MBA - D101€¦ · MBA - D101: PRINCIPLES AND PRACTICE OF MANAGEMENT 1. Course Objective:The aim of the course is to expose the students to the basic concept of management and four

MBA - D101: PRINCIPLES AND PRACTICE OF MANAGEMENT

1. Course Objective:The aim of the course is to expose the students to the basic concept

of management and four functions of management in contemporary business

environments: planning, organizing, leading, and controlling.

2. Learning Outcomes:

On successful completion of this course the student will be able to:

i. Understand why managers are important to organisations and explain the

value of studying management.

ii. Discuss and communicate the management evolution and observe and

evaluate the influence of historical forces on the current management

practices.

iii. Identify and evaluate social responsibility and ethical issues involved in

business situations.

iv. Understand four functions of management: planning, organizing, leading, and

controlling.

v. Integrate management principles into management practices.

3. Course Details

Sl.No. CONTENT

1. INTRODUCTION TO MANAGEMENT AND

INTEGRATIVE MANAGEMENT ISSUES

Managers and Organizations, The Historical roots of

Contemporary Management practices, Skills and Management

Levels, Importance of studying management, Managing in global

environment, managing diversity, managing social responsibility

and ethics, managing change and innovation. Mangers as decision

makers- the decision making process, types of decision making and

decision making conditions, decision making styles, effective

decision making in today’s world

2. PLANNING AND CONTROLLING

Nature and purpose of planning, Setting Goals and Developing

Plans, Contemporary Issues in Planning; Strategic Management-

Strategic Management process. Introduction to controlling, tools

for measuring organizational performance, contemporary issues in

control; Managing Operations- the role of operations management,

Value chain and its importance, Current issues in managing

operations.

3. ORGANISING

Organisational structure, Mechanistic and Organic structures,

Contingency factors affecting structural choice, traditional

organizational designs, contemporary organizational designs,

flexible work arrangements, todays organizational design

challenges; Managing Human Resources.

4. LEADING

Managers and communication- nature and functions of

communication, Interpersonal and organizational communication,

affect of technology on managers communication, communication

Issues in todays organizations; Motivation- Early theories of

motivation, contemporary theories of motivation, current issues in

motivation; Managers as leaders, early and contemporary

leadership theories, contemporary views on leadership.

7. Suggested Books:

1. Schermerhorn, J.R., Bachrach, D.G. (2016), Exploring Management, 5th

Edition,

Wiley

2. Koontz, H. &Weihrich, H. (2012) Essentials of Management: An International and

Leadership Perspective, 9th

Edition, Tata McGraw-Hill.

3. Rao, P.S. & Kumar, V.J. (2010), Management, 1stEdition, Himalaya Publishing

House.

4. Daft, R.L. &Marcic, D. (1998), Understanding Management, 2nd

Edition, The Dryden

Press.

MBA - D102: MANAGERIAL ECONOMICS

1. Course Objective: To familiarize students with the fundamentals of Economics, and their

application in Business Decisions related to Demand, Supply, Production, Cost, Pricing

and Strategy.


After completing this course, student will be able to:

i. Identify the different goals and constraints that firms face, along with the interaction

of various entities in the Circular flow of Income in an Economy

ii. Analyze situations and take decision using fundamental principles of managerial

economics like Opportunity cost, Marginal and Incremental Analysis, Time

perspective, etc.

iii. Understand how prices are determined in markets, the interplay of demand and supply

forces, how market participants benefit in the form of consumer surplus and producer

surplus, and what are the consequences of government intervention

iv. Understand Central problems of an Economy related to What, How and For whom to

produce, and the role of Economics in solving these problems through its concepts

and tools

v. Measure elasticity of a good or service and leverage the same for pricing and profit

decisions

vi. Understand production process and functions in the short, medium and long run

vii. Understand how decisions are based regarding expansion, diversification, etc

viii. Derive the equilibrium conditions for cost minimization and profit maximization

ix. Understand economies of scale, diseconomies of scale, economies of scope, and cost

complementarities, and how each affects the cost of production

x. Understand the basic market models of perfect competition, monopoly, monopolistic

competition, and oligopoly, along with emerging hybrid models, and how price and

output are determined in each model

xi. Understand various concepts of economics at micro & macro level, relate them to

Business &Management, and apply the economic way of thinking to business

decisions

3. Course Outline:

Unit CONTENT

1.

INTRODUCTION TO ECONOMICS & FUNDAMENTALS OF

DEMAND & SUPPLY

Introduction to Economics, Basic concepts and principles, Circular

flow and Central Problems, Managerial Economics, Nature and scope

of Managerial Economics, Fundamental principles of Managerial

Economics.Concept of Utility, Law of Diminishing marginal utility;

Demand & Supply: Demand & Supply functions, Law of

Demand/Supply, Demand & Supply interplay, Elasticity.

2. DEMAND, PRODUCTION AND COST ANALYSIS

Indifference curves – PCC, ICC and Engel Curves. Production

Possibility Frontier, Production function, Law of Variable

Proportions, Isoquant Analysis, Laws of Returns to scale, Cost

Concepts - Types of production related costs, Cost – Output

relationship, Short run & long run cost, Economies & Diseconomies

of Scale, Break-even point.

3.

MARKET STRUCTURE & PRICING PRACTICES

Types of market structures – Perfect & imperfect Competition

(Monopolistic Competition, Oligopoly and Monopoly), Pricing and

Equilibrium (short run and long-run) in Different Market Structures.

Emerging trends and market forms.

4.

MACROECONOMICS

Understanding concept of National Income, Real and Nominal GDP,

GNP, NDP and NNP. Basic Aggregate Demand and Supply interplay,

Money supply; Inflation, Business Cycles, Monetary and fiscal policy

and measures; Balance of Payments and Foreign Exchange.

Suggested Readings:

a) Dean, J. (2009). Managerial Economics, PHI.

b) Salvatore, D. (2010). Managerial Economics in a Global Economy, Oxford

University Press.

c) Samuelson, P. &Nordhaus, W. (2011). Economics, TMH. d) Petersen, C. H., Lewis, W. C., & Jain, S. K. (2006), Managerial Economics, 4

th

Edition, Pearson.

e) Ahuja, H.L. (2008). Managerial Economics, S. Chand.

MBA - D103: FINANCIAL ACCOUNTING

1. Course Objective: To familiarize students with the fundamentals of Accounts, and

their application in Business Decisions related to financial decision making and

Balance sheet.

2. Course Outcomes:

i. To make them Understand about IAS ( Indian Accounting Standards)

ii. To teach Different kinds of books of accounts

iii. To appraise deeply about financial Analysis of the company through various ratios

this will be helpful from stock market point of view.

iv. To give In-depth knowledge of assets valuation.

3. Course Outline:

Sl.

No.

CONTENT

1.

INTRODUCTION TO FINANCIAL ACCOUNTING

ConceptsandConventionsofAccounting-

thelanguageofbusiness;Accounting:an

InformationSystem,UsersofAccountinginformation,AccountingStandards:

An overview

2.

BASIC ACCOUNTING PROCEDURE

AccountingEquation,TransactionsandtheireffectsonAccountingEquation,

Classification of Accounts, Assets, Liabilities, Owners Equity, Revenues

and Expenses, Double-Entry system of accounting, Capital revenues

3. BOOKS OF ACCOUNTS

Journal and its sub divisions, Ledger and Trial Balance, cash book and its

types- single, double and triple column cash book

4.

FINANCIAL STATEMENTS AND ANALYSIS

Final accounts with Adjustments and depreciation of fixed assets and

methods of depreciation. The tools of analysis, Horizontal

Analysis,Vertical Analysis, Trend Analysis, Ratio Analysis, Funds Flow

and Cash Flow Analysis.

Suggested Readings

1. Shukla, M. C., Grewal, T. S., & Gupta, S. C. (2010). Advanced Accounts, S. Chand.

2. Anthony, R. N., Hawkins, D. F., & Merchant, K. A. (2009). Accounting: Text and Cases,

TMH.

3. Maheswari, S. N. (2012). Financial Accounting, 4th

Edition, Vikas Publishing House.

4. Bhattacharyya, A. K. (2010). Essentials of Financial Accounting, PHI

5. Gupta, A. (2010). Financial Accounting for Management: An Analytical Perspective,

Pearson Education

MBA - D104: BUSINESS STATISTICS

1. Objective: To familiarize students with the fundamentals of statistics, and their

application in Business Decisions

2. Course Outcomes: Upon completion of the subject, students will be able to:

i. Translate data to graphical representations

ii. Understand properties of the discrete Probability distribution.

iii. Select appropriate statistical techniques for summarizing and displaying business data.

iv. Analyze and draw inferences from business data using appropriate statistical methods

v. Work out trend values and index number

3. Details of the Course

Unit

No. CONTENT

1.

INTRODUCTION& UNIVARIATE STATISTICS Definition of statistics, characteristics, function, importance, limitation, use of statistics in

functional area of management, Measures of Central Tendency, Measures of Dispersion, Skewness

& Kurtosis

2.

BIVARIATE STATISTICS

Correlation- Scatter Diagram, Karl Pearson’s Coefficient of Correlation, S Rank Correlation;

Concurrent Deviation; Regression- Method of Least Squares, Method of Regression Coefficient,

Properties of Regression Coefficient

3.

THEORY OF PROBABILITY

Classical and Axiomatic Approaches, Basic Theorems- Addition, Multiplication- Conditional

and Baye’s Theorem, Random variables and concept of Probability Distribution. Theoretical

Probability Distributions: Binomial, Poisson, and Normal,

4. TESTING OF HYPOTHESIS HypothesisFormulation:TypesofErrorsinFormulationofHypothesis,NullandAlternatehypothesis:Test.Ttest,

Chi Square, F‐test and Z Tests, Analysis of Variance

TOTAL

4. Suggested Readings:

a) Sharma, J. K. (2011). Business Statistics, Pearson Publication.

b) Levin,& Rubin. (2012.) Statistics for Management, 7th

Edition, Pearson

Publication.

c) Gupta, S. C. &Kapoor, V. K. (2013). Fundamentals of Mathematical

Statistics, S. Chand.

d) Goon, Gupta, &Dasgupta. (2001). Fundamentals of Statistics, The World

Press.

e) Medhi, J. (2007). Statistical Methods- An Introductory Text, New age

International.

MBA - D105: BUSINESS COMMUNICATION

Course Objective: The course is aimed at equipping the students with the necessary techniques and skills of communication to inform others inspire them and enlist their activity and willing cooperation in the performance of their jobs.

Course Contents

Unit

No. CONTENT

1.

Communication: Importance for business organization; Process and associated hurdles; Principles for effective communication; Dimensions of Communication; Channels of communication.

2.

Verbal Communication: Oral and Written; Non-Verbal Communication: Kinesics; Paralanguage; Proxemics; Sign Language. Cross Cultural Communication.

3.

Essentials of effective business correspondence; Business Letter- Types; Proposal writing. Report writing- Essentials, Types, and Steps; Notices, Circulars, Office Orders, Memos, Agenda and Minutes, Representations, Reminders, Employee Newsletters.

4.

Presentation Skills; Listening Skills; Small Talks; Public Speaking; Bio-data, Curriculum Vitae, and Resume’; Meetings; Interview; Group Discussion; Electronic Mail and Telephone Etiquettes.

Suggested Readings 1. Any leading National English Daily 2. Courtland L. Bovee, John V. Thill & Barbara E. Schatzman, Business Communication Today, Pearson Education. 3. Krishna Mohan & Meera Banerji, Developing Communication Skills, Macmillan India Ltd. 4. Murphy H. A. and Hildebrandt H. W. , Effective Business Communications, TMH 5. Raymond V. Lesikar & Marie E. Flatley, Basic Business Communication, TMH 6. Sinha, K.K. Business Communication, Galgotia Publishing Co 7. Taylor, S., Communication for Business, Pearson Education.

MBA - D106: MARKETING MANAGEMENT

Objective: To familiarize students with the fundamentals of Marketing, and their

application in Business Decisions related to Demand, Supply, Production, Cost, Pricing

and Strategy.

1 Course outcomes:

a. State the role and functions of marketing within a range of organisations.

b. Describe key marketing concepts, theories and techniques for analysing a variety of

marketing situations.

c. Identify and demonstrate the dynamic nature of the environment in which marketing

decisions are taken and appreciate the implications for marketing strategy

determination and implementation.

d. Use written formats to communicate marketing outcomes.

e. Apply the introduced conceptual frameworks, theory and techniques to various

marketing contexts.

f. Analyse the relevance of marketing concepts and theories in evaluating the impacts of

environmental changes on marketing planning, strategies and practices.

g. Demonstrate the ability to carry out a research project that explores marketing

planning and strategies for a specific marketing situation.

h. Demonstrate the ability to justify marketing strategies and advocate a strategically

informed position when considering marketing plan implementation.

2 Details of the Course:

Sl.No. CONTENT

1.

INTRODUCTION TO MARKETING

Nature and scope of Marketing Management, Marketing process,

Marketing environment, Marketing Challenges, Marketing in

21stcentury, Marketing Planning and Marketing Competitiveness,

Developing marketing strategies and plans

2.

DESIGNING A CUSTOMER-DRIVEN STRATEGY

Consumer Buying Behaviour, Organizational Buying Behaviour,

Identifying Market Segments and Targets, Branding, Creating Brand

Equity,Crafting the Brand Positioning. Overview of social media

marketing

3.

PRODUCT & PRICING DECISIONS

Product: Concepts of Product, Product Planning & Policy, New

Product Development, Test Marketing, Product Life Cycle, Product

Mix Decisions, Packaging and Labeling Decisions. Price: Objectives

of Pricing, Pricing Policies, Pricing Methods, Managing Price

Changes.


1 Kotler, P., Keller, Koshi&Jha (2012). Marketing Management, Pearson

Education.

2 Saxena, R. (2009). Marketing Management.TMH.

3 Kotler& Armstrong (2012). Principles of Marketing.Pearson/PHI.

4 Solomon, (2010). Marketing Real People Real Choices. Pearson Education.

5 Ramaswamy V. S. &Namakumari (2011). A Text Book of Marketing

Management. Macmillan.

MBA - D107 : HUMAN RESOURCE MANAGEMENT

Course Objective: To familiarize students with the fundamentals and practices of Human

Resource Management, and their application in Organisation

Learning Outcomes:

1. Gain an understanding of key terms, theories/concepts and practices within the field

of human resource management

2. Effectively manage and plan key human resource functions within organizations

3. Examine current issues, trends, practices, and processes in HRM

4. Contribute to employee performance management and organizational effectiveness

5. Identify and analyze problems in the field of HRM and be able to provide solutions.

Sl.No. CONTENT

1

INTRODUCTION TO HUMAN RESOURCE MANAGEMENT

Concept, Nature and Scope of Human Resource Management, Evolution of

HRM, System Approach to HRM, HRM in Indian Context, Overview of

Human Resource Development, Overview of Strategic Human Resource

Management

2

HUMAN RESOURCE PLANNING AND DEVELOPMENT Human Resource Planning - HR planning process, Job analysis and design:

job description and job specification, Recruitment: methods of recruiting.

Selection: Concept/Objectives/Procedures, Type of Tests and Interviews;

Induction, Orientation and Placement, Training and development, importance

and methods, Management Development Methods (Overview) - In Basket

Training, Sensitivity Training, Simulations, Managerial Grid Training,

Computer-based Training, Career planning and development: concept, career

planning, and problems in career planning, succession planning.

3

REWARDING HUMAN RESOURCES

Performance Appraisal – Concept/Objectives/Uses; Overview of Appraisal

Methods (Rating, Ranking, Critical incident, 360 degree, Behavioral

Anchored Rating Scale (BARS), Forced Ranking, Balanced Score Card,

Management by Objectives (MBO)etc); Problems in Performance Appraisals;

Promotion and Transfer. Compensation: objectives, components of

motivation, compensation decisions, methods of payment, issues in

compensation administration, and employee retirement benefits and services

4

EMPLOYEE RELATIONS AND CURRENT HR TRENDS Overview of trade unions, collective bargaining, Managing employee

discipline: approaches to discipline, and legal challenges, Promoting safety

and health: causes of job accidents, problems of safety standards, Employee

Turnover and Attrition; Employee Retention, Employee Engagement;

Overview of HR Accounting and Audit, Global HRM Practices

Total

Suggested Readings:

a) Dessler, G. &Varkkey, B. (2009). Human Resource Management, 11th Edition,

Pearson.

b) Aswathappa, K. (2010). Human Resource Management, 6th Edition, TMH.

c) Gomez-Mejia, Balkin&Cardy (2010). Managing Human Resources, 6th Edition, PHI.

d) Rao, V. S. P. (2010). Human Resource Management, 3rd Edition, Excel Books.

e) Rao, P. S. (2009). Personnel & Human Resource Management, 4th

Edition, HPH.

f) Ivancevich, John M. (2013).Human Resource Management; McGraw-Hill Education

MBA –D 108 OPERATIONS MANAGEMENT

Course Objective: The Course is designed to acquaint the students with decision making in planning, scheduling and control of production operations in both manufacturing and service organizations.

Course Contents

Unit

No. CONTENT

1.

Nature and Scope of Production and Operations Management; Types of Manufacturing Systems Facility Location; Plant Layout: Layout Planning and Analysis.

2.

Production Planning: Capacity Planning, Aggregate Planning, Master Production Scheduling, Material Requirement Planning; Maintenance Management.

3.

Material Management: An overview of Material Management, Inventory Control, Purchase Management, Just in Time; Material Handling; Scheduling: Gantt Charts, Sequencing.

4.

Quality Control: Statistical Quality Control, Acceptance Sampling, Total Quality Management, ISO-9000; Work Study: Method Study, Work Measurement.

TOTAL

Suggested Readings: 1.Heizer, J. & Render, B., Operations Management, Pearson. 2.Gaither, N. & Frazier, G., Operations Management, Thomson. 3.Adams, Everett E. (Jr.) and Ebert, Ronad J., Production and Operations Management: Concepts, Models and Behavior, Prentice Hall of India. 4.Krajewski Lee J. & Ritzman Larry P., Operations Management: Processes and Value Chain, Pearson. 5.Buffa, E. S. & Sareen, Modern Production Management, John Wiley. 6.Chary, S. N., Production and Operations Management, Tata McGraw Hill. 7.Richard, B. Chase, F. Robert Jacobs, Nicolas J. Aquilano & Nitin K Agarwal, OperationsManagement for Competitive Advantage, Tata McGraw Hill. 8.Nair, N.G. Production and Operations Management, Tata McGraw Hill

MBA – D201 OrganisationalBehaviour

Course Objective:Organisationbehaviour (OB) is an interdisciplinary field that deals with human

behaviour in organisations and is dedicated to better understanding and managing people at work.

This course aims to improve students understanding of human behaviour in organization and the

ability to lead people to achieve more effectively toward increased organizational performance.

Learning Outcomes:

On successful completion of this course the student will be able to:

vi. Critically reflect on the role that organisationalbehaviour plays in the management of

an organisation.

vii. Demonstrate a thorough knowledge and understanding of organisational behaviour.

viii. Evaluate human behavior in the workplace from an individual, group, and

organisational perspective.

ix. Analyze the relevance and application of the concepts, principles, and theories used

in organisationalbehaviour to contemporary events.

x. Explain how organisational change and culture affect working relationships within

organisations.

4. Course Details

Sl.No. CONTENT

1. INTRODUCTION TO ORGANISATIONAL BEHAVIOUR Nature and scope of OB, Historical development of OB, Contributing

disciplines to OB, Models of OB, Challenges and Opportunities for OB.

2. INDIVIDUAL BEHAVIOUR I

Attitudes& Values: Main components of Attitudes, Major Job Attitudes;

Values across cultures, Personality: Determinants of Personality,

Personality Traits, MBTI and Big Five Model.

3. INDIVIDUAL BEHAVIOUR II

Perception: Attribution Theory, Frequently used short cuts in judging

others, Specific Applications of short cuts in Organisations, Emotions and

Moods, Emotional Intelligence, Motivation: From concepts to applications.

4. GROUP BEHAVIOUR

Teams and Groups, Stages of Group Development, Leadership in

Organizational settings: Trait, Behavioral and Contingency perspective,

Transactional and Transformational Leadership, Servant Leadership,

Authentic Leadership, Power and Politics, Conflict and Negotiation.

5. ORGANISATIONAL SYSTEM

Organisational Culture, Organisational change- Forces of change, planned

change, resistance to change, Approaches to managing Organisational

change, Work stress and its management, OrganisationalDevelopment.

TOTAL

Learning Resources

Textbooks:

Robbins, S.& Judge, T.A. (2016) Organizational Behavior: Global Edition, 17th Edition,

Pearson Higher Education.

Other References

French, R.; Rayner, C.; Rees, G. & Rumbles, S. (2015), Organizational Behavior, 3rd Edition,

Wiley.

Hitt, M. A.; Miller, C.; &Colella, A., (2015), Organizational Behavior, 3rd Edition, John

Wiley & Sons (Asia) Ltd.

McShane, S.&Glinow, M.V. (2015), Organizational Behavior, 7th Edition, McGraw-Hill.

MBA – D202 Business Research Methods

Objective: The objective of this course is to introduce students to methods of research and to

develop a range of skills to facilitate independent research based learning and the interpretation of

research findings

Learning Outcomes: Upon completion of the subject, students will be able to:

i. Be able to formulate research questions and develop a sufficiently coherent research

design.

ii. Be able to assess the appropriateness of different kinds of research designs and

methodology, for instance in terms of their appropriateness, transparency and quality.

iii. Apply a range of quantitative and / or qualitative research techniques to business and

management problems / issues.

