In Everything You Do Put God First and He Will

Direct You and Crown Your Efforts With Success.

 Sri Srinivasa Educational and Charitable Trust®

SAPTHAGIRI COLLEGE OF ENGINEERING

(Affiliated to VTU, Belagavi, and Recognized by AICTE, New Delhi)
(Accredited by NAAC with “A” Grade)
(ISO 9001-2015 and 14001-2015 Certified Institute)
14/5, Chikkasandra, Hesaraghatta, Main Road, Bengaluru-560057, Karnataka, India.

B.E. 2018 Scheme

Fifth Semester Syllabus
Electronics and Communication Engineering
Choice Based Credit System (CBCS) and Outcome Based Education (OBE)
Subject/Course: Technological Innovation Management and Entrepreneurship

Course code : 18ES51 CIE MARKS : 40

Lecture Hours/Week : 03 Tutorial : 00 Practical : 00 SEE MARKS : 60
Total number of lecture hours : 40 (08 Hours / Module) Exam Hours : 03
CREDITS 03

Course Learning Objective

This course will enable students to:
 Understand the basic skills of Management
 Understand the need for Entrepreneurs and their skills
 Identify the Management Functions and Social Responsibilities
 Understand the Ideation Process, creation of Business Model , Feasibility Study and
sources of funding

Module -1
Management: Nature and Functions of Management- Importance, Definition, Management
Functions, Levels of Management, Roles of Manager, Managerial Skills, Management &
Administration, Management as a Science, Art & Profession.
(selected topics of chapter 1, Text book-1)
Planning: Planning-Nature, Importance, Types, Steps and Limitations of Planning; Decision
Making – Meaning, Types and steps in Decision Making
(selected topics from chapters 4 & 5, Text 1) L1,L2

Module -2
Organizing and Staffing: Organization-Meaning, Characteristics, Process of Organizing,
Principles, Principles of Organizing, Span of Management (meaning and importance only),
Departmentalization, Committees-Meaning, Types of Committees; Centralization Vs
Decentralization of Authority and Responsibility; Staffing-Need and importance,
Recruitment and Selection Process.
(selected topics of chapters 7,8 &11, Text book-1)
Directing and Controlling: Meaning and Requirements of Effective Direction, Giving
Orders; Motivation-Nature of Motivation, Motivation Theories (Maslow’s Need-Hierarchy
Theory and Herzberg’s Two Factor Theory); Communication- Meaning, Importance and
Purposes of Communication; Leadership-Meaning, Characteristics, Behavioural Approach
of Leadership; Coordination-Meaning, Types, Techniques of Coordination; Controlling-
Meaning, Need for Control System, Benefits of Control, Essentials of Effective Control
System, Steps in Control Process.
(selected topics of chapters 15,18 &9, Text book-1) L1,L2

Module -3
Social Responsibilities of Business: Meaning of Social Responsibility, Social
Responsibilities of Business towards Different Groups, Social Audit, Business Ethics and
Corporate Governance.
(selected topics of chapters 3, Text book-1)
Entrepreneurship: Definition of Entrepreneur, Importance of Entrepreneurship, concepts
of Entrepreneurs, Characteristics of Successful Entrepreneur, Classification of
Entrepreneurs, Myths of Entrepreneurship, Entrepreneurial Development models,
Entrepreneurial development cycle, Problems faced by Entrepreneurs and capacity
building for Entrepreneurship.
(selected topics of chapters 2, Text book-2) L1,L2

Module -4
Family Business: Role and Importance of Family Business, Contributions of Family
Business in India, Stages of Development of a Family Business, Characteristics of a Family-
owned Business in India, Various types of family businesses.
(selected topics of chapters 4, [page 71-75] Text book-2)
Idea Generation and Feasibility Analysis- Market Entry Strategies; Marketing Feasibility;
Financial Feasibilities; Political Feasibilities; Economic Feasibility; Social and Legal
Feasibility; Technical Feasibilities; Managerial Feasibility, Location and Other Utilities
Feasibilities.
(selected topics of chapters 6, [page No. 111-1175] & chapters 7, [page No. 140-142]
Text book-2) L1,L2

