases to be used in the course 11) Common components of evaluation (and the weights attached to each component) 12) Prepare and circulate a report on course coverage in each section when the course facilitator (or the Visiting Faculty, wherever the course is taught only by a visiting faculty) completes 10 sessions 13) Common question papers for the end-term examinations. 14) Common question papers for mid-term examinations, wherever possible.

C. Use of Unfair Means (UFM) during Examination 6) The Institute follows a ZERO TOLERANCE policy for any student found using UFM during exams and all UFM cases are referred to the Discipline/Academic Standing Committee for strict action. 7) Any student found in possession of electronic devices/ cell phones, any reading material / hand-written material, during examination shall automatically be held liable for UFM case. 8) Any student found guilty by Academic Discipline Committee of UFM during examination, his/her paper would be cancelled, and he/she must re-appear in that examination as and when permitted for such debarred candidates by Examination Cell/ PGP Office. The committee may impose a fine of up to Rs. 5,000/- or may send a warning letter to student’s parents. Such students will receive 2 grades lower than what has been achieved in the repeat examination. This will not be applied in case the student only scores a passing ‘D’ grade. Any student committing UFM for the second time during the program will result in his/her withdrawal from the program. 9) Students with UFM in Examination cases will not be eligible for any office bearer position in any student body. If student holds that office already, he/she will have to resign from such position immediately.

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10) All the above shall be applicable to both Mid-Term & End Term Examinations.

D. Award of marks 5) For every component of evaluation, the concerned faculty member shall award marks and show the answer scripts to the students within 10 days of holding/conducting that evaluation component. 6) Faculty members shall only award marks for each component of evaluation and submit marks to the Examination Branch. The conversion of total marks for the course into letter grades shall be done centrally by the Examination Branch. A student, who desires clarification on marks awarded, may discuss the matter with the concerned faculty immediately on receiving the marks, so that the marks sent by the faculty to the examination branch are final. 7) Minimum marks for passing each course is 45 out of 100 (total of Internal assessments and end-term exam). 8) Whenever two or more faculty members are teaching a course, as far as possible, evaluation work shall be so divided that any given component is evaluated by the same faculty for students of all sections. For end-term exams, this could be achieved by dividing the question paper into parts and each faculty could evaluate one part, for students of all sections.

E. Converting marks into grades 4) Faculty member shall only communicate the marks for each component to the students. Examination branch shall determine the Grades for each course, within three weeks of the conclusion of end-term exams and announce the grades to students, along with TGPA/CGPA, after the results are finalized and approved by the faculty council. 5) Whenever two or more faculty members teach a course; say faculty X teaches sections A, B and faculty Y teaches section C, grading procedure shall be applied for sections A, B together and separately for section C. This is to avoid the impact of differences in marking on the final grades. This is followed even when a common question paper and a common marking scheme are used across all sections. 6) For students who appear for the end-term examination and qualify the passing criteria (minimum of 45% marks, after adding up the marks scored in internals and end- term examination), conversion of their marks into grades shall be done by applying the following procedure. l) For a given course, determine the highest score (after excluding the outliers, if any) from all students taught by the same faculty and compute the range as given by (Range = Highest score – 45.00). m) Divide the ‘Range’ by 7 to arrive at the Grading Interval (GI) and round it off to the first decimal. (GI = Range/7) n) Using the GI obtained at step 2, construct a grading table as shown below:

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Marks Range Gra Descri Grad de ption e Point s (45 + 6*GI + .01) and A+ Outstan 10 above ding (45 + 5*GI + .01) ~ (45 A Excelle 9 + 6*GI) nt (45 + 4*GI + .01) ~ (45 B+ Very 8 + 5*GI) Good (45 + 3*GI + .01) ~ (45 B Good 7 + 4*GI) (45 + 2*GI + .01) ~ (45 C+ Averag 6 + 3*GI) e (45 + 1*GI+.01) ~ (45 + C Below 5 2*GI) Averag e 45 ~ (45 + 1*GI) D Margin 4 al Not qualifying to pass F Fail 0 o) Convert student’s total marks in each course into a grade as per the table. p) Examine the combined distribution of grades, of all sections that were taught by the same faculty. In case the number of students in A+ and A grades together is < 25% of the total number of students taught by the faculty, accept that grading as final. q) In case the number of students in A+ and A grades together, exceeds 25% of the total number of students taught by a faculty, increase the GI by 5%, rework the grades for that course and go back to step 5. r) Exceptional cases, where grading distribution does not satisfy the requirement at step 5, even after 10 revisions in the GI, matter may be referred to the Examination Committee, appointed by the director. s) Based on the grades earned by a student, calculate the Term Grade Point Average (TGPA) and Cumulative Grade Point Average (CGPA) using the formulae given below: CGCG...... TGPA  1 1 2 2 CC12...... Ci is the credit assigned to a course and Gi is grade point earned in that course. t) In case any student requires a certification of marks scored the formula for conversion shall be % of Marks = (CGPA-0.5) * 10 u) The conversion of CGPA into equivalent percentage marks is given in the following table:

CG Equivalent PA Percentage 5.5 50%

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6.5 60% 7.0 65% 7.5 70% 8.0 75% v) Those who reappear in any exam or course it will be mentioned in the final grade sheet. F. Important Requirements: 3) Each student must attain a minimum CGPA of 5.00 at the end of first year and should not have their count of I (Incomplete) and F (Fail) grades more than 3. Those who fail to meet the twin criteria of CGPA and the count of I/F grades, shall not be promoted to the second year and will need to improve their grades by repeating certain 1st year courses, where they have ‘F’ or ‘D’ grades. Those who are promoted to the second year with < 3 backlogs (I or F grade) must clear those courses by appearing for End-term exams, as and when scheduled for the next batch. No separate/extra classes would be arranged for such students. 4) To qualify for the award of PGDM, students must attain a minimum CGPA of 5.00 at the end of the program and should not have any I or F grades.

G. Other Provisions: 11) If any student falls short of attendance requirements for any course(s), he/she would be debarred from end-term exam(s), awarded an ‘F’ grade for such course(s) and ‘zero points’ would be added while computing TGPA/CGPA. 12) If a student misses any component of internal evaluation or delays submission of any projects/reports etc. the concerned faculty may, at his/her discretion offer an alternative assignment or allow delayed submission. However, no faculty member shall exercise such discretion for any scheduled exam(s). 13) There will be no supplementary /reappear exam for Mid Term exams missed out for any reasons. 14) If any student misses the end-term exam for any course(s), due to unavoidable reasons (subject to approval from the Director) he/she shall be awarded an ‘I’ grade and such course(s) shall not be included in computation of student’s TGPA/CGPA. 15) If any student fails to secure 45% marks (total of internals and end-term marks), he/she would be awarded an ‘F’ grade for such course(s) and ‘zero points’ would be added while computing TGPA/CGPA. 16) All the students, who are awarded I or F grades as above or for any other reason(s), will need to clear their backlog by appearing for the make-up exams by paying the applicable fees. Supplementary exams for Terms I, II, IV and V will be held with the End-Term exams of Term II, III, V and VI respectively. Supplementary exam for Term III will be held at the start of Term IV and Supplementary exam for Term VI will be scheduled before the start of academic vacation. 17) Academically weak students would be identified and counseled on a regular basis.

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18) If any student is unable to qualify the requirements, even after availing the above opportunities, he/she can clear the backlogs by appearing for end-term exam for the course(s) as and when scheduled, as an ex-student, within the maximum stipulated period for completion of the program. 19) Marks scored by students in the Make-up exams shall be added to the internal marks (carried forward from the term where he/she originally attended the course) to arrive at the total scores. As and when the student earns passing marks, his/her grades for such course(s), will be determined using the final grading table (old table) that was used for awarding grades to other students of his/her batch and section(s). The revised grade shall replace the ‘F’ or ‘I’ grade(s) and corresponding points would be used for TGPA/CGPA computation. 20) If a student is not satisfied with any issues relating to his/her marks or grades in any course(s), student may approach the Examination Branch with his/her grievances and seek revaluation/resolution of the matter as per the procedures laid down by the examination branch.

III. Placement

A. Placement Process and Placement Cell The placement cell at the Institute is managed by the students of PGDM programs and PGDM (Finance) under the guidance of faculty members. Students vigorously undertake the contact program with the corporate both in Delhi and major cities of the country. Normally one job per student can a student both for final placement and summer training. However, if the placement and summer training has been achieved more than 90%, then the students are given second chance for placement and summer training. The students are expected to abide by the rules and guidelines issued by placement cell.

B. Annual Outreach Program / Social Immersion / Rural Immersion Programmes The placement process at LBSIM begins with Annual ‘Outreach Programme’ in the month of August each year. LBSIM is organising ‘Outreach Programme’ since 1997 and is a pioneer in this activity across all business schools of the country. The objective of this programme is to invite companies for the placement process. The students cover all major Business hubs of the country namely - Bangalore, Mumbai, Hyderabad, Ahmedabad, Chennai, Delhi-NCR and Pune. The visit is planned prior to the National HR Conference which is held every year during the month of October. Students are divided into Outreach cities and are expected to prepare thoroughly for the companies they are visiting. Appointments from the HR Managers are taken in advance to formally execute the whole outreach visit. The students are expected to maintain a continuous touch with the companies they have visited. A General Body meeting of the students is held after the Outreach Programme, where every outreach group (city wise) presents the status of their outreach, and the negative feedbacks from companies are paid special attention to. The students not part of outreach activity will compulsorily participate in Social /Rural Immersion programme or engage with any NGO for a live project under guidance of faculty. They will submit a report of their project to respective Programme Coordinator.

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C. Placement Policy The placements are generally organized at the institute during placement week. Some companies offer Pre-Placement Offers (PPOs) as well. Once companies are invited to the institute they shortlist and evaluate the students. The institute follows a policy of “one candidate – one offer”. The following are the important rules relating to the placement process to be adhered by all the students: 1) Students are required to maintain the confidentiality of the placement process i.e. they should not disclose the dates, name of the organization, package details, selection process, etc. with any outsider. 2) It is mandatory for all the students to carry their Summer Internship Project Reports for the placement process. 3) Pre-Placement Talks (PPT) are considered an important part of the placement process by the organization as they evaluate the interest and knowledge of the students about the company during the PPT. Hence active participation in PPT is mandatory. 4) In case of absence from PPT, the student can be debarred from companies that visit the campus in future. 5) Once a student has applied for the company, his/her participation in the selection process is mandatory. In case of absence from the selection process, the student would be debarred from the next three companies visiting the campus. 6) Students who do not appear for ten consecutive companies will be automatically signed out of the placement process due to non-participation. 7) Any pre-placement offers (accepted or rejected) must be informed to the faculty co-coordinator of the placement cell through a written application within one week of the date on which the offer was made. 8) The students should also not to engage in any personal interactions with the HR Managers visiting the campus.

IV. Infrastructure

A. Library: The Learning Resource Centre LBSIM library is one of the most richly equipped libraries in terms of resources, services and infrastructural facilities in Delhi and NCR area. The library has a collection of about 33,500 select documents in the form of books, reports, and other non-book materials, in different areas of Information Technology and Management. The library has currently been subscribing to 150 select periodicals in print form and online access to over 10,000 periodicals.

It has a dedicated E-Resource Centre for accessing electronic databases of journals and reference sources. The library is affiliated to Developing Library Network (DELNET) through which it has access to over 6669 institutions. Library has been subscribing prestigious electronic databases like Business Source Complete (EBSCO Publishing), PROWESS (CMIE), Economic Outlook (CMIE), Regional Business News, Indiastat.com, Emerald, CRISIL Industry Database, Emerald E-Journal Subject Collection for 310 Journals etc.

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Besides this case studies from ET, Harvard Business School, XIMB, MARKLINE & American Productivity & Quality Centre are available in the library. Book Bank services are also being provided to all the students of PGDM, in which study materials and text books are being distributed to the students. 1) Every member of the library must be prepared to identify himself/herself when requested to do so. Briefcases, handbags, files, umbrellas and similar items should be placed at the shelves outside the library. 2) Use of a membership card, belonging to another member is prohibited. 3) Users are advised to keep the library materials in good condition. Materials damaged, defected or lost would be replaced, otherwise the cost would be levied from the borrower. 4) Encyclopedias, reference books and periodicals are to be referred inside the library. 5) Safe custody of books is borrowers’ responsibility. If a member loses or damages any book issued to him / her, he/she shall be required to replace it with a new copy or pay the cost of such replacement. 6) Documents must be returned in time to make them available for use by others. An over retention charge Rs. 10/- per volume per day will be levied. The Librarian can recall any issued document any time. 7) Books taken from the open shelves should be left on the nearest table/trolley. 8) Drinking and eating are not allowed inside the library. Silence must be observed in the library. 9) Mobile phones should be switched off before entering the library.

B. Computer Lab In today’s networked world, IT infrastructure and internet facilities are the pillars of every academic/research Institute. Both are essential for accessing the knowledge resources on the web as well as for regular teaching-learning activities. At the same time, uncontrolled and indiscriminate use of internet by students and employees can deny the desirable usage of these facilities and may even bring disrepute to the Institute. It is therefore imperative that we have a well-defined policy for Management and Usage of IT infrastructure and Internet Facilities at Lal Bahadur Shastri Institute of Management (LBSIM). This document spells out the Institute’s policy and provides a format of undertaking (for compliance) to be signed by each user of LBSIM network and internet access facilities.

1) General: a) Every user of IT infrastructure and Internet access at LBSIM campus must be conscious that the facilities are meant for official use arising from academic activities and administrative responsibilities relating to students, faculty and staff at the Institute. Use of network resources for personal purposes is discouraged. b) Each user is expected to view the network resources with a sense of ownership and participation and play an active role in prevention of any misuse of the facility. Users must carefully read and understand the procedures laid down for management of

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network resources and be aware that their use of these facilities is governed by the Indian IT Act 2000, violation of which is a cognizable offence under the Act. c) To ensure compliance with the IT Act 2000, LBSIM management reserves the right to scan any information/communications exchanged over the network, for detecting and identifying any inappropriate/unlawful use of the facilities, by any user of the network.

2) Use of Internet access: a) All users, when visiting the computer labs are required to carry their Identity cards with them and show the same to the lab in-charge as and when asked for. b) Internet access for communication and for downloading of audio/video content is provided strictly for academic/administrative purposes and it shall not be used for any personal advertisement, solicitations, promotion or any other commercial purposes. c) Use of internet access is strictly prohibited for participation in internet chat rooms, online contests, online gaming, gambling, stock trading etc. and for viewing/downloading of entertainment videos/songs/images or any other pornographic/objectionable material. d) Access to sites that are known to be offensive, obscene or are banned under the law is blocked by the IT administrator. Despite such filters, if any user comes across any material that he/she considers offensive, disrespectful or inappropriate, he/she shall bring it to the notice of the IT administrator for suitable action by the Management. e) Users should not access/upload/download any material/content that could be deemed objectionable by other users. These shall include all material covering, but not limited to, jokes, harassments or discrimination of any individual or group of people based on nationality, religious/political affiliation(s), ethnicity, race, social/familial/marital status, age, physical ability/appearance, medial status, sexual orientation or any other discrimination that is prohibited by law. f) Use of the network to spread any harmful messages/programs, to tamper with contents stored on other computers, to hack into and compromise security of other systems or to cause damage of any kind using the internet access is strictly prohibited. Every such act is an offence and the user is liable for any civil losses caused, in addition to the criminal prosecution under the Indian IT Act 2000. g) Connecting external storage devices to computers in the labs, without the prior permission from lab in-charge, is prohibited. If users want to take a back-up of the contents downloaded by them from the Internet or of their other work in the lab, they must take due precaution and get their USB pen drives scanned by antivirus software installed on computers in the lab.

3) Use of Email facility: a) Email facility is provided to students, faculty and staff for official purposes and official IDs, whether generic or personal, shall not be used for deriving any personal benefits by posturing and/or impersonation. b) Internal emails shall not be copied / forwarded to outside vendors/suppliers or any other agencies for conveying internal decisions to them. Nor shall email facility be

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used for sharing any information that may be confidential / sensitive to the Institute’s activities. c) Use of email service to send anonymous, harassing, fraudulent or threatening messages is strictly prohibited. d) Emails accumulate over time and consume the storage space earmarked in email servers. Therefore, users must clean-up their mail-boxes at regular intervals to avoid exceeding the storage space allocated to them, failing which IT administrator may delete the older mails for management of storage capacity.

4) Role of the IT Administrator: a) LBSIM management has authorized the IT Administrator for implementing and monitoring of this IT Infrastructure and Internet Usage policy of the Institute. Accordingly, IT administrator shall take all steps to ensure adherence to the policy and shall also be fully responsible for bringing all deviations to the notice of management for necessary decisions/actions. b) It shall be the responsibility of the IT administrator to make, add, change, delete and maintain email and ERP IDs and various user groups of students/faculty and staff at LBSIM. c) IT administrator shall also make sure that appropriate firewalls and anti-virus software are installed and are operational all the time for security of LBSIM network and all its databases. d) IT administrator shall make sure that all the activities and contents that are deemed unacceptable by the management are blocked at regular intervals. e) IT administrator shall create and maintain a detailed log of date, time, duration and names of users, who are allowed the unrestricted internet access, from the designated desktops in the lab/library. f) IT administrator shall put in place a mechanism and a routine, in accordance with the IT Act 2000, to supervise and log all internet usage for further review, if necessary. He/she shall regularly monitor the internet bandwidth usage as well as the email server usage and immediately bring all exceptions/deviations to the notice of the Management.

5) Others a) Every user of IT infrastructure and internet facility at LBSIM shall be governed by this policy and he/she must submit an undertaking in this regard in the prescribed format. b) If any user is found to be violating the policy at any point of time, management reserves the right to terminate user’s access and initiate appropriate disciplinary action.

C. Gym & Sports facility A well-furnished Gym and Indoor Sports facility is available in the Institute. These are required to be gain fully utilized and instructions given below are to be followed for maintaining its serviceability for a long time. 1) Laid down timings are to be followed.

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2) Leaving the dumbbells / weights / yoga mats scattered on the gym floor after use is strictly prohibited. 3) Carrying eatables / beverages to the gym is strictly prohibited. 4) Leaving lights / AC / fans ON while exiting the gym is strictly prohibited. 5) Using any machine / facility / equipment in a manner which leaves it vulnerable to becoming defunct would be penalized.

D. Cafeteria A two-story Cafeteria having nice ambience is available for students. It caters for good quality snacks, lunch and beverages. Students are expected to ensure its neatness in conformity with Swachh Bharat Abhiyaan. Non-veg food is not allowed under any circumstances. Students are required not to leave used utensils scattered anywhere in the campus e.g. table tennis room, common room, Amphitheatre area or any other place and the same must be placed in the dustbins provided inside and outside the cafeteria.

E. No Smoking Zone Entire campus is a no smoking zone and any violation will be strictly dealt with.

Hostels

The following guidelines are purported to make hostel-stay safe and pleasant for all LBSIM students. These guidelines are not meant to limit any freedom, but to safeguard the liberty as well as to create a positive and conducive learning environment. Please read the guidelines carefully. The students residing in LBSIM Hostels, hereafter addressed as residents, are required to comply with the following Hostel guidelines.

A. Conditions of Allotment

1) It is mandatory for all outside Delhi & NCR students to reside in LBSIM hostel. For NCR students hostel facility may be available on first come first serve basis. 2) At the time of admission of a student in the hostel every year, each resident is required to submit a duly completed personal data form to the office through the respective hostel warden as per the form placed on page no 22. A passport size photograph of students and parents is to be affixed in the personal data form and the telephone number of the parents or guardians must be provided. The office must be updated as and when there is a change in the contact details. 3) Residents are to occupy only the rooms allotted to them by the Warden. Mutual exchange of rooms is permitted under exceptional circumstances, only with the Warden's permission. 4) The maintenance of rooms allotted to each student is his/her personal responsibility. He/she should see to the upkeep of his/her room, hostel and its environment. Cleaning of a hostel room is done by housekeeping staff. The residents should make themselves present during the cleaning hours. 5) The main gate of the LBSIM Hostel is closed at 11.00 p.m. every day. The security staff at the Main Gate has been directed not to allow entry to residents later than 11.00 p.m. Students found trying to enter the premises after 11.00 p.m. will be

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reported to the respective Hostel Warden for disciplinary action. 6) Residents shall always carry their student ID cards when going out of the hostel. 7) The Warden or the Caretaker may take a roll call at any time after the prescribed hours as indicated above. Any unauthorized absence from the hostel is considered as an act of indiscipline. 8) The residents are required to leave behind keys to their rooms to the Caretaker when they leave hostel during summer internship. Personal belongings of students may be kept under lock and key with the caretaker till their return from the vacation. All such articles must be packed and labeled properly. 9) On the completion of the Program, the occupied rooms are to be handed over in a clean empty condition after removing all personal belongings. Appropriate charges will be admissible in case of noncompliance or any physical damage to the moveable / immovable property.

