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PGP_IIPM_SS_ IV_SEMESTER_2010 – 12 RELEASE DATE: SEPTEMBER 2011 PROGRAMME STRUCTURE S No Subject Cred its 1. Marketing Research 2 2. Production Management & TQM 2 3. Rural & Social Marketing 1 4. Retail Management 1 5. Business Ethics 1 6. Distribution Management 1 7. CRM 1 8. Business to Business Marketing 1 9. Digital Marketing 1 HR & PERSONNEL MANAGEMENT ELECTIVES 1 Strategic HR 4 2 Work Psychology 4 3 Performance Management & Appraisal System 4 4 International HRM 2 5 Cross Cultural Management of Human Resources 2 FINACIAL MANAGEMENT ELECTIVES 1 Mergers & Acquisitions 3 2 Strategic Corporate Finance 3 3 Derivatives, Options & Futures 3 4 Project Appraisal 2 5 Corporate Tax 2 6 Multinational Business Finance 3 SUPER SPECIALIZATIONS: LEADERSHIP & STRATEGY 1 Gender & Leadership 1 2 Great Leadership Strategies and Visioning 2

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Page 1: Course Ware

PGP_IIPM_SS_ IV_SEMESTER_2010 – 12 RELEASE DATE: SEPTEMBER 2011

PROGRAMME STRUCTURE

S No Subject Credits1. Marketing Research 22. Production Management & TQM 23. Rural & Social Marketing 14. Retail Management 15. Business Ethics 16. Distribution Management 17. CRM 18. Business to Business Marketing 19. Digital Marketing 1

HR & PERSONNEL MANAGEMENT ELECTIVES1 Strategic HR 42 Work Psychology 43 Performance Management & Appraisal System 44 International HRM 25 Cross Cultural Management of Human Resources 2

FINACIAL MANAGEMENT ELECTIVES1 Mergers & Acquisitions 32 Strategic Corporate Finance 33 Derivatives, Options & Futures 34 Project Appraisal 25 Corporate Tax 26 Multinational Business Finance 3

SUPER SPECIALIZATIONS:LEADERSHIP & STRATEGY

1 Gender & Leadership 12 Great Leadership Strategies and Visioning 2

INTERNATIONAL MARKETING1 Export Procedures and Documentation 22 India’s Foreign Trade 1

OPERATIONS & SCM1 Outsourcing and IT Based Businesses 12 Service Operations Management 13 Revenue Management and Pricing 1

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IT & MIS1 Financial Valuation of Technology Business 12 Technology & Strategic Consulting 13 Mobile Policy and M-Commerce 1

ENTREPRENEURSHIP1 New Product Development 12 Investing in Private Equity 13 Micro Finance 1

1 WEALTH MANAGEMENT (Conducted by NUS Extension, Singapore)

3

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MARKETING RESEARCH

COURSE DURATION: 2 HRS PER WEEK FOR 12 WEEKSCOURSE CREDIT: 02

1. MANAGEMENT INFORMATION FOR MARKETING DECISIONS (3 HRS) Information & its uses in marketing decisions: Types of decisions (strategic operational,

tactical); information to support the decision; data needed by marketing manager with their sources (sales records, budgets for sales and marketing, reports on performance of various business segments / product groups; sales forecasts; casting data; published MR reports; in house marketing research; commissioned MR; electronic data); questions needed to be answered before information system is designed; steps involved in preparing information system (select, record, examine, develop, implement, maintain); data, information, and intelligence; decision making and information/data.

Forecasting: Market forecasts data needed (sales, market, demographic, economic, quantitative); sales forecasts; preliminary idea about methods of forecasting.

Marketing I.S: Meaning; classification; planning systems; control systems; marketing research systems; scanning and external monitoring systems.

Marketing Research: Marketing research; market research; marketing research activities, buyer behavior, research in 4P’s; stages involved in M.R.

Data: Meaning; sources (internal and external) for marketing intelligence; databases and technology; types of data (hard-specific) soft unstructured.

Cost and Value of information: Cost; benefit; value.

2. FORECASTING (3 HRS) What and why of Forecasts: Meaning; need for forecasting accuracy in forecasting; types:

macro, meso, micro.

Time Frames: short, medium, and long term; forecasting market demand.

Forecasting and Marketing Decisions: Areas of forecasting; relevance for marketing.

Methods: Sensitivity analysis; expert opinion, trend extrapolation; trend correlation; econometric modeling; cross impact analysis; multiple scenario, demand/hazard forecasting; qualitative methods (expert opinion, jury method; decision tree) network planning and forecasting.

3. MARKET INTELLIGENCE (3 HRS) Marketing Information system: Meaning; value of good information; outline of marketing

I.S; various uses: monitoring of environment, determination of customer attitude; monitoring of competitive behavior; reduction in financial risk; coordination of marketing

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and sales plan; target promotional activities; evaluation of alternative decisions; measurement of performance.(If the students have already studied this subsection, it may be skipped)

Competitor Analysis: Competitor intelligence; scope; identification of competitors; 5 forces model of Porter to understand competition within the industry; competitor strengths and weaknesses; data sources for competitor analysis; setting up a competitor intelligence system.

Benchmarking: Customer service audit; preparation of customer service index; accounting for customers.

4. CONDUCTING MARKETING RESEARCH (6 HRS) Application Areas: Marketing research; market research; segmentation and market

research; consumer market research; customer profiling; product research; price research; placement research; promotion researchAdvantages and limitations

Sampling: What is a sample; why use a sample; how to take it (random sampling, deductive reasoning, inductive reasoning; samples and population, characteristics of population); sampling process; analysis of collected information; errors to avoid.

Data Collection: Methods (survey, observation, experimentation, simulation); Interviews (meaning; types), projective techniques; group interviews; synetics, questionnaire (designing & administration); shopping mall surveys; observations; panel research; experimental research.

5. PROCESSING AND ANALYSING DATA (6 HRS) Purpose Editing

o Field Editingo Central Editing

Coding & interpreting Datao Coding ruleso Code-Book Constructiono Coding Closed Questionso Coding Open Questionso “Don’t Know” Responses

Data Analysis Approacho Frequency tables, Bar charts, Pie chartso Histogramso Stem & Leaf Displayso Box plotso Transformation

Cross Tabulation

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Non-parametric Measures of Associationo Measures for Nominal Datao Measures for Ordinal Data

Multivariate Analysiso Selecting the right multi-variate techniqueo Dependency Techniqueso Multiple Techniqueso Discriminate Analysiso MANOVAo Factor Analysiso Cluster Analysiso Conjoint Analysis

Determinant Analysis

6. RESEARCH REPORTS & PRESENTATION (2 HRS) Reporting research findings Findings, conclusions, and recommendations. Preparation of written reports and oral presentations Interpreting research reports

7. COMMISSIONING MARKET INTELLIGENCE (1HR) Engaging an external agency for research: why? How to select an external MR agency Briefing and dealing with the agency.