Module -5
Business model- Meaning, designing, analyzing and improving; Business Plan-Meaning,
Scope and Need; Financial, Marketing, Human Resource and Production/Service Plan;
Business plan Formats; Project report preparation and presentation; Why some Business
Plan fails?
(selected topics of chapters 8, [page 159-164] Text book-2)
Financing and How to start a Business? Financial opportunity identification; Banking
sources; Nonbanking Institutions and Agencies; Venture Capital-Meaning and Role in
Entrepreneurship; Government Schemes for funding business; Pre launch, Launch and Post
launch requirements; Procedure for getting License and Registration; Challenges and
Difficulties in Starting an Enterprise.
(selected topics of chapters 7, [page 147-149], chapters 5 [page 93-99] & chapters 8
[page 166-172] Text book-2)
Project Design and Network Analysis: Introduction, Importance of Network Analysis,
Origin of PERT and CPM, Network, Network Techniques, Need for Network Techniques,
Steps in PERT, CPM, Advantages, Limitations and Differences.
(selected topics of chapters 20, Text book-3)

Course Outcomes: After studying this course, students will be able to:
CO1. Understand the fundamental concepts of Management and Entrepreneurship and
opportunities in order to setup a business.
CO2. Identify the various organizations architecture
CO3. Describe the functions of Managers, Entrepreneurs and their social responsibilities
CO4. Understand the components in developing a business plan
CO5. Recognize the various sources of funding and institutions supporting entrepreneurs

Text Books
Principles of Management – P.C Tripathi, P.N Reddy, McGraw Hill Education, 6th
1.
Edition, 2017, ISBN-13:978-93-5260-535-4.
Entrepreneurship Development Small Business Enterprises – Poornima M
2.
Charantimath, Pearson Education 2008, ISBN 978-81-7758-260-4.
Dynamics of Entrepreneurial Development and Management by Vasant Desai.
3.
HPH 2007, ISBN: 978-81-8488-801-2.
Robert D. Hisrich, Mathew J. Manimala, Michael P Peters and Dean A. Shepherd,
4. “Entrepreneurship”, 8th Edition, Tata Mc-Graw Hill Publishing Co. Ltd.-New Delhi,
2012.

Reference Book
Essentials of Management: An International, Innovation and Leadership perspective by
1. Harold Koontz, Heinz Weihrich McGraw Hill Education, 10th Edition 2016. ISBN-978-
93-392-2286-4.
 Vision of College
To be a best institution imparting quality engineering education to deal with community
needs through learning and performance.
Mission of College
M1 To implement path breaking student centric education methods.
To augment talent, nurture teamwork to transform to develop individual as
M2
responsible citizen.
To educate the students and faculties about entrepreneurship to meet vibrant
M3
requirements of the society.
M4 To Strengthen Industry-Institute Interaction for knowledge sharing.

Vision of Department
To be an endeavoring department for providing globally relevant learning experience to
the students.
Mission of Department
Enrich learning experience of students with creative and innovative teaching
M1
methods.
M2 Inculcate societal responsibility in students.
Develop entrepreneurial skills of students to make them entrepreneurs rather than
M3
employees.
Partner with Industry for focusing on real-life problems and make learning more
M4
practical.

Program Educational Objectives (PEOs)