Details of the Course

Unit No. CONTENT

1. INTRODUCTION: Concept, nature, scope & Limitation of Research Methodology Types of Research,

Types of Variables, Research Questions & Objectives

2. RESEARCHPROCESS ,DESIGN AND DATA COLLECTION METHODS

Research Process, Concept and types of Research Design–Exploratory, Descriptive

and Experimental, Data Collection Methods:‐Primary Data: Secondary Data

3. SAMPLINGDESIGN,SCALINGTECHNIQUESANDQUESTIONNAIREDESI

GNINGSampling: Need and Concept, Sampling Design Process, Types of

Sampling–Probability and Non‐Probability Sampling; Sample Design Procedures of

determining sample size. Measurement: Meaning and Approaches; Types of Scales,

Scaling Techniques:‐Comparative and Non Comparative

4. DATATABULATION,ANALYSISAND REPORT WRITING

Questionnaire Designing, Fieldwork and tabulation of Data Processing and analysis

of data,Purpose (Research Application) and Types of Research Report; Structure of

Research Report; Report Writing, Use of Tables and Figures.

Total

Suggested Readings:

(a) Cooper & Schindler, (2004). Business Research Methods, 8th Edition, TMH.

(b) Malhotra, N. (2012). Marketing Research, 6th Edition, Pearson.

(c) Sekaran, U. (2011). Research Methods for Business, 5th Edition, Wiley.

MBA-D 203 Financial Management

Course Objective: To familiarize students with the fundamentals of fund management,

Debt-Equity management and their applications in Business Decisions related to

utilization, generation and allocation of funds.

Course outcomes:

i. to give everybody the ability and confidence to tackle common financial problems in

practice,

ii. to provide adequate preparation for future finance classes, especially the advanced

corporate and investment problems

iii. In this course, students will enhance their knowledge and understanding of financial

management. Through class discussion, informal study groups, and formal group.

Finally, financial markets are globally integrated and we will discuss many cases and

examples involving international companies,

Course Outline:

Unit CONTENT

1 INTRODUCTION

Natureandscope,Financefunctions,financialobjectives,rolesand

responsibilitiesof

thefinancemanager,introductiontoIndianfinancialsystem,So

urcesoffinance:Equity capital, debenture, Preference

capital and term loans, Timevalueofmoney, Cost of capital

2 CAPITAL BUDGETING

Introduction,projectappraisal,techniques,Determinationofcashf

lowstreams,CapitalrationingandconflictsinNPVandIRR,Ca

pitalbudgetingunderriskanduncertainty

3 FINANCIAL STRUCTURE AND DIVIDEND POLICY

Leverage:Operating,financialandcombinedleverage,Capitalstru

cture:Theoriesof

capitalstructure(Netincomeapproach,netoperatingincomeap

proach,MMapproach, Traditional approach),

Determinantsof capital structure, EBIT-EPS

relationship.Introduction to dividend;

formsofdividend,stabilityofdividends,theoriesofdividendpo

licy

(RelevanceandIrrelevancetheories),determinantsofdividend

decision,implicationofbonus issue, rights issue, share split

and buy back of shares.

4 WORKING CAPITAL MANAGEMENT

Concept,Significance,Operatingcycle,Estimation,Risk-

returnTradeoff,Determinants, Workingcapitalpolicies

andworkingcapital financing.

Suggested Readings:

(a) Khan & Jain (2008). Financial Management,15th

Edition, TMH.

(b) Pandey, I. M. (2006). Financial Management, 9th

Edition, Vikas Publishing.

(c) Kothari, R. (2005). ContemporaryFinancialManagement, Macmillan.

(d) Brigham & Houston (2004). Fundamental of Financial Management, 10th

Edition,

Harcourt

(e) Chandra, P. C. (2008). Financial Management, 7th

Edition, TMH.

MBA – D204 Operations Research

1. Course Objective: This subject aims to introduce students to use quantitative methods

and techniques for effective decisions–making; model formulation and applications that

are used in solving business decision problems.

2. Learning Outcomes: Upon completion of the subject, students will be able to:

i. Identify and develop operational research models from the verbal description of the

real system. Understand the mathematical tools that are needed to solve optimisation

problems.

ii. understand the theoretical workings of the simplex method for linear programming and

perform iterations of it by hand

iii. solve specialized linear programming problems like the transportation and assignment

problems

iv. simulate real word problem

v. choose alternative in different decision making environment

vi. Model a dynamic system as a queuing model and compute important performance

measures

vii. Use multi criteria techniques i.e goal programming and analytical hierarchy processing

to real world problem

3. Course Details

Sl.

No.

CONTENT

1 Introduction to Operation ResearchDefinition of operations research (OR), OR

model, OR approach to solving Problem, Characteristics of Operation Research,

Phases of OR, Models in Operation Research, Advantages and Limitation of Operation

Research.

2 Deterministic Decision Models-I: Linear Programming: Basic Concepts and

Graphical Solution, The simplex method:-Maximization and minimization (Big-M

Method), Transportation, and Assignment Problem

3. Probabilistic Decision Models-I :

Decision Theory: Introduction to Decision Theory, The Pay off table, Decision

Making under Certainty, Uncertainty and Risk.

Game Theory: Construction of Game Theory Models, Solution of two-person zero

sum games: Odd Method, Graphical Method Sub game Method, Dominance Method

4. Probabilistic Decision Models-2

Markov Analysis: Introduction: Transition Probabilities, System Behavior, Method of

Analysis Tree diagram, Matrix Multiplication, Algebraic Solution, Cyclical Transient

and Absorbing Systems, Applications of Markov Analysis

Queuing Theory: Introduction, Waiting Line Systems, Measure of System

Performance Queuing Models- (M/M/1 FCFS/ ∞), (M/M/S FCFS/∞)

5 Multicriteria Decision Making Models

Goal Programming: Introduction, Difference between Goal Programming and Linear

Programming, Model Formulation in Goal Programming.

Analytical Hierarchy Process: Introduction, Pair wise Comparisons, Normalized Pair

wise Comparisons Matrix, Consistency Check for Criteria AHP, Scoring Models


a) Sharma, J.K. (2008). Operations Research: Theory and Applications (3rd ed.). New

Delhi: Macmillan Press.

b) Kapoor,V.K.&Kapoor, S. (2001). Operation Research: Techniques for Management

(7th

ed.). Sultan Chand & Sons.

c) Swarup,K, P.K.Gupta,&ManMohan. (2008). Operations Research (14th ed.). New

Delhi: Sultan Chand & Sons.

d) Kalavathy.S. ( 2007 ).Operations Research(2nd

ed.). Noida:Vikas Publishing House

e) Taha, H., Natrajan, A.M., BalasubharmaniC.P., Tamilarasi,A.(2009) .Operation

Research(2nd

ed.). Pearson Education

MBA-D205 Management Accounting

Objective: The objective of this course is to expose the students to the concepts, tools and techniques

applicable in the field of accounting.

Course Outcome: Upon successful completion of this course students will be able:

a. To have a thorough understanding of the role and function of management accounting

in achieving the objectives of an organisation.

b. Critically analyse and provide recommendations to improve the operations of

organisations through the application of management accounting techniques.

c. Demonstrate the need for a balance between financial and non-financial information

in decision making, control and performance evaluation applications of management

accounting.

d. Evaluate complex ideas and tolerate ambiguity in managerial and organisational

problem-solving.

Details of the course:

Unit

No

CONTENT

1. Nature, scope and importance of management accounting; difference

between financial accounting and management accounting; difference

between cost accounting and management accounting. Classification

of cost, cost control, and cost reduction.

2. Concept of budget and budgetary control; objectives, merits, and

limitations of budget administration; cash and flexible budgets, zero-

base budget. Installation of budgetary control system. Concept and

approaches to responsibility accounting. Steps involved in

responsibility centres and their types;

3. Concepts of standard cost and standard costing; advantages,

limitations, and applications; Variance Analysis: material variance;

labour variances and overhead variance.

4. Concept of marginal costing, differential costing and absorption

costing. Use of above costs in decision making; make or buy, change

of product mix, pricing and determination of shut-down point. Cost–

Volume–Profit (CVP) Analysis, Break even analysis, key factor and

utility of CVP analysis.

2. Suggested Books:

S.No Name of Books Year of Publication

1. Khan and Jain, Management Accounting, 3/e , TMH, New Delhi. 2003

2. Maheshwari S.N. Cost and Management Accounting. Vikas

Publishing House

2005

3. Horngren, Charles T. Introduction to Management Accounting.

Pearson/ PHI.

2003

4. Anthony Robert N. &Govindrajan, Vijay. Management Control

System.TMH.

2005

MBA – D206 Regulatory Framework for Business

Course Objective: To familiarize students about the legal environment impacts on

business in India.

Learning Outcomes:

i. Analyze the functions of the Indian legal system.

ii. Describe how the general legal environment impacts on business in India.

iii. Describe the basic legal structures that constitute businesses and the law that

regulates businesses and the business environment.

iv. Understand the meaning and nature of law & Classification of law.

v. Identify legal issues and provide potential solutions to legal problems within the

business environment.

Course Details

SNo CONTENT

1.

LAWS OF CONTRACT (THE INDIAN CONTRACT ACT, 1872)

Concept of Contract, Offer and Acceptance; valid contracts and its

essential elements; void Agreements; classification of contracts;

Quasi contract; performance of contract; discharge of contract;

remedies for breach of contract. Special Contracts: Indemnity,

Guarantee, Bailment, Pledge, and agency.

2.

THE SALE OF GOODS ACT, 1930

Nature of Contract of Sale; Formation of Contract of Sale, Agreement

to Sell, Conditions and Warranties, Transfer of Property in Goods,

Performance of the Contract of Sale, Remedies for Breach, Unpaid

Seller and his rights, rights of buyers, Sale by Auction.

3.

THE NEGOTIABLE INSTRUMENTS ACT, 1881

Definition, Features and types of negotiable instruments; Methods of

negotiation of Instruments; holder and holder in due Course;

Endorsement and delivery of a negotiable Instrument; Presentation

of Negotiable Instrument. Banker and Customer: An introduction;

Crossing of a cheque; Types of crossing; Bouncing of cheques;

Obligations of Banker and Customer; Dishonour and discharge of

negotiable instruments.

4.

THE COMPANIES ACT

An Overview; Nature and kinds of Companies; Formation of a

company; MOA & AOA, Shares & Debentures, Company

Management; Doctrine of Ultra Vires & Doctrine of Indoor

Management, Company Meetings, Liquidation of company.

5.

MISCELLANEOUS ACTS

A. The Consumer Protection Act, 1986: Basic Concepts: Complaint,

Complainant, Consumer, Rights of Consumer, Consumer Forums:

Their Role, Powers and Functions, Procedure for Consumer

Grievance Redressal, Major Decided Cases.

A. The Competition Act, 2002: Basic Concepts, Powers of Central

Government under the Competition Act, Major Provisions of the

Competition Act: Role and Working of Competition Commission of

India.

B. MSME Act:

1. Classification of Enterprises

2. Measures from and enhance of development of competiveness of

MSME

Payments to MSME


(a) Kumar, R. (2013). Legal aspects of Business (3rd

Edition),Cengage Learning.

(b) Singh, A. (2012). Business Law: Principles of Mercantile Law (9th

Ed.), Eastern Book

Co.

(c) Kuchhal, M. C. (2012). Business Law, (8th Ed.), Vikas Publishing.

(d) Kapoor, N. D. (2013), Elements of Mercantile Law, (15th

Ed.). S. Chand.

(e) Pathak, N. (2010). Legal Aspects of Business. (5th

Ed.) TMH.

(f) Avtar Singh (2015), Company Law, (16th

Ed.) EBC.

MBA - D207(F) Income Tax Planning

Course Objective: This paper gives an insight about the Income tax structure of

Indian Economic System and various tax aspects related to planning of income tax

and its determinations.

Learning outcome :

i. Students will become acquaint about the current Taxation policy of India.

ii. To strengthens the knowledge of students from the practical application perspective.

iii. To understand the tax planning and its calculations.

Course Outline:

Sl.No. CONTENT

1. INTRODUCTION Nature and Scope of Tax Planning: Nature, Objectives of Tax

Management, Assessment Year, Previous Year, Assessee-types,

Residential status.

2. DETERMINATION OF INCOME UNDER THE HEAD

SALARIES

Definition of salary, Fringe benefits and perquisites, Profit in lieu of

salary and tax planning avenues for salary income are dealt.

3. INCOME FROM HOUSE PROPERTY:

Ownership of house property. Determination of annual value.

Deductions allowed.

4. INCOME UNDER THE HEAD PROFITS AND GAINS OF

BUSINESS AND PROFESSION

Incomes covered under this head - Allowable expenses, expressly

disallowed expenses, Profit and Gains of Business or Profession,

Including Provisions relating to specific business, Capital Gains,

Income from other sources.

5. Other Heads on Income Basic knowledge about following heads of Income: Income from

Capital Gain, Income from Other Sources and its computation.

Suggested Readings:

a) Mehrotra, H.C. & Goyal, S.P. (2017). Income Tax Law and Accounts. Sahitya

Bhawan Publication, New Delhi.

b) Agrawal, K. K, (2017). Direct Tax Planning and Management (5th

Edition),

Atlantic.

c) Singhania, V.K. (2017). Students’ Guide to Income Tax. Taxmann

MBA - D208 (F) Financial Institutions & Markets

Course Objective: This course is designed to introduce and analyze the structure,

operations and functions of the financial markets and financial institutions. Its main

objectives are to provide an overview of the major financial markets and financial

institutions and to prepare the students for the next level of finance course.

Learning Outcomes:

i. Understand the role financial institutions and financial markets in the economy.

ii. Understand the regulations and structure of financial institutions.

iii. Explain the structure and functions of domestic financial market.

iv. Analyze the role of financial services institutions in the economy.

v. Critically evaluate the use of financial instruments in investment decision.

vi. Discuss the significance of stock exchanges in the economy.

Course Details

Sl.No. CONTENT

1 FINANCIAL MARKETS

Financial System and Financial Markets- Meaning, Functions, Structure,

Classification of Financial, Markets, Money Market, Call money Market,

Govt. Securities Market. Capital Market, Debt Market, Primary and

Secondary Market, Distinction between Primary market and Secondary

market, Interlinking Financial Market- Indian and Global Financial Markets.

2 FINANCIAL INSTITUTIONS

Broad Categories- Special Characteristics, Money Market Institutions; Kinds

of Money Market Institutions, Capital Market Institution; Kinds of Capital

Market Institutions, Indian Financial Institutions: Commercial Banks-Roles,

Functions, Regulations, Public Sector, Private Sector and Foreign Banks,

Development Banks: IFCI, IDBI, SFCs ,NABARD, RRBs, SIDBI, Non-

Banking Financial Institutions(NBFCs), Insurance Companies- Public and

Private, Regulatory Authority.

3. STOCK EXCHANGES

Stock Exchanges, Introduction, Benefits and Limitations, Functions,

Constitution, control, Prudential Norms, Trading Mechanism in Stock

Exchanges, SEBI Regulations, Sensitive Indices, Investor Services, Grievance

Redressal Measures, Stock Exchanges in India.

4. FINANCIAL SERVICE INSTITUTIONS

Financial Services Institutions, Functions and Structure Introduced, Clearing

Corporation of India Ltd, Discount and Finance House of India Ltd, Securities

Trading Corporation of India Ltd., Credit Rating Agencies, Depository

services. Venture Capital

5 FINANCIAL INSTRUMENTS

Financial Instruments; Meaning and Definition, Types; Commercial Papers,

Certificate of Deposits, Treasury Bills, Commercial Bills, Equity Shares,

Preference Shares, Debentures, Warrants and Convertibles, Depository

Receipts, Mutual Funds, Savings Accounts, Annuities Valuation of Financial

instruments.


1. S Gurusamy, Financial Markets and Institutions, Thomson.

2. Gordon &Natrajan, Financial Markets and Services, Himalaya Publishing House.

3. R.M. Srivastava, Management of Indian Financial Institutions, Himalaya

Publishing.

4. L M Bhole, Financial Institutions and Markets, TMH.

5. Meir Kohn, Financial Institutions and Markets, Oxford.

MBA - D207 (H) Industrial Relations

Course Objective: To familiarize students with the fundamentals of Industrial Relations,

methods to avoid industrial conflict and develop harmonious relations etc.

Learning Outcomes:

i. Able to critically analyze the role of trade unions.

ii. Evaluate the implications of current legislation and the adjudicating bodies.

iii. Understand the key participants and institutions of Industrial Relations.

iv. Contrast between different types of negotiation strategies.

v. Able to define various dispute resolution mechanisms in India.

vi. Able to write about different participative forums in India

Course Details

Sl.No. CONTENT

1 INDUSTRIAL RELATIONS

Origin, Definition, Scope, Nature of IR, Factors affecting IR in changing

Environment, Requirements of successful industrial relations, Industrial

Relations in India

2 INTERACTIONS & OUTCOMES IN INDUSTRIAL RELATIONS

Collective Bargaining-Meaning, Characteristics, Importance, Essential

Conditions for Success of Collective Bargaining, Process of Collective

Bargaining, Factors affecting collective bargaining. Workers Participation

in Management-Concept, Pre-Requisites, Levels and benefits of

Participation. Forms of WPM in India: Works committee, Joint Management

Council, Shop council, etc.

3. LEGAL FRAMEWORK OF INDUSTRIAL RELATIONS -I

International Labor Organization (ILO) - Objectives, Structure and

Procedure for Admission as a Member.

Trade Unionism: Meaning, Characteristics , Objectives , Functions ,

Advantages, Disadvantages, History and Development of Trade Unions

Movement in India, Problems of Indian Trade Unions, Registration of trade

unions, Rights and liabilities of registered trade union, Penalties, Main

provisions of the Trade unions Act, 1926.

4. LEGAL FRAMEWORK OF INDUSTRIAL RELATIONS- II

Industrial Disputes: Meaning, classes, causes, consequences. Strike, Lock

Out, Lay Off, Retrenchment and Closure. Prevention and Settlement of

industrial disputes. Main provisions of the Industrial Disputes Act, 1947.

Industrial Employments (Standing Orders) Act, 1946 - Basis; Unfair

labour practices; Penalties; Offences by companies; Other Main provisions.

5 ISSUES IN INDUSTRIAL RELATIONS

Employer’s Union; IR and Technological Change, International dimensions

in IR


a) Mamoria, C. B., &Mamoria, G. (2013). Dynamics of Industrial Relations (15th Ed.).

Himalayan.

b) Singh, B. D. (2004). Industrial Relations. Excel.

c) Sinha, P. R. N. (2013). Industrial Relations, Trade Unions and Labour Legislation,

Pearson.

d) Ratnam, V. (2006). Industrial Relations (2nd Ed.). Oxford.

e) Malik, S. (2011). P L Malik’s Industrial Law Volume1 (23rd Ed.). Eastern Book

Company.

f) Malik S. (2011). P L Malik’s Industrial Law Volume 2 (23rd Ed.). Eastern Book

Company

MBA - D208 (H) Training and Development

Course Objective: To familiarize students with the fundamentals of training and

development programs and their execution in the organization. Also, to make

students aware about the team building and its dynamics.

Learning Outcomes:

i. Describe the influence of business and market conditions on training and

employee development.

ii. Evaluate the possible structures and functions for identifying training in

organizations.

iii. Apply various and appropriate methods and techniques for identifying

training needs.

iv. Write basic “blueprints” (instructional designs), training plans, and

develop materials based on behavioral objectives tied to an organizations

business objective.

v. Understand and state the applicable principles of adult learning 6.

vi. Evaluate the effectiveness of a training program

Course Details:

Sl.No. CONTENT

1. INTRODUCTION TO TRAINING, DEVELOPMENT AND

TEAM BUILDING

Training & Development –concept and comparison, Role, need and

importance of training.,Role of stakeholders in training.

Problemsand pitfallsintraininganddevelopment.

2. ADULT LEARNING

Concept of learning, Principles of and conditions for learning,

Learning cycle, Learning curve, Adult learning, Process of Adult

Learning in a Training Programme

3. TRAINING NEED ASSESSMENT (TNA) TNA-Concept,

objectives and advantages of TNA, Components /process of TNA

(Organizational analysis, Person and Performance analysis, Task

analysis), Different approaches to TNA, Levels of training Needs.

4. TRAINING DESIGN, DELIVERY AND METHODS

Key considerations in designing effective Training Programs, types

of training programs and methods, Training programme delivery,

Transfer of training. Management of training environment

5. EVALUATION OF TRAINING

Evaluating effectiveness of training and development programmes,

Evaluation Criteria, design, and models. Determining training ROI,

Best practices and new areas in training & development.

Suggested Readings:

a) Lynton, R. P. &Pareek, U. (2011). Training for Development (3rd

Ed.) Sage.

b) Noe, R. A. (2010). Employee Training and Development (5th

Ed.). McGraw Hill.

c) Sahu, R. K. (2005). Training for Development. Excel Books.

d) Janakiram, B. (2008). Training & Development. Biztantra.

e) Bernardin, J. H. (2008). Human Resource Management (4th

Ed.). Tata McGraw-

Hill.

f) Rao, P. L. (2008). Enriching Human Capital through Training and Development.

Excel Books

MBA - D207 (M) Consumer Behavior

Course Objective: To familiarize students with the fundamentals of Consumer Behavior

and their application in Marketing related to Market Research, Branding, Promotions,

Pricing and New Product Development

Learning Outcomes: Upon completion of the subject, students will be able to:

i. Understand the essence of how consumers make decisions and assess the relevant

implications for marketing practitioners.

ii. An overview of consumer decision-making process.

iii. Individual influences on consumer behavior and choices: influences of motivation,

personality, personality, perception, learning, attitude, etc.

iv. Social and cultural influences on consumer behavior and choices: influences of

reference groups, family, social class, subculture and culture, etc.

v. identify the major individual, social and cultural factors that affect consumers’

decision making process;

vi. Describe the dynamics of the opinion leadership process, the diffusion process

,consumer adoption process.