REQUIRED READING NARESH MALHOTRA: Marketing Research: an Applied Orientation (Pearson)

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PRODUCTION MANAGEMENT & TQM

COURSE DURATION: 2 HRS PER WEEK FOR 12 WEEKSCOURSE CREDITS: 2

SECTION – A: PRODUCTION (AND OPERATIONS) MANAGEMENT(2/3 RD WEIGHTAGE)

1. MANAGING OPERATIONS (2 HRS) Nature and scope of production/operation management Relationship with other functional areas Standardisation and simplification Reliability and redundancy Value engineering Ergonomic considerations Product (and service) design for differentiation

2. PROCESS DESIGNING (5 HRS) Types of production systems and layouts Capacity requirements planning Facilities, location and influencing factors; evaluation of alternatives JIT, FMS, and Group Technology

3. PRODUCTIVITY AND WORK STUDY (5 HRS) Method study: Basic procedure, charts, diagram Work measurement & Time study Work sampling, learning curve, production standards Aggregate production planning; heuristic methods

4. PROCESS CONTROL (4 HRS) Inventory management: Basic concepts; selective inventory control models; ordering

systems. Material requirement planning; operations scheduling: Meaning, dynamic and static

scheduling Process control and acceptance sampling Maintenance: facilities; TPM

SECTION – B: TOTAL QUALITY MANAGEMENT(1/3RD WEIGHTAGE)

5. NATURE AND SCOPE (4 HRS) Introduction to total quality Framework for organizational quality Statistical quality control

6. TOTAL QUALITY AND BUSINESS ORGANIZATION (4 HRS)

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Quality in customer supplier relationships Designing organizations for quality Designing, controlling, and improving organizational processes Tools and techniques for total quality Quality management systems

REQUIRED READINGS: UPENDRA KACHRU: Production & Operations Management Text and Cases (Excel

Books: 2007 Edition) JAMES R. EVANS: Total Quality (Cengage: 2005): Chs. 1,2,4,5,6, and7 S.N. CHARY: Production and operations management (TMH)

RURAL AND SOCIAL MARKETING

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COURSE DURATION: 1 HR PER WEEK FOR 12 WEEKSCOURSE CREDIT: 01

SECTION – A: RURAL MARKETING

1. INTRODUCTION (1 HR) Definition; myths and realities of rural markets Characteristics of rural customer: Demographic and economic profile Rural market environment, including infrastructure Rural marketing and the 4 P’s: Problem areas Challenges of rural marketing

2. RURAL CONSUMER (1 HR) Rural market research Consumer behavior STP approach

3. STRATEGIES (4 HRS) Product strategies Pricing strategies Promotional strategies Placement strategies Innovations in rural marketing Future of rural marketing in India.

SECTION – B: SOCIAL MARKETING

4. BASIC ORIENTATION TO SOCIAL MARKETING (1 HR) Meaning & scope Planning process for social marketing Success formulae in social marketing field

5. ENVIRONMENT FOR SOCIAL MARKETING (1 HR) Researching for social marketing Mapping the internal and external environment Target audience and its readiness

6. STRATEGIES FOR SOCIAL MARKETING (4 HRS) Setting objectives and goals Desired positioning Creating a product platform Monetary and non-monetary incentives and disincentives Making access convenient and pleasant Developing the place strategy Promotional strategy

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REQUIRED READINGS PRADEEP KASHYAP & S. RAUT: The Rural Marketing Book (Biztantra) PHILIP KOTLER & NANCY R. LEE: Social Marketing: Influencing Behaviors For

Good (Sage Publications )

RETAIL MANAGEMENT

COURSE DURATION: 1 HR PER WEEK FOR 12 WEEKSCOURSE CREDIT: 1

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1. BASICS OF RETAILING (2 HRS) Definition, scope, and importance; organized vs. unorganized retailing; retail competition Retail life cycle Emerging trends in retailing Retail formats; retailing formats in India Retailing scenario in India Evaluation criteria / ratios for retail effort

2. RETAIL PLANNING (3 HRS) Information gathering and strategic planning; operation management Retail financial strategy Target market selection and retail location Store design and layout Visual merchandising and display

3. RETAIL MARKETING & MERCHANDISING (4 HRS) Merchandise planning, buying and handling Pricing, promotional, and communication MIX Customer service; gaps model; CRM

4. RETAIL MANAGEMENT INFORMATION SYSTEMS (2 HRS) Role of Technology in retailing MIS: Meaning and scope in retail Retail audits

5. NEW RETAILING FORMATS (1 HR) Direct selling Online retailing

REQUIRED READINGS LEVY & WEITZ: Retailing Management (TMH: Latest Edition) ET CDs on Retailing IMAGES YEAR BOOK ON RETAILING 2010/11

BUSINESS ETHICS

COURSE DURATION: 1 HR PER WEEK FOR 12 WEEKSCOURSE CREDIT: 1

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1. INTRODUCTION (1 HR) Business functioning and ethical dilemmas in management Unethical behaviour and conduct at individual, group, and corporate level

2. INDIVIDUAL ETHICS (2 HRS) Ethics in corporate strategy Ethical dilemmas and value clarification for future managers

3. GROUP ETHICS (2 HRS) Ethical attitudes of Indian managers Managers facing unethical management

4. CORPORATE ETHICS (2 HRS) Ethics and company philosophies Corporate social responsibility

5. APPLICATIONS (5 HRS) Ethics in marketing research and marketing strategy Ethics in finance: Tax planning; financial disclosures Ethics in information technology and systems usage Ethics and human resources management Environmental ethics

(Faculty should use Indian case studies for this unit)

REQUIRED READINGS MANUEL G. VELASQUEZ: Business Ethics: Concepts and Cases (Pearson: Latest

Edition) P. S. BAJAJ & RAJ AGGRAWAL: Business Ethics (Biztantra)

DISTRIBUTION MANAGEMENT

COURSE DURATION: 1 HR PER WEEK FOR 12 WEEKSCOURSE CREDIT: 1

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1. DISTRIBUTION PLANNING AND CONTROL (4 HRS) Role and function of intermediaries; their selection and motivation Distribution analysis, control, and management Channel dynamics: VMS, HMS, multichannel marketing system Channel conflict and their management

2. DISTRIBUTION SYSTEM AND LOGISTICS (6 HRS) Physical distribution system: Various decision areas Modes of transport in India; their characteristics Logistics management: Meaning; functional areas of logistics; logistics integration for

customer satisfaction Distribution costs management and customer service Supply chain management

3. INTEGRATION OF SALES AND DISTRIBUTION STRATEGIES (2 HRS) Customer Orientation and the sales management Customer orientation and distribution management Alignment of two types of strategies

REQUIRED READINGS: COUGHLAN, ANDERSON, STERN, AND EL-ANSARY: Marketing channels (PHI:

Latest edition). Relevant chapters For Indian perspective also read:

- S.L.GUPTA: Sales and Distribution Management (Excel)- P.VENUGOPAL: Sales and Distribution Management (Response)

CUSTOMER RELATIONSHIP MANAGEMENT

COURSE DURATION: 1 HR PER WEEK FOR 12 WEEKSCOURSE CREDIT: 1

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1. INTRODUCTION TO CRM (1 HR) Concept of satisfaction, dissatisfaction, and delight Starting point: Customer needs identification; meeting the needs; exceeding expectations:

transactional marketing to relational marketing

2. UNDERSTANDING AND DEFINING THE INTERNAL CUSTOMER (2 HRS) The triangle of marketing: internal, external, and interactive marketing Internal customer philosophy: Understanding internal customer needs, teamwork, and

employee care Involvement of employees in serving the external customer better

3. CUSTOMER ACQUISITION, MAINTENANCE, AND ENHANCEMENT (3 HRS)

Understanding changing customer needs, behaviour, and expectations Provision of service in a competitive environment Permission marketing and CRM Retention management strategies Attrition management

4. CUSTOMER RELATIONSHIP MANAGEMENT PROCESS (2 HRS) Technology as enabler Data warehousing and data mining E – CRM solutions

5. BUILDING AND DELIVERING A CRM PROGRAM (4 HRS) Setting up of CRM program objectives Estimation of resource needs, including finances Program delivery logistics: call centre, internet, web, etc.

REQUIRED READINGS: S. SHAJAHAN: Relationship Marketing (TMH) G. SHAINESH & JAGDISH N. SHETH: Customer Relationship Management

(Macmillan)

BUSINESS TO BUSINESS (B2B) MARKETING

COURSE DURATION: 1 HR PER WEEK FOR 12 WEEKSCOURSE CREDIT: 01

1. B2B MARKETING: OVERVIEW (1 HR)

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Nature and scope of B2B marketing Basics of industrial marketing Difference between consumer marketing and industrial marketing

2. UNDERSTANDING CUSTOMER & ITS ENVIRONMENT (3 HRS) Organisational buying behaviour Organising for the buying function Managing buyer seller relationship Researching the industrial markets

3. ORGANISING THE MARKETING FUNCTION (8 HRS) Market segmentation strategy Product decisions for industrial products Management of new industrial products Pricing strategy for new products Pricing strategy in a competitive environment Communication for industrial markets Industrial products distribution Commercial aspects of industrial marketing Industrial selling

REQUIRED READING P. K. GHOSH: Industrial Marketing (OUP): Relevant chapters only.

