Department of Business Studies: Course Curriculum

ORDINANCE –MASTER OF BUSINESS ADMINISTRATION(M.B.A.) Examination (Semester System)

(W.e.f. the academic session 2012-13)

The duration of the course leading to the Degree of Master of Business Administration (M.B.A.) shall be two academic years. Each year shall be divided into two Semesters. There shall be actual teaching for a minimum of 90 days in each Semester excluding admission, preparation and examination days. The Examination for the First and Third Semesters shall ordinarily be held in the month of December/January and for the Second and Fourth Semester in May/June every year.

Supplementary Examinations will be held for Re-appear candidates as under:-

Semester When held

(a) First Semester Alongwith the Third Semester

(b) Second Semester Alongwith the Fourth Semester

(d) Fourth Semester Alongwith or after the Third Semester

The dates fixed under this Clause shall be notified by the Controller of Examinations to the Chairperson of the University School Of Management.

The Chairperson of the University School of Management shall forward to the Controller of Examinations, at least five weeks before the commencement of the examinations in each Semester, a list of the students who have satisfied the requirements of rules and are qualified to appear in the examination.
The last date(s) by which the admission examination forms and fees must reach the Controller of Examination shall be as per schedule at Appendix-1

Provided that a late fee of Rs. 150/- (Rupees One hundred and fifty only shall be charged from the candidates who are defaulters of examination fee by less than 20%. If the fee due is more than 20%, the late fee of Rs. 900/- will be charged.

4. The minimum qualification for admission to the First Semester of the course shall be:-

(a) Bachelor’s Degree, BIS, BSIS or Post –Graduate Degree in any discipline with not less than 50% marks (45% marks in case of Schedule Caste/Tribes Candidates) in the aggregate or an examination recognized as equivalent there to by this University.

(b) Final Examination conducted by Institute of Chartered Accountants of India/Institute of Cost and Works Accountants of India/Institute of Company Secretaries of India.

5. Every candidate shall be examined in the subjects as laid down in the syllabus prescribed by the Academic Council from time to time.

30% marks in each paper excluding Seminar/Dissertation/Project, Training Report and Viva Voce shall be assigned for Internal Assessment.

The question-paper will be set and answer –books will be examined by single external examiner.

There will be 100% Internal Assessment for Seminar. Viva-Voce shall be conducted at the end of second and forth semester. Training Report and Dissertation/Project Report will be examined by External Examiners.

The Chairperson of the University School of Management shall forward the Internal Assessment marks on the basis of Periodical tests, Written assignments, Case discussions, Field Trips, etc; to the Controller of Examinations at least one week before the commencement of the Semester Examination.

6. The Chairperson of the University School Of Management will preserve the records on the basis of which the Internal Assessment awards have been prepared, for inspection, if needed by the University upto six months from the date of declaration of the Semester Examination results.

7. The First Semester Examination shall be open to a regular student who:-

(i) has been on the rolls of the Department, during one semester preceding the First Semester Examination;

(ii) has attended not less than 75% of lectures in each paper, Seminar, Case Discussion, Field trips etc. This requirements shall be fulfilled separately for each course of study ( to be counted upto the last day when the classes break up for the preparatory holidays, viz., one week before the commencement of the examination). A deficiency upto 10% may be condoned by the Chairperson of the University School of Management;

Explanation:

For the purpose of counting of the last date when the classes shall break up for the preparatory holidays, first day of the commencement of any semester examination will apply to all semester examinations and all Semester classes will have the preparatory holidays from the same date, i.e. one week before the date on which the first Examination of any semester commences.

(iii) has obtained pass marks in the Internal Assessment of the paper(s) for which he is a candidate.

Provided that a candidate who has not attended the requisite percentage of lectures or has not obtained pass marks in the Internal Assessment for any paper(s) will not be eligible to take examination in the remaining papers.

8. The Second, Third and Fourth Semester Examinations shall be open to a regular student who:-

(a) has been on the rolls of the Department during the Semester preceding the Second, Third or Fourth Semester Exanimation as the case may be. This is, however, subject to Clause 12 and 13;

(b) has attended not less than 75% of lectures in each paper, Seminars, Field trips, etc. This requirements shall be fulfilled separately for each course of study ( to be counted upto the last day when the classes break up for the preparatory holidays, viz, one week before the commencement of examination). A deficiency up to 10% may be condoned by the Chairperson of the Department;

(c) has obtained pass marks in the Internal Assessment of the paper(s) of the relevant semester for which he is a candidate;

Provided that a candidate who has not attended the requisite percentage of lectures or has not obtained pass marks in the Internal Assessment for any paper(s) will be eligible to take examination in the remaining paper(s); and

(d) has passed the previous semester examination or is covered under Clause 13 below.

9. The medium of instruction and examination shall be English. This is, however, subject to relaxation as per Executive Council Resolution No. 47 of 30-12-1988 i.e., the medium of examination shall be English or Hindi if the facilities in the Department are available.

10. The minimum percentage of marks to pass the examination in each semester shall be-

(i) 40% in each Written paper and Internal Assessment separately.

(ii) 40 % in Seminar/Dissertation/Project Report, Training Report and Viva-Voce.

(ii) 50% in the total of each semester examination.

11. The amount of examination fee to be paid by a candidate for each semester shall be the same as prescribed by the Controller of Examination form time to time.

12.1 A candidate who has appeared and failed in one or more paper(s) of the First Semester shall be allowed to study for and appear in the Second Semester, He shall, however, be allowed promotion to the Third Semester examination provisionally only if he earns exemption in at least 50% papers of both the First and Second Semester Examination taken together.

Such a candidate will be allowed to re-appear for the remaining paper(s) of the First Semester, along with the Third Semester and for the paper(s) of the Second Semester along with the Fourth Semester Examination simultaneously, subject to the provisions of Clause 12.3 and 12.4 below. While re-appearing in the Examination the candidate shall be exempted from re-appearing on the paper(s), Seminar, Dissertation/Project Report, Training Report and Viva-Voce in which he has obtained at least 50% marks including the marks for Internal Assessment.

12.2 The Vice-Chancellor may, in very exceptional cases and where he is satisfied that there are unavoidable circumstances, e.g., serious illness, serious calamity like death of father or mother etc., allow a candidate who having been eligible, failed to appear in First/Third Semester Examination, to study for the Second/Fourth Semester Examination as the case may be, provided that an intimation to this effect, accompanied by a documentary proof, thereof, is received in the office of the Controller of Examinations through the Chairperson of the University School Of Management within 10 days of expiry of the concerned Examination.

12.3 Subject to Clause 12.4 below a candidate who has failed in one or more paper(s) or fails to appear in a Semester Examination shall be allowed two additional chances only to pass the Semester Examination. One extra chance will be allowed to clear re-appear paper(s) of any one Semester throughout the duration of a course. The candidate who has availed this chance in any of the Semester shall not be allowed any extra chance again for any of the remaining Semester Examination, for any reason whatsoever.

12.4 A candidate must pass all the Four Semester Examinations within five years of his admission to the First Semester of the M.B.A Course failing which he will be deemed to be unfit for the M.B.A programme.

13. A candidate whose result is declared late for no fault of his, may either attend classes of the next higher semester provisionally at his own risk and responsibility, subject to this passing the concerned Semester Examination or join the classes of next higher semester within ten days of the declaration of the result. In such a case the lectures will be counted from the date a candidate started attending classes or the date of declaration of result whichever is earlier. In case a candidate fails to pass the concerned Semester Examination his/her attendance/Internal Assessment in the next higher Semester in which he/she was allowed to attend classes provisionally shall stand cancelled.

14. A candidate, having passed the Second Semester Examination discontinues his studies, may be permitted to join, Third Semester within two years of his passing the Second Semester Examination.

15. The Internal Assessment award of a candidate who fails in any Semester Examination shall be carried forward to the next examination provided that a candidate who has not obtained pass marks in the internal assessment for any paper(s) will not be allowed to take examination in the said paper(s) in the relevant semester unless he repeats the course in the paper(s) concerned and obtains the minimum pass marks in the Internal Assessment.

16 As soon as possible, after the termination of the examination, the Controller of Examinations shall publish a list of candidates who have passed the Semester examination.

17 (a) The subject of Dissertation will be as approved by the Committee consisting of Senior teachers presided over by the Chairperson of the University School Of Management .

(c) Candidate shall be required to submit two copies of his Dissertation/Project Report. The last date for receipt of Dissertation/Project Report in the Office of the Controller of Examination shall be 30th April of Fourth Semester Examination.

(d) The Dissertation shall be evaluated by only External Examiner.

(e) The marks obtained by the candidate for the Dissertation shall be taken into account when he appears in any future examination under ‘Re-appear’ Clause 12.

18. Candidate of MBA Degree shall be required to undergo six weeks practical Training normally in the Summer Vacation, after Second Semester Examination is over, in a Business Enterprise, approved by the Chairperson of the University School Of Management. The Chairperson of the University School Of Management himself or with the help of teachers concerned shall certify and confirm that there is no copying and he will ensure that the Summer Practical Training/Reports submitting by the candidates who undergo training are not similar to one which has already been submitted by the other candidates. They shall be required to submit one copy of comprehensive Training Report by 30^th November in 3^rd Semester Examination for evaluation only by one External Examiner to be appointed by Academic Council on the recommendations of the Board of Studies. However, after expiry of above date, the extension indicate shall be permissible with penalty as laid down in the General Rules for Examinations.

19 The Viva-Voce shall be conducted after the Second Semester and Fourth Semester Examination respectively, by a Board of two Examiners (one of them being an External Examiner) to be appointed by the Academic Council on the recommendations of the Board of Studies.The internal examiner will be appointed by the chairman/Principal.

The evaluation of the Sessional Work and Seminar shall be conducted in accordance with the guidelines laid down by the Board of Studies in Management. The Chairperson of the Department shall ensure that these guidelines are followed and proper record is maintained and made available to the students at the appropriate time.

20. Each successful candidate shall receive a copy of the detailed-Marks-Card on having passed the Semester Examination.

21. The list of successful candidates of the Fourth Semester Examination shall be arranged as under in divisions on the basis of the aggregate marks obtained in the I, II, III & IV Semester Examination taken together, and the division obtained by the candidate will be started in his degree:

(a) Those who obtain 60% or more marks… First Division.

(b) Those who obtain 50% or more but less… .Second Division than 60% marks.

(c) Candidates who pass all the Four Semester Examinations at the first attempt with minimum duration of the course after obtaining 75% or more marks of the total aggregate shall be declared to have passed with ‘Distinction’.

22. A successful candidate may publish original result of the Dissertation, if permitted by the Chairperson of the University School Of Management as a Paper in a Journal of repute.

23. Notwithstanding the integrated nature of this course, which is spread over more than one academic year, the Ordinance in force at the time a student joins the course shall hold good only for the examination held during or at the end of the Academic year and nothing in this Ordinance shall be deemed to debar the University from amending the Ordinance and the amended Ordinance, if any, shall apply to all the students whether old or new.

Transitory Provision:

A candidate who has passed the M.B.A. (Previous) Examination from this University, under the old rules, may be permitted to join Third Semester within two years of his passing the previous Examination subject to the condition that he will pass the deficient course(s) of the First and Second Semesters, as may be specified by the Chairperson of the Department, within the chances permissible under Clause 12 along with his papers for Third and Fourth Semester Examination(s), as the case may be. Such a candidate shall pay Examination fee as prescribed by the Controller of Examinations per paper (deficient subject).

COURSE CURRICULUM FOR

MASTER OF BUSINESS ADMINISTRATION

Important Guidelines

1. Evaluation

I. Each paper will carry 100 marks (Except CP—107, CP— 108, CP-208, CP—304, CP-402 and CP—403) of which minimum of 30% of marks shall be for internal assessment.

II. The internal assessment marks shall be based on factors such as:—

• Participation in Seminar case discussions and group work activities.

• Class tests, quizzes, individual and group oral presentations.

• Submission of written assignments, term papers and viva—voce.

• Class—room participation and attendance.

III. The Scheme of evaluation of project studies shall be as follows:

(a) For Paper CP—304, a project report based on the summer training will have to be submitted within one month from the commencement of third semester.

(b) Paper CP-402, research project shall commence from Beginning of the Fourth semester and the report should be submitted in the office of Controller of Examination on or before 30^th April.

2. Promotion and Span Period

I. The span period of the programme is four years from the date of registration in the programme.

II. The minimum marks for passing the examination for each semester shall be 40% in each paper and 50% in aggregate for all the courses of the semester.

III To be eligible for promotion to the second year of the programme, a students must pass successfully at least 50% of the papers offered during the first year of the programme.

IV. The degree shall be awarded to successful students on the basis of the combined results of the first year and second year as follows:—

— Securing 60% and above : 1st Division

— All Others : 2nd Division

V. The students to be eligible for award of degree has to clear all the papers offered during two-year programme within maximum four years of admission.

A candidate who has secured minimum marks to pass in each paper but has not secured the minimum marks required to pass in aggregate for the semester concerned may take, re—examination as per terms and conditions of relevant University Ordinance to obtain the aggregate percentage required to pass the semester.

3. Attendance

No candidate shall be considered to have pursued a regular course of study unless he/she has attended the three—fourths of the total number of classroom sessions conducted in each semester during his/her course of study. Any student not complying with this requirement will not be allowed to appear in the semester examination. However, the Chairman may condone the required percentage of attendance by not more than 10 per cent during a semester.

4. Guidelines for Preparation and Presentation of Project Report

As a student of Master of Business Administration (MBA) you are required to undertake a major individual piece of research work - the Project or Dissertation. The aim of the Project is to give a student the opportunity to learn independently and show that one can identify, define and analyse problems and issues and integrate knowledge in a business context. It is an important part of the programme that tests one’s ability to understand and apply the theory, the concepts and the tools of analysis to a specific problem situation.

The only precise rule on what constitutes an acceptable project is that it should be an ordered critical exposition, which affords evidence of reasoning power and knowledge of the relevant literature in an approved field within the subject matter of the programme - Management. Students must ensure that they maintain regular contact with their supervisor and also that they provide the supervisor with drafts of their work at regular intervals.

The project is a practical, in-depth study of a problem, issue, opportunity, technique or procedure – or some combination of these aspects of business. Typically, a student will be required to define an area of investigation, carve out research design, assemble relevant data, analyse the data, draw conclusions and make recommendations. The project should demonstrate organisational, analytical and evaluative skills of the student.