Course Outline

Sl.No. CONTENT

1. FUNDAMENTALS OF CONSUMER BEHAVIOUR

Defining Consumer Behavior, Consumer Decision Making : Levels of

Consumer Decision Making, Four Views of consumer decision making,

Model of consumer decision making,(Input, Process, Output ),Factor

influencing consumer decision making, The Consumer Research Process

2. CONSUMER AS AN INDIVIDUAL

Consumer Motivation, Consumer Perception, Consumer Learning,

Consumer Attitude formation and change

3. PERSONALITY, SELF CONCEPT AND LIFESTYLES

Personality, Theories of Personality: Freudian Theory, Non Freudian,

Trait Theory, Brand Personality, Self Concept Theory , Self and Self

Image, Life Style, Measuring Life Style: AIO Inventories,VALS

4. CONSUMER IN SOCIAL SETTINGS

Consumer Groups, Reference Groups, Family and social class, Influence

of culture, cross cultural consumer behavior

5. CONSUMER AND THE DIFFUSION AND INNOVATION OF

INNOVATIONS

Diffusion and Adoption of Innovations, The Diffusion Process, The

Adoption Process, Opinion Leadership process, Measurement of opinion

leadership. Profile of the consumer innovator,

References:

a) Assael, H. Consumer Behaviour and marketing Action, Ohio, South Western, 1995

b) Hawkins, Delbert I., Mothersbaugh, David, Mookerjee A,. Consumer behavior.

Mcgraw Hill Higher Educat, 2010.

c) Schiffman, L. G., Kanuk, & Kumar, S. R. (2010). Consumer Behavior, Pearson.

d) Lindquest, J. D., &Sirgy, M. J. (2005). Consumer Behavior Theory and Marketing

Applications, 6th

Edition, Biztantra.

MBA - D208 (M) Marketing of Services

Course Objective: The course introduces the student to the various aspects of service

marketing and management with the principal objective of developing skills in the

identification, analysis and solution of problems encountered in the area. The focus of this

course is twofold. First, service organizations differ from goods organizations and require

their own distinctive approach with regard to the development and execution of marketing

strategy. Secondly, goods organizations need to acknowledge the service aspects of their

organizations and the ways in which service can be used as a source of competitive

advantage.

Learning Outcomes:

1. Explain the unique challenges involved in marketing and managing services.

2. Identify and analyze the various components of the services marketing mix (7Ps).

3. Evaluate the key issues required in managing customer satisfaction and service quality.

4. Recognize the role of employees (and often customers) in service delivery, customer

satisfaction and service quality.

5. Appreciate the key issues in service businesses such as managing supply and demand,

relationship management, and the overlap in marketing/operations/human resource

systems.

6. Build upon important workplace skills (e.g cooperative, teamwork, meeting deadlines,

report writing) through the team project and cooperative learning activities.

Course Details

S.No. CONTENT

1. INTRODUCTION TO SERVICES

Definition and Characteristics of Services, Growth of Service based

economy, Services Marketing Mix 8P’s, Gaps model of Service

Quality, , service excellence, consumption of services, traditional

goods marketing triangle, service marketing triangle, service and

technology, SERVQUAL model.

2.

LISTENING TO CUSTOMER REQUIREMENTS

Consumer Behavior in Services, Customer Expectations in Services,

Zone of tolerance, Customer Perceptions in Services, e-service

quality, moments of truth, Understanding customer expectations and

perceptions through Service Market Research, Building Customer

relationships, Service failures and recovery.

3. ALIGNING STRATEGY, SERVICE DESIGN AND

STANDARDS

Service Innovation and design, Quality Function Deployment in

Service, service blueprinting, standardization, customer-defined

service standards, physical evidence and the services escape.

4. DELIVERING AND PERFORMING SERVICE

Employees' Roles in Service Delivery, Boundary spanning roles,

service profit chain, Customers' Roles in Service Delivery, DIY

concept, Delivering Service through Intermediaries and Electronic

Channels, Managing Demand and Capacity, Service Pricing, Waiting

line strategies, Self-service technologies

5. MANAGING SERVICE PROMISES

Integrated Services Marketing Communications, Overview of Service

industries: insurance, banking, hotels, telecommunication, and

education.

Suggested Readings:

a) Valerie Zeithaml, Mary Jo Bitner, Gremler and Pandit (2008). Services Marketing, 4th

Ed., Tata McGraw – Hill

b) Services Marketing: People, Technology, Strategy, 7/E/latest edition - Christopher H

Lovelock and JochenWirtz, Pearson

c) Kenneth E Clow, David L Kurtz (1995). Services Marketing, 2/e, Biztantra

d) Christopher Lovelock, (2007). Service Marketing, Prentice Hall International Edition

e) Richard L Oliver (1997). Satisfaction: A Behavioral Perspective on the Consumer,

Tata McGraw – Hill

f) Christian Gronroos (2007) Service Management & Marketing; 3/e Wiley India

MBA -D207(S) Supply Chain Management

Course Objective: The intention of this course is to educate students on the fundamental role of

supply chain management while stimulating critical thinking on the topics of economic reasoning,

business negotiation, and opportunities for growth. The course will generally be useful for students

pursuing careers involving Operations, Business Logistics and Management. Students, who are

interested in understanding how optimization can improve revenue streams & cost reduction, will

find this course beneficial.

Learning outcomes:

i. Demonstrate knowledge of the functions of logistics and supply chain management.

ii. Apply concepts and activities of the supply chain to actual organizations.

iii. Explain the sequential nature of logistics and supply chain management.

iv. Produce examples of effective supply chain management and logistics implementation.

v. Assess the effectiveness of logistics and materials management throughout the global supply

chain.

vi. Examine the elements leading to effective partnering and strategic sourcing relationships.

Course Outline:

S.No. CONTENT

1. Introduction

Defining Supply Chain Management, Evolution of Supply Chain management.

Supply Chain drivers and metrics, Supply Chain integration and coordination

processes, Players in Supply Chain Management. The role of Supply Chain

management within organizations.

2. Designing the Supply Chain Network Types of Supply Chain and Supply Chain Networks , Design and development of

a Supply Chain network, The nature of firms, Demand Planning, Need for

Demanding Forecasting, Consumer Demand and the Future of the Supply Chain,

Purchasing and SCM

3. Planning Demand and Supply

Role of forecasting in the Supply Chain, Demand forecasting, Safety inventory

and its appropriate level,Collaborative planning, forecasting andreplenishment,

Impact of supply uncertainty, aggregation and replenishment policies.

4. Transportation Networks and Sourcing

Role of transportation, Transportation modes and their performance, transportation

infrastructure and policies, design options and their trade-offs, Sourcing – In-

house or Outsource – 3rd and 4th PLs, Supplier scoring and assessment.

5. IT& Supply Chain

Role of technology in supply chain, Lack of supply chain coordination and the

Bullwhip effect, Trends in the market, growth opportunities in supply chain.

Suggested Readings

(a) Chopra, S. &Meindl, P. Supply Chain Management? Strategy, Planning and Operations (2nd

Ed.) Pearson Education (ISBN 81-297-0172-3).

(b) David simchi-levi et al, designing and managing the supply chain – concepts,strategies, and

case studies, McGraw hill international edition 2003.

(a) Sopole, V. V, Logistics Management: Supply Chain Imperatives.New Delhi: Pearson

Education.

(b) Raghuram, G. &Rangraj, N. Logistics and Supply Chain Management: Cases and Concepts,

Macmillan: New Delhi.

(c) Simchi-Levi, D., Kaminski, P. &Simchi-Levi, E. Designing and Managing Supply Chain:

Concepts, Strategies and Case Studies (2nd

Ed.).McGraw Hill: New Delhi.

(d) Ballou, R. H. Business Logistics Supply Chain Management: Planning, Organising and

Controlling Supply Chain. McGraw Hill: New Delhi.

(e) Jacobs, Robert F., William Berry, Clay Whybark& Thomas Vollmann, Manufacturing

Planning & Control for Supply Chain Management, Sixth Edition, McGraw Hill: New Delhi.

MBA - D208 (S) Materials Management

Course Objective: To understand the importance and strategic role of materials

management in an organization.

Learning Outcomes:

i) Discuss the management of flow of materials

ii) Understand the process of sourcing and vendor management

iii) Differentiate between push and pull systems of inventory

iv) Understand various concepts used in inventory management models

v) Understand the materials management activities, functions and organization

structure

Course Details

Sl.

No.

CONTENT

1 Overview of Materials Management - materials flow system, strategic role of

materials management, linkage with other functional areas of management,

2 Sourcing of Materials - issues and overview, domestic vs international

purchase, vendor network, buyer-seller relationship

3. Inventory Policies and Systems – inventory systems and modeling, push vs pull

systems, process inventory, spare parts management, stores accounting

4. Storage of Materials – Codification and Standardization of materials, incoming

materials receipts, retrieval and transaction processing system, security and loss

prevention

5 Organization and Appraisal of Materials Management – material management

and its organisation, materials information system, control of material

management and performance appraisal

Suggested Readings:

1. Gopalkrishnan P. &Sundaresan M. (2009),Materials Management – an integrated

approach,PHI Learning Private Limited New Delhi

2. A. K. Datta (2009), Materials Management – Procedures, Texts and Cases, PHI

Learning Private Limited New Delhi

3. Gopalkrishnan P., Handbook of Materials Management, PHI Learning Private Limited

New Delhi

4. Walters,Inventory Control and Management, Wiley Publications

5. Bailey, Farmer, Crocker, Jessop, Procurement Principles & Management,Pearson

Publications

6. Narayan &Subramanyam, Inventory Management, Principles andPractices, Excel

Books

MBA - D301 Strategic Management

1. Course Objective: To familiarize students with the fundamentals of Strategic

Management. To give a holistic perspective of an enterprise, critical from the point of

view of top executives.


i. Able to formulate and implement strategic plans

ii. Generate and evaluate strategic alternatives

iii. Understand and apply the key tools of strategic management.

3. Course Details

Sl.No. CONTENT

1

INTRODUCTION TO STRATEGIC MANAGEMENT

The concept of strategy, Strategy as the art and science of creating value,

Deliberate vs. emergent Strategy, Strategic choices, Levels of strategy,

Strategy Vocabulary: intent, vision, mission, goals, objectives, Policies,

Procedures. Strategic fit, Strategic managementprocess, Limitations of

strategic management

2

ANALYZING THE EXTERNAL AND INTERNAL ENVIRONMENT

Overview & Analysis of External Environment: PESTEL, ETOP, Porter’s 5-

Forces Model, Overview and Analysis of Internal Environment: Types of

Resources, Capabilities & Core Competencies, VRIO analysis, SWOT

Analysis

3.

SUSTAINABLE COMPETITIVE ADVANTAGE & VALUE

CREATION

The notion of core competence, distinctive competency, sustainable

competitive advantage and profitability, Static vs. Dynamic Competitive

Advantage, Industry life cycle, Value-Chain Analysis, The role of innovation,

Competencies as barriers to change

4.

STRATEGIC FORMULATION & ANALYSIS

Business Level Strategy: Cost Leadership, Differentiation & Focus Strategy,

Grand Strategies – Growth/Expansion, Stability & Retrenchment, Strategic

analysis at corporate level: BCG Matrix, GE Nine Cell Planning Grid, Hofer’s

Product Market Evolution, Shell’s Directional Policy Matrix, Mc Kinsey's 7s

Framework.

5

STRATEGY IMPLEMENTATION AND EVALUATION Project and Procedural implementation, Corporate Performance & Corporate

Governance; Corporate Social Responsibility & Ethics, Operations Control

and Strategic Control, Benefit and Limitations of control Techniques;

Organizational systems and techniques of strategic evaluation.


a) Hunger J David, Wheelen L Thomas, (2011), Essentials of Strategic Management,

5/e, Pearson.

b) John. A. Pearce II, Richard.B. Robinson Jr, AmitaMital, (2008), Strategic

Management – Formulation, Implementation and Control, 1/e, Tata McGraw-Hill,

New Delhi.

c) William F. Glueck, Lawrence R. Jauch, Business policy & Strategic Management,

McGraw Hill.

d) Thompson A Jr, A.J. Strickland, (2008), Strategic Management, Tata McGraw-

Hill Publishing, New Delhi.

e) Kazmi, AzharStrategic Management & Business Policy - TMH

http://www.google.co.in/search?tbo=p&tbm=bks&q=inauthor:%22William+F.+Glueck%22

http://www.google.co.in/search?tbo=p&tbm=bks&q=inauthor:%22Lawrence+R.+Jauch%22

MBA-D 302 International Business

1. Course Objective: To familiarize students with the fundamentals of international

business environment and management of international business.

2. Learning objectives:

i. Identify and evaluate the complexities of international business and globalization from

home versus host-country, and regional, cultural perspectives.

ii. Analyze the relationships between international business and the political, economic,

legal and social policies of countries, regions and international institutions.

iii. Analyze current conditions in developing emerging markets, and evaluate present and

future opportunities and risks for international business activities.

iv. Develop a framework to support successful decision-making in all relevant functions

and activities of any international business or international operations of a domestic

business within the competitively, international environment.

3. Course Outline:

Sl.No. CONTENT

1.

Introduction to international business International business and

International trade; Evolution of IB; Nature and Scope of

International business;Stages of internationalization; International

business approaches

2.

Theories of International Business International business decisions-

Assessing foreign markets; why go international; Absolute cost

advantage theory; Comparative cost advantage theory; Factor

Endowment theory of international business

3.

International business decisions Risk analysis; Advantages of going

international and risks associated with International Business, Modes

of Entry into foreign markets ( With and without Strategic alliances);

International business and Globalization; MNCs – Role and relevance

in developing world; Managing MN subsidiaries- Prahlad and Doz

model

4.

International trade terms, documents and trade procedures Price

quotations; important trade terms; International trade documents-

commercial documents& regulatory documents; Export Procedure;

Import procedure; Export Financing,

5.

International Business EnvironmentBalance of Trade and Balance

of Payment, Tariff and Non-Tariff barriers, New world trade order-

GATT; WTO; Role and relevance of RTBs and Trade agreements, a

brief onExport Trading Companies, Export Promotion Schemes with

special reference to India

Learning Resources a) Varshney and Bhattacharya (2010). International Marketing (8

th Ed.). Sultan

Chand.

b) Rahesh Mohan Joshi (2012). International Business (12th

Ed.) Oxford Publication.

c) Hill, C.W.L. (2010). International Business (8th

Ed.). McGraw-Hill.

d) Ball, D., Geringer, M., Minor, M., and McNett, J. (2009). International Business:

The Challenge of Global Competition (12th

Ed.). McGraw-Hill.

e) Aswathappa, K. (2013). International Business, Tata McGraw Hill publications:

New Delhi

f) Paul J; “International Business”; Prentice –Hall

g) Zinkota et.al.; “International Business, Text and Cases”; Pearson Education

MBA-D303 Entrepreneurship and Small Business Management

1. Course Objective: The course aims at providing the students with a basic framework for

understanding the process of entrepreneurship and developing capabilities in creation,

development and operation of entrepreneurial ventures. The students will be imparted with

the necessary skills for managing and facilitating growing business ventures.


i. Ability to recognize a business opportunity that fits the individual student.

ii. Demonstrate the ability to provide a self-analysis in the context of an entrepreneurial

career.

iii. Students will be better prepared to succeed in small business, whether as owners,

managers or junior employees.

iv. As an established business owner or manager, they will further grow those talents. It

can lead to a career in sales, senior management, customer service, product development

and many other areas.

v. Understand the development of entrepreneurship as a field of study and as a profession.

3. Course Details

Sl.No. CONTENT

1

INTRODUCTION TO ENTREPRENEURSHIP

Definition, Role and Expectations; Entrepreneurial styles and types;

Characteristics of an entrepreneur; Promotion of entrepreneurship – role of

socio-cultural, economic and political environment; Growth of

entrepreneurship in India; Constraints for the promotion of entrepreneurial

culture; Entrepreneurial Revolution

2

BUSINESS MODELS

Entrepreneurial Competencies; Developing competencies; Entrepreneurial

leadership characteristics; McClelland’s theory of motivation in

entrepreneurship; BRIE Model; Timmons model of entrepreneurial process;

Creation and generation of wealth through ideas, creativity and innovation,

Silicon Valley; creation, concept &model, Startup India Initiative.

3.

SMALL BUSINESS AND CORPORATE ENTREPRENEURSHIP

Micro, Small and Medium Enterprises- Scope & Role in Economic

Development, The Environment of Small Business, Risk & Failure,

Resolutions for Success, corporate entrepreneurship- Intrapreneurship;

Corporate Risk Management, Managing for sustainability, The organizational

Life Cycle, Changing Entrepreneurial Roles

4.

WOMEN AND RURAL ENTREPRENEURSHIP

Growth of women entrepreneurship in India; Business opportunities for

women in different sectors, Policy support for women Entrepreneurs, Need for

Rural Entrepreneurship, NGO’s & Rural Entrepreneurship, Need for

developing Agri-preneurship, Opportunities & Challenges involved in

developing Agri-preneurship.

5

EXISTING SUPPORT FOR ENTREPRENEURS

Institutional Finance to Entrepreneurs, Institutional Support to Entrepreneurs,

Role of various government agencies at National and State level for

development and support of entrepreneurship; Government policy for small

scale enterprises, Sickness in small enterprises


a) Entrepreneurship Development- Dr. S.S.Khanka

b) Entrepreneurship: New Venture Creation – David H. Holt.

c) Entrepreneurship- Rajeev Roy

d) Entrepreneurship – Hirsch Peters

e) The Culture of Entrepreneurship - Brigitte Berger.

f) Dynamics of Entrepreneurship Development – Vasant Desai.

g) Business Maharajas – Gita Piramal

h) Business Legends – Gita Piramal

i) Connecting the Dots- Rashmi Bansal

MBA-D 304 Business Environment


i. Successfully articulate the complexity surrounding national and international attempts

to regulate global social, political, and particularly economic issues

ii. Critically analyze and interpret current events relating to globalization and

international business

iii. Productively utilize research and writing skills in order to create persuasive and

comprehensive reports and policy analysis.

2. Course Details

Sl.No. CONTENT

1.

Introduction: Introduction to business environment, Internal & External –

Micro and Macro Components of Business environment

2.

Technological and Cultural Environment Nature of culture and impact of

culture on business; Technology considerations of Business and

development, Technology- Nature and Social interdependence

3.

Business and Society Social orientation of business, Objectives and role of

Business, Introductory of Business Ethics, Corporate Social

Responsibility , Corporate Governance and Basics of Social Audit

4.

Indian Economic Environment

Objectives and assessment of Indian economic planning, Brief of planned

development in India, New economic policy–Liberalization, Privatization,

Globalization , Introduction and Brief on concepts and components of

National Income Accounting

5.

Indian Financial and Commercial Environment: Monetary and Fiscal

policy, Inflation, FDI, FII and Role of SEBI, Public, Private and Joint

Sector in India, Role and Relevance of SSIs

Global Environment Nature and Manifestations of globalization, Benefits

from MNCs, Functions of WTO and Implications for India.

Learning Resources

a) Cherunilam, Francis –BusinessEnvironment, Himalaya Publishing House.

b) Aswathappa, K., Business Environment and Strategic Management, HPH

c) Paul, Justin-Business Environment, Tata McGraw Hill Company.

d) Sundaram& Black – The International Business Environment: Text & Cases, PHI.

Dutta and Sundaram- Indian Economy

MBA-D 304(F) Financial Services

1. Course Objective: The objective of the course is to familiarize the students with the

financial services and its role in accelerating the transactions in the economy and how

corporate deals take place.


i. Describe the RBI regulations for managing Non Banking Financial Companies in

India.

ii. Evaluate fund base financial services and strategies offered by variety of Non

Banking Financial Institutions for suitability and appropriateness in meeting

consumer needs.

iii. Describe the nature of housing finance products offered by banks, housing finance

companies & national housing bank.

iv. Describe the dimensions of insurance regulations in India.

v. Describe the dimensions of factoring and forfeiting.

3. Course Details

Sl.No. CONTENT

1 NON BANKING FINANCIAL COMPANIES

Introduction, RBI Act Framework, RBI’s prudential Norms for NBFC, Asset

Liability Management System

2 ASSETS / FUND BASED FINANCIAL SERVICES

Theoretical and Regulatory Framework Of Leasing, Lease Documentation

And Agreement, Financial Evaluation Of Leasing, Hire Purchase Finance

And Consumer Credit.

3. FACTORING AND FORFAITING:

Introduction and Theoretical Framework, Factoring In India, Securitization

And Its Legal Framework.

4. HOUSING FINANCE

Introduction, National Housing Bank, NHBs Housing Finance Companies

Directions, Guidelines For Extending Support To HFCs.

5 INSURANCE SERVICES

Introduction , Insurance Act 1938, IRDA, Licensing Of Insurance Agents,

General Insurance And Reinsurance, Insurance Advertisements And

Disclosure, Registration Of Indian Insurance Companies


a) Khan, M. Y. (2006). Financial Services. Tata McGraw Hill.

b) Machiraju, H. R. (2006). Indian Financial System. Vikas publishing House Pvt.

Ltd.

c) Bhalla, V. K. (2006). Management of Financial Services. Anmol Publications Pvt.

Ltd.

MBA-D 305 (F) Security Analysis and Portfolio Management

1. Course Objective: The objective of this course is to expose the students to the concepts,

tools and techniques applicable in the field of security analysis and portfolio

management.

2. Learning Outcomes

At the end of this course students should be able to:

1. Analyze and evaluate financial markets, how securities are traded, mutual funds,

investment companies, and investor behavior.

