Session Plan IIIrd Semester

MBA (International Business)Programme Code: MIB

Duration – 2 Years Full Time

Session Plans – Semester I and Semester IIIJuly 2008

AMITY UNIVERISTY UTTAR PRADESHGAUTAM BUDDHA NAGAR

Amity University-------------------------------------------------------------Uttar Pradesh---------------------------------------------------------------

Table of Contents

SEMESTER III.....................................................................................................................................................................3

International Strategic Management..............................................................................................................5Risk And Insurance In International Trade...................................................................................................9Management Of Forex Transactions...........................................................................................................11WTO & International Regulatory Environment..........................................................................................18Organisation Behaviour: A Global Perspective...........................................................................................29Operations And Supply Chain Management...............................................................................................34Business Communication - III.....................................................................................................................36Behavioural Science – III (Leading Through Teams).................................................................................37French - III...................................................................................................................................................43German - III.................................................................................................................................................44Spanish – III.................................................................................................................................................45Japanese - III................................................................................................................................................46Chinese – III................................................................................................................................................47Summer Internship.......................................................................................................................................49Elective Papers for Dual Specialization in IB & Marketing........................................................................50

Product and Brand Management.............................................................................................................50Marketing of Services..............................................................................................................................62

Elective Papers for Dual Specialization in IB & Finance............................................................................64Mergers, Acquisitions and Re-Structuring..............................................................................................64Corporate Tax Planning...........................................................................................................................66

Elective Papers for Dual Specialization in IB & HR...................................................................................68Industrial Relations and Labour Laws.....................................................................................................68Management of Change and Compensation Management......................................................................70

Elective Papers for Dual Specialization in IB & IT....................................................................................72Data Warehousing and Data Mining.......................................................................................................72Business Data Communications & Networking......................................................................................74

Amity International Business School Session Plans: MBA (International Business)Academic Session July 2008

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SEMESTER III

Course Code Course Title Lectures (L) Hours per week

Tutorials (T) Hours per week

Practical (P) Hours per week

Credit Unit

MIBIB 20301 International Strategic Management

3 - - 3

MIBIR 20301 Risk & Insurance in International Trade

3 - - 3

MIBFN 20301 Management of Forex Transactions

3 - - 3

MIBLW 20301 WTO and International Regulatory Environment

3 - - 3

MIBHR 20301 Organization Behavior: A Global Perspective

3 - - 3

MIBOM 20301 Operations & Supply Chain Management

3 - - 3

MIBBS 20301 Business Communication –III 1 - - 1MIBBS 20302 Leading Through Teams 1 - 1 1

Foreign Language – III 2 - - 2MIBSI 10250 Summer Internship 9

TOTAL 31

Elective Papers for Dual Specialization in IB & MarketingMIBMK 20301 Product & Brand

Management3 1 - 4

MIBMK 20302 Marketing of Services 3 1 - 4

Elective Papers for Dual Specialization in IB & FinanceMIBFN 20302 Mergers, Acquisitions and

Re-structuring3 1 - 4

MIBFN 20303 Corporate Tax & Planning 3 1 - 4

Elective Papers for Dual Specialization in IB & HRMIBHR 20302 Industrial Relations and

Labor Laws3 1 4

MIBHR 20303 Management of Change and Compensation Management

3 1 - 4

Elective Papers for Dual Specialization in IB & ITMIBIT 20301 Data Warehousing & Data

Mining3 1 - 4

MIBIT 20302 Data Communications, Networking & Emerging Computing Environments

3 1 - 4

TOTAL 39


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FACULTY FOR ACADEMIC SESSION JULY 2008

S.No. Course Faculty

1 International Strategic Management Prof. V P Kakkar

2 Risk and Insurance in International Trade

Prof. M P Singh

3 Management of Forex Transactions Col. K S Mohan

4 WTO & International Regulatory Environment

Prof. Debashish Choudhury/ Ms Rachna Chandra

5 Organisational Behaviour: A Global Perspective

Prof. Arun Sachar/ Ms. K P Kanchana

6 Operations and Supply Chain Management

Prof. Harish C Jain

7 Leading Through Teams Ms. Chitra

8 Business Communication III Amity School of English…

9 FBL Amity School of Foreign Languages

10 Product and Brand Management Dr. Vijay Singh Dahima / Ms. Kokil Jain

11 Marketing of Services Mr. Roopak Kumar Gupta / Sumeet Om Sharma

12 Mergers, Acquisitions and Restructuring

Ms. Reshma Bhartiya

13 Corporate Tax Planning Ms. Reema Bali

14 Industrial Relations and Labour Laws

Dr. Raju / Mr. Arun Goel

15 Management of Change and Compensation Management

Dr. Raju / Mr. Arun Sacher

16 Data Warehousing and Data Mining Mr. Ravi Prakash

17 Data Communications, Networking and Emerging Computing Environments

Mr. Ravi Prakash


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INTERNATIONAL STRATEGIC MANAGEMENT

Course Code: MIBIB 20301 Credit Units: 03

Course Title: INTERNATIONAL STRATEGIC MANAGEMENT

Course Code: MBAGM 20301 Programme Name: MBA (IB)/ 3CMBAClassroom contact hours: 40 hours Credit Units: 04 Tutorial Hours: Nil Practical/Lab Hours: NilSelf Study hours: 120 hours Faculty: Prof. V.P.KAKKAR

Course ObjectiveTo explore the concepts and techniques relating to ISM and enable the students to learn its critical issues. The course essentially aims at understanding concepts of Strategic Management with global perspective, Strategic Intents, Role of environments on strategy, Strategic Management Process, Value Chain Analysis, Portfolio Analysis, Alternative Strategic Choices for gaining competitive advantage; Crafting, Executing , Evaluating & Controlling strategies.

Learning OutcomesAt the end of the course students will be able to: Understand the concepts of Strategy and Strategic Management with Global perspective. Learn various environmental factors ( Macro & Micro ) affecting strategy formation Formulate Vision, Mission and Business Definition. Conduct Strategic Analysis with International / Global perspective Learn Implementation, Evaluation & Control of strategies.

Course Content

Module 1: Introduction and basic concepts

Session 1 :Introduction and course review.Session 2 :Concepts of strategy and strategic management. Ref: Strategic Management-John Pierce II(3-19)Session 3 : Nature of International strategic management. Ref: Global Strategic Mgmt- Kamel Mellahi (8-12)

Session 4 : Evolution of strategic management, Levels of strategy Ref: -BusinessPolicy & StrategicManagement- Azhar Kazmi( 24-30) Session 5 : Strategic Management Process Ref:Strategic Management-R.srinivasan(10-11)

Module 2: Forecasting Techniques

Session 6 -7 : Value Chain Analysis Ref: Strategic Management-John Pierce II(159-60)


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Session 8: External Environment Ref: Business Policy & Strategic Management-Azhar Kazmi ( 94-118)

Session 9-11 : Internal Environment Ref: Crafting & Executing Strategy-Thompson & Strickland(86-94)

Session 10-11: Class Assignment / presentations (C 1)

Module 3: Vision , Mission and Business Definition Session 12 : Vision Ref : BusinessPolicy&StrategicManagement-Azhar Kazmi(64-66))Session 13 Mission Ref : BusinessPolicy&StrategicManagement-Azhar Kazmi(67-71)Session 14-15 Business Definition Ref : BusinessPolicy&StrategicManagement-Azhar Kazmi(71-75)

Class assignment : Group discussion & Presentations (C 2)

Session 16-17 : Values, Goals & Objectives Ref: BusinessPolicy&StrategicManagement-Azhar Kazmi(76-85)

Home assignment (H 1)

Module 4: Evolution of Global Corporation Session 18-19 : Phases of Global strategy Ref:Total Global Strategy-George S Yip(1-28) Session 20-21 : Global Strategic Planning Ref:Global Strategic Management – Kamel Mellahi(180-187) Session 22 : Problems in Global Strategic Planning Ref:Global Strategic Management – Kamel Mellahi(187-188)

Module 5: Global Strategic Analysis Session 23 : Porter’s model Ref: BusinessPolicy&StrategicManagement-Azhar Kazmi(265-271) Session 24 : ETOP/ SAP Ref: BusinessPolicy&StrategicManagement-Azhar Kazmi(125,1600 Session 25 : SWOT/TOWS Matrix Ref:Essentials of Strategic Management-Hunger & Wheelen(71,76) Session 26 : BCG Matrix Ref:: BusinessPolicy&StrategicManagement-Sukul Lomash(236-241) Session 27 : GE 9 Cell Matrix Ref: Essentials of Strategic Management-Hunger & Wheelen(100-101) Session 28 : Hofer’s model Ref: Strategic Management-R. Srinivasan (114-115) Session 29 : Sticklaland Grand Strategy Selection model Ref:: BusinessPolicy&StrategicManagement-Sukul Lomash(249-251)


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CLASS TEST (CT 1)

Module 6 : Formulating International Strategies Session 30 : Generic Strategies Ref:BusinessPolicy&StrategicManagement-AzharKazmi(227-239)Session 31-32 : Grand Strategies Ref: BusinessPolicy&StrategicManagement-Azhar Kazmi(227-239) Session 33: Corporate/Business/Functional strategies Ref: BusinessPolicy&StrategicManagement-Azhar Kazmi(165-246) Session 34 :International Strategic Alliances Ref: Global Strategic Management- Kamel Mellahi(207-221)

Module 7 : Implementation, Evaluation & control Session 35-36 : Operationalising / Institutionalizing strategy Ref: BusinessPolicy&StrategicManagement-Azhar Kazmi(291-415) Session 37 : Strategic Leadership Ref: Total Global Strategy- George s.Yip(192)Session 38 : Managing Cross Cultural issues Ref: : Global Strategic Management-Kamel Mellahi(216-217)Session 39-40 : Strategic Evaluation & control Ref: BusinessPolicy&StrategicManagement-Azhar Kazmi(419-442)

END TERM EXAM

Learning PedagogyA series of lectures as per above session plan will impart knowledge and conceptualunderstanding of the subject and will be complemented by interactive tutor-led and student-led discussions.. The unit has thus been designed to use a variety of teaching pedagogies including Case Studies, Group Discussions and Home assignments / Projects that will help students to learn and apply various concepts relating to International Strategic Management.

Evaluation Scheme

Component Codes H1,H2 C1 CT1

Weightage planned (%) 10 10 20

Date Planned W4 W6 W9

Component Codes EE

Weightage planned (%) 60

Date planned As per University Schedule


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W: WeekH: Home AssignmentC: Case DiscussionCT: Class TestEE: External Examination


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RISK AND INSURANCE IN INTERNATIONAL TRADE

Course Code: MIBIR 20301 Credit Units: 04

Course Objectives:The course aims at making the students conversant with risk of cross border business (Trade, Investments and Long Term Projects) and the techniques available for mitigating those risks. The role of Insurers and the products and services offered by them would be gone in detail to equip the students with decisions making tools.

Learning Outcomes:At the end of the course, the student will be able to: understand the concept of risk in business managementlearn various techniques available to assess and mitigate those risksdevelop strategic alternativesevaluate different kinds of risks and their impact on different areas

Course Contents:

Module I: Concept of RiskConcept of Risk and Objectives of Risk ManagementRisk Management TechniquesReview Session

Module II: InsuranceConcept of InsuranceMarine, Aviation and Transport RisksMarine Insurance LawMarine Insurance Policies – major insurance clausesPrinciples of assessment and underwritingClaim ProceduresLiability InsuranceGroup discussion of marine and air cargo policies issued by Indian and foreign companies

Module III: Political RiskPolitical Risk analysis, Sovereign Risk, Country Risk, Human Development Index, Corruption Index, Ratings Trade and Investment BarriersMeasures for containing Political Risk

Module IV: Credit RiskCredit Risk of Payment ProceduresCredit Management and Credit InsuranceRole of Export Credit Guarantee CorporationProducts and Services Recovery and Claim Procedures

Module V: Interest Rate RiskImportance of Interest rate riskMeasurement of interest rate riskInterest rate risk managementFutures, Options and Swaps

Learning Methods:Tutorials, Interactive sessions, Case studies, Field visits, Management games, Extensive research projects, Seminars, Weekend experience in companies - the course is covered by adopting a combination of lecture methods, class presentation by groups of


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students, self study sessions. Each student is required to do the back ground reading from the specified chapters of the prescribed book before coming to class. Cases are also to be analyzed, discussed in groups (teams) outside the class as preparatory work.

Examination Scheme:

Components P1 C1 CT1 EEWeightage (%) 10 10 20 60

Text & References:

Text:Singh MP & Chopra VS, 2005, Risk Management in International Trade, Universal Publishers, 1st Edition

References:Shapiro A C, 2004, Multinational Financial Management, Prentice Hall of IndiaJain P K, Peurard J and Yadav S, 2003, International Financial Management, Prentice Hall of IndiaE C G C Brochures and Marine Risk Policy


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MANAGEMENT OF FOREX TRANSACTIONS

Course Code: MIBFN 20301 Credit Units: 04

Course Title: INTERNATIONAL STRATEGIC MANAGEMENT

Course Code: MBAGM 20301 Programme Name: MBA (IB)/ 3CMBAClassroom contact hours: 40 hours Credit Units: 04 Tutorial Hours: Nil Practical/Lab Hours: NilSelf Study hours: 120 hours Faculty: Prof. V.P.KAKKAR

Course ObjectiveTo explore the concepts and techniques relating to ISM and enable the students to learn its critical issues. The course essentially aims at understanding concepts of Strategic Management with global perspective, Strategic Intents, Role of environments on strategy, Strategic Management Process, Value Chain Analysis, Portfolio Analysis, Alternative Strategic Choices for gaining competitive advantage; Crafting, Executing , Evaluating & Controlling strategies.

