imt- hyderabad course list

7/29/2019 Imt- hyderabad course list

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Course Outline for General Management Courses

MGMT 551- Ethics, Responsibility and Governance

The course is designed to make the students understand the nature of business environment, the

relevance of ethics and social responsibility to business and issues in corporate governance from a

multi-disciplinary perspective. It explains the theories of corporate ethics and social responsibility.

Besides, the students will analyze potential ethical dilemma situations in business. It will discuss

about corporate governance, a specific mechanism which ensures that business entities behave

ethically towards its stakeholders, particularly shareholders

At the end of the course the students will be able to:

1. Understand why ethics is important in business and why ethical responsibilities go beyond

compliance with laws and regulations.

2. Analyze ethical issues by using a framework of moral principles: utilitarianism, Universalism,

rights, distributive justice, ethics of care, and virtue ethics.

3. Make balanced decisions in ethical dilemma situations using ethical decision making models.

4. Understand need for the organizations to be socially responsible and adopt sustainable

business practices

5. Understand the need for corporate governance mechanisms in protecting shareholders

interest

6. Explain the functioning top management and the need to balance the interests of various

stakeholders

Text Book: Ethics, Responsibility and Governance Published by Tata McGraw Hill.

Compiled by S.Subramanian


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MGMT 552-Strategic Management

The objective of this course is to help students develop the skills for formulating strategic plan and

make them understand the implementation and control issues. It is consciously designed with a

technological and global outlook since this orientation in many ways highlights the significant

emerging trends in strategic management.

At the end of the course the students will have:

1. The ability to integrate the knowledge and skills that they gained in core courses as it is

applied to actual business situations.

2. An understanding of policy formulation and strategic planning for both long and short-

term perspectives.

3. Mastery over a body of analytical tools and strategic frameworks and the ability to take

an integrative point of view.

4. The ability to use these tools to perform in-depth analyses of industries and competitors,

predict competitive behavior, and analyze how firms develop and sustain competitive

advantage over time

5. The ability to understand the basic issues in strategy implementation and control

Text Book: Pearce.J.A., Robinson.R. and Mital.A, Strategic Management:

Formulation, Implementation And Control 12th Edition Tata McGraw Hill

MGMT 611 -Strategy Implementation and Control

When strategy formulation process, a difficult task, results in well-defined strategy for the

organization, the even more difficult process of strategy implementation or execution comes into play.

Though Strategy formulation and strategy implementation are separate processes, they are highly

interdependent & intertwined, and critical to strategic success.

This course is based on the premise that strategy implementation is a difficult task, but can be done

systematically. Hence the emphasis here is on the decisions, actions, and conditions that facilitate the

successful attainment of strategic objectives.

The course seeks to answers to the following questions: Given a strategy, how do we get execution

right? What could go wrong? How do we correct it through better design of structure? How do we

keep motivating people motivated while correcting and implementing a change? How to manage

conflict and opposition from others who dont share our strategic viewpoint?


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The course will focus on how organizational dimensions such as strategy, structure, technology and

culture, and the many sub-dimensions within each of these, relate to one another and how they

collectively determine the overall adaptive efficiency of the organization with respect to its operating

environment.

At the end of the course the students will have the

1. Understanding of strategy implementation in modern organizations and ability to develop

logical approaches to the same, supported with the knowledge that strategy implementation is

a process of resource allocation, influence, execution and change.

2. Understanding of how organizational context and managerial decisions are interdependent

and critical to the successful execution of strategy.

3. Getting clarity that to succeed in strategy implementation one must take a number of factors

into consideration, including how decisions affect individuals in the organization and their

consequent commitment to execution efforts.

4. Ability to identify and develop strategies for embedding the capacity for change in

organizations.

5. A deep understanding for each students about their personal management style and how it

may help or hinder strategy implementation

Text Book. Pearce.J.A., Robinson.R. and Mital.A, Strategic Management: Formulation,

Implementation And Control 10th Edition Tata McGraw Hill

MGMT 621 -International Business

A conceptual as well as a hands-on course, it introduces the students to the issues and challenges

faced by MNCs in todays global economy. This course introduces the concept of international

business as a system and the theories which underlie it; institutions which are visual evidences of it;

production, marketing, financial, legal and other subsystems which comprise the total system. It also

examines national governmental and international institutional controls and constraints, which impact

the environment in which the system operates. The course integrates learnings from across functional

disciplines and adds on more dimensions by incorporating global macro issue thus helping to

understand the complexity involved.

Upon successful completion of this course, students will be able to:

1. Analyze the role and impact of international business on national economic

development.


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2. Explain how the economic, political/legal, and financial environments affect

international business operations.

3. Discuss how cultural and behavioral differences influence countries business

practices, and how these differences can be addressed using appropriate strategies.

4. Discuss international trade theory and how government and business decisions

influence international trade.

5. Assess the effects of current regional trade agreements and economic integration on

developing countries.