ORGANISATION OF PROJECT REPORT

It is recommended that a student follow these guidelines. The final report should be presented in the following sequence:

v Title page

v Student’s Declaration as to the originality of the research output reported.

v Supervisor’s Certificate as to the authenticity of the report.

v Abstract/Gist of the results/contents.

v Table of Contents:

Table of Contents

CONTENTS PAGE NUMBERS

List of Tables i

List of Figures ii

1. INTRODUCTION ...

2. REVIEW OF LITERATURE ...

3. RESEARCH METHODOLOGY ...

4. DATA ANALYSIS ...

5. SUMMARY & CONCLUSIONS ...

6. BIBLIOGRAPHY ...

7. APPENDICES ...

5. Other Provisions

Wherever this document is silent about any rule, the university ordinance from time to time will applicable.

THE PROGRAMME

The Master of Business Administration (MBA) is a Two Year Full Time Programme. The course structure of the programme is given hereunder

FIRST YEAR

SEMESTER-I

Course Code	Course Title	Division of Marks			Duration of Exams
		Ext.	Int.	Total
CP-101	Principles and Practices of Management	70	30	100	3 Hrs.
CP-102	Business Statistics	70	30	100	3 Hrs.
CP-103	Managerial Economics	70	30	100	3 Hrs.
CP-104	Business Environment	70	30	100	3 Hrs.
CP-105	Business Communication	70	30	100	3 Hrs.
CP-106	Financial Accounting	70	30	100	3 Hrs.
CP-107	Fundamentals of Computer and E-Commerce	50 (T) 50 (P)		100	3 Hrs.
CP-108	Seminar		50*	50

T= Theory, P= Practical

*Topic for seminar relating to the contemporary business issues/practices comprising Indian ethos, values, current socio-economic and business context would be assigned by the teacher in advance. Evaluation of such seminar would be based on written assignment submitted and presentation given by the candidate.

SEMESTER-II

Course Code	Course Title	Division of Marks			Duration of Exams
		Ext.	Int.	Total
CP-201	Management Science	70	30	100	3 Hrs.
CP-202	Marketing Management	70	30	100	3 Hrs.
CP-203	Human Resource Management	70	30	I00	3 Hrs.
CP-204	Financial Management	70	30	100	3 Hrs.
CP-205	Business Research Methodology	70	30	100	3 Hrs.
CP-206	Production and Operations Management	70	30	100	3 Hrs.
CP-207	Organizational Behavior	70	30	100	3 Hrs.
CP-208	Comprehensive Viva –Voce	50	-	50

SUMMER TRAINING

At the end of second semester, all students will have to undergo summer training of 6—8 weeks with an industrial, business or service organisation by taking up a project study. The condition of successfully completing the programmes shall not be deemed to have been satisfied unless a student undergoes summer training under the supervision of the department in the organizations as approved by the Department/Faculty from tune to time. Each student will be required to submit a project report to the Department for the work undertaken during this period within one month of the commencement of the third semester for the purpose of evaluation in the third semester.

SECOND YEAR

During Second year, in addition to compulsory papers and project studies, students shall have to choose six optional papers in third and six in fourth semester from the list of optional papers announced at the beginning of each semester. The list of optional papers for third and fourth semesters shall confine to the availability of teachers. A student will specialize in two areas (One Major and other Minor) by opting at least four papers (in major area) two papers from (in minor area) in third and fourth semester.

SEMESTER—III

Course Code	Course Title	Division of Marks			Duration of Exams
		Ext.	Int.	Total
CP-301	Strategic Management	70	30	100	3Hrs.
CP-302	Business Legislation	70	30	100	3Hrs.
CP-303	Summer Training Report	50	50*	100

(In addition to these compulsory papers, a students is required to select four papers from major area of specialization and any two papers from minor area of specialization)

*Internal evaluation will be based on seminar presentation.

SEMESTER-IV

Course Code	Course Title	Division of Marks			Duration of Exams
		Ext.	Int.	Total
CP-401	Entrepreneurship Development	70	30	100	3Hrs.
CP-402	Research Project	100		100
CP-403	Comprehensive Viva Voce (including viva-voce on research project)	50	-	50

(In addition to these compulsory papers, a students is required to select four papers from major area of specialization and any two papers from minor area of specialization)

List of Optional Papers of various specializations

FINANCE

3rd Semester

FM—301 Financial Decisions Analysis

FM—302 Foreign Exchange Management

FM—303 Risk Management

FM—304 Working Capital Management

FM—305 Management of Financial Institutions

FM—306 Security Analysis and Investment Management

4th Semester

FM-401 Principles of Insurance and Banking

FM-402 International Financial Management

FM-403 Financial Derivatives

FM-404 Management of Financial Services

FM-405 Project Management

FM-406 Portfolio Management

MARKETING

3rd Semester

MM-301 Advertising Management

MM-302 Sales and Distribution Management

MM-303 Brand Management

MM-304 Consumer Behavior

MM-305 Retail Marketing

MM-306 Marketing Research

4^th Semester

MM-401 International Marketing

MM-402 Industrial Marketing

MM-403 Service Marketing

MM-404 Strategic Marketing

MM-405 Rural and Agricultural Marketing

MM-406 Marketing Communication Strategy

HRM

3rd Semester

HRM-301 Management of Industrial Relations

HRM-302 Legal Framework Governing Human Relations

HRM-303 Managing Interpersonal and Group Processes

HRM-304 Organizational Change and Intervention Strategies

HRM-305 Manpower Development for Technological Change

HRM-306 Global Human Resource Management

4th Semester

HRM-401 Management Training and Development

HRM-402 Human Resource Planning and Development

HRM-403 Human Resource Development: Strategies and Systems

HRM-404 Counseling Skills for Managers

HRM-405 Compensation Management

HRM-406 Performance Management and Managerial Effectiveness

CP-101: Principles and Practices of Management

Max. Marks: 100

External: 70

Internal: 30

Time 3 Hours

Note: The Examiner will set the question paper in two parts encompassing the entire syllabus. Part A will comprise 10 short answer type questions of 5 marks each. Part B will comprise of 5 questions of 10 marks each. A student is required to attempt any eight questions from the part A and any 3 questions from part B.

Objectives: The objectives of the paper are to familiarize the students with basic management concepts and behavioural processes in the organization.

Course Contents:

Concepts of Management- Nature, Meaning, and Significance of Management, Managerial functions, Principles of Management, Managers V/s Entrepreneurs – Managers V/s Leaders – Guidelines for Managerial Excellence and success. Evolution of Management Thoughts-Traditional, Behavioral, Systems, Contingency and Quality viewpoints. Planning: Nature & Elements of Planning, Planning types and Models, Planning in learning organizations; Strategic Planning-an overview; Management by Objectives (MBO), SWOT Analysis, Organizing and Staffing: Nature of Organizing, , Basic issues in organizing – Work Specialization, chain of common Delegation, Decentralization, Span of Management, Line-staff Authority and Decentralization, Staffing Decisions – Authority and Responsibility Relationships, Decision Making Process, Models of Decision Making. Directing and Controlling: Nature of Evaluation Design and Problems – Appraising Techniques– Developing Compensation Plans, Direction, Co-ordination, Quantitative and Qualitative measures of Control, Feed back Management. System and Process of Controlling, Control techniques and information technology. Social Corporate Responsibility of Business.

Suggested Readings:

1	Robbins, S.P.	Management Concepts, Pearson Education India, New Delhi. 2011
2	Koontz, Weilhrich & Cannice.	Management: A Global and Entrepreneurial Perspective, 13th Edition , McGraw Hill. 2012
3	Jones and George.	Contemporary Mangement , McGraw Hill. 2012
4	Richard L. Draft.	The New Era of Management, Cengage India 2012
5	Mullins.	Management and OB, 8^th Edn. Pearson Education , 2011
6	Stoner, Jetal.	Management, Prentice Hall of India., New Delhi
7	Koontz.	Essentials of Management, Tata McGraw-Hill, 8th Ed., 2009
8	Chandan, J.S.	Management Concepts and Strategies, Vikas Publishing House, 2005.

The list of cases and specific references including recent articles will be announced in the class.

CP-102: Business Statistics

Max. Marks: 100

External: 70

Internal: 30

Time 3 Hours

Objectives: The objective of this course is to make the students learn about the application of statistical tools and techniques for decision- making.

Course Contents:

Application of Probability and probability distributions in business decision making: probability Theory; Classical, relative and subjective probability, Addition and multiplication probability models; Conditional probability and Baye’s Theorem. Probability Distributions: Binomial, Poisson, and Normal distributions: characteristics and applications.

Application of Sampling and sampling methods in business decision-making; Sampling and non-s Sampling errors; Law of Large Number and Central Limit Theorem; Sampling distributions and their characteristics.

Statistical Estimation and Testing; Point and interval estimation of population mean, proportion, and variance; Statistical testing of hypothesis and errors; Large and small sampling tests, Non—Parametric Tests: Chi-square tests; Sign tests; Wilcoxon Signed— Rank tests; Kruskal—Wallis test.

Statistical Quality Control : Causes of variations in quality characteristics, Quality control charts, - purpose and. logic; Constructing a control chart computing the control limits (X and R charts); Process under control and out of control, Warning limits; Control charts for attributes -fraction defectives and number of defects Acceptance sampling.

Data Analysis using software packages: Microsoft Excel and SPSS.

Suggested Readings:

1. Hooda, R.P. : Statistics for Business and Economics, Macmillan, New Delhi.

2. Heinz; Kohler : Statistics for Business & Economics,. Harper Collins; New York.

3. Heinz, LW : Quantitative Approach to Managerial Decisions, Prentice Hall, NJ.

4. Lawrence, B. Morse: Statistics for Business & Economics, Harper Collins, NY.

5. Levin, Richard I and David S Rubin : Statistics for Management Prentice Hail, Delhi.

6. Watsnam Terry J. and Keith Parramor: Quantitative Methods in Finance international, Thompson Business Press, London.

The list of cases and specific references including recent articles will be announced in the class.

CP-103: Managerial Economics

Max. Marks: 100

External: 70

Internal: 30

Time 3 Hours

Objectives: The objectives of this course is to acquaint the students with concepts and techniques used in Micro—Economic Theory and to enable them to apply this knowledge in business decision- making. Emphasis is given to changes in the nature of business firms in the context of globalization.

Course Contents:

Nature and Scope of Managerial Economics. Basic concepts of economic used in managerial decision making; Objective of a firm: Wealth, profit and sales maximization.

Demand function: Elasticity of demand and its significance in Managerial decision-making; Consumer equilibrium-utility and indifference curve approach; Price, income and substitution effects; Fundamentals of demand estimation and forecasting.

Short-run and long-run production functions; Cost curves and economics of scale; Price and output determination under perfect competition, monopoly, monopolistic competition, and oligopoly; Pricing strategies and tactics.

National Income— Alternative concepts, measurement and determination of National income; Inflation—types, measurement and control: Monetary and Fiscal Policies. Currency flows and exchange rate determination

Suggested Readings:

1. Peterson, Lewis, Managerial Economics, Prentice Hall of India, N. Delhi.

2. Salvatore, Managerial Economics in Global Economy; Thomson learning; Bombay.

3. EF. Brigham And J,L. Pappas, Managerial Economics, Dryden Press, illinois.

4. Dwivedi, D.N. Managerial Economics, Vikas Publishing House, New Delhi.

5. Mebta, P.L. Managerial Economics, Sultan Chand, New Delhi.

The list of cases and specific references including recent articles will be announced in the class.

CP-104: Business Environment

Max. Marks: 100

External: 70

Internal: 30

Time 3 Hours

Objectives: This course primarily aims at sensitising towards overall business environment within which any organisation operates. The same will help the students in understanding how any business can avail the opportunities and overcome the threats existing for it in the uncontrollable external environment.

Business Environment

· Meaning and Nature.

· An in-depth analysis of various micro and macro environmental factors influencing firm.

Policies and Acts Influencing Business in India-

· Industrial Policy

· Monetary and Fiscal Policy

· EXIM Policy

· Competition Act

· FDI Policy

International Economic Linkage

· WTO and its impact on Indian Business

· Prominent Economic Groupings and their relevance.

Public Sector and SME Sector of India

· Public Sector in India - Rationale, Performance and Reforms

· Public- Private Partnership

· Small and Medium Enterprises- Significance, Problems and Government Support.

Current State of Business Environment in India

· Economic Reforms

· Liberalisation, Privatisation and Globalisation

· Balance of Payment Position and Trade Trends

· FDI Trends

· Emerging Sectors in Indian Economy.

Suggested Readings:

1. Sundram, KPM, Datt, G and Mahajan, A, Indian Economy, S Chand, 2012 Edition.

2. Misra, S.K and Puri, V.K, Indian Economy, Himalya Publisher, 27^th Edition.

3. Worthington, I and Britton, C, The Business Environment, Prentice Hall, 5^thEdition.

4. Cherunillam, F, A Course Book on Business Environment, Himalya Publishers, 1st

Edition.

5. Daniel, JD and Radebangh,LH, International Business, Addison Wesley Publishing

Company

6. Hill, CW, International Business, Tata Mcgraw Hill

7. Alhuwalia, IJ and Little, IMD, India's Economic Reforms and Development, Oxford

University Press

8. Aswathapa, K, Business Environment, Excel Books Bedi, SK, Business Environment, Excel Books

The list of cases and specific references including recent articles will be announced in the class.

CP-105: Business Communication

Max. Marks: 100

External: 70

Internal: 30

Time 3 Hours

Objectives: The course is aimed at equipping the students with the necessary techniques and skills of commUfli0hl to inform others inspire them and enlist their activity and willing cooperation in the performance of their jobs.

Course Contents:

Introduction and fundamentals of communication: Meaning, nature, scope, importance of communication; Communication process: Elements, barriers and gateways of effective communication; Models of communication process: Linear and non-linear models, Murphy model, Thill and Bovee mode) and Berol's model of communication;

Organizational communication: importance of communication in management, communication structure in communication and strategies for improving organizational communication;

Forms of business communication: Written business communication: Characteristics and purpose of business writing, The 3x3 writing process for business communication and factors influencing this process, Business letters and Reports, Principles of effective writing; Oral communication: principles and barriers of oral communication, Public speaking and Listening skills: Non-verbal communication: Body, space, para and time language.

Skills of Communication: Presentation, negotiation and interview skills; Business etiquettes; Ethics in business communication; Legal aspects of business communication: communication policy, defamation, invasion of privacy, misrepresentation and fraud.

Changing paradigms of business communication and New trends in business communication,

Suggested Readings:

1. Petett & Lesikar: Business Communication.

2. Petett & Lesikar: Essential of Business Communication.

3. Bowman, Joel and Branchaw, Bernadine P. : “Business Communication: From Process

to Product”, 1987, Dryden Press, Chicago.

4. Hatch, Richard : “Communication in Business”, 1977, Science Research Associates,

Chicago.