2. Construct optimal portfolios and illustrate the theory and empirical applications of

asset pricing models.

3. Explain macro and industry analysis, equity valuation, financial statement analysis and

technical analysis.

4. Analyze bond prices and yields and fixed-income portfolios.

5. Explain what options and futures are and their use as hedging instruments.

6. Characterize the implications of the market efficiency evidence on active portfolio

management.

3. Course Outline:

Sl.

No.

CONTENT

1. OVERVIEW OF INVESTMENT AND MARKET Overview of Capital Market: Market of securities, Stock Exchange and

New Issue Markets - their nature, structure, functioning and limitations;

Trading of securities: equity and debentures/ bonds. Regulatory

Mechanism: SEBI and its guidelines; Investor Protection, Saving,

investment, speculation. Type of investors, Aim & Approaches of security

analysis.

2. RISK AND RETURN ANALYSIS

Risk & Return: Concept of Risk, Component & Measurement of risk,

covariance, correlation coefficient, measurement of systematic risk. EMH

(Efficient Market Hypothesis) and its implications for investment decision.

Valuation of securities.

3. FUNDAMENTAL AND TECHNICAL ANALYSIS OF EQUITIES

Concept of intrinsic value. Objectives and beliefs of fundamental analysis:

Economy - Industry-Company framework, Economic analysis and

forecasting. Theory of Technical analysis, points and figures chart, bar

chart, Confidence index, Moving average analysis,. The market

mechanism: testable hypothesis about market efficiency.

4. MODERN PORTFOLIO THEORY

Asset allocation decision. Dominant and Efficient portfolio – simple

diversification, Markowitz diversification model, Selecting an optimal

portfolio – Sharpe single index model. CAPM, Process of portfolio

management. Passive Investment Management: Index Funds and

Exchange-Traded Funds. Arbitrage pricing theory.

5. PORTFOLIO PERFORMANCE EVALUATION

Portfolio revision – Active and passive strategies and formulating plans to

revise portfolio. Creating a portfolio, periodical review and managing a

portfolio.

Suggested Readings:

a) Prasanna, C., (2005). Investment Analysis and Portfolio Management (2nd

Ed.).

TMH.

b) Reilly, (2008). Investment Analysis & Portfolio Management (8th

Ed.). Cengage

Learning.

c) Fisher & Jordan, (2007). Security Analysis & Portfolio Management (6th

Ed.).

Pearson.

d) Gibson, R. C. (2008). Asset Allocation. McGraw Hill.

e) Malkiel, B. G. (2007). A Random Walk Down Wall Street (9th

Ed.).Norton and

Company.

MBA-D 306 (F) International Finance

1. Course Objective: To familiarize students with concept and importance of international

financial system and investment decisions.


i. Understand the international financial environment and concept of foreign exchange

market.

ii. Gain knowledge on global investment opportunities and analysis of different sources.

iii. Critically evaluate the factors of global financial decision for a firm.

iv. Examine the techniques of foreign exchange risk management.

v. Assess the exchange rate determination.

3. Course Details

Sl.No. CONTENT

1 INTERNATIONAL FINANCIAL SYSTEM & MARKET FOR

FOREIGN EXCHANGES GrowingImportanceofInternationalFinance&GlobalFinancialEnvironment,

InternationalMonetarySystem&EvolvementofFloatingRateRegime,Foreign

ExchangeMarkets,Spot,Forward,SwapMarkets,CurrencyFutures&OptionMarke

t, Foreign Exchange Market in India

2 DETERMINATIONOFEXCHANGERATES

AnIntroductiontoExchangeRates,Inter-Bank&MerchantsRates,Determinantsof

ExchangeRates.

3. INTERNATIONALPARITYCONDITIONS

InternationalParityconditions,PurchasingPowerParity,InterestRate

Parity&ConceptofCoveredinterestArbitrage,BalanceofPayment,ExchangeRate

Forecasting.

4. MANAGING FOREIGN EXCHANGE RISK

TypesofForeignExchangeExposure&Risk,TransactionRisk,TransactionRisk&

OperatingRisk;CorporateapproachtoCurrencyRiskManagement&Hedging

Philosophy;ManagementofTransactionExposure,Internal&ContractualHedge;

StrategicManagementofOperatingExposure;InterestRateRiskManagement,Inter

est Rate Swaps, Futures & Forward Rate Agreements.

5 INTERNATIONAL INVESTMENT AND FINANCING

EuroCurrencyMarket;FinancingtheGlobalFirms,Availability&CostofCapital;So

urcingEquityGlobally,ADRs/GDRs, etc.;InternationalDebtMarket,Structuring

InternationalDebt;ForeignInvestmentDecisions,FDI&PortfolioInvestment;

International Trade Finance.


a) Apte, P G. (2011). International Financial Management, 6th

Edition, Tata

Mc-Graw Hill.

b ) Eitman (2007). Multinational Business Finance, 10th

Edition, Stonehill,

Mofett Pearson.

c) Madhu, Vij (2003). International Financial Management, 3rd

Edition, Excel

Books.

d) Sharan, V. (2012). International Financial Management, 6th

Edition, PHI

MBA-D 307(F) Corporate Finance

1. Course Objective: The objective is to provide conceptual knowledge of the tools of

financial decision making process and art of raising and managing funds. It also aims

to analyze and select securities for financial management, approaches related to

investment and dividend distribution.

2. Learning outcomes:

i. Master corporate finance decisions in an international environment

ii. Conduct financial statement analysis, investment analysis, and debt and equity

valuation

iii. Perform complex financial modelling and analysis of acquisition finance, structured

finance, project finance or other topics in corporate finance

iv. Create value in the execution of corporate finance and capital market transactions

3. Course Outline:

Sl.No. CONTENT

1. ADVANCED FINANCIAL MANAGEMENT

Corporate Objectives, Wealth maximization – Profit maximization,

Social welfare and Corporate growth, Appraisal of Risky

Investments, certainty equivalent of cash flows and risk adjusted

discount rate, risk analysis in the context of DCF methods using

Probability information, nature of cash flows, Sensitivity analysis;

Simulation and investment decision, Decision tree approach in

investment decisions.

2. VALUATION OF CORPORATE BONDS & STOCKS

Basics of Debt Instruments, Valuation of Bonds - Price, Coupon and

Yield relationships, Yield to Maturity, Bond Pricing Theorems,

Valuation of Stocks - Dividend Discount Model – Constant. Growth

Model and Two Stage Growth Model, P/E Valuation Model,

Concept, Competitors to EVA, EVA, TQM and Shareholder’s

Wealth, Improving EVA.

3. INVESTMENT DECISION

Appraisal of project; Concept, Process & Techniques of Capital

Budgeting and its applications; Risk and Uncertainty in Capital

Budgeting; Leverage Analysis – financial, operating and combined

leverage along with implications; EBIT‐EPS Analysis. Capital

budgeting practices in Indian companies.

4. FINANCING DECISION

Long‐term sources of finance, potentiality of equity shares,

preference shares, debentures and bonds as sources of long‐term

finance, Innovative source of finance ; Concept and Approaches of

capital structure decision : NI, NOI, Traditional and Modigliani

Miller Approach; Cost of Capital : Cost of equity, preference shares,

debentures and retained earnings, weighted average cost of capital

and implications.

5. DIVIDEND POLICY

Factors affecting the dividend policy ‐ dividend policies‐ stable

dividend, stable payout. Relevance and Irrelevance. Theories of

dividend decision: Walter’s Model, Gordon’s Model and Modigliani

Miller Model; Factors affecting dividend decision. Overview of

Working Capital Decision: Concept, components, factors affecting

working capital requirement, Working Capital Management:

Management of cash, inventory and receivables; Working Capital

Financing.

Suggested Readings

a) Stephen A. Ross, Wester FIELD, Jordan (2003). Fundamentals of Corporate Finance,

6th

Edition, Mac Graw Hill.

b) Vanhorne&Wachowic (2003). Fundamentals of Financial Management, 6th

Edition,

Pearson /PHI.

c) I.M.Pandey (2012). Financial Management, 12th Edition, Vikas Publishing House

Pvt. Ltd.

d) Damodaran (2004). Corporate Finance, 2nd

Edition, John Wiley & Co.

e) Brealy and Myers (2003). Principles of Corporate Finance – Theory & Practice, 7th

Edition, TMH.

f) Sharan (2005). Fundamentals of Financial Management, 2nd

Edition, Pearson, PHI.

g) Paresh P Shah (2005). Financial Management, 1st Edition, Biztantra.

MBA-D 308(F) Financial Planning

1. Course Objective: Students will grasp of financial planning concepts, financial planning

profession and the practice of personal financial planning.

2. Learning Outcome Students will demonstrate a depth of knowledge and apply the methods of

inquiry in personal financial planning, and they will demonstrate a breadth of knowledge across

their discipline. Student outcomes associated with this SLO are listed below.

Understand the fundamentals of the financial planning process.

Calculate and interpret the time value of money.

Develop a clear, professional understanding of insurance policies and strategies.

Understand risk management concepts.

Apply tax planning strategies to meet the goals of the client.

Become skilled in applying retirement planning strategies.

Develop estate planning strategies for the benefit of clients.

3. Course Outline:

Sl.No. CONTENT

1. Introduction: Background, Role of financial planner, Regulatory

control and practices in financial planning, Various views of

financial planning, Good practices in financial planning.

2. Fundamental Investment Concepts: Time value of money,

principles of compounding, risk reward trade off, investment

timing.

3. Asset Classes: Fixed interest instruments, Equity instruments,

Property, Derivatives, Mutual funds, PMS, insurance bonds,

other Special classes (Gold, Infrastructure, Private capital,

Individual mortgage,)

4. Estate Planning: Concept of will, Administration of an estate,

dwelling houses, power of attorney.

Toward Financial Plan: Gathering information from

client,Meeting client objectives,Assets Allocation,

Implementation.

5. Taxation Part 1: Principles of taxation, Components of tax

liabilities, Taxation of direct investment, Taxation of managed

investment, Self assessment, Return on income, payment of tax.

Taxation Part 2: Capital gain tax, Tax avoidance versus tax

evasion, Gearing and debt management.


a. IIBF (2013) Introduction to Financial Planning, Taxmann Publication Private Ltd.

b. Pandit, Amar. (2012) The Only Financial Planning Book that You will Ever Need, TV18

Broadcast Ltd

c. Manish Chauhan (2013). 16 Personal Finance Principles Every Investor Should Know.

TV18 Broadcast Ltd (CNBC TV18).

MBA-D 304 (H) Human Resource Planning and Development

1. Course Objective: To help students to understand the concepts, methods and procedures

involved in human resource planning process.


i. Explain the strategic role and importance of HRD in organizations.

ii. Critically evaluate and apply concepts of Human Resource Planning.

iii. Demonstrate a practical knowledge of the HRD implementation process.

3. Course Details

Sl.No. CONTENT

1 INTRODUCTION TO HUMAN RESOURCE PLANNING

Concept, Importance, objectives, Types of HR plan, Approaches, Factors

affecting Human Resource Planning, Role of IT in HRP (HRIS)

2 PROCESS & FUNCTIONS OF HRP HRP Process, Models and Techniques of HR Demand and Supply

Forecasting, Relation between HRP and other HR Functions, Succession

Planning, Evaluation of HRP.

3. INTRODUCTION TO HRD

Concept & Role of HRD, HRD Matrix, HRD Mechanism, HRD

interventions, Roles & Competencies of HRD Professionals, Challenges in

HRD, Aligning HRD with Organizational culture & Climate

4. HRD PROCESS & ACTIVITIES

Assessing HRD needs, Designing Effective HRD Programs, Implementing

HRD Programs, Evaluating effectiveness of HRD Programs, Action

Learning, Assessment& Development Centers.

5 HRD PRACTICES & TRENDS

Coaching, Mentoring, Employee counseling, competency mapping, Balanced

Scorecard, Appreciative Enquiry, HRD in Career Development, Integrating

HRD with Technology, Emerging trends in HRD.


a) Bhattacharya, Dipak Kumar – Human Resource Planning, Excel Books.

b) T.V. Rao, Human Resource Development Oxford IBH Publication

c) T. V. Rao. Future of HRD. McMillan Publishers.

d ) Aswathapa, K. Human Resource and personnel management Text & Cases,

TMH.

e) DeSimone& Harries – Human Resource Development – Thomson Learning

f) Werner J. M., &DeSimon, R. L. Human Resource Development.

Southwestern

MBA D 305(H) Labor Laws

Course Objective: To familiarize students with the fundamentals of Industrial Relations,

methods to avoid industrial conflict and develop harmonious relations etc.

Learning Outcomes:

i. Analyze the degree to which forms of human difference shape a person’s

experiences of, and perspectives on, work

ii. Analyze a contemporary global issue in labor & employment relations from a

multidisciplinary perspective

iii. Analyze issues of social justice related to work across local and global contexts

iv. Demonstrate an understanding of the perspectives, theories, and concepts in the

field of labor welfare

Unit 1: Introduction to Labour Legislation and Laws relating to Working Conditions

Objectives, Principles, Classification and Evolution. International Labour Organization,

Indian Constitution & Labour Laws. Laws relating to Working Conditions: Factories Act

1948, Contract Labour Act 1970.

Unit 2: Laws Relating to Wages

Minimum Wages Act, 1948, Payment of Wages Act, 1936, Payment of Bonus Act, 1965,

Equal Remuneration Act, 1976.

Unit 3: Laws Relating to Labour Welfare and Social Security- I

Social Security legislation: An overview, The Payment of Gratuity Act, 1972, Employees’

Provident Fund & Miscellaneous Provision Act 1952,

Unit 4: Laws Relating to Labour Welfare and Social Security- II

Employee Compensation Act, 1923, Employee State Insurance Act, 1948, Maternity Benefit

Act 1961.

Learning Resources:

1. Malik, S. (2011). P L Malik’s Industrial Law Volume1, 23rd Edition, Eastern Book

Company.

2. Mishra, SN, Labour Laws, Central Law Publications

3. Srivastava, S.C., Industrial Relations &Labour Laws, Vikas Publishing House (P) Ltd.

4. Sharma, J.P., Industrial Laws, Ane Books Pvt. Ltd, New Delhi.

MBA-D 306(H) HRIS and Analytics

1. Course Objective: To provide the students understanding of concepts, tools and

techniques of HRIS and Analytics that could be applied to make evidence –based

decisions.


i. Discuss the role of HRIS in making administrative decisions

ii. Describe the importance and potential uses of HR Analytics in measuring human

resources and how it drives an organization’s performance

iii. Employ measurement and analytical techniques around intangibles and identify ways

to benchmark performance and create standards

iv. Demonstrate the ability to use predictive modeling techniques

v. Demonstrate how to connect HR results to business results

3. Course Details:

Sl.

No.

CONTENT

1. Unit I- Introduction to IS

Introduction to Computer Based Information Systems: Concepts,

Characteristics and Classification – Information System: Role,

Functions & Types – Organisations and Information Systems -

System Development – Managerial Decision Making - Information

Systems and Business Strategy

2. Unit II - Overview of HRIS H.R.I.S Planning & Designing, Hardware & Software of H.R.I.S.

Implementation–Planning, Installation, Modification, Acceptance

Tasking- Maintaining & Enhancing H.R.I.S.

3. Unit III - HRIS Application Application of HRIS in Employment Management, Compensation,

Benefit, Training & Development, HRP, Grievance Redressal,

Occupational Health & Safety and Payroll.

4. Unit IV - Introduction to HR Analytics:

Evolution of HR Analytics; HR Metrics and HR Analytics; Intuition

versus analytical thinking; HRIS and data sources; Analytics

frameworks like LAMP, HCM:21(r) Model. Creating business

understanding for HR initiatives: Workforce segmentation and search

for critical job roles; Statistical driver analysis – association and

causation; Linking HR measures to business results; choosing the

right measures for scorecards; Identifying and using key HR Metrics

5. Unit V – Forecasting and Predictive Modeling

Forecasting budget numbers for HR costs: Workforce planning;

training and development and measuring the value and results of

improvement initiatives; optimizing selection and promotion

decisions, Predictive modeling in HR: Employee retention and

turnover; workforce productivity and performance; scenario planning


1. Jaiswal& Mittal. Management Information System. Oxford University Press.

2. Vincent R. Ceriello, Human Resource Management System –Strategies, Tactics and

Techniques, Lexington.

3. Michael J. Kavanagh, Mohan Thite, Richard D. Johnson (2014). Human Resource

Information Systems. Sage.

4. Fitz-enz, J., & Mattox, J. (2014). Predictive Analytics for Human Resources. Wiley.

5. Phillips, J., & Phillips, P.P. (2014). Making Human Capital Analytics Work:

Measuring the ROI of Human Capital Processes and Outcomes. McGraw-Hill.

6. Lahey, D. (2014). Predicting Success: Evidence-Based Strategies to Hire the Right

People and Build the Best Team. Wiley.

7. Director, S. (2014). Financial Analysis for HR Managers: Tools for Linking HR

Strategy to Business Strategy. Pearson FT Press.

8. Sesil, J.C. (2013). Applying Advanced Analytics to HR Management Decisions:

Methods for Selection, Developing Incentives, and Improving. Pearson FT Press.

MBA-D 307(H) Cross Cultural & Global HRM

1. Course Objective: To familiarize students with the reasons for the increasing

importance of global HRM and make them acquaint with international HR practices


i. Comprehend a range of conceptions of culture; Compare and contrast cultures;

Appreciate the complexity of cross cultural and international management

ii. Identify cultural influences on management practices and theories; Be aware

of own cultural beliefs, assumptions, and practices;

iii. Respond to cultural influences on key HRM processes, such as selection

interviews, team building, giving feedback, training and development

iv. Critique cultural biases within existing HRM practices.

v. Critically assess different theories of culture; Identify cultural bias in

management practice and theory

3. Course Details

Sl.

No.

CONTENT

1. GLOBALBUSINESSENVIRONMENTANDHUMAN COMPONENT

Global Business Environment, Organizational culture from Global Perspective, Human and Cultural variables, Cross cultural differences and Managerial Implication; Hofstede Model, Global HR Environment

2. CROSSCULTURALMANAGEMENT

Cross cultural variable, Theories, CrossCulturalLeadership, Cross Cultural Communication, Cross Cultural Negotiation, Cross cultural negotiating training, Comparative study of Negotiating styles in different countries.

3. MANAGING & SUPPORTING INTERNATIONAL ASSIGNMENTS

Domestic vs International HRM, Managing International HR activities: InternationalRecruitmentandSelection,andTrainingandDevelopment, PerformanceManagement, Compensation, Strategic IHRM.

4. SUSTAINING INTERNATIONAL BUSINESS OPERATIONS International Business Entities,

InternationalHRMrolesinmultinationalorganizations,Reasons for

expatriation, Characteristics of effective expatriate managers, Selection

of expatriates, Dealing with culture shock, Reasons for expatriate failure

5. GLOBAL HR ISSUES

Re-entry and career issues, Trends & Future Challenges in IHRM, International Industrial Relations, Ethics & International HR Manager, HRMpracticesinother countries


a) Dowling, P., Schuler, R. S.& Welch, D. E. (1994). International Dimensions

ofHuman Resource Management (2nd

Ed.).Wadsworth

b) Bhattacharya, Deepak Kr. (2010). Cross-cultural Management: Texts and Cases. PHI

c) Hofstede, G. (1984). Cultures Consequence; International Differences in Work

related Values. Sage

d) Deresky, H. (2008). International Management: Managing Across Borders and

Cultures (6th

Ed.). PHI: New Delhi.

e) K. Aswathappa (2013).Human Resource Management (7th

Ed.). McGraw Hill: New

Delhi.

MBA-D 308(H) Organizational Change & Development Techniques

Course Objective: To provide students with the understanding of issues, basic

theories and methods of organizational change and development techniques in

organizations.

Learning Outcomes:

xi. Reflect on the need for change in the current economic climate

xii. Gain a general understanding of organizational change and development

concepts

xiii. Develop an understanding of possible change instruments and their field of

use

xiv. Explain the role of change in organizational development

Course Details

Sl.No. CONTENT

1. UNDERSTANDING ORGANIZATIONAL CHANGE

Nature of Change; Types of change. Need for Planned Change,

Speed of Change versus Institutional and Human Ability to cope

with change; Forces of Change, Internal- system dynamics,

individual/ group expectations, structure- focused change. Force

field analysis.

2. ORGANIZATIONAL CHANGE MANAGEMENT

Transformation Planning, Impact analysis, Resistance to change and

managing resistance; Cognitive dimensions- change mechanisms:

explaining the nature and direction of change; Affective dimensions

of managing change, Sustaining the momentum of change. Change

agents- internal and external; Role of top management in change

process. Role of HR in Organizational Change and Development.

Models of Change, Mapping change; Systems Approach to Change.

3. ORGANIZATIONAL DEVELOPMENT (OD)

Field of Organization Development (OD); Values, assumptions and

beliefs in OD; Foundations of OD; Managing the OD Process;

Action Research and OD, OD Consultant- Role, Skills and

Dilemmas

4. DEVELOPMENT INTERVENTIONS

Individual interventions- Laboratory training, career planning

interventions, Managerial grid; Team interventions- diagnostic

meeting; Gestalt approach; process consultation; Comprehensive

OD interventions; Sensitization; T-groups; Quality Circles,

Structural interventions, HRM interventions, Evaluating OD

interventions

5. SPECIAL APPLICATION OF OD INTERVENTIONS

Knowledge Management, Organizational learning, OD for

economic, ecological and social outcomes, Sustainable management

organizations, OD in nonindustrial settings: Healthcare, family

owned, public sector, Role of change agents in OD. Global issues in

OD

Learning Resources

a) Harigopal, K. (2001). Management of Organizational Change: Leveraging

Transformation. Response Books: New Delhi.

b) Wendell L. F. & Cecil, H. B. Jr. (2001). Organization Development: Behavioural

Science Interventions for Organization Improvement. Pearson Education: New Delhi.

c) Srivastava (2008). Organization Design and Development: Concepts and

Applications. Wiley: New Delhi.

d) Singh, K. (2005). Organization Change and Development. Excel Books: New Delhi.