6. Understand how the differing production systems across the globe affect the

international business

7. Discuss how environmental differences support or complicate marketing, export and

import strategies.

Text Book: International Business by Charles Hill & Arun Jain, 6th

Edition, Tata Mcgraw Hill

MGMT 631- Strategic Management of Non-Profit Organizations and Social Ventures

The non-profit organizations and social ventures play a key role in society and in the economy. Many

goods and services, such as education and health care, are delivered by non-profit organizations and

social ventures. They also play a central role in delivering charitable services of the kind that are

often under-provided by the market.

Starting, growing, and managing non-profits leads to challenges as complex as, and in some cases

more complex than, the challenges facing the private sector. Non-profits need to identify their market,

confront competitors, and manage their internal operations just as do firms. However, non-profits

must address the needs of multiple constituencies, they must balance their values against the

requirements of effective management, and they must attract and retain a skilled labor force without

the financial resources that characterize much of the private sector.

This course covers provides a thorough introduction and understanding to the strategic issues of the

sector - topics include the management, leadership, governance, and accountability.

The students should, by the end of this course, be able to:

1. Understand the various theories, attributes, concepts, and components pertaining to nonprofit

and social venture management.


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2. Examine the relationships, mutual dependencies, and unique differences between the

nonprofit sector and the other sectors.

3. Identify, appreciate and understand the unique strategic and governance and leadership issues.

4. Understand the criticality of ethics and accountability responsibilities in the nonprofit and

social venture sector.

Text Book: Strategic Planning and Management of Nonprofit Organizations and NGOs Theory,

Practice, Research & Cases by Deb Prasanna Choudhury, Asian Books (2012)

MGMT 641 -Managing Changes and Innovation

In a changing, turbulent environment, there is a tendency for managers to revert to reactive, short term

strategies in the belief that change is a temporary state. The reality is that change and turbulence are

an increasingly permanent state of affairs. Different strategic innovations are required. Many

organizational changes need to implement. This course provides students with principles for

understanding diagnosing and implementing organizational change and innovation. This includes

examination of change agent abilities, the context, and process and implementation choices of change.

The course also examines the strategic role of leadership and Human Resource Management in

creating climates of creativity suitable for the implementation of change and innovation strategies.

This course helps students to develop their competencies to analyze the change agent abilities, change

contexts, to make choices on the basis of best fit the organization, to design the change transition

and to create climates of creativity for organizational innovation and change.

On completion of this course, students will be able to:

1. Identify the necessary abilities for a change agent.

2. Assess the change context and path of different organizations.

3. Analyze the strategic role of leadership and culture to assist organizational change and innovation.

4. Design transition that organizations may encourage and make use of change and innovation.

5. Apply the appropriate methods and approaches to advocate organizational creativity.

Text book: Managing Strategic Innovation & Change by Michael L Tushman and Philip Anderson

Oxford University Press


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MGMT 622 -Business Negotiation

This course introduces students to the theory and practice of business negotiation. The ability to

negotiate successfully rests on a combination of analytical and interpersonal skills along with proper

understanding of legal issues. Analysis is important because negotiators cannot develop promising

strategies without a deep understanding of the context of the situation, the structure of the negotiation,

the interests of the other party, the opportunities and barriers to creating and claiming value on a

sustainable basis, and the range of possible moves and countermoves, both at and away from the

bargaining table. Interpersonal skills are important because negotiation is essentially a process of

communication, relationship and trust building (or breaking) and mutual persuasion. Legal issues are

also important in business negotiation as nay negotiated settlement need to be legally tenable. The

international business negotiations are further complicated as they involve different socio-cultural set-

ups.

The course covers the practical and contemporary negotiation techniques that work. It starts with a

basic framework for negotiation and its components. From there it explores negotiation from a global

perspective. This has become increasingly important as a result of the rapidly developing world

economy, offshore outsourcing and the power of multinational corporations.. The course concludes

with a discussion of personal and psychological skills for persuading and influencing others

On completion of this course, students will be able to:

1. Handle win/lose (or "distributive") negotiation

2. Bridge gaps- where at first it seems like only impasse is possible- using win/win (or "interest-

based") negotiation concepts

3. Understand and manage complex negotiations and conflicts with many parties and many issues

4. Prepare a detailed and effective plan for a difficult business negotiation

5. Confront someone in a way that improves the odds of actually changing his behavior without

destroying the relationship

7. Find ways to help organizations reach wise agreements

Text Book: Global Business Negotiations by Claude Cellich and Subhash Jain, Cengage Learning


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MGMT 632- Managing strategic Networks

When the business organizations have a strategic resource gap, they look outside for filling the gap. In

such cases they can go either for mergers & acquisitions or strategic alliances & networks. Both

strategies are widely used for the corporations to fill the resource gap. Research works indicate that

the next wave of mergers and acquisitions is starting and will last for at least a decade. The Indian and

Chinese firms are going global and the MNCs from developed nations set their footprint in India,

China and other developing nations. This has resulted in lot of M&A activities. Similarly with

growing trend of outsourcing the non-core activities, strategic networks are also gaining importance.

