APPLY NOW for CGCUET Scholarship 2025-26 worth 25 Crore

Academic Departments
Academic Departments

About Department

Chandigarh Engineering College (CEC), Jhanjeri, Punjab, stands as a premier management institute in Northern India. Committed to academic excellence, CSB offers transformative learning experiences that nurture professional and socially responsible leaders.

With state-of-the-art infrastructure, an experienced faculty base, and robust industry-academic collaborations, CSB empowers students with the competencies needed for successful corporate careers and entrepreneurial ventures.

Message from the Head of the Department


Welcome to Chandigarh School of Business (CSB), where academic excellence meets real-world relevance. As Head of the Department, it gives me immense pride to lead a team of dedicated faculty, dynamic students, and a curriculum that reflects the rapidly evolving business landscape. At CSB, we are committed to nurturing future business leaders who are not only professionally competent but also ethically grounded and socially responsible.
Our MBA programs are designed to blend rigorous academic learning with experiential opportunities such as live projects, internships, industry interaction, case-based teaching, and skill enhancement workshops. We also focus on holistic development through certifications, corporate readiness modules, international exposure, and research-led learning.
With a strong focus on innovation, entrepreneurship, and global perspectives, CSB empowers students to think critically, act strategically, and lead confidently. We continually strive to strengthen our industry-academia connect, foster global partnerships, and align our academic offerings with national and international standards, including the vision of the National Education Policy (NEP) 2020. I invite you to explore our programs, connect with our vibrant academic community, and be part of a transformative journey that shapes the leaders of tomorrow.


VISION & MISSION

Vision: To be the most preferred management institution developing professional and socially responsible leaders.

MISSION

  • To provide quality education through state-of-the-art infrastructure and well-qualified faculty.
  • Inculcating managerial skills and entrepreneurship with industry-academic activities.
  • Focus on specialized practical-oriented teaching to enhance analytical skills for higher studies and best employability.
  • To imbibe ethical values and social responsibility among students.
Program Educational Objectives (PEOs)
PEO1: To inculcate knowledge in students with experiential learning and prepare the for advance study and life long learning.
PEO2: To develop strategic understanding of fundamental principles of business and competencies in the area of accounts, marketing, interpersonal skills, human resource management and entrepreneurship.
PEO3: To train the students for dynamic business environment and apply their perspectives through innovation and creativity.
PEO4: To develop competencies in qualitative and quantitative techniques to analyse the business data as well as developing an understanding of economic, legal and social environment of Indian business.
PEO5: To inculcate leadership skills, professionalism, effective communication skills, interpersonal skills and team work in students so as to enable them to manage and collaborate in diverse work environments.
PEO6: To develop responsiveness to social issues and ability to identify business solutions to address the same. Students will also be able to understand the issues of business ethics.

Program Outcomes (POs)

The program outcomes specify the knowledge, skills, values and attitudes students are expected to attain in courses or in a program. The six outcomes of MBA program are as below:

PO1: Business Environment and Domain Knowledge: Economic, legal and social environment of Indian business.. Graduates are able to improve their awareness sand knowledge about functioning of local and global business environment and society. This helps in recognizing the functioning of businesses, identifying potential business opportunities, evolvement of business enterprises and exploring the entrepreneurial opportunities.
PO2: Critical thinking, Business Analysis, Problem Solving and Innovative Solutions: Competencies in quantitative and qualitative techniques. Graduates are expected to develop skills on analysing the business data, application of relevant analysis, and problem solving in other functional areas such as marketing, business strategy and human resources.
PO3: Global Exposure: Global Exposure and Cross-Cultural Understanding: Demonstrate a global outlook with the ability to identify aspects of the global business and Cross Cultural Understanding.
PO4: Social Responsiveness and Ethics: Developing responsiveness to contextual social issues / problems and exploring solutions, understanding business ethics and resolving ethical dilemmas. Graduates are expected to identify the contemporary social problems, exploring the opportunities for social entrepreneurship, designing business solutions and demonstrate ethical standards in I.K.G. Punjab Technical University MBA Batch 2021 onwards organizational decision making. Demonstrate awareness of ethical issues and can distinguish ethical and unethical behaviors.
PO5: Effective Communication: Usage of various forms of business communication, supported by effective use of appropriate technology, logical reasoning, articulation of ideas. Graduates are expected to develop effective oral and written communication especially in business applications, with the use of appropriate technology (business presentations, digital communication, social network platforms and so on).
PO6: Leadership and Teamwork: Understanding leadership roles at various levels of the organization and leading teams. Graduates are expected to collaborate and lead teams across organizational boundaries and demonstrate leadership qualities, maximize the usage of diverse skills of team members in the related context.

