2credit based choice course

8/3/2019 2Credit Based Choice Course

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PROPOSED CURRICULUM & REGULATIONS GOVERNING MASTER OF

BUSINESS ADMINISTRATION (MBA) DEGREE COURSE

UNDER CREDIT SYSTEMREGULATIONS

1. Course Tit le:

The course shal l be cal led Master of Business Administrat ion Degree Course .T he dura t i on o f t he cour se i s two y ea r s cons i s t i ng o f four semes t e r s ; two

semesters in each year . A candidate joining the course shal l pursue prescribedcourses of studies.

2. El igibi l i ty for Admission:

A ny g ra du at e o r p os t g ra du at e i n a rt s, s ci en ce , c om me rc e, b us in es s

management, al l ied sciences, engineering and technology, medical sciences of

this Universi ty or from any other universi ty considered equivalent thereto shal lbe e l ig ibl e fo r admission t o t he cour se. F urther t he app l i can t shal l have am in im um o f 5 0 % i n t h e q u al if yi n g e x am in at io n . A r el ax at io n o f 5 % i s

avai lable for SC/ST & Cat . I candidates. Select ion of candidates to the course

shal l be done as per rules of the Universi ty and Government.

3. Course Content and Instruction

a) Course content: T he cour se compr ises o f subj ect s o f s t udy , i n te rnsh ip ,

projects and f ield work as prescribed.

Pedagogy includes lectures, case studies, group discussio ns, quizzes, seminars,computer pract ices, summer internship, factory visi ts , Project work etc.

b) Summer Internship: After the second semester examination every s tudent

shal l undertake a summer internship and prepare a report under the guidance of

a facul ty member . The repor t shal l be submi t ted before the commencement of

the th i rd semester fa i l ing which the s tudent shal l not be permi t ted to jo in the

third semester .c)Final Project : During thi rd and fourth semesters s tudents shal l prepare a

project repot in the i r e lec t ive area ,based on f ie ld work and supervised by af ac ul ty T he r ep or t m us t b e s ub mi tt ed t o t he U ni ve rs it y b ef or e t he

commencement of the four th semester examinat ion, fa i l ing which the s tudentsha l l no t be pe rmi t t ed t o appea r fo r t he examina t ion . P ro j ec t work sha l l be

carr ied out str ict ly according to the guidel ines issued by the Universi ty .

4. Attendance and Conduct:

T he C ou rs e i s a f ul l t im e c ou rs e a nd s tu de nt s s ha ll n ot t ak e u p a ny

employment /course , par t t ime or ful l t ime dur ing thei r s tudy . S tudents found

viola t ing th i s rule shal l be removed f rom the course . Minimum at tendance of

75% of ac tual working per iods i s requi red in each paper . However s tudentswi th 60 % of a t tendance shal l be pe rmi tt ed t o wr it e t he examina tion upon

payment of condonat ion fee i f permi t ted under the rules of the universi ty . A

student who does not sat isfy the requirements of at tendance and conduct shal l

not be permit ted to wri te the examination in the concerned paper or papers.

5. Examination

Each paper i s d ivided into in ternal assessment /computer pract ica l and end of term wri t ten examination with marks al located as shown in the table. Internal

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assessment marks shal l be awarded on the bas is of cont inuous evaluat ion that

i ncludes : t e st s (both announced and su rpr ise ), home as signments , qu izzes ,

seminars , case discuss ions , group discussions and Computer Practica l . The

breakup of assessment marks wil l be as fol lows:

a. Fi r s t as sessmen t - t h i rd week o f t he t e rm Wr i t t en t es t ( announce d ) 10 Marks

b. Si x t h week Group Di scuss i on 10 Marksc. N i n t h week Semi nar / Ass i gnmen t s 10 Marks

d. Twel f t h week C ase s t udy 10 Marks

e. Four t e e n th t o S i x tee n we ek Su rp r i se Te s t 10 Ma r ksTota l 50 Marks

T he g ri ev an ce s o f t he s tu d en t s a nd m ai n te na nc e o f r ec or ds i n r es pe ct o f

Internal Assessment / computer practica ls and end of term examinat ions shal l

be covered by the general rule of the Universi ty .

There shal l be a wr i t ten examination of 2 hours dura t ion for each paper a t the

e nd o f e ac h s em es te r ( ex ce pt in g p ro j ec t r ep or t) . E va lu at io n o f w ri tt en

examination scripts shal l be done as per general rules of the universi ty .

Evaluation of Project Reports: Final project shal l be evaluated as fol lows :

i) Each Project Report shal l be valued for 50 marks by internal examiner andex te rna l examiner . Ordinar i ly , t he p roj ect gu ide shal l be t he i n t ernal

examiner.

i i) A v i va -v oc e f or 2 5 m a rk s s ha ll b e c o nd uc te d b y a b o ar d o f t hr ee m e mb er s

const i tuted by the Chairman, BOE, from the approved l ist of examiners.i i i) S ummer i n te rnsh ip r eport sha l l be evaluat ed fo r 50 marks t h rough in te rna l

valuat ion & viva-voce conducted by a board compr is ing of the guide and

two faculty members of the concerned Inst i tute / col lege.

Declaration of Results

The declarat ion of resul ts shal l be made as fol lows:

A . M in im um f or a p as s is 4 0% o f th e ma rk s in e ac h ex am in at io n pa pe r an d

50% of the marks in the aggreg ate of four semesters.There is no minimum for internal assessment , and summer internship report

B. The minimum for a pass in Final project report is 20/50 marks and thereis no minimum for viva-voce.C . C ar ry ov er i s pe rm it te d as p er U ni ve rs it y R eg ul at io ns .

D. Declarat ion of Grades shal l be done after the fourth semester

examination on the basis of aggregate marks of al l semesters. The declarat ion

shal l be made as fol lows:

Gr ad e A 1 70 % a nd ab ov e i n th e a gg re ga te

Grade A 60% and above but less than 70%in the aggregate

Grade B 50% and above but less than 60%

FAIL Less than 50% in the aggregate

Declara t ion of resul t s in the case of REPEATERS shal l be done according togeneral rules of the Universi ty .

Note: Guidelines for project report preparat ion enclosed

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PROPOSED CURRICULUM & REGULATIONS GOVERNING MASTER OF BUSINESS

ADMINISTRATION (MBA) DEGREE COURSE

UNDER CREDIT SYSTEM

COURSES OF STUDY

FIRST SEMESTER

Sl .No. Subjects Credi ts* Lecture +

Practicals ,

Seminar,

Field work

IA/CP

Marks**

Exam

Marks***

Total

Marks

1. Management concepts &

Theories (MCT)

03 2+1 50 50 100

2. Organizat ional Behaviour 03 2+1 50 50 1003. Business Environment 03 2+1 50 50 100

4. Managerial Communicat ion 03 1+2 50 50 100

5. Managerial Accounting 03 1+2 50 50 100

6. Managerial Economics 03 2+1 50 50 100

7. Stat ist ics for Management 03 1+2 50 50 100

Total 21 350 350 700

SECOND SEMESTER

Sl .No. Subjects Credi ts* Lecture +

Practicals ,

Seminar,Field work

IA/CP

Marks**

Exam

Marks***

Total

Marks

1. Marketing Management 03 2+1 50 50 100

2. Human Resource Management 03 2+1 50 50 100

3. Corporate Finance 03 1+2 50 50 100

4. Business Research Methods 03 2+1 50 50 100

5. Operat ions Research 03 1+2 50 50 100

6. Operat ions Management 03 2+1 50 50 100

7. Management Information

Systems

03 1+2 50 50 100

Total 21 350 350 700

THIRD SEMESTER

Sl .No Subjects Credi ts* Lecture +

Practicals ,

Seminar,

Field work

IA/CP

Marks**

Exam

Marks***

Total

Marks

1. Project Management 03 1+2 50 50 100

2. Business Legis lat ions 03 2+1 50 50 100

3. Strategic Management 03 2+1 50 50 100

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4. Elect ive I 03 2+1 50 50 100

5. Elect ive II 03 2+1 50 50 100

6. Elect ive III 03 2+1 50 50 100

7. Project Work 03 0+3 25 -- 25

8. Summer Internship Report - - -- 50 - - 50

Total 21 375 300 675

FOURTH SEMESTER

Sl .No Subjects Credi ts* Lecture +

Practicals ,

Seminar,

Field work

IA/CP

Marks**

Exam

Marks***

Total

Marks

1. Entrepreneurship 03 2+1 50 50 100

2. Elect ive IV 03 2+1 50 50 100

3. Elect ive V 03 2+1 50 50 100

4. Elect ive VI 03 2+1 50 50 100

5. Elect ive VII 03 2+1 50 50 100

6. Project Work 03 0+3 25 50 75

Viva-voce@ -- -- 25 -- 25

Total 18 300 300 600

* Credit hours wil l be divided between lectures and practicals / Seminar / FieldWork by the concerned faculty depending on the requirements of pedagogy

** Internal Assessment and computer practicals

*** End of term examination@ Viva-voce to be conducted by the board.

Elect ive Areas:

1. Marketing Management (MM)

2 . F i na nc i al M an ag em e nt ( FM )

3 . Human Re s our ce Manage me nt ( HRM)4 . I n te rn a ti o na l B us in e ss ( I B)

5 . I n fo rm a ti o n S ys te ms ( IS )

6 . Re ta i l i ng & Suppl y Cha i n M anageme nt

7 . T o ur i sm & T ra v el M an a ge me n t

8. Banking

9. Insurance

10. Heal th Care Management

11. Infrastructure Management

12. Real Estate Management

13. Event & Media Management

14. Entrepreneurship

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SYLLABUS

FIRST SEMESTER

1. Management Concepts & Theories

1. Management : d e fi n it i on s , n a tu r e a n d s c o pe o f m a na g e me n t, f u nc t i on s a n dp rocess o f managemen t - evo l u t i on o f managemen t t heo ry f rom Tay l o r , Fayo l , Drucker t o

t he p resen t . Growt h o f p ro fess i ona l managemen t i n Ind i a . E t h i cs i n manage men t .

2. M a n a g er i a l P l a n n i n g: p l a nn i ng p r oc e s s, t y pe s o f p l an s , s t ra t e gi c v s .o p er a ti o na l p l an s , m o de l s o f s t ra t e gy f o rm u la t i on , l i nk i ng s t ra t e gy t o s t ru c t ur e .

M a n a g e ri a l d e c i s i on - m a k i ng p r o c e s s a n d m o d e l s, s t e p s i n r a t i o na l d e c i s i on - m a k i ng ,

c r ea t i v i t y and g roup dec i s i on -mak i ng .

3. O r g a n i z i ng & O r g a n i z at i o n a l D e s i g n : O r g a n iz a t i o na l t h e o r ie s a n d d e s i g n,var i ous fo rms o f o rgan i za t i on s t ruc t u res , span o f managemen t p r i nc i p l es o f coo rd i na t i on ,au t ho r i t y , power , de l ega t i on and decen t r a l i za t i on .

4. Mot iva t ion: t h eo r ie s a n d m o de l s o f m o ti v at i on - C o nc e p t o f a c h ie v e me n tmo t i va t i on , Leader sh i p t heo r i es o f l eader sh i p , concep t o f mana gemen t s t y l es .

5. Manager ia l Contro l : r e l a t i onsh i p be t ween p l ann i ng and con t ro l - l i mi t a t i ons o f con t ro l , t ypes o f con t ro l sys t ems and t echn i ques managemen t by excep t i on , budge t a ry

c o nt r ol z e r o l e ve l b u dg e ti n g f un c ti o na l a n d d y sf u nc t io n a l a s pe c t s o f b u dg e ta r ycon t ro l , I n t e rna l con t ro l sys t ems , i n t e rna l aud i t and managemen t aud i t .