B. Code of Conduct 1) The residents shall neither remove any fittings from their own rooms nor any other room and get them fitted in any other room. 2) The resident(s) of a room will be held responsible for any damage to the property in the room during his/her occupancy. 3) The residents shall not draw graffiti inside or outside the occupied rooms, nor drill any holes for nails. 4) All residents are required to maintain proper sense of decorum that is befitting to the students of higher academic institution of the level of LBSIM. They are expected to conduct fairly and courteously with everyone, both inside and outside the campus. 5) Certain behaviors, such as, ragging and harassment of fellow students, altercation and physical fighting, noisy and unruly acts, and use of abusive languages towards fellow residents are considered serious disciplinary offences. 6) The resident shall not store any inflammable material or explosives in the said premises or do or omit to do any act which causes nuisance or violation of any applicable rules and laws of civic authority laws framed for protection of fire. Smoking, possession and consumption of alcoholic drinks and/or narcotic drugs, in the hostel premises is strictly prohibited. Such acts will attract disciplinary actions leading to debarment from placements or any other institutional activities. 7) The resident shall observe all the rules and regulations of the government and shall not do or cause any illegal activities of immoral, unsocial nature (like playing loud music etc.) in and around the said premises which may cause irritation, pollution or disturbance to the roommates or neighbors. 8) No student shall leave the hostel or stay away from his/her room during the nights without prior written intimation to the respective warden and Caretaker. 9) If any resident wishes to leave the station in case of emergency, he/she should give written intimation to the respective Warden and Caretaker.

C. Guests and Visitors 1) All visitors and friends shall be received first at the Office of the Caretaker

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before allowing them in the Hostel. 2) All visitors to the hostel will have to make necessary entries in the visitor’s book available with the Caretaker at the hostel entrance. 3) Parents/guardians, and siblings and friends of same gender are permitted to visit the resident in his/her room. Parents/guardians, and siblings of opposite gender are allowed only up to the common room. All visitors and non-residents must leave the hostel premises by 9:00 p.m. No overnight guest is permitted in the hostel. 4) Welcoming unauthorized guests in the hostel will subject residents to disciplinary action. All residents are advised to extend their fullest co-operation to see that no unauthorized person enters the Hostel premises. If they happen to find any such person, the matter should be brought immediately to the attention of the Warden and Caretaker. 5) People visiting regularly for maintenance work or to deliver newspapers, mail and laundry will be allowed to enter the hostel premises only with the permission of the Caretaker.

D. Safety Norms and Use of Appliances 1) The use of immersion rod in the room is a serious contender for fire hazard. Use of such appliances in the hostel/resident's room is strictly forbidden. 2) Electricity charges will have to be paid by each resident based on his/her consumption units as recorded by separate energy meters for each room. 3) When the residents go out of their room, they should turn off all faucets and the electrical/electronic appliances. 4) The residents of the hostel are responsible for the safe - keeping of their personal belongings. They are advised to keep under lock and key, all valuable items such as lap-top, mobile phone, credit cards, ornaments, etc. Please lock the room when you are out even for a short period. 5) Residents are advised in their own interest not to keep money or other valuables in their rooms. They may deposit all such money etc., which is not immediately required by them in the local branch of any bank or lockers. The Hostel authorities do not hold themselves responsible for any loss of private property belonging to the residents. 6) In case the room keys are misplaced and there is a need to break open the door, prior consent of the roommate and permission from Caretaker/Warden must be sought. A nominal charge of Rs. 500/- will be charged for the same. In case this leads to damage of the door or latch, the student must bear the repair/replacement cost. 7) Students are required to clear their electricity bills dues within 7 days of being informed by the hostel committee failing which a fine of Rs. 50/- day will be levied. In addition to this, disciplinary action will be taken for repeat offenders.

E. Community Responsibilities 1) Residents should not indulge in practices/activities, which may endanger their own personal safety as well of others. 2) Residents are to pay attention to the surrounding in which they live by keeping

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it clean, healthy and presentable. All the residents are equally responsible for keeping an eye on maintenance of hygiene in the rooms and premises by the employed Staff. 3) Residents are not to arrange any picnics, functions, or meetings within the hostel without getting permission from the Warden/concerned Authorities. 4) The cost of any damage of the hostel properties due to negligent or deliberate act will be borne collectively by all residents unless the resident responsible for the damage is identified. 5) Residents shall shoulder the responsibility in managing the general upkeep of common rooms and electronic or other equipment therein. They should not meddle with the TVs and PCs kept at the common room, if any.

F. Hostel Mess 1) A Students mess committee will be formed for all respective hostels and the menu may be decided by the same from time to time. 2) The residents will have to adhere to the time schedule mentioned for their breakfast, lunch, evening tea and dinner at the Hostel mess. These timings are tentative and subject to change. The present timings are as follows:

Breakfast : 8.00 a.m. to 10 a.m. Lunch : 1.00 p.m. to 2.30 p.m. (working days at campus) Snacks : 6.00 p.m. to 7.00 p.m. Dinner : 8.00 p.m. to 10 p.m.

3) Students will have to co-operate with the Caterer and his staff in their efforts. Complaints regarding hostel mess arrangements and facilities will be intimated to the Warden for any corrective action.

G. In Case of Emergency 1) Any emergency must be immediately reported to Caretaker/Warden. In case of medical emergency, the resident is advised to contact the hospital listed at subhead 9, keeping the warden/caretaker informed. 2) A First Aid Box is always kept with the Caretaker. In case of fire hazard, use fire extinguisher if fire is manageable, otherwise the residents must leave the rooms immediately and call the fire station. They are also required to warn the fellow residents, avoid using elevator, and assemble in front of the hostel building.

H. Rights of the Hostel Management Committee 1) Any breach of these rules will invite an enquiry by the Hostel Management committee. If the resident is found guilty, then the Hostel Management will take disciplinary action that it deems fit. 2) The Hostel Management reserves its right to change the rules from time to time keeping the students informed through general circulars displayed on the Hostel Notice Board.

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3) At any point of time, the Hostel Management has the authority to enter and check the rooms of the resident.

Administration and Accounts A. Ragging 1) Ragging in any form in the campus and in the hostels is strictly prohibited. It is dealt with very severely. There is an Anti-Ragging Committee in the Institute which examines the issue. Students are to be guided by the rules and regulations of this Committee. 2) Two Affidavits one each from the student and the parent are taken at the time of admission of the ward in the Institute giving their consent for Anti- ragging regulations.

B. Institutional Committees 1) The Institute has a cell which proactively functions to restrict and address any kind of issues regarding harassment of any student/staff member/faculty on the campus. The list of committees and its members is as follows:

a) Discipline / Academic Standing Committee i. Dr. Anil Kanungo - Convener ii. Dr. Sweta Agarwal - Member iii. Dr. Smita Sharma - Member iv. Dr. Shivani Bali - Member v. Dr. Anuj Verma - Member vi. Dr. Gautam Negi - Member vii. Dr. Pradeep Kumar - Member viii. Dr. Rajkumari Mittal - Member ix. Col Ajay Sood - Member – Secretary

b) Management Grid i. Dr. Shelendra Tyagi - Faculty Advisor, Mgt Grid ii. Dr. Anuj Verma - Member iii. Dr. Rajiv Sirohi - Member iv. Dr. Shalini Agnihotri - Member

c) Committee against Sexual Harassment i. Dr. Rekha Gupta - Convener ii. Dr. Moni Mishra - Member iii. Ms. Manisha Trikha - Member iv. Mr. Sumit Dan, President, Mgt. Grid - Member v. Mr. Mohit Shekhawat, President, IT Grid - Member vi. Ms. Saloni Gupta, VP- Girls, Mgt. Grid - Member vii. Col Ajay Sood - Member - Secretary viii. External Expert - To be appointed by Director

d) Grievance Redressal Committee

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i. Dr. Praveen Gupta - Convener ii. Dr. Rekha Gupta - Member iii. Dr. Anuj Verma - Member iv. Dr. Shivani Bali - Member v. Col Ajay Sood - Member – Secretary

e) Anti-Ragging Committee i. Dr. S P Ketkar - Convener ii. Dr. Rekha Gupta - Member iii. Col Ajay Sood - Member – Secretary iv. External Expert - To be appointed by Director

C. Fees Schedule

1) 2019-21 Batch Fees Structure for General Category students of PGDM - General, Finance, Research & Business Analytics and Logistics & Supply Chain Management

Particulars Fees Amount Due Date 1st Installment at Tuition Fee 3,44,200 the time of Enrollment 50,000 admission in case Fee of General Security 5,000 Category Deposit (Refundable) Examination 1,000 Fee (1st Trimester) Total of I installment 4,00,200 Before Cutoff Date Alumni Fee 7,000 After 12th (Lifetime June Membership) at the time of joining the course Management 27,000 After 12th Grid (at the time June of joining the Institute) II Installment 2,31,000 By 19th December 2019 III Installment 2,31,000 By 2nd

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July 2020 IV Installment 2,31,000 By 19th December 2020 Total 11,27,200

Payment Schedule for Hostlers I Installment 1,32,000 at the time of Admission II Installment 1,32,000 By 2nd July 2020 Total 2,64,000

Grand Total Rs. 13,91,200

Notes: a) Electricity Charges and any other consumable at hostel will be settled directly with the hostel. b) Institute’s uniform Charges will be Extra.

2) 2019-21 Batch Fees Structure for Corporate Sponsored Category students of PGDM - General, Finance, Research & Business Analytics and Logistics & Supply Chain Management

Particulars Fees Amount Due Date 1st Installment at Tuition Fee 7,30,100 the time of Enrollment 50,000 admission in case Fee of General Security 5,000 Category Deposit (Refundable) Examination 2,000 Fee (1st & 2nd Trimesters) Total of I installment 7,87,100 Before Cutoff Date Alumni Fee 7,000 After 12th (Lifetime June Membership) at the time of joining the course

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Management Grid 27,000 After 12th (at the time of June joining the Institute) II Installment 7,12,000 By 2nd July 2020 Total 15,33,100

Payment Schedule for Hostlers I Installment at the 1,32,000 time of Admission II Installment 1,32,000 By 2nd July 2020 Total 2,64,000

Grand Total Rs. 17,97,100 Notes: a) Electricity Charges and any other consumable at hostel will be settled directly with the hostel. b) Institute’s uniform Charges will be Extra.

ANNEXURE – I

Undertaking with respect to IT Infrastructure and Internet Usage Policy

In case I connect my own computer to LBSIM network, I shall be responsible for all the content on it, particularly what is shared with other users. When I use resources provided by the Institute, I shall be responsible for the contents stored in the designated workspaces allotted to me, such as file storage area, web pages, stored/archived emails etc. on LBSIM machines. I shall also be responsible for all the network traffic generated by “My Computer” and will not share the network connection beyond my own use.

I understand that LBSIM IT infrastructure and internet facility is for academic use and I shall not use it for any personal advertisement, solicitations, promotion or any commercial purposes. I shall not use internet access for participating in internet chat rooms, online contests, online gaming, gambling, stock trading or for viewing/downloading of entertainment videos/songs/images, or any material that is prohibited.

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I shall not access/upload/download any material/content that could be deemed objectionable by other users, including but not limited to, jokes, harassments or discrimination of any individual or group of people based on nationality, religious/political affiliation, ethnicity, race, social/familial/marital status, age, physical ability/appearance, marital status, sexual orientation or any other basis prohibited by the law. I shall not deceive or attempt to deceive others by assuming fake identity. I shall not intrude on privacy of anyone and shall not use LBSIM network to send anonymous, harassing, fraudulent or threatening messages.

I understand that network capacity is a limited/shared resource and physically or remotely tampering with network connections/equipment or making excessive use of network is strictly prohibited. I shall not tamper with contents stored on other computers, hack into and compromise security of other systems or cause damage of any kind using the internet. I shall maintain my computer with current updates of my operating system as well as the latest version of anti-virus software and try to keep my computer free from viruses, worms, trojans and other malwares.

I understand that the IT infrastructure and internet access provided by LBSIM are subject to monitoring as determined by the management and it may include monitoring of bandwidth usage as well as monitoring of traffic contents. I authorize the LBSIM IT administrator to perform network vulnerability checks and port scans on my computers, for protecting the overall integrity and efficiency of the network.

I understand that electronic resources such as e-journals, various databases, e-books, software for analytics etc. made available by LBSIM are solely for academic use. These contents can be browsed, and material can be printed as single copies but downloading/printing/sharing of entire book or an issue of journal in printed or electronic form is illegal and is prohibited. Use of crawlers/spiders for systematic scanning and copying is also prohibited and LBSIM reserves the right to initiate disciplinary/penal action against me for violation of any rules.

I shall not attempt to bypass access rules and firewalls or take any actions that may jeopardize the information security of the entire or any part of LBSIM network. In case a situation arising from any action(s) of user(s) exposes LBSIM network to any risk(s), management reserves the right to disconnect any devise, deactivate any account and also initiate disciplinary action against those found to be violating the LBSIM policy for use of IT infrastructure and access to internet services.

Name ______Roll No. ______

Date ______Signature ______

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ANNEXURE – II

UNDERTAKING BY THE STUDENT

It is certified that I am in receipt of copy Sr.No. PGDM-FT/SHB/2019/501 1. of Students’ Hand Book for the Academic Year 2019-20.

2. I have gone through the contents and shall abide by all guidelines / general Instructions given in the Hand Book.

Name______Program______

Roll No______Mobile No.______

Email-Id______

Date______Signature ______

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ANNEXURE – III

Leave Application Form

Name: ______Roll No. ______Year______Section: ______PGP Office Date: ______Lal Bahadur Shastri Institute of Management New Delhi – 110075

Dear Sir/Madam, I wish to inform you that I was absent from the Institute due to ______from ______to ______(both days inclusive). I am submitting the following as a proof of my absence from the Institute: 1. ______2. ______During the period of my absence, I missed the following classes: Total No. of S/N Subject Date Timings classes missed 1. 2. 3. 4. 5.

Thanking you,

(Signature of the Student)

Mobile No.:______Email Id: ______

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Lal Bahadur Shastri Institute of Management, Delhi Academic Calendar for the Year 2019-20 Post-Graduate Diploma in Management (General/Finance/Research & Business Analytics/Logistics & Supply Chain Management) Programs TERM - I & IV Registration for PGDM- Year-I June 12, 2019 (Wednesday) Induction for PGDM- Year-I June 13, 2019 (Thursday) Orientation Program for PGDM- Year-I June 14-19, 2019 Summer Project Presentations by PGDM- 2nd Year June 20- 22, 2019 Classes Commence for Term I & IV June 24, 2019 (Monday) Dishank Module July 01 – 15, 2019 Commencement of Final Research Project (FRP)- 2nd year July 1, 2019 (Monday) Cultural Week (Talent Hunt) July 11 - 13, 2019 Submission of Synopsis - Final Research Project (2nd year) July 25, 2019 (Thursday) Welcome Party-New Batch July 27, 2019 (Saturday) Mid-Term Exam (Term I & IV) July 29-August 1, 2019 August 02 – August 12, Industry Outreach - I 2019 Classes Resume August 13, 2019 (Tuesday) Industrial Visit August 22, 2019 (Thursday) Strategic Management Workshop August 31, 2019 (Saturday) Talent Night August 31, 2019 (Saturday) September 14, 2019 Classes End (Term I & IV) (Saturday) September 17, 2019 Academic Discipline Committee Meeting (Tuesday) End Term Examination for Term – I & IV September 18-26, 2019 Term Break (For Students) September 27– 28, 2019 TERM - II & V September 30, 2019 Classes Commence for Term II & V (Monday) Summer Internships/Placements First Week of October, 2019 Lal Bahadur Shastri National Award Presentation 1st Week of October 2019 Lecture by the Lal Bahadur Shastri National Awardee 1st Week of October 2019 Dinner in Honour of the Awardee 1st Week of October 2019 October 12, 2019* Alumni Meet (Saturday)

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Industrial Visit October 15, 2019 (Tuesday) Third Week of October Pre-placement Presentations 2019 Onwards Industry Outreach - II October 29 - 31, 2019 Mid -Term Exam (Term II & V) November 4-7, 2019 Marketing Conference November 09, 2019 (Saturday) November 15, 2019 Mid- Term Evaluation of FRP (2nd year) (Friday) HR Conference November 30, 2019 (Saturday) December 12, 2019 Classes End (Term II & V) (Thursday) Academic Discipline Committee Meeting December 13, 2019 (Friday) End Term Examination (Term II & V) December 14 - 23, 2019 Term Break (For Students) December 24 - 25, 2018 TERM - III & VI December 26, 2019 Classes Commence for Term – III & VI (Thursday) December 28, 2019 Finance Conference (Saturday) Placement Week (Term - VI) First Week of January, 2020 Lal Bahadur Shastri Memorial Lecture January 11, 2020 (Saturday) Submission of FRP Report (Term VI) January 17, 2020 (Friday) Conference- Operations, Analytics & SCM January 25, 2020 (Saturday) Mid-Term Exam (Term III & VI) January 28 – 31, 2020 TATVA 2019 February 7-8, 2020 * First Week of February IT Summit (Innotech) 2020* Counseling for Elective Courses for Term - III February 19 – 22, 2020 FRP Evaluation & Viva Voce (2nd Year Term VI) February 24 - 25, 2020 Foundation Day February 23, 2020 (Sunday) February 29, 2020 Classes End (Term - VI) (Saturday) End-Term Examination (Term - VI) March 3 -11, 2020 March 12, 2020* Farewell to Second Year Students (Thursday) Classes End (Term - III) March 14, 2020 (Saturday) Academic Discipline Committee Meeting March 16, 2020 (Monday) Finalization of Elective Courses (I Year students) March 17, 2020 (Tuesday) End Term Examination (Term - III) March 18-27, 2020 Convocation March 28, 2020* (Saturday) Director’s Dinner March 28, 2020* (Saturday)

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Summer Internship April 1 – June 14, 2020 * Subject to change Note: 5. Management Development Programs (MDPs) are as per separate schedule. 6. Different Clubs such as Marketing, HR, Finance, General Management and Cultural Club, Social Welfare Club, Entrepreneurship Club will organize their activities separately. 7. Evaluated answer sheets should be shown to the students within 10 days of the exam/test. Re-correction requests, if any, should be handled immediately. 8. Examination Department is required to declare the results within three weeks of the last exam.

Dr. Smita Sharma/ Dr. Sweta Agarwal/Dr. Shivani Bali/Dr. Rajkumari Mittal

New Delhi May 3, 2019

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ANNEXURE – I Undertaking with respect to IT Infrastructure and Internet Usage Policy

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Name ______Roll No. ______

Date ______Signature ______

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ANNEXURE – II

UNDERTAKING BY THE STUDENT

1. It is certified that I am in receipt of copy Sr. No PGDM-FT/SHB/2019/501 of Students’ Hand Book for the Academic Year 2019-20.