Learning OutcomesAt the end of the course students will be able to: Understand the concepts of Strategy and Strategic Management with Global perspective. Learn various environmental factors ( Macro & Micro ) affecting strategy formation Formulate Vision, Mission and Business Definition. Conduct Strategic Analysis with International / Global perspective Learn Implementation, Evaluation & Control of strategies.

Course Content

Module 1: Introduction and basic concepts

Session 1 :Introduction and course review.Session 2 :Concepts of strategy and strategic management. Ref: Strategic Management-John Pierce II(3-19)Session 3 : Nature of International strategic management. Ref: Global Strategic Mgmt- Kamel Mellahi (8-12)

Session 4 : Evolution of strategic management, Levels of strategy Ref: -BusinessPolicy & StrategicManagement- Azhar Kazmi( 24-30) Session 5 : Strategic Management Process Ref:Strategic Management-R.srinivasan(10-11)

Module 2: Forecasting Techniques

Session 6 -7 : Value Chain Analysis Ref: Strategic Management-John Pierce II(159-60) Session 8: External Environment


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Ref: Business Policy & Strategic Management-Azhar Kazmi ( 94-118)

Session 9-11 : Internal Environment Ref: Crafting & Executing Strategy-Thompson & Strickland(86-94)

Session 10-11: Class Assignment / presentations (C 1)

Module 3: Vision , Mission and Business Definition Session 12 : Vision Ref : BusinessPolicy&StrategicManagement-Azhar Kazmi(64-66))Session 13 Mission Ref : BusinessPolicy&StrategicManagement-Azhar Kazmi(67-71)Session 14-15 Business Definition Ref : BusinessPolicy&StrategicManagement-Azhar Kazmi(71-75)

Class assignment : Group discussion & Presentations (C 2)

Session 16-17 : Values, Goals & Objectives Ref: BusinessPolicy&StrategicManagement-Azhar Kazmi(76-85)

Home assignment (H 1)

Module 4: Evolution of Global Corporation Session 18-19 : Phases of Global strategy Ref:Total Global Strategy-George S Yip(1-28) Session 20-21 : Global Strategic Planning Ref:Global Strategic Management – Kamel Mellahi(180-187) Session 22 : Problems in Global Strategic Planning Ref:Global Strategic Management – Kamel Mellahi(187-188)

Module 5: Global Strategic Analysis Session 23 : Porter’s model Ref: BusinessPolicy&StrategicManagement-Azhar Kazmi(265-271) Session 24 : ETOP/ SAP Ref: BusinessPolicy&StrategicManagement-Azhar Kazmi(125,1600 Session 25 : SWOT/TOWS Matrix Ref:Essentials of Strategic Management-Hunger & Wheelen(71,76) Session 26 : BCG Matrix Ref:: BusinessPolicy&StrategicManagement-Sukul Lomash(236-241) Session 27 : GE 9 Cell Matrix Ref: Essentials of Strategic Management-Hunger & Wheelen(100-101) Session 28 : Hofer’s model Ref: Strategic Management-R. Srinivasan (114-115) Session 29 : Sticklaland Grand Strategy Selection model Ref:: BusinessPolicy&StrategicManagement-Sukul Lomash(249-251)


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CLASS TEST (CT 1)

Module 6 : Formulating International Strategies Session 30 : Generic Strategies Ref:BusinessPolicy&StrategicManagement-AzharKazmi(227-239)Session 31-32 : Grand Strategies Ref: BusinessPolicy&StrategicManagement-Azhar Kazmi(227-239) Session 33: Corporate/Business/Functional strategies Ref: BusinessPolicy&StrategicManagement-Azhar Kazmi(165-246) Session 34 :International Strategic Alliances Ref: Global Strategic Management- Kamel Mellahi(207-221)

Module 7 : Implementation, Evaluation & control Session 35-36 : Operationalising / Institutionalizing strategy Ref: BusinessPolicy&StrategicManagement-Azhar Kazmi(291-415) Session 37 : Strategic Leadership Ref: Total Global Strategy- George s.Yip(192)Session 38 : Managing Cross Cultural issues Ref: : Global Strategic Management-Kamel Mellahi(216-217)Session 39-40 : Strategic Evaluation & control Ref: BusinessPolicy&StrategicManagement-Azhar Kazmi(419-442)

END TERM EXAM

Learning PedagogyA series of lectures as per above session plan will impart knowledge and conceptualunderstanding of the subject and will be complemented by interactive tutor-led and student-led discussions.. The unit has thus been designed to use a variety of teaching pedagogies including Case Studies, Group Discussions and Home assignments / Projects that will help students to learn and apply various concepts relating to International Strategic Management.

Evaluation Scheme

Component Codes H1,H2 C1 CT1



Component Codes EE



W: WeekAmity International Business School Session Plans: MBA (International Business)Academic Session July 2008

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H: Home AssignmentC: Case DiscussionCT: Class TestEE: External Examination

Sl.No. Module Contents No. of Sessions Reading Materials. Cases (if any)

Additional reading (if any)

MFT-1 Module-1 Definition, Meaning and Determination of Foreign exchange. Theories.

1 International Finance Management4/ed – PG Apte (Megraw Hill)

MFT-2 Module-1 Convertibility. Basic concept of Balance of payment.


MFT-3 Module-1 International Monetary system. 1 International Finance Management4/ed – PG Apte (Megraw Hill)

Foreign Exchange C. Jeevanandan

MFT-4Module-1 The impact of International Monetary

system on European monetary system.1 International Finance

Management4/ed – PG Apte (Megraw Hill)

MFT-5 Module-2 International Finance Markets-Introduction,terminology.


Foreign Exchange C. Jeevanandan

MFT-6 Module-2 Classification, Role, Participants, Location of International Finance Markets.


MFT-7 Module-2 Financial Intermediaries in International Finance Markets.


MFT -8 Module-2 Changing Financial Landscape of International Finance Markets.


MFT-9 Module-3 Introduction to Derivatives. 1 International Finance Management4/ed – PG Apte (Megraw Hill)

MFT-10 Module-3 Derivatives- Products, participants and functions and

1 F & O by John C Hull.Options and Futures.An Indian Perspective.D.C.Patwari& Bhargava.

SEBI Manual

MFT-11 Module-3 Types of Derivatives -Futures, Options and Swaps.


MFT-12 Module-3 Exchange traded Vs OTC derivatives. 1 F & O by John C Hull.Options and Futures.An Indian Perspective.D.C.Patwari& Bhargava. F & O by John C Hull.Options and Futures.An Indian Perspective.D.C.Patwari& Bhargava.

MFT-13 Module-3 Derivatives markets in India. 1 F & O by John C Hull.Options and Futures.An Indian Perspective.D.C.Patwari& Bhargava.

MFT-14 Module-3 . NSE-Trading Mechanism, Members, Turnover, Clearing, Settlement.


MFT-15 Module-3 Risk Management System in NSE. 1 F & O by John C Hull.Options and Futures.An Indian Perspective.D.C.Patwari& Bhargava.

MFT-16-17 Module-4 Forward -Introduction Delivery, Settlement and default risk of Forward Contracts.

2 F & O by John C Hull.Options and Futures.An Indian Perspective.D.C.Patwari& Bhargava. F & O by John C Hull

MFT-18 Module-4 Termination of a forward contract. 1 F & O by John C Hull.


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Options and Futures.An Indian Perspective.D.C.Patwari& Bhargava.

MFT-19 Module-4 The structure of Global Forward Markets.


MFT-20-21 Module-4 Types of forward contract. 2 F & O by John C Hull.Options and Futures.An Indian Perspective.D.C.Patwari& Bhargava.

MFT-22 Module-4 Futures - An overview of history of futures markets.


Problems

MFT-23-24 Module-4 Definition of Futures, Difference between Futures and Forwards.


MFT-25 Module-4 Organisation of Exchanges, Clearing house mechanism, Contract Specifications, Types of Margins, Trading process.

1 F & O by John C Hull.Options and Futures. An Indian Perspective.D.C.Patwari& Bhargava.

MFT-26 Module-4 The relationship between future and spot price, Basis, Cost of carry, Contango, Backwardation.

1

MFT-27 Module-4 The motives behind Futures and types of Futures.

1

MFT-28-29 Module-5 Optional Contracts –Terminology, Pay-off, Option Pricing, Investment Strategies.


Problems

MFT-30-31 Module-5 Option Clearing Corporation. Trading Strategy. Put Call parity.


MFT-32-33 Module-5 Option Valuation – Black and Scholes Model.


Problems

MFT-34-35 Module-5 Option Valuation – Binomial Model. Practical exercise


MFT-36-37 Module-5 Swap Contracts. 2 F & O by John C Hull.Options and Futures. An Indian Perspective.D.C.Patwari& Bhargava.

Problems

MFT-38-39 Module-5 Swap Contracts. – Interest rate swaps. 2 F & O by John C Hull.Options and Futures. An Indian Perspective.D.C.Patwari& Bhargava.

MFT-40 Module-5 Swap Contracts- Currency swaps and practical exercise.


Note: The scope of the subject is vast and the matter is found in differentbooks, therefore, it is not possible to specify chapter wise reading.


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Text Book

1. 1International Finance Management 4/ed – PG Apte (Megraw Hill)2. F & 0 by .John C Hull- Pearson Education! PHI3. Options and Futures. An Indian Perspective. D.C.Patwari& Bhargava. 4. Khan & .lain- Financial Scn ice::;5. Financial Markets and Institutions by Dr S Guruswamy Thomson6. S.S. Kumar. PHI Publication.7. F & 0 Vohra & Bugri8. Foreign Exchange C. Jeevanandan

Suggested Reference Books:1. Indian Financial System by M Y Khan2. Indian Capital Market by V A Avadhani3. Indian Financial System by H R Machiraju, Vikas Publication.4. Financial Institutions Markets by LM Bhole5. Managing Financial Institutions by Srivastava6. Indian Financial System by Vasant Desai7. National Stock Exchange by R H Patil8. Financial Institutions Markets by Scott

WEBSITES1. www.amfiindia.com2. nseindia.com3. bseindia.com4. ncdex.com5. navindia.com6. irda.org7. appliedderivatives.com8. sec.gov.us9. sebi.gov.in10. rbi.org.in

11. icicidirect.com -Derivatives study material.12. moneypore.com13. myiris.com14. personalfu.com15. invesopcdia.com16. equitymastel"s.com17. hdfcsec.com18. 5paisa.com19. sharkhan.com

SOFTWARE –Derivagem

Important Note:

1) Encom.age students to appear £01"NCFM exams2) Guest lectures

a. Deriva tivesb. F&Oc. Swaps contractsd. Commodities

3) Visit to stock market I Broking house4) Stock mal"ket game for all the finam'e specialization students.

10. Futures and Options by Vohra and Bagri.11. Security Analysis and Portfolio Management by Fisher & Jordon12. Financial Oeri\'atives b) Keith Redhead13. Gardener Series on Options, Futures and Swaps14. Downloaded study material for NCFM Cash and Derivatives market. commodities.15. Derivatives by Strong.16. Financial Markets and Institutions by Dr S Guruswamy.17. Derivatives by David and Thomas.18. AMFI Study material.19. Foundation of Financial markets and Institutions 3rd Ed by Frank J Fabozzi Pearson Ed I PHI.20. F & 0 in risk management by Wastham 2nd edThomson.21. Fixed incori'le markets by Suresh Sundarcsan - Thomson22. Financialni.arkets and services - Gordon & Natarajan23. F & 0 for dummies -- Joe Duarte [v1DWiley India Pvt Ltd.24. Financial Derivatives S L.Gupta - PHI25 Ravi Kishore -- Taxman. Publication. Financial Management.26 Case Studies in Finance- R F Bruner.27. Fixed Income Markets- Suresh Suderishan.

Only the latest edition be used as a referencetext.


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Periodicals

1) News papers and finance periodicals likea. Economic timesb. Business linec. Financial express

Cases and problems to be drawn from the financial dailies with current data andcurrent problems.

Semester-end Exams Ouestion Paper Pattern:

Please note that 40% weight should be given to Financial Markets part, 10% weightshould be given to Financial Institutions part and 40% weight should be given toFinancial Derivatives part and 10% for commodities part.

Section A : Objective type Questions(questions should be asked as per weight)(4 out of 5 questions, each carries 2 marks) 20

Section B: Short type questions (questions as per weight) 20(2 out of 3 questions each carry 5 marks)

Section C: Long type questions (3 theory questions I 3 -practical problems) 60 marks (One case study carries 16 marks)


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WTO & INTERNATIONAL REGULATORY ENVIRONMENT

Course Code: MIBLW 20301 Credit Unit; 04

COURSE OBJECTIVE:The primary objective of this course is to provide the students with a through understanding of the global, economic, political and legal environment prevalent in international trade. The major focus of this course is to highlight the international norms and regulatory bodies for enhancing global trade. Finally, the students will be able to analyze the various nuances associated with international trade.

LEARNING OUTCOMES:

On the successful completion of this module the students will be able to: Understand the concept of global & national regulatory environment in business management. Appreciate the role of various bodies in the international regulatory environment. Evaluation the various measures taken by different national to regulate their business environment.