The theoretical framework on strategic alliances and networks is just emerging. This course covers

both the strategic moves, discussing the theories and conceptual frameworks, practical issues in

negotiations and implementations.

The practice segment focuses on financial, strategic, legal, and regulatory aspects of mergers and

alliances, and addresses some mechanical aspects of mergers, including accounting treatments and tax

effects. Ethical questions specific to merger situations are also discussed. Finally, the course examines

the issues concerning financial, economic, and societal benefits of mergers and alliances, as well as

legal questions on their anti-trust effects.

At the end of the course, the students will be able to understand

1. The risks and values associated with the various approaches to filling strategic

resource gaps can be identified and managed

2. The impact of the legal and regulatory environment on the M&As and Strategicalliances

3. Challenges associated with each phase of the M&A process from developing

acquisition plans through post-closing integration

4. The need and importance of strategic networks in the hyper competitive era

5. Managing coordination and trust issue in strategic alliances and networks

Textbooks:

1. Mergers and Acquisitions - Text and Cases by B Rajesh Kumar. Publisher : Tata

Mcgraw Hill (2011)

2. HBR Background Notes on Strategic Networks and Alliances


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MGMT 631- Entrepreneurship Development

Starting and operating a new business involves considerable planning and effort, most

important is to overcome the inertia against creating something new. But the joys of creating

a new venture and building it are far superior to the perceived risks. The purpose of this

course is to help a budding entrepreneur understand the different aspects of creating and

running a new business. It will also help him identify potential challenges as also work on

creating solutions to the little problems around him. The course also intends to help students

work on a real business idea, make it a comprehensive business plan and also present it at

various competitions to get them evaluated.

At the end of this course, students will

1. Have a comprehensive business plan ready

2. Be able to appreciate and evaluate the possibility of setting up your own business

3. Be able to evaluate self-employment as a career choice with sufficient background

preparation

4. Have known the different facets of starting a new business

5. Have studied real life entrepreneurs in detail

6. Have gone through exercises and simulations that would help create a problemsolving approach

Text Books:

Entrepreneurship Theory, Process and Practice Frederick Kuratko & Hodgets

Thomson

Entrepreneurship Development (Indian Cases) Kavil Ramachandran (TMH)

Financial Modeling Using SAS

Module 1: Base SAS Programming

Understanding the SAS environment, SAS DATA step and PROC step, Input Data and

Importing/Exporting Data, Display SAS Dataset, SAS Functions , SAS date and time: value, formats

and functions, Title and Footnotes, System Options and Dataset Option, Manipulating the data, Flow-

Control: IF-THEN-END, Manage Variables: Keep, Drop, delete, Where and sub-setting IF,

Concatenating Two Data Sets, Interleaving Two data sets, One-to-one Merge, Match-Merging,

Merging datasets: IN, Introduction to SAS Macros, Arrays


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Module 2: Applications in Finance

Performing Event Study Analytics on Stocks, Testing Overreaction and Momentum effects in

Stocks, Evaluating Performance of Fund Managers, Fund Schemes, Computing Various measures of

Performance in Mutual Fund Industry, Identifying Arbitrage Opportunities in Indian spot and

derivative markets, Put call Parity, Box Spreads and other Trading Strategies.

Analyzing High Frequency data, Modeling High frequency data, Reading and Handling Intra-day

Data from NSE Data CDs, Estimation of Trading Costs (Spreads and Effective spreads and Impact

Costs) Analyzing Transaction Data, Tick test and computing order imbalance to predict stock returns.

References:

The Little SAS Book: A Primer, Fourth Edition, Lora Delwiche and Susan Slaughter, SAS

Publishing.

http://www.ats.ucla.edu/stat/sas/

www.sas.com

Project Finance

Course Contents

Introduction to Project Finance, Corporate Finance Vs Project Finance, Description of Project Finance

Transaction, Structuring the Project, Limited Resource Structures- BOT, BOO, Leasing Techniques,

Technical Analysis, Risk Identification, Risk management, Risk Assessment in project Financing,

Valuing Projects, Project Appraisal, Real Options , Financing Projects, Institutional Risk andInfrastructure Project Finance, Public Private Partnerships, Environmental Appraisal of Projects

,Social Cost Benefit Analysis , Preparing a Detailed Project Report

References:

Modern Project Finance: A Casebook by Benjamin C. EstyProject Financing and the International Finance by Esteban C. Buljevich, Yoon S. ParkPROJECTS: Planning, Analysis, Financing, Implementation, and Review, Prasanna Chandra, Tata

Mc-Graw Hill Pvt. Ltd

Financial Risk Management

The objective of the course is to provide a basic understanding of how to value and apply

various derivative instruments in business situations, including futures, forwards, swaps,

options, and other advanced derivative instruments.