DIGITAL MARKETING

COURSE DURATION: 1 HR PER WEEK FOR 12 WEEKSCOURSE CREDITS: 01

1. INTRODUCTION TO DIGITAL MARKETING (2 HRS) Defining Digital Marketing and its role

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Scope of Digital marketing: Various channels How significant is Digital Marketing? Newer media for marketing

2. EMAIL MARKETING (1 HR) Introduction to eMail Marketing History of eMail Marketing Key terms and concepts How eMail Marketing works Pros and Cons of eMail Marketing

3. ONLINE ADVERTISING (1 HR) Introduction to Online Advertising History of Online Advertising Key terms and concepts How Online Advertising works Putting it all together Emerging technologies

4. AFFILIATE MARKETING (1 HR) Introduction to Affiliate Marketing History of Affiliate Marketing Key terms and concepts How Affiliate Marketing works Tools of the trade Setting up an Affiliate Marketing campaign Pros and cons of Affiliate Marketing

5. SEARCH ENGINE MARKETING (1 HR) Key terms and concepts The importance of search engines

6. SEARCH ENGINE OPTIMIZATION (SEO) (1 HR) Introduction to SEO History of SEO Key terms and concepts How SEO works Tools of the trade Pros and Cons

7. VIRAL MARKETING (1 HR) Introduction to Viral Marketing History of Viral Marketing Key terms and concepts How Viral Marketing works

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8. ONLINE REPUTATION MANAGEMENT (1 HR) Introduction Key terms and concepts How it works Recovery Path

9. MOBILE MARKETING (1 HR) Introduction Why the mobile Key terms and concepts Mobile phones Mobile web Planning to go Mobile Pros and Cons

10.  DIGITAL MARKETING STRATEGY (2 HRS) Introduction How the internet has changed the world we market in The internet and the marketing mix Developing a marketing plan Digital Marketing in marketing overall.

REQUIRED READINGS: DAMIAN RYAN CALVIN JONES: Understanding Digital Marketing (Kogan Page)

(Chapters. 2, 3, 6, 7, 9, 10) ICFAI: Digital Marketing - Concepts and Experience (ICFAI Press) (Chapters. 6, 10) ICFAI: Digital Marketing – Approaches and Applications (ICFAI Press) (Chapters. 4, 7,

9, 10, 12, 13 & 14) RANDHIV MEHTA: Getting to transformation (Macmillan) (Chapters. 2, 3, 5, 6, 9, 10,

11, 18) R. PRASAD: Digital Marketing (OUP) (Text Book)

STRATEGIC HUMAN RESOURCE MANAGEMENT

COURSE DURATION: 4 HRS PER WEEK FOR 12 WEEKSCOURSE CREDITS: 4

1. OVERVIEW OF SHRM (2 HRS) Concept of people as strategic assets; value chain and role of HR

H. R & PERSONNEL MANAGEMENTELECTIVE

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Strategy and HR planning – the linkages between the two HRM challenges of the 21st century

2. ALIGNMENT OF HUMAN RESOURCES TO STRATEGY (5 HRS) Migration from HRM to SHRM; comparison and contrast between the two Barriers to SHRM Roles of SHRM Economics of HRM: Cost benefit analysis; employee value; human capital accounting

3. HRM AND ORGANIZATIONAL STRATEGIES (5 HRS) Corporate strategy and HR Business strategy and HR Environmental (external and internal) context of HR: PEST, diversity, demographics,

internal resources, etc. as factor dictating HRM

4. WORK SYSTEMS (5 HRS) Designing of work systems: Approaches Redesigning work systems and organizations O.D: Processes; dimension; influencing factors Organizational structure: Types of structures and their relevance and shortcomings. Emerging trends: Telecommuting; contract working; temps, etc

5. FORECASTING H.R. DEMAND AND SUPPLY (5 HRS) Forecasts of external and internal H.R. supplies: Meaning; techniques available;

limitations of forecasts Strategic considerations involved: develop or procure; investment in training Demand forecasting: Methods; strategic issues involved; limitation of forecasts

6. STRATEGIC ISSUES IN LEADERSHIP (5 HRS) Management of workforce diversity (age, gender, culture) Succession planning Family owned and professional businesses Influx of technology and leadership issues

7. MAINTENANCE OF HUMAN RESOURCES (4 HRS) Employee safety and health: Building organizational effectiveness related to safety and

health; implementation of safety and health controls Training strategies for health and safety Financial implications of health and safety issues: compensation, production loss,

employee turnover, product safety, and marketing issues.

8. EMPLOYEE SEPARATION AND DOWNSIZING (5 HRS) Concept, types, and management of separation Downsizing: Meaning, kinds, and process Downsizing vs. outsourcing Termination strategies, redeployment, and retraining

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9. SHRM ISSUES IN M&A (4 HRS) Management of HR during M&A: Due diligence, manpower plan, communication,

retention Integration: HR integration, cultural integration Organizational culture and M&A: Significance of culture during mergers; role of HR

department

10. OUTSOURCING (4 HRS) Concept; outsourcing vs. consulting; outsourcing vs. jobbing; types of outsourcing Reasons for outsourcing: Strategic, tactical, and transformational Criteria for outsourcing Practising outsourcing

11. HR AND INFORMATIONAL TECHNOLOGY (4 HRS) Linkage between HR & IT: Impact Various technologies affecting HRM: Interactive voice recording, CD-ROM, Laser disc,

networks, www, RDBMS, groupware, etc. Human resource information systems Application softwares for HRM

Important Note: Ideally, SHRM includes Recruitment, Staffing, T&D, Compensation, Performance related issues as well. These don’t find a mention here since they have been covered elsewhere.

REQUIRED READING CHARLES R. GREER: Strategic Human Resource Management – A General

Managerial Approach (Pearson)OR

MILLMORE, LEWIS, SAUNDERS, THORNHILL & MORROW: Strategic HRD (PHI)

OR TANUJA AGARWALA: strategic HRM (OUP)

WORK PSYCHOLOGY

COURSE DURATION: 4 HRS PER WEEK FOR 12 WEEKSCOURSE CREDITS: 04

1. PSYCHOLOGICAL PROCESSES IN WORK CONTEXT (4 HRS) Framework of work psychology; methodology to understand it Biological basis of human behaviour at work Development, learning, perception, cognition, motivation, attitude formation, and action

H. R & PERSONNEL MANAGEMENTELECTIVE

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Attraction and application Aggression and conflict at workplace Working in groups

2. PERSONALITY IN WORK CONTEXT (4 HRS) Personality: Meaning; dimensions; psychodynamic, behaviouristic, dimensional,

humanistic / phenomenological and cognitive perspective Psychopathology Work adjustment

3. INDUSTRIAL PSYCHOLOGICAL RESEARCH (4 HRS) Industrial Psychology: Foundations; research methods involved Descriptive statistics: Central tendencies, dispersions, correlation, regression,

distributions Inferential statistics: Sampling distribution and hypothesis testing Practical application of statistical tools for conducting psychological research

4. ORGANIZATIONAL PSYCHOLOGY (4 HRS) Individual as the focus of organizational working Group behaviour Organizational processes and dynamics

5. ENVIRONMENTAL PSYCHOLOGY (4 HRS) Environmental perception, cognition, and attitudes Environmental stressors; relevance of territorial, private, and personal space to

environmental behaviour

6. PSYCHOLOGICAL ADJUSTMENTS IN THE WORK CONTEXT (4 HRS) Work and psychological well being Work life balance and its work psychology implications Work maladjustment & psychological adjustments Work dysfunctions and other work related & organizational adjustments problems Strategies to manage and promote organizational and employee well being; individual

methods to promote the psychological health in workplace

7. WORKPLACE DIVERSITY (4 HRS) The diversity mosaic: Meaning and sources National culture and functioning of organization Role of an individual in diversity Prerequisites for the effective functioning of a diverse force Promotion of diversity to enhance organizational performance Management of diversity to preserve performance