EXAMINATION SCHEME:

Component Code: P1 V P2 P3 (INTL, 40) (E.E. 60)

Weightage (%) : 10 10 10 10

Session (No) : 7, 8 15, 16 23, 4 29,30

Detailed Session Plan

Session 1

Introduction to the course. Meaning and relevance of regulation. Domestic & International regulatory bodies. Explain the assignment along with the date and the weight ages .


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Module I: BUSINESS AND ITS ENVIRONMENT

Session 2

1. MEANING OF BSUINESS The Economic Environment of Business Critical elements of Business Difference between Business & Commerce

Agrawal, Raj (2002) Business Environment, 2nd Ed. Excel Books.Cherunilum, Francis (2002) Business Environment Text & Cases, 12th Ed. Himalya Publishing House.

2. NATURE OF MODERN BUSINESS Business in current outlook Present Indian Scenario.

Agrawal, Raj (2002) Business Environment, 2nd Ed. Excel Books.Cherunilum, Francis (2002) International Business Text & Cases, 3rd Ed. Prentic Hall India Pvt. Ltd.Parker, Barbara (2005) Introduction to globalization & Business, Sage Publication India Pvt. Ltd.

SESSION 3

GLOBALIZATION & ITS IMPACT ON MODERN BUSINESS Drivers of globalization Globalization & the environment Globalization & International Business

Parker, Barbara (2005) Introduction to globalization & Business, Sage Publication India Pvt. Ltd.Shenkar, Oded & Yadang Lou, (2004) International Business, John Wiley & Sons

SESSION 4

INTERNAL ENVIRONMENT Impact of Micro Environment Internal Regulatory Environment Securities & Exchange Board of India (SEBI)

Case studies references will be given to the groups.

Agrawal, Raj (2002) Business Environment, 2nd Ed. Excel Books.Cherunilum, Francis (2002) Business Environment Text & Cases, 12th Ed. Himalya Publishing House.


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SESSION 5

EXTERNAL ENVIRONEMNT Environment of international business & its significance Impact of Macro environment Meaning & Relevance of PESTEL Analysis.

Daniels, John, Radebaugh H LEE & Sullivan Daniel, (2004), International Business Environment & Operations, 10th E.d. Pearson Education.

SESSION 6

CASE STUDY ON PESTEL ANALYSIS

Daewoo Group and the Asian Financial CrisisDaniels, John, Radebaugh H LEE & Sullivan Daniel, (2004), International Business Environment & Operations, 10th E.d. Pearson Education. Page No. (132 to 134),

SESSION 7 & 8

INTERNAL ASSESSMENT – COMPONENT I CODE WEIGHTAGECase Discussion / Presentation / Analysis C 10

Case study presentation by groups on PESTEL ANALYSIS depending on the specialization – MKT, Finance, HR & IT from Todaro Michael P., & Stephen C. Smith, Economic Development (2007), 8th Ed. Pearson Education. Ernard Hekman,Aditya

PART A. International Trade Theory & Regulatory Environment Session 9

Theory of Absolute advantage Theory of Comparative advantage Manner in which government regulatory trade with other countries and the rational for them.

Shenkar, Oded & Yadang Lou, (2004) International Business, John Wiley & SonsKrugman, Paul R & Mauric Ostfeld 2006, International Economics Theory & Policy, 6 th Ed. Pearson Education

Session 10

Theory of competitive advantage Role, significance in regulatory international trade.

Peter, Michael E. (1991) the Competitive Advantage of Nations. The Macmillan Press Ltd.

Session 11

Expert Marketing, Price and Distribution


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Product Market nexus. Role of Price as a regulator Significance of Distribution Channels

Garga, Pawan Kumar (2002) Export of India’s Major Products Problems and Prospects, New Century Publications. PART B

Session 12

Export Promtion Import substitution. Exim policy Foreign trade policy (2004-2005) as a regulator.

S.Sundaram & R. Dutt: Indian Economity, (2004),Himalya publishing house.Foreign trade policy with hand book procedures, (2006) volume I, Business Database publishing companyhttp://www.pib.nic.in/archieve/eximpol/eximpolicy2002

PART C

Session 12

Tariff

Role of Tariff. Types of Tariffs. Determination of Tariff. Effective rate of production

Shenkar, Oded & Yadang Lou, (2004) International Business, John Wiley & SonsPaul Justin, (2005) International Business, 2nd Ed. , Prentice Hall.

Session 14

Tariff Welfare effects of tariffs. Small nation vis-à-vis large nation. Limitations of tariffs in regaling trade.


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http://www.pib.nic.in/archieve/eximpol/eximpolicy2002


Carbaugh, Robert J (2005), International Economic, 3rd Ed., thomsan PressShenkar, Oded & Yadang Lou, (2004) International Business, John Wiley & Sons

Session 15 & 16

INTERNAL ASSESSMENT – COMPONENT II CODE WEIGHTAGEIndividual Viva (Module 1 & 2) V 10

Module III: INTERNATIONAL TRADING ENVIRONMENT

Session 17

Multilateral & Plurilateral Trading systems. Protection of Domestic Markets

Bhandari, Surendra (2002) WTO and Developing countries, Deep and Deep publications Pvt. Ltd.www.wto.org – website visited to W.T.O.www.indiancommodity.com – Information on all commodities.

Session 18 Tariff Negotiation

Conduct of trade according to Most Favored Nation (MFN) Conduct of trade according to National Treatment Clause (NTC)

Chauhan, Sandee, (2003), GATT to WTO, Deep and Deep publicationsRao, Palle Krishna, WTO text and cases, Excel Books.http://www.wto.org/english/thewto: WTO Information about countries.

Session 19

Barriers and regulators of Trade.

Non technical barrier to trade. Subsidies -- Role in regulating trade. Unfair trade practices

Rao, Palle Krishna, WTO text and cases, Excel Books.Anne Kruger (2001), WTO as an International Organization, Oxford University Press.http://agmarknet.nic.in/prices - website on market prices.http://www.planningcommission.nic.inhttp://dgft.delhi.nic.in – department of commerce.

Module IV: RULE GOVERNING INTERNATIONAL TRADE UNDER WTO.

Session 20 & 21


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http://dgft.delhi.nic.in/

http://www.planningcommission.nic.in/

http://agmarknet.nic.in/prices

http://www.wto.org/english/thewto

http://www.indiancommodity.com/

http://www.wto.org/


Special Economic Zones (SEZS) and it’s relevance in regulating trade.

Meaning, relevance, conditions, benefits of economic zones.

Unilateral and bilateral trade. Foreign trade zones – meaning, advantages and bottleneck

Foreign trade policy with hand book procedures, (2006) volume I, Business Database publishing companyhttp://dgft.delhi.nic.in – department of commerce.http://sezindia.nic.inhttp://www.foraproletarianparty.net/workers_And_peasant_struggle/SEZ_of_India_and_China_Model.htmhttp://www.sethassociates.com/special_economic_zones.php.

Session 22

Measures for protecting and regulating trade of developing countries.

Antidumping and its impact on regulating trade. Safeguard and Countervailing measures. Pre – Shipment inspections.

Cherunilum, Francis (2002) International Business Text & Cases, 3rd Ed. Prentic Hall India Pvt. Ltd.Rao, Palle Krishna, WTO text and cases, Excel Books.Carbaugh, Robert J (2005), International Economic, 3rd Ed., thomsan Presshttp://www.fao.org/es/ess/toptrade/trade.asphttp://www.planningcommission.nic.in

Session 23 & 24

INTERNAL ASSESSMENT – COMPONENT III CODE WEIGHTAGEProject & Presentation P1 10Eximpolicty to Foreign Trade Policy regulatory implications on particular sector of the Indian economic.

MODULE V: MEASURES TO REGULATE TRADE ENVIRONMENT Session 25

Regulators to International Trade.

Quantitative Restrictions – it impact and consequences. Quotas – as a non tariff barrier. Licensing.

Carbaugh, Robert J (2005), International Economic, 3rd Ed., thomsan PressShenkar, Oded & Yadang Lou, (2004) International Business, John Wiley & SonsSally, Razeen, (2002-2003) Developing County Trade Policy Reform and the WTO. CATO Journal, Vol. 19 (2000-3), pp403-423


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http://www.planningcommission.nic.in/

http://www.fao.org/es/ess/toptrade/trade.asp

http://www.sethassociates.com/special_economic_zones.php

http://www.foraproletarianparty.net/workers_And_peasant_struggle/SEZ_of_India_and_China_Model.htm

http://sezindia.nic.in/



Session 26

Regulators to International Trade.

Sanitary and Phytosanitary Measures (SPM). Relevance of Environment on International Trade. Technical Barriers to Trade (TBT)

Rao, Palle Krishna, WTO text and cases, Excel Books.Finger, J. Michale the WTOs special burden on less develop countries, CATO journal Vol. 19 (2000-3) pp425-437http://www.un.org/esa/sustdev/csd.htm

Session 27

Trade Related Intellectual Property Rights (TRIPS)

Copy right Patents – Product and process Geographical locations Trademarks. Industrial designs.

Adede, Adronico O. Origins and history of the TRIPS negotiations. Trading in knowledge: development perspectives on TRIPS, trade and sustainability / ed. By Christophe Bellmann, Graham Dutfield, and Ricardo Melendez – Qrtiz. London [etc]: Earthscan, 2003, p.p. 23-35 . Refer to ‘DELNET’, Data Bank

Abbott, Frederick The future of IPRs in the multilateral trading system. Trading in knowledge: development perspectives on TRIPS, trade, and sustainability / ed. By Christophe Bellmann, Graham Dutfield, and Ricardo Melendez – Ortiz. London [etc.]: Earthscan, 2003 pp. 36-44.

Barton, John Integrating IPR policies in development strategies. Trading in knowledge: development perspectives on TRIPS, trade, and sustainability / ed. By Christophe Bellmann, Graham Dutfield, and Ricardo Melendez – Ortiz. London [etc.]: Earthscan, 2003, pp. 57-64.

Dhar, Biswajit The Convention on Biological Diversity and the TRIPS Agreement: Compatibility or conflict? Trading in knowledge: development perspective on TRIPS, trade, and sustainability / ed. By Christophe Bellmann, Graham Dutfield, and Ricardo Melendez – Ortz. London [etc.]: Earthscan, 2003, pp. 77-88

http://www.wipo.org.

Session 28

Trade Related Investment Measures (TRIMs)

Local Content Requirement Trade Balancing Requirement


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http://www.wipo.org/

http://www.un.org/esa/sustdev/csd.htm


Foreign Exchange Balancing Requirement Export Performance Requirement Singapore Issues. Types of Foreign

Shenkar, Oded & Yadang Lou, (2004) International Business, John Wiley & SonsRao, Palle Krishna, WTO text and cases, Excel Books.http://www.wto.org.http://dgft.delhi.nic.in – department of commerce.

Session 29&30

INTERNAL ASSESSMENT – COMPONENT IV CODE WEIGHTAGEProject & Presentation P2 10WTO and its regulatory implications on particular sector of the Indian economic (selected in P1)

Session 31-32

Arbitration

Multilateral and Plurilateral Agreements – The legal framework Rules & Procedure governing the settlement of dispute. Rules of conduct. Timetable for appeals Appellate body

Rao, Palle Krishna, WTO text and cases, Excel Books. (Appendix I & II)

Session 33-36

General Agreement on Trade and Services (GATS)

All the four modes of services. Role of services sector in developing economy like India. Barriers to trade in services Provisions for Developing Countries under GATS

Shenkar, Oded & Yadang Lou, (2004) International Business, John Wiley & SonsCherunilum, Francis (2002) Business Environment Text & Cases, 12th Ed. Himalya Publishing House.Rao, Palle Krishna, WTO text and cases, Excel Books. A Handbook by Bernard Hekman, Aditya Mattoo --Development, Trade and WTO, An Introduction to the WTO Agreements by Bhagirath lal Das

Session 37-40

Dispute Settlement Process Consultation Panel


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http://www.wto.org/


Appeal and Consideration in DSB(Dispute Settlement Body) Implementation of Recommendation Compensation and Suspension of Concession Cross-sector and Cross-agreement Suspension Special case of Anti-DumpingInstitutions and Decision making

Bhandari Surendra –WTO and Developing Countries-Deep and Deep Publication Bhagirath Lal Das-An Introduction to the WTO Agreements-Third World Network and Zed Books, Anne O Krueger –WTO as an International Organisation Oxford University Press.

Note: The scope of the subject is vast and the matter is found in differentbooks, therefore, it is not possible to specify chapter wise reading.

Text Book

9. Khan & .lain- Financial Scn ice::;10. Financial Markets and Institutions by Dr S Guruswamy Thomson11. F & 0 by .John C Hull- Pearson Education! PHI12. S.S. Kumar. PHI Publication.13. F & 0 Vohra & Bugri

Suggested Reference Books:1. Indian Financial System by M Y Khan2. Indian Capital Market by V A Avadhani3. Indian Financial System by H R Machiraju, Vikas Publication.4. Financial Institutions Markets by LM Bhole5. Managing Financial Institutions by Srivastava6. Indian Financial System by Vasant Desai7. National Stock Exchange by R H Patil8. Financial Institutions Markets by Scott9. Options and Futures by John C Hull 6thedition.