References :

Essen t i a l s o f Managemen t -Koon t z and ODonnel l . E-McGraw Hi l l , New Del h i

In t roduc t i on t o Managemen t -Fred Lu t hans -McGraw Hi l l , New Del h i

The Prac t i ce o f Managemen t -Pe t e r .F .Drucker

Managemen t - S t oner , F reemen and Gi l ber t

Managemen t - Gr i f f i n

Managemen t - Ho l t

Managemen t - Tasks and R espons i b i l i t i es - Pe t e r . F . Drucker

Pro fess i ona l managemen t - Theo Hai mann

Organ i za t i on Theo ry and Des i gn R i chard L .Draf t

Managemen t - R i chard L .Draf t

2. Organizational Behaviour

1. F u n d a m e nt a l s o f O r g a n i z at i o n s : N a t u r e o f i n d i vi d u a l s a n d O r g a n iz a t i o n s,F o rc e s a f fe c t in g o r ga n iz a t io n al b e ha v io r , C h an g in g w o rk f o rc e a n d e m p lo y me n t

r e la t io n s, I m pa c t o f g l ob a li z a ti o n a n d I n fo r ma t io n t e c hn o lo g y o n o r ga n iz a t io n a l

behav i o r , Organ i za t i ona l c l i mat e a nd cu l t u r e .

2. Indiv idua l D imens ions in Organiza t iona l Behav ior: Ind i v i dua l d i f f e r ences percep t i ons , i n t e r es t s , ap t i t ude , a t t i t ude , l ea rn i ng , per sona l i t y .

3. G r o u p s a n d G r o u p D y n a m i c s: i nd i v i dua l v s . g roup b ehav i o r , g roup dynami cst heo r i es , g roup cohes i veness g roup dec i s i on mak i ng p rocess , o rgan i za t i ona l con f l i c t s ,

t ypes and causes , t echn i ques o f con f l i c t r eso l u t i on , t eams v s g roups , t eam deve l opmen t ,

Ing red i en t s o f e f f ec t i ve t eams , t eam l i f e cyc l e , i n t e rper sona l sk i l l s Johar i Wi ndow andt r ansac t i ona l ana l ys i s . emp l oyee counse l i ng .

4. Stress Management : causes o f s t r ess & f a t i gue and i t s i mpac t on p roduc t i v i t ya n d J o b s a t is f ac t io n , h u ma n e n gi n ee r i ng f o r d e s ig n in g e f fe c t iv e j o bs , J o b- r ot a ti o n,en r i chmen t , en l a rgemen t and r eeng i neer i ng work p rocess .

5. O r g a n i s at i o n a l C h a n ge : l e ar n in g o r ga n iz a t io n s, o r ga n iz a t io n al c h a ng e r es is ta nc e t o c ha ng e, m an ag em en t o f c ha ng e, c ha ng e a ge nt s. O rg an iz at io na le f f ec t i veness .

References :

Organ i za t i ona l B ehav i o r R obb i ns .

Organ i za t i ona l B ehav i o r - F red Lu t hans

Human B ehav i o r a t Work - Kei t h Dav i s

Organ i za t i ona l Theo ry and Des i gn Daf t

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The F i f t h Di sc i p l i ne- Pe t e r Senge

The Seven Hab i t s o f h i gh l y Ef fec t i ve Peop l e - S t ephen C ovey

Under s t and i ng Organ i za t i ona l B ehav i ou r Uday Parekh

3. Business Environment

1. B u s in e s s a s a s o ci a l s y st e m : i n t e r na l a n d e x t e r n a l e n v i r o n m e n t, s t a k e h ol d e r m a p o f b u s i ne s s , r o l e o f g o v e r n m e n t i n e c o n o m ic a c t i v it y a n d i t s i m p a c t o n b u s i n e s s i n I n d i a ,

B us i ness E t h i cs and C orpo ra t e Soc i a l r espons i b i l i t y . I s sues i n co rpo ra t e governa nce .

2. E c o no m i c S t r uc t ur e o f I n d ia : E c o no m ic p l an n in g i n I n di a - t r a ns i ti o n f r om m i xe deconomy t o a marke t economy, ou t l i nes o f Pub l i c and Pr i va t e sec t o r s . C harac t e r i s t i cs o f i n d u st r i a l , s e r v i c e a n d a g r i c u lt u r a l s e c t o r s . R e g i o n a l a n d s e c t o ra l i m b a l a nc e s , D u a l i sm ,

Trends i n GDP.

3. Monetary and Fisca l Sys tem o f Ind ia : Overv i ew o f Ind i a s monet a ry po l i cy , r o l e o f R B I, t he bank i ng sec t o r , I nd i an f i nanc i a l sys t em money marke t and cap i t a l marke t s s t ock

e x c ha n ge s a n d s t o c k m a r k e t r e f o r ms i n I n di a . I n d u st r ia l f i na n c e i n I n di a r o le o f deve l opmen t f i nanc i a l I n s t i t u t i ons and commerc i a l banks , NB FC s . F i nanc i ng o f expo r t s

a n d i m p o r t s E X I M a n d E C G C . I s s u e s i n t a x a t i on a n d g o v e r nm e n t e x p e n d i tu r e F R B M

Act , t he p rob l em o f f i sca l def i c i t .

4. Indian Soc ie ty , Culture and Po l i t ics : Maj o r soc i a l p rob l ems o f Ind i a , Impac to f modern i za t i on on Ind i an soc i e t y , demography , gender , env i ronmen t a l i s sues .

5. I n t e r n a ti o n a l B u s i n e s s E n v i r o n m en t : I n d i a a s a p l a y e r i n t h e I n t e r n a t i o n a lm a r k e t p l a c e i t s p o s i t i o n a n d p r o s p e c t s , i s s u e s i n I n t e l l e c t u a l P r o p e r t y R i g h t s ( I P R )

a f f e c t in g I n d i a s t r a d e , t h e r o l e o f m u l t i- n a t i on a l c o m p a n i e s i n I n d i a . F D I i n I n d i a a n d

Ind i an i nves t men t i n fo r e i gn coun t r i es .

References :

B us i ness Env i ronmen t C .A .Franc i s

B us i ness , Governmen t & Soc i e t y Ar t hu r Go l d Smi t h .

B us i ness E t h i cs Dav i d , J .F .

Ind i a Deve l opmen t R epo r t 2002 ed t . K i r i t S .Par i kh & R .R aadhak r i shnan

Ind i a i n Trans i t i on Jagd i sh B hagwat h i

Ind i a s Economi c po l i cy B i mal Ja l an I s t here a Ind i an way o f t h i nk i ng A .K.R amanu j am

A Mi l l i on Mut i n i es - V .S .Nai pua l

4. Managerial Communication

1. Introduct ion: N a t ur e o f m a na g e ri a l c o mm u ni c a ti o n, t h e c o m mu n ic a ti o n p ro ce ss . E ff ec ti ve c om mu ni ca ti on a nd b ar ri er s t o c om mu ni ca ti on , b us in es s

c o m mu n ic a t io n , i n tr o du c t io n t o c o m mu n ic a t io n s k il l s; w r it i ng , r e a di n g, l o gi c a n d

ana l ys i s and l i s t en i ng

2. C o mm u n ic a t io n f o r P r o bl e m S o lv i n g: A p r o b le m s o l v in g c o m mu n i c a ti o nmodel fo r case ana l ys i s a nd r epo r t i ng i n de t a i l . Pedagogy i nc l udes d i scuss i on , i n - c l ass o r

workshop exerc i ses and ass i gnmen t s .

3. B u s i n e s s W r i t i n g : E x e r c i se s i n d r a f t i n g l e t t e r s , m e m o s , e - m a i l, p r o p o sa l s ,r e s u m e w r i t i ng , r e p o r ts a n d e x e c u t i v e s u m m a r i e s . T h e s t r u c t u r e a n d p r o c e s s o f c r e a t i n g

bus i ness messa ges .

4. B u s i n e s s P r e s e n t at i o n s : A c o m p r e he n s i v e d i s c u s s i o n a n d w o r k s ho p - b a se dmodu l e on p l ann i ng , p r epar i ng and de l i ver i ng bus i ness p r esen t a t i ons .

5. Interact ive & Persuas ive Communica t ion: Audi ence-o r i en t ed commun i ca t i on ,per suas i ve commun i ca t i on and commun i ca t i on s t y l es .

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References :

B et t e r B us i ness C ommuni ca t i on Den i sh Murphy

Wri t t en Execu t i ve C ommuni ca t i on - Shu r t e r

Model B us i ness Le t t e r s - Gar t i s i de .u s i ness C ommuni ca t i on Les i ka r Pe t t i t - F l a t e ry .

MLAs Handbook .

B us i ness R esearch Met hods - C ooper and Schne i der

B us i ness R esearch Met hods - Z i kmund

5. Managerial Accounting

1. A c c ou n t in g P r i nc i p l es : c on ce pt s a n d c on ve n ti on s; a c co un ti ng m ec h an is m r e c o r d in g , c l a s s i f y i n g , a n d s u m m a r iz i n g b u s i n e s s t r a n s ac t i o n s l e a d i n g t o p r e p a r a ti o n o f

f i na l accoun t s o f so l e p rop r i e t a ry merchand i s i ng , manufac t u r i ng and se r v i ce bus i nesses .

2. C o m p a ny F i n a l A c c o u n ts i n I n d i a : r e q u i re m e n t s o f I n d i a n c o m p a n i e s a c t o f 1 9 5 6 annua l r epo r t o f compan i es , schedu l es and annexu re t o f i na l accoun t s .

3. Account ing Rat io Ana lys is : pro f i t ab i l i t y , ac t i v i t y , l everage and p roduc t i v i t y r a t i o s R OC E v / s R OA, Dupon t ana l ys i s . Fund F l ow and cash f l ow ana l ys i s . P repara t i on o f cash

f l ows s t a t emen t u s i ng d i r ec t and i nd i r ec t met hods .

4. Cost Account ing : e l e m e n t s o f c o s t s a n d c l a s s i f i c a t i o n o f c o s t s - p r e p a r a t i o n o f c o s ts h ee t s h i st o ri c a l c o s t s v / s s t a nd a r d c o s t s , f u ll c o st i ng v / s d i re c t c o st i ng . C o staccoun t i ng sys t ems- Job cos t i ng p rocess cos t i ng con t r ac t co s t i ng , se rv i ce / opera t i ons

cos t i ng .

5. Cost ing : M a r gi na l c o s ti n g a n d u s e o f b r ea k e ve n a n a ly s is i n d e c is i on m a ki n g.R el evan t cos t s i n dec i s i on mak i ng , d i f f e r en t i a l co s t s v / s r e l evan t cos t s , co s t accoun t i ng

d a t a f o r M a k e o r b u y , p r i c i n g , c l o s u r e a n d o t h e r d e c i s i o n s. A n o u t l in e o f b u d g e ta r ycon t ro l and s t andard cos t i ng .

References :

Accoun t i ng fo r Managemen t B a t t acharya and Dearden Fi nanc i a l Accoun t i ng : A manager i a l Per spec t i ve R . Narayanaswamy

C os t and Manager i a l Accoun t i ng by Duncan Wi l l i amson .

B i ggs C os t Accoun t i ng

Accoun t i ng Pr i nc i p l es by R ober t An t hony and R eece

6. Managerial Economics

1. M a n a g er i a l E c o n o m i c s: I n t r o du c t i o n, B a s i c c o n c e pt s a n d t h e i r a p p l i c a t i oni n t o bus i ness dec i s i on -mak i ng . Demand and Supp l y Anal ys i s : de t e rmi nan t s o f supp l y and

d e m an d - n a tu r e o f d e ma n d a n d s u pp l y c u r ve s , m a r ke t e q ui l ib r iu m , p r ic e e l a st i ci t y,demand fo recas t i ng and es t i mat i ng met hods

2. T h e o r y o f c o n s u m e r b e h a v i o r : C o n s um e r p r e f e r e nc e s , i n d if f e r e n c e c u r v e s ,budge t cons t r a i n t , u t i l i t y max i mi za t i on and t he der i va t i on o f t he consumer demand cu rve .