8. INDUSTRIAL PSYCHOLOGY TESTING AND ASSESSMENT (8 HRS) Psychological testing: Meaning, scope, and effectiveness

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Principles involved: Norms and meaning of test scores, reliability, validity, and item analysis

Ability testing: Individual tests; tests for special populations; group testing Personality testing: Self assessment personality inventories; measurement of interests and

attitudes; projection techniques Application of testing; ethical and social considerations involved

9. PERSONNEL PSYCHOLOGY (8 HRS) Criteria: Standards for decision making, job analysis, job evaluation Predictors: Psychological tests and inventories, interviews, assessment centres, etc. Personnel decision: A model of personnel decisions, recruitment, selection, placement,

training and development (see the note below as well)

10. INDIVIDUAL DIFFERENCES AND WORK PERFORMANCE (4 HRS) Demographic, personality, and cultural factors contributing to individual differences Individual differences in the work context Individual difference in goal striving, work motivation, and work satisfaction Individual differences and decision making behaviours Individual differences and organizational withdrawls

Important: Ideally topics like Learning, career management, group dynamics, etc. are also covered under work psychology. But these find a suitable coverage elsewhere in our credit courses. Hence their exclusion here.

REQUIRED READINGS SCHULTZ: Psychology and Work Today (Pearson) MATTHEWMAN, ROSE, AND HETHERINGTON: Work Psychology: An

Introduction to Human Behaviour in the workplace (OUP: 2009)

PERFORMANCE MANAGEMENT & APPRAISAL SYSTEM

COURSE DURATION: 4 HRS PER WEEK FOR 12 WEEKSCOURSE CREDITS: 04

1. INTRODUCTION TO PERFORMANCE APPRAISAL (4 HRS) Performance appraisal: Meaning, purpose, and scope Pros, Cons and reputation of performance appraisal Legal aspects of performance appraisal systems Performance coaching and performance appraisal

H. R & PERSONNEL MANAGEMENTELECTIVE

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2. PERFORMANCE PLANNING (4 HRS) Performance planning: Definition Performance planning and manager’s as well as employee’s responsibilities The performance –planning meeting Results versus behaviours Determining key job responsibilities Goal setting & goal statement; SMART objectives Performance management system: Definition and workforce processes, viz., career

planning, compensation management, and separation planning

3. PERFORMANCE EXECUTION (4 HRS) Performance execution: Meaning, and scope Performance execution & managerial and employee responsibilities Performance tracking Performance enhancement: Motivators

4. PERFORMANCE ASSESSMENT (8 HRS) Role of performance assessment; responsibilities of employee, manager, and top

management Performance assessment: Ensuring reliability and validity Performance appraisal: Self, 3600 , web based Evaluating the appraisals Avoidances of biases in appraisal process Rating scales and rating errors Extenuating circumstances Appraisal reports

5. PERFORMANCE REVIEW (6 HRS) Tools and techniques for review Roles of employee and manager in review process Process of review; cares to be taken Tricky situations during review Closure of review process

6. THE PERFORMANCE APPRAISAL (6 HRS) Determination of core competencies & job analysis before appraisal Designing of appraisal format and form Ratings and weightage of various yardstick Interpretation of scores Methods of Appraisal: Straight ranking, paired comparison, critical incident, behaviorally

anchored rating scale, MBO Reasons for failure of performance appraisal

7. THE PERFORMANCE APPRAISAL PROCESS (6 HRS) Designing and establishment of process

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Stakeholder expectations Management training requirements for performance appraisals Maintaining and monitoring the appraisal system Inter-and intra-rater reliability

8. BUILDING PERFORMANCE EXCELLENCE (6 HRS) Factors leading to excellence in work Creating development plans that work for the employees Management and employee responsibilities in development Using the job as part of the development process Problem employees Identifying gaps between desired and actual performance Getting a buy in to change Documenting change discussions Attitude and attendance problems

9. PERFORMANCE COUNSELING (4 HRS) Objectives of counseling Conditions for effective counseling Sequential process of performance counseling Making counseling effective

REQUIRED READING T V RAO: Performance management and Appraisal Systems (Response) HERMAN AGUINIS: Performance Management (Pearson Education) 2007 TV RAO & OTHERS: 360 Degree Feedback and Assessment, Vol-I,II, and III (Excel)

INTERNATIONAL HUMAN RESOURCE MANAGEMENT

COURSE DURATION: 2 HRS PER WEEK FOR 12 WEEKSCOURSE CREDITS: 02

1. INTRODUCTION TO IHRM (3 HRS) Meaning and scope; reasons for going global Difference between domestic HRM and IHRM Forces of change and global work environment Organizational dynamics and IHRM: Role of culture in international HRM, culture and

employee management issues, organization processes in IHRM, linking HR to international operations

H. R & PERSONNEL MANAGEMENTELECTIVE

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Challenges of IHRM International HRIS

2. THE ORGANIZATIONAL CONTEXT (2 HRS) Introduction; path to global status Control mechanism in an organization: Formal (reporting, structure, etc) and informal

(culture, etc) Mode of operation of a firm in international context

3. IHRM: RECRUITMENT, SELECTION, AND TRANSFERS (4 HRS) Issues in staff selection Staffing and international allocation of human resources Approaches to staffing: Ethnocentrism, polycentrism, geocentrism, regiocentrism Transfer to staff for international business activities: International assignments Expatriates and their roles Role of non – expatriates Corporate HR Recruitment, selection, and staffing in international context: International managers

(parent country nationals, host country nationals, third country nationals); recruitment methods and selection criteria and techniques for international workforce.

Selection criteria Issue of female expatriates Performance of expatriates: Influencing factors

4. TRAINING AND DEVELOPMENT (2 HRS) Scope of T&D in IHRM Role of expatriate training Components of effective pre departure training programs Effective of pre departure training Development of staff through international assignments

5. COMPENSATION (3 HRS) International compensation: Forms, factors influencing, compensation practices, social

security systems. Objectives of international compensation Key components of an international compensation program Approaches to international compensation Global compensation: Emerging issues

6. RE-ENTRY AND CAREER ISSUES (2 HRS) The repatriation process Individual reaction to re-entry Multinational responses Designing a repatriation program

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7. GLOBAL HR ISSUES (3 HRS) HRM in the host country context Standardization and adaptation of work practices Retaining, developing, and retrenching staff HR implications of language standardization Monitoring the HR practices of host country subcontractors

8. PERFORMANCE MANAGEMENT (3 HRS) Introduction: Performance appraisal and management Multinational performance management Performance management of international employees, expatriates, third, and host country

employees Performance appraisal of international employees Appraisal of host country nationals (HCN) employees Issues and challenges in international performance management

9. NEW DEVELOPMENTS & IHRM (2 HRS) HR and global organizational capability HR and business process outsourcing Managing HR from a distance

REQUIRED READINGS: PETER J. DOWLING & DANICE E. WELCH: International HRM (Cengage

Learning)OR

BREWSTER, SPARROW & VERNON: International HRM (Mc Graw Hill: 2007)

CROSS CULTURE MANAGEMENT OF HUMAN RESOURCES

COURSE DURATION: 2 HRS PER WEEK FOR 12 WEEKSCOURSE CREDITS: 02

1. UNDERSTANDING CULTURE AND CROSS CULTURE (2 HRS) Essence of culture Definition and implication for human behaviour Dimensions of corporate culture Crosscultural adjustments Culture and social groups

2. ORGANIZATIONAL CULTURE (3 HRS) Administrative heritage and organizational culture; implications of globalised world

H. R & PERSONNEL MANAGEMENTELECTIVE

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Impact of organizational culture on managerial aspects, specially HRM Challenge of multicultural workgroups and teams

3. FRAMEWORKS FOR MAPPING CULTURE (3 HRS) Geert Hoefstede Clyde Cluckhohn TE Hall / Trompennar’s contribution

4. INDIAN BUSINESS CULTURE FOR MNCs (3 HRS) Role of social institutions (Religion, caste, class, etc) Management practices in India: Implications for expatriate managers Hoefstede’s framework for India