(4 out of 6 questions, each carry 5 marks)

Section C : Long type questions(3 theory questions I 3 -practical problems) 60 marks (4 out of 6 questions, each carry 15 marks)

WEBSITES1. www.amfiindia.com2. nseindia.com3. bseindia.com4. ncdex.com


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5. navindia.com6. irda.org7. appliedderivatives.com8. sec.gov.us9. sebi.gov.in10. rbi.org.in

11. icicidirect.com -Derivatives study material.12. moneypore.com13. myiris.com14. personalfu.com15. invesopcdia.com16. equitymastel"s.com17. hdfcsec.com18. 5paisa.com19. sharkhan.com

SOFTWARE –Derivagem

Important Note:

1) Encom.age students to appear £01"NCFM exams2) Guest lectures

a. Deriva tivesb. F&Oc. Swaps contractsd. Commodities

3) Visit to stock market I Broking house4) Stock mal"ket game for all the finam'e specialization students.

10. Futures and Options by Vohra and Bagri.11. Security Analysis and Portfolio Management by Fisher & Jordon12. Financial Oeri\'atives b) Keith Redhead13. Gardener Series on Options, Futures and Swaps14. Downloaded study material for NCFM Cash and Derivatives market. commodities.15. Derivatives by Strong.16. Financial Markets and Institutions by Dr S Guruswamy.17. Derivatives by David and Thomas.18. AMFI Study material.19. Foundation of Financial markets and Institutions 3rd Ed by Frank J Fabozzi Pearson Ed I PHI.20. F & 0 in risk management by Wastham 2nd edThomson.21. Fixed incori'le markets by Suresh Sundarcsan - Thomson22. Financialni.arkets and services - Gordon & Natarajan23. F & 0 for dummies -- Joe Duarte [v1DWiley India Pvt Ltd.24. Financial Derivatives S L.Gupta - PHI25 Ravi Kishore -- Taxman. Publication. Financial Management.Amity International Business School Session Plans: MBA (International Business)Academic Session July 2008

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26 Case Studies in Finance- R F Bruner.27. Fixed Income Markets- Suresh Suderishan.

Only the latest edition be used as a reference text.

Periodicals

1) News papers and finance periodicals likea. Economic timesb. Business linec. Financial express

Cases and problems to be drawn from the financial dailies with current data andcurrent problems.

Semester-end Exams Ouestion Paper Pattern:

Please note that 40% weight should be given to Financial Markets part, 10% weightshould be given to Financial Institutions part and 40% weight should be given toFinancial Derivatives part and 10% for commodities part.

Section A : Objective type Questions(questions should be asked as per weight)(10 out of 12 questions, each carries 2 marks) 20 marks

Section B : Short type questions(questions as per weight) 20marks


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ORGANISATION BEHAVIOUR: A GLOBAL PERSPECTIVE

Course Title: Organizational BehaviourCourse Code: MIBHR 20301 Program Name: MBAIBClassroom contact hours: 20 hours Credit Units: 04 Tutorial Hours: Nil Practical/Lab Hours: NilFaculty: Ms. KP Kanchana, Mr. Arun Sachhar

Course Objective To provide a clear understanding of the behavior of people in the organization and the way in which

it is changing To communicate the conceptual knowledge of organizational behavior with case studies and role

plays and industrial examplesLearning OutcomesAt the end of the course students will be able to: Key issues in OB Understand the factors of globalization, effect on OB Impact of changing trends in Organizational structure and functioning Identify and analyze issues related to work and motivation in organization.

Course Content No. of sessions required For each module

Module 1: Approach to Organizational Behavior

Session 1What is Organizational Behavior?

Introduction and Modern Approach to Organizational Behavior

References: Behavior in Organization, Jerald Greenberg and Robert A Baron, 8th Edition, Prentice Hall

Publication, Chapter 1, Pages 3- 12 Organizational Behavior, JS Chandan, 3rd Edition, Vikas Publication, Chapter 1, Pages 19-24

Back grounder: What is Organization, its functionsSession 2

Why OB is required? Changing profile of employees and customers


Publication, Chapter 1, Pages 23- 27

Back grounder: What are the demands of organization from its employees?

Session 3Why OB is required?


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Globalization of Organization and business

Back grounder: Study at least 1 Public Sector and 2 MNCs


Publication, Chapter 1, Pages 13- 17 Organizational Behavior, O. Jeff Harris and Sandra J Hartman, Chapter 3, Pages- 53-55

Session 4How OB can help in the World of Globalization

Challenges of leading an Organization

Back grounder: What causes the growth of an organizationReferences:

Behavior in Organization, Jerald Greenberg and Robert A Baron, 8th Edition, Prentice Hall Publication, Chapter 1, Pages 23 – 28

Organizational Behavior, Stephen P Robbins, 11th Edition, Prentice Hall Publication, Chapter 1, Pages 15-25

Organizational Behavior, Stephen P Robbins and Seema Sanghi, Prentice Hall Publication, Chapter 1, Pages 14-25

Session 5 & 6 Test, extempore and presentation

References:1. http://web.cba.neu.edu/~ewertheim/introd/history.htm 2. http://www.nwlink.com/~donclark/leader/leadob.html

Case Study : Difficult Transitions

Module: Impact of changing trends

Session 7

How Human Relations help in adjusting with the changing trends in Organization Human Relations- dimensional importance & Values, tools and techniques

Back grounder: What are the various skills needed in a ManagerReferences:

Behavior in Organization, Jerald Greenberg and Robert A Baron, 8th Edition, Prentice Hall Publication, Chapter 1, Pages 9-12

Organizational Behavior, O. Jeff Harris and Sandra J Hartman, Chapter 17, Pages- 423-430

Session 8


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http://web.cba.neu.edu/~ewertheim/introd/history.htm


Impact of environment on changes Diagnosing the environment

Back grounder: Environmental influence in OrganizationReferences:

Behavior in Organization, Jerald Greenberg and Robert A Baron, 8th Edition, Prentice Hall Publication, Chapter 1, Pages 13- 17

Organizational Behavior, Stephen P Robbins, 11th Edition, Prentice Hall Publication, Chapter 15, Page 471

Session 9

Role of technology in organization Impact of IT and Outsourcing on Organizations

Back grounder: Managing with the changing technological trendsReferences:

Behavior in Organization, Jerald Greenberg and Robert A Baron, 8th Edition, Prentice Hall Publication, Chapter 1, Pages 19-22


Session 10

Demographical influence on changes Social and cultural approach for global change

Back grounder: How people take changesReferences:


Session 11 & 12

Test, extempore and presentation

Case Study: Best Buy's 'Results Only Work Environment': Changing the Productivity Paradigm?Semco - A 'Maverick' Organization

References: 1. http://www.saventech.com/documents/offshore.pdf2.http://techupdate.zdnet.com/techupdate/stories/main/Top_10_Risks_Offshore_Outsourcing.html3. http://www.tides.org/fileadmin/pdfs/GlobalChangeBriefing.pdf

Module 3: Leading Effective Teams and Working in Groups

Session 13

Organization as a Team


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http://www.saventech.com/documents/offshore.pdf


Team as a competitive strategy and obstacles for effective team performance

Back grounder: What causes India to win the match?References:



Session 14What is Group and how it creates synergy

Groups- Importance and dynamics

Back grounder: Why do you form your group?References:


Session 15

OB as a Competitive Advantage in Competition Global Organizations

Back grounder: Find out any three global organizationSession 16 Effective Group can create wonders

Reaching out the global customer and role of Individuals

Back grounder: What makes an organization to grow References:

Behavior in Organization, Jerald Greenberg and Robert A Baron, 8th Edition, Prentice Hall Publication, Chapter 8, Pages 303 - 308

Organizational Behavior, Stephen P Robbins, 11th Edition, Prentice Hall Publication, Chapter 9, Pages 287

Session 17Managing group

Functional and Dysfunctional competitions

Back grounder: How group functions

Session 18

Result oriented group Cooperation in organization

Back grounder: What is the reason for success of an organization?


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Session 19 & 20

Mid term evaluation, presentation and class test

References:1. http://www.teal.org.uk/et/index.htm2.http://www.clomedia.com/content/templates/clo_article.asp?articleid=871&zoneid=23. http://wilderdom.com/Group.html4. http://www.ccghe.jhmi.edu/assets/ccghe/documents/s2-group_dynamics.pdf5. http://www.chrisj.winisp.net/articles/group_dynamics.htm

Case study: Transforming Work Groups Through Action Research The Chappell Way (B): A Case Study in Teambuilding and Group Dynamics

Teaching and Learning Methods

The assessment programme will be student driven, requiring the student to develop his/ her ability to analyze the situation and behavior of individual as an employee. Participation of students is expected in each of the assessment programme. The class lectures will focus on international context to understand the organization and effect of globalization and changing trends in the behavior of employees in the organization. To achieve the aforesaid, a mixed pedagogy will be followed including lectures, profusely illustrated by case examples, role plays, management games, operational workouts.

Evaluation Scheme

Component Codes C1 P1 CT1



Component Codes EE1



W: WeekP: ProjectC: Case DiscussionCT: Class TestEE: External Examination

Text & References

Robbins, Stephen P, 2004, Principles of Management, Prentice Hall of India, New Delhi Drunker, Peter F, 1975, The Practice of Management, Allied New Delhi Udai Pareek, 2001, Understanding Organizational Behavior, Oxford University Press Paul Hersey, 2002, Dewey Johnson, Management of Organizational Behavior, PHI, New Delhi Organizational Behavior, 7th Edition, Robert Kreitner & Angelo Kinicki, ...


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http://www.chrisj.winisp.net/articles/group_dynamics.htm

http://www.ccghe.jhmi.edu/assets/ccghe/documents/s2-group_dynamics.pdf

http://wilderdom.com/Group.html

http://www.teal.org.uk/et/index.htm


OPERATIONS AND SUPPLY CHAIN MANAGEMENT

Course Code: MIBOM 20301 Credit Units: 03

Course Objective:Operations and Supply chain are an integral contributor to an organisation’s top and bottom line success. This course is based on a foundation in the theories and practice of management in businesses where operations and supply chain management are critical to success. These include product and process design, choosing appropriate technology, adopting efficient work methods, planning (including location and facilities layout), streamlining the flow of people and materials, and continuously improving the quality of the final product, in order to create internal and external customer value.

Course Contents:

Module I: IntroductionScopeImportance and History of operations management.

Module II: Competitive Advantage through operations managementValue chain analysisExperience curve

Module III: ProductProduct life cycle Product designProduct development

Module IV: Production and Operations ManagementTypes of processesForecasting methodsForecasting errors. Recent developments in operations managementOperations Management in the Indian context.

Module V: Inventory ManagementInventory managementConceptsInventory modelsEconomic order quantityInventory control

Module VI: Planning and SchedulingOperations planning and schedulingAggregate output planningMaster production schedulesElements of scheduling

Module VII: Quality ManagementQuality managementStatistical Quality Control (SQC)Statistical Process Control (SPC). Japanese manufacturing techniques. Just In Time manufacturing. Total Quality Management - basic conceptsTQM programme given by Dr W E Deming, Dr Joseph Juran and Mr Philip Crossby

Module VIII: Layout Planning


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ConceptsTypes of layoutsSite locationCriteria for plant location decisions

Module IX: Project ManagementProject Evaluation and Review Techniques (PERT). Critical Path Method. (CPM)

Module X: Supply Chain Management Basic ConceptsCharacteristics of business partners of a supply chain. Elements of supply chain management systems

Learning Methods:Tutorials, Interactive sessions, Case studies, Field visits, Management games, Extensive research projects, Seminars, Weekend experience in companies - the course is covered by adopting a combination of lecture methods, class presentation by groups of students, self study sessions. Each student is required to do the back ground reading from the specified chapters of the prescribed book before coming to class. Cases are also to be analyzed, discussed in groups (teams) outside the class as preparatory work.

Examination Scheme:


Text & References:

Text: Norman Gaither & Greg Frazier, 2005, Operations Management - Thomson , South Western

References: E Adam And Ronald J Ebert, 2005, Production And Operations Management, Prentice Hall Of India Cecil Bozarth And Robert B. Handfield , Introduction To Operations And Supply Chain Management 2nd Edition, 2007 Roberta (Robin) Russell And Bernard W. Taylor , Operations Management: Creating Value Along The Supply Chain, 2007 Roberta (Robin) Russell And Bernard W. Taylor , Operations Management: Creating Value Along The Supply Chain, 6th

Edition , Loose Leaf, 2008 Terry P. Harrison, Hau L. Lee, And John J. Neale , The Practice Of Supply Chain Management: Where Theory And

Application Converge (International Series In Operations Research & Management Science), 2005 Sunil Chopra And Peter Meindl, Supply Chain Management: Strategy, Planning And Operations, 2000 David L. Taylor And David Brunt, Manufacturing Operations And Supply Chain Management: The LEAN Approach, 2000 John Tom Mentzer, Matthew B. Myers, And Theodore P. Handbook Of Global Supply Chain Management, 2006


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http://www.amazon.com/Handbook-Global-Supply-Chain-Management/dp/1412918057/ref=sr_1_10?ie=UTF8&s=books&qid=1211792273&sr=1-10

http://www.amazon.com/Manufacturing-Operations-Supply-Chain-Management/dp/1861526040/ref=sr_1_8?ie=UTF8&s=books&qid=1211792273&sr=1-8

http://www.amazon.com/Supply-Chain-Management-Strategy-Operations/dp/0130264652/ref=sr_1_7?ie=UTF8&s=books&qid=1211792273&sr=1-7

http://www.amazon.com/Practice-Supply-Chain-Management-International/dp/0387240993/ref=sr_1_6?ie=UTF8&s=books&qid=1211792273&sr=1-6

http://www.amazon.com/Practice-Supply-Chain-Management-International/dp/0387240993/ref=sr_1_6?ie=UTF8&s=books&qid=1211792273&sr=1-6

http://www.amazon.com/Operations-Management-Creating-Value-Supply/dp/0470095156/ref=sr_1_3?ie=UTF8&s=books&qid=1211792273&sr=1-3

http://www.amazon.com/Introduction-Operations-Supply-Chain-Management/dp/0131791036/ref=sr_1_1?ie=UTF8&s=books&qid=1211792273&sr=1-1


BUSINESS COMMUNICATION - III

Course Code: MIBBS 20301 Credit Units: 01

Course Objective: Actions speak louder than words.’ Every business communicator needs to understand the nuances of ‘body language and voice.’ This course is designed to enable the young Amitian to decipher the relevance of Kinesics, Proxemics and Para Language that cater to the fundamental requirements of effective business presentations and speeches.