The course content includes-Introduction to derivative markets, Futures and Forward

Contracts, Pricing of forward and futures, Options- Option markets, Trading Strategies using


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options ,Pricing of options- Binomial model, Black Scholes Model, Option Greeks, VaR,

Exotic Options, Weather Derivatives and Swaps.

Textbook

Options, Futures and Other Derivative by John C. Hull

Financial Econometrics

To introduce a variety of statistical models for cross-sectional and time series data and cover

the main methods for analyzing these models. The goals are to learn basic characteristics of

financial data, understand the application of powerful and widely applicable financial

econometric models and gain experience in analyzing financial time series. Topics covered

include, Multiple Regression Analysis, Heteroskedasticity, Autocorrelation, Dummy Variable

Regression Analysis, Time Series Forecasting, ARMA, Box Jenkins Methodology,

Stationarity, Unit roots, Co-integration, Error Correction Models and Panel Data Methods,

Textbook:

Jeffrey Wooldridge, Econometrics, 4th

Edition, Cengage Learning, 2009.

FIN 612: Investment Banking

Course Outline

Overview of Investment Banking-Regulation of securities Industry-Merchant Banking-Prospectus-Financings-Convertible securities-Capital Markets-Merger & Acquisitions-Trading-Asset

Management-Credit Rating-International Banking-Hedge Funds- Hedge Funds Investment Strategies-

Hedge funds issues & Performance-Overview of Private Equity-LBO Financial Model-Private equity

issues and opportunities-Corporate Restructuring-divestiture and spinoffs.

References:

David Stowell, An Introduction to Investment Banks, Hedge Funds and Private Equity.

HBS Cases


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Investment Analysis & Portfolio Management

Investment Environment-Asset classes-Fixed Income securities-Bond Pricing-Duration-

convexity-Immunization-

Company Analysis-Accounting Analysis-Impact of change in Accounting policy-Financial

Statement Analysis-Projecting Financial Statements-Stock and Firm Valuation-determiningdiscount rate-beta-Market risk premium-riskfree rate-Free Cash flows to Equity-Free cash

flow for firm-determining growth rate-multiples approach-earnings multiple-value-multiple-

valuing private business.

Asset Allocation-utility function-allocation between risky and risk free asset-portfolio of

risky assets-efficient frontier-markowitzs portfolio optimization-single Index model-Capital

allocation line-CAPM-security market line-efficient markets-portfolio performance

evaluation.

Textbook

Investments by Bodie, Kane, Marcus and Mohanty, 8th

edition.

Fixed Income Securities

Overview of Debt Securities: What are debt securities? What are their sources of risk and

return? Historical performance of fixed income securities. Major players and their functions:

United States Treasury, Federal Reserve Banks, Primary Dealers, Inter-Dealer Brokers (IDB),

Rating agencies, Sellside and Buy-side institutions. Major Institutions: Repo markets,

auction methods (single-price and multipleprice auctions), Electronic networks, Voice-based

intermediation, etc. Major stylized facts: a) cyclical behavior (mean-reversion) of interest

rates, b) short-term yields are more volatile, c) credit spreads versus business cycles, d)

relation between prepayments and swap spreads, e) flight to quality, Treasury yields and

financing rates, Bond mathematics: a) price and yield conventions, b) PVBP,

Duration(modified, effective and key-rate), convexity, and negative convexity. Trade

applications: spread trades, and bullet versus barbell positions. Term Structure Theory: Spot

rates, forward rates, par yields, modeling interest rates and pricing bonds. Structural models

of default: Modeling credit risk, credit spreads and their behavior, Distance to default,

forecasting rating changes, high-yield and investment-grade debt markets. MBS: Structure of

MBS markets, prepayments, Option Adjusted Spreads, Pass-through securities, and REMICS,

Derivatives: Treasury futures, Interest Rate Swaps, and Single-name credit default swaps.

TIPs

TextbookFixed Income Markets and their derivatives, Suresh Sundareshan, 3rd

Edition


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WEALTH MANAGEMENT (FIN 671)

Objective

To equip students with skill sets required for managing wealth of high net worth individuals

and corporates and to familiarize them with vital aspects of wealth management wealthaccumulation, wealth preservation and wealth transfer.

Overview of course content

The course covers broadly the topics such as Introduction to Wealth Management,

Understanding the Wealth management Process, Client Profiling and Lifestyle Guide to

Investing, Financial Planning, Investment, Investment Products, Mutual Funds, and alternate

investment options, Asset Allocation, Portfolio Options and Performance Measurement,

Marketing of Financial Products, Behavioral Skills for Wealth Management.

Text Book and Reference Books:

1. Personal Financial Planning, 11th e, Gitman et al. South-Western College Pub - 20072. Personal Finance, Keown, Arthur J. Pearson Education3. Personal Financial Planning, 7th e, Hallman, G. Victor / Rosenbloom, Jerry S.