MBA-D304(M) Customer Relationship Management

1. Course Objective: To familiarize students with the fundamentals of Customer

Relationship Marketing, dimensions of Technology in CRM and their application in

Marketing

2. Learning outcomes: i. Demonstrate the basic knowledge of CRM practices in business

ii. Analyze different customer relationships and the CRM of a company iii. Write and plan customer loyalty programs in real business situations iv. Awareness of key CRM software and database packages

3. Course Outline:

S.No. CONTENT

1. INTRODUCTION

CRM – Definition, Evolution and scope; Transactional Marketing vs.

Relationship Marketing; Emerging trends in Marketing; Enablers for

Growth of CRM; Types of CRM: Operational, Collaborative and

Analytical CRM; Types of Customers & relationship styles;

Customer Lifecycle Management; Integrating CRM into strategic

business planning; Customer-centricity vs. product centricity

2.

TYPES OF CUSTOMERS AND CUSTOMER VALUE

Customer Segmentation & Selection of Profitable customer segments;

Customer Satisfaction and Customer perception & expectation of

Quality; Customer value: Concept & Characteristics, Types of

Customer Value: Economic, Functional & Psychological Value;

Meaning & Dimensions of Customer Lifetime Value; Challenges

faced by managers in measuring customer value; Traditional

marketing metrics and Primary customer-based metrics

3. NEEDS-BASED DIFFERENTIATION & CUSTOMER

LOYALTY

‘Needs-based segmentation’ vs. ‘traditional benefits-based

segmentation’, Role of ‘needs differentiation’ to build customer

value, Strategic Implications of needs-based differentiation: Issues

faced by firms in executing CRM across customers of different social

strata, Customer Equity and its key drivers; Customer Loyalty -

Customer Acquisition, Retention and Loyalty, types of loyalty

programs; Causes of failure of some loyalty programs, Designing

effective loyalty programs

4. TECHNOLOGY DIMENSIONS IN CRM E-CRM in Business - Features, Advantages, Technologies,

Functional Components; Database Management - Database

Construction, Data Warehousing, Architecture; Data Mining -

Characteristics, Meaning, Significance, Advantages, Tools and

techniques; Call Center, Multimedia Contact Center, Important CRM

software

5. ORGANIZING FOR CRM IMPLEMENTATION

CRM readiness & maturity assessment - CRM vision, senior CRM

sponsorship, Employee engagement, training and development,

budgeting; Issues to be considered in implementing CRM globally

Learning Resources

a) Peelen, Ed (2006). Customer Relationship Management. Pearson

b) Zikmund, William G. et al. (2008). Customer Relationship Management: Integrating

Marketing Strategy and Information Technology, John Wiley.

c) Sheth, Jagadish N. et al.(2007). Customer Relationship Management: Emerging

Concepts, Tools & Applications. Tata McGraw Hill.

d) Zikmund WG and Michael D’Amico (2001). Marketing – Creating and Keeping

Customers in an e- Commerce world, 7/e. South – Western / Thomson Learning.

MBA-D305(M) International Marketing


i. understand and assess the challenges of turbulent business environments

ii. be able to evaluate and design strategies in such environments either in marketing,

international business and/or technology management fields and in their

intersection

iii. be able to apply relevant business skills

iv. be able to choose relevant additional knowledge and skills to support subject-based

expertise and international readiness

v. be able to conduct and report on an independent scientific research project

vi. be able to utilise strong analytical skills and apply tools required for professional

practices

vii. be able to develop a global, innovative, market-oriented and ethical mindset

2. Course Outline

Sl.No. CONTENT

1. Introduction to International Marketing

Nature Scope, Significance of International Marketing International

Marketing Distinguished from Domestic Marketing, Exporting,

International Trade & International Business, International

Marketing Management Process an Overview.

2. International Product/ Market Selection and Entry

ModesSelection of Products & Selection of Market, a brief on

Various Modes of Entry into International Markets , MNCs and

Setting up Wholly Owned Subsidiary.

3. International Product Planning and Pricing

Product in International Context, Standardization vs. Adoption

Decision, Other Considerations; Packaging, after Sales Services,

Factors Influencing Price, Pricing Methods and Process, Price

Quotations & Related Considerations

4. International Distribution and Promotion

Types and Functions of Foreign Distribution Channels Selection of

Middlemen, Distribution Logistics Transportation, Warehousing

Decisions, International Advertising, Branding, Selection of Media,

Selection of Agency & Measuring Advertising Effectiveness.

5. International Marketing Environment Geographic, Demographic, Economic, Politic, Legal, Socio-cultural

Environments & their Nature and Effect on International Marketing

Operations, International marketing and the current WTO regime

Learning Resources

1. Phillip R. Cateora, John L. Graham and PrashaqntSalwan (2008). International Marketing, 13/e, Tata

McGraw Hill, New Delhi. 2. Rakesh Mohan Joshi (2005). International Marketing. OxfordUniversity Press, New Delhi. 3. Masaaki Kotabe and Kristian Helen (2005). Global Marketing Management. John Wiley & Sons, New

York. 4. Warren J. Keegan (2007). Global Marketing Management, 7/e. Pearson Education, New Delhi.

Johny K. Johansson (2008). Global Marketing, 4/e. Tata McGraw Hill, New Delhi

MBA-D 306 (M)Marketing Research

1.Course Objective: The objective of this course is to introduce students to methods of

research and to develop a range of skills to facilitate independent research based learning

and the interpretation of research findings.

2.Learning outcomes:

i. Display problem analysis skills and an ability to translate a management problem

into a feasible research question.

ii. Demonstrate a working knowledge of the concepts and methods of marketing

research.

iii. Locate and identify information sources relevant to solving marketing problems;

iv. Evaluate the marketing research process;

v. Demonstrate skill to decide which multivariate techniques must be used for

analyzing and interpreting marketing research data using available statistical

Software

3. Course Outline:

S.No. CONTENT

1. INTRODUCTION TO MARKETING RESEARCH

Definition of Marketing Research, Classification of Marketing

Research, Role of Marketing Research, Marketing Research

Industry, Role of Marketing Research in MIS and DSS, Ethics in

Marketing Research, Marketing Research Process, Research Design

Formulation, Overview of Data Collection Methods and Sampling

Theory

2.

QUESTIONNAIRE DESIGNING AND APPLICATION

Questionnaire Design and Construction, Steps involved in

Questionnaire Construction, Questionnaire Designs, Attitude

Measurement, Types of Scales for Attitude Measurement.

3. APPLICATIONS OF MARKETING RESEARCH-I

Introduction to SPSS, Logistic Regression for Classification and

Prediction, Cluster analysis for identifying market segments, Factor

Analysis for data reduction, Conjoint analysis for Product research.

Discriminant analysis for Classification, Perceptual mapping for

Brand positioning research (All the above topics will be taught using

SPSS)

4. APPLICATIONS OF MARKETING RESEARCH-II Advertising research, Market and Sales Analysis, Test Marketing,

Pricing Research, Brand Equity Research, Promotion research,

Consumer Behavior Research, Distribution Research.

5. PRESENTATION AND FOLLOW-THROUGH

Role of the Report, Type of Reports, Contents of the reports.

Learning Resources

a) Nagundkar R - Marketing Research

b) Boyd West Fall - Marketing Research- Text and Cases

c) D A Aader and G S Dey - Marketing Research

d) Churchill - Marketing Research - Methodological Foundation Tull and Hawkins

e) Malhotra - Marketing Research

MBA-D 307 (M)Integrated Marketing Communication

1. Course Objective: To familiarize students with the fundamentals of Integrated

Marketing Communication, role of Advertising & Media, Internet marketing, Ethical

aspects in IMC and their application in Marketing.


i. Identify key marketing communications components and understand the importance

of integrating them across media.

ii. Explain how effective creative strategies are developed and implemented.

iii. Demonstrate a thorough knowledge of the workings and expectations of

the IMC program.

iv. Identify how market research, segmentation, branding and positioning relate to the

process of creating and placing successful advertising and promotions.

v. Cite the methods that marketers can use to evaluate the effectiveness of

an IMC campaign

3. Course Outline:

Sl.No. CONTENT

1. INTRODUCTION : CONCEPT AND PROCESS

Understanding Marketing communication, Role of Integrated Marketing

communication (IMC) in the marketing process; Evolution and Growth of

Advertising & Promotion, Need for and Role of IMC; Growing

Importance of IMC, Process for Developing Effective Marketing

Communication, Elements of Marketing Communication mix, Setting the

overall promotion mix.

2. PLANNING AND EXECUTION I: PLANNING AND

DEVELOPMENT OF IMC PROGRAM: ADVERTISING AND

MEDIA

Establishing objectives and budgeting for IMC, Developing the IMC

program, Advertising definition and concepts, creativity in advertising,

IMC Creative Strategy Planning and Implementation, IMC Message

Design: AIDA model. The role of Ad Agencies & other marketing

communication organizations. Measuring effectiveness of Advertising.

Media Planning- Broadcast media, print media and supporting media.

Internet media.

3. EXECUTION II : SALES PROMOTION, PUBLIC RELATIONS,

PUBLICITY

Scope and role of sales promotion. Types of sales promotion. Public

relations, process of public relations, Public relation vehicles, Managing

public relations, identifying stake holders. Publicity; publicity versus

advertisement, power of publicity. Corporate Advertising- objectives and

types.

4. EXECUTION III: DIRECT MARKETING, PERSONAL SELLING

AND INTERNET MARKETING

Direct marketing strategies and evaluation, Personal selling and other

promotional tools, Scope and role of personal selling; process and

evaluating the effectiveness of personal selling. Marketing on the internet,

developing an internet program, internet marketing tools, the internet and

integrated marketing.

5. MONITORING AND EVALUATION; ETHICAL ASPECTS

Monitoring evaluation and control, Measuring effectiveness of

promotional program. Ethics and social responsibility in IMC campaigns.

Evaluating Socio-economic-ethical aspects of Advertising and promotion;

Regulation of advertising –Self control and Government Regulations.

Learning Resources

a) Belch, G.E. Michael Belch, KeyoorPurani, (2010). Advertising and Promotion-An

Integrated Marketing Communications Perspective 7th Ed., Tata Mcgraw-hill, New

Delhi.

b) Kenneth E. Clow, Donald Baack, (2004). Integrated Advertising, Promotion and

Marketing Communications, 2nd Ed., Prentice Hall of India. New Delhi.

c) David Pickton, Amanda BoderickIntegrated marketing Communication, Prentice Hall

d) Tom Duncan, (2006). Principles of Advertising and IMC, 2nd Ed., Tata McGraw-Hill,

New Delhi.

e) Rajeev Batra, John Myers, David Aake, (2008). Advertising Management, 5th Ed.,

Prentice Hall of India, New Delhi.

f) JaishriJethwaney, Shruti Jain, (2006), Advertising Management 1st Ed., Oxford

Higher Education, New Delhi.

MBA-D 308 (M) Sales Management

1. Course Objective: To familiarize students with the fundamentals of Sales and

Distribution Management, role of Sales forecasting, importance of Budgeting,

Resource management.


i. Develop a plan for organizing, staffing and training a sales force.

ii. Know the distinction between the skills required for selling and sales management.

iii. Identify the key factors in establishing and maintaining high morale in the sales

force.

iv. Develop an effective sales compensation plan.

v. Evaluate the performance of a sales person.

vi. Organize sales territories to maximize selling effectiveness.

vii. Evaluate sales and sales management strategies in relation to current legal and

ethical standards of practice.

viii. Demonstrate a clear understanding of major marketing concepts in writing and

orally using proper business communications techniques.

ix. Demonstrate the ability to use on-line resources to research and prepare written and

oral assignments.

3. Course Outline:

S.No. CONTENT

1. Strategic Sales Planning

The mission statement, The Strategy hierarchy, Salesmanship, Sales

management, Nature and importance of sales management, Selling

Approaches, Selling process, Sales executive to sales manager; Duties

& responsibilities, Sales function, Selling in a multi channel

environment

2 Analyzing Customers and Markets

Understanding B2B purchase decisions, Decision making

unit(DMU),Team selling and multi level selling, B2B customer

relationship management, Leveraging information technologies; Sales

force automation system, CRM software, challenges of implementing

sales automation soft wares.

3. Designing and developing the sales force

Designing and organizing the sales force, size of the sales force,

Geographical, product and market structure, Recruiting and selecting

the right salesperson, Training and developing the sales force, The

training process, Ethics and the law.

4. Process Management

Supervising, managing and leading sales force, Setting goals and

managing the sales force performance, process of setting goals, types of

quotas, Motivating and rewarding salespeople

5. Measurement, Analysis and Knowledge Management

Knowledge management, Customer data integration process, Sales

forecasting, Sales force performance; Sales analysis, cost analysis,

profit analysis, sales force evaluation

Learning Resources

a) Spiro, Stanton, Rich, (2007). Management of Sales Force, 11th Ed., Tata McGraw-

Hill Publishing Company Limited, New Delhi.

b) Tanner, Honeycutt, Erffmeyer, Sales management, Shaping future Sales leaders,

Pearson, New Delhi

c) Ingram, Laforge, Avila, Schwepker, Williams, (2007). Sales Management-Analysis

and decision making, 6th Ed., Cengage Learning, New Delhi.

d) Malik,P.K .(2011). Sales Management,1st Edition, Oxford University Press, New

Delhi

MBA-D 304 (S) Logistics Technology & e-SCM

1. Course Objective: To be familiar with Information Technology and their applications in Supply

Chain Management for increasing efficiency.


i) To recognize the importance of Information in Integrated Supply Chain Management.

ii) Describe the methods of determining the information requirements for a supply chain.

iii) To know the importance of software packages in SCM

iv) To learn about recent developments in information systems – particularly in the supply

chain context.

3. Course Details

Sl.No. CONTENT

1 Introduction to IT in Supply Chain and Business Strategy, Importance of

Information in integrated Business, Evolution of Information Systems

2 Information and Technology applications for SCM – E-Commerce, EDI, Bar

Coding and Scanning, Data Warehouse, Internet, Intranet/Extranet, World

Wide Web, Decision Support Systems.

3. Evolution of Enterprise Information Systems, Demand Supply Networks, -

4. E- Business Overview, Enterprise Resource Planning, Supply Chain

Operations Reference Model, E - Supply Network Management , E- Demand

Management

5 Business Intelligence, E – Business Strategy Formulation, E – Business

Strategy Implementation,


1. Handfield R.B. & Nicholas, E.L. Jr. (2009),Introduction toSupply Chain

Management,PHI Learning Private Limited New Delhi

2. Lambert, D.M., Stock, J.R., &Ellram L.M., (2009),Fundamentals of Logistics

Management, PHI

3. Lucas, H.C. Jr.,Information Technology for Management, Tata McGraw-Hill New

Delhi

4. Simchi-Levi D., Kaminsky Philip, Simchi-Levi E., Shankar R., (2010),Designing

andManaging the Supply Chain: concepts, Strategies and Case Studies, 3/e,Tata

McGraw Hill, New Delhi.

5. Bowersox D.J., Closs D.J., Logistical Management – the integrated supply chain

process, Tata McGraw Hill, New Delhi.

MBA-D 305(S) Transportation, Distribution, Warehousing & Inventory

Management

1. Course Objective:

To familiarize students with the Role of Distribution Network, Transportation,

Warehousing and Inventory Management to meet effectiveness of Supply Chain

Management


i. Understand the major aspects of transportation and logistics in the context of the current

business environment.

ii. Have a general sense of the various historical, legislative and practical issues associated

with the movement of freight within the United States.

iii. Develop a familiarity with the issues involved in the transport of cargo internationally.

iv. Have an awareness of the legal, documentary and mechanical aspects of international

trade from the perspective of doing business from the United Sates.

v. Become familiar with the general issues concerning the management of a warehouse.

These include site selection, warehouse layout, safety and security measures, cost drivers,

shipping and receiving, packaging, inventory management principles, and just-in-time

fulfillment.

vi. Acquire a general understanding of the major technology issues facing the logistician.

These include such topics as Electronic Data Interchange (EDI), AutoID technologies,

Radio Frequency Identification (RFID), Transportation Management Systems (TMS),

Warehouse Management Systems (WMS), and international trade software.

3. Course Details

S

No.

CONTENT

1 DISTRIBUTION

Role of Distribution in the Supply Chain, Designing Distribution Channels,

Distribution Network planning, Network Design & Optimization Approach and

Techniques

2 TRANSPORTATION Role of transportation in the Supply Chain, Transportation Principal and

Participants, Transportation Modes , Performance Characteristics and Selection,

Transportation performance, costs and Value Measures, Transportation Routing

Decisions, Transit Operations Software, Advanced Fleet Management System,

Intermodal Freight Technology, Transportation Security Initiatives and Role of

Technology.

3. WAREHOUSING

Introduction to Warehousing Concepts, Decisions and Operations, Warehouse

Management System(WMS), Principles and Performance measures of Material

Handling Systems, Fundamentals of Various Types of MHE, AS/RS (Automated

Storage & Retrieval System).

4. INVENTORY MANAGEMENT

Introduction to Inventory Management, Functions of Inventory, Methods of

Controlling Stock Levels, Independent & Dependent Demand Systems, Multi-

Echelon Inventory Systems, Bar Coding Technology & Application in Logistics

Industry, RFID Technology & Applications


a) Chopra, S. and P. Meindl, (Latest), Supply Chain Management? Strategy, Planning and

Operations, 2nd Edition, Pearson Education (ISBN 81-297-0172-3).

b) Sopole, V.V. (Latest), Logistics Management: Supply Chain Imperatives, New Delhi,

Pearson Education.

c) Raghuram, G.and N. Rangraj, (Latest), Logistics and Supply Chain Management :Cases

and Concepts, Macmillan, New Delhi.

d) Simchi-Levi, D., P. Kaminski and E. Simchi-Levi, (Latest), Designing and Managing

Supply Chain: Concepts, Strategies and Case Studies. 2nd Edition, Irwin, McGraw Hill,

New Delhi.

e) Ballou, RH (Latest), Business Logistics Supply Chain Management: Planning, Organising

and Controlling Supply Chain, McGraw Hill, New Delhi.

MBA-D 306(S) Retail Logistics

1. Course Objective: To provide a background to the principles of supply chain

management and their relevance to retail logistics.


i. To understand the nature of relationships in the retail supply chain in order that

students appreciate the cost tradeoffs to reduce time to market.

ii. To appreciate the challenges facing logistics managers in the future.

iii. To enhance business skills through the practical applications of knowledge through

fieldwork/field visits and guest speakers.

3. Course Details:

S

No.

CONTENT

1 Concepts in Retail Logistics and Supply Chain ManagementRetail Logistics:

Changes and Challenges ,The Logistics Task, Retail Logistics and Supply Chain

Transformation, Supply Chain Management and Challenges, The Grocery Retail

Supply Chain, Relationships in the Supply Chain, Changing Buyer–Seller

Relationships, Efficient Consumer Response and Quick Response, The Role of

Logistics Service Providers

2 Retail and Globalization of Markets The Internationalization of the Retail

Supply Chain, International Sourcing, Differences in Distribution, The ‘Culture’

in international Markets ,The Internationalization of Logistics Practices

3. Fashion Logistics Market Orientation and Supply Chain Management in the

Fashion Industry ,Market Orientation Approach and Supply Chain Management,

The Role of Imitation and Innovation in the Fashion Business ,Fashion Logistics

and Quick Response, Managing the Fashion Logistics Pipeline ,The Lead-time

Gap ,Quick Response Strategies ,Global Sourcing, The Importance of Agility

and Agile Merchandizing in Fashion Industry

4. Food Logistics Packaging Logistics and Fresh Food Retailing, Retail Leadership

in Fresh Food Channels, Retail Locations and Outlets, Shopkeepers and Retail

Managers, Product Sourcing and Distribution, Business Relationships,

Merchandising and Selling, Change in Food Retailing, Fresh Food Retail

Logistics, Temperature Controlled Supply (Cold) Chains

5. Emerging Issues in Retail Logistics

The Development of E-tail Logistics, The Growth of E-commerce, The Home

Delivery Channel,RFID: Transforming Technology, The Greening of Retail

Logistics, Environmental Effects of Retail Logistics, Managing Waste within the

Retail.

MBA-D 307 (S) Maritime Logistics

1. Course Objective: To provide an understanding of the principles of maritime transport

and logistics.


a. Development of maritime transport and trade routes

b. Types of cargo and types of vessels used in maritime logistics

c. Organizing for maritime transport and international conventions

d. Incoterms and trade documentation

3. Course Details

Sl.

No.

CONTENT

1 Development of Maritime Transport – Trade Routes, Ports, Technology,

Economic Development, Organizations and Stakeholders in the Maritime

Industry

2 Organization and Regulation for Maritime Transport – International Maritime

Conventions, International Conventions on Collisions and Safe Operation of Sea

going Vessels, Rules and Recommendations.

3. Types of Cargo, Stowage, Types of Containers, FCL, LCL, Cargo

Consolidation, Dangerous Cargo.

4. Type of Ships used in Transportation of Cargo – Liner, General, Break Bulk,

Dry Bulk, Oil and Gas; Shipping Market – Conference, Charter, Tramp, Liner

5 Incoterms, Transport Documentation, Shippers Letter of Instruction (SIL), Bill

of Lading (BL), Multimodal transportation Documentation.


1. Panayides P., Dong-Wook Song (2012), Maritime Logistics: A Complete Guide to

Effective Shipping andPort Management First Edition, Kogan Page.