Faculty

S. No. Name Designation
1 Anshul Pardesi ASST PROFESSOR
2 Arshan Bhullar ASST PROFESSOR
3 Anchit Jhamb ASST PROFESSOR
4 Rajinder Bhogal ASSOCIATE PROFESSOR
5 Palki ASSOCIATE PROFESSOR
6 Rohit Kumar PROFESSOR
7 Indu Rani ASST PROFESSOR
8 Deepak Saroha ASST PROFESSOR
9 Jyoti Arora ASSOCIATE PROFESSOR
10 Bhupinder Bedi ASSOCIATE PROFESSOR
11 Santosh Bali ASSOCIATE PROFESSOR
12 SHOBHNA GUPTA ASST PROFESSOR
13 SIMANPREET KAUR ASST PROFESSOR
14 Monika Dhaliwal ASST PROFESSOR
15 Komalpreet Kaur ASST PROFESSOR
16 Ankita Sharma ASST PROFESSOR
17 Sachin Sharma PROFESSOR
18 Atul ASST PROFESSOR
19 Anisha ASST PROFESSOR
20 Anjali ASST PROFESSOR
21 Vikas ASST PROFESSOR
22 Ashwarya Sharma ASST PROFESSOR
23 Ashok ASST PROFESSOR
24 Manpreet Kaur ASST PROFESSOR
25 Simranjeet Kaur ASST PROFESSOR
26 Harmanpreet ASST PROFESSOR
27 Neha Kumari ASST PROFESSOR
28 Mala Kapoor ASST PROFESSOR
29 Pooja Srivastava ASST PROFESSOR
30 Gaganpreet Kaur ASST PROFESSOR
31 Seenu Kumari ASST PROFESSOR
32 Sneha ASST PROFESSOR
33 Poonam ASST PROFESSOR
34 Tripti ASST PROFESSOR
35 Pallavi Jaggi ASST PROFESSOR
36 Sagar Gupta ASST PROFESSOR
37 Swapandeep Kaur ASST PROFESSOR
38 Kawal Nain Singh ASSOCIATE PROFESSOR
39 Rohan Dadhwal ASST PROFESSOR

Syllabus & Co's

Syllabus & Co's Not given Attachment
Syllabus & Co's

Academic Calendar

Calendar Attachment
Academic Calendar 2024-25

Activities-Guest Lecture/Industrial Visit//Internship

Excellence Centre

1. Industrial Sponsored Lab:

Comprehensive Report on NDA #100219979 Between Dell International Services and Chandigarh Group of Colleges Jhanjeri (MBA Department)

Introduction:

This report provides an exhaustive, clause-wise, academically contextualized, and industry-aligned interpretation of the Non-Disclosure Agreement (NDA) signed between Dell International Services India Pvt. Ltd. (hereinafter referred to as "Dell") and Chandigarh Group of Colleges, Jhanjeri (hereinafter referred to as "CGC Jhanjeri") with specific reference to the Master of Business Administration (MBA) department. This NDA, effective from December 18, 2023, serves as a legal and strategic enabler for establishing a Dell-sponsored Industry Sponsored Laboratory (ISL) dedicated to management sciences, business technologies, analytics, and decision science.

The primary objective of this NDA is to enable both parties to share confidential information for evaluating and potentially advancing a collaborative relationship. The partnership aims to facilitate academic-industry integration, enhance student and faculty capabilities, modernize pedagogical methods, and provide infrastructure for contemporary business education, all while ensuring the legal protection of intellectual assets shared in the process.

This report not only dissects the NDA terms in relation to CGC Jhanjeri’ s institutional framework but also elaborates on the operational, academic, infrastructural, and legal adaptations required for full compliance. It aligns each element with the National Board of Accreditation (NBA) criteria for MBA programs and explores how such collaboration can lead to a transformative academic experience.

Institutional Background:

2.1 Dell International Services India Pvt. Ltd.

Dell International Services is a global provider of information technology solutions that span across hardware, software, cloud computing, enterprise resource planning, customer analytics, artificial intelligence, and cybersecurity. The company has a robust academic engagement portfolio where it establishes Centers of Excellence (CoEs), research labs, innovation cells, and sponsored labs in reputed institutions to support capacity-building in key technological and managerial domains.