2. I have gone through the contents and shall abide by all guidelines / general Instructions given in the Hand Book.

Name______Program______

Roll No______Mobile No.______

Email-Id______

Date______Signature ______

List of Important Phone Numbers

Program Coordinators

PGDM – General Dr. Smita Sharma 9350581502 Dr. Sweta PGDM – Finance 9999198115 Agarwal PGDM - R & BA Dr. Shivani Bali 9891185863

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Dr. Rajkumari PGDM - L & SCM 9818598900 Mittal

Administration and Accounts Chief Administrative Col Ajay Sood 9958137595 Officer Administrative Officer Mr. Sachin Khera 9811320320

Accounts Officer Mr. S. P. Kaushik 9810308986 Mr. Naresh Asst. Placement Officer 9953053525 Wadhwa

Hostel Wardens and Caretakers

Chief Warden – Hostels Dr. Anuj Verma 9810145144 Dr. Vishakha Ladies Hostel Warden 9990149149 Bansal Ladies Hostel Caretaker Mr. Mahaveer 9971301517 Dr. Pradeep Gents Hostel Warden 9868367233 Kumar Gents Hostel Caretaker Mr. Vishal Kumar 9971301517

Emergency Contact Numbers

Police 100

Fire 101 Venkateshwara 011- Hospital 48555555 Ambulance, 011- Hospitals in the Artemis Hospital 71111011 neighborhood 011- Rockland Hospital 48222222

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Annexure VI

Related to Criteria – VI: Faculty Attributes and Contributions

VI (A) List of Faculty (2015 - 16, 2016 - 17 and 2017 - 18)

VI (B) Faculty Qualifications

Faculty Service Rules, Same as Annexure II (B) – I, VI (C) Promotional Policy and Self Appraisal Forms

VI (D) Faculty Publications

VI (E) Seed Research

VI (F) Innovation, Case Studies

557

Annexure (VI) (B)

Academic Qualificatio Research n

Associate

(“No”)

Department

Designation

Date of Leaving of Date

Currently Associated (Y/N) Associated Currently

(In case Currently Associated is Associated (In case Currently

Universit

the Faculty of MemberName (highest Degree degree) of Year attaining with the InstitutionAssociation higher qualification Designated on which Date Professor/ as Professor Joining Institution the of Date Specialization Paper Research Publications Ph.D. Guidance Receiving Faculty the Ph.D. during Years Assessment of Association Nature (Regular/Contract)

Dr Master in Human Deepak AHYPS8712L Management 21/06/1989 Professor 15/12/2017 15/12/2017 Regular Yes Yes Resource Srivastava and Ph.D. Dr G L M.Com and Finance & ABBPS8918H 4/8/1979 Professor 7/9/1996 7/9/1996 Regular Yes No Sharma Ph. D Accounting Dr M.Phil and Operations Assistant Sandhya AKYPB5938Q 7/3/2014 1/6/2015 Regular Yes No Ph.D Management Professor Makkar Dr. Sweta MBA and Finance & Assistant AGCPA3890L 17/10/2012 20/08/2018 Regular Yes No Agarwal Ph.D Accounting Professor Dr. M.Phil and Operations Assistant Sugandha AHVPA6512F 20/10/2016 18/08/2018 Regular Yes No Ph.D Management Professor Agarwal Dr. MBA and Operations Assistant Rajkumari APSPM0856K 17/10/2014 1/7/2015 Regular Yes No Ph.D Management Professor Mittal Dr. M.Tech and Information Associate Vandana AGKPB7204M 5/6/2018 1/11/2013 17/05/2005 Regular Yes No Ph.D Technology Professor Bhasin Dr. MBA and Operations Associate Shivani ASPPB9279F 19/03/2013 1/11/2014 1/6/2009 Regular Yes No Ph.D Management Professor Bali Dr. Rekha AFGPG4381R M.Phil and 11/1/2016 Information Associate 1/5/2015 2/6/2001 Regular Yes No

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Gupta Ph.D Technology Professor Prof Information Assistant Pallavi BLOPS7477P M.Tech 21/06/2005 7/8/2007 Regular Yes No Technology Professor Sharma Dr. M.Phil and Assistant Rashmi AJZPA7250Q 9/4/2018 Economics 23/07/2018 Regular Yes No Ph.D Professor Ahuja Dr. M.Tech and Information Associate Pradeep AARPY1501B 23/06/2014 1/11/2016 2/7/2008 Regular Yes No Ph.D Technology Professor Kumar Dr. Anuj MBA and Finance & Associate ACBPV8984H 1/6/2012 9/6/2014 9/6/2014 Regular Yes No Verma Ph.D Accounting Professor Prof. Associate Shelendra ADCPT7234Q PGDM 7/4/2010 Marketing 2/11/2015 10/7/2010 Regular Yes No Professor Tyagi Dr. Smita MBA and Associate BAFPS8048J 8/3/2017 Marketing 1/9/2018 2/7/2007 Regular Yes No Sharma Ph.D Professor Dr. Deepti M.Phil and Human Assistant AVAPT7234Q 12/8/2011 13/06/2014 Regular Yes No Pathak Ph.D Resource Professor Dr. MBA and Finance & Associate Gautam ADZPN1800B 1/2/2018 26/11/2016 26/11/2016 Regular Yes No Ph.D Accounting Professor Negi Dr. M.Tech and Information Associate Rabins AMNPP7896E 15/07/2005 19/08/2016 19/08/2016 Regular Yes No Ph.D Technology Professor Porwal Dr. M.Phil and Information Associate Geetanjali AYYPS6350H 8/6/2012 1/11/2013 2/7/2007 Regular Yes No Ph.D Technology Professor Sahi Dr. Moni M.Phil and Human Assistant AZRPM7769C 14/09/2006 1/6/2012 Regular Yes No Mishra Ph.D Resource Professor Praveen PGDM and Associate AAJPG7540E 17/10/2013 Marketing 1/9/2018 1/5/2009 Regular Yes No Gupta Ph.D Professor Dr. Anil M.Phil and K AFUPK8882K 10/7/2014 Economics Professor 9/6/2014 9/6/2014 Regular Yes No Ph.D Kanungo Dr. Nidhi PGDM and Finance & Assistant ANXPD3941K 1/1/2018 17/08/2017 Regular Yes No Malhotra Ph.D Accounting Professor Dr. Sushil M.Phil and Assistant AECPD6589H 1/6/2012 Marketing 11/8/2015 Regular Yes No Kr. Dixit Ph.D Professor Dr. Samant MBA and Associate APQPP3707C 28/08/2013 Marketing 15/09/2015 15/09/2015 Regular Yes No Shant Ph.D Professor Priya Dr. M.Phil and Human Associate Rashmi BLVPS1278K 2/1/2013 1/5/2015 14/07/2008 Regular Yes No Ph.D Resource Professor Sharma Dr. AGAPG3285D MBA and 22/06/2015 Finance & Assistant 1/6/2015 Regular Yes No

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Vishakha Ph.D Accounting Professor Bansal Master in Dr. Vikas AAEPM3186B Management 7/8/2003 Marketing Professor 9/6/2014 7/6/2014 Regular Yes No Mehra and Ph.D Dr. MBA and Human Associate Anupriya AYYPS6395L 20/03/2010 1/11/2016 11/6/2007 Regular No 11/4/2019 No Ph.D Resource Professor Singh Dr. MBA and Ravindra AAJPK2734N 6/6/1991 Economics Professor 12/8/2016 12/8/2016 Regular Yes No Ph.D Kumar Dr. Alok MBA and Finance & AFKPP2460E 5/6/2002 Professor 1/6/2013 1/6/2013 Regular No 15/04/2019 No Pandey Ph.D Accounting Dr. MBA and Finance & Associate Pankaj AABPV8446N 9/3/2012 1/9/2018 15/03/2013 Regular Yes No Ph.D Accounting Professor Varshney Prof. Information Assistant Shuvro AHHPR7914A M.Tech 30/11/2012 18/07/2011 Regular Yes No Technology Professor Roy Shalini MBA and Finance & Assistant ANBPA0660J 1/3/2019 1/6/2016 Regular Yes No Agnihotri Ph.D Accounting Professor Ms Human Assistant Sheetal CIHPS9035A MBA 4/4/2012 24/07/2018 Regular Yes No Resource Professor Singh Dr. Anil MBA and Operations ACWPV3527F 26/07/1991 Professor 21/09/2015 21/09/2015 Contractual Yes No Kr. Vij Ph.D Management

Annexure (VI) (C) Annexure I

LAL BAHADUR SHASTRI INSTITUTE OF MANAGEMENT, DELHI

FACULTY SELF APPRISAL PROFORMA CUM REVIEW OF ACTIVITIES FOR THE YEAR 560

2018-19 (ATTACH SEPARATE SHEET WHEREVER REQUIRED)

Name:

Designation:

Date of Joining the Institute:

Date of Birth:

Highest Academic Qualification:

Additional Qualifications, if any, acquired during the year:

Work Experience at the Institute:

Total Work Experience Including PG Teaching (Mention separately PG Teaching)

1. TEACHING

A. POST GRADUATE PROGRAMMES (PGPM(FT)/PGPM(PT)/MCA)

Course Title PGPM(FT)/ Trimester/ No. of No. of No. of No. of class (Core/Elective) PGPM(PT)/ Semester Sessions Sections Students contact MCA hours

561

2. B. MANAGEMENT DEVELOPMENT PROGRAMMES/FACULTY DEVELOPMENT PROGRAMMES

(a) Institute’s Programme/s (Open MDP)

Title of the Programme Duration Whether Programme No. of sessions Coordinator or not and duration

(b) In-company Programmes/s

Title of the Programme Duration Whether Programme No. of sessions in days & period Coordinator or not and duration

C. Any Innovation in Pedagogy/Course Design in 1 & 2 above

3. RESEARCH/INSTRUCTIONAL MATERIAL DEVELOPMENT

(a) Instructional Material Management

1. Course Material Development – Please provide specific details.

2. Case Development

3. Exercises/Games

(b) Research

1. Seed Money or any other Research Project undertaken/completed 562

2. Guidance of Research leading to a doctoral degree, if any.

3. Guidance of Porject Study [PGPM(FT)/PGPM(PT)/MCA] (Please give titles)

4. Individual Interest

(d) Seminars/ Workshops (Give complete details) i) Attended/Paper Presented ii) Conducted

(e) Any other (Give complete details)

4. CONSULTANCY

Title of the Title of Role in the Size of Client Assignment Assignment at Assignment Consultancy Feedback Completed Hand (Team Leader/ Member)

5. ACADEMIC ADMINISTRATION

Coordinator of the Activity

563

Convenor of the Activity

Member of the Committee

6. PARTICIPATION IN ADMISSIONS (PGPM(FT)/PGPM(PT)/MCA (Please specify)

1. GD Topic Preparation Yes/No 2. Interview Yes/No

7. ANY OTHER INFORMATION NOT COVERED IN THE ABOVE PROFORMA

Professional Recognition, if any.

Member of any Professional Body.

Significant Contribution, if any.

Membership as a Board Member/Trustee, if any.

Major Achievements, if any.

I certify that the information given above is correct and factual to the best of my knowledge.

Signature: ______

Area: ______

Date: ______

(For Office Use)

Feedback: PGPM/PGPM(PT)/MCA/MDP/FDP [on a 5 point scale] Specific comment/s, if any:

564

Director’s Observations:

Chairman:

Annexure II

LAL BAHADUR SHASTRI INSTITUTE OF MANAGEMENT, DELHI

ACTIVITY PLAN FOR THE YEAR 2018-2019 (PROPOSED)

(ATTACH SEPARATE SHEET WHEREVER REQUIRED)

Name:

1. TEACHING

A. POST GRADUATE PROGRAMMES [PGPM(FT)/PGPM(F)/PGPM-X/ PGPM(PT)/MCA]

Course Title PGPM(FT)/ Trimester/ No. of No. of No. of No. of class 565

(Core/Elective) PGPM(F)/ Semester Sessions Sections Students contact PGPM(PT)/ hours MCA

2. B. MANAGEMENT DEVELOPMENT PROGRAMMES/FACULTY DEVELOPMENT PROGRAMMES

(a) Institute’s Programme/s (Open MDP)

Title of the Programme Duration Whether Programme No. of sessions Coordinator or not and duration

(b) In-company Programme/s

Title of the Programme Duration Whether Programme No. of sessions in days & period Coordinator or not and duration

C. Any Innovation in Pedagogy/Course Design in 1 & 2 above

3. RESEARCH/INSTRUCTIONAL MATERIAL DEVELOPMENT

566

(a) Instructional Material Management

1. Course Material Development

2. Case Development

3. Exercises/ Games

(b) Research

1. Seed Money or any other Research Project to be undertaken.

2. Guidance of Research leading to a doctoral degree, if any.

3. Guidance of Project Study [PGPM(FT)/PGPM(F)/PGPM(PT)/MCA]

4. Individual Interest

(d) Seminars/Workshops (Intending to participate/organise):

(e) Any other (Give details)

4. CONSULTANCY 567

5. ACADEMIC ADMINISTRATION

6. AVAILABILITY FOR PARTICIPATION IN ADMISSIONS (PGPM(FT)/PGPM(F)/PGPM- X/PGPM(PT) (Please specify)

1 1. WAT & GD Topic Preparation Yes/No 2. GD/PI Panels in Delhi for Admission Yes/No 3. GD/PI Panels outside Delhi for Admission Yes/No (Mention city/ies) ______

7. ANY OTHER INFORMATION NOT COVERED IN THE ABOVE PROFORMA

Signature: ______

Area: ______

Date: ______

568

Key Performance Indicators (KPI)

Teaching (40%)

Research (15%)

Publication (10%)

Conf./Seminars/Workshops (5%)

MDP (5%)

Consultancy (5%)

Academic Administration (10%)

Institution Building Activities (10%)

Annexure (VI) (D)

Year – 2015 Books(2015) 1. Dixit, Sushil K, ( 2015), Private Labels in India: An Analysis of Consumer Perception and Attitude, GRIN Publishing Munich, GmbH, ISBN (Book) 978-3-656-92040-3 2. Kanungo AK (2015), ‘China and WTO: Issues and Challenges in Textile and Telecommunications’, Shipra Publications.

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3. Pandey Alok, Sharma G L, Mehra V K (2015), ‘Financial Systems and its Regulations’, Mc Graw Hill Publications, New Delhi 4. Shastri Anil (ed.) (2015), ‘Modern Thought Leaders: Lal Bahadur Shastri Memorial Lectures’ 1997-2014, Mc Graw Hill Publications, New Delhi

Publications: National/ International Journals (2015)

1. Agarwal, Rajiv, Kumar, Arya, Keith, D’Souza. (2015). A Study of the Factors Influencing Successors’ Choices in Indian Family-Managed Businesses. Journal of Applied Management and Investment, Vol 4, No 3, pp- 128-136. 2. Agarwal, Rajiv, Kumar, Arya, Keith, D’Souza. (2015). Successors in Indian Business Families: A Demographic Sample Study. Journal of Applied Management and Investment, Vol 4, No 4, pp- 201-208. 3. Amin S , Agarwal N (2015),"Understanding China to do business with the Chinese", Asian Journal of Reserach in Social Sciences and Humanities,Vol V, Issue III , March 2015 pp 86-92 ISSN 2250-1665

4.Avneesh Vashistha, Rabins Porwal, A. K. Soni,(2015) “A Taxonomy of Scheduling Algorithms for Cloud Computing”, International Journal of Computer Science Issues (IJCSI), vol. 12, Issue 1, No. 2, Jan. 2015, pp. 67-71, ISSN (Print): 1694-0814 | ISSN (Online): 1694-0784. 5. Bali, S., Kishore, K. (2015). STPCH: a framework for planning of software maintenance and support projects in Int. J. Software Engineering, Technology and Applications, Vol. 2, No. 2/3/4, 135- 144, Inderscience publications

6.Chaudhary, K., Aggarwal, S., Kaul, A., Jha, P.C., (2015) "Optimal control promotional policy for consumer durable product in a segmented market incorporating goodwill," Industrial Engineering and Operations Management (IEOM), 2015 International Conference on , vol., no., pp.1,5, 3-5 March 2015 doi: 10.1109/IEOM.2015.7093739. 7. Garg, A., Varshney, Pankaj. (2015). Momentum Effect in Indian Stock Market: A Sectoral Study. Paper published in Global Business Review, Vol. 16, No. 3, 494-510, SAGE publications 8. Jha.A et.al (2015). “Does Institutional And Infrastructural Factors Determine Rural Income?" Journal of economics and commerce Vol. 6, No-2. July-Dec, 2015, pp (72-81) 9. Joshi, G., & Anwariya, A., (2015) “Explaining the Factors of Brand Loyalty at Retail Store with Special Emphasis on Shoppers Stop” published in International Journal of Engineering and Management Science, Vol. 6 Issue 1, ISSN. No. 22296425. 10. Kanungo Anil K, "China's Telecommunications Service Sector: Implications for World Economy" in Cambridge Journal of China Studies, vol. 10.No.1, 2005, ISSN: 2054-3719/ 2054-3727). pp: 64-95; published by the Association of Cambridge Studies, a scholarly society for China Studies at the University of Cambridge 11. Kaul, A., Aggarwal, S., Jha, P.C. (2015), “Dynamic Scheduling of Advertisements for a Product Promotion in Mass and Differentiated Media”, Analytics in Operations/Supply Chain Management (pp. 405-424), IK International Publishing House Pvt. Ltd, New Delhi.

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12. Kaur M., Sindhu S. & Mehra V. (2015), "Key Success Factors that Induces Entry in Indian Retail Sector: ISM Approach", Asia Pacific Marketing Review, Vol.4, No.1, January-June 2015, ISSN 2277 2057 13. Kaur, G., Aggarwal, S., Jha, P.C. (2015), “Multi-Criteria Advertisement Allocation Model of Multiple Advertisers on a Television Network”, Analytics in Operations/Supply Chain Management (pp. 352-366), IK International Publishing House Pvt. Ltd, New Delhi. 14. Kaur, G., Aggarwal, S., Kaul, A., Jha, P.C., “Optimal Advertisement Planning of On-Air and Upcoming Shows across a Television Network”, In Proceedings of 3rd International Conference on Business Analytics and Intelligence, IIM, Bangalore, December 17-19, 2015. 15. Kumari,G., Joshi, G., & Pandey,K.M.,(2015) “Factors Influencing Job Satisfaction of Employees in Software Industries: A Case Study of Wipro Ltd.” Published in Advances in Economics and Business Management (AEBM) Volume 2, No. 7, ISSN No.2394-1553, pp. 751-755. 16. Kumari,G., Joshi, G., & Pandey,K.M.,(2015) “Job Satisfaction & Job Stress in Software Companies: A Review” published in Advances in Economics and Business Management(AEBM) Volume 2 , No. 7, ISSN No.2394-1553, pp. 756-760. 17. Kumari,G., Joshi, G., & Pandey,K.M.,(2015), “Job Satisfaction among Software Professionals in IBM India Pvt. Ltd. Gurgaon India: A Comparison between Officers and Staff.” Published in Advances in Economics and Business Management (AEBM), Volume 2, No. 12, ISSN No.2394-1553, pp. 1128-1132. 18. Kumari,G., Joshi, G., & Pandey,K.M.,(2015), Factors Affecting Job Satisfaction of Software Professionals at IBM India Pvt. Ltd. Gurgaon India.” Published in Advances in Economics and Business Management (AEBM), Volume 2, No. 12, ISSN No.2394-1553, pp. 1202-1207. 19. Malhotra, Nidhi, Tandon, K. & Tandon, D. (2015) ‘Testing the Emperics of Weak Form of Efficient Market Hypothesis: Evidence from Asia-Pacific Markets’, The IUP Journal of Applied Finance, Vol.21, No.4, pp.18-37. 20. Malhotra, Nidhi, Tandon, K. & Tandon, D. (2015) ‘Testing Weak form of Efficient Market Hypothesis: Evidence from Bombay Stock Exchange (BSE) & National Stock Exchange (NSE)’, Asian Journal of Research in Social Sciences & Humanities, Vol. V, No.VI, pp.68-76. 21. Manjeet Kumar, Rabins Porwal, (2015) “Study of Formulation of Software Test Metrics for Internet Based Applications”, Electrical & Computer Engineering: An International Journal (ECIJ), vol. 4, No. 3, Sep. 2015, pp. 83-90, ISSN: 2201-5957 (Online), DOI:10.14810/ecij.2015.4307, published by Wireilla Scientific Publications, New South Wales, Australia. 22. Negi, G & Prakash,S (2015). Temporal Shifts in Efficiency and Linkages of the Energy Sectors in India. TIDEE (TERI Information Digest on Energy and Environment), Vol.14, No.3, ISSN 0972- 6721 23. Pathak, Deepti,(2015), “Big-Five and Personal Effectiveness: An empirical study on B-School Students” (Abhigyan, FORE, Vol. XXXIII, No. 2, pp.40-52, ISSN 0970-2385) 24. Pathak, Deepti (2015). Edward Morkel: Skewed appraisal and a career in crisis. (Reference no. 415-090-1-The Case Centre) 25. Pathak, Deepti (2015). Knowledge Sharing and Building High Performance Teams. (Reference no. 415-138-1 / 8 -The Case Centre)