Mcgraw-Hill 2003

BANKING & FINANCIAL SERVICES (FIN 651)

Course Objective

The objective of the course is to impart basic understanding of banking, insurance and

financial services. After the course student will be equipped with the basic concepts,

emerging trends and evaluation tools used in Banking, Insurance and Financial Services

sector.

Overview of course content

The course is divided into two modules. The first module deals with banking and the second

module deals with financial services. Overview of Indian financial system, financial

statement analysis of banks, credit management, risk management in banks and basel accord,

mergers and acquisitions in banks, financial inclusion, retail banking, high tech banking,

banking innovations are handled in the first module. Insurance services, credit rating, leasing,

factoring and forfeiting, securitization are dealt in the second module.


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Text Book and Reference Books:

1. Management of Banking & Financial Services (MBFS), Padmalatha Suresh & JustinPaul, Pearson, 2

ndEdition

2. Gurusamy. S., Financial Services, Tata McGraw-Hill, Education Pvt. Ltd. 2nd Ed.,3. Bank Management & Financial Services, Peter.S.Rose & Sylvia. C. Hudgins, Tata

McGraw Hill 2010, 7th Edition.4. Indian Insurance A Profile, H. Narayanan, Jaico Publishing House, 20085. Khan. M.Y., Financial Services, 2010, 5th Ed. Tata McGraw-Hill, Pvt. Ltd., New

Delhi. Bharti Pathak, Indian Financial System, 2010, 3rd Ed. Pearson Education

International Finance

Objective

The course will help students understand how external sector movements translate to changes

in the domestic economy. It will help the manager of an organization understand the global

currency market movements and establish if any changes in these markets affect his

organization. The course will help students make sense of global macroeconomic events and

exchange rate dynamics. It sets the framework for the detailed issues in multinational

financial management. The main focus of the course will be the financial implications of the

rapid integration of national economies worldwide through trade, financial flows and

technology spillovers upon the firms cross-border strategy. The course will also assess the

impact of economic and financial liberalization as well as structural reforms upon the foreign

exchange and financial markets of both advanced and emerging market economies.

Topics Covered

Globalization and the Multinational Firm

International Monetary Institutions Framework and changing dynamics

Balance of Payments

Forex Markets - Structure and function

Forex Market Arithmetic

PPP and IRP International Fisher Effect Test of Parity Conditions

Forex Exposure and Management Economic, Transaction and Translation

Currency Derivatives Forwards, Futures and Swaps

International Money, Bond and Equity Markets

International Portfolio Investments

FDI

International capital structure and Capital Budgeting

Textbook:

Textbook - International Financial Management by Eun and Resnick, 4th edition Tata

McGraw Hill (E-R)


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Commodity and Commodity Derivatives

Objective

The course provides an introduction to commodities as a new asset class. With commoditymarkets reaching new highs and volatility increasing, this course aims to give an

understanding to the major commodity markets and how to trade on them. Students will

develop familiarity with the economics of commodity markets, including inventory, reserves

and shipping. The course also aims to familiarize the students with the characteristics and

risks of the different commodity markets and how to capitalize on the different opportunities

they present.

The rationale for investing and trading commodity products via the cash and futures

market.

How to understand the benefits commodities offer as an alternative asset sector.

How to optimize the use of commodity derivatives as a robust trading and hedging tool.

Topics Covered

Commodity Market Basics

Fundamental Analysis (about 30 commodities)

Technical Analysis

Commodity Futures Pricing and Economics of commodity futures

Performance Measurement

Risk Management Commodity Exchange Microstructure

Textbook:

Getting Started in Commodities by George Fontanills

Commodity Investing Maximizing returns through fundamental analysis by Dunby,Eckstein, Gaspar, Mulholland

The Handbook of Commodity Investing by Fabozzi, Fuss, Kaiser


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Financial Markets and Institutions

Objective

The objective of the course is to introduce the structure and functioning of capital markets

from a global perspective. The course covers equity market, bond market, derivatives market,

currency market. The issues related to American, European, Asian and Emerging marketswill be discussed.

Topics Covered:

Evolution and Structure of global financial markets

Euro Instruments Markets

American Markets

Japanese Markets

German capital Markets

English Markets

Swiss Markets

Multilateral Financial Institutions

Textbook:

Financial Institutions and Markets - L M Bhole

Quantitative Asset Allocation & Speculative Strategies

This course introduces Quantitative Portfolio theory, practices and optimization methods.

Tactical Asset Allocation, estimation of model parameters using conventional & Bayesian

approaches forms the core of the course.