3. P r o du c t io n a n d C o st A n al y s is : p r o d uc t i o n f u n c t io n s - c o st f u n c t io n s , a n d p ro f i t f unc t i ons , t o t a l , average and marg i na l co s t s , r e t u rn s t o f ac t o r s and sca l e , sho r t r un

v / s l ong run dec i s i ons , der i va t i on o f t he supp l y cu rve .

4. M ar ke t A n al ys i s: M ar ke t f or ms , p er fe ct c om pe ti ti on , m on op ol y,m o n o po l i s ti c , o l i go p o l y. O u t p u t a n d p r i c e d e t e r m i n a t i on . C a r t e ls a n d c o l l u si o n , m e r g e s

a n d a c q u i s i t io n s a n d g o v e r nm e n t r e g u l a t i on s i n t h e f o r m o f p r i c e , d i r e c ti v e s , t a x e s ,

subs i d i es , an t i - t r u s t ac t i on and compet i t i on po l i ces .

5. N a t i o n al I n c o m e A c c o u nt i n g : c o nc e p ts o f G D P, N I p e r c a p it a i n c o m e, P P P . N a ti o na l i n co m e a c c ou n ti n g i n I n di a . B u si n e ss c y c le s a n d b u si n e ss f o re c a st i ng .

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Measu r i ng bus i ness cyc l es u s i ng t r end ana l ys i s macro economi c i nd i ca t o r s i n bus i ness

cyc l e measu remen t . C op i ng s t r a t eg i es fo r bus i ness .

References :

Manager i a l Economi cs - Gup t a and Mot e

Manager i a l Economi cs - Domi n i ck Sa l wat o re .

Economi cs - Samuel son &Nordhaus

Manager i a l Economi cs by Pe t e r son and Lewi s

Mi cro Economi cs Domi n i ck Sa l va t o re

Macro Economi cs Pa l mer and o t her s

Macro Economi cs - Kou t i nyas

7. Stat ist ics for Management

1 . Q u a n t i ta t i v e d a t a i n t e r p r e ta t i o n i n m a n a g e ri a l d e c i s i o n

making : c o l l e c ti o n - c l a s s i f i c a t io n t a b u la t i o n f r e q u e nc y d i s t ri b u t io n s m e a s u r e s o f cen t r a l t endenc i es and d i sper s i ons r eg ress i on and co r r e l a t i on o f t wo & t h ree var i ab l es ,

r ank co r r e l a t i on .

2 . S e t t h e o r y a n d s e t a l g e b r a : fundamen t a l s o f se t opera t i ons

p r ob a bi l it y r u le s m u tu a l i n de p e nd e nc e a n d d e pe n de n c e o f e v e nt s c o nd i ti o na l

p robab i l i t y B ayes t heo rem, Mon t e C ar l o S i mu l a t i on .

3 . R a n d o m v a r i a bl e : p r o b a bi l i ty d i s t r ib u t i on s e x p e c t a ti o n

and var i ance B i nomi a l , Po i s son and Normal d i s t r i bu t i ons , samp l i ng d i s t r i bu t i ons , C h i -Square d i s t r i bu t i on .

4 . Sampl ing : samp l i ng t echn i ques de t e rmi na t i on o f samp l i ng

s iz e e st im at io n- p oi nt e st im at io n a nd c on fi de nc e i nt er va ls o f m ea n a nd

propor t ion .

5 . H y p o t he s i s T e s t i n g : f or m ea n s & p r op or ti on s a nd f or

d i f f e r e n c e s o f m e a n s a n d p r o p o r t i o n s a n a l y s i s o f v a r i a n c e c o m p l e t e l y r a n d o m i z e d

des i gn r andomi zed b l ock des i gn .

References :

St a t i s t i cs fo r Managemen t R i chard Lev i n and R ub i n [exce l ver s i on ]

St a t i s t i cs Mur ray Sp i ege l , Schaum Ser i es

Probab i l i t y and S t a t i s t i cs Mur ray Spe i ge l , Schaum Ser i es

Quan t i t a t i ve B us i ness Anal ys i s Tex t & C ases Samul B od i l ey & o t her s

B us i ness S t a t i s t i cs Kazmi er , Schaum Ser i es

B as i c B us i ness S t a t i s t i cs B ereu ram and Le v i ne

SECOND SEMESTER

1. Marketing Management

1 . I n t r o d u c t i o n t o M a r k e t i n g M a n a g e m e n t : N a t u r e o f m a r k e t i n g m a n a g e m e n t , T y p e s o f

p roduc t s / s e rv i ces t ha t ca n be marke t ed . Organ i za t i on o f marke t i ng func t i ons . Marke t i ngc o n c e p ts : P r o d uc t , P r o d uc t i o n , S e l l i n g , M a r k e t i n g a n d S o c i e t al . S e l l i ng a n d M a r k e ti n g

d i f f e r ences , Marke t i ng env i ronmen t mi cro and macro env i ronme n t .

2 . M a r k e t S e g m e n t a t i o n a n d T a r g e t in g : C o n c e p t o f s e g m e n t a t i o n a n d t a r g e t i n g , B a s i s f o r

s e g m e n ta t i o n . S e g m e n t a t i o n f o r c o n s u me r a n d i n d u s tr i a l p r o d uc t s , P r o d u c t p o s i t i o ni n g ,

C onsumer and bus i ness buyer behav i ou r and buy i ng ro l es , buy i ng p rocess model s .

3 . M a r k e t i ng M i x : E l e m e n t s P r o d u c t , P r i c e , P r o m o t i o n , D i s t r i b u t i o n . P r o d u c t M i x a n d

Produc t L i ne l eve l s o f p roduc t , new p roduc t deve l opmen t , p roduc t l i f e cyc l e s t r a t eg i es ,

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b r a n d in g , p a c k a g i ng , l a b e l i ng . P r i c i ng G e n e r a l p r i c i n g a p p r oa c h e s , n e w p r o d uc t

p r i c i ng s t r a t eg i es , P ub l i c po l i cy and p r i c i ng .

4 . P r o m o t i o n a n d P l a c e M i x : C o m p on e n t s o f p r o m o ti o n m i x , M a r k e t in g c o m m u ni c a t i o n,

Pub l i c i t y , Adver t i s i ng and pub l i c r e l a t i ons , Per sona l se l l i ng and sa l es p romot i on , D i r ec t

a n d o n l i ne m a r k e t in g , D i s t r i b u t io n c h a n n e ls a n d l o g i s t i c s m a n a g e m e n t , C h a n n e l d e s i g n

a n d a d m i n is t r a t io n , P u b l ic p o l ic y a n d d i s t ri b u t io n d e c i s i on s . R u r a l M a r k e t i n g : I nd i anru ra l marke t env i ronmen t , p rob l ems i n deve l op i ng marke t i ng s t r a t eg i es fo r ru r a l marke t s -

fo r consumer goods and ag r i cu l t u r a l i npu t s l i ke pes t i c i des , seeds and o t her equ i pmen t .

5 M a r k e t i ng I n f o r m at i o n S y s t e m s: C o n c e p t o f m a r k e t i n g i n f o r m a t i o n s y s t e m , M a r k e t i n g

r e s e a r c h p r o c e s s , M a r k e ti n g i n t e l l i g e nc e s y s t e m , C o m p o n e n ts o f m a r k e t in g i n f o rm a t i o n

sys t ems In t e rna l r eco rds sys t em, Marke t i ng dec i s i on suppo r t sys t ems .

References :

B as i c Marke t i ng Perau l t

Marke t i ng Managemen t Ph i l i p Ko t l e r , P ren t i ce Hal l I nd i a , (New ed i t i on )

Fundamen t a l s o f Marke t i ng Wi l l i am S t an t on

Pr i nc i p l es o f Marke t i ng Ph i l i p Ko t l e r and Gar ry Armst rong

Marke t i ng Managemen t R a j an Saxena

Marke t i ng Managemen t Z i ckmund

Marke t i ng R amesh Kumar

2. Human Resource Management

1 . H u m a n R e s o u r c e s M a n a g e m e n t , H R D a n d P e r s o n n e l F u n c t i o n s : R e d e f i ne d r o l e a n d

r e s po n si b il i ti e s o f H R m a n ag e r s, s u b- s ys t e m o f H R M a n d H R D, H R f u nc t i on s a n d

po l i c i es . Organ i za t i on fo r HR M, Deve l opmen t o f HR M i n Ind i a , R ecen t t r ends i n HR M,Impac t o f g l oba l i za t i on on HR M. R o l e o f HR M i n IT sec t o r .

2 . H R P l a n n i n g , R e c r u i t m e n t a n d S e l e c t i on : H R D a t d i f f e re n t l e v e l s , J o b d e s c r i p t i o n,

Sou rc i ng , Tes t s , I n t e rv i ews , Induc t i on and Or i en t a t i on , Tra i n i ng Met hods o f t r a i n i ng ,

t r a i n in g m a n u a l , t r a i n in g u n d e r I S O a n d Q S C e r t if i c a t i on . S u p e r v is o r y , E x e c u ti v e a n d

Managemen t deve l opmen t p rog rammes . C areer deve l opmen t .

3 . Performance Management : Job ana l ys i s , Job eva l ua t i on , KR A and KPAs , Trad i t i ona l v s

Modern met hods o f per fo rmance managemen t . Po t en t i a l app ra i sa l , Feedback sys t ems .

4 . Compensa t ion Planning : Wages and sa l a ry , Admi n i s t r a t i on perks , F r i nge benef i t s , B onus ,I n c e n ti v e s . C o m p e ns a t i o n s u r ve y s . P r o d u c ti v i t y, P e r f o r m a n ce l i n k e d , P a y s t r u c t u re .

C ompensa t i on r ev i ew and s t ruc t u r i ng .

5 . I n d u s t r ia l R e l a t i on s : T r a d e u n i o n s , I n d u s tr i a l d i s p u t e s a n d s e t t l e me n t , G r i e va n c e s

h a n d l in g . D i s c i pl i n a r y p r o c e d u r e s , S u s p e n s i o n , D i s m i s s a l , D o m e s t i c e n q u i ry , L e g a l

fo rmal i t i es , Layo f f , R e t r enchmen t , C l osu re , VR S. Hea l t h and sa fe t y .

References :

Human R esou rces Managemen t V .S .P . R ao

HR and Per sonne l Managemen t Kei t h Dav i s

Per sonne l Managemen t F l i ppo

Human R esou rce Managemen t T .V . R ao

Human R esou rce Managemen t Pa t t ana i k

Human R esou rce Managemen t Mi chea l Arms t rong

Human R esou rce Managemen t Gary Desse l e r

3. Corporate Finance

1 . G o a l o f t h e F i r m : Pro f i t max i mi za t i on v s wea l t h max i mi za t i on , Val ue c r ea t i on , Agencyp r o b le m s , S o c i a l r e s p o n s ib i l i ty , R o l e o f f i n a nc i a l m a n a g e me n t , T i m e v a l u e o f m o n e y ,

V a l u a t i o n o f s e c u r i t i e s s t o c k s a n d b o n d s . C o n c e p t o f r i s k a n d r e t u r n s o f s e c u r i t i e s ,

u s i ng p robab i l i t y d i s t r i bu t i on t o measu re r i sk , r i sk and r e t u rn i n po r t fo l i o con t ex t

2 . C a p i t a l B u d g e t i ng : E s t i m a ti n g c a s h f l o w s i n i t ia l , i n t e rm e d i a t e , a n d t e r m i n a l , C a s h

f l ow s o n i n cr e m en t al b a si s , C a pi t al b u dg e ti n g d e c is i on r u le s , P a yb a c k, A R R, D C F

t echn i ques NPV, IR R , P I .

3 . C o s t o f C a p i t a l : C o s t o f d e b t , p r e f e r r e d s t o c k , e q u i t y , c o m p u t i n g W A C C , T h e C A P Ma p pr o ac h , A d j u st i ng W A CC f o r r i s k . L o ng - te r m f i n a nc i ng , P u b l ic i s su e o f d e b t,

P re fe r r ed s t ock and C ommon s t ock . Term l oans .