Course Contents:

Module I: Non- Verbal Communication Principles of non- verbal communicationKinesicsProxemicsParalanguage and visible code

Module II: Speaking SkillsPronunciation drills (Neutralizing regional pulls)Conversational EnglishGuidelines to an effective presentation

Module III: Interviews and GDs

Note: 1 written test of 20 marks of one hour duration will be conducted. Also, each student will be required to make a presentation for 20 marks over and above the teaching hours. They will have to be programmed accordingly.


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BEHAVIOURAL SCIENCE – III (LEADING THROUGH TEAMS)

AMITY UNIVERSITY UTTAR PRADESH (GAUTAM BUDH NAGAR)AMITY INTERNATIONAL BUSINESS SCHOOL

Course Code: MIBBS 20302 Programme Name: MBA IB IIIrd SEMClassroom Teaching Hours: 10 Hrs Credit Units: 01Tutorial Hours: Practical/Lab Hours:

Self Study Hours: Faculty In charge: Ms. Chitra

Module

Title Contents Session

Reference's Activities Backgrounder

Module I:

Teams: An Overview

Introduction to Teams

Team Design Features: team vs. groupEffective Team Mission and Vision

1 http://www.leadership-development-coaching.com/team-vs-group.htmlRobbins, Stephen – Organizational Behaviour, PHI, 11th edition. Gregory Moorhead, Ricky W.Giffin---- Organizational Behaviour http://www.managementhelp.org/grp_skll/theory/theory.htm

Ice breaking Activity:Team Building Quotes

Team vs Group? This article highlights differences between team and group roles. We include a study of leadership issues in transition from group to team.

Introduction to Teams

Life Cycle of a Project TeamRationale of a Team, Goal Analysis and Team Roles

2 http://wilderdom.com/teambuilding/#WhatIsATeam

http://www.goer.state.ny.us/Train/onlinelearning/FTMS/200s1.html

Ice breaking Activity: from http://wilderdom.com/games

Imagine a baseball team that assigned players to a different position everyday. Consider working in a company where one day you're an accountant, the next day a security guard, another day, you're assigned as a salesperson. Chances are, with both the baseball team and company, success would not come easy, if at all! This module overviews the value and purpose of

http://wilderdom.com/teambuilding/#WhatIsATeam

http://wilderdom.com/teambuilding/#WhatIsATeam


various team roles.

Module II

Team & Sociometry

Team Sociometry

Patterns of Interaction in a Team Sociometry:Method of studying attractions and repulsions in groups

3 http://www.hoopandtree.org/sociometry.htmhttp://www.sociometry.co.nz/http://grouptalkweb.org/socioart/socioteamdev.pdf

Ice breaking Activity on related topics

The word sociometry comes from the Latin “socius,” meaning social and the Latin “metrum,” meaning measure. As these roots imply, sociometry is a way of measuring the degree of relatedness among people. Measurement of relatedness can be useful not only in the assessment of behavior within groups, but also for interventions to bring about positive change and for determining the extent of change. For a work group, sociometry can be a powerful tool for reducing conflict and improving communication because it allows the group to see itself objectively and to analyze its own dynamics. It is also a powerful tool for assessing dynamics and development in groups devoted to therapy or training.

Team Sociometry

Construction of sociogram for studying interpersonal relations in a Team

4 http://inst.santafe.cc.fl.us/~mwehr/HumanRel/2aSOCIO.htmlhttp://www.phenotyping.com/sociogram/http://maxweber.hunter.cuny.edu/pub/eres/EDSPC715_MCINTYRE/Sociogram.html


A sociogram is a graphic representation of social links that a person has. Sociograms were developed by Jacob L. Moreno to analyze choices or preferences within a group.[1] They can diagram the structure and patterns of group interactions. A sociogram can be drawn on the basis of many different criteria: Social relations, channels of influence, lines of communication etc

Module III

Team Building


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http://inst.santafe.cc.fl.us/~mwehr/HumanRel/2aSOCIO.htmlhttp:/www.phenotyping.com/sociogram/http:/maxweber.hunter.cuny.edu/pub/eres/EDSPC715_MCINTYRE/Sociogram.html



http://www.hoopandtree.org/sociometry.htmhttp:/www.sociometry.co.nz/http:/grouptalkweb.org/socioart/socioteamdev.pdf




Team Building

Types and Development of Team Building Stages of team growthTeam performance curve

5 http://www.iitbecell.org/resources/Section.Wise.Aid/H.R/Team_Building.dochttp://www.time-management-guide.com/team-building.html

Ice breaking Activity Who's your favourite at work?

The term team building generally refers to the selection, development, and collective motivation of result-oriented teams. Team building is pursued via a variety of practices, such as group self-assessment and group-dynamic games, and generally sits within the theory and practice of organizational development.

Team Building

Profiling your Team: Internal & External DynamicsTeam Strategies for organizational visionTeam communication

6 http://www.goer.state.ny.us/Train/onlinelearning/FTMS/400s1.htmlhttp://www.sideroad.com/Team_Building/effective_communication.html


In this module, you will be introduced to the stages through which teams progressTeams are built on relationships. A team that has strong relationships and a strong culture is cohesive and will be able to achieve its goals and maintain the standards of behaviours that each member expects of themselves and others.Productive and effective teams are developed through effective communication, clear goals, effective leadership, effective conflict resolution and problem solving skills.As a team leader your responsibility is to communicate corporate objectives and results, promote productivity, increase interaction between employees and assist in building strong relationships and effective teams. You will also be communicating with your team on a regular basis about routine tasks, processes, events and results.

Module IV

Team Leadership & Conflict Management


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http://www.goer.state.ny.us/Train/onlinelearning/FTMS/400s1.htmlhttp:/www.sideroad.com/Team_Building/effective_communication.html



http://www.iitbecell.org/resources/Section.Wise.Aid/H.R/Team_Building.dochttp:/www.time-management-guide.com/team-building.html




Leadership Leadership styles in organizationsSelf Authorized team leadership

7 Management process and organization behaviour, by Karam Pal, IK International publishing house pvt ltd. Part A-Ch-13 pg-225-249

http://www.geocities.com/Athens/Forum/1650/htmlleadershipdefined.html

Ice breaking Activity: What Is Your Leadership Style?

Case StudyChan Suh: Not your Typical Advertising Executive-yet. Jerald Greenberg, Robert A Baron,Pearson Prentice Hall

Many people believe that leadership is simply being the first, biggest or most powerful. Leadership in organizations has a different and more meaningful definition. Very simply put, a leader is interpreted as someone who sets direction in an effort and influences people to follow that direction. How they set that direction and influence people depends on a variety of factors that we'll consider later on below. To really comprehend the "territory" of leadership, you should briefly scan some of the major theories, notice various styles of leadership and review some of the suggested traits and characteristics that leaders should have. The rest of this library should help you in this regard.

Conflict managemnet

Causes of team conflictConflict management strategiesStress and Coping in teams

8Organisational behaviour: a global perspective 3e by wood PART 5

MANAGING THE PROCESS OF ORGANISATIONS Conflict and negotiation CHAPTER 16, pg 594-609

Robbins, Stephen – Organizational Behaviour, PHI, 11th edition. (Ch-14)

Gregory Moorhead, Ricky W.Giffin---- Organizational Behaviour(Ch-15)


Conflict is when two or more values, perspectives and opinions are contradictory in nature and haven't been aligned or agreed about yet, including:1. Within yourself when you're not living according to your values;2. When your values and perspectives are threatened; or3. Discomfort from fear of the unknown or from lack of fulfillment.Conflict is inevitable and often good, for example, good teams always go through a "form, storm, norm and perform" period. Getting the most out of diversity means often-contradictory values, perspectives and opinions.


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Module V

Global Teams and Universal Values

Global Teams and Universal Values

Management by values Pragmatic spirituality in life and organization

9 http://ejbo.jyu.fi/pdf/ejbo_vol9_no2_pages_17-21.pdfhttp://www.evancarmichael.com/Business-Coach/189/Coaching-An-Organization-Using-a-PragmaticSpiritual-Blended-Approach.html


This moduleis divided into two sections. In the first section, I discuss “what is spirituality?” and in the section that follows, I examine some of the implications of my definition to the teaching of spirituality in an undergraduate business ethics course. For the purposes of this paper, spirituality is defined as the planned experience (the inner feeling) of blending integrity and integration through 1 – acceptance (of the past), 2 – commitment (to the future), 3 – reasonable choice, 4 – mindful action, and 5 –continuous dialog (both internal and external). .

Universal Values

Building global teams through universal human values

Learning based on project work on Scriptures like Ramayana, Mahabharata, Gita etc

10 http://www.itstime.com/mar2000.htmhttp://nextfuture.sriaurobindosociety.org.in/sep07/nfsep07_future.htm


How can a manager or an organization refine and enrich its global mindset orientation? A radically different frame of aligning people, strategy and purpose may be through the extension and enrichment of a global mindset rather than strategy or structure. At present, Business and Management is going through an evolutionary transition. Globalisation of business has added new complexities and problems which require a fresh synthesis. Ethics, values, ecology, quality, customer satisfaction, innovation, balancing the needs of local cultures with the global realities are some of the difficult issues facing multinational business. In the human dimension, an increasing number of people in the corporate world, especially


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http://ejbo.jyu.fi/pdf/ejbo_vol9_no2_pages_17-21.pdfhttp:/www.evancarmichael.com/Business-Coach/189/Coaching-An-Organization-Using-a-PragmaticSpiritual-Blended-Approach.html

http://ejbo.jyu.fi/pdf/ejbo_vol9_no2_pages_17-21.pdfhttp:/www.evancarmichael.com/Business-Coach/189/Coaching-An-Organization-Using-a-PragmaticSpiritual-Blended-Approach.html


the creative and talented, are seeking for something more than money and career, for an inner fulfillment in the mental, moral or spiritual spheres.

Module VI

End-of-Semester Appraisal

Viva based on personal journalAssessment of Behavioral change as a result of trainingExit Level Rating by Self and Observer


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FRENCH - III

Course Code: MIBFR 20301 Credit Units: 02

Course Objective: To furnish linguistic tools to talk about work and problems related to work to perform simple communicative tasks (explaining a set back, asking for a postponement of appointment, give instructions,

place orders, reserve) to master the current social communication skills oral (dialogue, telephone conversation) Written (e-mails, reply to messages)

Course Contents:

Unité 5, 6: pp. 74 to 104

Contenu lexical : Unité 5 : Travail1. manger au restaurant, comprendre un menu, commander 2. engager une conversation téléphonique3. parler de sa formation, de son expérience, de ses compétences4. Raconter des événements passes5. consulter sa boite e-mails, répondre aux messages

Unité 6 : Problèmes1. identifier un problème, demander des précisions2. expliquer un contretemps, déplacer un rendez-vous3. demander de l’aide (par téléphone, par e-mail)4. donner des instructions5. expliquer un problème, suggérer une solution

Contenu grammatical : 1. futur proche, articles partitifs, un peu de, beaucoup de, une bouteille de, un morceau de…2. pronoms COD, venir de + infinitif, verbes appeler (au présent)3. passé composé avec avoir, affirmatif et interrogatif, savoir et connaître4. passé composé avec être, accord du participe passé, négation5. pronoms COI, être en train de6. ne…rien, ne…personne, ne…plus, ne…pas encore, qu’est-ce que/ qu’est-ce qui/qui est-ce

que/qui est-ce qui7. passé composé des verbes pronominaux8. si/quand+présent, ne…plus, ne …pas encore9. impératif présent (2) place du pronom et verbes pronominaux10. trop/pas assez, verbe devoir au conditionnel présent

Examination Scheme:

Components V H CT EEWeightage (%) 10 10 20 60

Text & References:

le livre à suivre : Français.Com (Débutant)


GERMAN - III

Course Code: MIBGR 20301 Credit Units: 02

Course Objective: To enable the students to converse, read and write in the language with the help of the basic rules of grammar, which will later help them to strengthen their language. To give the students an insight into the culture, geography, political situation and economic opportunities available in Germany

Course Contents:

Module I: Modal verbsModal verbs with conjugations and usageImparting the finer nuances of the language

Module II: Information about Germany (ongoing)Information about Germany in the form of presentations or “Referat”– neighbors, states and capitals, important cities and towns and characteristic features of the same, and also a few other topics related to Germany.