5. Murphy, Herta A and Peck, Charrles E. : “Effective Business Communications”, 2nd

ed., 1976, Tata McGraw Hill, New Delhi.

6. Pearce, C Glenn etc. : “Business Communications Principles and Applications”, 2nd

ed., 1988, John Wiley, New York.

7. Treece, Maira, “Successful Business Communications”, 3rd ed., 1987, Allyn and

Bacon, Boston.

The list of cases and specific references including recent articles will be announced in the class.

CP-106: Financial Accounting

Max. Marks: 100

External: 70

Internal: 30

Time 3 Hours

Objectives: The basic purpose of this course is to develop an insight of postulates, principles and techniques of accounting and application of financial and accounting information for planning decision—making and control.

Course Contents: Financial Accounting - Concept, Importance and Scope. Generally accepted accounting principles, Preparation of Financial Statements with special reference to analysis of a Balance Sheet and Measurement of Business Income; Financial Statement Analysis; Ratio analysis- liquidity, solvency and profitability ratios. Funds Flow Analysis; Cash Flow Analysis Cost Accounting - Nature &Scope of costing; Preparation of cost sheet; Marginal costing and absorption costing: Managerial application of marginal costing. Break even analysis; Responsibility Accounting • - Concept and Objectives. Responsibility Centers; Budgeting: Types of budgets & their preparation, performance budgeting and Zero based budgeting. Standard costing - organization and establishing a standard costing system. Variance Analysis- Classification of variances, Material cost. Labour cost, Overhead cost and sales variances; Inflation Accounting concept, impact of inflation on corporate financial statements; Human Resource Accounting - Concept and Approaches; IFRS-An introduction.

Accounting software: Tally.

Suggested Readings:

1. Anthnoy R.N. & Reece J S. Accounting Principals. Ilomevvood Illinois. Richard D. Irwin.

1995

2. Batacharya S.K.& Dearden .1. Accounting for Management- Text and Cases. Vikas New

Delhi 1996

3. Heitger LE and Matulich Serge Financial Accounting. McGraw Hill, New York. 1990

4. Horngren C T, Sundem G F and Stratton W. Introduction to Management Accounting.

Prentice Hall of India New Delhi. 1994.

5. Khan M Y & Jain P K. Management Accounting. Tata McGraw-Hill, New Delhi.

6. Sahaf M A Management Accounting - Principles & Practice, New Delhi, Vikas Publishing House 2009.

The list of cases and specific references including recent articles will be announced in the class.

CP-107: Fundamentals of Computer and E-Commerce

Max. Marks: 50

External: 50

Time 3 Hours

Note: The Examiner will set the question paper in two parts encompassing the entire syllabus. Part A will comprise 6 short answer type questions of 5 marks each. Part B will comprise of 5 questions of 10 marks each. A student is required to attempt any four questions from the part A and any 3 questions from part B.

Objectives: The objective of the course is to acquaint the students with computers and concepts of E—Commerce.

Course Contents

Computer fundamentals: An introduction; Elements of Computer system; Generations of Computers, Computer languages; Compiler, Interpreter and Assembler, Number system, Components of systems: - Input-Output devices, Types of Memory. An Introduction to Operating System, Hardware and software, Computer Network: Analog and Digital Signals, Band width, Network Topology, Network Applications. Introduction to MS-Office: - MS-Word, MS-Excel, MS-Power Point and MS-Access.

Introduction to E-Commerce, Benefits, Impact of E-Commerce,
Classification of E-Commerce, Application of E-Commerce Technology,
Business Models, Framework of E-Commerce., Business to Business,
Business to Customer, Customer to Customer.

Electronic Payment Systems: Online Electronic Payment Systems, Prepaid
and Post Paid Electronic Payment Systems. Inter-organizational commerce & intra—organizational commerce, EDI, value-added network, digital library.

Suggested Readings:

I. Kienam : Managing Your E-Commerce Business, Prentice Hall of India, N. Delhi.

2. Kosiur: Understanding E—Commerce, Prentice Hall of India, N. Delhi.

3. Kalakota, Whinston, Frontiers of Electronic Commerce, Addison Wesley.

4. Schneider P. Grey, Perry T. James : E—Commerce, Thomson Learning, Bombay.

5. Shurety : E-business with Net Commerce (with CD), Addison Wesley.

6. Napier: Creating a Winning E-business, Vikas Publishing House, New Delhi.

7. Didar Singh : E-Commerce for Manager, Vikas Publishing House, New Delhi.

8. Whitely David : Electronic Commerce, TMH, N Delhi.

9. Electronic Commerce -Framework, technologies and Applications - Bharat Bhasker TMH Publications.

The list of cases and specific references including recent articles will be announced in the class.

SEMESTER-II

CP—201: Management Science

Max. Marks: 100

External: 70

Internal: 30

Time 3 Hours

Objectives: The objective of this course is to develop an understanding of basic management science techniques and their role in managerial decision—making.

Course Contents:

Management Science - Basic concepts and its role in decision- making.

Linear programming, meaning, scope & assumptions. Formulation of linear programming problem and its solution by graphical and Simplex methods.

THEORY OF GAMES: Introduction – Minimax (maximin) – Criterion and optimal strategy – Solution of games with saddle points – Rectangular games without saddle points – 2 X 2 games – dominance principle – m X 2 & 2 X n games.

INVENTORY : Introduction – Single item – Deterministic models – Purchase inventory models with one price break and multiple price breaks – Stochastic models– Instantaneous production. Instantaneous demand and continuous demand and no set up cost.

Sensitivity analysis. Integer programming, goal programming, and non-linear Programming. Transportation and Assignment models including trans-shipment and routing problems

Application of Inventory management techniques in business; Role and importance of PERT/CPM in business decision making; Decision theory and decision trees.

SIMULATION: simulation models – phases of simulation– applications of simulation – Inventory and Queuing problems – Advantages and Disadvantages. WAITING LINES: Introduction – Single Channel – Poisson arrivals – exponential service times, Multichannel – Poisson arrivals – exponential service times with infinite population single channel Poisson arrivals.

Suggested Reading :

1. Budnik, Frank S. Dennis Meleavey, Reichard : Principles of Operations Research, 2^nd ed., Richard Irwin, Illinois – All India Traveller Bookseller, New Delhi, 1995.

2. Gould, F.J. etc. : Introduction to Management Science, Englwood Cliffs, New Jersey, Prentice Hall Inc., 1993.

3. Mathur, K and Solow, D. : Management Science, Englewood, New Jersey, Prentice Hall Inc. 1994.

4. Narang A.S. : Linear Programming Decision-Making. New Delhi, Sultan Chand,

1995.

5. Sharma, J.K. : Operations Research : Theory and Applications, New Delhi, Macmillian India Ltd., 1997.

6. Taha, H.A. : Operations Research – An Introduction, New York, Macmillan, 1989.

7. Theirouf, R.J. and Klekamp, RC. : Decision-Making Through Operations Research, New York, John Wiley, 1989.

8. N.D. Vohra : Quantitative Techniques in Management, Tata McGraw Hill, 2001.

The list of cases and specific references including recent articles will be announced in the class.

CP-202: Marketing Management

Max. Marks: 100

External: 70

Internal: 30

Time 3 Hours

Objectives: The purpose of this course is to develop an understanding of the underlying concepts, strategies and issues involved in the marketing of products and services.

Course Contents:

Marketing: Meaning, Nature, Scope, Evolution and Importance. Modern concept of marketing. Ehics in marketing. Role of Information Technology in marketing. The dynamic marketing Environment. Marketing Mix and STP ( Segmentation, Targeting and Positioning) Marketing Information System: Concept and Components of a marketing information system. Marketing Research: meaning, scope and techniques. Consumer Behaviour: meaning and importance, buying motives, buying process, factors influencing consumer behaviour. Product decisions: concept, classification, product-line decisions. New product development process, product life cycle, Packaging and Branding decisions. Pricing Concepts: objectives, policies and procedures, factors affecting pricing, pricing strategy and product life cycle, price changes and organizational strategies, product line pricing. Integrated Marketing Communication: Promotion-Mix; Advertising, sales promotion, public relations, personal selling and direct marketing. Channels of distributions: Concept, types and factors affecting channel selection. Recent developments in marketing.

Suggested Readings:

1 Michael J. Etzel : Marketing Concepts and Cases, Tata

Bruce J. Walker McGraw-Hill Publishing Company Limited.

William J. Stanton

Ajay Pandit

2 Michael R.Czinkota :Marketing Management, Thomson, South

Masaaki Kotabe Western.

3 Philip Kotler : Marketing Management, Pearson Prentice-Hall.

Kevin lane Keller

4 Dhru Greqal : Marketing, Tata McGraw Hill Publishing

Michael Levy Company Limited.

5. V.S. Ramaswamy : Marketing Management, Macmillan Publisher

S. Nama Kumari India Ltd.

6. Rajan Sexena : Marketing Management, Tata McGraw Hill

Publishing Company Limited.

The list of cases and specific references including recent articles will be announced in the class

CP-203: Human Resources Management

Max. Marks: 100

External: 70

Internal: 30

Time 3 Hours

Objective: This paper aims to increase the awareness of students of MBA with the basic aspects of human resource management and to understand the dynamics of people dimension in contemporary organizations , their positive impact in increasing organisational effectiveness

Course Contents :

Human Resource Management - Concept, Scope, Evolution of HRM, Theoretical perspectives on HRM, HR Models, Role of HRM in Business Strategy, Emerging Trends in shaping HRM Environment. Human Resource Planning & Forecasting: Business and HRP, Significance & Process. Job Analysis: Job Description and Job Specification, Competency based Job Analysis. Job Design: Approaches and Methods. Recruitment: Sources of Recruitment and its Process. Selection: Process, Selection Tests & their types, Interview & its types, Selection Audit. Placement, Induction and Socialisation. Training and Development. Performance Management and Appraisal, Potential Appraisal and Development. Career Management- Basic Concepts, Methods, Designing and Developing Career Management Systems in an organisation. Talent Management: Concept and Related Practices. Job Evaluation - Methods of Job Evaluation, Evolving Job Evaluation Programme. Employee compensation: Basic concepts, determinants and approaches, New Trends in Compensations and Rewards management. Industrial Relations and Trade Unions, Dispute Resolution and Grievance Management. Equal Employment Opportunity (EEO) and Affirmative Action (AA). High Performance Work Systems (HPWS): Concept, High Performance HR Policies and Practices (HPHRP). HR Ethics and Fair Treatment at Work: Methods to promote ethics and fair treatment. Employee Safety, Security and Health: Occupational Safety and Health (OSHA) in India, Workplace Health Hazards and its Remedies. E-HRM: Role and Applications. HRM and Globalization of Business.

Suggested Readings

1. Dessler & Varakkey Human Resource Management, 12^th Ed. Pearson

Education 2012

2. K.Aswathapa Human Resource Management: Text and Cases, 6^th

Ed., Tata McGraw Hill, New Delhi.2012

3. Seema Sanghi Human Resource Management, Macmillan India

Publication.2012

4. Aggarwala, Tanuja Strategic HRM, Oxford University Press.2010

5. Michael Armstrong Handbook of HRM, Kogan Page, 2012

6. Michael Armstrong Strategic Human Resource Management, Jaico

Publications.

7. P. Jyothi Human Resource Management, Oxford University

Press.2012

8. Lepak & Gowan Human Resource Management, Pearson Education.

2011

9. V.S.P.Rao Human Resource Management, Himalaya

Publication House.

10. S.K.Bhatia Human Resource Management: A Competitive

advantage Deep and Deep Publications.New Delhi.

11. R.S.Dwivedi Managing Human Resources and Industrial

Relations in Indian Enterprises, Galgotia Publshing Company,New Delhi.

12. Rothwell,Taylor Strategic Human Resource Management, Jaico

Publications.

13. Ian Beardwell ,L. Holden Human Resource Management ,Macmillan India

Ltd.

14. W.F.Cascio Managing, Human Resources, McGraw-Hill, Inc.,

New York.

The list of cases and specific references including recent articles will be announced in the class.

CP—204 : Financial Management

Max. Marks: 100

External: 70

Internal: 30

Time 3 Hours

Objectives: The purpose of this course is to acquaint the students with the broad framework of financial decision—making in a business unit.

Course Contents

Introduction to financial management Objectives of financial management; Time value of money, sources of finance, Investment decisions: Importance, Difficulties determining cash flows, methods of capital budgeting Risk analysis : Cost of capital; Concept and importance, Computations of cost of various sources of finance; Weighted Average Costof Capital; Capital Structure decisions; Theories of capital structure, Factors determining capital structure. Optimum capital structure; Management of working capital - Cash, Receivables and Inventory Management, Internal Financing and Dividend Policy.

Suggested Readings:

1. Hamton, John; Financial Decision-Making, Englewood Cliffs, New Jersey, Prentice Hall Inc., 1997.

2. Khan, M.Y. and Jam, P.K. : Financial Management, McGraw Hill, 2001.

3. Prasanna Chandra : Financial Management, McGraw Hill, 2002.

4. Pandey, IM. : Financial Management, Vikas Publication House, 2000.

5. Van Home, James C. : Financial Management and Policy,10th ed., New Delhi, Prentice Hall of India, 1997.

6. Winger, Bemard and Mohan, Nancy: Principles of Financial Management, New York, Macmillan Publishing

Company, 1991.

7. Kishore, Ravi M. : Financial Management, Taxmann Publishers, New Delhi.

The list of cases and specific references including recent articles will be announced in the class.

CP- 205: Business Research Methodology

Max. Marks: 100

External: 70

Internal: 30

Time 3 Hours

Course Objective: The objective of this course is to acquaint the students with concepts and basics of research methodology.

Course Contents:

Introduction to Research Methodology: Research-Meaning, Nature. Scope Objectives and Types; Research Process. Hypothesis:- Qualities of Good Hypothesis, Scientific Method of Research. Recent Trends in Usage of Research in Indian Corporate Sector.

Research Design- Meaning and Need of a Research Design, Exploratory, Descriptive, Experimental Research Design, Qualitative Research, Observation Studies, Surveys, Experiments & Test Markets.

Sources of Data- Nature and Types, Sampling Techniques-Nature and Types, Sampling Errors. Scaling & Measurement Techniques

Data Editing, Coding and Tabulation, Analysis & Interpretation of Data Business Research Reports-Format, Criterion for Judgment of good research report

Advance Techniques of Data Analysis: Factor analysis. Conjoint Analysis, Cluster Analysis & Multidimensional Scaling. Use of SPSS & Other Software's in Research. Use of Statistical Tools such as Correlation, Regression.