5. BUSINESS CULTURES IN (7 HRS) USA Japan China Middle East South Korea Western Europe

6. IMPLICATIONS FOR HRD & HRM: (4 HRS) Recruitment, selection, compensation, training and development, etc Communication Other areas, like team working, etc Management of complexities in cross culture situations

7. ROLE AND RESPONSIBILITIES OF A GLOBAL MANAGER (2 HRS) Manager as decision maker in a cross cultural environment Manager as negotiator Manager as leader

REQUIRED READING RICHARD M. HODGETTS, LUTHANS & DOH: International Management Culture,

Strategy, and Behaviour (TMH: 6th edition)

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MERGER & ACQUISITIONS

COURSE DURATION: 3 HRS PER WEEK FOR 12 WEEKSCOURSE CREDITS: 3

1. FORMS OF BUSINESS ALLIANCES (7 HRS) Strategic choice of type of business alliance Merger and acquisition and take-over Introduction to restructuring problems; types of mergers; reasons for M & A; vertical,

horizontal, conglomerate, concentric mergers. History of mergers – the first to the fourth wave and causes thereof. The strategic Process – Theories of mergers and tender offering – financial synergy and

managerial synergy.

2. DEFINING AND SELECTING TARGET (5 HRS)

FINANCIAL MANAGEMENTELECTIVE

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Pricing of mergers (Pricing the competitive bid for take- over) Negotiation/approach for merger Acquisition and take – over contracting; implementation of M & A; managing post-

merger issues

3. VALUING FIRMS AND THE DIFFERENT METHODS OF VALUATION (7 HRS) Product life cycle effect on valuation. Corporate and financial restructuring Divestiture – Mechanism, process and techniques legalities involved in M & A and take-

over Ethical issues of merger and take-over

4. ACCOUNTING FOR MERGERS (5 HRS) Financing the mergers and Take-overs Corporate restructuring divestment and abandonment

5. JOINT VENTURE AND ALLIANCES (7 HRS) Leveraged buyout Share repurchase. Takeover defences International take over and restructuring The M & A process Implementation and management guides for Mergers & Acquisitions.

6. LEGAL ASPECTS OF M&A (5 HRS) Legal aspects of mergers/amalgamation and acquisition; provisions of Companies Act;

SEBI regulation; Takeover Code; schemes of amalgamation; court approvals

Note: The subject will be taught with the help of case studies from the Indian corporate world.

REQUIRED READINGS: GAUGHAN: Mergers, Acquisition & Corporate Restructuring (John Wiley) SUDI SUDERSANAM: Creating Value from M&A (Pearson)

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STRATEGIC CORPORATE FINANCE

COURSE DURATION: 3 HRS PER WEEK FOR 12 WEEKSCOURSE CREDITS: 3

1. INTRODUCTION TO STRATEGIC FINANCE (3 HRS) Business system and maximization of wealth of shareholders/stakeholders Objective function of a business entity: wealth maximization for the shareholders and/or

stakeholders Corporate governance issue: Principal – agency problem Share holders – marginal and average

2. PRINCIPLES OF INVESTMENT DECISION (5 HRS) Risk and hurdle rates Risk measurement of equity (cost of equity) Risk management of debt (cost of debt)

FINANCIAL MANAGEMENTELECTIVE

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Cost of capital overall

3. MEASUREMENT OF RETURNS (4 HRS) Investment decisions: strategic and tactical roadmap for companies Capital budgeting: Concepts; decision making, including risk analysis Inflation and capital budgeting Economic value added (EVA): Concept and measurement in India companies

4. CORPORATE FINANCING DECISIONS (7 HRS) Corporate life cycle approach Corporate debt: Benefits and costs Optimal capital structure Issues in designing capital structure (profitability & liquidity, control & tax tax planning,

maneuverability) Transition from prevailing capital structure to optimum mix (debt plus equity)

5. DECISION ABOUT DIVIDEND PAYOUTS (5 HRS) Relevance/irrelevance of dividends Dividend policy trends in India Legal, procedural, and tax aspects

6. BUSINESS DECISIONS AND BUSINESS VALUATION (7 HRS) Basics of business valuation Discounted cash flow: Concept, variants, and measurement Real options Relative valuation Integrated business valuation

7. CORPORATE RESTRUCTURING AND CORPORATE FINANCE (5 HRS) Financial framework for Corporate Restructuring Corporate Debt Restructuring Mechanism PE and hybrid financing

REQUIRED READING A. DAMODARAN : Applied Corporate Finance (John Wiley)

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DERIVATIVE, OPTIONS & FUTURES

COURSE DURATION: 3 HRS PER WEEK FOR 12 WEEKSCOURSE CREDITS: 3

1. INTRODUCTION TO DERIVATIVES (3 HRS) Definition, Products Participants and functions (types of members) Types of derivatives Exchange-traded vs. OTC derivatives markets. Derivatives market at NSE (including turnover)

2. MARKET INDEX (3 HRS) Index number: Concept and construction Desirable attributes of an Index Types of indexes

FINANCIAL MANAGEMENTELECTIVE

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The S&P CNX Nifty; Concept; components Applications of Index for decision making

3. FUTURES AND OPTIONS (4 HRS) Forward contracts; Meaning Limitations of forward markets Futures: Concept; distinction between futures and forward contracts Options: Meaning and terminology; distinction between futures and options Index derivatives

4. PRICING OF FUTURES (2 HRS) Index futures Stock futures with and without dividends Commodity futures

5. APPLICATION OF FUTURES & OPTIONS (4 HRS) Payoff for derivatives contracts (futures and options) Difference between trading of securities and trading of futures on individual securities Use of futures (Only simple strategies of hedging, speculation and arbitrage)

1. Index futures2. Stock futures

Use of options (Only simple strategies of hedging, speculation and arbitrage)1. Index options2. Stock options

6. SWAPS (4 HRS)1. Interest rate swaps: Meaning, mechanics, and valuation2. Swap quotes and LIBOR zero rates3. Currency swaps: Meaning and valuation

7. TRADING STRATEGIES INVOLVING OPTIONS (2 HRS) Strategies involving a single option and a stock Spreads Combinations

8. INTRODUCTION TO BINOMIAL TREES (4 HRS) One step binomial model Risk – neutral valuation Two step binomial tress A put example Extension of the basic tree approach

9. THE GREEK LETTERS (2 HRS)

Delta Theta Gamma

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Vega Rho

Their use and interpretation

10. THE BLACK – SCHOLES MODEL (4 HRS) Lognormal property of stock prices The distribution of the rate of return The expected return Volatility of returns Concept and derivation of Black – Scholes equation Implied volatility

11. CREDIT DERIVATIVES (4 HRS) Credit default swaps Total return swaps Credit spread options Collateralized debt obligations Adjusting derivative prices for default risk

REQUIRED READINGS JOHN C. HULL: Options, Futures and Other Derivatives (PHI: 2006) VOHRA & BAGRI: Futures & Options (TMH)

PROJECT APPRAISAL

COURSE DURATION: 2 HRS PER WEEK FOR 12 WEEKSCOURSE CREDITS: 02

1. MANAGEMENT OF PROJECTS (2 HRS) Definition of a project; need for project management; project life style Project selection and criteria of choice; project selection models Project charter, scope, planning and scope for their modification

2. IDEATION STAGE (2 HRS) Idea generation, environment scanning, corporate appraisal, and profit potential Porter model Scouting for project ideas and their preliminary screening Project rating based on various criteria

3. MARKET AND DEMAND ANALYSIS (2 HRS) Market appraisal through secondary information Market surveys

FINANCIAL MANAGEMENTELECTIVE

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Demand forecasting

4. TECHNICAL ANALYSIS (2 HRS) Manufacturing process/technology Project mix, plant capacity, location, and site Machinery & equipment, civil works Environmental considerations Project charts and layouts