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26. Purohit, H. & Malhotra, Nidhi. (2015) ‘Pricing Efficiency and Performance of Exchange Traded Funds in India’, The IUP Journal of Applied Finance, Vol.21, No.3, pp. 16-35. 27. Rishi, M., Jauhari, V., & Joshi, G.,(2015) “Marketing Sustainability in the Luxury Lodging Industry A thematic Analysis of Preferences Amongst the Indian Transition Generation” Paper Published in Journal of Consumer Marketing (Emerald Publication House), Vol 32, Issue 5.ISSN No: 0736-3761,pp. 376-391. Scopus Indexed Journal & ABDC Listed Journal) 28. Sahi, Geetanjali. and Madan, S. (2015) ‘STEP model approach for linking website usability dimensions and website success measures in B2C e-commerce setting’, Int. J. Business Information Systems, Vol. 20, No. 2, pp.219–237. 29. Sharma, Deepak (2015), Management of Redundancies in Organizations: HRD and Legal Framework, International Journal of Development Studies, Vol. VII Issue-II (July to December 2015). 30. Sharma, Deepak (2015). Sexual Harassment in India: Need for ‘Zero Tolerance’. International Journal of Development Studies. January-June 2015 Vol. VII Issue-I. 31. Sharma, Deepak and Gupta, Praveen.(2015). Bajaj Auto Limited: Strike Revisited. Case published by The Asian Business Case Centre, Nanyang Business School, Nanyang Technological University, Singapore. 32. Sharma, Deepak. (2015). Judicial Approach to Voluntary Retirement Scheme. International Journal of Development Studies, Vol.6, Issue.2 (July to December). 33. Sinha, P., & Agnihotri, S. (2015). Impact of non-normal return and market capitalization on estimation of VaR. Journal of Indian Business Research, 7(3), 222-242. (Emerald publication). (ABDC ranked) 34. Sirohi, Rajeev (2015). Credit Risk Assessment for Mortgage Lending. IMPACT: International Journal of Research in Business Management, 3(4), 13-18. 35. Tuteja, Sumedha, Sharma, G.L. (2015). A Perception Survey on the State of Corporate Governance Practices in Banks. LBS Journal of Management & Research, Vol. XIII, No. 1 36. V. Jha & Mehra Vikas (2015), "Corporate Governance Issues, Practices & Concerns in The Indian Context", Ictact Journal On Management Studies, Vol.01, Issue 02, May 2015, pp. 93-102, ISSN: 2395-1664 (ONLINE) 37. Verma, Anuj. (2015). Analysis of Emerging Market Indices Vis-à-vis Dow Jones Industrial Average. Paper published in International Journal of Development Studies, Vol. VII, Issue 1.

Chapters in Edited Book / Magazines (2015)

1. Chopra Monika & Pandey Alok (2015). Regulatory Dynamism in India: A summary of recent reports submitted to Financial System Regulators. Pandey Alok, Sharma G L, Mehra V K (2015) Edn, ‘Financial Systems and its Regulations’, Mc Graw Hill Publications, New Delhi 2. Gupta, Praveen. (2015), ‘Strategy and Structure Issues in e-commerce in India: A Framework for Future’ presented at 1st International Conference on Marketing titled, "Globalizing Brand India: Opportunities and Challenges" organized by IIM Kashipur, April 18-19, 2015 at Delhi. 3. Kumar Arya & Onkar Bagaria, Creating Ecosystem of Innovation & Entrepreneurship in New Engineering Colleges, presented in the Eleventh Biennial Conference on Entrepreneurship, 18-20

572

February, at EDI, Ahmedabad and published in the proceedings brought out by Bookwell for the selected papers in the Eleventh Biennial Conference on Entrepreneurship, 18-20 February, at EDI, Ahmedabad, pp 215-225 4. Kumar Arya (2015). More Youth wants to be Entrepreneur – Finds Study. Paper presented in EDI, Ahmedabad. Article based on the paper published in DNA, Ahmedabad issue, a special feature on campus dated April 14, 2015 5. Kumar Arya and Ayush Jain, “ Factors Affecting Entrepreneurial Intent among Students : A Case Study of BITS Pilani, published in the proceedings brought out by Bookwell for the selected papers in the Eleventh Biennial Conference on Entrepreneurship, 18-20 February, 2015, at EDI, Ahmedabad, pp 166-179. 6. Kumar, Arya. (2015). Private Universities: Some Good, Many Not. Article published in the guest column of Career Links, April 2015 issue. 7. Sharma, Deepak (2015), e-Commerce, HR and Labour laws, , Business Manager, Vol.18, No.4 (October,2015) 8. Sharma, Deepak. (2015). ESOPs as a Motivational Tool--An Overview. Article published in Business Manager, Vol.17, No.27 (January, 2015). 9. Sharma, Deepak. (2015). Future of HR: Predictive Talent Analytics. Cover Feature published in Business Manager, Vol.18, No.6.

National/ International Conferences/ Seminars/ Workshops (2015)

1. Aggarwal Sugandha (2015). Attended a workshop on Applied Optimization Models and Computation, Indian Statistical Institute, Delhi Centre, January 28-30, 2015. 2. Aggarwal, Sugandha, Gupta, Anshu, and Kaul, (2015) An Optimization Model for Media Planning of Multiple Products in a Segmented Market presented in National Conference On Recent Trends and Developments in Statistics, MDU, Rohtak, February 21-23, 2015. 3. Aggarwal, Sugandha, Gupta, Anshu, Kaul, Arshia, Krishnamoorthy, Mohan, Jha, P.C. (2015) Multi Criteria Media Planning Decisions for a Product Range in a Segmented Market 3rd International Conference on Business Analytics and Intelligence, organized by The Indian Institute of Management Bangalore (IIMB), Bangalore, December 17 - 19, 2015. 4. Aggarwal, Sugandha, Kaul, Arshia and Krishnamoorthy Mohan (2015). Optimal Media Planning for Multiple Products in a Segmented Market Incorporating Various Advertising Strategies presented in 7th International Conference on Quality, Reliability, Infocom Technology and Business Operations, Department of Operational Research, University of Delhi, Delhi, December 28 - 30, 2015. 5. Agnihotri, S. (2015). Investigating Impact of Volatility Persistence and Information Inflow on Volatility of Stock Indices Using Bivarite GJR-GARCH. Paper presented at 4th International Commerce Convention, Department of commerce, Delhi School of Economics, University of Delhi. 18-19 December 2015. 6. Gupta, P. (2015). Strategy and Structure Issues in e-commerce in India: A Framework for Future t presented at 1st International Conference on Marketing titled, "Globalizing Brand India: Opportunities and Challenges" organized by IIM Kashipur, April 18-19, 2015 at Delhi

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7. Joshi, G.(2015). Attended 3 days Workshop on “Teaching Marketing Research” organized by Centre for Marketing in Emerging Economies IIM Lucknow Noida Campus From 18th-20th Nov 2015. 8. Kashyap, Rekha, Mishra, M., Louhan, P. “Economy Driven Real-time Scheduling for Cloud” at 10th IEEE International Conference on Intelligent Systems and Controls(ISCO-2016), will held on 7-8 Jan, 2016 at Coimbotore, India. To be Published in the IEEE conference proceedings and will be included in IEEE Xplore 9. Kumar Arya (2015) addressed on Customer Service Challenges for bankers as Chief Guest in the Customer Meet organized by Dwarka, Sec 12, Syndicate Bank branch on July 25, 2015. 10. Kumar Arya (2015) shared his thoughts on book titled ‘Modern Thought Leaders’ edited by Shri Anil Shastri in the discussion on “Shri Lal Bahadur Shastri – A Modern Leader and Thinker” organized by Pt Babu Lal Sharma Charitable Trust on September 21, at Mother's Pride School , Dwarka, New Delhi. 11. Kumar, Arya (2015) Entrepreneurship Education@ An Innovative Approach. Paper presented in ICIER-IIMB International Conference on Entrepreneurship Education and Training: Design Delivery and Effectiveness organized by Indian Institute of Management, Bangalore during January 29-31, 2015. 12. Kumar, Arya, Bagaria, Onkar. (2015). Creating Ecosystem for Entrepreneurship Education in Engineering Colleges. Paper presented in ICIER-IIMB International Conference on Entrepreneurship Education and Training: Design Delivery and Effectiveness organized by Indian Institute of Management, Bangalore during January 29-31, 2015. 13. Kumar, Arya, Bagaria, Onkar. (2015). Creating Ecosystem of Innovation & Entrepreneurship in New Engineering Colleges. Paper presented in the Eleventh Biennial Conference on Entrepreneurship, at EDI, Ahmedabad during February 18-20, 2015. 14. Kumar, Arya, Jain, Ayush. (2015). Factors Affecting Entrepreneurial Intent among Students: A Case Study of BITS Pilani. Paper presented in the Eleventh Biennial Conference on Entrepreneurship, at EDI, Ahmedabad during February 18-20, 2015. 15. Kumar, Arya. (2015). Delivered the valedictory address in the Management Development Programme organised on “Motivation, Team Building, Leadership” by National Institute of Banking Studies and Corporate Management (NIBSCOM) on 4th Decemeber 2015. 16. Kumar, Arya. (2015). Participated as expert speaker in the session on “The Angels Den: Get Funded & Get Famous” in the conference organized by Franchisee India 2015 organised on October 18, 2015 at Pragati Maidan, New Delhi. 17. Kumar, Arya. (2015). Higher Education – New Insights for Innovations in Learning Process. Paper presented in the National Seminar sponsored by NAAC on “Quality Enhancement through Innovative Policies in Teaching, Learning and Evaluation” organized by Dolphin(P.G.) Institute of Biomedical & Natural Sciences, Dehradun, held during November 23- 24, 2015. 18. Kumar, Arya. (2015). Invited as Chief Guest for a two-day National Seminar sponsored by NAAC on “Quality Enhancement through Innovative Policies in Teaching, Learning and Evaluation” organized by Dolphin(P.G.) Institute of Biomedical & Natural Sciences, Dehradun held during November 23-24, 2015.

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19. Malhotra, Nidhi & Purohit, Harsh (2015). ‘Are Premium indicative of future returns? Evidence from Exchange Traded Funds in India’. Paper presented at MDI Gurgaon Global Conference on Managing in Recovering Markets, March11-13, 2015. 20. Malhotra, Nidhi (2015). ‘Pricing Efficiency and Performance of Exchange Traded Funds in India’. Paper presented at Ninth National Conference on Indian Capital Markets at IBS Gurgaon, Haryana, Feb 2015. 21. Neetu Jain, Rabins Porwal,(2015) “Automated Test Data Generation applying Heuristic Approaches – A Survey” in proceedings of CSI-2015: 50th Golden Jubilee Annual Convention on Digital Life organized by CSI, during 02nd – 05th December, 2015 at India International Centre (IIC), Lodhi Road, New Delhi, India. 22. Negi, G (2015)“ “VAR Modeling of Output of Food grains and Inflation in Indian Economy” in the XXIII National Conference of IORA, 02-04th May, 2015 jointly organized by BIMTECH and IORA. 23. Negi, G (2015)“Temporal Shifts in Efficiency and Linkages of the Energy Sectors in India” in the XXIII National Conference of IORA, 02-04th May, 2015 jointly organized by BIMTECH and IORA. 24. Pandey, Rajan, Kumar, Arya. (2015). Modeling persistence in conditional volatility using GARCH-family models. Paper presented in the 11th International Conference on Business and Finance organized at ICFAI Business School, Hyderabad during January 8-9, 2015. Paper presentation won the Best Paper Award. 25. Pathak, Deepti, Srivastava, S. (2015). Examining the Inter-relationship between leadership styles, organizational learning capability, and job satisfaction: an empirical study of Indian IT companies. Paper presented at the 4th Biennial Indian Academy of Management Conference, held during December 11-13, 2015 at IIM Lucknow Noida Campus, NCR. 26. Purohit, Harsh & Malhotra, Nidhi (2015). “Price Discovery and Dynamics of Equity Exchange Traded Funds in India’. Paper presented at IIM Lucknow (Noida campus) 4th INDAM Biennial Conference on Managing in the Indian Institutional Context, 11-13 December 2015. 27. Sahi, Geetanjali (2015) User Satisfaction and Website Usability: Exploring the Linkages in B2C E-commerce Context. Paper presented at the 5th International Conference on IT Convergence and Security (ICITCS) held during August 24th-27th, 2015, at Kuala Lumpur, Malaysia. 28. Samant, S.P. Soni,V. K., Deshpande, A., Vrontis, D. (2015). A Study on Marketing Mix of e- tailing and Their Relationship with Consumer Motives: An Indian Study. Paper virtually presented at 8th Annual Conference of the Euromed Academy of Business on Innovation, Entrepreneutship and Sustainable Value Chain in a Dyanamic Environment during September 16-18, 2015, organized by Euromed Academy of Business at University of Verona, Italy. 29. Sharma Rashmi (2015) was invited as a resource person for the training organized for the middle and senior level officers of Delhi Police, CRPF and Parliamentary Security by Bureau of Parliamentary Studies & Training (Lok Sabha Secretariat) during September 23- 24, 2015. She delivered a training session on `Effective Interpersonal Relation” on September 23, 2015. 30. Sharma, Deepak & Purohit, Chandra Prakash. (2015). Contract Labour Unrest in India: HR & Legal Perspective. Paper Presented at National Industrial Relations Conference Organized by Xavier School Of Human Resource Management, XIMB, Xavier University, Bhubaneswar (XUB) In 575

Collaboration With Indian Industrial Relations Association (IIRA) and Friderich-Ebert-Stiftung during **. 31. Sharma, Deepak (2015).Women Empowerment, Entrepreneurship and Innovation. Paper presented at ‘Global Summit on Corporate Social Responsibility’ held at Indian Institute of Management Raipur on May 15 and 16 2015. 32. Sharma, H., Chug,A.(2015).Dynamic Metrics are Superior than Static Metrics in Maintainability Prediction. Paper presented at 4th International Conference on Reliability, Infocom Technologies and Optimization (ICRITO) organized by Amity University (Noida) during September 2-4, 2015. Paper published in the proceedings of IEEE Explore 33. Thenmozhi, M., Chandra, A. & Malhotra, N. (2015). ‘Does India Volatility Index (India VIX) uncover stock market returns. Paper presented at VIPS (Vivekananda Institute of Professional Studies) National Conference on Sustainable Business Practices for Emerging Global Markets, 27-28 November 2015. The paper won the second-best research paper award. 34. Varma, S., R. Nayyar and Bansal, Vishakha. (2015). What Drives Early Internationalisation? A Study of the Indian IT Industry. Paper presented at The 4th Biennial Indian Academy of Management Conference held during December 11-13, at Indian Institute of Management, Lucknow - Noida Campus. 35. Verma, Anuj. (2015). Effect of Macro Economic factors on Indian Stock Market. Paper presented at 3rd Pan-IIM World Management Conference organized by Pan IIMs at IIM Indore, during December 16-18, 2015, 2015.

Training /FDP Attended(2015)

1) Bali, S. (2015). Certificate course on Predictive Analytics, by IBM, November 4, 2015 - November 7, 2015 at LBSIM, Delhi. 2) Joshi, G. (2015). Certificate course on Predictive Analytics, by IBM, November 4, 2015 - November 7, 2015 at LBSIM, Delhi. 3) Malhotra, Nidhi (2015) Attended two-days’ workshop on ‘Structural Equation Modeling using IBM AMOSS & SMART PLS’ organized by IBS Gurgaon from 31 Jan – 01Feb 2015. 4) Malhotra, Nidhi (2015). Attended three-days Short term course on ‘Advanced Data Analytics in Management’ organized by IIT Delhi from 26-28 June 2015. 5) Negi. G. (2015).Two days’ workshop on “Input Output Modeling”, BIMTECH, May 2015. 6) Negi. G. (2015).Two weeks FDP on “Innovations in Teaching” organized by YMCA University, Faridabad, funded by AICTE, April 2015.

7) Bansal V. (2015). Successful completion of Descriptive Analytics training on IBM Cognos BI conducted by IBM at LBSIM, Dwarka ( 18th Nov, 2015 to 21st Nov, 2015).

Session Chair/ Co Chair 1) Porwal, R. (2015). Invited to Conduct & Chair a Special Session on “Emerging Trends in Software Testing” in 9th INDIACom-2015: 2nd International Conference on Computing for Sustainable Global Development organized by Bharati Vidyapeeth, New Delhi, technically sponsored by IEEE-

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Delhi Section and jointly organized with GGSIP University New Delhi, IETE Delhi Centre, ISTE Delhi Section, CSI Region-I and CSI Divisions-I, II, III, IV & V, March 11 – 13, 2015. 2) Porwal, R. (2015). Invited to Conduct & Chair a Special Session on “Recent Advances & Challenges in Software Testing” in CSI-2015: 50th Golden Jubilee Annual Convention on Digital Life, hosted by CSI-Delhi & NCR Chapters during 02nd – 05th December, 2015 at India International Centre (IIC), Lodhi Road, New Delhi. 3) Porwal, R. (2015). Invited to Chair technical paper presentation session in 3rd National Conference on Information Technology for Business Transformation (ITBT’15) organized by Ajay Kumar Garg Engineering College (AKGEC), Ghaziabad technically sponsored by IETE, New Delhi & CSI-Ghaziabad Chapter in association with Ghaziabad Management Association (GMA), Ghaziabad, 20th - 21st March, 2015. 4) Porwal, R. (2015). Invited as Resource Person to deliver an expert talk and conduct a “Workshop on Software Testing” for students at FMG Group of Institutions, Gr. Noida, November 27, 2015. 5) Porwal, R. (2015). Invited as Resource Person to deliver an expert talk and conduct a “Workshop on Software Testing” for students at Mewar Institute of Management, Vasundhara, Ghaziabad, December 16, 2015.

Year – 2016 Books (2016) 1. Bhat, Anil & Kumar, Arya (2016). Principles of Management - Competencies/Processes/ Practices (2nd edition), Oxford University Press: New Delhi, 2. Joshi, G. (2016), ‘Sugarcane Production Dynamics in India’, Published by Scholar's Press, OmniScriptum GmbH & Co. KG, Germany, ISBN: 978-3-639-76965-4.

Publications: National/ International Journals (2016)

1. Agarwal, Rajiv, Kumar Arya and Keith D’Souza (2016) , Issues in Career Choices of Successors in Family Businesses: Perspective from Literature Review, Journal of Applied Management and Investments , Vol. 5, No. 1, 2016, pp 1-19. 2. Aggarwal, S., Gupta, A., Jha, P. C. (2016) Multi-criteria Media Mix Decision Model for Advertising Multiple Product with Segment Specific and Mass Media. Ratio Mathematica, 27, 3-25 3. Ahuja, Rashmi. (2016), “Trade and Income distribution: A study of Latin American and Asian Developing economies”, Effulgence, Vol 14, No. 1, Jan-Dec2016. 4. Ahuja, Rashmi.(2016),“Trade in Services and Income inequality in Developing economies”, Journal of Business Thought, Volume 6, April 2015-March2016,pp 111-122. 5. Gupta, A., Aggarwal, S., Kaul, A., & Jha, P. C. (2016). Optimal Placement of Advertisements on a Pixelated Web Banner. Journal of Information and Optimization Sciences, 37(5), 693-716. (T and F) (ABDC ranking - C) 6. Gupta, P (2016) Reinvention of Infosys: Becoming Truly Global published by Sage Business Cases, Sage Publication Ltd. USA.