Module III: Dative caseDative case, comparison with accusative caseDative case with the relevant articlesIntroduction to 3 different kinds of sentences – nominative, accusative and dative

Module IV: Dative personal pronouns Nominative, accusative and dative pronouns in comparison

Module V: Dative prepositions Dative preposition with their usage both theoretical and figurative use

Module VI: DialoguesIn the Restaurant, At the Tourist Information Office,A tlelphone conversation

Module VII: Directions Names of the directions Asking and telling the directions with the help of a roadmap

Module VIII: ConjunctionsTo assimilate the knowledge of the conjunctions learnt indirectly so far

Examination Scheme:

Components CT-1 CT-2 H-1 + V-1 EEIWeightage (%) 15 15 10 60

Text & References:

Wolfgang Hieber, Lernziel DeutschHans-Heinrich Wangler, Sprachkurs DeutschSchulz Griesbach , Deutsche Sprachlehre für AusländerP.L Aneja , Deutsch Interessant- 1, 2 & 3Rosa-Maria Dallapiazza et al, Tangram Aktuell A1/1,2Braun, Nieder, Schmöe, Deutsch als Fremdsprache 1A, Grundkurs


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SPANISH – III

Course Code: MIBSH 20301 Credit Units: 02

Course Objective:To enable students acquire knowledge of the Set/definite expressions (idiomatic expressions) in Spanish language and to handle some Spanish situations with ease.

Course Contents:

Module I Revision of earlier semester modulesSet expressions (idiomatic expressions) with the verb Tener, Poner, Ir….Weather

Module IIIntroduction to Gustar…and all its forms. Revision of Gustar and usage of it

Module IIITranslation of Spanish-English; English-Spanish. Practice sentences.How to ask for directions (using estar)Introduction to IR + A + INFINITIVE FORM OF A VERB

Module IVSimple conversation with help of texts and vocabularyEn el restauranteEn el institutoEn el aeropuerto

Module VReflexives

Examination Scheme:

Components C-1 CT V EEI

Weightage (%) 10 20 10 60

Text & References:

Español, En Directo I A Español Sin Fronteras -Nivel Elemental


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JAPANESE - III

Course Code: MIBJP 20301 Credit Units: 02

Course Objective: To enable the students to converse in the language with the help of basic verbs and to express themselves effectively and narrate their everyday short encounters. Students are also given projects on Japan and Japanese culture to widen their horizon further.Note: The Japanese script is introduced in this semester.

Course Contents:

Module I: VerbsDifferent forms of verbs: present continuos verbs etc

Module II More Adverbs and adverbial expressions

Module III: CountersLearning to count different shaped objects,

Module IV: TensesPast tense, Past continuous tense.

Module V: Comparison Comparative and Superlative degree

Module VI: Wishes and desiresExpressing desire to buy, hold, possess. Usage in negative sentences as well. Comparative degree, Superlative degree.

Module VII: AppointmentOver phone, formal and informal etc.

Learning Outcome Students can speak the language and can describe themselves and situations effectively They also gain great knowledge in terms of Japanese lifestyle and culture, which help them at the time of placements.

Methods of Private study /Self help Handouts, audio-aids, and self-do assignments. Use of library, visiting and watching movies in Japan and culture center every Friday at 6pm.

Examination Scheme:

Components C-1 CT V EEIWeightage (%) 10 20 10 60

Text & References:

Text: Teach yourself Japanese

References: Shin Nihongo no kiso 1


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CHINESE – III

Course Code: MIBCE 20301 Credit Units: 02

Course Objective:Foreign words are usually imported by translating the concept into Chinese, the emphasis is on the meaning rather than the sound. But the system runs into a problem because the underlying name of personal name is often obscure so they are almost always transcribed according to their pronciation alone. The course aims at familiarizing the student with the basic aspects of speaking ability of Mandarin, the language of Mainland China. The course aims at training students in practical skills and nurturing them to interact with a Chinese person.

Course Contents:

Module IDrillsDialogue practiceObserve picture and answer the question.Introduction of written characters.Practice reading aloudPractice using the language both by speaking and by taking notes.Character writing and stroke order

Module IIMeasure wordsPosition words e.g. inside, outside, middle, in front, behind, top, bottom, side, left, right, straight.Directional words – beibian, xibian, nanbian, dongbian, zhongjian.Our school and its different building locations.What game do you like?Difference between “hii” and “neng”, “keyi”.

Module IIIChanging affirmative sentences to negative ones and vice versaHuman body parts.Not feeling well words e.g. ; fever, cold, stomach ache, head ache.Use of the modal particle “le”Making a telephone callUse of “jiu” and “cal” (Grammar portion)Automobiles e.g. Bus, train, boat, car, bike etc.Traveling, by train, by airplane, by bus, on the bike, by boat.. etc.

Module IVThe ordinal number “di”“Mei” the demonstrative pronoun e.g. mei tian, mei nian etc.use of to enter to exitStructural particle “de” (Compliment of degree).Going to the Park.Description about class schedule during a week in school.Grammar use of “li” and “cong”.Comprehension reading followed by questions.

Module VPersuasion-Please don’t smoke.Please speak slowlyPraise – This pictorial is very beautifulOpposites e.g. Clean-Dirty, Little-More, Old-New, Young-Old, Easy-Difficult, Boy-Girl, Black-White, Big-Small, Slow-Fast … etc.


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Talking about studies and classmatesUse of “it doesn’t matter”Enquiring about a student, description about study method.Grammar: Negation of a sentence with a verbal predicate.

Examination Scheme:

Components V H CT EEWeightage (%) 10 10 20 60

Text & References:

“Elementary Chinese Reader Part I, Part-2” Lesson 21-30


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SUMMER INTERNSHIP

Course Code: MIBSI 10250 Credit Units: 09

Course Objective:Summer Internship exposes students to new analytical and technical skills to communicate with and to seek information from the professional people. The educational process in the internship course seeks out and focuses attention on many latent attributes. These attributes are intellectual ability, professional judgment and decision making ability, inter-disciplinary approach, skills for data handling, ability in written and oral presentation, sense of responsibility etc.

Examination Scheme:

A. Internship Report (Research/ Problem based)1. Introduction / Objectives 052. Methodology 053. Knowledge/ Comprehension of the problem/ issue & critical

Discussion of relevant literature 054. Analysis of Issues & Problems 105. Data handling 056. Conclusions / Recommendations, Future Implications 157. Presentation & Organization 05

B. Presentation & Viva 30

Total 80

C. Diary 10D. Faculty/ Student Contact 10E. Case Study 40F. Synopsis 10

Total 70

G. Internship proposal 10H. Mid Term & Final Evaluation

(Including invitation for corporate Meet) 10I. Questionnaires 30

Total 50

Grand Total 200


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ELECTIVE PAPERS FOR DUAL SPECIALIZATION IN IB & MARKETING

Product and Brand Management

Course Code: MIBMK 20301 Credit Units: 04

Course Objective:The main objective of the course is to make the students learn and conceptualize the entire gamut of developing new products, improving the existing products and managing the performance of product items and product line(s) as a whole to maximize the company’s profit. The course alos gives students the insight of process involved in branding decisions and strategies for growth of brands.

Learning Outcomes : On the successful completion of this module the student will be able to:

Identify the key issues and concepts of products and brands Evaluate product and brand strategies and make suitable recommendations Conceptualize suitable marketing decisions for product mix and product lines


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SESSION PLAN OF PRODUCT AND BRAND MANAGEMENT

Class Topics To Be Taught References /Suggested ReadingsModule I

THE PRODUCT MANAGEMENT PROCESS

Learning OutcomeOn the successful completion of this session the student will be able to

Identify the key issues and concepts of products and brands Understand the product management process Factors affecting Product management process

Session #1

The Product Management Function Product Management

Decisions Product Strategy as an

element of competitive strategy

Ways to characterize business risk

Characterizing the product / market environment that new products live in

What’s new about new products

Suggested Reading Product development: A customer driven approach

Reference

Ramanuj Majumdar, Product Management inIndia,PHI, pg.25

Product Management by Donald R. Lehmann and Russell S. Winer, chapter1

Kenneth B. Kahn ,The PDMA Handbook of New Product Development, Second Edition,pg.29

Marc Annacchino, Product Development: from Initial Idea to Product Management (Hardcover),pg.120Steven C. Wheelwright, Revolutionizing Product Development: Quantum Leaps in Speed, Efficiency, and Quality (Hardcover), pg.28

www.productmanagementtips.com/2008/05/06/small-decisions-can-impact-product-success

www.goodproductmanager.com/2006/12/21/the-importance-of-decision-making

http://www.pragmaticmarketing.com/resources/product-management

Learning outcomeOn the successful completion of this session the student will be able to

Get an insight into the major decisions regarding product portfolio management and strategies for designing an effective product portfolio

Session # 2

What is a Product Portfolio? Portfolio management Requirements of

effective portfolio management

Maximizing the value of the Portfolio

What happens when you lack effective portfolio management

Drawbacks of the Product Portfolio Approach Mazor gaps between

Theory and Practice

Reference Robert G. Cooper , Scott J. Edgett, Elko J.

Kleinschmidt, Portfolio Management for New Products, pg.29

Kenneth B. Kahn ,The PDMA Handbook of New Product Development, Second Edition,pg.46

Marc Annacchino, Product Development: from Initial Idea to Product Management (Hardcover),pg.457

http://web.mit.edu/invent/i-archive.html http://www.bcg.com/careers/

practice_cases.html http://www.bcg.com/careers/

practice_cases.html http://www.atkearney.com/main.taf?

p=6,3,1,8 http://www.gaebler.com/Product-Portfolio-

Strategies.htm

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Examination Scheme:


Text & References:

Text: Morse Stephen, 2002, Handbook of Successful Product Management, Jaico Enterprises, 1st Edition Kapoor Jagdeep, 2003, Brand Switch, Jaico Enterprises, 1st Edition

References: Kotler Philip, 2005, Marketing Management – Thompson Press(I) Ltd, 12th edition, Kapoor, Jagdeep, Brand switch, Jaico Publishing House, Mumbai, 2004 Keller, Kevin Lane, Stratigic brand management building, Pearson Education, New Delhi, 2003 Panwar, J S, Beyond consumer marketing , Response books, New Delhi, 2004 Owens, ORV, The psychology of relationship selling, Jaico Publishing House, Mumbai, 2003 Minett, Steve, B2B marketing : A radically different approach, Prentice Hall, London, 2002 Gary L Lilien (Paperback - 1999),New product and brand management: Marketing engineering applications Donald R. Lehmann and Russell S Winer (Paperback - Jan 8, 2004), Product Management 4th Edition,(Mcgraw Hill

Series in Marketing) Stephen Morse (Paperback - Jul 1, 1998), Successful Product Management (Sales & Marketing Series) John Stark (Hardcover - Aug 27, 2004) Product Lifecycle Management: 21st century Paradigm for Product Realisation

Group Projects:Group- The group project should provide a better grasp of the concepts taught in class by actually applying them to a topic of choice.. The situation is simple: you are a group of 4-5 newly minted MBA’s who have decided to form your own company and market a new product that you will develop.Your task is now to:

1. Identify a promising new product/service opportunity.2. Come up with at least one promising new product idea. What are its attributes,

performance level, etc. ?3. Perform a preliminary market analysis: Make the case for who are the best market

targets and why they should be interested? Who are the competitors and what can they do to you and how fast? What is the probable size of the market and growth rate?

4. Consider what market research is needed to reduce risk and uncertainty. 5. Develop a tentative launch strategy: price, promotional mix, distribution outlets,

cost and sales forecast, etc.6. Present your plan, at the end of the course.

A. Opportunity IdentificationTo identify an opportunity, consider choosing a product that annoys you, and interview others about what they like and dislike about this product. These interviews can be done very informally in 10-15 minutes. Record what your interviewees say and interpret the data in terms of customer needs.Identify needs developers of this product missed, including needs of stakeholders other than potential customers. Recognize customer segments may have different needs. Why do you think these needs were not met? Prepare and include in your final paper a brief summary of what you learned about the interview process as well as substantive information about the new product opportunity.B. New Product ConceptGenerate and develop a concept for a new innovative product or service following processes described in the text and lectures (i.e., generate a large number of possible new product ideas and screen them). Show how your concept is different from currently available products/services. Demonstrate by reference to buyer needs and to evidence regarding the costs of making and marketing it that it is capable of earning a profit. Perform some concept tests with potential customers. Creativity will be


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rewarded. You should avoid proposing a product or service concept already available elsewhere, a slight variation of a currently available product, or a concept with little profit potential. C. Environmental AssessmentAnalyze the environment in terms of the new product concept you proposed. First, describe current and likely future trends in the societal/general environment (socio-cultural, technological, economic, politicallegal, and international elements). Second, analyze the task environment (industry) in which your new product concept will be part. Third, describe your concept's potential competitive advantage in terms of developing a distinctive competency.

Project Scope and Composition of Your Final Group ReportThe steps in completing your group project process should desirably include:

1. Development of a Product Innovation Charter2. Generating an idea for a new product or service.3. Refining the concept into a prototype or detailed sketch.4. Environmental analysis (e.g. competition [strengths/weaknesses, actions], economic,

and customer trends).5. Researching market potential and selecting desirable target market[s] (and the

order of their desirability as objectives for different product versions).6. Appropriate supporting market research (but remember: this is not a marketing

research project!).7. Developing marketing plan, including: launch dates, brand name and positioning,

advertising and promotional strategy, distribution policy, and other relevant marketing variables.