2. Singh Ram (2009), InternationalTrade Logistics, Oxford Publication, New Delhi.

3. David, P. (2009), International Logistics, Biztantra, New Delhi

4. Ballou, R.H., (2010), Business Logistics: Supply Chain Management: Planning,

Organising andControlling the Supply Chain, McGraw Hill, New Delhi

MBA-D 308(S) Green Logistics

Course objective: The course provides a background for understanding current issues in

green logistics. The aims of the course are to provide and develop understanding of

environmental issues in logistics and supply chain management through case studies and

discussions. Course Objectives after successfully completing this course, you will be able to

define green logistics.

Learning objectives:

i. Students will be able to explain environmental issues about logistics and supply chain

management.

ii. Students will be able to discuss the reasons and challenges for green logistics

activities.

iii. Students will be able to evaluate how operations are interlinked with green logistics

activities.

iv. The students will be able to analyze supply chain effects on the environment.

v. Student will be able to combine their theoretical knowledge with practical knowledge.

Course Details:

S

No.

CONTENT

1 Introduction to Green Logistics

Define Green Logistics,Identify components of sustainability resources,

Environmental Effects of Logistics,Economic Impact of Green Logistics on the

Industry, Processes, Benefits, and Costs, Initiatives and Regulations, Designs

Availability

2 Carbon Auditing and Carbon Foot printing

Carbon Auditing of Supply Chains and Product, Environmental Impacts &

Considerations, Reducing Environmental Impacts.

3. Freight Transport

The Environmental Impacts of Freight Transport, Transferring freight to greener

transport modes, Economic Impacts (Logistics Systems & Supply Chains).

4. Green Warehousing

Reducing the environmental effect of warehouses, Economic Impacts (Cost &

Benefit Analysis)

5. Emerging Issues in Green Logistics

Reverse logistics, Sustainability Strategies for City Logistics, E-Logistics and

the environment, The role of government

References:

a) McKinnon, A., Browne, M., Whiteing A. (2012). Green Logistics: Improving the

Environmental Sustainability of Logistics, Kogan Page Limited.

b) Sarkis, J.(2006). Greening the Supply Chain. Springer.

c) FAHIMNIA, B. -- HENSHER, D. -- BELL, M. Green Logistics and Transportation:

A Sustainable Supply Chain Perspective. Switzerland: Springer, 2015. 197 p. ISBN

978-3-319-17181-4.

d) WANG, H F. -- GUPTA, S. Green Supply Chain Management: Product Life Cycle

Approach. New

MBA-D 304(IB)International Trade & Documentation

1. Course Objective: To help students to understand the concepts, systems, procedures and

documentation involved in Managing Exports.

2. Learning objectives:

i. Prepared students to work in responsible international trade documentation

specialist positions in organizations that participate in global supply chain.

ii. Know the major components, relationships and terminology associated with

international trade documentation.

iii. Be capable of analyzing the trade documentation needs and concerns associated

with conducting international trade

iv. Understand the documentation specialist’s role and duties in supporting

international trade

v. Understand the ethical concerns and obligations of the international trade

documentation specialist

1. Course Outline:

Sl.No. CONTENT

1. UNDERSTANDING INTERNATIONAL TRADE

ENVIRONMENT

Introduction, international trading environment, Foreign Trade

policy, India’s Foreign Trade, organizing export firm.

2. MANAGING EXPORTS BUSINESS

Developing Export Marketing Plan, Product and Pricing Decisions,

Methods of Payment, Understanding India’s Trading Partner.

3. EXECUTION OF EXPORT ORDER

Processing of Export Order, Export Finance, Labeling, Packaging

and Marking, Preshipment inspection, Quality management system,

Export of services and Software, Export risk management.

4. DOCUMENTATION FOR EXPORT AND IMPORT

Pre- Shipment Export documentation, shipment of export goods by

air, water and land route : excise and custom clearance, import

procedure

5. POST EXPORT FOLLOW UP

Post–shipment Finance, Export incentives and Facilities, Criteria,

procedures and documentation for EOU/FTZ/EPZ/SEZ units, Policy

and procedures for EOU/FTZ/EPZ/SEZ units.

TOTAL

Suggested Readings

a) Khurana P. K. (2008). Export Management (7th

Ed.) Galgotia Publishing.

b) Rathod, Rathor&Jani: International Marketing, Himalaya Publishing House, New

Delhi.

c) Export – Import manual, Nabhi Publication, New Delhi

d) Government of India: Handbook of Procedures, Import and Export Promotion, New

Delhi.

e) Government of India: Export-Import Policy, procedures, etc. (Volumes I, II and II)

New Delhi

MBA-D 305(IB) International Marketing

1. Course objective: This course aims to develop an advanced understanding of the

international marketing environment, the international marketing mix, and

international marketing strategy.


i. understand and assess the challenges of turbulent business environments

ii. be able to evaluate and design strategies in such environments either in marketing,

international business and/or technology management fields and in their

intersection

iii. be able to apply relevant business skills

iv. be able to choose relevant additional knowledge and skills to support subject-based

expertise and international readiness

v. be able to conduct and report on an independent scientific research project

vi. be able to utilise strong analytical skills and apply tools required for professional

practices

vii. be able to develop a global, innovative, market-oriented and ethical mindset

3. Course contnts:

Sl.No. CONTENT

1. Introduction to International Marketing

Nature Scope, Significance of International Marketing International

Marketing Distinguished from Domestic Marketing, Exporting,

International Trade & International Business, International

Marketing Management Process an Overview.

2. International Product/ Market Selection and Entry

ModesSelection of Products & Selection of Market, a brief on

Various Modes of Entry into International Markets , MNCs and

Setting up Wholly Owned Subsidiary.

3. International Product Planning and Pricing

Product in International Context, Standardization vs. Adoption

Decision, Other Considerations; Packaging, after Sales Services,

Factors Influencing Price, Pricing Methods and Process, Price

Quotations & Related Considerations

4. International Distribution and Promotion

Types and Functions of Foreign Distribution Channels Selection of

Middlemen, Distribution Logistics Transportation, Warehousing

Decisions, International Advertising, Branding, Selection of Media,

Selection of Agency & Measuring Advertising Effectiveness.

5. International Marketing Environment Geographic, Demographic, Economic, Politic, Legal, Socio-cultural

Environments & their Nature and Effect on International Marketing

Operations, International marketing and the current WTO regime

4. References:

a) Cateora Phillip, International Marketing (SIE)13e 2011Tata McGraw Hill

b) Czinkota, International Marketing, 8th, 2008 Cengage Learning

c) Gillespie International MarketingSouth-Western©2009 Kotabe,

d) International Marketing: An Asia Pacific Focus,Wiley India

e) Onkwisit& Shaw, International Marketing,2010,PHI Learning Reference Books

f) Francis Cherunilam International Marketing,2010,Himalaya Pub.House

g) Paul, Justin,International Marketing : Text & Cases1e2011Tata Mcgraw Hill

MBA-D 304(EN) Business Environment for Entrepreneurship

1. Course Objective: To give orientation about different forms of organizations, functions in

organizations, business strategies and environment, along with an exposure to elements of

business laws and entrepreneurship.


i. The Candidate has learned about different venture documentations.

ii. The candidate has gained an up to date knowledge of the sources of finance

available.

iii. The candidate has acquired the cutting edge understanding regarding taxes and

entrepreneurship.

iv. The candidate is aware of labor laws and various provisions.

v. The candidate is able to combine and apply her/his earning of new knowledge or

new technology.

3. Course Details

Sl.No. CONTENT

1 INTELLECTUAL PROPERTY RIGHTS & ENTERPRISE

DOCUMENTATION

IPR & Intellectual property assets in merger & acquisitions; Nature of Patents

& Process; Purpose of a Licensing, Trade mark and the Procedure for filing;

Purpose of a Copyright & Process; Procedures that can protect venture’s trade

secrets; RTI Act; Different Venture Documentation (Private Company, Public

company, NGO’s etc.); Important contract or issues related to insurance and

product safety.

2 SOURCE OF FINANCE

Types of financing available; Role of commercial banks in financing new

ventures, the types of loans available; Small business loans and incentives;

Government grants, Particularly small business innovation research grants;

Basic stages of venture funding; Informal risk in the Capital market; Nature

of the venture-capital industry and venture capital decision process.

3. TAXES & ENTREPRENEURSHIP

Direct and Indirect Taxes, Capital Gains Taxation, Important procedures for

effective record keeping, audit and financial control during early stages of the

new venture’s operation; Service Tax, VAT, CST, Audit of Accounts and

Balance Sheet, Annual Report.

4. LABOR LAWS FOR ENTREPRENEURS

Licensing under different Labour Act, Factory Act 1948 (Basic Provisions),

Industrial Dispute Act 1947 (Basic Provisions), Provisions related to wages &

salary.

5

ENTREPRENEURIAL MARKETING

Doing Business in Emerging Markets, Control processes for marketing and

sales plans, Entrepreneurial Communication Strategy, Entrepreneurial Pricing

Strategy, & Entrepreneurial Distribution Strategy.


a) The Culture of Entrepreneurship- Brigitte Berger.

b) Banking Law: S N Gupta Vol. I II, III

c) Corporate Tax Planning & Management – Dr. GirishAhuja& Dr. Ravi Gupta.

d) Mercantile Law: N D Kapoor

e) Company Law:Avtar Singh

f) Labour& Industrial Law: P. K. Padhi, PHI, 2nd Edition.

g) Industrial Relation &Labour Law: Vikas Publication.

MBA-D 305(EN) Entrepreneurial Innovation & Business Plan

1. Course Objective: This course helps us to find out about ourselves, helps us to understand

how others think and react, helps us to practice creative exercises which can open our

minds to new possibilities, helps us to understand why some companies are more

innovative than others and discusses what might be accomplished in the creative

environment.


i. Advanced knowledge in regard to the process of bringing new knowledge or new

technology to the market.

ii. The candidate is able to combine and apply her/his learning of new knowledge or new

technology with her/his insights from business.

iii. The candidate has gained an up to date knowledge of the field in regard to the process

of assessing the commercial potential of new technology and markets.

iv. The candidate has acquired a cutting edge understanding when it comes to identifying

opportunities and challenges affiliated with the organization and financing of new

initiatives such as new business ventures.

v. The candidate is aware of challenges affiliated with the rapid growth of new business

ventures.

3. Course Details

Sl.No. CONTENT

1

NEW ENTERPRISE CREATION (NEC)

Sources of ideas for the new ventures; Methods available for generating new

venture ideas, Creativity and techniques for creative problem solving, Product

planning and development; Opportunities & Potentialities to future goods,

service sector, expanding the venture, joint venture, acquisitions & mergers;

franchise.

2

NASCENT ENTREPRENEURSHIP

Identifying opportunities and developing business ideas; Sectorial analysis;

SWOT and PESTEL analysis of areas of potential growth of Uttarakhand.

3.

THE BUSINESS PLAN

Business plan preparation, Business plan outline, Set your goals, Review your

business plan, How to succeed? Do’s and dont’s, formulate (& reformulate)

business plan Scope and importance of Business plan to investors, lenders,

employees, suppliers and customer, Identifying information needs and

sources of business plan, Internet as an information resource and marketing

tool, Areas of concern for the entrepreneur at each stage of the planning

process.

4.

ENTREPRENEURIAL INNOVATION

Defining Innovation, Innovation process & types, Incubation Centers: Role

&Types; Science and Technology Entrepreneurs Parks (STEP); Incubation

centers as the first step in setting up start-up firms; Innovative de-risking

techniques, E-commerce- Using e-commerce creatively, SEO, Social

Networks& Tracking Social Media.

5

DOING BUSINESS IN INDIA

Major Issues: Bureaucracy, Corruption, Labour, Regional Sentiments, Social

Capital; Business Clusters: Identifying Clusters, Cluster Development;

Business Model Innovation: Niche, Long Tail, mass Customization,

Freemium, Unbundling, Bundling, No Frills, Premium, Open Business

Models, Multi Sided Platforms.


a. Entrepreneurship: New Venture Creation – David H. Holt.

b. Entrepreneurship – Hisrich Peters.

c. The Culture of Entrepreneurship- Brigitte Berger.

d. Dynamics of Entrepreneurship Development – Vasant Desai.

e. Entrepreneurship Development – Dr. P. C. Shejwalker.

f. Entrepreneurship & New Venture Creation – A Sahay, V Sahrma

g. Business Maharajas – Gita Piramal

MBA-D 304(BA) Fundamentals of Business Analytics And Business Intelligence

1. Course objective: This course aims to provide good understanding of terminology

and basics the fundamental of business analytics and business Intelligence

2. Learning outcomes: By the end of course student should be able

i. To differentiate between different type of analytics

ii. Explain basic terminology attached to data warehousing

iii. Acquaintance with concepts of data mining

iv. Describe terminology of Business Intelligence

3. Course contents:

S.No. CONTENT

1.

Getting Started with Analytics Basics of Business Analytics, Scope of Business Analytics; Different

types of Analytics --- Descriptive Analytics, Optimization Analytics,

Predictive Analytics, Business Process Analytics, Introduction to tools

of Business Analytics --- Cognos, SPSS, SAS.

2.

Introduction to Database and Data warehousing

Fundamentals of Data, Evolution of Data Management, Traditional and

Advanced Analytics, Creating manageable data structures, Web and

Content Management , Distributed Computing, Analytical Data

Warehouses, Data Sources and Metadata modeling, Introduction to

RDBMS, Star Schema grouping, Overview of Data Warehousing,

Dimensional Modelling, Data Mining, Creating queries, Running,

Viewing and Distributing Reports, OLAP, Data Marts.

3.

Introduction to Data Mining Fundamental Concepts, Architectural Aspects of Data Mining, Data

Mining Techniques; Association Rule – Numeric, Categoric, Temporal

and Spatial; Clustering Techniques, Clustering & Classification ; Data

Mining Tools: Decision Trees & Neural Networks ; Applications of

Data Mining - Sequence Mining, Web Mining and Text Mining ; Data

Mining for Process Improvement, Data Mining as a Research Tool,

Data Mining for Marketing, Data Mining for Customer Relationship

Management; Data Mining Issues and Challenges.

4.

Introduction to Business Intelligence and Big Data Business Intelligence architecture, Business Intelligence Models,

Business Intelligence Tools and Technologies, Fundamentals of Big

Data, Big Data Technology Components, Big Data Tools ---Hadoop,

HDFS, Hive, Pig, Python; MapReduce Fundamentals, Introduction to

Cloud Computing, Importance of Big Data to Business.

5.

Applications of Business Analytics

Understanding corporate need for Business Analytics, Improving

Customer Experience with Text Analytics, Understanding technology

options, Planning a successful roadmap for applying Business

Analytics, Different Applications of Analytics --- FMCG Analytics,

Hospitality Analytics, Banking Analytics, Healthcare Analytics,

Telecom Analytics, Media Analytics.

Learning Resources

1. Thomas H.Davenport, Jeanne G Harris, (2007). Competing on Analytics 2nd Ed.,

Harvard Business School Press, New Delhi.

2. Judith Hurwitz, Alan Nugent, Dr Fern Halper, Marcia Kaufman, Donald Baack,

(2013). Big Data for Dummies, 2nd Ed., John Wiley & Sons, New Jersey.

3. Thomas H.Davenport, Jinho Kim, (2013). Keeping up with Quants 2nd Ed., Harvard

Business School Press, USA

4. Eric Siegel, (2013). Predictive Analysis, 2nd Ed., John Wiley & Sons, New Jersey

5. Daniel Putler, Robert Krider (2012). Custpmer and Business Analytics – Applied Data

Mining for Business Decision Making with R, 2nd Ed., CRC Press, New York

MBA-D 305(BA) Advance software in Business Analytics

1. Course Objective: This course introduces the basic and advance concepts of model

building and encourages students to take an analytical view of business decision

making. Microsoft Excel and SPSS are used to analysis data using univariate, bivariate

and multivariate techniques.


i. demonstrate skill to use data table, solver add in, testing of hypothesis using MS

Excel

ii. collect and transcribe the data into SPSS

iii. select the relevant bivariate and multivariate technique for data analysis

iv. install and use library in R

v. perform basic calulations in R

3. Course Outline:

Sl.No. CONTENT

1.

DATA PREPARATION FOR ANALYSIS (EXCEL & SPSS)

Introduction to Excel: File Navigating Worksheets, Formatting and Editing

Worksheets data, Grouping data, Sub totals and data validation, Introduction to

SPSS: Setting up a Data File, Preparing a Code Book, Data Set , Creating an SPSS

Data File, Data Entry, Saving and Editing a Data File

2.

DATA SUMMARY USING ADVANCE EXCEL FEATURES

Sum,Count,Sumifs,Countifs,Rank,Quartile,Decile,Percentile,Mean,Median,Standard

deviation, Frequency, And, if, not, or, true, false, concatenate, left, right, mid, len

,trim, upper, lower, proper, exact, Vlookup. Recording and running macro, What if

Analysis, Goal Seek, Solver, Filter, Advance Filter, Conditional filter, Text to

column, use of delimiter.

3. STATISTICAL INFERENCE USING SPSS

Testing of Hypothesis: T-test, Paired Sample T-test, Chi Square, F-test, ANOVA,

Mann-Whitney, Wilcoxon Signed Rank Test, Kruskal Wallis Test

4. BIVARIATE & MULTIVARIATE ANALYSIS USING SPSS

Correlation, Rank Correlation, Regression, Multiple Regression, Factor Analysis,

Conjoint Analysis, Cluster Analysis

5.

INTRODUCTION TO R PROGRAMMING

Getting and Installing R, Listing and Loading Packages, Basic Mathematical

Operation in R, Storing the result of calculations, Reading and Getting Data into R:

Entering Numerical Items as Data, Entering Text items as Data, Expressions,

Symbols, Functions, Variables, Object and Classes, Models and Formulas, Charts

and Graphics, Descriptive Statistics and Tables

Suggested Readings:

a) Gardener, M (2014). Beginning R: The Statistical Programming Language. New

Delhi. Wiley Publications.

b) Adler, J (2010). R in a Nutshell, USA. O’ Reilly.

c) Winston, W (2014). Marketing Analytics. New Delhi. Wiley Publications.

d) Filed, A (2009). Discovering Statistics Using SPSS. UK. Sage Publications

MBA-D 304(CM) Critical Thinking & Decision Making

1. Course Objective: To familiarize learners with creative, critical, lateral and design

thinking, and with models of strategic decision making.

2. Course Outline:

S.No. CONTENT

1. IMPROVING SELF

The Eisenhower Matrix of Urgency and Importance, SWOT /SWOC

Analysis, BCG Matrix, John Whitemore model of Goal Setting,

Conflict Resolution Model. Exercises based on same.

2. UNDERSTANDING SELF

Johari Window, Cognitive Dissonance model of attitude

&behaviour, UffeElbaekmodel, Energy model.

3. UNDERSTANDING OTHERS

Maslow’s Pyramids, The Pareto principle, Black Swan model, The

black box model, Prisoner’s dilemma.

4. IMPROVING OTHERS

The Drexler Sibbet Team Performance model, The Gap-in-the-

market model, Hersey-Blanchard Situational Leadership model, The

role-playing model, The result optimization model.

5. CRITICAL THINKING

Creative thinking, Critical Thinking and Thinking outside the box,

Spontaneity, Design thinking, Drawing while talking, Prepare your

own model, Organizing ideas using mind-maps, Maintaining an Idea

journal, Disruptive Innovation, Blue Ocean Strategy, Business

Model Landscape.

Suggested Readings;

a) Mikael Krogerus (2011), The Decision Book: Fifty Models for Strategic Thinking,

Profile Books

b) Michael Kallet (2014), Think Smarter: Critical Thinking to Improve Problem-Solving

and Decision-Making Skills, John Wiley & Sons

c) Linda Elder, & Richard Paul (2012), 30 Days to Better Thinking and Better Living

Through Critical Thinking: A Guide for Improving Every Aspect of Your Life,

Revised and Expanded, Financial Times/ Prentice Hall

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MBA 305(CM) Corporate Communication

1. Course Objective: To familiarize students with the concept and importance of corporate

communication and give them overview of different corporate communication strategies.

2. Course Outline:

S.No. CONTENT

1. INTRODUCTION

Levels of Communication in an organization – Strategic/Corporate level,

Tactical/Functional level, Operational level messages; Planned and Unplanned

communications, Stakeholders and Points of Contact; Key concepts in

Corporate Communication; Corporate Communication as a Strategic

Management process - Importance and Scope.

2. CORPORATE COMMUNICATION AND BUSINESS

Corporate Communication and Corporate brand, Corporate Identity, Image

and Reputation, Corporate Image/Brand Associations; Approaches to the role

of business in society;

3. CORPORATE COMMUNICATION AND IMAGE

Role of Corporate Communication in building Organization’s Corporate

Reputation w.r.t. Advertising and Marketing Communications, Public

Relations and Corporate Social Responsibility;

4. CORPORATE COMMUNICATION STRATEGY

Conceptualizing and developing a Corporate Communication Strategy.

Communication Disciplines, CC and PR Budget, Role of CEO and CCOs,

Communication Channels and role of Organizational media, Measurement of

Communication effectiveness.

5. LATEST TRENDS

Leveraging Digital Communication and Social Media Communication for

Public Relations, Advertising, Business Development, Marketing and CSR;

Case Studies.

Suggested Readings;

a) Paul A Argenti (2012), Corporate Communication, McGraw-Hill/Irwin; 6 edition

b) Paul A Argenti and Courtney M Barnes (2009), Digital Strategies for Powerful Corporate

Communications, McGrawHill

c) Cees Van Riel and C.B.M. Van Riel (1995), Principles of Corporate Communication, Prentice

Hall

d) JoepCornelissen (2104), Corporate Communication: A Guide to Theory and Practice, SAGE

Publications Lts

95

96

MBA - D401Project Management

Course Objective: To familiarize students with the fundamentals of Project Management. It

gives a holistic viewpoint of key Project Management components including project

integration, project scope management, project time and cost management, quality

management and risk management.