Lead a successful career by providing solutions to the problems in the field of
PEO1 Electronics & Communication Engineering and for sustainable environmental
development.
Exhibit professional and team building attitude along with effective
PEO2
communication.
PEO3 Pursue higher education for continuous learning.
 PROGRAM OUTCOMES
Apply the knowledge of mathematics, science, engineering
Engineering
PO1 fundamentals and an engineering specialization to the solution
Knowledge
of complex engineering problems.
Identify, formulate, review research literature and analyze
Problem complex engineering problems reaching substantiated
PO2
Analysis conclusions using first principles of mathematics, natural
sciences, and engineering sciences.
Design solutions for complex engineering problems and design
Design/
system components or processes that meet the specified needs
PO3 Development of
with appropriate consideration for the public health and safety,
Solutions
and the cultural, societal and environmental considerations.
Conduct Use research-based knowledge and research methods including
Investigations design of experiments, analysis and interpretation of data and
PO4
of Complex synthesis of the information to provide valid conclusions.
Problems
Create, select, and apply appropriate techniques, resources and
Modern Tool modern engineering and IT tools including prediction and
PO5
Usage modeling to complex engineering activities with an
understanding of the limitations.
Apply reasoning informed by the contextual knowledge to
The engineer assess societal, health, safety, legal and cultural issues and the
PO6
and Society consequent responsibilities relevant to the professional
engineering practice.
Understand the impact of the professional engineering
Environment
solutions in societal and environmental contexts and
PO7 and
demonstrate the knowledge of and need for sustainable
Sustainability
development.
Apply ethical principles and commit to professional ethics and
PO8 Ethics
responsibilities and norms of the engineering practice.
Individual and Function effectively as an individual and as a member or leader
PO9
Team Work in diverse teams, and in multidisciplinary settings.
Communicate effectively on complex engineering activities with
the engineering community and with society at large, such as,
PO10 Communication being able to comprehend and write effective reports and
design documentation, make effective presentations and give
and receive clear instructions.
Demonstrate knowledge and understanding of the engineering
Project
and management principles and apply these to one’s own work,
PO11 Management
as a member and leader in a team, to manage projects and in
and Finance
multidisciplinary environments.
Recognize the need for and have the preparation and ability to
Life-Long
PO12 engage in independent and life-long learning in the broadest
Learning
context of technological change.
 Module 1

Management: Nature and Functions of Management- Importance, Definition,

Management Functions, Levels of Management, Roles of Manager, Managerial
Skills, Management & Administration, Management as a Science, Art &
Profession.
(selected topics of chapter 1, Text book-1)
Planning: Planning-Nature, Importance, Types, Steps and Limitations of
Planning; Decision Making – Meaning, Types and steps in Decision Making
(selected topics from chapters 4 & 5, Text 1)

Text Book: Principles of Management by Tripathi P C and P N Reddy, 2/e,

TMH
Management:
IMPORTANCE OF MANAGEMENT:
• Management is a critical element in the economic growth of a country.
• Management is essential in all organized efforts.
• Management is the dynamic, life-giving element in every organisation.
DEFINITION OF MANAGEMENT:
• According to Mary Parker Follett "Management is the art of getting things done through
people."
• According to George Terry "Management as a process consisting of planning, organizing,
actuating and controlling, performed to determine and accomplish the objective by the use
of people and resources."
• According to F.W.Taylor "Management is knowing exactly what you want, meant to do
and see to it so that they do it in the best and cheapest ways."
• According to Peter Ducker "Management is a multipurpose organ that manages a
business, manages a manger, workers and work."
• According to Claude S. George " Management is the central core of our national as well as
personal activities, and the way we manage ourselves and our institutions reflects with
alarming clarity what we and our society will become."
NATURE AND CHARACTERISTICS OF MANGEMENT:
• Management is a universal process.
• Goal oriented.
• Social process.
• Co-ordinating process.
• Intangible (i.e. cannot be measured).
• Dynamic (i.e. always changes).
• Multidisciplinary.
• Creative activity.
• Decision making.
• Profession.
LEVELS OF MANAGEMENT:

Top level management:

Examples: Board of directors, Managing director, CEO, General Manager etc.
Middle level management:
Examples: Production, Financial, Personal managers, Department managers etc.
Low level management:
Examples: Foreman, Supervisor, Superintendent etc.
ROLES OF MANAGEMENT:
• Interpersonal roles:
1. Figure head
2. Leadership
3. Liaison
• Informational roles:
1. Monitor
2. Disseminator
3. Spokesperson
 • Decisional roles:
1. Entrepreneur
2. Disturbance Handler
3. Resource Allocator
4. Negotiator
SCOPE OF MANAGEMENT:
• As an economic resource.
• As a system of authority.
• As a class.
FUNCTIONAL AREAS OF MANAGEMENT:
• Production Management
• Financial Management
• Personal Management
• Marketing
• Maintenance
• Materials
• Transport
• Systems
• Rural
• Office
FUNCTIONS OF MANAGEMENT:
• Forecasting
• Planning
• Organizing
• Staffing
• Directing and Controlling
• Motivating
• Co-ordination
• Communication
• Leadership
• Decision making
MANAGEMENT AS A SCIENCE, ART OR PROFESSION:

MANAGEMENT AS SCIENCE MANAGEMENT AS ART

Defines Describes
Proves Feels
Predicts Guesses
Objective Subjective
Measures Opinions
Impresses Expresses
Advances by knowledge Advances by experience (practice)

MANAGEMENT AS PROFESSION:
• Well defined body of knowledge
• Formal education and training
• Representative body
• Service motto
DIFFERENCE BETWEEN ADMINISTRATION AND MANAGEMENT:

ADMINISTRATION MANAGEMENT
Process of determining objective to be Planning the work as per the objective
achieved
Lays down the policies and It executes the policies and programs
principles
Prepares the framework Supervises and controls the execution
of assigned work
Plan of paper Plan on hands
Provides direction, guidance It co-ordinates all the resources and
and leadership Activities
Provides guideline to Derives strength and freedom from
management and organization administration to plan and execute the work
DEVELOPMENT OF MANAGEMENT THOUGHTS:
• Management in antiquity (earliest management practices)
• Early classical approaches
1. Scientific Management (F.W.Taylor)
2. Administrative Management ( Henri Fayol)
3. Bureaucracy Management (Max Weber)
• Neo-classical approaches
1. Human relational movement
2. Behavioural approach
• Modern approaches
1. Quantitative approach
2. Systems approach
3. Contingency approach
CONTRIBUTION OF F.W.TAYLOR:
• Analysis of job.
• Careful selection and systematic training.
• Standardization of tools and equipment.
• Functional organization.
• Classification under scientific management as follows:
1. Time and motion study.
2. Differential payment.
3. Drastic reorganisation of supervision.
4. Scientific recruitment and training.
5. Intimate friendly cooperation between management and workers.
CONTRIBUTION OF HENRI FAYOL:
• General and industrial administration.
• Division of work.
• Authority and responsibility.
CONTRIBUTION OF MAX WEBER:
• Leader oriented
• Tradition oriented
 • Bureaucratic
IMPORTANT FEATURES OF BUREAUCRATIC
ADMINISTRATION:
• Insistence on following standard rules.
• Systematic division of work.
• Knowledge of training in application of rules.
• Administrative acts decision and rules recorded in writing.
• Rational personal administration.
NEO- CLASSIC APPROACHES:
 Human relational movement: Based on human aspects
1. Illumination experiments.
2. Relay assembly test room.
3. Interview program.
4. Bank wiring observation group.
 Behavioural approach:
1. All motivational theories derived behavioural approach.
2. Recognizes the practical and situational constraints for making optimal
decisions.
3. Group of individuals with certain goals.
MODERN APPROACHES:
• Quantitative approach: Also called as Management science approach
1. Gained momentum during II world war.
2. Quantitative tools and techniques.
3. Engineering economy.
4. MIS (Management Information System)
• System approach:
1. Set of interdependent parts.
2. Open or closed [Open- interact with environment; closed independent of
environment]
3. Every system has boundary or limitations.
• Contingency approach:
 1. Methods and techniques for different situations.
2. Both analytical and situational.

PLANNING
Koontz and O’Donnell - Planning is deciding in advance what to do, when to do, how to do
and who is to do. Planning bridges a gap from where we are and where we want to go.
Harley - Planning is deciding in advance what is to be done. It involves the selection of
objectives, polices, procedures, programs from alternatives.
Haimann - Planning is informed anticipation of future. Planning is decision making in
anticipation.
NATURE AND CHARACTERISTICS OF PLANNING
• Goal oriented
• Primary function (primacy)
• Thinking process (intellectual process)
• Continuous process
• All pervasive (belongs to all)
• Involves choice
• Flexible
• Rational
• Integrated process
• Futuristic
IMPORTANCE
• Provides direction
• Minimises risk (game theory) and uncertainty (natural calamity)
• Ensures coordination
• Leads to economy
• Facilitates decision making
• Reduces overlapping and wastage of efforts
• Encourages innovation and creativity
• Facilitates control
 • Improves moral