Dell’s academic partnerships are guided by objectives such as knowledge exchange, faculty and student upskilling, curriculum enhancement, and collaborative research. In the context of management education, Dell contributes to curriculum enrichment through tools like:

  • CRM and ERP platforms
  • Business Intelligence suites (e.g., Power BI)
  • Digital marketing analytics platforms
  • Predictive modeling tools and dashboards
  • Cloud-based project management environments
2.2 Chandigarh Group of Colleges, Jhanjeri – MBA Department
CGC Jhanjeri is a leading technical and professional education provider located in Punjab, India. The MBA department offers AICTE-approved programs in Business Administration, with specializations in Marketing, Finance, Human Resource Management, Business Analytics, and International Business. The department is deeply committed to aligning its academic delivery with industry practices.
The institution emphasizes project-based learning, case studies, business simulations, industry internships, and collaborative projects. With NBA accreditation as a strategic goal, the MBA department has focused on aligning itself with key accreditation criteria including:
  • Outcome-based learning
  • Continuous improvement
  • Faculty industry engagement
  • Quality infrastructure and digital resources

The NDA with Dell provides a valuable foundation for establishing the infrastructure and strategic framework required for achieving and sustaining NBA accreditation.

Section 3: Purpose of the NDA

The NDA provides the legal foundation for a potential or ongoing partnership between CGC Jhanjeri and Dell, allowing the secure and regulated exchange of sensitive information for the purposes of academic collaboration, infrastructure setup, research integration, and curriculum enhancement.

Specific Purposes:

  • Protection of Intellectual Property: To ensure that any proprietary software, simulation models, toolkits, business case studies, or technical know-how shared by Dell are legally protected and not disclosed to unauthorized individuals.
  • Enablement of Lab Infrastructure: To create a Dell-sponsored ISL specifically for management students. This lab will be equipped with tools such as Salesforce CRM sandboxes, ERP workflow models, cloud analytics, and Power BI interfaces.
  • Joint Academic Development: To allow CGC MBA faculty and students to work with Dell teams in developing modules, case studies, and projects based on real-world scenarios and datasets.
  • Secure Research and Publishing: To enable publishing of joint research papers, case studies, or academic presentations after proper review and authorization, ensuring no violation of proprietary rights.
  • 5. Facilitating Internships and Projects: To provide MBA students with industry-relevant exposure via guided internships, collaborative projects, or virtual internships using Dell’s enterprise environments.

Broader Impact:

  • Encourages technology-driven decision-making skills
  • Bridges the gap between theory and industry practice
  • Empowers faculty to integrate world-class tools into management pedagogy
  • Provides competitive advantage for CGC in NBA and NAAC accreditations

Section 4: Clause-by-Clause Analysis and MBA Contextualization

Each clause of the NDA has deep implications for academic operations, pedagogy, research, and institutional strategy. The following breakdown connects each clause with actionable items and compliance mechanisms within CGC Jhanjeri’ s MBA ecosystem:

Clause Summary Detailed MBA Relevance and Actionable
1. Effective Date Enforces confidentiality from 18.12.2023 All communication, data exchange, and lab usage starting from this date must be governed by the NDA. The MBA department should maintain a digital log of all activities initiated under this timeline.
2. Mutual Agreement Confidentiality binds both parties All faculty using or reviewing Dell’s resources must sign internal confidentiality forms. Information exchange must be two-way protected — Dell receives confidentiality from CGC for student/faculty-developed content too.
3. Definition of Confidential Information Broad scope covering written, oral, visual, and digital content MBA faculty handling strategic simulations, Excel models, ERP sandboxes, or CRM scenarios must label documents accordingly. Department servers should implement access control mechanisms.
4. No Use of Name No branding without approval Department must restrict any use of Dell’s name, logo, or trademarks in student reports, banners, brochures, website news, or conference posters unless approved in writing by Dell.
5. Term and Termination May be ended with 30-day notice A formal exit strategy should be documented by the department in advance. This should include asset return protocols, data sanitization procedures, termination compliance checklists, and communication SOPs.
6. Permitted Use and Disclosure Confidential information to be used solely for the stated academic relationship Only vetted students and faculty must be allowed access to Dell’s software or systems. The MBA ISL should have restricted login credentials, and usage logs must be audited monthly.
7. Protection Period Lasts for 3 years; indefinite for technical info The department must keep protected copies of technical material in digital vaults. Laptops used in the lab must have encryption. All external sharing must go through compliance validation.
8. Exclusions Public knowledge and independently developed work excluded If faculty build a CRM model independently, it is not bound. But, if based on Dell’s templates or structure, it is protected. The distinction should be recorded in research documentation.
9. Warranty Disclaimers Dell makes no performance guarantees Students or faculty experiencing tool failure must report issues internally. The department should run all deliverables through a second layer of validation before evaluation or publication.
10. No Obligation No promise to continue or transact The partnership can be non-commercial and voluntary. The department must continuously demonstrate value generation (student outcomes, research, industry feedback) to maintain engagement.
11. Export Compliance Must not share data across borders without permission When MBA faculty submit research to foreign journals or conferences, they must seek clearance from the Dell liaison officer if any confidential data is included.
12. Application for Credit Accurate credit disclosures required Any financial arrangement or credit-based support (e.g., Dell providing systems) must be recorded in the department's audit trail and fixed asset register.
13. Ownership Dell retains IP Students and faculty must acknowledge Dell’s intellectual property in all deliverables. No content can be repurposed commercially or distributed without Dell’s sign-off.
14. Remedies Legal action for NDA breach CGC Jhanjeri must have internal disciplinary policies and a dedicated response team in case of a suspected NDA breach. The Dean or Director must be involved in high-level incidents.
15. Governing Law Under Indian law, Bengaluru jurisdiction Legal documentation, correspondence, and contract management must be routed through the institution’s legal advisor familiar with jurisdictional mandates.
16. Severability Invalid clauses don’t nullify agreement If any section is challenged legally or becomes obsolete due to policy changes, the rest of the NDA remains intact and enforceable.
17. Binding Agreement Applies to successors; digital signatures accepted Digital compliance tools must be used to store and track changes. Any handover between coordinators or faculty must include NDA responsibilities and access logs.

Section 5: NBA Accreditation Mapping and Strategic Integration

This section offers an in-depth mapping of the NDA-supported activities with specific criteria outlined by the National Board of Accreditation (NBA) for the MBA program. NBA’s Outcome-Based Education (OBE) model necessitates the demonstration of quality improvements, industry alignment, and stakeholder engagement. This collaboration supports the following key criteria:

Criterion 5: Faculty Contributions

  • Research Integration: Faculty working in the ISL can collaborate with Dell experts to co-author research in areas such as customer journey mapping, cloud-based service delivery models, or AI-assisted forecasting.
  • Case Development: Proprietary Dell data may be used (with permission) to develop management case studies for classroom use. These must be kept confidential unless publication rights are obtained.
  • Faculty Development Programs (FDPs): Dell may facilitate FDPs on emerging management technologies, including SaaS financial modeling and marketing automation, enabling continual faculty upskilling.
  • Consultancy and Live Projects: Business simulation and consulting modules can be conducted using Dell data models, fostering academia-industry consultancy culture.

Criterion 6: Infrastructure and Learning Resources

  • Dedicated Lab Space: A Dell-supported ISL with access-controlled workstations must be equipped with:
    • Licensed software for data analysis (e.g., Power BI, Tableau, Salesforce Sandbox)
    • Digital whiteboards for management strategy simulations
    • Secure cloud storage for confidential data sets
  • Learning Resource Center Integration: Relevant e-books, technical white papers, and instructional manuals from Dell should be integrated into the central library and e-learning systems.
  • IT Policy Compliance: The lab must operate under strict IT protocols to align with both Dell's confidentiality clauses and NBA’s infrastructure audit guidelines.

Criterion 7: Continuous Improvement

  • Feedback Mechanism: Biannual feedback from students and faculty should assess the usability, accessibility, and academic impact of the Dell lab.
  • Data-Driven Decision Making: Continuous monitoring of lab impact using KPIs (e.g., placement rates, internship outcomes, student satisfaction) must inform curriculum upgrades.
  • Feedback Mechanism: Biannual feedback from students and faculty should assess the usability, accessibility, and academic impact of the Dell lab.
  • Annual Strategic Review: Annual academic audits must include Dell collaboration effectiveness under the Industry Interaction category.