8. Projection of sales, costs, profits, and ROI over the length of time needed to make the project viable.

9. A discussion of the most important lessons learned about the NPDD process and working in teams.

Note: In written reports, take care to reference all sources, including journals, magazine articles, books,

company reports, and other secondary data sources such as internet sites.


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Marketing of Services

Course Code: MIBMK 20302 Credit Units: 04

Course Objective:The course aims to differentiate services from tangible products and to make the students understand the complexities of handling intangibles. It also aims to sensitize the students on strategic areas needing special attention in effective marketing of services and to explain service quality management and related challenges in service management

Learning Outcomes:On the successful completion of this module the student will be able to:Identify the aspects of services marketing

Course Contents:

Module IFoundation of Services MarketingIntroduction-services; A comparative analysis; Salient features of marketing services; Why Marketing of Services? The behavioural profile of users; Marketing Information system.

Module IIDetailed aspects of services marketingMarketing Mix of Services – an Introduction :Service attributes; Life cycle concept, Positioning of services; Segmentation and targeting.Pricing : Pricing the service, pricing issues for services, Organisational objectives and pricing policy Promotion and communication : Internal/ external communication process; Promotional message, Promotion mix; Media choice and selection; Managing the promotional effort.People : Role of employee, Staff selection and recruitment; Training and development Process and physical evidence.

Module IIICustomer expectations of the serviceLevels; Influencing factors; related issues;Corporate image; Corporate identity; Customer perceptions and physical evidence; Process and technological development.Customer perception : Influencing factors; Strategies; Understanding perception through Marketing ResearchBuilding Customer Relations: Relationship Marketing; Market segmentation; Retention strategies; Service design and positioning

Module IVFinancial Services Marketing – an introductionSpecial characteristics of financial services marketing; Financial services rules and regulation; Marketing and competitive environment; Financial services marketing mix; Bank Marketing.The concept: Justification of marketing banking services; Users of the above services; Marketing segmentation basis; Marketing mix

Module VNon Financial Services Marketing – an introductionSpecial characteristics of Non-financial services marketing; Non-financial services rules and regulation; Marketing and competitive environment; Non- financial services marketing mix; Bank Marketing.


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The concept: Justification of marketing banking services; Users of the above services; Marketing segmentation basis; Marketing mixHospitality ServicesThe concept: Justification of marketing hospitality services; Users of the above services; Marketing segmentation basis; Marketing mixEducational ServicesThe concept: Justification of marketing Educational services; Users of the above services; Marketing segmentation basis; Marketing mixHospital ServicesThe concept: Justification of marketing hospital services; Users of the above services; Marketing segmentation basis; Marketing mixConsultancy ServicesThe concept: Justification of marketing consultancy services; Users of the above services; Marketing segmentation basis; Marketing mix Learning Methods:Tutorials, Interactive sessions, Case studies, Field visits, Management games, Extensive research projects, Seminars, Weekend experience in companies - the course is covered by adopting a combination of lecture methods, class presentation by groups of students, self study sessions. Each student is required to do the back ground reading from the specified chapters of the prescribed book before coming to class. Cases are also to be analyzed, discussed in groups (teams) outside the class as preparatory work.

Examination Scheme:


Text & References:

Text: Valerie Zeithaml & Mary Jo Bitner, 2002, Services Marketing, Tata McGraw Hill, 3rd Edition

References: Christopher Lovelock, 2002, Services Marketing, Prentice Hall, 5th Edition Valarie A. Zeithaml, Mary Jo Bitner, And Dwayne D. Gremler, Services Marketing, 2008 Christopher Lovelock And Jochen Wirtz, Services Marketing,6th Edition, 2006 By Philip Kotler, Thomas Hayes, And Paul N. Bloom, Marketing Professional Services - Revised, 2002 Raymond P. Fisk, Stephen J. Grove, And Joby John, Interactive Services Marketing Third Edition, 2007, Evelyn Ehrlich And Duke Fanelli, The Financial Services Marketing Handbook: Tactics And Techniques That Produce

Results, 2004 Rick Crandall, Marketing Your Services : For People Who Hate To Sell, 2002 Laurie Young, Marketing The Professional Services Firm: Applying The Principles And The Science Of Marketing To The

Professions, 2005 Troy Waugh, 101 Marketing Strategies For Accounting, Law, Consulting, And Professional Services Firms, 2004


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http://www.amazon.com/Marketing-Professional-Services-Philip-Kotler/dp/073520179X/ref=sr_1_3?ie=UTF8&s=books&qid=1211792497&sr=1-3

http://www.amazon.com/Services-Marketing-Valarie-Zeithaml/dp/0073380938/ref=sr_1_1?ie=UTF8&s=books&qid=1211792497&sr=1-1














ELECTIVE PAPERS FOR DUAL SPECIALIZATION IN IB & FINANCE

Mergers, Acquisitions and Re-Structuring


Course Objective:The course aims to make students learn how to analyze the mechanisms underlying the creation (and destruction) of value in mergers, acquisitions and corporate restructuring. The students will learn to examine the reasons to acquire, choice of target and recognition of the anticipated challenges, risks and pitfalls of the approach. They will also study some instances of corporate restructuring, whether they are driven by strategic considerations of external pressures, and again, the potential sources of value creation, risks and challenges.

Learning Outcomes:On the successful completion of this module the student will be able to:Identify the key issues and concepts of mergers and acquisitionsUnderstand the major strategies that underlie most M&A transactionsExamine the necessary conditions for value to be created Assess various case studies to analyse valuation strategies, pre and post merger issues and challenges.

Course Contents:Module I: Basics of Mergers and AcquisitionCorporate Restructuring-objectives of merger, demerger, acquisition, types of merger, competition, Bill 2002 Horizontal, Vertical, Congolmerate, Case studies on Tata Tetley, HLL Restructuring, OBC-GTB, BSNL; MTNL

Module II: Introduction to Acts and policiesMerger & Acquisition and Amalgamation as per AS-14.

Module III: De-mergers and Reverse MergersDe-merger, spin off, split up, tax advantages of demerger, Reverse Merger (L & T-Grasim).

Module IV: Role of SEBISEBI regulations on Merger & Acquisition, Takeover Code

Module V: Defensive StrategiesDefensive actions on takeover bids

Module VI: Merchant Banking and M&ARole of Merchant Bankers in Mergers & Acquisition

Module VII-IX: M&A Models and TheoriesValuation Models on Merger & Acquisition: (a) DCF Model, (b) Public Enterprises, (c) Book Value, (d) Adjusted Book value (e) Three Stage growth model,

Module X: Ratio Analysis and Valuation StrategiesSwap Ratio, Valuation Practices in India, LBO, MBO, Case Study-Tata Tetley

Module XI: Taxation Aspects in M&ATreatment of goodwill, premium & Taxation aspects 72A, 2(140, Tax Benefit of Merger & Acquisition.

Module XII: Post Merger AnalysisSuccess and failure of Merger & Acquisition, International Cases: AOL & Time Warner

Learning Methods:


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Tutorials, Interactive sessions, Case studies, Field visits, Management games, Extensive research projects, Seminars, Weekend experience in companies - the course is covered by adopting a combination of lecture methods, class presentation by groups of students, self study sessions. Each student is required to do the back ground reading from the specified chapters of the prescribed book before coming to class. Cases are also to be analyzed, discussed in groups (teams) outside the class as preparatory work.

Examination Scheme:


Text & References:

Text: Rajeshwer C H, 2004, Merger and Acquisition - New Perspectives ICFAI Press

References: www.incometaxindia.gov.in www.indiataxes.com


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http://www.amazon.com/What-Packaging-Design-Essential-Handbooks/dp/2940361886/ref=sr_1_5?ie=UTF8&s=books&qid=1214460935&sr=1-5

http://www.amazon.com/Packaging-Successful-Specific-Customer-DemoGraphics/dp/2940361711/ref=sr_1_2?ie=UTF8&s=books&qid=1214460876&sr=1-2

http://www.amazon.com/Packaging-Design-Successful-Product-Branding/dp/047172016X/ref=sr_1_8?ie=UTF8&s=books&qid=1214460831&sr=1-8

http://www.amazon.com/Brand-Positioning-Subroto-Sengupta/dp/0070581592/ref=pd_bbs_sr_3?ie=UTF8&s=books&qid=1214461121&sr=1-3

http://www.amazon.com/exec/obidos/search-handle-url?_encoding=UTF8&search-type=ss&index=books&field-author=Preston%20G.%20Smith


Corporate Tax Planning


Course Objective:In this unit students will learn about tax provisions for both individuals and limited companies. They will learn how to calculate taxable income and tax payable taking account of all types of Income and relevant expenditure and any appropriate tax-free allowances. The unit covers Income tax, corporation tax and capital gains tax for individuals and businesses.

Learning Outcomes:On the successful completion of this module the student will be able to:Understand the Indian tax environment and types of taxation thereinCompute income and tax under the specifies heads in the Indian corporate tax systemDevelop the ability to file returns and meet the legal norms and procedures.

Course Contents:

Module IBasic term and concept: person, assessee, previous year, assessment year, rate of taxes, income, total income, scope of total income and residential status& income exempt from tax. Tax planning in respect of residential statusConcepts: Tax planning, tax avoidance, tax evasion. Tax avoidance v tax evasion. Tax planning v tax management

Module II: Income under the head salaryEmployer–employee relationship, basis of charge, meaning of salary, treatment of gratuity, pension, encashment of leave, , allowance, perquisites, profit in lieu of salary, leave travel concession, provident fund, standard deduction, entertainment allowance. Tax planning with respect to salariesIncome under the head house propertyBasis of charge, essential condition for taxing income under this head, concept of deemed ownership, determination of annual value, deduction from annual value.Income under the head of profit and gain of business & profession-Chargeability of income under the head profit and gain of business and profession, expenses deductible, amount not deductible, maintenance of accounts by certain person carrying out business and profession, compulsory audit of accounts.Income under the head capital gainBasis of charge, type of capital asset, transaction not considered as transfer. Computation of capital gainIncome under the head income from other sourcesChargeability, Deduction, Computation under this head

Module IIISetting off of losses inter heads of income and carry forward of losses to next year

Module IVCorporate tax in India; types of companies; residential status and tax incidence; taxation of companies; carry forward and set off of losses. Tax planning with respect to companies.

Module IVComputation of total income, net taxable income, and tax payable in case of individual and company. Deduction under sec 80CCC to 80U, rebate u/s 88,88b, 88c. Filing of return, assessment procedure, provision of advance tax, tax deducted at source, taxation authorities. Minimum alternate tax. Value added tax.



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http://www.amazon.com/Positioning-Battle-Your-Mind-Anniversary/dp/0071359168/ref=sr_1_8?ie=UTF8&s=books&qid=1214461121&sr=1-8


http://www.amazon.com/Creating-Brand-Loyalty-Positioning-Advertising/dp/0814405010/ref=sr_1_4?ie=UTF8&s=books&qid=1214932833&sr=1-4

http://www.amazon.com/Positioning-Battle-Your-Mind-Anniversary/dp/0071359168/ref=sr_1_8?ie=UTF8&s=books&qid=1214461121&sr=1-8


http://www.brandchannel.com/

http://www.brandidentityguru.com/

http://www.brandingstrategyinsider.com/

http://www.brandingbrands.net/

http://www.amazon.com/New-Strategic-Brand-Management-Sustaining/dp/0749450851/ref=sr_1_8?ie=UTF8&s=books&qid=1214932688&sr=1-8

http://www.amazon.com/Branding-Asia-Creation-Development-Management/dp/0471479101/ref=sr_1_5?ie=UTF8&s=books&qid=1214932626&sr=1-5

http://www.amazon.com/Kellogg-Branding-Marketing-Faculty-Management/dp/0471690163/ref=pd_bbs_sr_3?ie=UTF8&s=books&qid=1214932475&sr=1-3

https://harvardbusinessonline.hbsp.harvard.edu/b01/en/common/item_detail.jhtml?id=HKU407&referral=2340

http://www.amazon.com/What-Packaging-Design-Essential-Handbooks/dp/2940361886/ref=sr_1_5?ie=UTF8&s=books&qid=1214460935&sr=1-5

http://www.amazon.com/Packaging-Successful-Specific-Customer-DemoGraphics/dp/2940361711/ref=sr_1_2?ie=UTF8&s=books&qid=1214460876&sr=1-2


Examination Scheme:


Text & References:

Text: Singhania V K, 2007, Corporate tax planning, Taxmann,

References: Ahuja, Girish Corporate Tax Planning & Management Bharat Law House 2007 Girish Ahuja And Ravi Gupta Corporate Tax Planning & Management Bharat Law House 2007 John E. Karayan, Charles W. Swenson, And Joseph W. Neff, Strategic Corporate Tax Planning, Kindle Edition,2002 Kaushal Kumar Agrawal, Corporate Tax Planning, 6th Ed., Vol. 1, 2007 Rajeev Puri, Corporate Tax Planning And Management, 2003 R.N. Lakhotia, Corporate Tax Planning Handbook, 2006 George Brode, Tax Planning For Corporate tax Planning For Corporate Acquisitions. 2003 Cumulative Supplement, No. 2,

2003 Ghosh, R.K. & Saha, S., Income Tax Rules, Taxman ND 2007 Singhania V K, 2007, Direct Taxes Planning and Management, Taxmann. Ahuja, Girish Corporate tax planning & management Bharat Law House 2007 Girish Ahuja and Ravi Gupta Corporate tax planning & management Bharat Law House 2007 Taxmann's statutory manual for chartered accountants, company secretaries, cost and works accountants, advocates. - New