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7. Jha, P. C., Aggarwal, S., Gupta, (ABDC ranking - B)A. (2016) Optimal Duration of Promotion for Durable Technology Product in a Segmented Market. Journal of Promotion Management, 0, 1-21. (SCOPUS) (T and F) (ABDC ranking - B) 8. Jha, P.C., Aggarwal, S., Gupta, A., Sarker, R. (2016). Multi-Criteria Media Mix Decision Model For Advertising A Single Product With Segment Specific And Mass Media. Journal of Industrial and Management Optimization, 12(4), 1367-1389. (Impact factor .994) (Scopus indexed, SCI Expanded) (ABDC ranking - B)

9. Kanungo, Anil K. (2016), "Special Economic Zones in China: Initiative for Inclusive Growth and Economic Development", Cambridge Journal of China Studies, Vol. 11, No.(2), pp-1-23. 10. Kumar R., Bali S., Malhotra S. (2016). Socially responsible products and marketing strategies: A study across five industry segments. LBS Journal of Management & Research. Vol. XIV, No. 2, 68- 75. 11. Kumar Ravindra & ZZ Zaidi (2016b), Marketing Strategies for Socially Responsible Products - Company Brand Name and Market Scenario: An Industry Cross-Sectional Study, LBS Journal of Management & Research, Vol. XIV, No.1, January-June, pp.64-69, ISSN (P): 0972-8031, ISSN (O): 0974-1852. 12. Kumar Ravindra et al. (2016), Management Education and Corporate Expectations: A Gap Analysis, KAAV International Journal of Economics, Commerce & Business Management, Vol.3, Iss -1/A2, ISSN: 2348-4969, January-March, Impact Factor – 6.9071 13. Kumar Ravindra et al. (2016c), Corporate Expectations and Gap Analysis: An Empirical Study, International Journal of Research in Management & Social Science, Volume 4, Issue 2, April - June, pp.37-43, ISSN:2322:0899. 14. Kumar Ravindra et al. (2016d), B-Schools: Roadmap for Excellence, International Journal of Science, Technology, & Management, Vol. 5, No. 6, June, ISSN (O): 2394-1537, ISSN (P): 2394- 1529. 15. Kumar Ravindra et al. (2016f), Socially Responsible Products and Marketing Strategies: A Study across Five Industry Segments, LBS Journal of Management & Research, Vol. XIV, No.2, July - December, pp.68-75, ISSN (P): 0972-8031, ISSN (O): 0974-1852. 16. Kumar, Arya, Higher Education in India- New Insights for Innovations in Learning Process, Elixir Educational Technology, ISSN 2229-712X, Available online at www.elixirpublishers.com February 2016. Elixir International Journal 17. Kumar, Arya. (2016). Innovative Approaches to Entrepreneurship Education: Illustration with CLEO Course of BITS Pilani. Paper published in Journal of Management & Entrepreneurship, Vol 10, No 1, Jan-March 2016, pp.13-25 18. Kumari,G., Joshi, G., & Pandey,K.M.,(2016), “The Factors Influencing Job Stress of Software Professional at IBM India Pvt. Ltd.” Published in International Journal of Application of Innovation In Engineering and Management, Vol. 5, Issue 10, ISSN No. 2319-4847, pp. 68-73. 19. Malhotra, Nidhi & Purohit, H. (2016) ‘Comparative Performance of Exchange Traded Funds vis-à-vis Index Funds in India: An Empirical Analysis’, Business Analyst, Vol.36, No.2,pp. 151-168.

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20. Malhotra, Nidhi, Purohit, H. & Tandon, D. (2016) ‘Price discovery and Dynamics of Indian equity exchange traded funds’, International Journal of Business Competition and Growth, Inderscience Publishers, Vol.6, No.1/2/3, pp.91-109. 21. Malhotra, Nidhi., Purohit, H. & Tandon, D. (2016) ‘Are premium indicative of future returns? Evidence from Exchange Traded Funds in India’, Abhigyan, Vol.34, No.3, pp.1-12. 22. Negi, G & Prakash, S (2016). “Economic Growth and Disparities in India”. Amity Business Review.. 23. Rishi Meghna and Gaurav Joshi (2016). Emerging Challenges for branded budget hotels in India: Thematic analysis of managers’ perceptions and customer expectations. Worldwide Hospitality and Tourism Theme, Vol.8, Isssue. 1, pp. 61-82. 24. Sharma, Deepak & Purohit, Chandra Prakash (2016), Sexual harassment at Workplace: Legal and HR Framework, Apotheosis: Tirpude’s National Journal of Business Research, Vol.6, Issue 1 (February 2016) 25. Sharma, Deepak (2016), Indian Work Culture and HR Competencies, International Journal of Research in Management and Business, 2(1), 45-54. 26. Sharma, Smita. (2016). Impact of Key Drivers of Existing Brand Equity on Brand Extensions. Asian Journal of Research in Marketing, Vol 5, No. 2, pp. 13-29 27. Sinha, P., & Agnihotri, S. (2016). Investigating Impact of Volatility Persistence and Information Inflow on Volatility of Stock Indices Using Bivarite GJR-GARCH. Global Business Review, 17(5), 1145-1161. (Sage publication) (ABDC ranked). 28. Varma, S., R. Nayyar and V. Bansal. (2016) What Drives Early Internationalisation? A Study of the Indian IT Industry. Journal of East-West Business, Vol.22, No. 4, 242-269, doi:10.1080/10669868.2016.1217724, Taylor and Francis Online. 29. Varshney, Pankaj, Kaul, Vijay Kumar and Vasal, V.K..(2016), Corporate Governance Index and Firm Performance: Empirical Evidence from India, LBS Journal of Management and Research, Vol. XIII, No. 2, pp. 59-75. 30. Verma, Anuj. (2016). Effect of Macro Economic factors on Indian Stock Market . International Journal of Development Studies, Vol. VIII, Issue 1.

Chapters in Edited Book / Magazines/ Conference Proceedings (2016)

1. Dixit, Sushil Kumar (2016). Building Smart Cities in India, paper published in the Conference Backgrounder “India–China Technology Transfer, Collaborative Innovation and Investment Conference, 2016” held on February 23, 2016 organized by India China Trade Center at the India International Center, New Delhi. 2. Kaul, A., Aggarwal, S., Jha, P. C. & Gupta, A.(2016). Optimal Advertisement Allocation for Product Promotion on Television Channels. In A. K. Sinha , R Rajesh ,P. Ranjan , R. P. Singh (Eds.), Recent Advances in Mathematics, Statistics and Computer Science(173-184). Singapore : World Scientific url: http://www.worldscientific.com/worldscibooks/10.1142/9651 3. Kaul, A., Gupta, A., Aggarwal, S., & Jha, P. C. (2016) Differential Evolution Approach to Determine the Promotion Duration for Durable Technology Product under the Effect of Mass and Segment

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Driven Strategies. In M. Pant, K. Deep, J. C. Bansal, A. Nagar, K. N. Das (Eds.), Advances in Intelligent Systems and Computing (437, 947-960). Singapore :Springer. 4. Kumar Arya (2016), Changing Paradigm of Management Education – Need for Introspection, Published on Education Promotion Society of India web site in the month of January – Feb. 2016, http://www.epsfi.org/article.aspx?id=5. 5. Kumari,G., Joshi, G., & Pandey,K.M.,(2016), “Business Spirituality—Role and Responsibilities of Entrepreneurs” Chapter published in Book “Spirituality for Social Innovation and Social Change-Reaching the Bottom of Pyramid” published by ISOL Publication, Volume 9, pp. 138- 144. 6. Sharma G L, Chandhiok Megha. (2016). Financial System Legislative Reforms Commission (FSLRC) report: A Summary. Chapter published in Financial System and its Regulation in India, McGraw Hill Publication, ISBN: 978-93-392-2426-4. 7. Sharma Smita. (2016). Consumer Evaluation of Determinants of Successful Brand Extensions: A Study of Select FMCG Products in Indian Market. Paper presented at Conference on Brand Management organized by Department of Management Studies, IIT Delhi during April 16-17, 2016 . Paper published in Conference Proceedings of Conference on Brand Management, DMS, IIT Delhi, Emerald, ISBN: 978-1-78635-411-2. 8.Suneet Gupta, Rabins Porwal, “Appropriate Contrast Enhancement Measures for Brain and Breast Cancer Images”, International Journal of Biomedical Imaging, Volume 2016, Article ID 4710842, 8 pages, http://dx.doi.org/10.1155/2016/4710842, published by Hindawi Publishing Corporation. 9.Suneet Gupta, Rabins Porwal, “Combining Laplacian and Sobel Gradient for Greater Sharpening”, ICTACT Journal on Image and Video Processing, vol. 6, Issue 4, May 2016, pp. 1239-1243, ISSN (Online): 0976-9102. 10. Suneet Gupta, Rabins Porwal, “Implementing Blind De-convolution with Weights on X-ray Images for lesser Ringing Effect”, International Journal of Image, Graphics and Signal Processing (IJIGSP), Vol. 8, No. 8, August 2016, pp. 30-36, ISSN (Print): 2074-9074, ISSN (Online): 2074-9082, DOI: 10.5815/ ijigsp.2016.08.05, published by MECS Publisher, Hong Kong.

National/ International Conferences/ Seminars/ Workshops (2016)

1. Aggarwal, Sugandha, Kaul, Arshia and Jha, P.C. 2016. Optimal Placement of Product Advertisement on Television Media: A Fuzzy Approach presented in 4th International Conference on Business Analytics and Intelligence 2016 held at IISc Bangalore, 19-21 December 2016. 2. Ahuja, Rashmi. (2016). Presented a paper titled “Sectoral composition of foreign capital inflows and skilled-unskilled wage inequality: A theoretical model” at Centre for studies in Social Science (CSSS), Kolkata in April, 2016. 3. Chatterjee, J., Baruah, B. (2016). Sustainability: The Role of Social Media in Connecting with Sustainability Projects. Paper presented at the 5th Annual International Conference on Sustainability, SUSCON 5, 2016 during March 17-19, 2016 organized by IIM, Shillong, at IIMS, Mayurbhanj Complex, Nonthymmai, Shillong, Meghalaya. 4. Dixit, Sushil Kumar (2016). Delivered a session on “Fostering Cooperation between Chinese and Indian Enterprises and Research Institutes” in “China-India Technology Transfer Workshop” held

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at Kunming, Yunnan Province, People’s Republic of China and hosted by China-South Asia Technology Transfer Center on June 13, 2016. 5. Gupta, P., Nagpal, A. and Malik, D. (2016), ‘Starbucks-Global Brand in Emerging Markets’ to be presented in Conference on Brand Management, 2016 at IIT- Delhi on 16-17 April, 2016 6. Jha. A,(2016), Presented a paper titled “ A comparative study of trade in agricultural and non- agricultural commodities in South Asia (SAFTA)” during the national seminar on Development Challenges in South-West Asia and North-West India held at Centre for South West Asia Study, Patiala on 6th February, 2016. 7. Kanungo, Anil K. (2016). Invited as a Resource Person for National Seminar "Global Trade in Services: A WTO Perspective" organized by Shaheed Bhagat Singh College during March 30-31 2016, New Delhi 8. Kanungo, Anil K. (2016). Presented a Research Paper titled "SEZs in China: Relevance for Chinese Economy" at the 12th Annual Asia Pacific Economic Association International Conference during July13-15 2016 at IMI Kolkata. 9. Kaul Arshia, Aggarwal, Sugandha, and Jha, P.C. 2016. Selection of Television Channels for Product Advertising: A Fuzzy-TOPSIS Approach presented in 49th Annual Convention of the Operational Research Society of India and International Conference on Analytics in Operational Research organized by BIMTECH, Greater Noida, 12-14 December 2016. 10. Kumar Arya (2016). Participated and presented thoughts in the final round of 2nd Asian Management Conclave 2nd Asian Management Conclave (AMC) 2016 held at SMU Singapore on March 7-8 and organized jointly by MBA Universe and SMU, Singapore. 11. Kumar Ravindra & ZZ Zaidi (2016b), Marketing Messages, Creative Routes and Punch Lines: A Cross-Sectional Study of Industry Marketing Strategies for Socially Responsible Products, presented in National Research Conference on Emerging Issues in Marketing and HR in Current Corporate Scenario, Dept. of Management Studies, DDU College, Delhi University (08.11.2016). 12. Kumar Ravindra et al. (2016), B-Schools: Roadmap for Excellence, International Conference on Science, Technology, Management & Environment, Indian Federation of United Nations Association (IFUNA), New Delhi (19th June), ISBN: 978-81-931039-1-3. 13. Kumar, Arya (2016). Invited to chair the valedictory session and deliver a talk on the topic “Sensitivity towards Competitive Service, Business Intelligence, Emotional Intelligence” in a programme organized by National Institute of Banking Studies and Corporate Management (NIBSCOM), Noida on May 5, 2016. 14. Kumar, Arya (2016). Delivered a session on “Policy Perspective on Skill Development - Need for Building an Eco-System” in a two-day Labour Law Workshop organized by Indian Institute of Corporate Affairs in collaboration with Indian Law Watch as Knowledge Partner on April 22, 2016 at Manesar, Haryana. 15. Kumar, Arya, Sharma Aditya. (2016). Momentum Profits and Investor Behavior. Paper presented at 14th International Conference of the SGBED, at Montclair State University, Montclair, NJ, USA during June 21- 24, 2016. Paper published in the proceedings of the conference. 16. Kumar, Arya. (2016). Changing Paradigm of Higher Education – Need for Introspection. Paper presented at National Conference on Reforming & Rejuvenating Indian Higher Education – A

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Stakeholders’ Perspective on May 18, 2016 at EPSI, New Delhi. Paper published in the proceedings of the conference. 17. Kumar, Naveen; Chauhan, Pankaj; & Sirohi, Rajeev. (2016). A Study to explore possible positioning options for India as a global Industrialized center through Make in India initiative. Paper presented in the National conference on Make in India: Role of Commerce, Academia and Professionals, organized by Department of Accounting and Faculty of Commerce, J.R.N Rajasthan Vidyapeeth, Udaipur, India from March 5-6, 2016. 18. Malhotra, Nidhi & Purohit, Harsh (2016). “Lead-lag relationship and Price Discovery in Exchange Traded Funds in India”. Paper presented in the 9th Annual International conference of ISDSI & Goa Institute of Management at Goa Institute of Management, 02-04 March 2016. 19. Malhotra, Nidhi (2016). “Comparative Performance of Exchange Traded Funds vis-à-vis Index Funds in India: An Empirical Analysis”. Paper presented in the First International Conference on 'Personal Finance for Indian Women: The Strategic Dimensions at Banasthali Vidyapith University, 15-16 January 2016. 20. Negi, Gautam (2016) Impact of Economic Policy on Households’ Assets and Liabilities”, National Finance Conference at LBSIM (Lal Bahadur Shastri Institute of Management), 11/12th March 2016. The paper was awarded the first prize in the “Best Paper Category”. 21. Pandey Rajan & Kumar Arya (2016), ‘Symmetric and asymmetric behavior of intertemporal volatility of asset return: Observations from Indian stock market ‘,paper presented in the National Conference on Financial System Reforms & Economic Growth: Issues & Challenges organized by Lal Bahadur Shastri Institute of Management, New Delhi between March 11-12, 2016. 22. Pandey, Alok (2016). Invited by Institute of Company Secretary of India to deliver a live webcast on 'Financial Management, Treasury and Forex Management, on May 19, 2016. 23. Pandey, Alok (2016). Invited to deliver a session on 'International Finance' in the MDP titled 'Finance for Non-Finance Managers' at MDI Gurgaon on June 16, 2016. 24. Pandey, Alok (2016). Invited to deliver a session on 'Risk Management' in the Advance Leadership Programme for Senior Public Sector Executives on June 6, 2016. 25. Priys S., Samant (2016). Chaired a session on Flattening of the Globe: Propelled by E- Commerce & Supply Chain at the 3rd International Conference on Management during February 04- 05, 2016 at G.D. Goenka University, Gurgaon. 26. Samant S.P. , Md. Nur Alam Siddik and Sajal Kabiraj (2016), ‘ An empirical study of Lovemark’s Brand Love Theory in China’s Luxury Apparel Fashion Market’ , paper presented in the Conference on Brand Management organized by Indian Institute of Technology, New Delhi Between April 16-17, 2016. 27. Samant, S. P., Siddik A.N.Md. & Kabiraj, S. (2016). An Empirical study on Lovemark’s Brand Love Theory in China’s Luxury Apparel Fashion Market. Paper Presented at the Conference on Brand Management(CBM2016), during April 16-17, 2016, organized by IIT Delhi. 28. Sharma Aditya & Kumar Arya (2016), ‘Sources of Momentum Strategies: An Evidence from Indian Stock Market’ , paper presented in the National Conference on Financial System Reforms & Economic Growth: Issues & Challenges organized by Lal Bahadur Shastri Institute of Management, New Delhi between March 11-12, 2016.

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29. Sinha, P., & Agnihotri, S. (2016). Do foreign exchange risk and interest rate risk matter in debt or equity issuance and repurchase decision in Indian non-financial companies? Paper presented at Fourth Pan-IIM World Management Conference, IIM Ahmedabad, India.

Session Chair/ Co Chair(2016) 1) Dixit, Sushil Kumar, (2016), was a resource person in Technical Session on Global Perspective: Productivity Optimization, Quality Excellence and Sustainability at “International Food Innovation: Doubling Farmers Income through Science, Technology and Innovation Summit, 2016” at PHD House, New Delhi, India on November 22, 2016 2) Dixit, Sushil Kumar,(2016), delivered a session on “Fostering Cooperation between Chinese and Indian enterprises and/or research institutes” in “China-India Technology Transfer Workshop” held during 12-14 June 2016 at Kunming, Yunnan Province, People’s Republic of China. The workshop was hosted by Ministry of Science and Technology, P. R. China and People’s Government of Yunnan Province, Department of International Cooperation, MOST and Department of Science and Technology of Yunnan Province through Yunnan Academy of Scientific and Technical Information (YASTI). 3) Dixit, Sushil Kumar,(2016),Delivered a talk on “Building Smart Cities in India- Opportunities and Challenges” at “India–China Technology Transfer, Collaborative Innovation and Investment Conference, 2016” organized by India China Trade Centre on February 23, 2016, at the India International Centre, New Delhi. 4) Kanungo, Anil K. (2016). Chaired the Session, " Growth of Services in India: A Sectoral Analysis in Post Liberalization Period at the National Seminar "Global Trade in Services: A WTO Perspective" organized by Shaheed Bhagat Singh College during March 30-31 2016, New Delhi.

5) Porwal, R. (2015). Invited as Resource Person by Central Board of Secondary Education (CBSE), New Delhi to conduct Two days Teachers’ Training Workshop on Information Technology at A S N Senior Secondary School, Noida Road, Mayur Vihar, Delhi during 31st Aug to 01st Sep, 2016. 6) Porwal, R. (2015). Invited as Resource Person to deliver an expert talk and conduct a Workshop on “Quality Engineering: Testing Trends & Automation” for students at National P G College (An Autonomous College of Lucknow University), Lucknow on February 05, 2016 (Friday). 7) Porwal, R. (2015). Invited as Resource Person to deliver an expert talk and conduct a “Workshop on Quality Engineering” for students at Birla Institute of Technology (BIT) – Mesra, Extension Centre, Noida on February 23, 2016 (Tuesday). 8) Porwal, R. (2015). Invited as Resource Person to deliver an expert talk and conduct a “Workshop on Testing Trends & Automation” for students at Raja Balwant Singh Management Technical Campus (RBSMTC) – Khandari, Agra, on March 11, 2016 (Friday). 9) Porwal, R. (2015). Invited as Resource Person to deliver an Expert Talk on “Future Trends for Research in CS&IT” for the grooming researchers in the area of Computer Science & IT, in parallel to renowned academicians, in other engineering streams, invited from reputed organizations of India & Abroad, at Gujarat Technological University, Ahmedabad in Research Week-2016 on March 18, 2016. 10) Porwal, R. (2015). Invited to Chair technical paper presentation session in one session of 2nd International Conference on Recent Development in Computational and Information Technology

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(ICRDCIT’16) organized by/ at Department of IT, SRM University, Delhi-NCR Campus, Ghaziabad (UP), India during Feb. 26 – 27, 2016. 11) Samant S. P. (2016). Chaired a session on Flattening of the Globe: Propelled by E-Commerce & Supply Chain at the 3rd International Conference on Management during February 04-05, 2016 at G.D. Goenka University, Gurgaon.