Suggested Readings:

1. Malhotra, Naresh K.: Marketing Research an Applied Orientation, 5^th edition, Pearson.

2. Cooper and Schindler: Business Research Methods, 8^th edition, Tata McGraw Hill.

3. Boyd & Westfall: Marketing Research, Prentice Hall.

4. Kothari, C. R.: Research Methodology, New Age International Publishers.

5. Shekharan & Uma: Business Research Methods-A Skill- Building Approach, 7^th ed., New York, John Willy, 2002.

6. Creswell, John W.: Research Design-Qualitative & Quantitative Methods, New York, John Willy, 2002

7. Sandhi and Chawla: Research Methodology-Concepts and cases, 1st Edition, Vikas

The list of cases and specific references including recent articles will be announced in the class.

CP-206 : Production and Operations Management

Max. Marks: 100

External: 70

Internal: 30

Time 3 Hours

Objective: The Course is designed to acquaint the students with decision making in : Planning, scheduling and control of Production and Operation functions in both manufacturing and services; Productivity improvement in operation through layout engineering and quality management etc.: Effective and effective and efficient flow, replenishment and control of materials with reference to both manufacturing and services organization.

Course Contents:

Nature and Scope of Production and Operations Management; Types of production systems: Project, Job, Batch & Mass production systems; Facility Location- Importance, Factors in Location Analysis, Location Analysis Techniques; Facility Layout - Objectives, Advantages, Basic Types of Layouts; Material Handling: Principles & Equipments; Line Balancing; Production Planning & Control (PPC) - Concepts, Objectives, Functions; Capacity Planning; Product Planning and Selection; Process Planning; Aggregate Planning and Master Production Scheduling; Maintenance Management; Work Study : Method Study and Work Measurement; Material Management: An Overview of Material Management; Inventory Management - Objectives, Factors, Process, Inventory control techniques; JIT; Purchase Management; Stores Management; Quality Assurance : Acceptance Sampling, Statistical Quality Control, Total Quality Management; ISO-9000.

Suggested Readings:

1. Admn, E. E. & Ebert, RJ. : Production and Operations Management, 6^th ed., New Delhi,

Prentice Hall of India 1995.

2. Chary, S.N. : Production and Operations Management, New Delhi, Tata McGraw Hill,

2ndEdition.

3. Ashwathapa: Production and Operations Management, Himalaya Publishing House.

4. Dobler, Conald W and Lee, Lamar : Pruchasing and Materials Management, New York,

McGraw Hill, 1984.

5. Chunawalla & Patel : Production and Operations Management, Himalaya Publishing

House, Nair:Production and Operations Manageemnt, TMH

The list of cases and specific references including recent articles will be announced in the class.

CP-207: Organization Behaviour

Max. Marks: 100

External: 70

Internal: 30

Time 3 Hours

Course Objectives: The objective of this paper is to develop understanding of basic aspects of Organizational Behavior and familiarize the student with behavioral processes in the organization.

Course Contents:

Organisational Behaviour- Concept, Nature, Characteristics, Conceptual Foundations and Importance, Models of Organizational Behavior, Relationship with Other Fields, Organizational Behavior: Cognitive Framework, Behaviorist Framework and Social Cognitive Framework. Understanding of Individual behavior: Personality and Theories of personality. Work Attitudes and Job Satisfaction. Learning and Theories of Learning. Perception - Nature & Importance Perceptual Selectivity, Perceptual Organization. Social Perception and Impression Management. Motivation: Concepts and Their Application, Principles, Theories, Employee Recognition, Involvement, Motivating a Diverse Workforce. Leadership- Concept, Function, Style and Theories of Leadership- traditional and modern. Understanding of Group Behavior: Analysis of Interpersonal Relationship, Group Dynamics- Definition, Stages of Group Development, Group Cohesiveness, types of Groups, Group Processes and Decision Making, Dysfunctional Groups, Team building - Interpersonal relations, Communication and control. Understanding of Organization Dynamics: Organizational Design - Various organizational structures and their effects on human behavior, Organizational Climate, Organizational Culture and Organizational Effectiveness, Organizational Change: Concept, Nature, Resistance to Change, Managing resistance to change, Implementing Change, and Organization Development. Conflict Management. Work Stress - Work Stressors, Prevention and Management of Stress.

References:

1	Robbins , Judge and Vohra	Organizational Behaviour (Pearson Education, 12th Edition) 2012.
2	Newstrom John W.	Organizational Behaviour: Human Behavior at Work (Tata Mc Graw Hill, 12th Edition)
3	Luthans Fred	Organizational Behaviour (Tata Mc Graw Hill) 2005.
4	Mc Shane L. Steven, Glinow Mary Ann Von & Sharma Radha R.	Organizational Behaviour (Tata Mc Graw Hill, 3rd Edition) 2009.
5	Hersey Paul, Blanchard, Kenneth H and Johnson Dewey E.	Management of Organisational Behavior: Leading Human Resources (Pearson Education, 8th Edition) 2007.
6	Greenberg Jerald and Baron Robert A.	Behavior In Organisations: Understanding and Managing the Human Side of Work (Prentice Hall of India) 2010.
7	Davis, Keith	Human Behaviour at Works – Tata Mc Graw Hill, New Delhi.2009.
8	Kinicki and Krietner	Organisational Behaviour, Tata McGraw Hill Publications, 2011.
9	Jones and Mathew	Organisation Designs, Theory and Change, Pearson Education, 2011.
10	Pareek, Udai	Understanding Organisational Behaviour, Oxford University Press,2012.

The list of cases and specific references including recent articles will be announced in the class.

III SEMESTER

CP-301: Strategic Management

Max. Marks: 100

External: 70

Internal: 30

Time 3 Hours

Objectives: The course aims at imparting knowledge of formulation, implementation and evaluation of Business Strategies.

Course Contents:

An Introduction to business policy — Nature, Objective and importance of business policy; an overview of strategic management; Strategic decision making; Process of strategic decision making, Types of planning systems - corporate planning, strategic planning and long range planning

Strategy Formulation- Company's mission, purpose and objectives; corporate strategy - concept, significance and objectives; types of strategies; Environmental and organizational appraisal (Internal & external) techniques of business environment analysis, Strategic alternatives and choice; Business ethics and corporate strategy Concept of value chain and competitive advantage Strategy implementation - Designing organizational structure and activating strategies; matching structure and activating strategy, Structural, Behavioral and Functional implementation, concept of synergy

Strategy Evaluation - Strategic evaluation and Control, Strategic and Operational Control; techniques of evaluation and control. Role of organizational system in evaluation Current trends in Strategic management- trends in external environment of business, new directions in strategic thinking and new modes of leadership

Suggested Readings:

1. Jauch & Glueek : Business Policy and Strategic Management.

2. Thampson LA. and Stickland A.J.: Strategic Management - Concept and cases.

3. Michael Potter: Competitive Advantage of Nations.

4. Azhar Kazmi : Business Policy and Strategic Management.

5. Kennth, A. Andrews : Concepts of corporate Strategy.

6. Melvin J. Stanford: Management Policy

7. John A. Pearce Hand R.B. Robinson Strategic Management

The list of cases and specific references including recent articles will be announced in the class.

CP-302: Business Legislation

Max. Marks: 100

External: 70

Internal: 30

Time 3 Hours

Objectives: The course is designed to assist the students in understanding the legislature related to business activities.

Course Contents:

Business Legislation Meaning, Rational and Scope of Laws pertaining to Business in Country like India. The Indian Contract Act 1872 : Essentials of a valid contract, Void Agreement, Performance of Contract, Consequences of breach of contract and its remedies, Quasi-Contracts.

The Sale Of Goods Act 1930 : Formation of contract, rights of an Un-paid seller The Negotiable Instrument Act 1881: As Amended by The Negotiable Instruments (Amendment and Miscellaneous Provisions) Act, 2002 , nature and types, Holder-in-due course, Dishonor and discharge of a Negotiable Instrument.

The Companies Act 1956 : Formation of a company, Memorandum of Association, Article of Association, Prospectus- liability for mis-statement, Shares-statutory restrictions, kinds of share capital, Director's Powers, AGMs, Prevention of Oppression and Mis-management, winding up of a company.

Consumer Protection Act: Rights of Consumer, Dispute Settlement Machinery.

An overview of Public Private Partnership Act, Limited Liability Partnership Act, Cyber

Laws.

Suggested Readings

1. Tulsian P.C.: Business Legislation,Tata McGraw Hill Publications

2. Tuteja, S.K. : Business Law for Manager, New Delhi, Sultan Chand

3. Satish S Mathur: Business Legislation Tata McGraw Hill Publications

4. Niraj kumar: Business Legislation Himalaya Publishishing House

The list of cases and specific references including recent articles will be announced in the class.

CP-303: Summer Training Report

Max. Marks: 100

External: 50

Internal: 50

CP - 401 : Entrepreneurship Development

Max Marks. 100

External: 70

Internal: 30

Time: 3Hours

Note: - The Examiner will set the question paper in two parts encompassing the entire syllabus. Part A will comprise 10 short answer type questions of 5 marks each. Part B will comprise of 5 questions of 10 marks each. A student is required to attempt any eight questions from the part A and any 3 questions from part B.

Objectives:-The objective of this course is to expose the students to the growth of entrepreneurship in developing countries with special reference to India.

Course Contents:

Entrepreneur: Meaning of Entrepreneur; Functions of an Entrepreneur, Types of entrepreneur. Concept of Entrepreneurship; Environmental Factors affecting success of a new business; Reasons for the failure and visible problems for business. Stages in entrepreneurial process.

Creativity and Innovation: Creativity, Exercises on Creativity, Source of

New Idea, Ideas into Opportunities. Creative problem solving: Heuristics, Brainstorming,

Synectics, Value Analysis.

Business Planning Process: Meaning of business plan, Business plan process, Advantages of business planning, Marketing plan, Final project report with feasibility study, Economic, Technical, Financial and Managerial Feasibility of Project. Preparing a model project report for starting a new venture.

Business Creation: Methods and procedures to start and expand one's own business. Managing growth: Using external parties to help grow a business, franchising, advantages and limitations, investing in a franchise, joint ventures- types, Acquisitions and mergers. Entrepreneurship Development Programmes; Role of government and various institutions in developing entrepreneurship in India (A brief description only). Women Entrepreneurs in India.

Suggested Reading:

Desai, A.N.: "Entrepreneur & Environment". 1990. Ashish, New Delhi.

Drucker, Peter : "Innovation and Entrepreneurship", 1985 Heinemann, London.

Pareek, Udai and Venkateswara Rao, T.: "Developing Entrepreneurship - A Handbook on Learning Systems", 1978, Learning Systems, Delhi.

Shankar, Raj: "Entrepreneurship", Tata McGraw Hill Education Private Limited, New Delhi

Desai, Vasant: "Dynamics of Entrepreneurship Development & Management", Himalaya Publishing House.

The list of cases and specific references including recent articles will be announced in the class.

CP-402: Research Project

Max Marks. 100

External 100

CP-403: Comprehensive Viva-Voce

Max Marks. 50

External 50

FINANCE

FM-301: Financial Decisions Analysis

Max Marks. 100

External: 70

Internal: 30

Time: 3Hours

Objectives The basic objective of this course is to impart an intensive knowledge about the use of quantitative techniques in specified financial decision—making areas.

Course Contents:

Nature of long term financial decisions: investment, financing and dividend decisions; their linkages, Value Maximisation, objectives. Valuation of a firm’s stock: methods of valuation.

Investment Decision: Project evaluation under risk and uncertainty, measuring risk in capital budgeting: Conventional and Modern techniques, evaluating projects in CAPM context. Decision Tree Analysis, Analysis of Non-Financial aspects

Financing Decisions: theory of capital structure, effects of taxes, bankruptcy cost and agency cost. Financial signaling, making Capital structure decisions. Dividend Decisions: Dividend payout as residual decision, irrelevance of dividends, taxes, managerial consideration, other factors, stock dividends and stock splits, Repurchase of stock.

Lease Financing: Forms of lease financing, accounting and tax treatment of lease, lease vs. buy-break-even lease rentals, other consideration in leasing. Option Financing: Introduction, nature, types of option factors determining option values, option model (BS), equity as a call option. Warrants: nature, features, valuation, motives for issuing warrants, convertible securities, features, valuation, motives for issuing warrants, convertible securities.

Corporate restructuring: introduction and various forms of restructuring, Merger and Acquisitions: features, reasons, legal and procedural aspect of merger, tax consideration, benefits and cost aspects, Negotiation techniques, other corporate restructuring.

Financial Distress: Introduction, prediction of financial distress, voluntary settlement, liquidation nature, types of costs.

Suggested Readings:

1Bierman, Harold. Lease Vs. : Buy Decision. Englewood Cliffs, New Jersey, Prentice Hall Ins., 1982.

2. Prasana Chandra: Financial Management

3.Pandey I.M: Financial Management

4. Van Home, James C. : Financial Management and Policy, Englewood Cliffs, New Jersey. Prentice Hall of India, i990

5. Sapirio, Edverd, Financial Decision Analysis.

6. Ravi.M.Kishore:Financial Management.

7.Copeland And Thomas: Financial Theory And Corporate Policy.

The list of cases and specific references including recent articles will be announced in the class.

FM-302: Foreign Exchange Management

Max Marks. 100

External: 70

Internal: 30

Time: 3Hours

Course Objective: The objective of this course is to provide the basic knowledge about the foreign exchange dealing including exchange rate determination and exchange risk management.

Course Contents:

International Monetary Systems: Historical background and structure. Foreign Exchange Market: Nature, participants and structure. Foreign exchange quotations: Direct and indirect. Convertibility of Rupee, current account convertibility and capital account convertibility.

Exchange rate: meaning, Spread, official and free market rates, cross currency rates, forward rates, exchange rates determination theories, factors affecting, flexible vs. fixed exchange rates, Exchange rate regime, Liberalized Exchange Rate Management System (LERMS).

Currency Forwards, Currency Futures and Currency Options, Currency Swaps. Currency Forwards vs. Currency Futures Contracts.

Foreign Exchange Exposure: introduction, nature and magnitude. Types of exposure: transaction, translation and economic, their measurement and management.

Tax treatment of Foreign Exchange gains and losses. Foreign Exchange Control in India, RBI guidelines, Important provisions of FEMA.