5. PROJECT COSTING AND FINANCE (6 HRS) Cost of project Sources of finance Production and sales estimates; cost of production Working capital requirement and sources Estimates of working results, including profitability projections Cash flow projections and projected balance sheet

6. PROJECT SELECTION (6 HRS) The time value of money Investment criteria Overall cost of capital Risk analysis: Measurement of risk; sensitivity analysis; simulation; decision tree

7. PROJECT SCHEDULING / NETWORK TECHNIQUES (4 HRS) Development of project network and time estimation CPM and PERT analysis; float time; crashing of activities Cost analysis of resource allocation

REQUIRED READING PRASANNA CHANDRA: Project – Planning, Analysis, Financing, Implementation,

and Review (TMH)

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CORPORATE TAX

COURSE DURATION: 2 HRS PER WEEK FOR 12 WEEKSCOURSE CREDITS: 2

1. INTRODUCTION (2 HRS) Definitions, residential status, heads of income, computation of taxable income

2. TAXATION OF COMPANIES (8 HRS) Special provisions in computation of profit from business Deduction from gross total income Amalgamation of companies and fiscal incentives Minimum alternative tax on companies Special provisions relating to tax on distributed profits of domestic companies

3. TAX PLANNING (9 HRS) Concept relating to tax avoidance and tax evasion Tax planning with reference to; location of undertaking, types of activity, ownership

pattern, dividend policy, Issue of bonus shares, Inter corporate dividends and transfer Tax planning relating to amalgamation and mergers of companies

FINANCIAL MANAGEMENTELECTIVE

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Tax considerations in respect of specific managerial decision like make or buy, own or lease, close or continue, sales in domestic markets or exports, capital budgeting decisions, managerial remuneration, foreign collaboration and joint ventures.

4. TAX MANAGEMENT (5 HRS) Filing of returns and assessments Penalties and prosecutions Appeals and revisions Advance tax, TDS, advance rulings Avoidance of double taxation agreements

REQUIRED READINGS VINOD SINGHANIA & MONICA SINGHANIA: Students’ Guide to Income Tax

(Taxmann) GIRISH AHUJA & RAVI GUPTA: Corporate Tax – Planning and Management

(Bharat’s)

MULTINATIONAL BUSINESS FINANCE

COURSE DURATION: 3 HRS PER WEEK FOR 12 WEEKSCOURSE CREDITS: 3

1. ESSENTIALS OF INTERNATIONAL FINANCE (8 HRS) International finance: Issues & dimensions International finance: Nature, role International monetary/financial system, including important institutions. Internationalization process; international financial flows, and balance of payments

framework

2. CAPITAL STRUCTURE IN MBF (8 HRS)2. Issues of capital structure in MNCs with spl. ref. to desire to control strategic stake,

sovereign fund financing, PE financing (Govt. perspective)3. Instruments to raise capital (ADRs/ GDRs/ IDRs/ ECBs/ Euro issues and related issues;

hedge funds)

3. FOREIGN EXCHANGE RISK MANAGEMENT (4 HRS) Financial accounting and foreign exchange Managing accounting exposure

FINANCIAL MANAGEMENTELECTIVE

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Measuring economic exposure & managing it Fair value accounting with spl ref. to scandals & Accounting standard (AS-16)

4. MULTINATIONAL CAPITAL BUDGETING (8 HRS) International portfolio investment; including diversification Capital budgeting for the MNC Cost of capital for foreign investment Managing of political risk

5. MULTINATIONAL WORKING CAPITAL MANAGEMENT (8 HRS) Short term financing Financing of foreign trade Current asset management for the MNC Multinational financial system

REQUIRED READINGS MOFFETT, STONEHILL, EITEMAN: Study Guide for fundamentals of Multinational

Finance (Addition Wesley: 2008)

GENDER & LEADERSHIP

COURSE DURATION: 1 HR PER WEEK FOR 12 WEEKSCOURSE CREDIT: 1

1. GENDER INTELLEGENCE: MEN VS. WOMEN (1 HR) Gender/brain spectrum Equal but different intelligence Scientific process: Practice of leadership in the context of gender differences

2. MALE AND FEMALE BRAINS (1 HR) Primary areas of brain difference Aping by women of men: Is it possible and/or desirable? Gender stress and tensions in the workplace

3. LEADERSHIP AND GENDER DIFFERENCES (2 HRS)- Manifestation of brain differences in leadership- Core leadership difference: Approaches to being incharge- Balanced leadership- Leading differently

SUPER SPECIALISATION – LEADERSHIP & STRATEGY

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4. NEGOTIATIONS (1 HR) Science of gender and negotiation Balanced leadership and negotiation process

5. MEETINGS (1 HR) Gender balanced management skills for improving meeting outcomes

6. COMMUNICATION (1 HR) Verbal communication Non verbal communication Communication differences in sales

7. CONFLICT RESOLUTION (1 HR) Balanced leadership and conflict resolution Sexual harassment at workplace

8. RETAINING, MOTIVATING, AND WORKING WITH TALENT (1 HR) Balanced leadership and the bottomline Needs and wants of women at the workplace Obstacles in the way of meeting women’s needs

9. WOMEN ON TOP (1 HR) Empowerment of women Women supervisors for men Women & Glass ceiling

10. MENTORING AND COACHING (2 HRS) Importance of mentoring and coaching in gender science Focus areas in mentoring and coaching – for men and women Mentoring women Supervision of women by men

REQUIRED READINGS: GEORGIA DUERST LATHI & RITA MAE KELLY: Gender Power, Leadership, and

Governance (University of Michigan) MICHAEL GURIAN & BARBARA ANNIS: Leadership and the Sexes Power woman ( A 4P’s B&M Quarterly supplement)

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GREAT LEADERSHIP STRATEGIES AND VISIONING

COURSE DURATION: 2 HRS PER WEEK FOR 12 WEEKSCOURSE CREDITS: 2

1. THE NATURE AND IMPORTANCE OF LEADERSHIP (1 HR) Meaning Impact on organizational performance Roles Framework for understanding leadership Skill development in leadership Followership

2. TRAITS, MOTIVES, AND CHARACTERSTICS (1 HR) Personality traits of effective leaders Leadership motives Cognitive factors and leadership Influence of heredity and environment Strengths and limitations of traits approach

3. CHARISMATIC AND TRANSFORMATIONAL LEADERSHIP (1 HR)

SUPER SPECIALISATION – LEADERSHIP & STRATEGY

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Meaning of charisma Types of charismatic leaders Characteristics of charismatic leaders The vision component of charismatic leadership The communication style The development of charism Transformational leadership Concerns about charismatic leadership

4. LEADERSHIP BEHAVIOURS, ATTITUDES, AND STYLES (2 HRS) Classic dimension of consideration and initiating structure Task related attitudes and behaviour Relationship oriented attitudes and behaviours 360 degree feedback for fine tuning a leadership approach Leadership styles

5. CONTIGENCY AND SITUATIONAL LEADERSHIP (2 HRS) Situational influences on effective leadership behaviour Fiedler’s contingency theory of leadership effectiveness The path-goal theory of leadership effectiveness Situational leadership II Normative decision model Cognitive resource theory: intelligence, experience, and stress Contingency leadership in the executive suite Leadership during a crisis

6. POWER, POLITICS, AND LEADERSHIP (2 HRS) Sources and types of power Tactics for becoming an empowering leader Factors in organizational politics Political tactics and strategies Control over dysfunctional politics

7. LEADERSHIP INFLUENCE (2 HRS)

Power and influence Influence tactics Relative effectiveness and sequencing of influence tactics Implicit leadership theories and leadership influence

8. TEAMS AND LEADERSHIP (1 HR) Team vs. solo leadership Leader’s role in team based organizations Fostering teamwork Leader – member exchange model

9. MOTIVATION AND COACHING (2 HRS)

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Expectancy theory and motivational skills Goal theory Recognition and pride for motivation Coaching as a leadership philosophy Coaching skills and techniques Executive coaching and leadership effectiveness