Learning outcomes:

i. gain the knowledge & confidence about process of project management ii. identify the different stages involved in project management

iii. evaluate a project to develop the scope of work and to plan the various activities iv. identify the resources required for a project and to create a work plan and

resource schedule v. monitor the progress of a project and to assess the risk of slippages

97

Course Outline:

Sl.No. CONTENT

1. INTRODUCTION TO PROJECT Concept of project: Basic concepts, scope, characteristics of project,

Project life cycle & uncertainty, Project management & its knowledge

areas, importance of project management, types of projects, project

organizational structure, statement of work and Work Breakdown

Structure (WBS)

2. PROJECT IDENTIFICATION, DEMAND & FINANCE

ANALYSIS Overview of Project identification: Identification, generation of

ideas, Preliminary screening, Market & Demand Analysis:

Collection of data, market survey, market planning & environment,

Demand Forecasting, Uncertainties in Demand Forecasting, Project

Costing and Finance: Cost of project; Cost of production; Break

Even Analysis; Means of Financing Project; Role of Financial

Institution in Project Finance

3. PROJECT APPRAISAL & RISK ANALYSIS

Project Appraisal: Time Value of Money; Project Appraisal

Techniques – Payback Period, Accounting Rate of Return, Net

Present Value, Internal Rate of Return, Benefit Cost Ratio (BCR);

Effective Rate of Return; Concept of social cost benefit, significance

of SCBA

Risk Analysis: Measures of Risk; Decision Tree Analysis

4. PROJECT SCHEDULING, MEASUREMENT & CONTROL

Overview of CPM and PERT Analysis, Network diagram, Limitations

of CPM/PERT, Monitor and assess project performance, schedule,

and cost, Concept of project quality, TQM in projects, Earned value

Management

5. PROJECT TERMINATION & MANAGING TEAMS

Meaning of closure/ termination, project audit process, termination

steps, Team development process, team building process, stages in

developing a high performance project team, project team pitfalls

Learning Resources

a) Project Management: A Systems Approach To Planning, Scheduling And Controlling,

Harold Kerzner, Wiley India, 2013

b) Project Management: A Managerial Approach, Jack R. Meredith, Samuel J

Mantel, 8/e Wiley India, 2012

c) Projects : Planning, Analysis, Selection, Financing, Implementation and

Review, Chandra &Prasanna, 7/e Tata McGrawHill, 2009

98

d) Clifford F Gray, Erik W Larson, “Project Management-The Managerial

Process”TataMcgraw-Hill Publishing Co Ltd

MBA-D402Information Systems Management

Course Objective: The objective of this course is to introduce the students to the Management

Information Systems and its application in organizations. The course would expose the students

to the managerial issues relating to information systems and help them identify and evaluate

various options in Management Information Systems.

Learning Outcomes:

i. To Present statistical findings orally to audience

ii. To Distinguish between descriptive and inferential statistics and their uses

99

iii. Differentiate between good and bad data presentation

iv. Develop an intuitive feel for statistical techniques and their appropriate applications

v. Distinguish between descriptive and inferential statistics and their uses.

Course Outline:

Sl.No. CONTENT

1. INTRODUCTION TO MANAGEMENT INFORMATION

SYSTEM: Course Introduction; Proliferation of Information Systems in

Organizations; Data, information and its attributes; Types of

Decisions and information; Meaning and Role of Information

Systems; Constituents of MIS; Classification of Information Systems:

Transaction Processing System (TPS) – Office Automation System

(OAS) – Management Information System (MIS) – Decision Support

System (DSS) and Group Decision Support System (GDSS) – Expert

System (ES) – Executive Support System (ESS).

2. INFORMATION SYSTEMS FOR STRATEGIC

MANAGEMENT: BUSINESS INTEGRATION Strategic Role of Information Systems. Integrating Information

Systems with Business Strategy, Value Chain Analysis, and Strategic

Information Systems Framework, Planning for Information Systems

Business Application Planning; Nolan Stage Model in MIS.

3. DEVELOPING INFORMATION SYSTEMS:

System concepts, Types of System, System Development Process,

Approaches to System Development, System Analysis of the existing

system and of new requirement, Structured System analysis and

Design. System Implementation, System maintenance, Introduction to

MIS Risks, System Evaluation, IT Procurement Options – Make or

Buy decisions, Outsourcing as an Option for IS Procurement.

4. APPLICATION OF INFORMATION SYSTEMS IN BUSINESS

AND EMERGING CONCEPTS & ISSUES: Enterprise Resource Planning, Supply Chain Management, Customer

Relationship Management, Dealer Information Systems, Key issues in

implementation.

5. Business Intelligence and MIS, Tools and Techniques of BI.

Introduction to Data Warehousing; Types of Datawarehouse; Data

Mining and its Applications

Suggested Readings:

(a) Laudon, K., Laudon, J., &Dass, R. (2010). MIS: Managing the Digital Firm,

Pearson.

10

(b) O’Brien, J., A., Marakas, G. M., &Behl, R. (2010). Management Information

Systems, TMH.

(c) Goyal, D. P. (2007). Management Information Systems, Macmillan.

(d) Turban, E., McLean, E., &Wetherbe, J. (2001). Information Technology for

Management: Making Connections for Strategic Advantage. John Wiley.

(e) Jawadekar, W. S. (2004). Management Information Systems, TMH.

10

MBA- D403Business Ethics & Corporate Governance

Course Objective: to familiarize students with the role of ethics and its importance in business.

Course Outline:

Sl.No. CONTENT

1. ETHICS & BUSINESS ETHICS

Nature of ethics, Objectives of ethics, Business ethics: Nature of

business ethics, Relationship between ethics and business, Need for

business ethics. Views on BE: The Unitarian view of ethics, The

Separatist view of ethics and The Integration view of ethics, Stages of

ethical consciousness in business, Ethical theories: Meta ethics and

Normative theory, Market system: Impact of unethical behavior in the

market system-Bribery, Coercion, Deception, Theft, Discrimination,

Environmental Ethics and issues

2. MARKETING MANAGEMENT

Ethical issues in Marketing Strategy and marketing Mix- Product,

Price, Place, Promotion, Process, People and Physical evidence. BE

issues in marketing research.

3. HUMAN RESOURCE MANAGEMENT

Nature of Employment Contract. Hiring: The principal of ethical

hiring, Equality of opportunity: Discrimination. Ethics and

remuneration and Ethics in retrenchment.

4. FINANCIAL MANAGEMENT

Importance of financial Statements, Ethical Issues in Mergers and

acquisitions: Hostile takeovers, Poison pill, Greenmail, Golden

Parachute, People Pill, Sandbag, Management Buyouts, Insider

trading, Money laundering.

5. CORPORATION & CORPORATE GOVERNANCE

Definitions & Evolution of corporate governance, Characteristics of

Corporation: Corporation as a 'person', Corporation as a 'moral

person', Corporation expectations of society and market place.

Definition of Corporate Governance, Difference between Corporate

Governance and Corporate Management. Issues in Corporate

Governance. Models of corporate governance, Anglo-American

model, Japanese model and Indian model. The role & responsibilities

of Board of Directors & CEO. Committees on corporate governance:

Cadbury Committee Report & CII Report

10

Learning Resources

a) Ferrell and Friedrich (1990). Business Ethics: Ethical Decision Making and Cases,

Houghton Mifflin

b) Laura P. Hartman and Joe Des Jardins, (2008). Business ethics: Decision making for

Personal Integrity and Social responsibility, NY: McGraw-Hill/ Irwin.

c) Callaham J.C. (ed) (1988). Ethical Issues in Professional Life, NY: Oxford University

Press.

d) Fernado, A. C. (Latest). Business Ethics and Corporate Governance. Pearson Publication

10

MBA D404 (F)Financial Derivatives

Course Objective: The objective of this course is to explore the use of basic types of derivative

instruments in the context of financial risk management by firms and financial institutions.

Course Outline:

S.No. CONTENT

1. FINANCIAL DERIVATIVES

Introduction, Definition of Financial Derivative, Features, Types of

Derivatives, Basic Financial Derivatives, History of Derivatives

Market, Use of Derivatives, Critiques of Derivatives. Traders in

Derivative Markets, Factors contributing to the growth of Derivatives,

Financial Derivatives Market in India.

2. FUTURE MARKET, CONTRACTING & PRICING

Introduction, Financial Future contracts, Specifications of a Futures

Contract, Advantages and Disadvantages of Future contracts Types of

Financial Future Contracts, Evolution of Futures Market in India,

Operators/Traders in Future Market, Functions and growth in Future

Market, Future Market trading Mechanism, The Clearing House,

Theories of Future prices, Hedging Concepts – Long, Short, Cross.

3. FORWARD AND FUTURE MARKET: PRICING AND

TRADING MECHANISM

Introduction, Forward contract, Features of Forward contract,

Classification of Forward Contracts, Advantages and disadvantages of

Forward Contract, Payoff from Forward Contract, Trading

Mechanism of Forward Contracts, Forward Contracts vs. Future

Contracts.

4. SWAPS

Introduction, Concept, Nature, Evolution and Functions of SWAPs,

Major Types of Swaps; Interest Rate SWAPS; Concept, features,

types and Valuation of Interest Rate SWAPs, currency SWAPs, Debt-

Equity SWAPS

5. FINANCIAL OPTIONS Options; Introduction, concept and Types, Distinction between option

and futures contracts, option valuation, Determinants of option

pricing, Black–Scholes option pricing model, Binomial Option

pricing model, Trading with option; Spread, Types of Spread,

Straddle, Strangles, Hedging with option,

Suggested Readings

a) Vohra, N. D. & Bagri, B. R. Futures and Options, TMH

b) David A. Dubofsky& Thomas, W. Miller J. R. Derivatives: Valuation and Risk

Management, Oxford.

c) Kumar. Financial Derivatives, PHI.

10

d) Marshall &Bansal, Financial Engineering, a complete guide to Financial Innovation,

PHI.

e) Mishra, Bishnupriya, Debasis S. Derivatives and Risk Management, Excel Books.

MBA- D405 (F) Corporate Tax Planning

Course Objective: This paper gives an insight about the tax structure of Indian Economic

System, various tax aspects related to functional and operational management of business

concerns.

Learning Outcomes: This paper strengthens the knowledge of students from the practical

application perspective. After studying this paper, the students will be able to understand the tax

planning and issues related to corporate taxation.

Course Outline:

Sl.No. CONTENT

1. INTRODUCTION Basic concepts, Residential Status & Income exempt from tax from

Companies point of view, Deductions relief, rebates, and exemption.

2. TAX PLANNING FOR BUSINESS Profit & gain of business and professions, allowable expenditure on

companies point of view, Set off & carry forward of losses.

3. CORPORATE TAX IN INDIA

Tax Deduction and Collection at Source, Capital gain and Tax planning,

Taxation of companies.

4. TAX PLANNING FOR BUSINESS RESTRUCTURING Tax planning for Business Restructuring (Amalgamation, Demerger,

conversion of sole proprietary business into company, conversion of firm

into company, foreign companies and foreign collaboration), Advance

payment of tax and penal interest.

5. OTHER TAXES Basic knowledge/ understanding of Wealth Tax, Fringe benefit Tax,

Securities Transaction Tax, Banking Cash Transaction Tax.

Suggested Readings

1. Singhania, Vinod (2014). Corporate tax Planning & Business Tax Procedure with case

studies (18th

Edition), Taxman Publication.

2. Lall, Vashisht (2012). Direct Tax: Income Tax, Wealth Tax and Tax Planning

(30th

Edition), I K International Publishing House Pvt. Ltd

3. Agrawal, K. K, (2007). Direct Tax Planning and Management (5th

Edition), Atlantic.

4. Ahuja, Girish, & Ravi Gupta (2011). Corporate Tax Planning and Management (1st

Edition), Bharat Law House, Delhi.

10

MBA D406 (F) Banking Management

Course Objective: To prepare students to exploit opportunities being newly created in the field

of Banking due to Globalization, Privatization and Liberalization, through adequate basic

understanding about the Banking, and Other related financial services, among the students. To

give adequate exposure to the operational environment in the field of the Banking, Insurance and

Other related financial services.

Learning Outcome:

i. Describe the dimensions of baking products.

ii. Describe the general structure of Indian banking system.

iii. Design hedging strategies to manage Non Performing Assets in banking.

iv. Evaluate the economic environment and the impact of governmental economic

policies on consumers and banking institutions.

v. Describe the impact that financial innovation, advances in technology, and changes in

regulations has had on the structure of the Banks and banking industry.

1. Course Outline:

Sl.No. CONTENT

1. STRUCTURE AND ROLE OF INDIAN BANKING SYSTEM

Structure of Indian Banking System, Brief Introduction of Central

bank, Commercial banks, Cooperative banks, Regional, Rural Bank,

Local Area Banks:, Role of banking system in the economic growth

and development.

2. BANK DEPOSITS, NOMINATION, DEPOSIT INSURANCE

AND OTHER BANKING SERVICES

Kinds of Deposits (Demand Deposits, Term Deposits Hybrid

Deposits / Flexi Deposits), Non-Resident Accounts, Joint Accounts,

Nomination ,Closure of Deposit Accounts Deposit Insurance Fund-

based Services (For Business, For Individuals) Non-Fund-based

Services (For Business, For individuals) Money Remittance Services

(Demand Draft / Banker’s Cheque / Pay Order NEFT, RTGS, SWIFT

10

Banking Channels.

3. NPA AND SECURITIZATION

Non-Performing Assets and it classification, NPA Provisioning

Norms, SARFAESI Act (Securitization, Asset Re-construction,

Enforcement of Security Interest, Central Registry, Resolution of

Disputes, Debt Recovery Tribunal (DRT), Appellate Tribunal.

4. BSEL, REGULATORY FRAMEWORK OF BANKS

Bank for International Settlements, Basel Accords, Anti-Money

Laundering and Know Your Customer (Money Laundering, Terrorist

Financing, Know Your Customer (KYC), Customer Risk

Categorization (CRC), Customer Identity and Due Diligence).

Banking Ombudsman Scheme, 2006

5. BANKING SECTOR REFORMS & INNOVATIONS

Rationale and objectives of reforms, Banking beyond banking

[Payment Banks, Small Banks,etc] Technology for value creations

[Internet Banking, Mobile Banking etc]. Rural Banking

Suggested Readings:

1. IIBF, Principles and Practices of Banking, Macmilian Publication

2. H.R Machiraju, Modern Commercial Banking, New Age International Publisher

3. Gopal, V. S., &Sumathi, Gopal, (2005) Principles and Practices of Banking and

Insurance, Himalaya Publications.

4. Satyadevi, C. (2010) Financial Services Banking & Insurance, S. Chand Group

Punishers.

5. Agarwal, O. P., Innovations in Banking and Insurance. Himalaya Publications

6. S Gurusamy, Banking Theory : Law & Practice, TMH

7. Banking Sector Module ( Study Material NSE)

http://www.tatamcgrawhill.com/html/9780070083073.html

10

MBA D404 (H) Corporate Leadership

Course Objective: To make students understand the history of leadership and current leadership

styles and tactics. In addition, students will understand how leadership models are put into

practice personally, locally, and globally.

Learning Outcomes:

i. Develop a range of leadership skills and abilities such as effectively leading change,

resolving conflict, and motivating others

ii. Exhibit the ability to work effectively with those different from themselves

iii. Develop critical and reflective thinking abilities

iv. Exhibit the ability to demonstrate effective leadership behaviour

Course Details:

Sl.No. CONTENT

1. INTRODUCTION & LEADERSHIP THEORIES

Concept of Leadership, Leadership Vs Management, Role of

Leadership, Attributes of effective leaders, Leadership Effectiveness;

Trait theories, Behavioral Approach theories, Contingency /

Situational approaches to leadership;

2. LEADERSHIP STYLES; CONTEMPORARY THINKING &

WRITING

Leadership styles; Charismatic and Transformational leadership; 4Es

of leadership (Welch), Level 5 leadership (Collins). Review of books

& articles - Seven habits of highly effective people, Leadership & one

minute manager, What makes a leader (Goleman), What leaders

really do (Kotter)

3. LEADERSHIP SKILLS AND TACTICS

Persuasion skills, Motivational skills, Conflict resolution skills,

Leadership tactics – Power and Influence, Model of effectiveness and

Influence.

4. LEADING LEARNING ORGANIZATIONS & DEVELOPING

PERFORMANCE TEAMS

Effective leadership behavior; Participative Leadership, Delegation

and Empowerment; Creating and leading learning organizations;

Coaching style; Developing performance teams;

5. STRATEGIS LEADERSHIP BY EXECUTIVES Strategic leadership by executives, How leaders influence

Organizational performance, Ethical Leadership; Leading Change,

Disruptive Innovation.

Suggested Readings:

10

a) Garry Yukl (2009). Leadership in Organizations (7th

Ed), Pearson Education

b) J.R. Bhatti (2007). Total Quality Leadership (Concept Values, Ethical Philosophy and

Role Model), New Age International Publishers.

c) Bombay Chamber of Commerce and Industry, Value Based Leadership- A

Compendium of Lectures on Leadership(2001-2002), 2001-2002.

d) Fred Luthans. Organizational Behaviour.

e) James McGregor Burns (2010). Leadership. HarperCollins.

f) Stephen P Robbins (2013). Organizational Behaviour (Latest Ed.). Pearson: New

Delhi

10

MBA D405(H)Performance and Compensation Management

Course Objective: To familiarize students with the fundamentals of performance and

compensation management and their application in rewarding performance and designing

compensation package.

Learning Outcomes:

i. Develop the performance criteria for different levels of job

ii. Develop and Execute the performance appraisal process

iii. Illustrate different ways to strengthen the pay-for-performance link.

iv. Design the compensation plan wrt different levels of job.

v. Exhibit the understanding of different theories related to wage/salary determination

Course Details:

Sl.No. CONTENT

1. INTRODUCTION

Performance, Performance Dimensions, Performance Management –

Importance, Objectives, Conceptual Framework of performance

Management, Approaches to Measuring Performance, Prerequisites

of Performance Management System, Factors Affecting Success of

Performance Management.

2. PERFORMANCE MANAGEMENT PROCESS

Performance Planning, Performance Execution, Performance

Appraisal, Performance Monitoring, Methods of Performance

Appraisal, Performance Improvement Model, Modern performance

measurement frameworks: Six Sigma, Performance Prism, HR

Scorecard; Performance Audit.

3. INTRODUCTION TO COMPENSATION MANAGEMENT

Components of Compensation: Monetary & Non-Monetary,

Definition of Reward System, Objectives of Compensation, Theory of

Wage Determinants, Types of Wages, Wage Policy, Economic

Theories and Employee Compensation, Behavioural theories related

to wages; Employee’s acceptance of wage level.

4. WAGE & SALARY MANAGEMENT

Determinants for Formulating wage structures, Designing

Compensation System, Job Evaluation: Process, Concepts of

minimum wage, Pay Commissions, Designing pay ranges and bands;

Salary progression curves; Pay structure in practice: Basic salary, DA,

Allowances, Bonus; Fringe benefits.

5. TYPES OF COMPENSATION

Performance-based pay, Skill-based pay, Competency based pay;

Compensation – Individual based & team-based; Incentives; Gain

sharing plans; Profit sharing plans and Cafeteria plan; Executive

Compensation, Employee benefits; Stock option plans; Employee

pension; Factors affecting Executive compensation

11

Suggested Readings:

1. DewakarGoel (2008).Performance Management and Compensation Management. PHI:

New Delhi.

2. Kohli& Deb (2009). Performance Management. Oxford Publications: New Delhi.

3. Martocchio, J. J. (2009). Strategic Compensation: A Human Resource Management

Approach (3rd

Ed.). Pearson Education: New Delhi.

4. Aguinis, H. (2007). Performance Management. Pearson Education.

5. Rao T.V. (2007). Appraising and Developing Managerial Performance. Excel Books.

6. Bhattacharya, D. K. (2009). Compensation Management. Oxford Publications: New

Delhi.

11

MBA D406 (H)Counseling Skills for Managers

Course Objective: The objective is to familiarize students with basic understanding of

counseling and to enable them learn how to be fully present with people, how to maintain an

effective working alliance, and how to assist clients to work through their issues and concerns so

that there is effective change.

Learning Outcomes:

i. To explain the difference between counseling, guidance and psychotherapy

ii. To explain the different approaches of counseling

iii. To describe counseling skills and process at workplace

iv. To list out the effective use of counseling skills to facilitate organizational development.

Course Details

Sl.No. CONTENT

1 Unit 01- Introduction to Counselling

Meaning, Functions and Type of Counselling, Goals of Counseling Emergence and

Growth of Counseling Services; Approaches to counseling; Counseling Skills, Verbal &

Non- Verbal communication, Listening Barriers

2 Unit 02- Counselling Process

Beginning, Developing and terminating a counseling relationship and follow up,

Counseling Procedures, The Counseling Environment, Intake, Referral procedures,

Guidelines for effective counseling

3. Unit 03- Counselling Skills Counselor’s Attitudes and Skills of Counseling, Understanding client’s

behavior, Role conflicts in counseling- dilemmas of a manager

counselor,Counseling Therapies- Insight Oriented Therapy, Behavior Therapy.

4. Unit 04- Application of Counselling Skills

Changing behavior through counseling- using rewards, providing mode, role

playing, relaxation activities. Organizational application of counseling skills-

changes management, downsizing, managing diversity, crisis, mentoring.