Section 6: Operational Implementation – Day-to-Day Lab Management

A critical success factor for sustaining the Dell-supported lab lies in its day-to-day management. The following outlines a typical operational structure aligned with the NDA:

Daily Time Log and Activity Tracking:

Time Slot Activity Action Based on NDA
8:30 AM – 9:00 AM Lab access authorization Faculty logs into admin portal; biometric entry tracked; system status check.
9:00 AM – 10:30 AM Morning business simulation class Instructors use Dell dashboards. Confidentiality mode enabled on all systems.
11:00 AM – 12:30 PM Student project work (e.g., CRM segmentation models) Files saved to secured partition. Collaboration allowed only via internal drive.
1:30 PM – 3:00 PM Faculty preparation for journal submission Document tagged "restricted." Screenshots reviewed by compliance officer.
3:00 PM – 4:30 PM External visitor walkthrough Visitors sign disclosure form. Presentation slides exclude sensitive elements.
5:00 PM Lab closure routine Audit log printed, system shutdown verified, server backup initiated.

Roles and Responsibilities:

  • Faculty Coordinator: Acts as the primary contact point for Dell. Ensures all activities comply with NDA terms.
  • IT Administrator: Manages user access, software installations, and cybersecurity policies.
  • Compliance Officer: Reviews outgoing communication, oversees documentation retention, and organizes internal audits.
  • Student Lab Assistants: Trained on NDA limitations; ensure order, provide support, and prevent misuse.

Section 7: Documentation and Legal Compliance

To ensure accountability and safeguard Dell’s proprietary information, CGC Jhanjeri must maintain the following documentation and policies:

  • Compliance Artifacts:
    • Confidentiality Logbook: Records every instance of tool access, user login, and file downloads.
    • Project Tracker: Details all MBA projects using Dell systems, highlighting nature of data used.
    • Export Control Registry: Tracks documents shared externally, ensuring compliance with international dissemination restrictions.
    • Incident Management Register: Logs any breaches or attempted violations, along with remedial measures.
  • Internal Policies:
    • NDA Awareness Sessions: Conducted every semester for all students and faculty engaging with the ISL.
    • Data Handling Protocol: Defines encryption, storage duration, and archiving responsibilities.
    • Third-Party Engagement Rules: Defines procedures when external industry guests are granted lab access or wish to collaborate.

Section 8: Strategic Roadmap and Long-Term Vision

The Dell collaboration should not remain a one-time initiative but evolve into a multi-dimensional partnership. Below are long-term strategies to be incorporated:

  • Phase I: Foundation and Setup
    • Finalize lab infrastructure layout
    • Train faculty in advanced toolkits (Tableau, SAP, Salesforce)
    • Establish standard operating procedures for lab access and content handling
  • Phase II: Curriculum Integration and Certification
    • Embed ISL tools in MBA course outcomes (COs) such as Marketing Strategy, Business Intelligence, and Operations Research
    • Partner with Dell for certification modules (e.g., Certified Data Analyst, CRM Strategist)
    • Phase III: Research and Innovation
    • Establish Research Incubation Pods focusing on FinTech, digital marketing analytics, supply chain AI
    • Encourage student startup ideas using Dell's enterprise platforms
  • Phase IV: Industry Expansion and Outreach
    • Organize Dell-powered MBA conclaves and industry talks
    • Offer lab access to select corporates as part of executive education or consultancy

    • Section 9: Conclusion

    The NDA between Dell International Services and CGC Jhanjeri’ s MBA Department is more than a legal formality; it is a blueprint for academic excellence, ethical technological engagement, and strategic transformation. By systematically applying the terms of the NDA within the academic and operational frameworks defined by the NBA, CGC Jhanjeri can not only strengthen its accreditation profile but also enhance the employability, skillset, and industry-readiness of its MBA graduates.

    Proper documentation, rigorous compliance, active faculty participation, and visionary planning will be the cornerstones of this initiative’s success. The institution must nurture this partnership as a long-term academic alliance that evolves alongside industry trends and educational imperatives.

    Achievements

    Notable Alumni

    1. Glimpse of Alumni Mentorship Session

    Outcomes

    • Students gained a comprehensive understanding of stock market dynamics and practical investment strategies.
    • Increased awareness of market risks and methods to mitigate them effectively.
    • Enhanced enthusiasm among participants for exploring careers in finance and investment.

    2. Glimpse of Alumni Mentorship Session

    Outcomes

    • Motivated Students: Participants were inspired by Shefali Khurana’s achievements and gained valuable insights into his success formula.
    • Enhanced Engagement: Students actively participated in the Q&A segment, seeking advice on their own journeys
    • Actionable Takeaways: Students left with practical strategies for managing their time, overcoming challenges, and setting meaningful goals.
    • Strengthened Alumni Network: The session reinforced the role of mentorship in fostering a supportive and aspirational community at CGC Mohali.