Training /FDP Attended(2016) 1) Bali. S., (2016). Certificate course on Introduction to R for Data Science, from Microsoft, completed the course on June 10, 2016. 2) Joshi, G. (2016), Certificate Course on “Quantitative Methods” from University of Amsterdam, Netherlands. 3) Gupta, P. (2017). Conducted & Attended 2 days’ faculty development workshop in December 2016 at LBSIM, New Delhi. The FDP was focused on Teaching Methodology through Business Simulations. 4) Varshney, P., (2016), One-week Faculty Development Programme on ‘Applied Financial Econometrics’ organized by Indian Institute of Management, Kozhikode. 5) Negi, G. (2016). Two weeks train the trainer program on SAP FI (Financial Accounting) Module, May 2016, MRIU, Faridabad. 6) Porwal, R. (2016). Attended and successfully completed AICTE sponsored Short Term Course on “Developments and Challenges in Fault, Reliability and Safety Analysis of Software Systems for Smart Cities” organized by/ at Indian Institute of Technology (IIT), Roorkee, (UK), India, Nov. 28 – Dec. 02, 2016. 7) Bansal V. (2016). Successful completion of a two day FDP on Business Simulations, organized by LBSIM, in collaboration with BIZWIZ learning (December 2-3, 2016).

Year – 2017 Books (2017) 1. Pandey, Alok, Sharma, G.L. & Monika Chopra (2017). Financial System Reforms & Economic Growth in India: Issues & Challenges, ISBN: 13-978-93-5260-493-7 New Delhi: McGraw Hill Education.

Publications: National/ International Journals (2017)

1. Aggarwal, S., Gupta, A., Kaul, A., Krishnamoorthy, M., & Jha, P. C. (2017). Multi-Product Dynamic Advertisement Planning in a Segmented Market, Yugoslav Journal of Operations Research, 27(2), 169–204. (EBSCO, Scopus indexed) 2. Agnihotri, S.& Goyal, V. (2017) Bitcoin volatility vis-à-vis Gold and Dollar. LBS Journal of Management (Accepted for publication). 3. Agnihotri, S.(2017) Copula Approach: Correlation Between Bond Market and Stock Market, Between Developed and Emerging Economies. International Journal for innovative research in Multidisciplinary field, 3(2),203-209.

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4. Ahuja, Rashmi.(2017), “A study of foreign direct investment in India”, International Journal of Academic Research and Development, Vol. 2, May-June 2017, pp. 49-54. 5. Ahuja, Rashmi.(2017), “FDI and income inequality: A Literature Survey”, International Journal of Multidisciplinary Research and Development, Vol. 4, June 2017,pp 158-160. 6. Bali Shivani, Amin Shivdasini Singh (2017). An analytical framework for supplier evaluation and selection: a multi- criteria decision making approach. International Journal of Advanced Operations Management, Inderscience. Vol. 9, No. 1., 57-72. Scopus, H-Index- 4 7. Bali Shivani, Mehta S.B., Jena Amarnath, Banwet D.K. (2017). A predictive model approach to distinguish between the benign and malignant cases in breast cancer. Journal of Imaging and Robotics. Vol. 17, No. 3, 128- 135. Scopus, H-index 9 8. Bansal Mani, Vij A.K., Ruchi Nayyar (2017), “Modelling Effectiveness of Organisational Learning: An Interpretive Structural Modelling Technique,” Int. J. Environmental Technology and Management, Inderscience, Vol. 20, Nos. 5/6, pp. 280-299, 2017. 9. Bansal, M., Vij, A., & Nayyar, R. (2017). Empirical Analysis of 3D-WS in Indian Context. SAMVAD, Symbiosis , XIV, 1-6. 10. Bohtan Ajay, Vrat Prem, Vij Anil K. (2017). Supply Chain of the Indian Public Distribution System: A New Paradigm. Journal of Advances in Management Research (JAMR) (ISSN 0972- 7981) Volume 14, Number 1, 2017. Emerald Publishing Ltd. 11. Chopra Monika & Singh Manisha. Feasibility Study: Case of a Biomass Project. Case Study published by ET Cases: FIN-1-0035. 12. Gupta, R. & Naqvi,S.K.(2017).A Framework for Applying CSFs to ERP Software Selection: An Extension of Fuzzy TOPSIS Approach, International Journal of Intelligent Information Technologies Volume 13, Issue 2, April-June 2017. [Rated: ‘C’ by Australian Business Deans’ Council (ABDC)], SCImago H Index – 9. 13. Hemant kumar P. Bulsara, Kabiraj, S., Meenu, S.P., & Samant, S. P. (2017). Exploring Green Business Functions and Green Brand Equity: Proposition of a Conceptual Framework, International Journal of Qualitative Research in Services, Vol. 2, No. 4. 14. Kaul, A., Aggarwal, S., Gupta, A., Dayama, N., Krishnamoorthy, M., & Jha, P. C. (2017) Optimal Advertising on a Two-Dimensional Web Banner. International Journal of System Assurance Engineering and Management, 1-6. (ISSN: 0975-6809 (print version) ISSN: 0976-4348 (electronic version)) (Scopus indexed) (Springer India) 15. Kumar Ravindra et al. (2017), Ease of Doing Business, The Road Ahead, Journal of Marketing and Communication, Vol. 13, Issue 1, Jan.-April, pp.3-14, RN. DELENG/2003/10547, ISSN: 0973- 2330. 16. Kumar Ravindra et al. (2017), Marketing Strategies for Socially Responsible Products and Brand Name of the Company: An Impact Assessment Study Across Industry Verticals, International Journal of Emerging Research in Management & Technology, January, Vol. 6, Issue 1, pp.58-62, ISSN: 2278-9359.

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17. Kumar Ravindra et al. (2017), Marketing Strategies for Socially Responsible Products and Brand Name of the Company: A Cross-Industry Study, Research Journal of Social Science & Management - RJSSM, Vol 6, No 10, February, pp.1-10, ISSN: 2251-1571. 18. Kumari, G., Joshi, G., & Pandey., (2017), “The Impact of Organizational Climate on Job Stress of Software Professionals at Wipro Ltd., Greater Noida, India” Published in International Journal of Control Theory and Application, Vol. 9, Issue 39, ISSN No. 0974-5572, pp. 351-356. (Scopus Indexed Journal). 19. Kumari, G., Joshi, G., & Pandey., (2017), “The Impact of Work Role on Job Stress of Software Professionals at IBM India Pvt. Ltd, Gurgaon, India.” Published in International Journal of Control Theory and Application, Vol. 9, Issue 39, ISSN No. 0974-5572, pp. 357-363. (Scopus Indexed Journal). 20. Pandey, Ranjan & Kumar Arya (2017). Modeling Persistence in Conditional Volatility of Asset Returns, Afro-Asian Journal of Finance and Accounting, Inderscience, Vol. 7, No. 1, 16-34. 21. Pathak Deepti,(2017), Understanding the Role of Demographic Diversity on Mentoring and Job Satisfaction: A Study on Managers in Information Technology (IT) Industry in India, South Asian Journal of Management- ABDC listed, Vol. 24, No. 2. 22. Ravindra Kumar et al. (2017), Impact of Institution’s Infrastructural Facilities on Academic Attainments and Placements of Management Graduates–A Diagnostic Study, International Journal of Science and Research (IJSR) ISSN (Online): 2319-7064 Index Copernicus Value (2016): 79.57, Impact Factor (2015): 6.391 Vol. 6, Issue 11, November, pp. 1385-1390. 23. Sharma Smita (2017). Impact of social relationships on electronic word of mouth in social networking sites: A study of Indian social network users , International Journal of Electronic Marketing and Retailing, Vol. 8, No. 2, Inderscience (Listed in SCImago and ABDC ). 24. Shitika, Nayyar, R., Vij, A. K., Sanghi, S. (2017), Spiritual Intelligence- An exploration of Spiritual Dimensions. Asian Journal of Research in Social Sciences and Humanities, Vol. 7(9), pp.25- 34, September 2017. 25. Singh, A. Continuous performance-based feedback and justice perceptions: Evidence for mediation by experienced participation. IIM B Management Review, Forthcoming. [Rated: ‘B’ by Australian Business Deans’ Council (ABDC)] 26. Sinha, P., & Agnihotri, S. (2017). Do foreign exchange risk and interest rate risk matter in debt or equity issuance and repurchase decision in Indian non-financial companies? Journal of International Business and Economy.18(1),49-69 (ABDC ranked) 27. Thakur D., Vij AK, Charu Shri (2017), Feeling of Oneness Historified, Asian Journal of Multidisciplinary Studies, Vol. 5, No.6, June 2017. 28. Thakur, D., Vij AK, Charu Shri (2017), “Navigating Antecedents and Outcomes of Faculty- Student Rapport across Private Universities of NCR, India, International Journal of Advancement in Engineering Technology, Management & Applied Science, Vol. 5, No. 01, pp. 34-41, May 2017. 29. Thakur, D., Vij, A., & Shri, C. (2017), “Matching Teaching Pedagogy with Learning Styles of Students- Insights through Literature Review”, International Journal of Emerging Research in 586

Management and Technology, Vol.6, No.5, pp 38-43, May 2017. Ahuja, Rashmi.(2017),“Sharpe Single Index Model: Evidence from Bombay Stock Exchange (BSE) in India”, Research Bulletin, Institute of Cost Accountant of India, Vol 43, No. 1.

Chapters in Edited Book / Magazines/ Conference Proceedings (2017)

1. Aggarwal, S., Kaul, A., Gupta, A., & Jha, P. C. (2017) Optimal Advertisement Planning on Web considering Time Window Concept. In Proceedings of Indian Retail Conference: Retail Marketing in India: Trend and Future Insights, Emerald Publishing, 90-102. (ISBN: 9781786354105). 2. Ahuja, Rashmi. (2017). Attended a Workshop on ‘Trade and Development’, organized by the Centre for Development Economics and the Department of Economics at the Delhi School of Economics, Delhi in Oct,2017. 3. Ahuja, Rashmi. (2017). Attended a workshop on “Asset Quality of Indian Scheduled Commercial Banks: Issues and Concerns” at Institute for Studies in Industrial Development (ISID), Delhi in July, 2017. 4. Ahuja, Rashmi. (2017). Attended a workshop on 'Contemporary Themes in India's Economic Development and the Economic survey' by Chief Economic Advisor Arvind Subramanian at IIT Delhi for a week in June, 2017. 5. Chauhan S.P.S., Sharma, G. L. (2017). Impact of Non-Performing Assests (NPAs) on Growth of Indian GDP. Financial Systems Reforms and Economic Growth: Issues & Challenges. Pandey Alok, Sharma G.L. and Chopra Monika (Eds.). McGraw Hill Education. pp. 316-328. 6. Chauhan, Pankaj; Sirohi, Rajeev; & Saikia, Partha Pratim. (2017). Brand switching in telecom industry: An empirical study using brand switching matrix for Delhi NCR, India. Paper presented in the International conference on Global Trends in Management, Governance and Entrepreneurship (ICGTME 2017), organized by Institute of Technology & Science, Mohan Nagar, Ghaziabad India on April 15, 2017. 7. Chopra, Monika. (2017). Insurance Development and Economic Growth: Evidence from India. Paper presented at National Conference on Indian Economy: Issues and Challenges, hosted by Master of Business Economics, University of Delhi on February, 28, 2017. 8. Gupta, P. (2017) Iconic Royal Enfield: Re-Inventing It’s Space in Global Mid-Size Motorcycles, under review at DMS-IIT Delhi Strategies in Volatile and Uncertain Environment for Emerging Markets at DMS, IIT Delhi, July 2017. 9. Gupta, P; Nain, Vartika and Neha (2017). Can Frugal Innovation be Disruptive? Case for Indian Healthcare Industry (2017) MDI-Assocham National Conference- “Managing Change in Evolving Economic Scenario” on Dec 5-6, 2017 at MDI, Gurgaon. Published in conference proceedings ISBN: 978-93-86238-37-5. 10. Jha. A (2017), “Competitiveness in Agricultural Trade under India-ASEAN Free Trade Agreement”, as a chapter in the book titled “Indian Agriculture Under Multilateral and Regional Trade Agreements”, pp 71-89, ISBN 987-93-86758-05-1, 2017. 11. Kumar, A., Pandey R. (2017). Symmetric and asymmetric behavior of intertemporal volatility of asset return: observations from Indian Stock Market. Financial Systems Reforms and Economic

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Growth: Issues & Challenges. Pandey Alok, Sharma G.L. and Chopra Monika (Eds.). McGraw Hill Education. pp. 116-130. 12. Kumar, A., Sharma A. (2017). Momentum Profits and their Sources: Evidence from Indian Stock Market. Financial Systems Reforms and Economic Growth: Issues & Challenges. Pandey Alok, Sharma G.L. and Chopra Monika (Eds.). McGraw Hill Education. pp. 131-138. 13. Prakash S, Negi G , Sharma S (2017) “ Impact of new economic policy on households’ assets and liabilities in India”. Financial Systems Reforms and Economic Growth: Issues & Challenges. Pandey Alok, Sharma G.L. and Chopra Monika (Eds.). McGraw Hill Education. pp. 297-315.

National/ International Conferences/ Seminars/ Workshops (2017)

1. Aggarwal, Sugandha, Kaul Arshia and Jha, P.C. 2017. Optimal Advertising Planning On Television Network Incorporating Time Window Concept presented in National Conference on Statistics and Optimization Techniques in conjunction with Second Convention of Indian Association for Reliability and Statistics organized by M.D.U, Rohtak, Feb 11-13, 2017. 2. Aggarwal, Sugandha, Kaul Arshia and Jha, P.C. 2017. Selection of Television Channel for Product Advertising using FUZZY VIKOR presented in Joint International Conference on Interdisciplinary Research & 8th International Conference on Quality, Reliability, Infocom Technology and Business Operations, February 8 - 10, 2017. Organized by Amity Center for Interdisciplinary Research, Amity University, Noida/Greater Noida and SREQOM (SREQOM). Co- Organized by Luleå University of Technology, Sweden. 3. Gupta, P. (2017). 4 Days Work shop on Case Teaching and Writing by IVEY Publishing, Canada on 5-8 September 2017. Organized by NMFDC-IIM Lucknow & Ivey Business School, at IIM-Lucknow, Noida Campus. 4. Malhotra, Nidhi (2017). Attended two-days National Seminar on ‘International Financial System: Challenges & Implementation for India’ organized by Shaheed Bhagat Singh Evening College & Department of Financial Studies, University of Delhi South Campus from 01-02 May 2017. 5. Nayyar, Rishika & Bansal, Vishakha, 2017. The impact of outward FDI on home country’s exports and imports: The case of India. Paper presented at ICSSR sponsored National Seminar on Reforms for Transforming India: A Road Ahead, held on 17-18th February, 2017 at Aurbindo College, University of Delhi. 6. Pathak, Deepti & Chopra, Monika(2017), “Do Stock markets acceptably reflect earnings manipulation? Analysis of Indian manufacturing firms.” paper presented in International Conference on Strategies in Volatile and Uncertain Environment for Emerging Markets on 14th July 2017, at IIT Delhi.

Article Published(2017)

1. An article written by Prof. Anil K. Kanungo on `How will RCEP help economic reforms in India' was published in Financial Express on September 18, 2017. 2. An article written by Prof. Anil K. Kanungo on `Why Chinas Belt and Road Initiative Is Globalization Beijing Style and What We Should Really Worry About' was published in Financial Express on September 18, 2017. 588

3. Three articles written by Prof. Anil K. Kanungo on `America losing ground to China’ and ‘Challenges for Chinese Economy’ and ‘Challenges Before the Delhi Mini Ministerial’ were published in Financial Express.

Session Chair/ Co Chair(2017) 1) Dixit, Sushil Kumar (2017), was a resource person in a roundtable meeting on “Reimaging India and China: New approach to Dimension of Trade & Investment 2020……” convened by the India China Trade Centre (ICTC), New Delhi on Thursday, 19th January 2017. 2) Dixit, Sushil Kumar. (2017), Delivered a session on “Collaborative Innovation for Business Success” at “2nd India–China Technology Transfer, Collaborative Innovation and Investment Conference” organized by India China Trade Centre on 16-17 November 2017 at Le Meridien Hotel, New Delhi. 3) Porwal, R. (2015). Invited as Keynote Speaker and to Chair technical paper presentation session in National Conference on Internet of Things: An Era of Digitalization (IoT: AEoD) organized by/ at Modern College of Professional Studies, Mohan Nagar, Ghaziabad, Apr. 01, 2017.

Year – 2018 Books (2018) 1. Pandey, A., Sharma, G. L., Verma, A., & Malhotra, N. (2018). Digital Interventions for Economic Growth (1st ed.), ISBN: 9387687724, New Delhi: Macmillan Education. 2. Samant S. P., & Soni, V. K. (2018). Marketing Mix for Electronic Retailing, ISBN: 9786133991675, LAP LAMBERT Academic Publishing.

Publications: National/ International Journals(2018)

1. Ahuja, Rashmi. (2018). FDI in Education vs FDI in commodity Production: A Theoretical Model, chapter published in Sugata, Marjit and Saibal, Kar(Eds). International Trade, Welfare, and the Theory of General Equilibrium, Cambridge University Press, pp. 90-100. 2. Anil K Kanungo & Abhishek Jha (2018) “India’s Engagement with Indonesia-Potentiality Lies in Air Services”, Journalism and Mass Communications, Vol 8. No. 2, 2018, New York, USA. 3. Anil K Kanungo (2018) “Air Services in Indonesia: India-China Dimension”, in Cambridge Journal of China Studies, University of Cambridge, Vol 13, No.1, 2918, pp: 59-73, UK. 4. Arnika, Rabins Porwal, “Planning and Estimation Techniques in Agile Methodologies”, International Journal of Pure and Applied Mathematics (IJPAM), Vol. 118, No. 20, 2018, pp. 1611- 1617, ISSN (Print): 1311-8080; ISSN (Online): 1314-3395, url: http://www.ijpam.eu, published by Academic Publications, Ltd. (Scopus Indexed). 5.Arnika, Rabins Porwal, “Planning and Estimation Techniques in Agile Methodologies”, International Journal of Pure and Applied Mathematics (IJPAM), Vol. 118, No. 20, 2018, pp. 1611- 1617, ISSN (Print): 1311-8080; ISSN (Online): 1314-3395, url: http://www.ijpam.eu, published by Academic Publications, Ltd. (Scopus Indexed) 6. Bedi, P., Shankar, D., Agnihotri, S., & Kalra, J. K., (2018) Comparison of VaR Methods: The Case of Indian Equities. Indian Journal of Finance, 12(1), 24-36.