5 Unit 05- Ethical Issues in Counselling (7 Hours)

Need of Counseling Cell in the Organization,PerformanceCounseling: Conditions

required for effective counseling: Tips for effective counseling, Ethics in

counseling.

Suggested Readings:

1. Kavita Singh (2007).Counseling Skills for Managers.PHI Learning.

2. PremvirKapoor (2011).Counselling and Negotiation Skills for Managers. Wiley

publications

11

3. S. NarayanaRao (2013).Counseling & Guidance. McGraw Hill

4. Jeffrey A Kotter, Counseling theories and practices, Cengage Publishing, New Delhi.

MBA D404(M) Digital Marketing

Course Objective: To familiarize students with the fundamentals of digital marketing including

understanding social media, mobile marketing & ethical issues in digital marketing.

Course Outline:

Sl.No. CONTENT

1. INTRODUCTION TO SOCIAL MEDIA MARKETING

Introduction to Digital Marketing, Social media marketing, Online PR

& Reputation Management, Case study, Viral Marketing, Social Media

Marketing Measurement (Objectives, Metrics, ROI, KPI), How to build

a brand with Facebook, How to build a brand with Twitter, How to

build a brand with LinkedIn, Use of Blogs, Podcast, Microblogging,

RSS, Wikis, Social Media Dashboards for IM.

2. DIGITAL MARKETING

Building an effective website for DM; Importance of Meta Description;

Log Files, Page tagging and hosted solutions ; Working Mechanism of

Search Engines: Google, MSN, Yahoo, Bing; IM through Search

Marketing, Display Advertisements (PPC), Google AdWords, Adsense,

Search Engine Optimization (SEO), Search Engine Result Page

(SERP); External vs Internal Search, IM Intelligence ; Web Analytics:

Google Analytics and tools.

3. E-MAIL MARKETING & MOBILE MARKETING

Using E-Mail as an effective tool of IM, Legal implications of E-Mail

Marketing; The new mobile landscape; Mobile advertising using WAP

and APP, Mobile Ad networks and their usage; QR Codes, Integrated

Marketing Campaign Planning – traditional, internet, mobile.

4. E-COMMERCE

Internet Retailing, Consumer channels and B2B e-Commerce;

Application of CRM in IM; Application of Big Data in Internet

Marketing.

5. GLOBAL CASE STUDIES AND ETHICAL ISSUES

Traditional Offline Businesses in the Online World – Cases: Netflix,

Amazon, Gramophone Company of India, Expedia; Common Snares in

Online Marketing; Ethical and Legal Issues; Internet of the future:

“Customerization”.

Learning Resources

a) Social Media Marketing, The next generation of business engagement by David

Evans

11

b) Social Media Marketing, Strategies for engaging in Facebook, Twitter and other

social media by Liana “Li” Evans

c) Ryan, Damian & Jones, Calvin , Understanding Digital Marketing (2012) ,

Publisher: Kogan Page, Edition: 1st, ISBN: 978-0-7494-6427-1

d) Curious Digital Marketer 2.0 published by AgencyFaqs

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MBA D405(M)Product & Brand Management

Course Objective: It would include: a framework for product management structure in an

organization; an overview for the need for introducing new products; the importance of an

innovation policy; new product strategy, a productive new product development process;

market appraisal for opportunity identification; the design process, a focus on importance of

the consumer, product positioning, testing and improving new products to meet competition,

product introduction and profit management.

Learning outcomes:

i. Compare and contrast the elements of a managing a product and managing a brand

ii. Critique the different measures of brand equity, including brand salience

iii. Assess and develop differing brand and product portfolio management strategies.

Course Outline:

Sl.No. CONTENT

1. CONCEPTS OF PRODUCT MANAGEMENT

Defining competitive set - Category Attractiveness Analysis,

Competitor Analysis, Customer Analysis, Corporate Strategy and

Product Positioning, Product line Decisions, Product Lifecycle &

Marketing Strategies

2. PRICING AND NEW PRODUCT DEVELOPMENT

Pricing Strategy, Channel Strategy, Push & Pull Strategies, Line

Extension, New Product Forecasting, New Product Development and

the Techniques of Idea Generation and Screening, Concept

Development and Testing, Test Marketing, Launching and Tracking

New Product Programmes

3. INTRODUCTION TO BRAND MANAGEMENT & CRAFTING

OF BRAND ELEMENTS

Brand-concept: Nature and Importance of Brand; Types of brands,

Strategic Brand Management Process; Brand Identity perspectives,

Brand identity prism, Consumer Brand Knowledge, Concepts of

Brand Equity, Tools for Building Brand Equity, Leveraging Brand

Equity, Measurement of Brand Equity, Aaker’s BE Model, Designing

marketing programs to build brand Equity, customer based brand

equity.

4. BRAND STRATEGIES, PERSONALITY AND IMAGE

Brand Assets and liabilities, Brand Loyalty, Measures of Loyalty,

Branding strategies – product, line, range and umbrella branding,

Brand Personality: Definition, Measures and Formulation of Brand

Personality; Brand Image dimensions, Stages of Concept

Management for functional, symbolic and experiential brands.

5. BRAND POSITIONING AND EXTENSION

Brand Positioning: Concepts and Definitions, 3 Cs of positioning,

11

Brand positioning and differentiation strategies, Repositioning,

Celebrity Endorsements, Brand Extension; Managing brands over

time, Brand reinforcement, brand revitalization, managing global

brands, Branding in different sectors

Learning Resources

a) Jean-Noël Kapfer (2008). The new strategic brand management(4th

Ed.).Kogan Page.

b) Donald Lehmann and Russell Winer(2005) “Product Management”(4th

Ed.). Tata

McGraw Hill, New Delhi.

c) Jock Busuttil (2015). Practioner Guide to product management.Grand Central

Publishing.

d) Cook (2011). Product Management: Value, Quality, Cost, Price, Profit and Organization,

Springer.

http://www.amazon.in/Jock-Busuttil/e/B00NV96XRG/ref=dp_byline_cont_book_1

11

MBA D406(M) Marketing Strategy & Competitive Analysis

Course Objective: To familiarize students with the fundamentals of Competitive environment

and strategies of marketing. After overview of crucial fundamentals of marketing strategies in

first three units, students shall learn to apply these fundamentals in various sectors like FMCG,

BFSI and E-Commerce.

Course Outline:

Sl.No. CONTENT

1. INTRODUCTION AND STRATEGIC ANALYSIS

Strategic Market Management, Marketing and Its Role in Strategy,

Segmentation, External Analysis: Scope of Customer Analysis,

Identifying Competitors—Customer-Based Approaches, Competitor

Analysis— Competitive Intelligence, Understanding Competitors,

Competitor Strengths and Weaknesses, The Competitive Strength Grid

2. MARKET ANALYSIS, STRATEGIC UNCERTAINTY AND

INTERNAL ANALYSIS

Dimensions of a Market/Submarket Analysis, Actual and Potential

Market or Submarket Size, Market and Submarket Growth, Market and

Submarket Profitability Analysis, Dealing with Strategic Uncertainty,

— Assessing the Impact of Strategic Uncertainties, Scenario Analysis,

Performance Measurement Beyond Profitability, Financial Performance

and Profitability, From Analysis to Strategy

3. CREATING ADVANTAGE AND MARKETING WARFARE

STRATEGIES

Sustainable Competitive Advantage and its pivotal role in strategic

marketing planning, Models of portfolio analysis, Market attractiveness

and business position assessment, Porter’s three generic competitive

strategies, BCG’s growth-share portfolio matrix, Strategies for market

leaders, Strategies for market challengers, Strategies for market

followers, Strategies for market nichers

4. MARKETING STRATEGIES IN REAL ESTATE, FMCG AND

PHARMA

Innovators Advantage, Overview of Real Estate, FMCG and Media &

Entertainment Industries in Indian context, Integration of Marketing

Strategies - Application in Real Estate, FMCG and

Media/Entertainment sectors, Marketing to the bottom of the pyramid

5. MARKETING STRATEGIES IN E-COMMERCE, BFSI, MEDIA

& ENTERTAINMENT

Creating New Business Arenas, Overview of Pharma, E-Commerce and

BFSI Industries in Indian context, Integration of Marketing Strategies -

Application in Pharma, E-Commerce & BFSI sectors

11

Learning Resources:

a) Ranchhod&Gurau(2012). Marketing Strategies, A contemporary approach, Pearson

India.

b) David A Aaker (2011). Strategic Market Management, Wiley.

c) Xavier (2010). Strategic Marketing, Response Books,

d) Pride and Ferrell(2010). Marketing: Planning, Implementation, Control. Cengage,

e) Kerin& Peterson(2012). Strategic marketing problems: Cases & Comments. Pearson

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MBA- D404 (S) International Logistics & Global Supply Chain Management

Course Objective: The course explores the main issues in international logistics (IL) and supply

chain management (SCM) to underline their strategic importance to firms.

Learning outcomes:

i. define, explain and illustrate the key operational issues involved in international logistics;

ii. explain and illustrate the significance of logistics and supply chain management in

international business;

iii. explain and illustrate the composition of global supply chain;

iv. apply this knowledge of managing logistics in international trade operations in analysis,

discussion and argument;

v. analyse the supply chain strategies of firms;

vi. examine the levels of risk, efficiency, and sustainability of a supply chain; and,

vii. Communicate effectively in oral and written forms about international supply chain

management using appropriate concepts, logic and rhetorical conventions.

1. Course Details

S

No.

1 INTRODUCTION

Impact of Globalisation on Value Chain, The Principles of Competitive Strategy

and Organization, The Evolution of Manufacturing Strategies and Design of

Supply Chain

2 UNDERSTANDING STRATEGIC ISSUES

The Model of Global Logistics, Integration vs Decentralization in MNCs,

Reorienting Channels for Distribution, Setting Customer Service levels,

Choosing Logistics Technology.

3. IMPLICATIONS OF STRATEGIC ISSUES

Supply Chain Network Configuration, Collaborative Forecasting and

Operations(CFAO), Strategic Sourcing & E Procurement

4. MISCELLANEOUS

Measuring Performance, Inventory policy Issues, Transportation Cost

Opportunities, Managing a Distribution Center, Planning and Control Systems

Suggested Readings:


Operations, 2nd

Edition, Pearson Education (ISBN 81-297-0172-3).


Pearson Education.

c) Raghuram, G.and N. Rangraj, (Latest), Logistics and Supply Chain Management :Cases and

Concepts, Macmillan, New Delhi.

d) Simchi-Levi, D., P. Kaminski and E. Simchi-Levi, (Latest), Designing and Managing Supply

Chain: Concepts, Strategies and Case Studies. 2nd

Edition,Irwin, McGraw Hill, New Delhi.



11

f) David, P. (2009), International Logistics, Biztantra, New Delhi

MBA- D405(S) Strategic Issues in Supply Chain Management

Course Objective: The students shall learn and understand Strategic Issues in SCM and how

they can be exploited/ taken care of.

Learning outcomes:

i. Assess and evaluate the contribution of logistics and supply chain management to

competitive strategy, to include an understanding of the specialist elements of SCM and

strategic changes in SC networks including productivity and value advantage

ii. Understand logistics management strategies, Agile and Lean supply chain management

iii. Distinguish supply chain partnership and collaboration strategies

iv. Demonstrate knowledge of Service-driven logistics systems based upon identifying

service priorities for customer segments.

Course Details

S No. CONTENTS CHAPTER

1 INTRODUCTION

Impact of Globalisation on Value Chain, The Principles of Competitive

Strategy and Organization, The Evolution of Manufacturing Strategies and

Design of Supply Chain








4. MISCELLANEOUS


Opportunities, Managing a Distribution Center, Planning and Control

Systems

Suggested Readings:


Operations, 2nd



Pearson Education.

c) Raghuram, G.and N. Rangraj, (Latest), Logistics and Supply Chain Management :Cases and


12

d) Simchi-Levi, D., P. Kaminski and E. Simchi-Levi, (Latest), Designing and Managing Supply





12

MBA-D404 (S) International Logistics & Global Supply Chain Management

Course Objective: The course explores the main issues in international logistics (IL) and supply

chain management (SCM) to underline their strategic importance to firms.

Learning objectives:

i. define, explain and illustrate the key operational issues involved in international logistics;

ii. explain and illustrate the significance of logistics and supply chain management in

international business;

iii. explain and illustrate the composition of global supply chain;

iv. apply this knowledge of managing logistics in international trade operations in analysis,

discussion and argument;

v. analyse the supply chain strategies of firms;

vi. examine the levels of risk, efficiency, and sustainability of a supply chain; and,

vii. Communicate effectively in oral and written forms about international supply chain

management using appropriate concepts, logic and rhetorical conventions.

1. Course Details

S

No.

CHAPTER

1 INTRODUCTION

Impact of Globalisation on Value Chain, The Principles of Competitive Strategy

and Organization, The Evolution of Manufacturing Strategies and Design of

Supply Chain








4. MISCELLANEOUS


Opportunities, Managing a Distribution Center, Planning and Control Systems

Suggested Readings:

g) Chopra, S. and P. Meindl, (Latest), Supply Chain Management? Strategy, Planning and

Operations, 2nd


h) Sopole, V.V. (Latest), Logistics Management: Supply Chain Imperatives, New Delhi,

Pearson Education.

i) Raghuram, G.and N. Rangraj, (Latest), Logistics and Supply Chain Management :Cases and


j) Simchi-Levi, D., P. Kaminski and E. Simchi-Levi, (Latest), Designing and Managing Supply



k) Ballou, RH (Latest), Business Logistics Supply Chain Management: Planning, Organising


l) David, P. (2009), International Logistics, Biztantra, New Delhi

12

MBA- D404(EN)Social Entrepreneurship

Course Objective: Students in this course will gain knowledge about social entrepreneurs and

how they are creating solutions to address societal problems, learn how to develop creative

solutions to address social problems, and empower you to see social entrepreneurship as a force

for social change. The course is designed for you if you want to gain valuable tools to prepare

you to make an impact on the lives of others.

Learning Outcomes:

i. Be exposed to the concept of social entrepreneurship and social enterprises and how social

entrepreneurs are transforming society to deliver social impact in their home communities and

abroad.

ii. Knowledge and understanding of the meaning of social entrepreneurship, how its principles

have been applied to address social problems, and what challenges are faced by those wishing

to adopt social entrepreneurship methods.

iii. Learn how social entrepreneurs have applied social entrepreneurship principles to address

social problems, gain the ability to empower disadvantaged community members to create

social change and develop your own skills to “be the change you wish to see in the world'.

Mahatma Gandhi.

iv. Appreciate the role of measurement to quantify social impact and how social entrepreneurs

mobilize scarce resources to affect social change.

v. Enable students to use innovative methods and innovative didactics in relation to health-

promotion, living conditions and physical health working with various target-groups.

1. Course Details

Sl.No. CONTENT

1 INTRODUCTION TO SOCIAL ENTREPRENEURSHIP

Defining Social Entrepreneurship, The Socio-Economic Context of Social

Entrepreneurship, and Measuring Social Impact of the enterprise. Governance

of Social Enterprises, Profile of the Social Entrepreneur, Understanding

Social Entrepreneurship and Identifying Organization.

2 CREATION OF SOCIAL ENTERPRISE

Understanding the SE Terrain: Sector Studies, Governance and the Legal

Context of Social Entrepreneurship, Social Marketing& Marketing for the

Non-profit enterprises

3. THE NON PROFIT ENTREPRENEURSHIP

Definition, Leveraged Non Profit ventures, Social Business Ventures,

12

Government Related Organization and Non-Government Organization, Types

of NGO’s TSO, NPO, VO, NSA, CSO, GO, SMO, PVO, SHO. Environment

& Human rights NGO’s, Funding, Overhead Cost, Monitoring & Control,

Staffing, and Challenges to Legitimacy.

4. INDUSTRY ANALYSIS AND THE COMPETITIVE FRAMEWORK

Discovering the New Values, Social & Market Research, Where do

innovative opportunities originate,Strong leadership – blessing or a

curse,Industry analysis and the Competitive Strategy

FrameworkOrganizational assessment, Comparing Profit and Non-profit

business models.

5 GRANTS AND MARKETING YOUR ORGANIZATION:

Grants proposals, Writing a Grant Proposal, Grant sources Identifying your

customers and understanding their needs and wants, Pricing to maximized

social impact, Promoting your product/service, Fund-raising and sources

funds, Press releases, Making the most of special events


a) Corporate Social Responsibility – C. V. Baxi&Ajit Prasad

b) Government Finance – John F. Due & A. F. Friedlaender.

c) Corporate Governance – Scott C. Newquist& Max B. Russell

d) I have a Dream- RashmiBansal

12

MBA- D404(BA) Predictive Analysis & Data Visualization Course Objective: To familiarize students with the concepts of Predictive Analysis, Statistical

Models and their application.

Course Outline:

Sl.No. CONTENT

1. INTRODUCTION TO PREDICTIVE ANALYTICS AND

PREDICTIVE MODELING

Introduction, Predictive Analytic Process, Application of Predictive

Analytics, Predictive Modeling: Introduction, Business Process on

Predictive modeling, Predictive modeling process, Types of Models and

Algorithms. Introduction to time series and Forecasting-Organizing data

for analysis, Simple descriptive techniques, Trend, Simulating the

correlogram, Forecasting: Exponential Smoothing, Forecasting forms:

ARIMA Models, Moving Average, Casual Models.

2. LINEAR AND MULTIPLE LINEAR REGRESSION

Linear Regression: Linear regression for descriptive modeling,Linear

regression for predictive modeling: Choosing predictor variables,

Generating predictions, Assessing predictive performance, Fitting the

model, Interpreting output, Logistic regression for classification,

Coefficient of Determination, Interpretation of Regression coefficient,

Categorical variables, Heteroscedasticity, Multicollinearity,

Autoregression.

3. INTRODUCTION TO DATA VISUALIZATION

Introduction to information visualization, Theoretical foundations of

data visualization, How to tell stories with information visualizations,

Introduction to visual displays, Depicting relationship among data

points, Understanding data visualization tasks, Gathering the right data,

Selecting the appropriate display, Using Visualization to communicate,

Making effective Data Visualization Presentations.

4. DATA VISUALIZATION TOOLS

Statistical visualizations using histograms, scatter-plots and times series

data, Dashboards, Scorecards, Introduction to R, Introduction to

Python, Introduction to Tableau, Heat Maps, Fractal Map, Tree Maps,

Big Data Visualization

5. PREDICTIVE ANALYTICS AND DATA VISUALIZATION

APPLICATIONS

Applications of Predictive Analytics and Data Visualization in Banking,

FMCG, Telecom, IT, Automobile, Healthcare and other Industries.

12

Learning Resources

a) Stephen, Few (2006). Information Dashboard Design: The Effective Visual

Communication of Data (1st Ed.). O'Reilly Media;

b) McKinney, Wes (2013). Python For Data Analysis (1st Ed.). Shroff/O'Reilly.

c) Graeme Simsion, Graham Witt (2004). Data Modeling Essentials (3rd

Ed.).

d) Morgan Kaufmann (2011). An Introduction to Applied Multivariate Analysis with R.

Springer.

e) Siegel, Eric. (2013). Predictive Analysis. John Wiley & Sons.

f) Anderson, J. (2010). Econometrics. John Wiley & Sons.

12

MBA- D404 (CM) Corporate Leadership

Course Objective: To make students understand the history of leadership and current leadership

styles and tactics. In addition, students will understand how leadership models are put into

practice personally, locally, and globally.

Learning Outcomes:

a. Develop a range of leadership skills and abilities such as effectively leading

change, resolving conflict, and motivating others

b. Exhibit the ability to work effectively with those different from themselves

c. Develop critical and reflective thinking abilities

d. Exhibit the ability to demonstrate effective leadership behavior

Course Details:

Sl.No. CONTENT

1. INTRODUCTION & LEADERSHIP THEORIES

Concept of Leadership, Leadership Vs Management, Role of

Leadership, Attributes of effective leaders, Leadership Effectiveness;

Trait theories, Behavioral Approach theories, Contingency / Situational

approaches to leadership;

2. LEADERSHIP STYLES; CONTEMPORARY THINKING &

WRITING

Leadership styles; Charismatic and Transformational leadership; 4Es of

leadership (Welch), Level 5 leadership (Collins). Review of books &

articles - Seven habits of highly effective people, Leadership & one

minute manager, What makes a leader (Goleman), What leaders really

do (Kotter)

3. LEADERSHIP SKILLS AND TACTICS

Persuasion skills, Motivational skills, Conflict resolution skills,

Leadership tactics – Power and Influence, Model of effectiveness and

Influence.

4. LEADING LEARNING ORGANIZATIONS & DEVELOPING

PERFORMANCE TEAMS

Effective leadership behavior; Participative Leadership, Delegation and

Empowerment; Creating and leading learning organizations; Coaching

style; Developing performance teams;

5. STRATEGIS LEADERSHIP BY EXECUTIVES Strategic leadership by executives, How leaders influence

Organizational performance, Ethical Leadership; Leading Change,

Disruptive Innovation.

12

Suggested Readings:

g) Garry Yukl (2009). Leadership in Organizations (7th

Ed), Pearson Education

h) J.R. Bhatti (2007). Total Quality Leadership (Concept Values, Ethical Philosophy and

Role Model), New Age International Publishers.

i) Bombay Chamber of Commerce and Industry, Value Based Leadership- A

Compendium of Lectures on Leadership(2001-2002), 2001-2002.

j) Fred Luthans. Organizational Behaviour.

k) James McGregor Burns (2010). Leadership. HarperCollins.

l) Stephen P Robbins (2013). Organizational Behaviour (Latest Ed.). Pearson: New

Delhi

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MBA - D101€¦ · MBA - D101: PRINCIPLES AND PRACTICE OF MANAGEMENT 1. Course Objective:The aim of the course is to expose the students to the basic concept of management and four