Suggested Readings:

1. Bhorali, D. and Sikidar, S.: International Financial Institution and Monetary Management.

2. Chaudhary , B.K.: Financing of Foreign Trade and Foreign Exchange.

3. Shapiro, Alan C.: Multinational Financial Management, P.H.I., New Delhi.

4. Henning, Pigott & Scott: International Financial Management.

5. Keith Pilbeam : International Finance, MacMillan India Ltd., New Delhi.

6. Apte P.G.: International Financial Management, TMH, New Delhi.

7. Chatterjee, A.K.: Principle of Foreign Exchange.

8. Saran (V): International Financial Management, PHI. New Delhi

The list of cases and specific references including recent articles will be announced in the class.

FM-303: Risk Management

Max Marks. 100

External: 70

Internal: 30

Time: 3Hours

Objective: The main objective of this course is to provide an understanding of basic knowledge about the theory and practice of Risk and its Management strategies.

Course Contents:

Risk and its Management, Objectives of Risk Management, Risk Identification and Measurement, Risk Pooling Arrangements and Diversifications, Process of Risk Management.

Risk Aversion and Risk Management of Individuals and Corporations, Risk Management and Shareholder’s Wealth.

Tax Regulations and Accounting, Factors affecting Corporate Risk Management, Risk Transfer Mechanism.

Analytical tools used in Corporate Risk Management: DOW Index, Fault Tree, Event Tree, Hedging with Derivative Contracts, Risk Pricing.

Process of Risk Control, Loss Prevention, Techniques of Risk Retention and Reduction.

Case Studies in Enterprise Risk Management.

Suggested Readings:

1. Harrington and Mehaus : Risk Management and Insurance, Tata Mcgraw Hills

2. George Rejda: Principles of Risk Management and Insurance

The list of cases and specific references including recent articles will be announced in the class.

FM - 304: Working Capital Management.

Max Marks. 100

External: 70

Internal: 30

Time: 3Hours

Objectives: The objective of the course is to acquaint the students with the importance of the working capital and the techniques used for effective working capital management.

Course Contents:

Concept of Working Capital Management, Importance of Working Capital, Kinds of Working Capital, Factors Determining Working Capital, Estimating Working Capital Requirements; Management of Cash -Motives for Holding Cash and marketable securities; Cash System, Managing the Cash Flows. Types of Collection Systems. Cash Concentration Strategies, Disbursement tools, Investment in Marketable Securities; Forecasting Cash Flows; Measures and Management of Corporate Liquidity, Determining the Optimum Level of Cash Balances - Baumol Model, Beranek Model, Miller—Or Model, Stone Model. Receivable Management: Determining the appropriate Receivable Policy, Marginal Analysis, Credit Analysis and Decision, Heuristic Approach, Discrminant Analysis, Sequential Decision of analysis. Inventory Management: kinds of Inventories, Benefits and Costs of Holding Inventories, Inventory Management and Valuation, Inventory Control Models. Short-term financing: Types of Short term Financing. Programming Working Capital Management.

Suggested Readings:

1. Bhalla,l V K, : Working Capital Management, Text and Cases, 4th ed. Delhi, Anmol, 2001.

2. Hampton J. J. and C. L : Wagner Working Capital Management, John Wiley & Sons, 1989.

3. Mannes, T.S. and J.T. Zietlow : Short-tens Financial' Management, West Pub. Co., 1993.

4. Scherr, F.C. Modern Working Capital Management, Prentice Hall, 1989.

5. Smith, Keith V. and G. W. Gallinger : Readings on Short- term Financial Management 3rd ed., West Pub. Co., 1988.

The list of cases and specific references including recent articles will be announced in the class.

FM-305: Management of Financial Institutions

Max Marks. 100

External: 70

Internal: 30

Time: 3Hours

Objective: The objective of this course is to make the candidates aware about the financial systems prevalent in India and the role of Institution in the financial system.

Course Contents:

Financial System: Nature, structure, role and functions of a financial system. Key elements of a well functioning financial system; Status and objectives, reforms and recent developments in Indian Financial System.

RBI- functions and working, functions of NABARD, structure of Indian banking system, objectives functions, performance of commercial banks. Regional Rural Banks and Cooperative Banks. Assets- liability Management in Banks. Operational policies and performance of Finance Companies, Development finance institutions: ICICI, IDBI, IFCI, IIBI, SFCs, SIDBI; Non-banking finance companies, Housing finance companies.

Indian Securities Market: Stock Exchanges, New Issue Market, Role of SEBI Recent Developments in Indian financial security market; Mutual Funds; Depository System.

An overview of Insurance Institutions in India. Money Market: Meaning, Significance, types; Call money market, Treasury Bills Market. Commercial Bills Market, Commercial Papers

Suggested Readings:

1. Meera Sharma, 'Management of Financial Institutions' Prentice Hall of India, 2008.

2. Bhole L. M 'Financial institutions and Markets' Tata McGraw Hills,2008.

3. Bharati V. Pathak, 'The Indian financial system- Markets, Institutions and Services' Pearson Education, 2008.

4. John C. Hull, 'Risk Management and Financial Institutions", Tata McGraw Hills. 2009.

5. S. Gurusamy, 'Financial Markets and Institutions' 3^rd edition, Tata McGraw Hills.

6. Khan M. Y. ' Indian Financial System' Tata McGraw Hills

The list of cases and specific references including recent articles will be announced in the class.

FM-306: Security Analysis and Investment Management

Max Marks. 100

External: 70

Internal: 30

Time: 3Hours

Objectives: The objective of this course is to impart knowledge to students regarding the theory and practice of Security Analysis and Portfolio Management.

Course Contents:

Investment Management: Capital Investment Process. Types of investment alternatives: Security and Non – security forms of investment; real estate investment; investment instruments of the money market. Valuation theories of fixed and variable income securities, government securities. Operations of Indian Stock Market; SEBI’s Guidelines regarding stock market. New Issue Market; Listing of Securities, OTCEI. Cost of investing in securities; mechanics of investing in Securities.

Objectives of security analysis; Phases of Security Analysis : Fundamental Analysis, Technical Analysis , Efficient Market Hypothesis Theory. Analysis of Risk and Return of Securities. Recent developments in the Indian stock market

Suggested Readings:

Pandian : Security Analysis and Portfolio Management, Vikas Publishing House, New Delhi.
Raman Investment; Principles and Techniques, Vikas Publishing House, New Delhi.
Fischer, Donald E. And Jordan, Ronald J. : Security Analysis and Portfolio Management. Prentice Hall of India, New Delhi.
Fuller, Russell J. and Farrell, James L: Modern Investment and Security Analysis. New York, McGraw Hill.
Alexander, Gorden J. and Bailey, Jeffery V. : Investment Analysis and Portfolio Management, Dryden Press, Thomson Learning, Bombay.
Kevin S. : Security Analysis and Portfolio Management, PHI, New Delhi.
Chandra Prasanna : Investment Management, Tata McGraw Hills

The list of cases and specific references including recent articles will be announced in the class.

FM-401: Principles of Insurance & Banking

Max Marks. 100

External: 70

Internal: 30

Time: 3Hours

Course Objective: The objective of this subject is to acquaint candidates with the contemporary issues in the banking and insurance sectors.

Course Contents:

Insurance-Concept, Nature, Classification-Life & Non-life, Functions, Importance and Principles of Insurance; IRDA Act 1999 - Organization, guidelines for life & Non-life insurance.

Life Insurance -Concept; Public & Pvt. Sector companies in India - their products, schemes & plans; LIC Act 1956-An overview. General Insurance - Concept, Types; Public & Pvt. Sector companies in India - their products, schemes & plans.

Distribution channel in Insurance-Introduction, Individual Agents-Appointment, functions, code of conduct and remuneration; Claims settlement in Life Insurance and General Insurance.

Bank - Concept, Classification, objectives & functions. Bank Management - Concept, Functions, Importance. Legal framework of regulation of banks: Banking Regulation Act 1949 and main amendments. Reserve requirements: CRR, SLR, Forex Reserves, bank fee based services; innovative products in banking; bancassurance. The RBI Act, 1934 and main amendments.

Banking forms - Corporate Banking, Rural Banking, Retail Banking, International Banking, e-banking. Banker-customer relationship: Payment and collection of cheques; special services rendered by banks to customer. Reforms in banking after 1991. Micro Financing in India.

Suggested Readings:

1. Nalini Prave Tripathy, Prabir Pal, 'Insurance theory and practice' TMH 2007.

2. Justin Paul and Padmalatha Suresh, 'Management of Banking and financial services'. TMH 2009.

3. M. Ravathy Sriram and P.K. Bamanan, 'Core banking solution' PHI 2008

4. Jyotsna Sethi and Nishevan Bhatia, ' Elements of Banking and Insurance' PHI 2008.

5. Vijayaragavan Iyengar, 'Introduction to Banking' Excel Books Pvt. ltd. 2007.

6. Viganim, BML, 'Banking, law and practice' Konak Publication 2005

7. K.C. Shekhar, Lakshmy Shekhar, 'Banking, theory and practice' Pearson publications, 2009

The list of cases and specific references including recent articles will be announced in the class.

FM-402: International Financial Management

Max. Marks: 100

External: 70

Internal: 30

Time: 3 Hours

Course Objective: The objective of this paper is to give students an overall view of the international financial system and how multinational corporations operate.

Course Contents:

Concept of International Financial Management, International flow of funds, Overview of Foreign Exchange Markets, International Investment Decisions - Foreign Direct Investment, International Portfolio Investment, International Capital Budgeting, Evaluation and Management of Political Risk. International Financing Decisions : Financial Choices for an MNC, Capital and Money Market Instruments. Multilateral Development Banks : World bank ,IFC, Asian Development Bank. Cost and Risk of financing. Management of Short form Funds: International Working Capital Management, Financing Foreign Trade, International Taxation, Transfer Pricing.

Suggested Readings:

1. Belch, George E and Belch, Michael A. : Introduction to Advertising and Promotion, 3^rded, Chicago, Irwin, 2002.

2. Arens and Bovee : Contemporary Advertising, Irwin, 1995.

3. Sandage and Fryberger : Advertising, AITBS, Delhi, 2000.

4. Batra, Rajeev, Myers, johan G. and Aaker, David A. Advertising Management, 4^th ed., New Delhi, prentice Hall of India, 2002.

5. O, Guinn : Advertising & Integrated Brand Production, Vikas Publishing House, New Delhi.

6. Kleppner, Otto : Advertising Procedure, Englewood Cliffs, New Jersey, Prentice Hall Inc., 1986.

7. Wells, William, Burnett, Johan & Moriarty Sandara, PHI, 2002.

The list of cases and specific references including recent articles will be announced in the class.

MM-302: Sales and Distribution Management

Max. Marks: 100

External: 70

Internal: 30

Time: 3 Hours

Objectives: There is absolutely no denying the fact that any even a good product is handicapped without proper selling and distribution arrangement. This paper aims to provide an understanding of the concepts, attitudes, techniques and approaches required for effective decision making in the areas of Sales and Distribution.

Course Contents:

SALES MANAGEMENT- THE BASIC FRAMEWORK: Introduction to Sales Management; Sales Organisation, Sales Functions and Policies. Tasks and Responsibilities of Field Sales Manager.

PERSONAL SELLING: Nature and Scope, Formulation of Personal Selling Strategy, An Ideal Personal Selling Process

PLANNING THE SALES EFFORTS: Sales Planning and Budgeting, Estimation of Market Potential and Sales Forecasting, Setting Sales Territories, Fixation of Sales Quota, Sales and Cost Analysis.

MANAGING SALESFORCE: Selection, Training, Compensation, Motivation, Evaluation of Sales Performance

DISTRIBUTION MANAGEMENT: Role of Marketing Channels, Creation and Design of Marketing Channels. Managing the Channels, Channel Integration and Systems: VMS, HMS and Multi-channel Marketing Systems, Channel Conflict and Resolution, Wholesaling And Retailing, Channel Information System, Measuring and Evaluating Channel Performance.

SUGGESTED READINGS

1. Still, Richard R., Cundiff, Edward W. & Govoni, Norman; Sales Management - Decision, Strategies and Cases; Pearson Education/Prentice Hall of India; New Delhi.

2. Dalrymple, Douglas J.; Cron, William L. & Decarlo, Thomas; Sales

3. Management; John Wiley & Sons (Asia) Pvt. Ltd; New Delhi.

4. Futrell, Charles M.; Sales Management - Team work, Leadership and Technology; Cengage Learning.; New Delhi.

5. Rosenbloom, Bert; Marketing Channels: A Management View; Cengage Learning; New Delhi.

6. Stern, Louis W.; El-Ansary, Adel & Coughlan, Anne T.; Marketing Channels', Prentice Hall of India/Pearson Education; New Delhi.

7. Coughlan A.T., Anderson E., Stern L.W and Ansary A.E., Marketing Channels, Pearson Education.

8. Spiro, R., Management of a Sales Force, 11th Edition, Pearson Education.

9. Ingram, Sales Management: Analysis and Decision Making , Cengage Learning,

10. Spiro, Stanton and Rich", Management of a Sales Force, TMH.

11. Kotler, P and Kevin L Keller, Marketing Management, Prentice Hall India, 12^thEdition..

12. Journal of Personal Selling and Sales Management, American Marketing Association.

13. International Journal of Retail and Distribution management, Emerald Publications.

The list of cases and specific references including recent articles will be announced in the class.

MM-303: Brand Management

Max. Marks: 100

External: 70

Internal: 30

Time: 3 Hours

Objectives: The objective of this course is to impart in - depth knowledge to the students regarding the theory and practice life cycle and Product and Brand Management.

Course Contents

Brand-Definition, Evolution of Brands, Functions of Brand, Role of Brand, Branding- Importance of branding; Branding terminology; Brand awareness, brand names, brand protection, brand personality, brand image, brand loyalty, brand equity; Private versus national branding

Brand Value: Definition, Core Brand values. Value creation, Porter's value chain, Brand extension decisions,

Brand Identity & Positioning: Meaning of Brand identity, Need for Identity & Positioning, Dimensions of brand identity, Brand identity prism, Brand positioning - Meaning, Point of parity & Point of difference, Positioning guidelines and re-launch

Managing the brands over time- Functional brands, symbolic brands, experiential brands, concept management, forces affecting brands, brands revitalization and brand elimination Brand Valuation- Meaning, approaches of brand valuation; cost based approach, market based approach, royalty approach, discounted cash flow approach, interbrand approach, Choosing the valuation method, branding in specific sectors: Customer, industrial, retail, service, Branding for international marketing Brandin.

Suggested Readings :

1. Aaker, David, A.: Managing Brand Equity, New York, Free Press, 1991.

2. Harsh V Verma: Brand Management: text and cases, Excel Books, 2008.

3. S. A. Chunawalla: Compendium of Brand Management, Himalaya Publishing House 2004.

4. Cpwley, Don. : Understanding Brands, London, Kogan Page, 1991.

5. Czemiawskd, Richard D. & Michael W. Maloney : Creating Brand Loyalty, AMACOM, NY, 1999.

6. Kapferer, J N. : Strategic Brand Management, New York, Free Press, 1992.

7. Up shaw, Lyhh B. : Building Brand Identity: A Strategy for Success in a Hostile Market place, New York, John Wiley, 1995.