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4 . Capita l S tructure Theor ies : Trad i t i ona l v i ew vs MM hypo t hes i s , MM pos i t i on I I , Mi l l e r s

and I pos i t i on , C ap i t a l s t ruc t u re des i gn i ng i n p r ac t i ce EB IT, EPS ana l ys i s , t he peck i ng

o rder t heo ry . D i v i dend dec i s i ons , R e l evance v s i r r e l evance o f d i v i dends .

5 . Working Capita l Management and Finance: C ash managemen t , R ece i vab l es managemen t

and Inven t o ry managemen t . Work i ng cap i t a l f i nance i n Ind ia .

References :

Fundamen t a l s o f F i nanc i a l Managemen t Van Horne a nd Wachowi t z

Fi nanc i a l Po l i cy and Managemen t Van Horne , 12 t h ed i t i on . Fi nanc i a l Managemen t P rasanna C hand ra

Fi nanc i a l Managemen t Pandey I .M.

Fi nanc i a l Managemen t Khan and Ja i n

C orpo ra t e F i nance B r i gham and Erhard t

4. Business Research Methods

1 . R e s e a r c h i n B u s i n e s s : R o l e o f b u s i ne s s r e s e a r c h, I n f o r ma t i o n s y s t e m s a n d k n o w le d g e

m a n a g e m en t , T h e o r y b u i l di n g , O v e r v i e w o f r e s e a r c h p r o c e s s , E t h i c a l i s s u e s i n b u s i n e s s

r esearch .

2 . Problem Formula t ion: Prob l em def i n i t i on and r esearch p roposa l , B as i c r esearch des i gns

E x p l or a t o r y, d e s c r i p t i ve a n d c a u s a l d e s i gn s . S e c o n d a r y r e s e a r c h d e s ig n s . Q u a l it a t i v e

ana l ys i s , Secondary da t a .

3 . Survey : B as i c concep t s i n su rvey r esearch , Met hods o f commun i ca t i on wi t h r esponden t s ,Ques t i onna i r e , I n t e rv i ew, e t c . , Observa t i on met hod , Exper i men t a l r esearch . Measu remen t

and sca l i ng concep t s , A t t i t ude measu remen t , P r i nc i p l es o f ques t i onna i r e des i gn .

4 . S a mp l i n g a n d F i e ld W o r k: S a m p l e d e s i g n a n d s a m p l e p r o c e d u re s , D e t e r m in a t i o n o f

samp l e s i ze a r ev i ew o f s t a t i s t i ca l t heo ry , F i e l d work .

5 . Data Ana lys is and Presenta t ion: Edi t i ng and cod i ng fo r t r ans fo rmat i on o f r aw da t a i n t o

i n fo rmat i on , B as i c da t a ana l ys i s descr i p t i ve , s t a t i s t i cs , un i var i a t e s t a t i s t i cs , b i var i a t e

a na ly si s: T e st s o f d if fe r en ce s , M ea s ur e s o f a ss oc i at io n. M ul ti v ar ia te a na l ys is .P resen t a t i on o f r esearch f i nd i ngs .

References :

B us i ness R esearch Met hods Z i kmund

Marke t i ng R esearch Mal ho t r a N .K.

Marke t i ng R esearch Parashu raman

B us i ness R esearch Met hods Donal d R . C ooper s and Sch i nd l e r

Foundat i ons o f B ehav i ou ra l R esearch F .N . Ker l i nger

MLA Handbook fo r R esearcher s MLA Assoc i a t i on

5. Operations Research

1 . L i n e ar p r og r am m i ng : F o rm u la t io n , G r ap h ic a l s o lu t io n s S i mp l ex m e th o d B i g- M

met hod , Dual i t y and sens i t i v i t y ana l ys i s .

2 . T r a n s p o rt a t i o n a n d A s s i g n m en t P r o b l e m : T r a v e l in g s a l e s m e n p r o b l e m s , s o l v i n g t h e

sequenc i ng p rob l ems .

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3 . Q u e u i n g M o d e l s : D e t e r m in i s t ic a n d p r o b a bi l i s ti c m o d e l s , S i n g l e s e r v e r a n d m u l t ip l e

se rver model s In f i n i t e popu l a t i on .

4 . N e t w o rk A n a l y s is : P E R T & C P M , D e t e r m i n a ti o n o f f l o a t s, T i m e - c o st - T r a de - o f f a n d

C rash i ng o f ne t works . Theo ry o f games Two per sons Zero - sum game.

5 . Decis ion Theory : Deci s i on mak i ng under r i sk and uncer t a i n t y , dec i s i on t r ees .

References :

Quan t i t a t i ve Techn i ques i n Managemen t N .D. Vohra Opera t i ons R esearch Wagner

Opera t i ons R esearch Hamdy Taha

Theory and Prob l ems o f Opera t i ons R esearch R i chard B rouer

Mat hemat i ca l Met hods i n B us i ness B arne t t and S i eger

Opera t i ons R esearch S .D . Sharma

6. Operations Management

1 . O p e r a t i on s M a n a ge m e n t : P r o d u c t s t r a t e g i e s P r o d u c t l i f e c y c l e P r o d u c t i v e s y s t e m

t ypes Impac t o f t echno l ogy and o rgan i za t i on o f t he opera t i ons func t i on R equ i r emen t s

o f fo r ecas t i ng fo r opera t i ons B as i c ca t ego r i es o f fo r ec as t i ng met hods .

2 . P l a n t L o c a t i o n a n d T y p e s o f P l a n t L a y o u t : P r o d uc t p l a n n in g a n d c o n t ro l I n v e n to r y

p l an n in g a n d c o nt r ol M a te r ia l s r e qu i re m e nt s p l a nn i ng P l a nn i ng p r od u c ti o n i n

agg rega t e t e rms .

3 . J o b D e s i g n i n g: W o rk s t ud y a n d t i m e s t ud y S t at i st i ca l q u al i ty c o nt r ol m e th o ds

J a p a n e s e m a n u f a c t ur i n g s y s t e m s F l e x i bl e m a n u f a c t u r i n g s y s t e m O p e r a ti o n s s y s t e m so f t he fu t u re .

4 . Tota l Qua l i ty Management : t r ends i n qua l i t y managemen t , benchmark i ng and bus i ness

p r o c e s s r e e n gi n e e r in g , K a i z e n S i x S i g m a M o t o r ol a s y s t e m s Q u a l i t y c r i t e r ia b a s e d

o n D e mi ng p r iz e M al co lm B al dr ig e A wa r d. Q u a l it y M a n a g e me n t S y s t e m s, ISO

St andards .

5 . S u p p l y c h a i n M a n a g em e n t : C o n c e pt , o b j e c ti v e s a n d c o n c e pt u a l f r a m e w o r k o f S C M .

O p e r a t in g m o d e l f o r s u p p l y c h a i n . M a n a g i n g t h e e x t e r na l a n d i n t e r na l s u p p l y c h a i n .Gl oba l SC M and sou rc i ng .

References :

Modern Produc t i on Managemen t B uf fa E l wood . S , and R akesh K . Saren , John

Wi l ey and Sons , 2003 .

Produc t i on and Opera t i on Anal ys i s S t even Nahmas

C ases i n P roduc t i on / Opera t i ons Managemen t K .N. Kr i shnaswamy

T h e B e n c h m a r k i n g M a n a g e m e nt G u i de A m e r i c a n P r o d u c ti v i t y a n d Q u a l i ty

C en t e r , P roduc t i v i t y P ress , USA, 1993 .

T ot a l Q ua l it y M a na g em e nt D al e H . B es te r fi el d a nd o th e rs P ea r so n

Educa t i on , New Del h i , 2003 .

Tot a l Qual i t y Managemen t Poo rn i ma C houdhary Pear son Educa t i on NewDel h i , 2002 .

Tot a l Qual i t y Managemen t S r i dhar B ha t t .

S u p p l y c ha i n M a n a g e me n t t h e o ry a n d p r a c t i c e s M o h a nt y a n d D e s h m uk h ,B i z t an t r a 2005 .

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7. Management Information System

1 . In format ion Sys tems: Dat a v s In fo rmat i on , St ra t eg i c ro l e o f i n fo rmat i on i n managemen t ,

O r g a n iz a t i o n a s a n i n f o r m a t i o n s y s t e m . G o r y S c o t t , M o r t on G r i d , T y p e s o f i n f o rm a t i o n

sys t ems , TPS , MIS , DSS, ESS , AI .

2 . P r o c e s s i n g T e c h n o l og y : E v ol u ti o n o f p r oc e s si n g t e c hn o lo g y, B a tc h p r oc e s si n g,

M u lt i pr o c es s in g , T i me s h a ri n g s y s te m s , I n tr o du c in g w i nd o ws , U n ix , N e tw o rk i ngconcep t s , Te l ecommuni ca t i on ne t works .

3 . S y s t e m s D e v e l o pm e n t : T h e c o n c e p t o f s y s t e m s d e v e l o p m e n t l i f e c y c l e ( S D L C ) , U s e o f

f l ow char t s and en t i t y r e l a t i onsh i p d i ag rams . Exerc i ses i n SDLC .

4 . Appl ica t ion Techno log ies : ER P concep t s , Evo l u t i on o f ER P, P resen t ER P packages , SAP,

B a a n , M F G - P R O , O r a c l e , E R P E v a l u a ti o n , E R P a n d B P R , E R P I m p l e m e n t a ti o n , C a s e

s t ud i es (ER P) .

5 . Web Publ i sh ing : Web pub l i sh i ng , Types o f webs i t es , Web su r f i ng , Too l s , Ms-Fron t page ,Des i gn i ng webs i t e , E-commerce , B 2B , B 2C , E-commerce secu r i t y i s sues , E t h i ca l i s sues ,

C yber l aws .

References :

MIS Kenne t t G . Lauden and Jane P . Lauden

MIS James A . OB r i en

MIS-C .S .V .Mur t hy

C ompu t er Today S .K . B asudev ER P C oncep t s V .K. Garg

THIRD SEMESTER

I. Project Management

1 . P r o j e c t m a n a g em e n t : c o nc e pt s & k e y t er ms , e vo lu ti on o f i nt eg ra te d p r oj ec t

m a n ag e me n t s y st e m , a l i gn i ng p r oj e c ts w i th o r ga n i za t io n s t ra t e gy , e f fe c t iv e p r oj e c t

po r t fo l i o managemen t sys t em, p ro j ec t l i f e cyc l e , f eas i b i l i t i es o f p ro j ec t s -d i f f e r en t fo rms

o f p ro j ec t con t r ac t i ng .

2 . P r oj e c t S c op e m a n ag e me n t : d e fi n in g p r oj e c t s c op e , c r ea t in g w o rk b r ea k d o wn

s t ruc t u re (WB S) , p ro j ec t r o l l up , p rocess b r eak down s t ruc t u re , r es pons i b i l i t y mat r i x .

3 . P r o j e c t s c h e d u l i n g: n e tw o rk m o de l s, C P M, a c ti v it y o n n o de ( A ON ) f u nd a m en t al s ,

ne t work compu t a t i on p rocess .

4 . P r oj e c t r i s k m a n ag e me n t: c o nt i ng e n cy p l an n in g , s c h ed u li n g r e so u rc e s , r e d uc i ng

p ro j ec t du ra t i on .

5 . Project Team Management : bu i l d i ng h i gh -per fo rmance p ro j ec t t eams , manag i ng v i r t ua l p ro j ec t t eams , p ro j ec t con t ro l p rocess . Per fo rmance measu remen t and eva l ua t i on , p ro j ec t

qua l i t y p l ann i ng , assu rance , aud i t , p ro j ec t c l o su re , pos t compl e t i on aud i t .