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7. Bhasin, V., P.C. Saxena, and C.P. Katti, (2018) "Creating a secure index for distributed data on the sensor network," International Journal of Sensor Networks, Vol. 27, No. 3, pp. 180-199. 8. Bhasin, V., P.C. Saxena, and C.P. Katti, (2018) "Creating a secure index for distributed data on the sensor network," International Journal of Sensor Networks, Vol. 27, No. 3, pp. 180-199. (Scopus Indexed, Scimago, SCIE). 9. Bhasin, V., Sushil Kumar, P. C. Saxena, and C. P. Katti. (2018) "Security architectures in wireless sensor network." International Journal of Information Technology. 10. Bhasin, V., Sushil Kumar, P. C. Saxena, and C. P. Katti. (2018) "Security architectures in wireless sensor network." International Journal of Information Technology. Springer, Online : http://link.springer.com/article/10.1007/s41870-018-0103-6. 11. Book Review published by by Anil K Kanungo in the Journal International Studies from JNU by Sage Publications on the book "Sense & Solidarity: Jholawala Economics for Everyone" by Jean Dreze. 12. Gupta,P. Nagpal, A. & Malik, D. (2018). Starbucks: global brand in emerging markets. Emerald Emerging Markets Case Studies, Vol. 8 No. 4., pp. 1-22. 13. Jha.A et al (2018), “India’s Engagement with Indonesia: Potentiality Lies in Air Services”, got published in Journalism and Mass Communication, Volume 8, Number 2, February 2018 (S. No. 77), ISSN 2160-6579 DOI: 10.17265/2160-6579, pp (101-110)Published by David Publication Company, New York, USA. 14. Jha.A et.al. (2018), “Air Services in Indonesia: India-China Dimension” published in Cambridge Journal of China Studies, Volume 13, No.1, pp (59-73).ISSN: 2054-3719/ 2054-3727.http://www.acs- cam.org.uk/CJCS/Latest%20Issues.html. 15. Kaul, A., Aggarwal, S., Krishnamoorthy, M., & Jha, P. C. (2018). Multi-period media planning for multi-products incorporating segment specific and mass media. Annals of Operations Research, 1- 43. (Impact factor 1.864, ABDC ranking - A, EBSCO,SCI (science citation index), Scopus indexed) (Springer Science + Business media). 16. Kumar Ravindra and GL Sharma, Ease of Doing Business: India Marching Ahead, South Asian Journal of Management, Association of Management Development Institutions in South Asia (AMDISA), Hyderabad (Submitted). 17. Nilima Thakur and Ravindra Kumar (2018a), 5th ASMA India Trends Study 2018. 18. Samta Dhruv, Kalpana Vedmitra and Ravindra Kumar (2018c), Skill Development: Possibilities and Prospects, National Conference on Perspectives & Approaches for Employable Skill Development in New India, Jaipuria School of Business, 11th August, pp.363-7. 19. Singh Sheetal, Ravindra Kumar and Alka Agarwal (2018b), Technical Education Graduates: A Critical Study of Skills-Set Requirements of Indian Industries across Different Verticals, Contemporary Social Sciences, Vol.27, No.3 (July-September), ISSN 0302-9298, pp.237-51. 20. Singh, A. (2018). Continuous performance-based feedback and justice perceptions: Evidence for mediation by experienced participation. IIMB Management Review, 30(2), 137-142. [Rated: ‘B’ by Australian Business Deans’ Council (ABDC)]. 21. Singh, S and Agarwal, A (2018d), Role of Management Curriculum- A Demographic Study. Journal of National Development, (ISSN-0972-8309), Vol 31(2), pp.92-102. 590

22. Sinha, P., & Agnihotri, S. (2018) Bayesian and EVT Value-at-Risk estimates of Indian non- financial firms. Journal of International Business and Economy 19(1),50-75. (ABDC ranked) 23. Sirohi, Rajeev., & Kumar, Naveen. (2018). Consumers Evaluation of Retail Store Service Quality and Its Impact on Future Consumption Behaviour in India. IOSR - Journal of Business and Management, 20(2), 11-17. 24. Sirohi, Rajeev., & Kumar, Naveen. (2018). Multiple-Item Scale for Measuring Service Quality in Discount Stores in India. International Research Journal of Management Science & Technology, 9(1), 111-125. 25. Thakur, D., Shri, C., and Vij, A.K. (2018), “NCR India Waking up!- Andragogical Recommendations”, Journal of Contemporary Research in Management, Vol.13, No. 1, pp 11-22, March 2018. 26. Vishesh, Mittal Sanjeev, Bali Shivani (2018). Factors affecting consumer buying behavior towards mobile phones. Journal of Management, Vol. 5, No. 4, July – August 2018, pp. 465–480.

Chapters in Edited Book / Magazines/ Conference Proceedings (2018)

1. Bali Vikram, Bali Shivani, Madan Sushila (2018). “IFSOM: A Two-Phase Framework for COTS Evaluation and Selection”. In: Krishna C., Dutta M., Kumar R. (eds) Proceedings of 2nd International Conference on Communication, Computing and Networking. Lecture Notes in Networks and Systems, vol 46. Springer, Singapore. 2. Dixit, S. K. (2018). Legal Aspects of Digitizing India. In Digital Interventions for Economic Growth (1st ed., pp. 253-262). New Delhi: Macmillan Education. 3. Pandey, A., Malhotra, N., & Sharma, G. (2018). Misba Hashmi – The Accidental Entrepreneur. In Digital Interventions for Economic Growth (1st ed., pp. 263-270). New Delhi: Macmillan Education. 4. Pandey,A., Malhotra,N. & Mittal,M. (2018). Digital Interventions in Governance: Assessment of e-Governance Services Quality for an Educated Indian. Paper presented at the Proceedings of the National Conference on Digital Interventions for Economic Growth (1st ed., pp. 12-26). New Delhi: Macmillan Education 5. Priya, S. S., & Saini, G. (2018). Empowering Women through Digital Literacy: A case study of UVA Jagriti Sansthan(UJS), Alwar(Rajasthan). In Digital Interventions for Economic Growth (1st ed., pp. 241-252). New Delhi: Macmillan Education. 6. Samant S. P., & Saini, G. (2018). Empowering Women through Digital Literacy: A case study of UVA Jagriti Sansthan(UJS), Alwar(Rajasthan). In Digital Interventions for Economic Growth (1st ed., pp. 241-252). New Delhi: Macmillan Education. 7. Sheetal, Ratna. R and Agarwal, A. (2018), Course Curriculum as Predicator of Competency Development and Job Performance of Management Graduates, Management Practices in Digital Age, pp.35-48. (ISBN: 978-93-86453-37-2) (FMS, Delhi). 8. Singh, A. (2019). Qualitative Research: Exploring the performance context in software service industry. Sage Research Methods Cases.

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9. Verma, A., & Agrawal, U. (2018). Delivering Governance Par Excellence through Common Service Centers: The Case of Jitendra Kumar Solanki. In Digital Interventions for Economic Growth (1st ed., pp. 253-262). New Delhi: Macmillan Education.

National/ International Conferences/ Seminars/ Workshops(2018)

1. Aarushi Pathania, Gurkirat Singh, Rabins Porwal, “Development of a Mobile Based Application for Reporting Encroachment, Pollution or Requirement of RRR for Water Bodies”, in Proceedings (soft copy) of 05th National Conference on Information Technology for Business Transformation (ITBT’18) organized by/ at Ajay Kumar Garg Engineering College (AKGEC), Ghaziabad (UP), India, in association with Ghaziabad Management Association (GMA) and technically sponsored by IETE, CSI-Ghaziabad Chapter; pp 04 – 07, Mar. 09 – 10, 2018. 2. Aggarwal, Sugandha, Kaul Arshia, and Jha, P.C. 2018 Optimal Media Planning using Mass and Differentiated Promotion under Fuzzy Environment presented at 4th International Conference on Business Analytics and Intelligence (ICBAI) during December 19-21, 2018 at Satish Dhawan Auditorium, Indian Institute of Science, Bangalore, India. 3. Agnihotri, Shalini. (2018). Bayesian and EVT Value-at-Risk estimates of Indian Non-Financial Firm.Paper presented at 54th Annual Conference of “The Indian Econometric Society(TIES)” held during March 7-9, 2018. 4. Ahuja, Rashmi. (2018), Participated in a one-day event on “Reducing Inequalities in India by 2030: Challenges and Way Forward in Implementing SDG 10” organized by TERI school of Advanced Studies, Delhi in April, 2018. 5. Ahuja, Rashmi. (2018), Presented a paper titled “Investment Slowdown in India: Key Drivers and Way Forward” at International conference on Business, Economics and Sustainable Development (ICBESD) organized by TERI school of Advanced studies at New Delhi in Feb,2018. 6. Avneesh Vashistha, Satish Kumar, Pushpneel Verma, Rabins Porwal, “A Self-Adaptive View on Resource Management in Cloud Data Center”, in Proceedings of 08th International Conference CONFLUENCE-2018 (Theme: Cloud Computing | Data Science & Engineering) organized by/ at Amity University, Noida, India; pp 18, Jan. 11 – 12, 2018. 7. Bali Vikram, Bali Shivani, Madan Sushila (2018). “IFSOM: A Two-Phase Framework for COTS Evaluation and Selection” Paper presented in an International Conference on Communication, Computing and Networking (ICCCN 2018) at NITTR, Chandigarh on March 29-30, 2018. 8. Dixit, S.K., & Samant S. P. (2018). Perceived risk as a determinant of Relationship profitability in International Business” Poster presented and published at the Annual Academia- Industry Exchange 2018Conference on Ethics, Responsible Business & Sustainable Development: Challenges and Opportunities for Transformation and Growth, Open University, Hong Kong, SAR. 9. Gupta, P (2018). Ambidexterity as an Antecedent of Internationalization: Study of Indian MNCs (Working paper to be presented on Apr 26-28, 2018, followed by submission to Journal of the Academy of Marketing Science (JAMS). JAMS Emerging Markets Conference at Indian School of Business (ISB) Hyderabad, April 26-28, 2018. 10. Jha. A, & Kanungo, Anil K .(2018). Presented Research papers titled “A Prospect for Air Services in Indonesia under modified GATS: India -China Dimension” at IIFT International

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Conference on Empirical Issues in International Trade and Finance during December 13-14 2018 at IIFT New Delhi India. 11. Kaul Arshia, Aggarwal, Sugandha, and Jha, P.C. 2018. A Fuzzy-Multi-Criteria Decision Making for Television Channel Selection presented in International Conference On Innovative Research in Various Management Practices, Law and Governance for Sustainable Development (MPLG‐2018) held at Jawaharlal Nehru University, New Delhi, on 25th August, 2018. 12. Kumar Ravindra and GL Sharma (2018), Ease of Doing Business: India Marching Ahead, Paper presented in the International Conference on ‘Ease of Doing Business: Make in India’, School of Business Studies, organized by the Sharda University, Greater Noida (05th and 06th April 2018). 13. Sahi, G. (2018). Performance Evaluation of Artificial Neural Network for Usability Assessment of E-commerce Websites. Paper presented and published at the IEEE Third International Conference for Convergence of Technology (I2CT 2018), Pune, India (indexed with Scopus).

14. Sheetal Singh (2018), Perception of Management Curriculum- EFA, 18th Global Conference on Digitalization and Flexibility for Organizational Management and Transformation, organized by Indian Institute of Management, Lucknow. 15. Sheetal Singh (2018), Perspectives and Approaches for Employable Skill Development in New India, NMML Auditorium, Teen Murti Bhawan, New Delhi, Organized by Jaipuria School of Business, Ghaziabad. 16. Sheetal Singh (2018), Role of Management Curriculum – A Demographic Study, First PAN IIT International Management Conference, Indian Institute of Technology, Roorkee. 17. Sirohi, Rajeev; & Chauhan Pankaj. (2018). An Empirical Study to Examine the Factors Influencing SMEs to Use Social Media for Their Business Purposes. Paper presented in the International Conference and Ph.D. Consortium in Finance, organized by Mittal School of Business, Lovely Professional University, Punjab on April 6-7, 2018.

Article Published(2018) 1. An article written by Prof. Anil K. Kanungo on `How Trump presidency is weakening US against China; speeding America’s retreat from Asia' was published in Financial Express on January 15, 2018. 2. An article written by Prof. Anil K. Kanungo on `Challenges for Chinese economy: Can China reignite investment growth in 2018' was published in Financial Express on February 19, 2018. 3. An article written by Prof. Anil K. Kanungo on ` WTO meet: Challenges before the Delhi mini-ministerial' was published in Financial Express on March 20, 2018. 4. An article written by Prof. Anil K. Kanungo on ` City urbanization: Here’s what India can learn from China' was published in Financial Express on May 28, 2018. 5. An article written by Prof. Anil K. Kanungo on ` Why the trade war won’t hurt China' was published in Financial Express on July 16, 2018. 6. An article written by Prof. Anil K. Kanungo on `Challenges for Chinese economy: Can China reignite investment growth in 2018 Public health TRIPS at WTO' was published in Financial Express on August 14, 2018. 7. An article written by Prof. Anil K. Kanungo on ` Decoded: Why FTAs are getting popular?' was published in Financial Express on September 28, 2018. 593

8. An article written by Prof. Anil K. Kanungo on ` Global trade: A message to India amidst protectionist policies of Donald Trump' was published in Financial Express on November 08, 2018.

Session Chair/ Co Chair (2018) 1) Bali Shivani, (2018). Chaired a session on Data Analysis & Decision Making in an International Conference on Quality, Reliability, Infocom Technology and Business Operations organized by Department of Operational Research, University of Delhi, Society for Reliability Engineering, Quality and Operations Management (SREQOM). Co-organized by Luleå University of Technology, Sweden, scheduled during December 27-29, 2018. 2) Dixit, Sushil Kumar, (2018), delivered a session on “Fostering Cooperation between Chinese and Indian enterprises and/or research institutes” in “China-India Technology Transfer Workshop” held during 14-16 June 2018 at Kunming, Yunnan PRC. The workshop was hosted by MOST PRC and Department of International Cooperation, and Department of Science and Technology of Yunnan Province. 3) Dixit, Sushil Kumar. (2018), Delivered a session on “Collaborative Innovation for Business Success” at “3rd India–China Technology Transfer, Collaborative Innovation and Investment Conference” organized by India China Trade Centre on December 18-19, 2018 at The Grand, New Delhi. 4) Dixit, Sushil Kumar. (2018). Legal Aspects of Digitizing India in National Conference on Digital Intervention for Economic Growth at Lal Bahadur Shastri Institute of Management, New Delhi on March 22-23, 2018.

Training /FDP Attended(2018) 1) Bali, S. (2018). Faculty Development Program on Machine Learning with Business Applications, from IIM – Banglore held on May 21-25, 2018. 2) Joshi, G. (2018). Certificate Course in Advanced Predictive Modelling from SAS Pvt. Ltd (USA). 3) Joshi, G. (2018). Certificate Course in ANOVA, Regression, and Logistic Regression from SAS Pvt. Ltd (USA). 4) Porwal. R. (2018). Attended and successfully completed AICTE sponsored Short Term Course on “Machine Learning and its Applications” organized by/ at Indian Institute of Technology (IIT), Roorkee, (UK), India, Jul. 09 – 13, 2018. 5) Porwal. R. (2018). Attended and successfully completed AICTE sponsored Short Term Course on “Deep Learning: Theory and Practice” organized by/ at Indian Institute of Technology (IIT) – Banaras Hindu University (BHU), Varanasi, (UP), India, Dec. 12 – 17, 2018. 6) Porwal. R. (2018). Attended Faculty Development Programme on “Curriculum Building for Data Science & Business Analytics” organized by SAS India at Lal Bahadur Shastri Institute of Management, New Delhi, India, Sep. 25 – 27, 2018 7) Sheetal Singh (2018), FDP on Curriculum Building for Data Science and Business Analytics, SAS and LBSIM. 8) Sheetal Singh (2018), FDP on Structural Equation Modeling, Mata Sundari College for Women, Delhi University.

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9) Sheetal Singh (2018), National conference on “Perspectives & Approaches for Employable Skill Development in New India, NMML Auditorium, Teen Murti Bhawan New Delhi, organized by Jaipuria School of Business, Ghaziabad. 10) Sheetal Singh, Human Resource Development under Dr. Kailash B L Srivastava, IIT Kharagpur & NPTEL (21st May - 28th Oct 2018). 11) Sheetal Singh, Marketing Research and Analysis under Dr J.K. Nayak, IIT Roorkee & NPTEL (21st May - 07th Oct 2018). 12) Tyagi, S.K. (2018). Certificate Course in Advanced Predictive Modelling from SAS Pvt. Ltd (USA). 13) Tyagi, S.K. (2018). Certificate Course in ANOVA, Regression, and Logistic Regression from SAS Pvt. Ltd (USA).

Year – 2019 Publications: National/ International Journals(2019)

1. Agnihotri., S. & Nagpal.,(2019) Impact of high frequency trading on market quality: Testimony from Indian derivative equity market” The IUP Journal of Applied Finance. 2. Bansal M, Vij A.K., Nayyar Ruchi (2019), Flexible Mental Models and Collective Wisdom through Social Media- an ISM Approach, Journal of Operations and Strategic Planning, Sage publications. (Accepted- To Appear). 3. Jaidev B., Garg S, Makkar.S, 2019 “Artificial Intelligence to Prevent Road Accidents”, International Journal of Machine Learning & Networked Collaborative Engineering. Vol 3, Iss 1, pp 35-45. 4. Kumari, G., Alam, A., Joshi, G.,(2019), “Job Satisfaction Level of Software Professional: A Case study of IBM India Pvt; Ltd. Gurgaon”. Paper Published in Advances in Intelligent Systems and Computing (Springer Nature), pp. 591-604. 5. Nayyar, Ruchi, Kulshrestha, Shitika, Vij, A.K., and Sanghi, Seema, (2019), “Sculpting role of Emotional and Spiritual Intelligence for Retention: A study of Higher Education System in India”, International Journal of Information Systems & Management Science, Vol. 2, No. 2, 2019. Available at SSRN: https://ssrn.com/abstract=3379582 6. S.Makkar, 2019 “Two Stage Suply Chain Optimization for Perishable Products under Fuzzy Environment”,International Journal of Risk and Contingency Management,IGI Global vol 3, iss 3, pp.31-48 7. S.Makkar, Solanki,V.,Devi.R, 2019 “Applications of Machine Learning Techniques in Supply Chain Optimization”, System Reliability, Quality Control, Safety, Maintenance and Management, Springer Nature-accepted and under production(Scopus Indexed) 8. S.Makkar, V.Solanki, 2019 “Big Data & Machine Learning Progression with Industry Adoption” BA Handbook of Internet of Things & Big Data, Science, Technology, and Management Series, pp 275-288 Taylor & Francis Group, CRC Press, USA. 9. Singh, A. (2019). Examining the role of performance management processes in improving perceived system knowledge. International Journal of Indian Culture and Business Management (Inderscience Publication). 595

10. V.Solanki, S.Makkar, R.Kumar, J Chaterjee,2019 “Theoretical Analysis of Big Data for Smart Scenarios”, Internet of Things and Big Data Analytics for Smart Generation, pp 1-12. Springerlink, US (Scopus Indexed, SciMago) 11. Vishesh, Mittal Sanjeev, Bali Shivani. (2019). A Study of Key Decision Criteria for Buying Decision Making Process with reference to Smart Phones using DEMATEL. Unnayan: International Bulletin of Management & Economics. January 2019, Vol. X, pp. 24-35.

Chapters in Edited Book / Magazines/ Conference Proceedings(2019)

1. Singh, A. (2019). Qualitative Research: Exploring the performance context in software service industry. Sage Research Methods Cases. 2. Pathak, D., & Agnihotri, S. (2019). Factors That Determine B-School Selection. In New Age Admissions Strategies in Business Schools (pp. 18-35). IGI Global. 3. V.Solanki, S.Makkar, R.Kumar, J Chaterjee,2019 “Theoretical Analysis of Big Data for Smart Scenarios”, Internet of Things and Big Data Analytics for Smart Generation, pp 1-12. Springerlink, US (Scopus Indexed, SciMago) 4. S.Makkar, V.Solanki, 2019 “Big Data & Machine Learning Progression with Industry Adoption” BA Handbook of Internet of Things & Big Data, Science, Technology, and Management Series, pp 275-288 Taylor & Francis Group, CRC Press, USA. 5. S.Makkar, Ashirwad K S, Sweta S M, 2019 “Challenges and Opportunities of Internet of Things for Health Care” A Handbook of Internet of Things in Biomedical and Cyber Physical System, Chapter 12,Vol 165, Springer Nature Switzerland-accepted and under production

National/ International Conferences/ Seminars/ Workshops(2019)

1. Agnihotri, S.(2019). Has Technological Advancement Changed the Trading Ecosystem? An Empirical Evidence from High-Frequency Trading in India Emerging Perspectives in FinTech Date: January 21, 2019- (Conference is of IIT-Delhi and Ministry of Finance). 2. Ahuja, Rashmi. (2019). “Determinants of Current Account Deficit in developing economies: The Case of India”. Paper Presented at International Conference on Business, Economics & Sustainable Development (ICBESD 2019) during January 17-18, 2019 organized by TERI School of Advanced Studies, Delhi. 3. Bhasin, Vandana, "Secure Index on distributed data: UML extension for Wireless Sensor Networks", Paper presented at CONSILIO 2019, MGM College of Engineering and Technology, Noida, June 8-9, 2019. 4. Gupta, Saumya & Malhotra, Nidhi (2019). “Volatility Spillovers and Correlation Between Cryptocurrencies and Asian Equity Markets”. Paper presented in the International Conference on Business & Management at Delhi School of Management, Delhi Technological University on 29-30 March 2019. The paper won second-best paper position and cash prize. 5. Kaul, A., Aggarwal, S., Jha, P.C. (2019) Selection of Television Channels for Product Promotion: A Fuzzy-TOPSIS Approach, to be published in Springer. (Presented in 8th International Conference on Soft Computing for Problem Solving, Dec 17-19 2019, VIT, Vellore).