8. Keller, Kevin Lana : Strategic Brand Management, Prentice Hall, 1998.

The list of cases and specific references including recent articles will be announced in the class.

MM-304: Consumer Behaviour

Max. Marks: 100

External: 70

Internal: 30

Time: 3 Hours

Objectives: This course primarily aims at sensitising towards behaviour that consumers display prior to, during and after purchase. The same is of utmost importance for the budding managers to understand as all the modern day corporate policies, directly or indirectly are framed keeping in mind the ultimate customers.

Course Contents:

The Field of Consumer Behaviour- Meaning, Nature and Scope, Historical Development, Contributing Disciplines and Consumer Behaviour and Marketing Strategy.

Consumer Involvement and Decision Making- A detailed framework for consumer decision making process and its marketing implications.

Internal Influences on Consumer Behaviour-

The Concept of Motivation and Its Marketing Implications; The Concept of Personality and Its Marketing Implications; The Concept of Perception and Its Marketing Implications; The Concept of Learning and Its Marketing Implications; Attitude Formation and Change

External Influences on Consumer Behaviour

Cultural, Sub-Cultural and Social Class Influences on Consumer Behaviour; Reference Groups and Their Influence on Consumer Behaviour; Family Influence on Consumer Behaviour; Opinion Leadership and Its Influence on Consumer Behaviour; Consumer Influence and Diffusion of Innovation

SUGGESTED READINGS

Schiffman, L and L Kanuk, Consumer Behaviour, Prentice Hall, 10^th Edition.
Blythe J, The Essence of Consumer Behaviour, Prentice Hall, Revised Edition.
Blackwell, R.D, Miniard, P.W and J F Angel, Consumer Behaviour, Cengage Learning India Pvt. Ltd., 3^rd Indian Reprint.
Louden and A Della, Consumer Behaviour, Tata McGraw Hill Publications, 2010.
Peter, J. P and J.C Olson, Consumer Behaviour and Marketing Strategy, Mc Graw Hill, 2009.
Henderson, S, Consumer Behaviour in theory and in Action, John Wiley and Sons.
Assael, H, Consumer Behaviour- A Strategic Approach, Houghton Miffin, 2004.
Journal of Consumer Behaviour, John Wiley and Sons Ltd.

The list of cases and specific references including recent articles will be announced in the class.

MM-305: Retail Marketing

Max. Marks: 100

External: 70

Internal: 30

Time: 3 Hours

Course Objective: Course objective is to acquaint students with conceptual frame work of retail marketing and changed face of retail business.

Course Contents:

Retailing- Meaning, Scope and importance of retailing in the economy. Functions and classification of retailers. The concept of Organized Retailing- issues and challenges in organized retailing. Growth of Retail in Indian Context. Understanding the retail customer- the need for studying consumer behavior, factors influencing the retail shopper, the consumer decision making process. Store location-types of retail locations, steps involved in choosing retail location, important factors for choosing a location. Store layout and Design: store layout- key considerations, importance of layout and steps for designing layout. Pricing the merchandise- methods and factors affecting the pricing decisions. Retail promotional strategies.. Customer Relationship management in retailing. IT applications in retailing. Non-store retailing: introduction, size of Indian market, classification of Indian market

Suggested Readings:

1. Roger Cox and Paul Brittain: Retailing- An Introduction, Pearson Education.

2. Barry Berman and Joel R. Evans: Retail Management- A Strategic Approach, Pearson Education.

3. Swapna Pradhan: Retailing Management- Text & Cases, The McGraw-Hill Companies.

4. Michael Levy, Barton A Weitz and Ajay Pandit: Retailing Management, TheMcGraw-Hill Companies.

5. Arif Sheikh and Kaneez Fatima: Retail Management, Himalaya Publishing House.

6. Chetan Bajaj, Rajnish Tuli and Nidhi Srivastava: Retail Management, OxfordUniversity Press.

The list of cases and specific references including recent articles will be announced in the class.

MM-306: Marketing Research

Max. Marks: 100

External: 70

Internal: 30

Time: 3 Hours

Objectives: The purpose of this course is to enable students learn the process, tools and techniques of marketing research.

Course Contents:

Introduction to Marketing Research, Importance, nature and scope of marketing research; marketing information system and marketing research; Marketing research process, Ethical issues in MR. Problem Identification and Research Design: Problem identification and definition: Development of a research proposal: Types of research designs. Data Resource: Secondary data sources and usage; Online data sources; Primary data collection methods - Questioning techniques, online surveys, observation method; Questionnaire preparation. Attitude measurement and scaling techniques - elementary introduction to measurement scales. Sampling Plan: Universe, sample frame and sampling unit; Sampling techniques; Sample size determination. Data Collection : Organisation of field work and survey errors - Sampling and non - sampling errors. Data Analysis: Hypothesis testing, tests of significance (Parametric & non - parametric) Univariate, bivariate and multivariate data analysis; Report preparation and presentation. Marketing Research Applications: Product research; Advertising research; Sales and Market research.

Suggested Readings :

1. Boyd. H.W. Ralph Westfall and S.F. Starsh : Marketing Research: Text and Cases, Richard D. Irwin, Boston.

2. Chisnall, peter M: The Essence of Marketing Research, Prentice Hall, New Delhi.

3. Churchill, Gilbert. A : Basic Marketing Research, Dryden Press, Boston.

4. Green Paul E. Donald S. Tull and Gerald Albaum : Research for Marketing Decision, Prentice Hall, New Delhi.

5. Luck, D.J.: Marketing Research, Prentice Hall, New Delhi.

6. Tull, Donald and Hawkin, Del : Marketing Research : Measurement and Method, Prentice Hall, New Delhi.

7. Beri, G.C.: Marketing Research, Tata McGraw Hill, New Delhi.

The list of cases and specific references including recent articles will be announced in the class.

MM-401: International Marketing

Max. Marks: 100

External: 70

Internal: 30

Time: 3 Hours

Objectives : The basic objective of this course is to acquaint the students with environmental, procedural, institutional and decisional aspects of international marketing.

Course Contents:

International Marketing: Definitions, nature, scope and benefits; reasons and motivations underlying International Trade and International Business; Process of International Marketing; Domestic Marketing versus International Marketing, basic modes for entry; International Marketing Environment; Factors influencing International market selection and segmentation, Selection strategies. International Marketing Planning and Control. International Marketing Mix: International product policy and planning: International product mix, Product life cycle, product standardization and adaptation, and organization of product warranties and services. Branding, labeling, packaging, International pricing policies, the process of price setting, pricing decisions, information for pricing decisions. Terms of payment in international transactions, dumping, counter trade, transfer pricing and grey marketing. International Advertising: International advertising strategy, elements of advertising strategy, media strategy. International Distribution Management: International Distribution Channels, International distribution policy, selecting distribution channels.

Emerging issues in international marketing: Global e-marketing-The Death of Distance, communications, Targeting the individual customers, relationship marketing, interactivity, The information and communication technology .

Suggested Reading

1. Vern Terpestra and Ravi Sarthy : International Marketing, Thosmson.

2. Simon Majaro : International Marketing.

3. John, Fayerweather : International Marketing.

4. R. L. Varshney and B. Bhattacharya : International Marketing; Sultan Chand Publication, N. Delhi.

5. Sak Onkvisit and John Shaw : International Marketing ( Analysis and Strategy), PHI, N. Delhi.

6. Rakesh Mohan Joshi: International Marketing, Oxford University Press.

The list of cases and specific references including recent articles will be announced in the class.

MM-402: Industrial Marketing

Max. Marks: 100

External: 70

Internal: 30

Time: 3 Hours

Objectives: The objective of this course is to lay a foundation for an understanding of the complex dimension of the Industrial Marketing.

Course contents:

Nature of International Marketing: Industrial versus Consumer Marketing Management; understanding Industrial Markets; Organizational Customers; Classifying Industrial products, Unique characteristics of organizational Procurement. Organizational buying Activities, objectives in organizational buying, Purchasing’s influence on Buyer Behaviour, Psychological factors influencing individual Decision Making, strategic Planning in the Industrial Market. The Strategic Planning Process, Marketing Role in the Strategic Planning Process. Basis for segmenting Industrial Markets, Target Marketing and Product Positioning. Industrial Product Management, product development strategy, Relationship of Logistics and Physical Distribution, factors influencing pricing strategy.

Suggested Readings

1. Reader Robert R. Industrial Marketing Analysis, Planning and control Englewood Cliffs, New Jersey, Prentice Hal Inc. 1991.

2. Vitale; Business to Business Marketing; Thomson Learning, Mumbai.

3. Havalder Krishna K, Industrial Marketing, TMH, New Delhi.

4. Corey E Raymond, Industrial Marketing: Cases and concepts, 3^rd ed. Englewood cliffs, New Jersey Prentice Hall Inc. 1983.

5. Gross AC Business Marketing Boston, Houghton Mifflin, 1993.

6. Hill, Richard etc. Industrial Marketing. Homewood Illinois, Richard D. Irwin, 1975.

7. Webster, FE. Industrial Marketing Strategy, 2^nd ed. New York John Wiley, 1979.

8. Alexender S. Ralph cross – Industrial Marketing.

9. Reeder Robert R., “Industrial Marketing” PHI.

10. M.Govindarajan “ Industrial Marketing Management” Vikas Publishing House.

The list of cases and specific references including recent articles will be announced in the class.

MM-403: Service Marketing

Max. Marks: 100

External: 70

Internal: 30

Time: 3 Hours

Objectives: This course primarily aims at sensitising towards marketing orientation required in case of services. The same is of utmost importance for the budding managers to understand as service sector has become the cornerstone of any economy and that marketing of services require an altogether different approach as against marketing goods.

CONTENTS

SERVICES AND THE ECONOMY

The growing influence of services in the economies of the countries around the globe.
Services and the Indian Economy: Contribution and Reasons for Growth of Services in India.

SERVICES AND IT’S MARKETING

Unique Characteristics of Services and Problems Associated with Services Marketing on Account of these.
Overcoming Challenges Associated with Services Marketing.
Goods-Service Categorisation.
Types of Services- Core and Supplementary.

SERVICE MARKETING ENVIRONMENT AND MIX

Prominent Environmental Factors Influencing Service Marketing.
A Bird’s Eye-View of Service Marketing Mix- Product, Price, Place, Promotion, Process, People, Physical Evidence and Productivity.

SERVICE MANAGEMENT TRIANGLE

An Introduction to the Concept and its Variants viz. Internal Marketing, External Marketing and Interactive Marketing.

SERVICE QUALITY, PRODUCTIVITY AND RECOVERY

Service Quality- Prominent Models.
Service Productivity- Measurement and Productivity Enhancement Strategies. Relationship between Service Quality and Productivity.
Service Recovery- Significance. Recovery Techniques.

SERVICE VALUE ENHANCEMENT

Service Differentiation- Significance and Techniques.
Service Positioning- Ways.
Relationship Marketing- Significance and Tools.

Suggested Readings

1. Zeithaml, V.A, D.D Gremler, M.J Bitner and A Pandit, Services Marketing, Tata McGraw Hill, 4^th Special Indian Edition.

2. Hoffman, K.D and JEG Bateson, Marketing of Services, Cengage Learning, Indian Edition.

3. Lovelock, Christopher, Services Marketing, Pearson Education, 7^th Edition.

4. Woodruff, H.E, Services marketing, Longman Group.

5. Payne, D, The Essence of Services Marketing, Prentice Hall of India.

6. Verma, Harsh V, Services Marketing- Text and Cases, Pearson Education.

7. Kotler, Philip and Gary Armstrong, Principles of Marketing, Prentice Hall of India.

8. Journal of Services Marketing, Emerald Publications

The list of cases and specific references including recent articles will be announced in the class.

MM-404: Strategic Marketing

Max. Marks: 100

External: 70

Internal: 30

Time: 3 Hours

Objectives: This course primarily aims at enabling the students to develop analytical skills in the formulation and implementation of market driven strategies for an organisation.

CONTENTS

The Field of Strategic Marketing

Meaning, Nature and Historical Perspective.
Strategic Marketing v/s Marketing Management
Process and Future of Strategic Marketing.

Strategic Analysis

Customer Analysis- Process and a Study of Key Factors Pertaining to the Analysis of Individual Customers and Organisational Customers.
Competitor Analysis- Rationale and Process. Types of Competitors- Market Leaders, Market Challengers, Market Followers and Market Nichers. An Overview of the Strategic Options Available to Various Types of Competitors.
Market Analysis- Dimensions and Process.
Internal Analysis- An Overview of Various Financial and Non-Financial Techniques. Shareholder Value Analysis.

An Overview of Alternative Strategies

Generic Strategies- Cost Leadership Strategy, Differentiation Strategy, Focused Strategy.
Product- Market Strategies- Market Penetration Strategy, Market Development Strategy, Product Development Strategy and Diversification Strategy.
Global Strategies
Preemptive Moves
Obtaining Sustainable Competitive Advantage.

Role of Portfolio Analysis in Strategic Choice

BCG Matrix
GE 9 Cell Model
Shell Directional Policy Matrix

Implementing Marketing Strategies

The Role of Structure, Systems, People and Culture.

Evaluation and Control of Marketing Strategy

Rationale and Techniques- Annual Plan Control, Profitability Control, Efficiency Control and Strategic Control.

Suggested Readings:

Aaker, David A, Strategic Market Management, Wiley Publications, 5^th Edition.
Kerin, R A and R A Peterson, Strategic Marketing Problems, Pearson Education, 12^th Edition.
Cravens, W and Nigel F Piercy, Strategic Marketing, McGraw-Hill Publications, Indian Edition.
Walker, B and Mullins Larrech, Marketing Strategy, McGraw Hills Publications, Indian Edition.
Jain, S C, Marketing Strategy- Planning, Implementation and Control, Cengage Learning, India Edition.
Kotler, P and Kevin L Keller, Marketing Management, Prentice Hall India, 12^th Edition..

The list of cases and specific references including recent articles will be announced in the class.

MM-405: Rural and Agricultural Marketing

Max. Marks: 100

External: 70

Internal: 30

Time: 3 Hours

Course Objective: Course objective is to acquaint students with the complexities of Marketing in Rural Areas along with marketing of agricultural produce in Indian context.