References :

1 . Pro je ct Ma nage men t Cl i f ford Gra y & La rson

2. www.pmi .org

II . Business Legislat ions

1 . O u t l i n e s o f L a w s P e r t a i n i n g t o R e g u l a t i o n o f I n d u s t r i e s : IDR A Act , C ompet i t i on Act ,P r ic e a n d d i st r ib u ti o n c o nt r ol s , I n s ur a nc e R e gu l at i on a n d D e v el o pm e n t A u th o ri t y

( IR DA) , Te l ephone R egu l a t o ry Au t ho r i t y o f Ind i a (TR AI) .

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2 . Company Law: O u t l in e s o f I n d i a n C o m p a n ie s A c t o f 1 9 5 6 p e r t a i n in g t o I n c o r p or a t i o n,

M a n a g e me n t a n d a d m i n i s tr a t i o n a n d l i q ui d a t io n . F i l i ng o f r e t u r n s , R e m e d i e s a g a i ns t

m i s m a na g e m e n t a n d o p p re s s i o n . P o w e r s o f i n v e st i g a t io n b y t h e G o v e r n m e n t, I s s u e s

r e l a t i ng t o good co rpo ra t e governance . R ecen t Amendmen t s t o co rpo ra t e governance .

3 . P a t e n t s a n d T r a d e m a r k s A c t : I s s u e s i n I n t e l l e c t u a l P r o p e r t y R i g h t s a n d C y b e r L a w s .

Fo re i gn Exchange Managemen t Act (FEMA) .

4 . S e c u r i t y M a r k e t L a w s : O u t l in e s o f S e c u r i ty a n d E x c h a n ge B o a r d o f I n d i a A c t ( S E B I ),

Secu r i t i es con t r ac t ac t , Laws per t a i n i ng t o s t ock exchanges , SAR FESI Act .

5 . E n v i r o n m e nt a l P r o t e c t i on A c t : L a w r e l a ti n g t o e n v i r on m e nt a l p o l lu t io n . R o le o f

p ol lu ti on c o nt ro l b oa r ds , C on su me r P r ot e ct io n A c t o f 1 98 6. C on su me r f o ru ms ,

consumer i sm i n Ind i a .

References :

A Manual o f B us i ness Laws S .N . Maheshwar i and S .K . Maheshwar i

B us i ness Law fo r Managemen t K .R . B u l chandan i

B us i ness Env i ronmen t : Tex t s and C ases F ranc i s C her un i l am

B us i ness and C orpo ra t e Laws S .S . Gu l shan and G .K. Kapoor

III . Strategic Management

1 . S t r a t e gi c M a n a ge m e n t : I n tr o du c ti o n, E l e me n ts o f a s t ra t e gy , S o ur c e s o f b u si n es s

s t ra t e gi e s, F a c to r s t h a t s h a pe c o rp o ra t e s t ra t e gi e s, C o rp o ra t e s t ru c tu r e i n I n di a ,

Deve l op i ng co rpo ra t e Vi s i on , Mi ss i on , Goal s and Ob j ec t i ves .

2 . I n du s t ry a n d C o mp e t it i v e A n al y si s : I n te r na l, E xt e rn al , D om e st ic a n d G lo ba l

e nv ir on me n t, E n vi ro nm en ta l s c an ni ng t ec h ni qu e s, A na ly si s o f e c on om ic , L e ga lcompet i t i ve capab i l i t i es and d r i v i ng fo rces , I den t i f i ca t i on o f bus i ness oppo r t un i t i es andC ompet i t i ve advan t age .

3 . Grand Stra teg ies : Expans i on , R e t r enchmen t , S t ab i l i t y , C ong l omera t e s t r a t eg i es and t he i r

v a r i a nt s , M e r g e r s a n d A c q u i s it i o n s , D i v e r s i f ic a t i o n , D i s - i n v e st m e n t t u r n a r o u n d a n d

C ompet i t i ve s t r a t eg i es fo r domes t i c and g l oba l bus i ness .

4 . S t r at e gi c C h oi c e M a k in g : F a c to r s t h a t d e t er m in e s s t ra t e gi c c h oi c e C o rp o ra t e

p r e fe r ence , Manager i a l ph i l o sophy and power r e l a t i ons , Soc i a l r espons i b i l i t y , C o rpo ra t e

governance and e t h i cs .

5 . S t r a t e g y I m p l e m e n t a t i on a n d E v a l u a ti o n : F o r m u la t i n g b u s i ne s s l e v e l s t r a t e gi e s ,H a rm o ni z a ti o n o f a c t iv i ti e s , R e s ou r ce a l lo c a ti o n, L e a de r s hi p , C o mm u ni c a ti o n a n d

b e ha v io u ra l i m pl e me n ta t io n , S t ra t e gi c e v a lu a ti o n, E s s en t ia l f e a tu r es o f s t ra t e gi c

co rpo ra t e eva l ua t i on sys t ems .

References : B us i ness Po l i cy and S t r a t eg i c Managemen t Lawrence R . Jauch and Wi l l i am I .

G l ueek

St ra t eg i c Managemen t Al ex Mi l l e r and I rwi n

C o m p e ti t i ve A d v a nt a g e s : C r e a t i n g a n d S u s t a in i n g , S u p e r i o r P e r f o r m a n c e

Mi chae l E . Po r t e r

Managemen t E t h i cs : I n t eg r i t y At Work Jo seph A Pe t r i ck , John F . Qu i nn

C ompet i ng fo r t he fu t u re P rah l ad and Hammel

The Fu t u re o f C ompet i t i on P rah l ad and Venka t a r aman

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IV. Elect ive MM 1: Consumer Behaviour and Marketing Research

1 . Consumer Behav iour: In t roduc t i on , Fac t o r s i n f l uenc i ng consumer behav i ou r , Per sona l i t y ,

P s yc h og r a ph i cs , F a m il y , S o c ie t y , V a lu e s o f p e rc e p ti o n, A t ti t ud e a n d l i fe s t yl e s,

D i ff e re n t m o de l s o f c o ns u m er b e ha v io u r E c o no m ic , L e a rn i ng , P s yc h oa n a ly t ic a l ,

S o c i o l o g i c a l , H o w a r d S h e t t , N i c o s i a , W e b s t e r a n d W i n d , E n g e l , B l a c k w e l l a n d M i n a r dmodel s .

2 . B u y i n g D e c i s i o n M a k i n g P r o c e s s : B u y i ng r o l e s , S t a g e s o f t h e d e c i s i on p r o c e s s H i g h

a n d l o w e f f o r t d e c i s i o ns , P o s t p u r c h a s e d e c i s i o n s , A p p l i c a ti o n o f c o n s u m er b e h a v io u r ,Model s t o marke t i ng dec i s i on mak i ng .

3 . M a r k e t i ng R e s e a r c h D e s i g n s : T y p e s o f r e s e a r c h d e s i g n s , T e c h n i q u e s a n d t o o l s o f d a t a

c o ll e c ti o n S c a le s a n d m e a su r em e n t, V a r io u s t y pe s o f d a ta , S a m pl i ng t e c hn i qu e s ,

S a m p l e s i z e d e t e r m in a t i o n. A n a l y si s a n d i n t e r pr e t a t io n o f d a t a . R e p o r t i ng t h e r e s e a r c hf i nd i ngs .

4 . A p p l i c a ti o n o f Q u a n t i ta t i v e T o o l s n M a r k e ti n g : D e c i s i on m a k i n g D e p e n de n c e a n d

i n te r de p e nd e nc e t e c hn i qu e s R e gr e s si o n a n a ly s is , A N OV A , D i sc r i mi n an t a n a ly s is ,

Fac t o r ana l ys i s , C l u s t e r ana l ys i s , Mu l t i -d i mens i ona l sca l i ng and C on j o i n t ana l ys i s , Use

o f SPSS fo r da t a ana l ys i s .

5 . Market Research: Marke t i ng and marke t r esearch , Qual i t a t i ve r esearch , Marke t and sa l es

a na ly si s. M ot iv a ti on r es e ar ch , C om mu ni ca ti on r es e ar ch , P r od uc t , P r ic in g a n dDi s t r i bu t i on r esearch .

References :

C onsumer B ehav i ou r Sch i f fman and Kanuk

C onsumer B ehav i o r Su j a Nai r

Marke t i ng R esearch Tu l l , Green and Hawki ns

B us i ness R esearch Met hods Z i kmund

Marke t i ng R esearch G .C . B ar i

Marke t i ng R esearch N .K. Mal ho t r a

Marke t i ng R esearch Parashu raman , Grewal

C onsumer B ehav i ou r Hoyer Mac Inn i s

V. Elect ive MM 2: Sales and Logist ics Management

1 . Sa les Management : Obj ec t i ves o f sa l es managemen t , Per sona l se l l i ng p rocess , Deve l op i ng

p e r s o n a l s e l l i n g s t r a t e g i e s . O r g a n i z i n g t h e s a l e s f o r c e T y p e s o f s a l e s o r g a n i z a t i o n s D e te r m in i ng t h e k i nd o f s a le s f o r c e a n d S i z e o f t h e s a le s f o r c e . Q u al i ti e s o f s a l e s

execu t i ves .

2 . Manag ing the Managers Sa les Force: Ef fec t i ve R ecru i t i ng , Se l ec t i ng and Tra i n i ng t he sa l es

f o r c e . T i m e a n d t e r r i t o r y m a n a g e m e n t, S a l e s t e r r i to r i e s a n d S a l e s Q u o t a s C o m p e ns a t i ng

s a l e s f o r c e , M o t i v a t i ng t h e s a l e s f o r c e C o n t ro l l i ng t h e s a l e s f o r c e E v a l u a t in g t h e s a l e s

fo rce .

3 . R e t a i l i ng a n d W h o l e s a l i n g : I n t e r na t i o n a l s a l e s m a n a g e m e n t D i r e c t m a r k e t i n g, T e l emarke t i ng , Marke t i ng on t he ne t Fu t u re o f sa l es manageme n t .

4 . D i s t r i b ut i o n a n d L o g i s t i c s M a n a g e m e nt : D e s i g n o f d i s t r ib u t i on c h a n n e l, S t r u c tu r e a n d

C h a n n e l m a na g e m e n t . C o m p on e n t s o f l o g i s ti c s i n b o u n d a n d o u t b o un d l o g i s t ic s , k e y

l og i s t i cs ac t i v i t i es v i z . , C us t omer se rv i ces Demand fo recas t i ng Inven t o ry managemen t

M a te r ia l h an dl in g C om mu ni c at io n O rd er p ro ce s si ng , P a ck ag in g T ra ff ic a n d

t r anspo r t a t i on Warehous i ng and s t o r age .

5 . D e v e l o p i n g L o g i s t i c s S t r a t e g y: L o g i s t i c s i n f o r m a t i o n s y s t e m , O r g a n i z i n g f o r e f f e c t i v el og i s t i cs , Imp l emen t i ng l og i s t ics s t r a t egy C ompu t er packages u sed i n l og i s t i cs . R e t a i l i ng

and who l esa l i ng , sa l es and l og i s t i cs fo r ru r a l marke t s .

References :

S a le s M a na g e me n t D e c is i on s , S t ra t e gi e s a n d C a se s R i ch a r d R . S t il l ,

Edward W. C und i f f and Noman A.P . Govan i

Pro fess i ona l Sa l es Managemen t R .E . Ander son , Jo seph F . Har , A l an J . B ash

Marke t i ng C hanne l s Lou i s W. S t e rn , Adel I . ER Ansary , T . C ough l an

F u nd a me n t al s o f L o gi s ti c s M a na g e me n t M . L a m be r t , J a m e s R . S t oc k , M .

El i r am

Log i s t i cs Managemen t Donal d J .B . and D . J . C l oss

Log i s t i cs and Supp l y C hai n Managemen t Mar t i n C hr i s t opher

Sal es Managemen t Anal ys i s and Dec i s i ons Ma k i ng Thomas N . Ing ram

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Manag i ng Supp l y C hai n J .L . Gat t o rn and D .W. Wal d i s

VI. Elect ive MM 3: Advertis ing and Sales Promotion Management

1 . R o l e o f P r o m o t i o n i n M a r k e t i ng M i x : C omponen t s o f sa l es p romot i on mi x Adver t i s i ng

P u bl i ci t y, P e r so n al s e l li n g, P u bl i c r e la t io n s a n d S a l es p r om o ti o n, D e te r m in a n ts o f

promot ion mix .