Content

1. Portfolio Characterization, Computational Tools Review of Linear Algebra, Matrix

Algebra and Matrix Calculus

2. Opportunity Set & Efficient Portfolios, Constrained Optimization, Numerical methods

to estimate optimum portfolio

3. Utility Analysis

4. Asset Allocation Investments Objectives, Benchmark selection

5. Stein Estimators & Bayesian Priors Optimal Return Shrinkage, Optimal Covariance

Matrix Shrinkage; Black-Litterman Model Goldman Sachs approach

6. Strategic & Tactical Asset Allocation Estimation techniques

7. Active & Passive Management Tracking Error & Information Ratio

8. Portfolio Rebalancing

9. Bond Portfolio Management

10.Speculative Strategies


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Textbook

1. Quantitative Portfolio Optimization, Asset Allocation and Risk management by

Mikkel Rasmussen Palgrave Macmillan

2. Modern Investment Management: An Equilibrium approach by Bob Litterman &

Quantitative Research Group (Goldman Sachs Asset Management) John Wiley

3. Modern Portfolio theory & investment Analysis (8e) by Elton, Gruber, Brown &

Goetzman John Wiley

Financial Statement Analysis

The Objective of the course is to enable students to analyze and interpret financial statements

of major types of business entities. Appreciating the nuances of IFRS and comparison with

relevant US GAAP shall form the core of the course. In terms of topics PPE, Investments &Window Dressing shall form the bulk of the discussions. The course shall be delivered

predominantly using Harvard, Ivey & Darden Cases.

Textbook

1. The Analysis & Use of Financial Statement by Gerald White, A C Sondhi and D Fried

(John Wiley)

2. IFRS Blue Book

Content

1. Financial Reporting & Regulation Overview of IFRS, US GAAP, Ind-AS Standards2. Financial Statements Concept of Comprehensive Income

3. Analysis of Property Plant & Equipments including Investment Property

4. Analysis of Accounting for Taxes on Income

5. Analysis of Investments

6. Analysis of Changes in Foreign Exchange rates; Translations Issues for

Multinationals

7. Analysis of Leases & Off Balance Sheet Items

8. Window Dressing

9. Business Combinations & Consolidations

10.Analysis of Special Companies Oil & Gas, Banks, Insurance


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Coordinating and Managing Supply Chains (OIT 651)

This course is appropriate for students interested in pursuing careers in any management

function (e.g., operations, marketing, and finance) in firms that make, sell and/or distribute

physical products, as well as in companies (e.g., consulting firms, investment banks, private

equity firms, and software providers) that offer products and services to those firms oranalyze, evaluate, and/or invest in those firms.

Due to the boundary-spanning nature of supply chain management, this course also has

strong links to the first year courses in marketing, leadership, and finance. The course

emphasizes the "general manager's perspective" in supply chains. Cases in the course

illustrate that barriers to integrating supply chains often relate to behavioral issues (e.g.,

misaligned incentives and change management challenges) and operational execution

problems that fall squarely in the domain of the general manager. The course makes clear that

suitable information technology and knowledge of analytical tools are necessary, but not

sufficient, ingredients for supply chain integration.

The course comprises four modules:

Module 1: Logistics - This module examines transportation economics, the role of

distributors, and network design for the efficient and effective flow and storage of goods and

information in a supply chain.

Module 2: Planning - This module provides an introduction to the basics of supply chain

management, with an emphasis on how to design and manage a supply chain to ensure that

product supply meets product demand. It introduces students to basic analytical tools for

inventory and production planning as well as the role of inventory in the broader context of

business strategy and financial performance.

Module 3: Incentive Alignment - This module introduces students to the problems that arise

due to conflicting channel incentives and provides a framework for analyzing these problems.

Module 4: Sourcing and Operational Execution - This module considers how to managesupplier relationships and common execution problems that undermine supply chain

performance.

Operations Strategy: Managing Growth (OIT 652)

This course is focused on understanding and overcoming the operational challenges of

nurturing and managing enterprise growth. The course integrates concepts from the fields of

operations, corporate strategy, finance, and organizational design. It is suitable for students

with a wide range of career goals, including entrepreneurship and venture capital, general

management in larger enterprises, and consulting.

Effectively designed operations can be a powerful source of growth. Consider companies like

IKEA, Federal Express, Amazon, and Virgin. These companies achieved extraordinary

growth through the innovative design of their operations. In this course, you will gain an

understanding of how the configuration of a company's operations can shape its growth

potential and will learn principles for designing operating strategies that drive profitable

growth.


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The course focuses on how the design of an organization's operating strategy can either

impede or enhance growth. We will explore growth challenges facing organizations across

the size spectrum--from young start-ups to global conglomerates-and across a broad range of

industries, including biotechnology, health care, fashion, automobiles, retail, airlines, web

services, clean energy, and electronics. Conceptually, the course is rooted in the idea that

organizational growth is a process. For a company to grow profitably, that process must be

understood and strategically managed. The course makes extensive use of readings thatprovide foundational theories and concepts. These readings are used in combination with

traditional case studies. The course explores the following issues:

Why is profitable growth so difficult to achieve and sustain over long periods of time?

How does the configuration of operations either impede or enhance growth prospects? How

can you align your operations strategy with your growth strategy?

What are the different kinds of growth strategies and what are the critical operating

capabilities needed to execute those?