Course Contents:

Rural Marketing- Definition, Nature and Scope. Rural Markets- characteristics, importance and challenges & potential in rural markets. Rural Marketing environment. Understanding rural consumers- buying behavior models, factors affecting consumer behavior, buying process. Rural Markets and STP(Segmenting, Targeting and Positioning).Rural Marketing Mix: Product strategy- product concepts and classification, new product development, product life cycle, packaging and branding in rural India. Pricing strategy- objectives, factors affecting pricing, methods of pricing. Communication strategy- objectives, methods and challenges in rural communication. Rural Distribution strategy- distribution channels and organizing personal selling in rural markets. Role of IT in rural marketing(e-Choupals).Agricultural Marketing; concept, process and functions, types of agricultural markets, methods of sale, problems of agricultural marketing, Role of Central and State Governments Institutions and organizations in agricultural marketing. Agricultural Price Commission. Nature, scope and role of co-operative marketing in India.

Suggested Readings:

1. Balram Dogra and Karminder Ghuman: Rural Marketing-Concepts& Practices, Tata

McGraw-Hill Publishing Company Ltd.

2. Awadhesh Kumar Singh and Satyaprakash Pandey: Rural Marketing- Indian

Perspective, New Age International (P) limited Publishers.

3. Pradeep Kashyap and Siddhartha Raut: The Rural Marketing, Biztantra

4. C.S.G Krishnamacharyulu and Lalitha Ramkrishnan: Rural Marketing- Text & Cases,

Pearson Education Asia.

5. K.S.Habeeb-Ur-Rahman: Rural Marketing In India, Himalaya Publishing House.

6. Ramkishen. Y: New Perspectives In Rural and Agricultural Marketing, Jaico Publishing House.

7. T.P.Gopalaswamy: Rural Marketing, Vikas Publishing House Pvt. Ltd.

The list of cases and specific references including recent articles will be announced in the class.

MM- 406: Marketing Communication Strategy

Max. Marks: 100

External: 70

Internal: 30

Time: 3 Hours

Objectives: This paper aims to provide a sound understanding of and an integrated approach towards marketing communications mix

Course Contents:

INTEGRATED MARKETING COMMUNICATION

· Role of IMC in Marketing Process.

· IMC Planning Model

· Developing IMC Plan.

MARKETING COMMUNICATION MIX

· Elements of Marketing Communication Mix

· Characteristics of Marketing Communication Mix

· Factors in Setting the Marketing Communication Mix

· Measuring Effectiveness of Various Elements of Marketing Communication Mix.

ADVERTISING

· Purpose, Role, Functions and Types.

· Advertising Objectives and Goal Setting

· Advertising Budgeting.

· Detailed Media Planning, Scheduling and Strategy.

· Devising Advertising Campaign.

· Measuring Advertising Effectiveness.

SALES PROMOTION

· Meaning and Importance.

· Integration with Advertising and Publicity.

· Prominent Sales Promotion Tools

· Push-Pull Strategies.

· Decisions Confronting Sales Promotion.

PUBLIC RELATIONS

· Meaning and Importance

· Objectives and Goals

· Prominent PR Tools

· Public Relation Decisions and Strategies

· PR V/S Publicity

DIRECT MARKETING

· Meaning and Importance

· Prominent Direct Marketing Tools

· Direct Marketing Decisions and Strategies.

PERSONAL SELLING

· Meaning, Importance and Principles

· Designing Sales Force.

· Managing the Sales Force.

SUGGESTED READINGS

1. Belch and Belch, Advertising and Promotions- IMC Perspectives, Tata McGraw Hill.

2. Clow and Baack, Integrated Advertising, Promotion, and Marketing Communications, Pearson Education.

3. O Guinn and Allen Semenik, Advertising and Integrated Brand Promotion, Cengage Learning.

4. Murthy, S N and U Bhojanna, Advertising- An IMC Perspective, Excel Books.

5. Batra, Meyers and Aaker, Advertising Management, PHI Publications.

6. Kotler, P and Kevin L Keller, Marketing Management, Prentice Hall India, 12^th

7. Edition..

8. Journal of Marketing Communication, American Marketing Communication

The list of cases and specific references including recent articles will be announced in the class.

HRM

HRM-301: Management of Industrial Relations

Max. Marks: 100

External: 70

Internal: 30

Time: 3 Hours

Objectives: Organizational efficiency and performance are intricately interlinked with industrial relations. This course is an attempt to appreciate the conceptual aspects of industrial relations at the macro and micro levels. Management Industrial Relations

Course Contents:

Industrial Relations: The Concept, Background, Evolution, The Dynamic Context of Industrial Relations: Globalization and the National Economy, Responses to Competitive Pressures, Changes in Employment Practices; The Actors in Employee Relations: Management, Unions and the State. Role of Trade Union in Industrial Relations, Changing Profiles of Major Stakeholders of Industrial Relations in India. Employee Involvement & Participation: Concept, Objectives and Forms. Ethical Codes. Discipline & Grievance Management: Forms and Handling of Misconduct. Collective Bargaining: Importance, Forms, Process of Negotiation and Recent Trends in Collective Bargaining. Positive Employee Relations, Industrial Relations & Technological Change, Adjustment Processes and Voluntary Retirement Schemes, Main Recommendations of the Second National Labor Commission, International Labor Organization (ILO): Objectives, Structure and Procedure for Admission as a Member. Managing Without Unions, International Dimensions of Industrial Relations, The Future Direction of Industrial Relations.

Suggested Readings

1	Venkataratnam	Industrial Relations, Oxford University Press.2009
2	Sinha, P.R.N. et. al	Industrial Relations, Trade Unions, and Labour Legislation. Pearson Education. 2009
3	Blyton, P. & Turnbull, P.	The Dynamics of Employee Relations. Palgrave Macmillan. 2004
4	Ackers, P. & Wilkinson, A.	Understanding Work & Employment: Industrial Relations in Transition. Oxford: Oxford University Press. 2003
5	Padhi, P.K.	Labor and Industrial Laws. Prentice Hall of India.2010
6	Singh, B.D.	Industrial Relations: Emerging Paradigms. Excel Books. 2009
7	Sen, R.	Industrial Relations: Text and Cases. Macmillan India. 2009

The list of cases and specific references including recent articles will be announced in the class.

HRM-302: Legal Framework Governing Human Relations

Max. Marks: 100

External: 70

Internal: 30

Time: 3 Hours

Objectives: Understanding of the legal framework is important for the efficient decision making relating to human resource management and industrial relations. The course aims to provide an understanding, application and interpretation of the various labour laws and their implications for industrial relations and labour issues.

The Trade Unions Act 1926,
The Industrial Dispute Act 1947,
The Factories Act 1948, ,
The Industrial Employment (Standing Orders) Act 1972,
The Payment of Bonus Act, 1965,
The Minimum Wages Act 1948,
The Payment of Wages Act 1936,
The Workmen’s Compensation Act 1923,
Contract Labour (Regulation and Abolition) Act, 1970.
Child Labour (Prohibition and Regulation) Act, 1986.

Suggested Readings:

1	Malik, P.L.	Handbook of Labour and Industrial Laws, Eastern Book Company, 2010.
2	Venkataratnam	Industrial Relations, Oxford University Press.2009.
3	Padhi, P.K	Labor and Industrial Laws. Prentice Hall of India. 2010.
4	Mamoria, Mamoria & Gankar	Dynamics of IR, HPH, New Delhi 2009.
5	Srivastava,	Labour & Industrial Laws, Vikas Publications, New Delhi, 2007.
6	Moshal, B.S.	Business & Industrial Law, Anne Books.
7	Paul, Meenu	Labour& Industrial Law, Allahabad Law Agency.
8	Mishra, S.N	Labour& Industrial Law, Central Law Publications.
9	Sinha, P.R.N. et al	Industrial Relations, Trade Unions, and Labour Legislation. Pearson Education, 2009.

The list of cases and specific references including recent articles will be announced in the class.

HRM-303: Managing Interpersonal and Group Processes

Max. Marks: 100

External: 70

Internal: 30

Time: 3 Hours

Objectives: The purpose of this course is to advance understanding regarding interpersonal and group processes and help the student to examine and develop process facilitation skills mainly through laboratory and other experience-based methods of learning.

Course Contents:

Group- Concept, classification, Group Development, Group Structural variables, Group as a medium of learning, Developing and Change, Learning social behavior, Social learning theories, Group norms and behavior in groups, Group influence processes- accommodation, assimilation, cooperation, competition and conflict, Group decision making- techniques of group decision making, Group synergy. Team- Concept, types, team effectiveness, team building, Issues teams face: managing conflict, diversity, power & politics. Interpersonal Behavior & Influence Processes - Nature, Interpersonal Communication, Factors affecting interpersonal communication, Interpersonal Awareness, and Feedback process including Johari Window, Life Script Analysis, Transactional Analysis and 360 Degree Feedback. Interpersonal trust, Fundamental Interpersonal Relations Orientation (FIRO-B), Career Roles & Identity. Self Awareness-GROW, DOTS & Holland Models. Behavioural Modification Models.

Suggested Readings

1	Bennis, W.G	Essay in Interpersonal Dynamics, U.S.A., Dorsey Press, 1979
2	Davis, Keith	Organizational Behaviour, 11^th ed., McGraw /Irwin, 2002
3	Greenberg	Behavior in Organizations, 10/e, Pearson Edition
4	Kolb, D. etc	Organizational Behaviour: An Experiential Approach 5th ed., Englewood Cliffs, New Jersey, Hall Inc., 1991.
5	Kolb, D. etc	Organizational Behaviour: Practical Readings for Management, 5th ed., Englewood Cliffs, New Jersey Prentice Hall Inc.,1991.
6	Luthans, Fred	Organizational Behaviour, 12^th ed., Long learning education
7	Mainiero, L.A. & Tromley C.L	Developing Managerial Skills in OB, New Delhi, Prentice Hall of India, 1985.
8	Moore, M.D.	Inside Organizations: Understanding the Human dimensions, London, Sage, 1988.
9	Robbins, Stephen	Organizational Behavior, 14^th ed. 2012, Pearson Edition

The list of cases and specific references including recent articles will be announced in the class.

HRM 304: Organizational Change and Intervention Strategies

Max. Marks: 100

External: 70

Internal: 30

Time: 3 Hours

Objectives: The objective of this paper is to make the students learn about the organizational change and prepare them as change facilitators using the knowledge and techniques of behavioral science.

Course contents:

Organizational Change: Nature and meaning of organizational Change, forces for organizational change, Types of change, Models of organizational Change- Lewins Model and System Model of change, Resistance to change, Building support for change.

Organizational Development: Concept, Characteristics, Steps in OD Process, General Competencies for OD Professionals, Values, Assumptions and beliefs in O.D, Ethics of O.D. Professionals, O.D. Interventions- An overview, Nature, major families of O.D. interventions- Interpersonal, Team, Intergroup, Third party and System Interventions, Contemporary OD Interventions-Learning Organizations, Organization Restructuring, Employee Involvement and Work Design; Future of Organization Development

Suggested Readings

1	French and Bell	Organizations Development. Prentice Hall of India. New Delhi, 1991.
2	French, W L. etc	Organization Development theory, Practice and research 3rd ed. Universal Book Stall, New Delhi, 1990.
3	Singh, Kavita	Organizational Change & Development, Excel Books.2010
4	Robbins ,Judge and Vohra	Organisational Behaviour, Pearson Education India 2011
5	Kinicki and Krietner	Organisational Behaviour, Tata McGraw Hill Publications, 2011
6	Newstrom	Organisational Behaviour at Work, Tata McGraw Hill Publications, 2011.
7	Baron and Greenberg	Behaviour in Organisations, PHI, 2011.
8	Jones and Mathew	Organisation Designs, Theory and Change, Pearson Education, 2011
9	Pareek, Udai	Understanding Organisational Behaviour, Oxford University Press,2012.
10	Huse, F E. and Cummings, T G.	Organizations, Development and Change. 3rd ed. New York, West, 1985.

The list of cases and specific references including recent articles will be announced in the class.

HRM-305: Manpower Development for Technological Change

Max. Marks: 100

External: 70

Internal: 30

Time: 3 Hours

Course Objective:. This course aims to discuss the major aspects of technological change and the kind of human resource management strategies and steps which may equip the organization and its human resources to adequately cope with such changes.

Course Contents:

Technology & HRD: An Introduction Changing Environmental Context of HRD. The Emerging Profile of HR in wake of Technological Changes. Organizational and HR Implications of Technological Change. Technological Innovation: Concept and Process, Role of HR in supporting innovation programme in an organisation. Process of measuring the outcome of an Innovation in organisation. Technology and Culture; Proactive and Reactive Manufacturing Culture, Hofstede’s Culture orientation model, Influence of technological Culture in workplace. Process of transition from Reactive to Proactive culture, Steps in technology transition process. Concepts of Technological Management, Technology Planning and Technology Transfer. Impact of Technology on New Age Leadership, Emerging Trends and Expectations of Leadership. New Technology and Changing HR Skills Sets for functional managers and for organisations, Concept of multi-skill development; Manpower Redundancy Syndrome: Concept and mechanisms for avoiding it. Interface of Technology in HRD Mechanisms: Usage and Benefits of Technology in Manpower Training, Competency Mapping & Management, Performance Management, HRIS. Contemporary practices of HR in Technological era. Balanced Scorecard: Concept, perspectives and Significance; HR Scorecard, Six-Sigma and Knowledge Management.

Suggested Reading:

1	Bhattacharya, Deepak Kumar	Technological Change and Manpower Development, Excel Publications 2010.
2	Aggarwala, Tanuja	Strategic HRM Oxford University Press.2010.
3	Mankin, David	Human Resource Development, Oxford University Press.2012
4	Haldar, Udai	Human Resource Development, Oxford University Press.2010.
5	Dessler, Garry & Varakkey, Biju	Human Resource Management , 12^th Edition, Pearson Education 2012.
6	Clark, Jon	Human Resource Management and Technology Change, Sage, London, 1993.
7	Gampbell, A & Warner, M.	New Technology, Skills, and Management, Routledge, London, 1992.
8	Rastogi, P.N.	Management of Technology and Innovation, Sage, New Delhi, 1995.

The list of cases and specific references including recent articles will be announced in the class.

HRM-306: Global Human Resource Management

Max. Marks: 100

External: 70

Internal: 30

Time: 3 Hours

Objectives: The objective of this course is to develop a diagnostic and conceptual undertaking of the cultural and related Behavioural variables in the Human Resource Management of global organizations.