PLANNING PREMISES
• Internal and external premises
• Tangible and intangible premises
• Controllable, semi controllable and uncontrollable
OBJECTIVES
• End points towards which all business activities are directed
• Guides the efforts and energies of company and each of its components towards
particular results
• Commit the employees and organisation to its variable accomplishments
CHARACTERISTICS OF OBJECTIVES OR REQUIREMENTS OF SOUND OBJECTIVES
 • Multiple in nature
• Have hierarchy
Objectives arranged at different hierarchy
✓ OVERALL OBJECTIVE
✓ DIVISIONAL OBJECTIVE
✓ DEPARTMENTAL OBJECTIVE
✓ INDIVIDUAL OBJECTIVE
• Form/ Creates a network
• May be long or short range
• Either tangible or intangible
IMPORTANCE OF OBJECTIVE
• Provides direction
• Strong basis for deriving policies, procedures, strategies, programs, budgets and
other plans
• Help achieving personal goals
• Effective delegation of authority
• Serves as a standard for evaluation of actual performance
• Coordinating efforts of various departments and people
STANDING PLANS

1. OBJECTIVES (as discussed)

2. POLICIES

Policies are the guidelines set up by the company for managerial decision making.
A policy is a verbal, written, or implied over all guide setting up boundaries, the supply, the
general limits and directions in which managerial action will takes place.

3. STRATEGIES

Strategies specify the route taken to achieve the objective, companies and policies.
It consists of 3 factors
• Course of action
• A commitment of resources
• A dedicated outline of all initiatives
4. PROCEDURES
Procedures are action guidelines usually written which specifies how particular activities
are to be carried out. Step by step sequence of required actions in order to achieve a certain
goal or policy.
A good procedure has to be:
• Purposeful and functional
• In written form
• Simple and clear
• Flexible
• Should be exposed to periodic reviews
5. METHODS
• Methods are subunits of procedure
• Break up of each step of a procedure
• Indicates the simplified and standardised techniques to be employed in procedure

6. RULES
Rules are standard guidelines to perform or govern the methods or activities in the
organization.
SINGLE USE PLANS
1. PROGRAMS
• A program is a precise plan which lays down the operations to be carried out
• Generally, an aggregate of several related action plans
• It includes a complex set of goals, procedures, methods, strategies etc
2. SCHEDULES
• A schedule is an extension of program which answers “when?”, for every action
specified in the program
• When, what and where, each element of the work is carried out
• A detailed day to day planning of operations
3. PROJECTS
Usually programs divided into separate parts with a clear end point creates a project
4. BUDGETS
• Written plan of future activities of the company in monitory terms
• Usually set out the targets to be achieved also specifies the expenditures
• Managerial tools for planning, programming and controlling business activities
• Allocates the resources of organisation such as man power, tools and facilities in
 the best possible manner.
Strategic v/s tactical v/s operating plans
DIFFERENCES
Strategic planning Tactical planning Operation planning
Long range plan Intermediate plan Shot range plan
Time frame is three or more Time frame is two to three Time frame is less or equal
years years to one year
Top level management Middle level management Low level management
Concerned with objectives, Concerned with procedures, Concerned with schedules
policies and programs projects and strategies and methods
Overall progress of the Integrates the work of Day to day or routine
company various departments operations and
implementing and internal
goals
Focus on planning and Focus on coordination Focus on directing and
forecasting controlling