How can you manage operational diversification?

How should you evolve your operations to adapt to industry dynamics such a new

competitors, technological changes, and market disruptions?

You will be required to write an HBS style case study on an organization of your choice

facing a growth challenge, along with an accompanying analytical note illustrating how

theories and principles discussed in the course can be applied to your case.

Supplier Relationship Management (OIT 632)

This course is focused on understanding and overcoming the challenges of nurturing and

maintaining an effective relationship with the supplier of a firm. The course integrates

concepts from the fields of operations, corporate strategy, finance, and supply chainmanagement. It is suitable for students who wish to pursue a career in industry/sectors where

purchasing is one of the predominant business process, such as FMCG, retail, automobile,

construction, etc

Supplier Relationship management is the supply chain management process that provides the

structure for how relationships with supplier are developed ad maintained. As the name

suggests, it is similar to customer relationship management. Just as close relationships need

to be developed with key customers, management should forge close cross-functional

relationships with a small number of key suppliers and maintain more traditional buyer and

salesperson relationships with the others. Management identifies those suppliers and supplier

groups to be targeted as part of the firms business mission. Supplier relationshipmanagement teams work with key suppliers to tailor product and service agreements (PSA)

to meet the organizations needs, as well as those of the selected suppliers. Standard PSAs are

crafted for segments of other suppliers.

Supplier relationship management has become a critical business process as a result of:

competitive pressures; the need to achieve cost efficiency in order to be cost competitive; and


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the need to develop closer relationships with key suppliers who can provide the expertise

necessary to develop innovative new products and successfully bring them to market.

The Supplier Relationship Management course enables the students

To understand the strategic role of supplier relationship management.

Appreciate various strategies of supplier selection. To understand the importance of collaboration between the supplier and the buyer.

Business Intelligence (Data Warehousing and Data Mining)

Course Overview

The course focuses on understanding the application of a wide range of modern techniques to

specific decision making situations, rather than on mastering the theoretical underpinnings of

the techniques. The course covers methods that are aimed at prediction, forecasting,

classification and clustering. It also introduced interactive data visualization techniques, as

well as data reduction techniques.

A few examples of business intelligence application may range from classifying based on

prior data, whether a consumer is likely to default on a loan, or in another application,

response to a targeted promotion; whether an email is spam or not; which customers are

likely to churn in the highly competitive mobile phone industry in India; predicting the

market-basket size of a web browsing session; or categorizing a bond offerings rating or

optimally segmenting your customer base to do targeted marketing

Course Outcomes

Upon successful completion of the course, the students should possess valuable practical

analytical skills that will equip them with a competitive edge in almost any contemporary

workplace.

Prerequisite

The students are expected to have a reasonably good understanding of business

research methods.

Course Topic

1. Linear Regression for Prediction

2. Time Series Analysis3. K-Nearest Neighbors, Nave Bayes

4. Logistic Regression

5. Classification and Regression Trees

6. Hierarchical Clustering and K-Means Clustering

7. Affinity Analysis


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Marketing Analytics

Course Overview

The course will examine how firms achieve improved performance through the use of

quantitative tools and techniques to inform marketing decision making with particular

emphasis on decisions involving response advertising and customer relationships. Eachmodule of the course will begin with a review of a quantitative tool to which the students

have already been exposed (e.g., net present value, statistical sampling theory, simulation,

and regression analysis) and then illustrate the application of that tool in a marketing

context. The course will rely heavily on problem sets, web-based exercises, and case studies

as opposed to lectures and will require that students prepare for, attend, and contribute to

class discussions. Examples of the kinds of decisions the course will examine range from

the very tactical (how many names should be used to test the responsiveness of a direct mail

list) to the strategic (how does one use the value of a firms customer relationships to estimate

the value of the company).

Prerequisite

The students are expected to have a reasonably good understanding of business

research methods.

Course Outcome

Specifically, the course objectives are to:

Provide students with an understanding of the role that analytical techniques and

computer models can play in enhancing marketing decision making in modern

enterprises.

Improve students skill in viewing business processes and relationships systematically

and analytically.

Expose students to numerous examples demonstrating the value of the analytic approach

to marketing decision making.

Provide students with the software tools that will enable them to apply the models and

methods taught in the course to real problems.

Course Modules

1. Customer Value Assessment and Valuing Customers

2. Segmentation and Targeting

3. Positioning (Perceptual and Preference Maps

4. Forecasting (Time series models, Bass Model)

5. New Product and Service Design (Advanced Conjoint Analysis)

6. The Marketing Mix


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Web and Text Analytics

Course Overview

Web Analytics

It is the collection, analysis and reporting of data about website usage by visitors, focusing onthe nature of the visits and the visitor demographics. The success of a website can be tracked

through quantifiable Key Performance Indicators (KPI). The course focuses on measurement

and tracking of KPIs

Text Analytics

Many organization need to analyze large amounts of text to discover useful information. For

example a company want to monitor how public discusses its products in social media, or a

forensic team may need to discover the contents of disk drives seized by law enforcement.