2 . Advert i s ing : N e e d, s c op e a n d i m p o rt a n ce o f a d ve r ti s in g r o le o f a d ve r ti s in g i n t h eeconomi c deve l opmen t adver t i s i ng and soc i e t y l a t es t t r ends i n adver t i semen t s d i f f e r en t

t y p e s o f a d v e r t is e m e n t s. A d v e r ti s a b i li t y a n d a d v e r t is i n g a i d s , A d v e r ti s i n g p l a n n i n g a n d

dec i s i on mak i ng .

3 . Advert i s ing Campaign Planning : Set t i ng adver t i s i ng goa l s and ob j ec t i ves The DAGMAR

Approach . Message s t r a t eg i es and t ac t i cs C rea t i ve app roaches , C opywr i t i ng and t es t i ng

A d ve r ti s in g c o py d e si g n a n d c o mm u ni c a ti o n s t ra t e gy , C o py - vi s ua l iz a t io n l a y o u t,A d v e r t i s i n g a p p e a l s a n d t h e m e s , C l a s s i f i c a t i o n o f a d v e r t i s e m e n t c o p i e s E s s e n t i a l s o f a

good copy .

4 . Advert i s ing Media : Types o f med i a , med i a p l ann i ng and schedu l i ng Adver t i semen t budge t s

Approaches t o adver t i s i ng , budge t i ng . Measu r i ng adver t i s i ng e f f ec t i veness . Adver t i s i ng

s t r a t eg i es fo r ru r a l marke t s .

5 . A d v e r t i si n g A g e n c i e s : A d v e r t i s i n g b u s i n e s s i n I n d i a R u r a l a d v e r t i s i n g A d v e r t i s i n g

regu l a t i ons , Adver t i s i ng and soc i e t y . G l oba l marke t i ng and adver t i s i ng .

References :

Adver t i semen t and Promot i on B el ch and B el ch

Adver t i s i ng Aaker and B at h ra

Adver t i s i ng Managemen t C hunawal l a

Adver t i s i ng Managemen t Wr i t e and Zi eg l e r

C on t emporary Adver t i s i ng Wi l l i ams Arens

IV. Elect ive FM 1: Advanced Capital Budgeting

1 . Ranking pro ject s : NPV vs IRR C onf l i c t s , F i sher s r a t e o f i n t e r sec t i on , Mu l t i p l e IR R s ,MIR R , Op t i mal dec i s i on under cap i t a l r a t i on i ng

2 .C a s h F l o w M e a s u r em e n t P r o b l e m s : D e pe n d en c e a n d i n d e p en d e nc e o f c a s h f l ow s i n

eva l ua t i ng p ro j ec t s , Measu res o f r i sk and r e t u rn s , I n f l a t i on i n cap i t a l budge t i ng , R ea l v s

n o m i na l d i s c o u n t r a t e s , B i a s i n c a s h f l o w e s t i m a t e s , T o t a l r i s k f o r m u l t ip l e i n v e s t m e n t.Measu r i ng cash f l ow fo r acqu i s i t i on .

3 . R e a l O p t i o n s i n C a p i t al I n v e s t m en t : T y p e s o f o p t i on s e x p a n s io n , A b a n d o n m e nt a n d

pos t ponemen t .

4 . Project R isk Ana lys is : Techn i ques fo r measu r i ng s t and a l one r i sk Sens i t i v i t y ana l ys i s ,Scenar i o ana l ys i s and S i mu l a t i on

5 Project F inancing : Sou rces o f l ong - t e rm and sho r t - t e rm f i nances fo r a p ro j ec t . Leas i ng

T y p e s o f l e a s e s , s t r u c tu r i n g o f l e a s e r e n t a l s a n d e v a l u a t io n o f l e a s e . H i r e p u r c h a s e a n d

i t s eva l ua t i on .

V. Elect ive FM 2: Advanced Capital Structure Theories

1 . E m p i r i c a l P e r s p e c t i v e s o n t h e F i n a n c i a l C h a r a c t e r i s t i c s: A n a l y si s o f c o m p os i t e c a s h

f l o w s , L e v e r a g e d i s t ri b u t io n s f o r i n d i vi d u a l f i r m s , O w n e r sh i p s t r u c tu r e s , C o m p os i t eR O E , P / E r a t i o s, D i v i de n d p a y o u t r a t i os a n d D i v i d e n d y i e l d s o v e r t i m e . V a l u a ti o n a n d

F i n an c i n g D e c i s i on s i n a n I d e al C a pi t a l M a rk e t : D e f in i ng i d ea l c a p it a l m a r ke t ,

M o d i gl i a n i a n d M i l l e r s p r o p o s i t io n o n t h e i r r e l e v a n c e o f c a p i t a l s t r u c tu r e , M M o n t h e

i r r e l e v a n c e o f d i v i d e n d p o l i c y , T h e c a p i t a l a s s e t p r i c i n g m o d e l , T h e b i n o m i a l p r i c i n gmodel , Val ua t i on o f op t i ons and The p r i c i ng o f co rpo ra t e deb t and Equ i t y secu r i t i es .

2 . S e pa r at i o n o f o w ne r s hi p a n d c o nt r o l, P r i nc i p al - Ag e n t c o nf l i ct s a n d f i n an c i al

p o l i c i e s - In t roduc t i on , l i mi t ed l i ab i l i t y and t he separa t i on o f owner sh i p and con t ro l , t he

c r i t i c al r o l e o f m a n a g e m e n t , m a x i m i z e t h e f i r m s v a l u e , ex t ended s t akeho l der s , con f l i c t

o f i n t e r e s t c o n t r a c t s a n d a r e v i s e d d i r e c ti v e , c o n f l i c t s o f i n t e r e s t b e t w e e n s h a r e h o l d e rs

a n d c r e di t or s : a g en c y c o st s o f d e b t. I n fo r m at i o n A s ym m e tr y a n d t h e M a rk e t s f o rc o r p o r a te s e c u r i t i e s - Economi c t heo r i es o f e f f ec t s o f i n fo rmat i on asymmet ry , causes o f

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i nf or ma t io n a sy mm e tr y, v al ua t io n o f p ub li c ly t ra d ed e qu it y u nd er a s ym me t ri c

i n fo r ma t io n , I n fo r ma t io n a s y mm e t ry a n d q u a li t y o f t h e m a rk e t f o r a f i rm s e q ui t y,

o p t i ma l o w n e r s hi p s t r u c tu r e u n d e r a s y m m e t r y i n f o r m a t i on , i n f o rm a t i o n a s y m m e t r y a n d

e x t er n a l f i na n c in g , i n fo r ma t io n a s y mm e t ry a n d d i vi d e nd p o li c y. P r in c ip a l a g e nt

con f l i c t s and i n fo rmat i on asymmet ry .

2. Role o f government , secur i t ies market s , F inancia l Ins t i tu t ions , ownersh ip s t ructureb r o a d o v e r s i g h t a n d c o n t r a c t d e v i c e s - G o v e r nm e n t l a w s a n d r e g u l a t i on s , s e c u r i t y m a r k e t s ,

o w n e r s hi p s t r u c tu r e , f i n a n c ia l i n s t it u t i on s , c o n t ra c t i n g d e v i c e s. The L e v e r a g e D e c i s i o n:I n t r o du c t i on , C o r p or a t e a n d p e r s o na l t a x a t i on , M o d i fy i n g M M p r o p o si t i o ns t o a c c o u n t f o r

c o r p o r a t e t a x e s , T r a d i t i o n a l t r a d e - o f f t h e o r y , E m p i r i c a l e v i d e n c e f o r t r a d i t i o n a l t r a d e O f f

t he o ry , P er s on al t a xe s a nd M il le r e q ui li br iu m, A ge nc y t he o ry a nd l e ve r ag e d ec is io n,Asymmet r i c i n fo rmat i on and l everage , B a l anc i ng agenc y cos t s w i t h i n fo rmat i on asymmet ry .

4 . Industry ana lys is and f inancia l po l ic ies and s t ra teg ies Pr i nc i pa l agen t con f l i c t s i n

a n i n d u s t r y s e t t i n g , d y n a m i c s o f a s s e t l i q u i d it y a n d o p t i ma l l e v e r a ge i n a n i n d u st r y ,

i ndus t ry compet i t i on and f i nanc i a l s t r a t eg i es , j o i n t ven t u re and s t r a t eg i c a l l i ances . Th e

f i r m s e n v i r o n m e n t , g o v e r n a n c e , s t r a t e g y, o p e r a t i on s , a n d F i n a n c i a l S t r u c t u r e

F i rm s b u si n es s e n v ir o nm e n t, i n te r n al g o ve r na n c e s t ru c tu r e a n d b u si n es s s t ra t e gy ,opera t i ona l s t ruc t u re , execu t i ve compensa t i on , f i nanc i a l po l i c i es and f i rm per fo rmance ,

r i sk per fo rmance and con t i ngenc i es , emp i r i ca l ana l yses o f r i sk .

5 . M a r k e t e f f i c i e n c y , e v e n t s t u d i e s , c o s t o f e q u i t y c a p i t a l a n d e q u i t y v a l u a t i o n The

ef f i c i en t marke t hypo t hes i s , i n fo rmat i on asymmet ry , secu r i t y ana l ys i s and l i mi t a t i ons on

marke t e f f i c i ency , t he cos t o f cap i t a l , bas i c equ i t y va l ua t i on model s . Corpora te bonds:

Terms , I s suance , and va lua t ion- Terms i n co rpo ra t e bond con t r ac t s , i s suance p rocedu re ,B o nd r i s k: m a tu r it y a n d l e ve r a ge e f f ec t s , d e fa u l t r i sk a n d c o rp o ra t e b o nd r a t in g s,

m o d e l in g y i e l d s a n d e x p e c t e d r e t u r ns o n c o r p o ra t e b o n d s , e s t i m a t i n g t h e f a i r y i e l d o n a

co rpo ra t e bond . A focus on conver t i b l es .

VI. Elect ive FM 3: Security Analysis and Portfol io Management

1 . Inves tments : M a r k e t f o r s e c u r i t i e s , S t o c k e x c h a n g e s , M a r k e t p a r t i c i p a n t s , P r i c e s a n dq u ot a ti o ns , W o rk i ng o f B S E , N S E a n d O T CE I , R o le o f S E BI . P o rt f ol i o r i sk - re t ur n

m e a s u r e me n t , S y s t e m a t i c r i s k V s u n s y s te m a t i c r i s k , C o n c e p t o f B E T A , S e c u r i t y m a r k e t

l i ne . C ap i t a l marke t t heo r i es .

2 .Fundamenta l Ana lys is : Economi c ana l ys i s - Economi c fo recas t i ng and s t ock i nves t men t

dec i s i ons , I ndus t ry ana l ys i s - I ndus t ry l i f ecyc l e , C ompany ana l ys i s , Fo recas t i ng company

e a r n i ng s , V a l u a ti o n o f c o m p a ni e s , R e g r e s s i o n a n d c o r r e la t i o n a n a l y s i s i n f o r e c a s ti n grevenues and expenses , App l i ed s t ock va l ua t i on , B ond ana l ys i s and va l ua t i on .

3 .T e c h n i c a l A n a l y si s : M a rk e t i n di c a to r s , F o re c a st i ng i n di v id u a l s t oc k p e r fo r ma n c e,

T e c h n i qu e s , T y p e s o f c h a r t s , D o w t h e o r y , R e l a t i v e s t r e n g t h , C o n t r a r y o p i n i on , M o v i ng

average , C onference i ndex , Trad i ng vo l ume, C oncep t o f dep t h , b r ead t h and r es i l i ence o f

t he marke t .