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6. Kaur Jasmine, Arora Vernika, Bali Shivani (2019). “Influence of Technological Advances and Change in Marketing Strategies using Analytics in Retail Industry”. Paper presented in International Conference on Recent Trends in engineering, technology and Business Management (ICRTETBM 2019) organized by Amity University, Noida during Feb 20-22, 2019 7. Kumari, G., Alam, A., Joshi, G.,(2019), “The Impact of Working Environment on Job Satisfaction of Software Professionals in Software Industry: A Case Study of Wipro Technologies, Greater Noida, India”. Paper Presented at International Conference on Sustainable Computing in Science, Technology & Management (SUSCOM-2019) on February 26 - 28, 2019. 8. Malhotra, Nidhi & Arora, Akshay (2019). “Sentiment Analysis of Twitter on Indian Stock Markets”. Paper presented in the International Conference on Business & Management at Delhi School of Management, Delhi Technological University on 29-30 March 2019. 9. Malhotra, Nidhi, Chandra, Abhijeet & Vashisht, Renu (2019). “Volatility Spillover from Gold on Asian Equity Markets: An Empirical Analysis”. Paper presented in the 10th Conference on Excellence in Research and Education (CERE 2019), IIM Indore, 03-5 May 2019. 10. Sheetal Singh (2019), Mineral Corbonation using Natural mineral and industrial waste” at 6th International conference on Production and industrial engineering (CPIE 2019) organized by NIT Jalandhar in association with NIT Sikkim, NIT Mizoram, NIT Srinagar, Springer and Global Institute of Flexible System management, New Delhi.

Article Published(2019) 1. An article written by Prof. Anil K. Kanungo on ` Govt doesn’t have fiscal capacity to implement anything close to a true UBI' was published in Financial Express on March 06, 2019. 2. An article written by Prof. Anil K. Kanungo on ` For developing countries, special and differential treatment still holds the key' was published in Financial Express on April 10, 2019. 3. An article written by Shalini Agnihotri on The Untold Story of Indian ‘Payment Banks’- Hindu Business line, dated 6/06/2019. 4. An article written by Shalini Agnihotri on Reality check on FinTech revolution- The Pioneer, dated 11/06/2019. 5. An article written by Abhishek Jha on “Talking Fair Trade in Delhi” got published in The Hindu’s editorial page on 6th May 2019 https://www.thehindu.com/opinion/op-ed/talking-fair- tradeindelhi/article27041032.ece. 6. An article written by Abhishek Jha on “Revoking Pakistan's MFN status: More symbolic than punitive” got published in The Hindu’s editorial page on 21st Feb, 2019. https://www.thehindu.com/opinion/op-ed/more-symbolic-than-punitive/article26324125.ece 7. An article written by Abhishek Jha on “India’s Agriculture Export Policy: Incidence of non- tariff measures increasing, little understanding of existing restrictions” got published in The Financial Express’s opinion page on 5th March, 2019. https://www.financialexpress.com/opinion/indias- agriculture-export-policy-incidence-of-non-tariff-measures-increasing-little-understanding-of-existing- restrictions/1505020/. Session Chair/ Co Chair(2019)

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1. Bali Shivani, (2019). Chaired a session on Innovation & Recent Trends in an International Conference on Recent Trends in engineering, technology and Business Management (ICRTETBM 2019) organized by Amity University, Noida during Feb 20-22, 2019. 2. Dixit, Sushil Kumar. (2019), Resource Person in Technical session on Social Responsibility of Business Enterprises in “India–China Youth Entrepreneurs Forum” on 27th March 2019 at Le Meridian Hotel, New Delhi.

Training /FDP Attended(2019) 1) Bhasin, V. (2019). Artificial Intelligence and Machine Learning on Python, Netaji Subhash University of Technology, 2 weeks, 17-06-2019 to 28-06-2019.

Annexure VI (E) Seed Research Project (2015-16) Management Area S. No. Faculty Title of the Project

A predictive model approach to distinguish between 1. Dr. Shivani Bali the benign and malignant cases in Breast cancer

Antecedents of Brand equity in Car Industry-Emerging 2. Dr Praveen Gupta market perspective

Dr Rashmi A study of influence and intensity of consumer's 3. Sharma sentiments on facebook social media platform

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Impact of social relationships on electronic word of Prof Smita mouth in social Networking sites: A study of Indian 4. Sharma SNS users Dr Monika Analyzing response assymetry in return and voladility 5. Chopra spill over from India VLX to Indian Stock Market

IT Area S. No. Faculty Title of the Project

Dr Rekha 1. Kashyap Cost Driven real time scheduling model for cloud

Prof Pallavi ChiWeb: A framework for monitoring child behaviour and 3. Sharma health status using mobile phone

Using Trie as an indexing method for high velocity data 4. Prof Shuvro Roy with fixed length keys

Prof Hemlata 5. Sharma Emperical study of object-oriented Dynamic Metrices

On-going Seed Research Projects (2016-17) Management Area

S.No Faculty Title

Prof Smita A study of User Behaviour in Social Networks: Indian 1. Sharma Perspective

Dr Shivani An Analytical framework for supplier evaluation and 2. Bali selection: A multi-criteria decision making approach

Prof Study of Brand tension and to identify the product 3. Shalendra categories in which it is relevant Tyagi Dr Examining the role of performance mgmt. processes in 4. Anupriya improving perceived system knowledge Singh

Dr Sandhya Two stage EOQ model of perishable products from multiple 5. Makkar source to multiple destinations under fuzzy environment

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Dr Monika Forecasting volatility in Indian stock markets using Tick by 6. Chopra Tick data

IT Area S.No Faculty Title

Dr Rekha Computationally optimized decision algorithm for effective 1. Gupta blood supply chain management

Dr Measuring website usability using SEM and ANN: A 2. Geetanjali comparative study Sahi

Prof Optimization framework for software next release: An 3. Hemlata organizational cost-benefit perspective Sharma

Seed Research Project Proposals (2018-19) IT Area S. No. Faculty Title of the Project Applying Association Rule Mining for Prof.Geetanjali Sahi analyzing performance of Indian Cricket 1. Team in T20 Format Prof. Vandana Bhasin Trust Aware Energy efficient routing 2. algorithm in wireless sensor network

Seed Research Project Proposals (2018-19) Management Area S. No. Faculty Title of the Project

Smart Phone Buying Behavior: Trends and 1. Prof. Shivani Bali Practices A Hierarchical framework for Green Supply Chain Components (A study in Indian Perspective)

2. Prof. Rajkumari Mittal

Seed Research Project Proposals (2019-20) Management Area

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S.No. Faculty Title of the Project

1. Prof. Gautam Structural changes in the Indian financial Negi system and its impact on the banking sector

2. Prof. Nidhi The Spillover Effect of U.S. Fed Target Interest Malhotra Rate News on the Asian Stock Markets

3. Prof. Vishakha A Study of the Financing Dynamics of Newly Bansal Formed Firms in India

4. Prof. Shalini Multivaiate VaR estimation of select Indian Agnihotri non-financial firms using EVT Copula method

5. Impact of Advertising Appeals on Advertising Prof. Smita Attitudes for High and Low Involvement Sharma Products

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S Area Course Case Topic in the Key Skill Learnin Progra N (Course Study curriculum focused in g mme o. Code) Title covered teaching Outcom Outco the case e of me study Course focuse focused d 1 Marketing Strategic The Great Brand Updating CO1 PO1 Brand Battle of Positioning Brand Management Instant Positioning (MKT 411) Noodles in Matrix India 2 Marketing Strategic got milk? Brands vs Building a CO1 PO2 Brand BRANDIN Products, strong brand Management G A Importance (MKT 411) COMMOD of Brands ITY 3 Marketing Strategic Red Bull: Brand Equity Building CO1 PO1 Brand Building Brand Management Brand Equity (MKT 411) Equity in non- traditional ways 4 Marketing Strategic MTV: Brand Managing CO1 PO2 Brand Building Resonance Brands over Management Brand Geographic (MKT 411) Resonance al Boundaries 5 Marketing Strategic Snapple: Managing Brand CO4 PO2 Brand Revitalizin Brands over Revitalizati Management g a Brand Time on (MKT 411) 6 Marketing Marketing Indian Problem Formulating CO1 PO3 Research Treat: Definition Managemen (MKT104) Noodles t Decision & Marketing Research Problem 7 Marketing Marketing Unfocused Exploratory effectivenes CO2 PO1 Research Groups Research s of focus (MKT104) (Economic groups for Times) relevant information 8 Marketing Sales & Case: Role of Sales Sales CO1 PO1 Distribution Vishal Manager Organizatio Management Julka's n, Roles & (MKT416) Dilemma Responsibili ties of Sales Manager 9 Marketing Sales & Neptune Desiging of Conflict CO2 PO5 Distribution Pluming Sales Involving Management Company Territories Sales (MKT416) Territories

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10 Marketing Sales & Six Habits Sales Negotiation CO1 PO1 Distribution of Merely Negotiations s Tactics Management Effective and Skills (MKT416) Negotiator s (Role Play) 11 Marketing Sales & Asian Channel Designing CO3 PO1 Distribution Paints (A Strategy of a Management story of Marketing (MKT416) Distributio Channel, n Channel Excellence Objectives ) and Channel Startegy 12 Marketing Sales & Channel Multi Mode Managing CO3 PO1 Distribution Manageme Channel Muli Mode Management nt: The Management Channel for (MKT416) Case of different Titan market Watches segments 13 Marketing Sales & Heliflex Channel Managing CO3 PO3 Distribution Cables Conflict Channel Management Member (MKT416) Behaviour using different influence strategies 14 Marketing Marketing Measuring Viral Model CO1 PO1 Analytics word of Marketing Building for (MKT 208) mouth Viral Marketing 15 Marketing Marketing The Watt’s Watt’s CO1 PO1 Analytics Accidental model, model of (MKT 208) Influentials Viral Marketing 16 Marketing Marketing Twitter Text Mining Applying CO2 PO3 Analytics mood Text Mining (MKT 208) predicts in Real Life, the stock Sentiment market Analysis, 17 Marketing Marketing Manage Resource Modelling CO3 PO7 Analytics Marketing Optimization the (MKT 208) by the between Relationshi Customer Customer p between Equity Acquisition Spending and and Customer Customer Retention Acquisition and Retention, Basic 603

Model for Optimizing Retention and Acquisition Spending, 18 Marketing Marketing Online Ad Pay Per Pay per CO2 PO3 Analytics Auctions Click Model Click (PPC) (MKT 208) Online Advertising Model 19 Marketing Marketing New Car Forecasting Forecasting CO1 PO1 Analytics demand new product (MKT 208) modelling sales – The and Bass forecasting Diffusion using bass Model diffusion model 20 IT ITBD “One Digital Understand CO-1 LG-2 Sony” Technology the global Strategy Infrastructur factors Simplifies e affecting Global businesses Collaborati in a world on of (Turban, collaboratin Volonino g and Wood. enterprises. Case 4.1, pp. 94)

21 IT ITBD BMW Emerging Use of CO-3 LG-4 Becomes Trends in Cloud based More Technology solutions in Competitiv Enterprises e with for optimal Private and service Hybrid delivery. Clouds (Turban, Volonino and Wood, Case 2.2, pp. 60) 22 IT MIS Salesforce. Technologies Use of CO-3 LG-7 com: for Strategic cloud Cloud Advantage computing Services techniques Go for Mainstrea managing m Information 604

Systems

23 IT MIS LinkedIn Cyber- Use of CO-3 LG-7 Hack: security and Search Lessons Risk Strategies, Learned Management Social and Media Hidden Strategies & Dangers Metrics and skills related to Cyber- Security in concerned problem domain 24 IT Big Data Analyzing Handling How Big CO-4 LG-7 Analytics Real-Time Big Data Data can be Big Data analyzed 25 IT INF (102)- APC Understandin enhancemen CO1, PO3 SAB Consulting g Formulas t of students CO2 and Case & their critical PO7 applications thinking, satisfie quantitative d and technical skills by solving business problems using data analysis tools and techniques LBSIM Understandin Academic g Formulas Calender & their Case applications 26 IT OFM 104 MIS Salesforce. Technologies Use of CO-3 PO-7 com: for Strategic cloud Cloud Advantage computing Services techniques Go for Mainstrea managing m Information Systems LinkedIn Cyber- Use of CO-3 PO-7 Hack: security and Search Lessons Risk Strategies, Learned Management Social and Media Hidden Strategies & 605

Dangers Metrics and skills related to Cyber- Security in concerned problem domain 27 IT INF204 BIDM Performing Classificatio Problem CO-3; PO-1 classificati n solving and CO-4 and on on Algorithms, critical PO-7 Flight Classificatio thinking; Delay data n Model group based and Selection learning evaluating and the Evaluation performanc e of different algorithms Applying Market Problem CO-1; PO1 Associatio Basket solving and CO-2 and n Rule Analysis critical PO-7 Mining for using thinking; analyzing Association the Rules performanc e of Indian Cricket Team in T20 format Multi- OLAP of group based CO-4 PO-1 dimensiona Multidimensi learning and and l analysis onal creatively PO-7 of Database; designing Olympics Drill-down dashboards data and roll-up, slice-and- dice or rotation 28 IT INF 217 Analyzing Handling How Big CO-4 PO-7 BIGD Real-Time Big Data Data can be Big Data analyzed 29 Finance Financial Dev Café Preparation Linkage CO2 PO1 and Accounting of financial between Accountin statements financial g statements 30 Finance Financial Revenue Revenue Accounting CO1 PO5 and Accounting recognition recognition standard on Accountin standard revenue g Ind AS 115 recognition from April 606

1, “The Hindu business line.com” March 29, 2018 31 Finance Financial Annual Annual Importance CO4 PO1 and Accounting report can report of various Accountin reveal the components g secrets a of annual company report wants to hide: Here's how to uncover, Economic Times. 32 Finance Financial Joan Holtz Depreciation Purchase CO1 PO1 and Accounting price of Accountin plant and g machinery 33 Finance Management Current Cost Product and CO1 PO1 and Accounting designs identification period cost Accountin g 34 Finance Management A votre Decision Right CO2 PO5 and Accounting Sante: making costing for Accountin product decision g costing and related to decision buying and analysis in pricing the Wine industry 35 Finance Management Judd's Budgeting Prepration CO3 PO5 and Accounting reproductio of budgets Accountin n for decision g making 36 Finance Management Motex Pen Activity Traditional CO1 PO2 and Accounting based Vs activity Accountin Costing based g costing 37 Finance Project Reichmann Financing of Optimizatio CO2 PO5 and Appraisal and Brothers projects n of capital Accountin Financing structure g 38 Project Feasibility Financial Financial CO2 PO5 Appraisal and study of appraisal Appraisal of Financing biomass projects project

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39 Finance Project The Public- Tenets of CO4 PO5 and Appraisal and Sydney private public Accountin Financing Airport patnership private g Link partnership 40 Finance Financial Intrepretin Income Accounting CO2 PO1 and Analysis g Financial measurement Standard Accountin Reports: g Biocon limited 41 Finance Financial Satyam Reporting of Maniplation CO3 PO3 and Analysis computer assets in Accountin accounting g books 42 Finance Financial Gitanjali Debtors Provision CO2 PO2 and Analysis Gems recognition for doubtful Accountin debts g 43 Finance Mergers, Cost of Cost of Calculation CO2 PO2&3 Acquisitions capital capital of cost of and Corporate Calculation capital for Restructuring of Cipla valuation (FIN 309) Ltd. and capital budgeting 44 General Entrepreneurs Farmery: Managem hip, Strategic Scaling a ent Management Start-Up in an Emerging Economy 45 Finance Management How Overview of Understandi CO2 PO1 & of Financial Edelweiss the Indian ng how 2 Services (FIN built a Financial financial 307) business System and service for the Financial firms long run services, operate, Financial their Services and business the model, Economy, competition Financial etc Sector Reforms, Future Challenges. 46 Finance Management Here’s Merchant Understandi CO2 & PO1 & of Financial Why Banking and ng how a 3 2 Services (FIN Spotify Initial public company 307) Listing offerings can list Isn’t an without IPO issuing shares through a 608

merchant banker

47 Finance Management Is this Venture Developing CO2 & PO1 & of Financial relatively Capitalists understandi 3 2 Services (FIN unknown ng of VC 307) firm industry in India’s India smartest VC?-The answer might be a bit of a surprise 48 Finance Management How Tiger Venture Developing CO2 & PO1 & of Financial Global Capitalists understandi 3 2 Services (FIN redefined ng of VC 307) the 3Vs of industry in India’s India startup ecosystem 49 Finance Management The Venture Developing CO2 & PO1 & of Financial Kalaari- Capitalists understandi 3 2 Services (FIN Snapdeal ng of VC 307) tango industry in reaches the India exit 50 Finance Management TaxiForSur Venture Term CO2 & PO1 & of Financial e co- Capitalists structure of 3 2 Services (FIN founder Investment a VC deal 307) pads up for his second innings 51 Finance Management Mutual Mutual Discussion CO2 & PO1 & of Financial Fund: Sebi Funds of recent 3 2 Services (FIN may developmen 307) tighten ts in Mutual liquid MF fund sector rules 52 Finance Management For small Factoring Recent CO2 & PO1 & of Financial companies Developme 3 2 Services (FIN struggling nt in 307) for credit, Factoring money Industry in finds a way India 53 Finance Management Can digital Insurance CO2 & PO1 & of Financial insurers 3 2 Services (FIN replicate 307) ZhongAn’s success in India?

609

54 Finance Management PolicyBaza Insurance How CO2 & PO1 & of Financial ar.com technology 3 2 Services (FIN wants to is changing 307) take the insurance landscape of back to its Insurance roots-And sector in in the India process, get to 100 million customers 55 Finance Management Inside the Digital Digital CO2 & PO1 & of Financial Paytm Payments Payment 3 2 Services (FIN Payments Industry in 307) Bank India fiasco 56 Marketing B2B Maruti Supply Procuremen CO2, PO 3, Marketing Suzuki Chain , t, Bidding, CO3, 5, 7 Supply Value Chain, Vendor CO4 Chain Vendor Managemen Development t 57 Marketing B2B Mahindra Vendor Cost CO2. PO 3, Marketing & Development Managemen CO3, 5, 7 Mahindra t, Vendor CO4 Supply Managemen Chain t 58 Marketing Strategic Hector New Product Environmen CO1, PO 1, Marketing Beverages Development t Analysis, CO2 2, 3 & Fruit Opportunity Juices Analysis Industry 59 Marketing Strategic KWID Vs New Product Environmen CO1, PO 1, Marketing ALTO Development t Analysis, CO2 2, 3 Opportunity Analysis, Segmentatio n & Positioning 60 Marketing Digital & The Digital Strategic CO-4 PO-1 Social Media VANCA: marketing thinking, Marketing Reworking strategy Problem (MKT 410) Digital solving Marleting Strategy 61 GIVEINDI Online Strategic CO-2 PO-4 A: On The marketing thinking and Net For A planning Cause capabilities, Problem solving

610

62 MATE1.C Importance Teamwork, CO-1 PO-3 OM: of digital Initiative, Digital marketing Adaptability Dating to change Dilemma 63 TECH Social media Communica CO-2 PO-2 TALK: marketing tion skill,

Creating A Problem Social solving Media Marketing Strategy 64 LA Social media Communica CO-2 PO-2 PROTECT marketing tion skill, ORA: Adaptability Engagning to change In Social Media For A Social Cause Annexure VI (F)

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Annexure VII

Related to Criteria – VII: Industry and International Connect

VII (A) MOU’s

VII (B) MDP’s

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Annexure VII (A)

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Annexure VII (B)

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Annexure VIII

Related to Criteria – VIII: Course Curriculum (same as Annexure VI (D))

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