Course Contents:

Core concepts in managing human resources in the global business environment; Understanding and managing the Culture factor in GHRM. Approaches to Understanding & Managing Cultural Diversity. The Contingency Matrix approach to GHRM. Global staffing and staff flow practices. Global organisation design. Learning, training & development of global employees. Performance management in MNCs. Global compensation and benefits. MNCs and industrial relations trends. Emerging global HRM practices. Industrial Relations in a Comparative Perspective. Emerging Trends in Employee Relations and Employee Involvement .International Labour Standards. HR/IR issues in MNCs and Corporate Social Responsibility.

Suggested Readings

1	Gupta, S.C.	International HRM, Macmillan India.2012.
2	Ray and French	International HRM, University Press, 2010
3	Bartlett, Cand Ghoshal, S.	Transnational Management: Text, Cases and Readings in Cross Border Management. Chicago, Irwin, 1995.
4	Hofstede, G.	Cultures Consequence: International Differences in Work Related Values. London, Sage, 1984.
5	Mead, R.	International Management: Cross Cultural dimensions. BlackWell, Camb., Mass., 1994.
6	Evans, Pucik and Barsoux,	The Global Challenge- framework for international human resource management, Tata McGraw-Hill Irwin.
7	Dowling, Peter J and Welch, Denice E.,	International Human Resource Management- Cengage Learning 2010
8	Aswathappa, K	International Human Resource Management, McGraw Hill 2009
9	Tayeb, Monir H.	International Human Resource Management, Oxford University Press - 2005
10	Rao, P.L.	International Human resource Management, Excel Books, 2009

The list of cases and specific references including recent articles will be announced in the class.

HRM 401: Management Training and Development

Max. Marks: 100

External: 70

Internal: 30

Time: 3 Hours

Objectives: The purpose of this paper is to provide an in-depth understanding of the role of Training in the HRD, and to enable the students to manage the Training systems and processes effectively.

Course contents

Training & Development: Concepts, Definition, Meaning, Need, Importance, Objectives, Special Issues. Concepts of Education, Training & Development: An Overview. Types Of Training. The Training Context: Nature and Scope of Training, Training Challenges, Forces influencing Working and Learning, Learning: Theories and Process. Training Needs Analysis: The Process and Approaches of TNA, Organizational Analysis: TNA and Training Process Design, Output of TNA, Training Design, Delivery & Evaluation. Understanding & Developing the objectives of Training, Considerations in Designing Effective Training Programs: Selecting and Preparing the Training Site, Selecting Trainers, Program Design: Learning Environment, Pre-training Communication, Facilitation of Training with Focus on Trainee (Motivation of Trainee, Reinforcement, Goal setting). Transfer of Training: Conditions of Transfer, Facilitation of Transfer with Focus on Organization Intervention (Supervisor Support, Peer Support, Trainer Support, Reward Systems, Climate etc.) Training Methods, Implementation and Evaluation of Training Programme, Training Aids. Career & Career Management. Future of T & D.

Suggested Readings

1	Lynton, R. Pareek, U.	Training for Development. Sage Publications, New Delhi, 2012.
2	Sahu RK	Management Training for Development, Excel Publication.2009.
3	Janakiram, B	Training and Development, Biztantra. 2009
4	Noe, Raymond	Employee Training and Development, TMH, New Delhi.2011.
5	Blanchard and Thacker	Effective Training Systems, Strategies and Practices, Pearson 2005.
6	Buckley R & Caple, Jim	The Theory & Practice of Training, London, Kogan Page. 1995.
7	Pepper, Allan D.	Managing the Training and Development Function, Aldershot, Gower, 1984
8	Rae, L.	How to Measure Training Effectiveness, Aldershot Gower, 1986.
9	Reid, M. A.	Training Interventions: Managing Employee Development, 3rd ed. IPM, London, 1992.
10	Senge, P.	The Fifth Discipline; The Art and Practice of the Learning organization, Century, London. 1992.

The list of cases and specific references including recent articles will be announced in the class.

HRM-402: Human Resource Planning & Development

Max. Marks: 100

External: 70

Internal: 30

Time: 3 Hours

Course Objective: To familiarize the students with the basic concepts, tools and techniques of qualitative measurement of human resources requirement and to enable the students to acquire the knowledge necessary for preparing the manpower plan of a business enterprise and subsequent plans of actions, further to train them in application of human resource planning techniques.

Course Contents:

Human Resource Planning : Meaning, Significance Relationship of HRP with Business Strategy/Strategic Planning, Perspectives of HRP: Macro and Micro HRP, Horizons of HRP, Process, Challenges of HRP. Scenario Planning: Assessing the Demand and Supply of People in Organisations, Models and techniques of manpower demand and supply forecasting. Action Plans/Human Resource Plans: Components of HR plan, Quantitative HR plan, Resourcing Plan, Learning, Training and Development Plan, Reward Plan, Retention Plan, Separation and Redeployment Plans. Management/Executive Development: Meaning, Scope and Significance and Modern Methods of Management Development, Process of Structuring MDP in organisations. Competency Development: Concept of Competence and Competency, Competency Development Process, Methods/approaches of Competency Development. Talent Management: Concepts and Practices.

Suggested Readings:

1	Turner, Paul	HR Forecasting and Planning, , Jaico Publication House
2	Rothwell, William J. and Kansas, H. C	Planning and Managing Human Resources, , Jaico Publication House.
3	Armstrong, Michael	Handbook of Human Resource Management Practice, 12^th Ed. Jaico Publication House.2012
4	Armstrong, Michael	Strategic Human Resource Management, Jaico Publication House. 6^th Ed. 2012
5	Aggarwala, Tanuja	Strategic Human Resource Management, Oxford University Press.2009
6	Mankin, David	Human Resource Development, Oxford University Press.2012
7	Haldar, Udai	Human Resource Development , Oxford University Press.2010
8	Rao, T V	Future of HRD . Macmillan India Pvt. Ltd. 2009

The list of cases and specific references including recent articles will be announced in the class.

HRM 403: Human Resource Development: Strategies and Systems

Max. Marks: 100

External: 70

Internal: 30

Time: 3 Hours

Objectives: The purpose of this paper is to facilitate and understanding of the concepts methods and strategies for HRD

Course contents:

HRD Introduction- Concept, goals, challenges, HRD methods, Changing paradigm of HRD- Concepts-scope-objectives, principles, framework, HRD climate, Global perspectives on HRD, HRD Sub-systems- Performance Management, Training & Development, Career Planning, Succession Planning; Contribution of sub-systems to HRD goals, Planning and organizing HRD system-principles in designing HRD system, Challenges of future HRD professionals- roles and competency requirements of HRD professionals, Developing HRD strategies, Framework of HR-The strategic HR Framework Approach, The integrative framework, Human Capital Appraisal Approach, HRD Score card approach , P-CMM Approach. HRD for Workers, HRD for other special groups; HRD Interventions Strategies; HRD Approaches for coping with Organizational Changes, Future of HRD in India

Suggested readings

1. Dayal, Ishwar: Successful Application of HRD, New concepts, New Delhi. 1996.

2. Dayal Ishwar: Designing HRD Systems, Concept, New Delhi, 1993.

3. Gupta Santosh & Deep Sachin Gupta: Human Resource Development,2^nd Ed. 2008,Deep and Deep Publications.

4. Kohli, Uddesh & Sinha, Dharni P.: HRD - Global Challanges & Strategies in 2000, AD ISTD, New Delhi. 1995.

5. Krishnaveni, R.: Human Resource Development: A Researcher’s Perspective, Excel books, 2008

6. Kaushal H.: Human Resource Development, McMillan.

7. Kundala Sarinivas R.: Strategic Human Resource Development,5^th Ed. 2006, Prentice Hall of India Pvt. Ltd.

8. Mankin, David: Human Resource Development, Oxford University Press, 2012

9. Maheshwari, B L. & Sinha Dharni P. Management of Change through HRD, TATA McGraw Hill, New Delhi, 1991.

10. Pareek, U. etc: Managing Transactions: The HRD Response. Tata McGraw hill, New Delhi, 1992.

11. Rao, TV etc: Alternative Approaches & Strategies of Human Resource Development. Rawat, Jaipur, 1988.

12. Rao, TV: Future of HRD, Macmillan India Ltd.

13. Silver, DN: HRD: The Indian Experience. India, New Delhi, 1991.

The list of cases and specific references including recent articles will be announced in the class.

HRM-404: Counselling Skills for Managers

Max. Marks: 100

External: 70

Internal: 30

Time: 3 Hours

Course Objective : To develop basic skills among students to handle independently a wide range of employee Counselling and performance counselling.

Course Contents:

Counselling: Definition, Approaches, Types, Values and Goals of Counselling, Emergence and Growth of Counselling. Counselling Process: Initial encounter with the client, Developing relationship, Problem Identification, Goal Setting, Plan of Action and its Implementation, Termination of Relationship and Follow-up. Guidelines for Effective Counselling. Referral Procedures, Role of Counsellor & Client in various stages. Skills and Attitudes required in Counselling: Verbal and Non-verbal Communication skills, Listening Skills; Advanced Skills in Counselling: Advanced empathy, theme identification, self-disclosure, perception-check, interpretation, clarification, confrontation and immediacy. Key Characteristics, Qualities & Values for a Professional Counsellor, Values for a counsellor, Dilemmas for a managerial counsellor. Applications of Counselling Skills in Modern Organisations. Problem Subordinates: Types and ways to deal with them. Performance Counselling: Meaning, Objectives and Process. Special Employee related Problems in Counselling. Counselling Therapies: Cognitive Therapy, Behavioural Therapy, Cognitive-Behavioural Therapy (CBT), Rational Emotive Behaviour Therapy (REBT), Psychoanalytic Therapy, Psychodynamic Therapy, Person-Centered Therapy, Gestalt and Existential Therapy. Counselling Strategies & Interventions: Behavioural, Decision Making, Problem Solving Techniques. Ethics in Counselling: Ethical Principles & codes of conduct for professional counselors.

Suggested Readings:

1	Singh, Kavita	Counselling Skills for Managers, Prentice Hall of India, Delhi , 2010.
2	Rao , S. Naranyan	Counselling and Guidance, TMH, 2nd edition, 2007.
3	Mitchell and Gibson	Counselling and Guidance, Pearson Education India, 2007.
4	Patterson, Lewis	The Counselling Process, Cengage Learning India.2008
5	Burnard	Counselling Skills Training, Kogan Page India.2009
6	Feltham and Dryden	Brief Counselling, Mcgraw Hill Publishing.2012.
7	Kotler, Jeffrey	Counselling Theories and Practices, Cengage.2008

The list of cases and specific references including recent articles will be announced in the class.

HRM-405: Compensation Management

Max. Marks: 100

External: 70

Internal: 30

Time: 3 Hours

Objectives: The course is designed to promote understanding of issues related to the compensation or rewarding human resources in the corporate sector, public services and other forms of organizations and to impart skills in designing, analyzing and restructuring reward management systems, policies and strategies.

Course Contents:

Compensation Management: Concept, Goals, Foundations of Compensation Management. Compensation Strategy: Monetary & Non-Monetary Rewards. Internal and External Equity in Compensation System. Inter and Intra industry Wage Differentials. Fringe Benefits and Supplementary Compensation. Understanding Compensation Packages: Compensation of Chief Executives, Senior Managers, R & D Staff, Board of Director, Sales Executives. Incentive Schemes/ Payment –By-Results (PBR), Performance Linked Compensation, Tax Planning: Tax Implication of Employee Compensation Package to the Employer; Approaches to deal with the Workforce Redundancy, Statutory provisions governing different components of reward systems: The Minimum Wages Act, 1948, The Payment of Wages Act ,1936, The Workmen’s Compensation Act ,1923, Payment of Bonus Act ,1965. Institutions related to Reward System :Wage Boards, Pay commissions, Recommendations of 6^th Pay Commission, Recommendations of 2^nd National Commission on Labour relating to Compensation. International Compensation Practices: Problems, Objectives and Elements of Expatriate’s Compensation Package.

Suggested Readings

1	Armstrong, Michel and Murlis, Helen.	Reward Management. Kogan Page, 2010
2	Henderson, Richard I.	Compensation Management: Rewarding Performance Prentice Hall of India Pvt. Ltd, 2004
3	Milkovich & Newman	Compensation: Tata McGraw Hill, New Delhi, Eighth Edition. 2005
4	Henderson I. Richard	Compensation management in a knowledge based world, Pearson Education, New Delhi, 9^th edition
5	Singh, B.D.	Compensation and Reward Management. Excel Books, 2007
6	Gerhart, B. & Rynes, S.L.	Compensation, Evidence, and Strategic Implications. Sage Publication,2008
7	Berger & Berger.	The Compensation Handbook: A State-of –the –Art Guide to Compensation Strategy and Design. McGraw Hill, 2008
8	Martocchio, J.	Strategic Compensation: A Human Resource Perspective Approach. Pearson Education. 2004

The list of cases and specific references including recent articles will be announced in the class.

HRM-406: Performance Management and Managerial Effectiveness

Max. Marks: 100

External: 70

Internal: 30

Time: 3 Hours

Objectives: The objective of this paper is to make the students learn about the performance management and prepare them as effective managers using the knowledge and techniques of behavioral science.

Course contents:

Performance Management- an Overview, Process, Linking PM with Reward systems and Strategic Planning. Concept of performance, Approaches to Measuring Performance, Concept of Performance and Potential appraisal, Gathering Performance Information for Appraisals and Measuring Results and Behaviors: Self-appraisal, Simple Ranking, Graphic Rating, BARS, Paired Comparison, Forced Choice Method, Critical Incidents, Field Review Method. Defining and Designing Managerial Job- Dimensions of Managerial job, Managerial Skills Development, Managerial Motivation, Effective Management Criteria and Measuring Managerial Effectiveness- Performance Appraisal Measures: Balanced Scorecard, 360 degree feedback, Career Development. Effective Manager as an Optimizer: Leader, Group Influences, Job Challenge, Competition, Managerial Styles. Developing the Winning Edge: Self-Development, Development of Competitive Spirit, Knowledge Management and Fostering Creativity.

Suggested Readings

1	Kandula, Srinivas	Performance Management: Strategies, Interventions and Drivers, PHI, 2009
2	Saks, Haccoun and Belcourt	Performance Management through training and development Cengage India Learning, 2008.
3	Aguinis Herman	Performance Management’, Pearson Education Inc.2009
4	Peter Drucker	Management’, Harper Row, 2000
5	Blanchard and Thacker	Effective Training Systems, Strategies and Practices’, Pearson 2005
6	Dubin	Leadership: Research findings, Practices and skill’, Biztantra, 2005

The list of cases and specific references including recent articles will be announced in the class.

Pages

Course Curriculum

ORDINANCE –MASTER OF BUSINESS ADMINISTRATION(M.B.A.) Examination (Semester System)