4 . Eff ic ient Market Theory : R andom wal k , Leve l s o f e f f i c i ency Weak , semi - s t rong and

s tr on g, T ec h ni qu es f or m ea s ur in g e f fi ci en c y, E m pi ri ca l t e st s. M ut ua l f un d In t roduc t i on , Types o f mu t ua l fund , concep t o f NAV.

5 .Act ive Port fo l io Management : Por t fo l i o per fo rmance eva l ua t i on measu r i ng i nves t men t

r e t u r n, c o n v e nt i o n a l t h e o r y o f p e r f o rm a n c e e v a l u a t i o n , p e r f o r m a n ce m e a s u r e me n t w i t h

chang i ng po r t fo l i o compos i t i on , marke t t i mi ng , per fo rmance a t t r i bu t i on p rocedu res , s t y l e

a n a l y si s a n d m o r n i n g s t a r s , r i s k a d j u s te d r a t i ng . S e c u r i t y s e l e c t i o n T r e y n or B l a c k

model , i mper fec t fo r ecas t o f a l pha va l ues .

IV. Elect ive HRM 1: Human Resource Development1 . H u m a n R e s o u r ce D e v e l o pm e n t : S u b s y s t e m s o f H R D , O D a n d H R D , H R M a n d H R D ,

E m e rg i ng t r en d s i n H R D, H R D i n I T i n du s tr y , H R D i n p u bl i c s e c to r , g o ve r n me n t

o rgan i za t i ons , and NGOs.

2 . P e r f o r m an c e M a n a ge m e n t : T r a di t io n al a n d m o de r n t e ch n iq u es , O p en A p pr a is a l

Iden t i f i ca t i on o f Key Per fo rmance Areas and Key R esu l t Areas Manager i a l app ra i sa l

E t h i c a l i s s u e s i n p e r f o r m a n c e a p p r a i s a l . P o t e n t i a l a p p r a i s a l , F e e d b a c k m e c h a n i sm s ,

Per fo rmance managemen t and career deve l opmen t .

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3 . C o a c h i ng & E m p l o y e e C o u n s e l i ng S e r v i c e s: Def i n i t i on & Need , C oach i ng t o i mprove

p o o r p e r f o r m a n c e , E f f e c t i ve n e s s o f c o a c h in g , N e e d f o r e m p l o y e e c o u n s e li n g p r o g r a m s ,

C omponen t s & C harac t e r i s t i cs , I s sues i n emp l oyee c ounse l i ng .

4 . Career P lanning and Deve lopment : Mean i ng and p rocess C areer pa t h , C areer w i d t h

and Leng t h Success i on p l ann i ng C areer Deve l opmen t .

5 . Management o f Change: Pl anned o rgan i za t i ona l change , C hange agen t s , Dynami cs

o f r es i s t ance t o change , P l anned change . Qual i t y o work l i f e .

References :

Human R esou rce Deve l opmen t R andy L . Des i mone , Jon M.Werne r & Dav i d M.Har r i s .

Des i gn i ng and Manag i ng Human R esou rce Sys t ems Paree k , Udai and R ao T .V .

R ecen t Exper i ence i n Human R esou rce Deve l opme n t R ao T .V . and Pere i r a , D .H .

Per fo rmance Appra i sa l Theo ry and Prac t i ce R ao T .V .

Ef fec t i ve Human R esou rce Deve l opmen t Nea l E . C ha l o f skey , C ar l ene R ei nhar t .

Human R esou rce Managemen t Sa t yad i an S . Mi rza

V. Elect ive HRM 2: HR Interventions and Management of Change

1 .O r g a n i z at i o n D e v e l o pm e n t : H is to ry o f O rg a ni za t io n, D ev e lo pm e nt V a lu es

Assumpt i ons B e l i e f s i n o rgan i za t i on deve l opmen t .

2 .T h e o r y a n d M a n a g e m e n t o f O r g a n i z a t i o n D e v e l o p m e n t : F o u n da t i o n s o f o r g a n iz a t i o n

d e v e l o p m e n t M a n a g i n g t h e o r g a n i z a t i o n d e v e l o p m e n t p r o c e s s A c t i o n r e s e a r c h a n do rgan i za t i on deve l opmen t .

3 .O r g a n i z at i o n D e v e l op m e n t I n t e r v en t i o n : T e a m i n t e r v e n t i on I n t e r - gr o u p a n d t h i r d

par t y peacemak i ng i n t e rven t i on C omprehens i ve i n t e rven t i on S t ruc t u ra l i n t e rven t i ons

Tra i n i ng exper i ences .

4 .K e y C o n s i d e r a t i o n s a n d I s s u e s : I s s u e s i n c o n s u l t a n t C l i e n t r e l a t i o n s h i p s S y s t e m

rami f i ca t i ons Power , po l i t i cs and o rgan i za t i on deve l opmen t R esearch i n o rgan i za t i on

deve l opmen t

5 .The Future o f Organiza t ion Deve lopment : Lat es t t r ends i n o rgan i za t i ona l deve l opmen tp rocess . Managemen t o f change

References :

O r g a n iz a t i o n D e v e l o p m en t F r a n c h a n d B e l l ; O r g a n i z a ti o n B e h a v i o u r F r e d

Lu t hans

H um a n B e ha vi ou r a t W or k K ei th D a vi s; O rg an iz a ti on a l D es ig n f or

Exce l l ence Khandawal l a

VI. Elect ive HRM 3: Training and Development

1 . Tra in ing : I n tr o du c ti o n, I m po r ta n c e o f t r a in i ng , A d va n ta g e s o f t r ai n in g , T r ai n in g

c h a ll e n ge s , C h an g in g w o rk p la c e a n d w o rk f or c e , T r a in i ng a s a s u b s y st e m o f H R D,

Learn i ng env i ronmen t , I n s t ruc t i ona l des i gn , Learn i ng ou t comes , Feedback , C ond i t i ons o f

t r ans fe r , C onver t i ng t r a i n i ng ob j ec t i ves t o t r a i n i ng p l an .

2 . A s s e s s i n g T r a i n i n g N e e d s : M e t h o ds o f a s c e r t a in i n g t r a i n i n g n e e d s , O r g a n iz a t i o na l

s u p p or t f o r T N A , O r g a n i z a t i on a l a n a l y s i s S p e c i f yi n g g o a l s , I d e n t if y i n g c o n s t r a i n ts ,R esou rce ana l ys i s , Learn i ng p r i nc i p l es , Tra i n i ng enhancemen t , Tra i nee charac t e r i s t i cs .

3 . T r a i n i n g D e l i v e r y : T r a d i ti o n a l v s M o d e r n m e t h o d s , S D L P , S i m u l a t e d w o r k s e t t i ng s ,

D L P , C D R O M , I n t e r a c t i v e M u l t i m e d ia , W e b - b a se d i n s t r uc t i o ns , I n t e l li g e n t T r a i n i n g

Sys t em ( ITS) , V i r t ua l R ea l i t y Tra i n i ng (VR T) .

4 . T r a i n i n g E v a l u a ti o n : C r i t e r i a , E v a l u a t i o n o f c r i t e r i a , D i m e n s i o n s o f c r i t e r i a , U s e o f e x p e r im e n t a l d e s i g n s , Q u a s i e x p e r i me n t a l d e s i g ns , U t i l it y c o n s e r va t i o n s, I n d i v id u a l

d i f f e r ence model s , C on t en t va l i d i t y model , S t a t i s t i ca l met hod .

5 . T r a i n i n g I n t e r v en t i o n s : L e a r n i n g E x p e r i e n c e a n d B u i ld i n g O r g a n iz a t i o n C a p a b i l i ty ,E m p l o ye e c a p a b i li t y , A p p r e n t i c e s hi p , V e s t i bu l e , E m b e d de d t r a i n in g , T e a m b u i l di n g ,

c ro ss and In t e r -pos i t i ona l t r a i n i ng , Leader sh i p t r a i n i ng .

References :

Tra i n i ng i n Organ i za t i on I rwi n L . Go l ds t e i n , J . Kev i n Fo rd .

E f fe c t iv e T r a in i ng : S y st e m S t r a t eg i e s & P r a ct ic e s P N i ck B l an c ha r d J a m es W

Thacker .

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Tra i n i ng Fo r Organ i za t i ona l Trans fo rmat i on R o l f P Lyn t on Udai Pareek .

IV. Elect ive IS 1: System Analysis and Design

1 . S ys t e m A n al y s is F u nd a m en t a ls a n d t h e M o de r n S y st e m s A n al y s t: i n t r od u c t i on t o

s y st e m s a n a ly s is a n d d e s ig n , i n fo r ma t io n s y st e m c o m po n en t s, t y pe s o f b u si n es si n f o r ma t i o n s y s t e m s , o r g a n iz a t i o na l s t r u c tu r e . S y s t e m s d e v e l o p m e n t t e c h n i q u e s a n d

t oo l s , t he SDLC , t he sys t ems ana l ys t pos i t i on .2 . I n f o r m at i o n R e q u i r e m en t s A n a l y s is : sys t ems p l ann i ng , p r e l i mi nary i nves t i ga t i on , t he

i m p o rt a n c e o f s t r a t eg i c p l a n n i n g , a f r a m e w o r k f o r s y s t e m s d e v e l op m e n t , i n f o r m a ti o n

sys t em p ro j ec t s , eva l ua t i on o f sys t ems r eques t s , s t ep s i n p r e l i mi nary i nves t i ga t i on .

3 .S y st e m s A n a ly s is P r oc e s s: r e qu i re m e nt s m o de l in g , s y s te m d e ve l op m e nt m e t ho d s,

model i ng t oo l s and t echn i ques , sys t ems r equ i r emen t check l i s t , f ac t f i nd i ng , i n t e rv i ews ,o t h e r f a c t - f i n d in g t e c h n i qu e s , d o c u me n t a t i on . D a t a a n d p r o c e s s m o d e l i n g- D F D s , d a t a

d i c t io n a r y , p r o c e s s d e s c r i pt i o n t o o l s , l o g i ca l v s . p h y s ic a l m o d e l s. O b j e c t m o d e l i n g-

ob j ec t -o r i en t ed t e rms and concep t s , ob j ec t s and c l asses .

4 . T h e D e s ig n P r o ce s s a n d i t s E s s en t i al s : e v a l u a ti n g s o f t w a r e a l t e r na t i v e s , s t e p s i n

eva l ua t i ng and pu rchas i ng so f t ware packages , t r an s i t i on t o sys t ems des i gn , p ro t o t yp i ng .

User i n t e r f ace , i npu t and ou t pu t des i gn , u ser i n t e r f ace des i gn . Sys t ems i mp l emen t a t i on -a p p l ic a t i o n d e v e l op m e n t , s t r u c t ur e d a p p l ic a t i o n d e v e l o pm e n t , o b j e c t o r i e n te d

app l i ca t i on deve l opmen t , t es t i ng t he app l i ca t i on , documen t a t i on , managemen t app rova l ,

i n s t a ll a t i o n a n d e va l u a t i on , t r a i n in g , d a t a c o n v e r si o n , s y s te m s s u p p o rt u s e r s u p p o rt

ac t i v i t i es , mai n t enance ac t i v i t i es , sy s t ems obso l escence .

5 . C r o s s L i f e C y c l e A c t i v i t i e s a n d S k i l l s : P r o j e c t a n d p r o c e s s m a n a g e m e n t t e c h n i q u e s ,

f a c t f i nd i ng a n d i n fo r ma t io n g a th e r in g , f e a si b il i ty a n d c o s t- b e ne f it a n a ly s is , j o in tapp l i ca t i on deve l opmen t , i n t e rper sona l sk i l l s and commun i ca t i ons .