STRATEGIES
Two important activities involved in strategic formulation
1. Environment appraisal
Political, legal, economic, competitive, social and cultural
2. Corporate appraisal
SWOT analysis
MODES OF STRATEGIC FORMULATION
• Planning mode (systemic and rational)
• Entrepreneurial mode (inside out, proactive, new oppturtunities)
• Adaptive mode (outside in, changing environments)
POLICIES
ADVANTAGES OF POLICIES
• Uniformity in action
• Speeds up decision
• Delegates authority
• Directs and gives shapes to the objectives
TYPES OF POLICIES
1. Based on function
Production, finance, marketing, sales, HR, research an development, travelling,
transportation, patent.
2. Based on sources
 Originated policy (formally)
 Appealed (appeal made by subordinates)
 Implied policy (watching, neither written nor in oral),
 Externally imposed (external agencies).
3. Levels
Major & Minor policies
GUIDELINES FOR EFFECTIVE POLICY MAKING
• Written
• Clearly understood
• Should be clear
• Methods, action and responsibilities
• Participation in formulation
• Reasonable balance between stability and flexibility
• Should support one another, should be comphrensive
• Periodic reviews must be there
STRATEGIC PLANNING PROCESS
Steps in strategic planning process
• Evaluate and improves last year strategic plan process
• Reaffirm organisation, vision, mission, values and objective
• Review organisation performance of prior year
• Evaluate the external environment
• Conduct SWOT analysis
• Identify evaluate and select alternatives
• Deploy the plan
• Update and track
STRATEGIC PLANNING PROCESS
Steps in strategic planning process
• Evaluate and improves last year strategic plan process
• Reaffirm organisation, vision, mission, values and objective
• Review organisation performance of prior year
• Evaluate the external environment
• Conduct SWOT analysis
• Identify evaluate and select alternatives
 • Deploy the plan
• Update and track
MAKING PLANNING EFFECTIVE
• Coordination
• Communication
• Participation of employees
• Proper premises etc
PLANNING SKILLS
• Ability to think ahead
• Ability to define company objectives
• Ability to forecast future environmental trends
• Ability to frame correct strategies to monitor implements strategies
• Ability to provide an appropriately timed derivatives and supportive programs

DECISION MAKING
Decision making permeates through all managerial functions such as planning,
organisation, direction and control. Decision making relates to determining the course,
deciding the orders and instructions to be given, and providing dynamic leadership.
STEPS IN RATIONAL DECISION
• Recognising problem
• Deciding priority
• Diagnosing the problem
• Developing alternative solutions or course of actions
• Measuring and comparing the solutions
• Selecting best solutions
• Converting decision into effective action
• Follow up
TYPES OF DECISION MAKING
• Programmed and non-programmed
• Major and minor
 a) Degree of futurity of decision
b) Impact of decision on functional areas
c) Qualitative factors that enters the decision
d) Recurrence of decision
• Routine & Strategic Decisions
• Individual & Group (Nominal & Delphi technique)
• Simple & Complex (Routine, Judgemental, Analytical, Adaptive)

RATIONALITY IN DECISION MAKING

(MODELS OF DECISION MAKING BEHAVIOUR)
1. Economic man model: completely rational in decision
▪ Gather all information.
▪ Mentally store this info.
▪ Accurately recall info.
▪ Do a series of complex calculations.
▪ Rank all consequences on the basis of merits.
2. Administrative man model: limited rationality
Simons model:
• Set the goal to be pursued
• Establish appropriate criteria to judge the acceptability of a solution
• Use heuristic approach to narrow down the field of search
• If no flexible solution identified, lower the criteria, repeat step 3.
• If flexible solution found, evaluate it to determine its acceptability.
• It solution is found acceptable, implement it.
• If unacceptable – initiate the search for new solution.
• Evaluate and review.
3. Social Man Model: Irrational
Man being taking decisions based on the feelings, emotions & instincts.
Environment of Decision making
1. Certainty: can specify consequences of decisions.
2. Risk: cannot be specified with certainty but can be specified with known
 probability values.
3. Uncertainty: does not know the possible outcomes and their related probabilities.
E.g. maximin, minimax, maximax.
Decision tree: Analyse a decision using decision tree linking a number of event – branches
which when fully arranged resembles a tree.
Difficulties in decision making:
1. Lack of information.
2. Un-supporting environment.
3. Non-acceptance by subordinates.
4. Ineffective communication.
5. Incorrect timing.