10. CREATIVITY, INNOVATION, AND LEADERSHIP (2 HRS) Steps in creative process Characteristics of creative leaders Overcoming traditional thinking Organizational methods to enhance creative problem solving Climate for creative thinking Leadership practices for innovation

11. COMMUNICATION AND CONFLICT RESOLUTION (1 HR) Inspirational and powerful communication Supportive communication Cross cultural communication barriers Resolution of conflict through negotiation

12. LEADERSHIP ETHICS (1 HR) Centrality of ethics to leadership Different perspectives on leadership Principles of ethical leadership

13. CROSSCULTURAL DIVERSITY AND LEADERSHIP (1 HR) Advantages of managing for diversity Cultural factors and leadership Cultural sensitivity, intelligence, and global leadership skills Leadership initiatives for achieving cultural diversity Multicultural organizations

14. LEADERSHIP DEVELOPMENT AND SUCCESSION (1 HR) Development through self awareness and self discipline Development through education, experience, and mentoring Leadership development programs Evolution of leadership development efforts Leadership succession

REQUIRED READINGS: GARY YUKI: Leadership in Organizations PETER G. NORTH HOUSE: Leadership – Theory and Practice PRITAM SINGH & ASHA BAHNDEKAR: In search of Change Maestro (Response:

2011) (The faculty should ask the students to make presentations from the last book which describes Indian business leaders; 4 hours have been reserved for this purpose)

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EXPORT PROCEDURES AND DOCUMENTATION

COURSE DURATION: 2 HRS PER WEEK FOR 12 WEEKSCOURSE CREDITS: 2

1. EXIM DOCUMENTS: OVERVIEW (2 HRS) Need and importance of documents Nature and characteristic features of export import documents

2. LANGUAGE OF INTERNATIONAL TRADE (3 HRS) Trade terms; need for standardization INCO TERMS: Significance and explanation Variations of INCOTERMS

3. EXPORT PAYMENT TERMS AND DOCUMENTARY CREDIT (3 HRS) Advance payment Open account Documentary collection Documentary credit Consignment sale

4. CLEARING AND FORWARDING (2 HRS) Clearing of cargo for export & import: Step by step approach Functions and services provided by C & F agents

SUPER SPECIALISATION – INTERNATIONAL MARKETING

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5. EXPORT FINANCE AND PAYMENTS (4 HRS) Payments terms: Instrument and methods of financing, including documentary credits

and collection Uniform customs and practices (UCP) Finance: Facilities, incentives, and procedure for pre and post shipments finance

6. NEGOTIATION OF DOCUMENTS WITH BANKS (2 HRS) Terms and condition & procedures followed by banks

7. MARINE INSURANCE (2 HRS) Nature of transit risk Contract for cargo insurance Perils and losses Types of policies Procedures and documentation for claiming losses

8. CENTRAL EXCISE RULES (2 HRS) Role of excise department in exports Procedure and documentary requirement

9. EXPORT CREDIT RISK MANAGEMENT (2 HRS) Export credit insurance: Concept and importance Role of ECGC

10. PROCESSING OF AN EXPORT ORDER (2 HRS) Step by step approach to processing

REQUIRED READINGS: PAUL & ASERKER: Export –Import Management (OUP) USHA KIRAN RAI: Export-Import & Logistics Management(PHI:2010) NABHI’S – How to Export Nabhi Publication: Latest Edition GOVT. OF INDIA: Handbook of Import – Export Procedures (Latest Edition)

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INDIA’s FOREIGN TRADE AND POLICY

COURSE DURATION: 1 HR PER WEEK FOR 12 WEEKSCOURSE CREDIT: 1

1. FOREIGN TRADE TRENDS (2 HRS) Overall trends since Independence Commodity composition of India’s exports and imports: Changing trends and present

structure Destination of India’s exports; sources of India’s imports Invisibles in India’s trade

2. THE BALANCE OF PAYMENTS (2 HRS) Trends in India’s current account deficits Trends in the capital flows and the foreign exchange reserves India’s external debt

3. TRADE POLICY (3 HRS) Import controls and liberalization policies Export promotion: Policies and institutional structure

4. NEW TRADE REGIME POST 1991 (3 HRS)

SUPER SPECIALISATION – INTERNATIONAL MARKETING

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Important development like decanalisation, rationalization of tariffs Set ups like EOUs, EPZs, SEZs, etc Financial incentives to promote exports Latest EXIM policy

5. GOVT. POLICY TOWARDS FOREIGN CAPITAL (2 HRS) Policies for FDI and FII Foreign collaboration and MNCs

REQUIRED READING: RAJ AGGRAWAL: Indian Foreign Trade (Excel Books)

OUTSOURCING AND IT BASED BUSINESSES

COURSE DURATION: 1 HR PER WEEK FOR 12 WEEKSCOURSE CREDIT: 1

1. BASICS OF OUTSOURCING (4 HRS) Definition, Level, and modes of out sourcing .Reasons for outsourcing Benefits and

pitfalls. Competitive strategy and outsourcing. Outsourcing agreements. Strategic outsourcing.

Trends in outsourcing. Criteria for vendor selection Risks involved and managing risks in the global economy Trends in outsourcing

2. BUSINESS PROCESS AND IT OUTSOURCING (4 HRS) Evolution, constitution, models and types. BPO services and best practices, drivers and

inhibitors. BPO domains: HR, Financial services, HealthCare, Transportation , Telecommunication ,

Call centers Indian BPO industry Emerging BPO domains: Entertainment, media and publishing

3. OFFSHORE OUTSOURCING (4 HRS) Definition ,types - Production /services/ innovation, need for outsourcing benefits,

concerns, Risks Business models, best practices, Strategy creation and execution

SUPER SPECIALISATION – OPERATIONS & SCM

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REQUIRED READINGS: MARCIA ROBINSON AND RAVI KALAKOTA: Offshore Outsourcing SARIKA AND KULKARNI: Business Process Outsourcing (Jaico Publishing House -

2005) PAUL DAVIS: What’s this India business?

SERVICE OPERATIONS MANAGEMENT

COURSE DURATION: 1 HR PER WEEK FOR 12 WEEKSCOURSE CREDIT: 1

1. UNDERSTANDING SERVICES (3 HRS) Role of service in an economy Nature of services Service strategy

2. DESIGNING THE SERVICE ENTERPRISE (5 HRS)

New Service Development Service encounter Service Quality Service facility location Supporting facility

3. MANAGING SERVICE OPERATIONS (4 HRS) Managing supply and demand Managing service supply relation ships Managing facilitating goods Managing Projects

BASIC TEXTS JAMES A FITZSIMMONS AND MONA J FITZSIMMONS: Service Management:

Operations, Strategy and Information Technology, 5th edition MC Graw Hill 2005

SUPER SPECIALISATION – OPERATIONS & SCM

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METTERS KING - METTERS PULLMAN AND WALTON: Successful Service Operations Management (2006, Thomas learning)

REVENUE MANAGEMENT AND PRICING

COURSE DURATION: 1 HR PER WEEK FOR 12 WEEKSCOURSE CREDIT: 1

1. INTRODUCTION TO REVENUE MANAGEMENT (1 HR) Concept of pricing and revenue optimization Factors driving the RPO boom RPO and multi pricing in the airline industry

2. REVIEW OF PRICE THEORY (1 HR) Price discrimination and consumer surplus Differential pricing: Meaning; ways to implement Market segmentation with differential pricing

3. VALUE BASED PRICING (1 HR) Concept of value and value based pricing Methods to estimate perceived benefits, perceived willingness to pay for them, and value

4. PRICING – CONSTRAINED OPTIMIZATION (1 HR) Marginal principles of pricing Supply constraint and contribution analysis

5. NONLINEAR PRICING (2 HRS) Linear vs. nonlinear pricing: Concept Methods to undertake nonlinear pricing

SUPER SPECIALISATION – OPERATIONS & SCM

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6. DYNAMIC PRICING (2 HRS) Change in environment and price adjustments Price based price optimization techniques