References :

J e f fr e y L . W hi t te n a n d L o nn i e D . Be n tl e y S y st e m s A n al y si s a n d D e s ig n , T a ta

McGraw Hi l l

Shel l y , Gary b . , C ashman , Thomas J and R osenb l a t t , Har ry J : Sys t ems , Anal ys i s and

Des i gn , Thomson

Kendal l and Kenda l l , Sys t ems Anal ys i s and Des i gn , PHI

Len Fer t uck Sys t ems Anal ys i s and Des i gn wi t h Modern Met hods B &E Tec h

Sat z i nger , John W.Jackson , R ober t B .B urd , S t ephen D , Sys t ems Anal ys i s and Des i gn

i n A chang i ng wor l d , Thomson

V. Elect ive IS 2: Software Engineering Management

1 .The Product and the Process : An overv i ew o f sys t em eng i neer i ng , ana l ys i s concep t s and p r i nc i p l es , ana l ys i s model i ng , des i gn concep t s and p r i nc i p l es , des i gn met hods , des i gn fo r

r ea l t i me sys t ems .

2 .S o ft w ar e L i f e C y cl e M o de l s : S o f t w ar e r e q u i re m e n t , s o f t w ar e d e s i g n, c o n f i gu r a t i on

managemen t .

3 .Sof tware Metr ics : S o f t wa r e p r o c e s s a n d p r o j ec t m e t r i c s, t e c h n ic a l m e t r i c s f o r s o f t w a r e .

P ro j ec t p l ann i ng and managemen t : P ro j ec t managemen t concep t s , p ro j ec t schedu l i ng and

t r ack i ng , so f t ware p ro j ec t p l ann i ng .

4 . Risk Management , Qua l i ty Assurance: Qual i t y ver i f i ca t i on and va l ua t i on , t es t i ng .

5 . O b j e c t O r i e n t e d C o n c e p ts : F o r m a l M e t h o ds , S o f t wa r e r e e n g i ne e r i n g a n d s o f t w ar et oo l s .

References : R oger S .P ressman : So f t ware Eng i neer i ng A Prac t i t i oner s Approach Ta t a Mc

Graw Hi l l IV ed i t i on .

K i e r o n C o n w a y , S o f t w a r e P r o j e c t M a n a g e m e n t: F r o m c o n c e p t t o d e p l oy m e n t , W i l e y

Dreamt ech Press

Sommerv i l l e , I an : So f t ware Eng i neer i ng , Add i son Wes l ey

S.A.Kel kar , So f t ware P ro j ec t Managemen t , PHI

C ar lo G he z zi , M eh di J a za y er i, D in o M an dr io li F un da me n ta l s o f S of tw a re

Eng i neer i ng PHI

VI. Elect ive IS 3: Data Base Concepts and Administrat ion

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1 . Introduct ion: Dat abases and t he i r con t ex t . Da t abase a r ch i t ec t u re and da t a model i ng , t he

en t i t y r e l a t i onsh i p model and bus i ness ru l es .

2 . Database Des ign: l o g i ca l d a t a b as e d e s i g n a n d t h e r e l a t i o n a l m o d e l , r e l a t i o n a l d a t a b a s e

i mp l emen t a t i on , phys i ca l da t abase des i gn .

3 . O b je c t O r i en t e d D a ta b as e D e ve l o pm e nt : o b je c t o r ie n te d d a ta b a se s y s te m s a n d

knowl edge base sys t ems .

4 . Q u e ry L a n gu a ge s : M a na g in g t he d a ta ba s e e nv ir on me n t, d at a a nd d a ta b as eadmi n i s t r a t i on OLAP, OLTP.

5 . Legacy da tabase sy s t ems .

References :

F re d R .M c fa d de n, J ef fr e y A .H of fe r a nd M a ry B .P r es co tt M od e rn d a ta b as e

Managemen t V Ed i t i on , Ta t a McGraw Hi l l .

Gary W.Hansen and James V .Hansen , Dat abase Managemen t and des i gn , PHI

A le x is L e on a nd M a th ew s L e on , D a ta ba s e m a na g em en t S ys te m s, L e on V ik as

Pub l i sher s .

Si l bercha t z , Kor t h , Sudar shan Dat abase Sys t e m C oncep t s McGraw Hi l l

E f r e m G . M a l l a c h D e c i s i o n S u p p o r t a n d D a t a W a r e h o u s e S y s t e m s , T a t a M c G r a w

Hi l l .

IV. Elect ive IB 1: International Trade Theory

1. Theories o f In terna t iona l Trade: The l aw o f compara t i ve advan t age , t he s t andard t heo r i es o f i n t e rna t i ona l t r ade , f ac t o r s endowmen t and t he Hecksher -Oh l i n t heo ry .

2 . D e m a n d & S u p p l y A n a l y s i s: I n t r od u c t io n , t h e e q u i li b r i um r e l a t iv e c o m m o di t y p r i c e w i t h

t r a de - pa r t ia l a n d g e ne r a l e q u il i br i um a n a ly s is , r e la t io n sh i p b e t we e n g e ne r a l a n d p a rt i alequ i l i b r i um ana l yses , t he t e rms o f t r ade and ga i n s .

3 . E c o n o m i e s o f S c a l e : In t roduc t i on , i mper fec t compet i t i on and i n t e rna t i ona l t r ade , t r ade based

o n d yn am ic t ec h no lo gi ca l d if fe r en ce s , c a us e o f t ra n sp or ta ti on , i nd us tr y l oc a ti on ,

env i ronmen t a l s t andards and i n t e rna t i ona l t r ade .

4 . E c o no m i c G r ow t h a n d I n te r n at i on a l T r a de : G r o w th f a c t o r s o f p r o d uc t i o n , t e c h n i c a l

p r og r es s , g r ow t h a n d t r a de i n s m a ll c o u nt r y a n d l a r ge c o un t ry p e r sp e c ti v e, e f fe c t a n d

eva l ua t i on , t r ade changes .

5 . Trade Modes: Modes , de t e rmi nan t s , f o r e i gn i nves t men t s FDI , FPI , FDI on na t i ona l t r ea t men tf a c t o r . H e t e r o ge n e i t y i n i n t e r na t i o n a l t r a d e , I n d i a i n t h e g l o b a l s e t t i n g a n d g l o b a li z a t io n o f

Ind i an bus i ness .

V. Elect ive IB 2: International Trade Pol icy

1 . O v e r v i e w o f I n t e r n a ti o n a l T r a d e : I n t r o du c t i on , d e v e l op m e n t , o p e r a t in g f a c t o r s, f a c t o r s

l ead i ng t o g rowt h i n i n t e rna t i ona l t r ade and eva l ua t i on .

2 . T r a d e R e s t r i c t i on s : P a r ti a l e q ui l ib r iu m a n a ly s is a n d e f fe c t s o f t a r if f s, t h eo r y o f t a ri f f

s t r u c t u r e t h e r a t e o f e f f e c t i v e p r o t e c t i o n , g e n e r a l i z a t i o n a n d e v a l u a t i o n t h e o r y o f e f f e c t i v e

p r ot e c ti o n, g e ne r a l e q ui l ib r iu m a n a ly s is o f t a ri f f i n s m a ll a n d l a rg e c o un t ry p e r sp e c ti v e,

op t i mum t a r i f f .

3 . N o n - t r a d e B a r r i e r s a n d P r o t e c t i o n i s m : In t roduc t i on - i mpor t quo t as -o t her non - t a r i f f bar r i e r s

a n d n e w p r o t e ct i o n is m - t h e p o l i t i c a l e c o n o m y o f p r o t e ct i o n is m - s t r at e g i c t r a d e a n d i n d u s tr i a l

po l i c i es , t he Uruguay round a nd ou t s t and i ng t r ade p rob l ems .

4 . E c o n o m i c I n t e g r at i o n : C u s t o m u n i o n s a n d f r e e t r a d e a r e a s - T r a d e c r e a t i n g c u s t o m u n i o n s ,t r a de d i ve r s io n s, t h eo r y o f s e c on d b e s t a n d o t he r s t at i c w e lf a re e f f ec t s o f c u st o m u n io n s-

dynami c e f f ec t s f rom cus t om un i on , ana l ys i s o f economi c i n t eg ra t i on -EUFTA, NAFTA, a t t emp t s

a t e c o no m ic i n te g ra t io n a m o ng d e ve l o pi n g c o u nt r ie s , t r a ns i ti o n e c o no m ie s a n d e m e rg i ng

economi es .

5 . I n te r n at i o na l T r a de & E c o no m i c D e v el o pm e n t: R e gu l at i on s , f r ee t r a de , p r ot e c ti o n,de t e rmi nan t s , FDI r egu l a t i ons , cu r r ency conver t i b i l i t y r egu l a t i ons , r egu l a t i ons o f fo r e i gn t r ade

19


20/30

and i mp l emen t a t i on i n Ind i a , i mpor t ance and t e rms o f t r ade t o deve l opmen t , expo r t i n s t ab i l i t y ,

i mpor t subs t i t u t i on / expo r t o r i en t a t i on , cu r r en t p rob l ems f ac i ng deve l op i ng coun t r i es .

VI. Elect ive IB 3: Trends In Indias Foreign Trade

1 .F o r e i g n t r a d e a n d B O P o f I n d i a : Fore i gn t r ade under p l an , maj o r expo r t s and i mpor t s i mpac to n I n di a n e c o no m y a n d B O P, t r ad e d i re c t io n s, m a jo r h i nd r a nc e s i n I n di a n e x p or t s s e c to r ,

s t ruc t u ra l t r ea t men t i n p romot i ng i n t e rna t i ona l t r ade by Ind i a .

2 . E x p o r t P r o m o t i on : I n c e n t i v e s , d u t y d r a w b a c k s , p a c k i n g c r e d i t s , e x p o r t p r o m o t i o n c o u n c i l s ,

a d v i s o r y b o d i e s C A P A X I L , F I C C I , C I I , P H D c h a m b e r o f C o m m e r c e , D G F T a n d f u n c t i o n a lf ac i l i t a t o r s , eva l ua t i on o f Ind i a s po l i cy on EXIM p l an , con t ro l o f fo r e i gn t r ade .

3 . C o nt e mp o r ar y E x p or t I m p or t t r e nd a n al y si s : I n vi s ib l e e x p or t s B a nk i ng , I n su r a nc e ,

s h ip p in g , t o ur i sm , m a np o we r , c o ns u lt a nc y , s o f tw a r e e t c n e e d t o p r om o te t r ad e , c o nt r ol

o b j e c t iv e s a n d m a c h i ne r y f o r e x p o r t c o n t r o l, m a i n t e na n c e a n d d e v e l o pm e n t o f i m p o r ts . I m p o r ts u bs t it u ti o n, n e e d t o c o nt r ol i m po r t t r ad e , o b je c t iv e s a n d m a c hi n er y f o r i m po r t c o nt r ol ,

mai n t enance and deve l opmen t o f i mpor t s .

4 . R o l e o f G o v e r n m e n t i n I n d i a s F o r e i g n T r a d e : S t a t e t r a d i n g c o r p o r a t io n , m i n e r a l a n d m e t a l

t r a d i ng c o r p o ra t i o n , r o l e o f c o m m o di t y b o a r d s , c o m m e rc i a l t r e a t i e s , t r a d e a g r e e m e n t s , c o u n t e r

t r ade .

5 . I n d i a s r o l e i n S A A R C , B I M S T E C , A S E A N , E U , I B S A , f o r p r o m o t i n g f o r e i g n t r a d e : v i s i on

per spec t i ve , r oad map , p ro spec t s , pe r fo rmance and eva l ua t i on .

FOURTH SEMESTER

I . Entrepreneurship

1. F o u nd a ti o n s o f E n t re p r en e u rs h ip : n a tu r e o f e n tr e pr e ne u r sh i p, b e ne f i ts o f e n t r e pr e n e u r s hi p - I ns i d e t h e e n t r e pr e n e u r sh i p m i n d -c r e a t i v it y , i n n o va t i o n , b a r r i e rs t o

crea t i v i t y , t echn i ques fo r i mprov i ng t he c r ea t i ve p rocess .

2. B u s in e s s P l an n i ng : T yp es o f b us in es s o wn er sh ip a nd f un ct io ni ng -s ol e p rop r i e t o r sh i p , p

2credit based choice course

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