Delhi: Taxmann, 2007 Ready Recknor Taxmann, 2007


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http://www.amazon.com/Planning-Corporate-Acquisitions-Cumulative-Supplement/dp/1884673198/ref=sr_1_12?ie=UTF8&s=books&qid=1211803624&sr=1-12

http://www.amazon.com/Corporate-Planning-Handbook-R-N-Lakhotia/dp/8170946433/ref=sr_1_4?ie=UTF8&s=books&qid=1211803624&sr=1-4

http://www.amazon.com/Corporate-Planning-Management-Rajeev-Puri/dp/8127210994/ref=sr_1_3?ie=UTF8&s=books&qid=1211803624&sr=1-3

http://www.amazon.com/Corporate-Tax-Planning-6th-Vol/dp/812690917X/ref=sr_1_2?ie=UTF8&s=books&qid=1211803624&sr=1-2

https://harvardbusinessonline.hbsp.harvard.edu/b01/en/common/item_detail.jhtml?id=594046&referral=2340

http://www.amazon.com/Advertising-Promotion-Integrated-Marketing-Communications/dp/0324321430/ref=sr_1_9?ie=UTF8&s=books&qid=1214978693&sr=1-9

http://www.amazon.com/Advertising-Promotion-Integrated-Communications-Perspective/dp/0073255963/ref=sr_1_12?ie=UTF8&s=books&qid=1214461229&sr=1-12

http://www.magindia.com/

http://www.pitchonnet.com/

http://www.afaqs.com/

http://www.amazon.com/Advertising-Promotion-Integrated-Marketing-Communications/dp/0324321430/ref=sr_1_9?ie=UTF8&s=books&qid=1214978693&sr=1-9

http://www.amazon.com/Advertising-Promotion-Integrated-Communications-Perspective/dp/0073255963/ref=sr_1_12?ie=UTF8&s=books&qid=1214461229&sr=1-12

http://marketing.wharton.upenn.edu/people/faculty/armstrong/educational.cfm

http://www.brainguide.in/

http://www.articles-online.biz/Branding-articles

http://www.brandingasia.com/

http://www.etstrategicmarketing.com/

http://www.thehindubusinessline.com/


ELECTIVE PAPERS FOR DUAL SPECIALIZATION IN IB & HR

Industrial Relations and Labour Laws

Course Code: MIBHR 20302 Credit Units: 04

Course Objective:The main Purpose of this paper is to familiarize the participants with the various aspects of Industrial Relations and to inculcate in-depth knowledge on labour laws as well as Industrial relations as designed and enacted in India. An insight about the systems in case of employer – employee disputes is also given for the students understanding. Learning Outcomes:On the successful completion of this module the student will be able to:Identify the key issues in Industrial Relations and Labour Law.Understand Trade unionism and role of government.Insight on various Labour laws and Industrial applets.Identify and analyse issues related to conflict negotiation

Course Contents:

Module I: Theory and Concepts of Industrial RelationsIR – Theories, Attitudes and Different Schools of thoughtRoles of Workers, Management & Government in IRConditions for good IR and cause of poor IRIntroduction to Social Security, impact on employee relationsSummary & Review Questions, Case Studies.

Module II: Trade Unions and Industrial Disputes Origin and Importance of Trade unions, Forms of Unrest & Effect of strikesChanging Public Perception of Trade unions, Future role of Trade unions in IndiaTrade Union Act – 1926, Industrial Dispute Act – 1947Machinery for settlement of industrial disputes, key provisions of I. D actSummary & Review Questions, Case Studies.

Module III: Collective Bargaining Nature and advantages of collective bargainingNegotiation of Agreement and Implementation of agreementRenewal and revision of agreementCurrent Collective Bargaining trends and reasons for failure of CB in IndiaSummary & Review Questions, Case Studies.

Module IV: Grievance Management Types, Causes and Effects of grievancesModel grievance redressal in India & Procedure Handling a grievance & Enforcing Grievance resolution methodologyCollecting & Analysing Grievance data Summary & Review Questions, Case Studies.

Module V: Employee discipline and workers participation Importance of discipline & disciplinary actions (Process and limitations)Handling indiscipline – Management’s optionsObjectives and forms of workers participation in ManagementForums of Participation and how to make WPM effective in India?Summary & Review Questions, Case Studies.


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Module VI: Labour Legislation Scope and significance of social security, legislationsEPF and miscellaneous provisions act – 1952, Payment of Gratuity act - 1972ESI act – 1948, Workmen’s Compensation act - 1923Maternity Benefits act – 1961, Payment of Wages ActContract Labour (Regulation & Abolition) act -1970Summary & Review Questions, Case Studies.


Examination Scheme:


Text & References:

Text: Monappa Arun 1989, Industrial Relations, Tata Mc Graw Hill, New Delhi Handerson, Richard I, Compensation Management & Knowledge Based World, 9th , Pearsoneducation, Delhi, 2006 Sen, Ratna, Industrial Relation In India: Shifting Paradigms, Macmillan Publication, New Delhi, 2005 Tiwari, Mahendra, Mechanism in perspective of Industrial Relations, RBSA Publishers, Jaipur, 2005 Arora, Mondal, Industrial Relations, Excel Books, new Delhi, 2005 Diwedi, R.S, Managing Human Resource: Industrial relation, Galgotia Publication, New Delhi, 1997 Raj, Aparna, Industrial relations In India, New Century, New delhi, 2003 Joseph, Jerome, Industrial Relations, Response Books, New Delhi, 2004 Srivastava, S.C, Industrial Relations & Labour Laws, 4th rev., Vikas Publication House, New Delhi, 2000 Soundarapandian, M,ed., Rural labour Market, Serials Publications, New Delhi, 2005 Venkataratnam, C.S, Globalization And Labour Management Relations, Response Books, New Delhi, 2005 Greenaway,David,ed,Trade,investment,migration & labour market adjust, Palgrave Macmillan,Hampshire

References: Flippo. E. B, 2000, Personnel Management, Tata Mc Graw Hill, New Delhi Mamoria. C. B, 2004, Dynamics of Industrial Relations in India, Himalaya Publishing House. R. S. Dwiwedi, 2001, Managing HR, Industrial Relations in Indian Enterprise, Galgotia. Aswathappa, K., 2002, Human resources and personnel management - New Delhi: Tata McGraw-Hill


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Management of Change and Compensation Management

Course Code: MIBHR 20303 Credit Units: 04

Course Objective:The main Purpose of this paper is to familiarize the participants with the various aspects of Change Management, with a view that conducting business is exciting, challenging and globally oriented. This course will provide the students with an integrated and practical approach to understand the basic concepts of Change in Management, technologies and various approaches with reference to globalisation and also to provoke critical thinking about various principles, guidelines and mechanisms adopted in this science. The course discusses meaning, importance and scope of Compensation Management.

Learning Outcomes:On the successful completion of this module the student will be able to:Identify the key issues of Compensation and Change management.Understand the factors of globalisation, effect on compensation and related changesImpact of changing trends in evaluation of job, design and redesign of jobsIdentify and analyse issues related to Job, compensation mechanism and changes

Course Contents:

Module I: Overview of Compensation Management Nature, Importance & Objective of Compensation ManagementPhilosophy, Scope and wage conceptsPrinciples & Machinery for wage determinationManagement Thinkers & critical evaluationActs related to Compensation managementSummary & Review Questions, Case Studies.

Module II: Management – Job Evaluation Nature, Scope, and importance of Job evaluationConcepts of Job Description and specificationPrinciples and Methods of Job evaluationInternal & External equity, Job surveysSummary & Review Questions, Case Studies.

Module III: Pay and benefits Principles of reward strategy, developing and designing salary structuresPre requisites for salary fixation, bonus, incentivesMonitory benefits as motivators – scope and processSocial security and retirement benefitsSummary & Review Questions, Case Studies.

Module IV: Linking wages with performance Performance criteria & ChoicesObjectives & scope of linking wages with performanceTypes of performance based compensation schemes, international perspectiveDesigning performance based compensation schemesSummary & Review Questions, Case Studies.

Module V: Change Management Global Organisation, Reaching out the Global CustomerAdaptations of change in organisation Learning and preparing for the changeConsulting approaches and skillsSummary & Review Questions, Case Studies.


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Examination Scheme:


Text & References:

Text:Richard I. Henderson, Compensation Management in a Knowledge-Based World (9th Edition), McGraw hill edition

References: Robbins, Stephen. P., 2004, Organisation Behaviour, Prentice Hall of India C. Mamoria, 2000, Personnel Management, Himalaya Publications Dewan, J M, Labour Management, Discovery Publishing House, New Delhi,1996 Handerson, Richard I, Compensation Management in and knowledge based world,9th, Pearson Education, Delhi,2006 Srivastava, S C, Industrial relations & labour laws, 4th rev., Vikas Publication House, New Delhi, 2000 Sen, Ratna, Industrial relation in India : shifting paradigms, Macmillan Publication, New Delhi, 2005


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ELECTIVE PAPERS FOR DUAL SPECIALIZATION IN IB & IT

Data Warehousing and Data Mining

MIBIT 20301

Course Code: MIBIT 20301 Credit Units: 04

Course Objective:The objective of this course is to familiarize the students with the concepts of databases, decision support systems, data Warehouses and to provide an in-depth insight into their architectural types, various activities starting from design, loading, extraction and usage of transformed data for various functional areas. Various data mining techniques are examined to assess their relevance in respective areas of mining information.

Course Contents:

Module I: Data Warehousing in Business 6 SessionsData Warehousing goals and objectives, Failures of past Decision support systems, operational versus Decision support systems, Warehousing as a viable solution, and definition of data warehousing

Module II: Data Warehouse: The building blocks 4 SessionsDefining Features, Data warehouses and data marts, Overview of components and metadata in the data warehouse.

Module III: Data Warehousing Planning & requirements 4 SessionsKey issues is planning data warehouse, Development Phases, Process flow within a data warehouse, Dimensional analysisModule IV: Data warehouses architecture 6 SessionsData warehouse architecture model, components & framework, importance of Metadata.

Module V: Data warehouse design 6 SessionsFrom requirements to data design, Dimensional Modeling Concepts - Star Schema, Snowflake Schema

Module VI : OLAP in the Data Warehouse 8 SessionsData warehouse versus Operational systems, Need for multidimensional analysis, major features and functions, OLAP models, OLAP implementation considerations.

Module VIII: Data Mining Basics & techniques 6 SessionsData Mining definition, Knowledge discovery process, OLAP vs. data Mining, Major Data Mining Techniques, Data Mining Applications.

Learning Methods:

LecturesExercise for Practice Presentations for better understanding of concepts

Examination Scheme:



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Text & References:

Text: Data warehousing fundamentals, Paulraj Ponniah, John Wiley & sons, 2005 Building the Data Warehouse, W. H. Inmon, John Wiley & Sons.2, 2004

References: Developing the Data Warehouse, W. H. Inmon, C. Kelly, John Wiley & Sons, 2003 Data Warehousing, Harry S. Singh, Prentice Hall of India, 2003 Modern data warehousing, Mining and Visualization, George M. Marakas, Pearson Education, 2004 Advances in knowledge discovery & Data Mining, Fayyad, Usama M. et. al., MIT Press, 95. Data Warehousing in Real world, Sam Anahory and Dennis Murray. Addison Wesley, 2004 Data Warehousing, Data Mining, & OLAP by Alex Berson and Stephen J. Smith, Tata McGraw-Hill,

2005


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Business Data Communications & Networking

Course Code: MIBIT 20302 Credit Units: 04

Course Objective:The objective of this course is to familiarize the students with the concepts, applications and managerial implications of data communication, networking and emerging computing environments.

Course Contents:

Module I: Introduction to Data Communications & Networks 10 SessionsData Communications networks & its components, Communications Channels, Channel Capacity & bandwidthComputer networks- definition, goals & types Communication mediaNetwork TopologiesNetwork Models, Network Standards and Future Trends

Module II: Network Architecture 8 SessionsISO OSI Model – its description & its drawbacksProtocols in OSI Reference ModelTCP/IP Model & its drawbacksComparison between OSI and TCP/IP

Module III: Networking Technologies 10 SessionsLANs – Importance, types, Components & IEEE 802.3 (Ethernet), implications for managementWireless LANsWANs architectureVirtual Private NetworksInternet – Concept, architecture & access technologies, implications for management

Module IV : Mobile Communication 6 SessionsGSM , CDMA technologies and their pros and cons

Module V: Network Security and Managerial Implications 6 SessionsNeed for Security , types of threatsEmerging solutionsNetwork Configuration and managementCost ManagementImplications for management

Learning Methods:

Tutorials, Interactive sessions, Case studies, Field visits, Management games, Extensive research projects, SeminarsEach student is required to do the back ground reading from the specified chapters of the prescribed book before coming to class. Cases are also to be analyzed, discussed in groups (teams) outside the class as preparatory work.

Examination Scheme:


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Text: FitzGerald Jerry & Dennis Alan, 2005, Business Data Communications and Networking – John Wiley &

Sons, 8th Edition

References: Harper William, 2005, Data Communications Desk Book ; a Systems Analysis Approach – Prentice Hall Derfler Jr., 2004, Practical Networking, Prentice Hall Neibauer, 2004, Small Business Solutions for Networking, Prentice Hall Roger L. Freeman, 2005, Practical Data Communications, 2nd Edition


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Documents

Session Plan IIIrd Semester