7. BUNDLING (1 HR) Bundling of offer and pricing the bundle

8. MARKET DOWN MANAGEMENT (1 HR) Promotion (temporary price reduction) vs. markdowns (permanent price reduction) Demand forecasts and markdown pricing

9. AUCTIONS (1 HR) Auction mechanism and bidding strategies

10. IMPLEMENTATION ISSUES (1 HR) Industry level demand and supply and possibility of implementation Implementing pricing strategy in practice

REQUIRED READINGS: PHILIPS: Pricing and Revenue optimization (Stanford University Press) KOTLER, LILIEN, AND MOORTHY: Marketing Models (Prentice Hall Inc) I. YEOMAN: Revenue Management and Pricing (International Thomson Business

Press)

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FINANCIAL VALUATION OF TECHNOLOGY BUSINESS

COURSE DURATION: 1 HR PER WEEK FOR 12 WEEKSCOURSE CREDIT: 1

1. INTRODUCTION TO FVTB (2 HRS) Overview: Costs and benefits of investment in technology; valuation of such investments Planning and aligning of investment in technology with the business strategy

2. TECHNOLOGY INVESTMENTS (3 HRS) IT project investments and real options pricing Lifetime value of customers of technology businesses

3. TECHNOLOGY, CUSTOMER LOYALTY, AND VALUATION (2 HRS) Valuing project archive

4. BALANCED SCORECARD AND IT (3 HRS) Use of BSC as a strategic management system Building of IT organization BSC Strategy focused IT organization Getting IT right

5. STRATEGIC EVALUATION OF IT UPGRADES (2 HRS) Industry modernization and IT upgrades: Strategic routemap and justification Business impact of IT upgrades

REQUIRED READING:

SUPER SPECIALISATION – IT & MIS

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OGDEN, JEN, AND CONNOR: Advanced Corporate Finance: Policies and strategies (Prentice Hall)

TECHNOLOGY AND STRATEGIC CONSULTING

COURSE DURATION: 1 HR PER WEEK FOR 12 WEEKSCOURSE CREDIT: 1

1. INTRODUCTION: (1 HR) What is technology Contribution of technology to business performance: Economic analysis Technological and performance enhancement

2. TECHNOLOGY AND VALUE CHAIN (3 HRS) Concept of value chain and contribution of technology: Technology & competitive

advantage Technology and value chain optimization

3. TECHNOLOGY SELECTION (3 HRS) Technology scanning: Searching for window of opportunity Matching internal and external competencies Evaluation of risk vs. potential for success Short term vs. long term considerations

4. TECHNOLOGY ASSESSMENT (2 HRS) Methodologies of technological assessment Problem issues in TA Organization and management of TA

5. ENTREPRENEURSHIP & TECHNOLOGY (2 HRS) Web based entrepreneurship

SUPER SPECIALISATION – IT & MIS

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Websites and their potential in conducting business

6. SOCIAL PRODUCTION (1 HR) The world of proprietary and public softwares (e.g. Linux and windows) Advantages and disadvantages of social software

REQUIRED READINGS: SUSHIL, K. MOMAYA, AND O. P. SHARMA: New Business Paradigm: Global,

Virtual, and Flexible (Thomson Learning) RANDIV MEHTA: Getting to Transformation (Macmillan)

MOBILE POLICY AND M - COMMERCE

COURSE DURATION: 1 HR PER WEEK FOR 12 WEEKSCOURSE CREDIT: 1

1. INTRODUCTION (2 HRS) Concept of commerce, e-commerce, and commerce through mobile screens Scope of m – commerce in India vis – a- vis. Other modes Obstacles in the path of m – commerce in India

2. MOBILE COMMUNICATION (3 HRS) Managerial perspective of mobile communication and mobile internet Business models and m – commerce today; m – commerce value chain

3. MOBILE COMMERCE IN INDIA (2 HRS) Mobile ways in India; mobile industry Relevance and potential of mobile industry in urban and rural India

4. MOBILE INDUSTRY: POLICIES AND REGULATIONS (2 HRS) Regulatory issues of m – commerce Regulatory model of m – commerce: Stakeholders’ perspective

5. SYSTEMS DYNAMICS (3 HRS) The eco – system of m – commerce: Casual loops and impact of policies and regulation Mobile commerce: Present and future in India Wireless spectrum auctions Mobile security and payments

REQUIRED READING:

SUPER SPECIALISATION – IT & MIS

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NORMAN SADEH: M – Commerce: Technologies, Services, and Business Models (Wiley)

NEW PRODUCT DEVELOPMENT

COURSE DURATION: 1 HR PER WEEK FOR 12 WEEKSCOURSE CREDIT: 1

1. ENTREPRENEURSHIP = INNOVATION (3 HRS) Principles and context of new product development and innovation Entrepreneurial role, task, and personality Entrepreneurship as a style of management Entrepreneur as an innovator: models of innovation

2. OPPORTUNITY ANALYSIS (2 HRS) The strategic window of opportunity: Scanning, positioning, and analysing

3. NEW BUSINESS CONCEPTS AND DEVELOPMENT (7 HRS) Need for new product development Internet as a research tool Idea generation and creativity Iterative design cycles Business needs and constraints analysis Litmus test of customer and market needs for the proposed product New product development process Creative and systematic development of alternative product concepts Final selection of optimum product concept

BASIC TEXTS ROBERT G. COOPER AND SCOTT J. EDGETT: Generating Breakthrough New

Product Ideas: Feeding the Innovation Funnel (Product Development Institute, 2007)

SUPER SPECIALISATION – ENTREPRENEURSHIP

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DAVID H. HOLT: Entrepreneurship: New Venture Creation (PHI)

INVESTING IN PRIVATE EQUITY

COURSE DURATION: 1 HR PER WEEK FOR 12 WEEKSCOURSE CREDIT: 1

1. PRIVATE EQUITY: OVERVIEW (1 HR) Introduction to the concept of private equity Private equity as an asset class: Comparative assessment w.r.t other assets Private equity in India: Emergence and growing significance

2. BUSINESS PROPOSALS AND PRIVATE EQUITY INVESTMENT (5 HRS) Evaluations of business Valuation of business proposal Understanding J Curve and compound return Upper quartile figures Median, average, and pooled returns Multiples

- Distributed over paid in- Paid in to committed capital- Residual value to paid in

Valuation and fees

3. PRIVATE EQUITY MANAGEMENT (2 HRS) Raising of private equity, domestically and internationally Structuring of private equity Management of private equity

4. EXIT STRATEGY (1 HR) Existing the invested areas

SUPER SPECIALISATION – ENTREPRENEURSHIP

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5. SPECIAL TOPICS: (3 HRS) Investor’s relations Private equity and hedge funds Private equity and public policy Buyouts

BASIC TEXTS GUY FRASER SAMPSON: Private Equity as an Asset class (Wiley: 2008) JOSH LEARNER: Venture Capital and Private Equity – A case Book (Wiley)

MICRO FINANCE

COURSE DURATION: 1 HR PER WEEK FOR 12 WEEKSCOURSE CREDIT: 1

1. ISSUES AND CHALLENGES (3 HRS) Concept and principles of microfinance Microfinance and the poor Microfinance: Commercial vs. noncommercial provision; rise of commercial sources Defaults Constraints of the microfinance industry

2. MICROFINANCE INDUSTRY (3 HRS) Social performance management Investing in microfinance Market research for microfinance Managing microfinance industry Evaluating microfinance industry Public policy and microfinance industry

3. EMERGING AREAS (4 HRS) Delinquency management Microfinance institutions and microinsurance: Regulations Information sharing in competitive market Micro leasing Securitization of microfinance assets Micro loan portfolio accounting issues

4. CURRENT CRISIS OF MICROFINANCE INDUSTRY IN INDIA (2 HRS) Genesis of crisis

SUPER SPECIALISATION – ENTREPRENEURSHIP

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Resolution of crisis Future of MFI

REQUIRED READINGS: K. G. KARMARKAR: Microfinance in India (Sage) DANIEL LAZAR & MALABIKA DEO: Microfinance (Allied)