The course provides students with an understanding of common and emerging methods of

organizing, summarizing and large collection of unstructured and lightly structured data.

Course Outcomes

Understand the elements of online marketing through web and text analytics that e-business

managers need for effective website management and e-business campaigns. Understand

KPIs and their value in online marketing.

Course Modules

1. Introduction to E-Business

2. Introduction to Online Marketing, Web Analytics and Text Analytics

3. Analyzing Web Log Files4. Best Practices in Web Analytics

5. Text Mining

6. Sentiment Analysis


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DECISION MODELS (DECS 611)

INTRODUCTION & SCOPE:

This course is aimed at MBA students with little prior exposure to modeling and quantitativeanalysis, but is appropriate for all students who wish to strengthen their quantitative skills.

The emphasis is on model formulation and interpretation of results, not on mathematical

theory. This course is notabout learning spreadsheet skills; it is about modeling: structuring,

analyzing and solving business decision problems on spreadsheets. Working knowledge of

Excel will be assumed so that we can focus on the modeling aspects.

OUTCOMES/BENEFITS:

1. Understand how mathematical modeling and quantitative methods can be used to improve

business decision making;

2. Improve personal skills in developing mathematical models for business decisions and

applying a variety of decision analysis (management science) techniques;

3. Become capable of using decision support software, including Excel and add-ins (Precision

Tree, RISK, Solver), ARIMA etc.

CONTENTS (OUTLINE):

Introduction to Model-Building

Using Linear Programming to solve multi-period decision problems

Duality and Sensitivity Analysis

Data Envelopment Analysis

Transportation, Assignment and Transshipment Problems

Network Models

Bayes Rule and Decision Trees

Analytic Hierarchy Process

Simulation: Discrete and Stochastic

Forecasting Models


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Total Quality Management

Course Description:

This course is designed as an introduction to the concepts and methods of Total Quality

Management (TQM), a systematic process that focuses on meeting and exceeding customerrequirements in the most efficient way. The course covers the principles of TQM, the

elements of quality leadership, and the various aspects of the continuous improvements

process and teams. This also covers how the process journey planned from a strategy

perspective and goes through a planned life cycle and connect the benefits to the business

strategy on account of the Process improvement initiatives.

Knowledge Enhancement

The student gains an improved understanding of Concept of Quality from multiple

perspectives, Fundamental elements of total quality management, the organizational,

competitive and economic potential of quality. The student acquires the skills on how toanalyze a process to identify improvement opportunities, determine process capability and it

is under, and finally articulate a business case for investment in quality.

Job opportunities:

The IT/manufacturing sector prefer people with Quality back ground as many IT and

manufacturing organizations are increasingly going for quality certifications and maintenance

of the same throughout the life of the organization.

Broad course content

Introduction

Total Quality in different types of organizations

Philosophies and Practices

Quality Management awards and frameworks

Leadership and Strategic Planning

Focusing on customers

High performance work force management

Process Management

Performance measurement and information management

Building and sustaining performance excellence in organizations

Statistical thinking and applications

Strategic Initiative Planning from organizational context

Performing Gap Analysis

Process Design

Process Definition

Process Piloting

Process Implementation

Connecting benefits of Process Improvements to the Business Strategy


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Information System Development and Implementation

This course takes a comprehensive perspective of information systems design and

development from management perspective. The course outlines the gathering &

development of business requirements, translating the business requirements in to software

requirements, design & development and testing of the software. Also the student is exposed

to different processes from the perspective of the international standards while executing the

initiatives of Information system development and implementation.

Knowledge Enhancement

The student would improve his conceptual perspective what are the different aspects of

Information system development and process implementation. Further, the student would be

exposed to the challenges faced during the development and implementation of the

information systems and the ways to overcome them.

Job opportunities:

The IT sector as well as the manufacturing sectors where they are implementing the business

processes through tools like SAP, Oracle financials, People soft etc., prefers people with

Information system development implementation back ground.

Broad course content

Organizational Context and Information system requirements

System feasibility and Cost-Benefit analysis

Life cycle models : Describe various life cycle models and selection of life cycle

models based on the business context

Business requirements gathering and analysis Identifying the stakeholders and

scoping the system, understanding and modeling the customer requirements.

Challenges involved in requirements gathering in real time and how to handle them

Analysis of system requirements

Design of the systems: Logical, Physical and Usability Design,

System development

System verification and validation

System deployment and Implementation

Connecting the benefits of implementation to the Business Strategy


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Software Project Management

This course is prepares the students for the software project management. The course is

initiated with the strategic context of projects from business strategy perspective and the

evaluation & selection process of projects. During the Project Planning discussions, the

student learns the latest practices of planning that span in to the knowledge areas of PMBOK

(Scope, Risk, Cost, Time, Human resources, Quality, Procurement and Integration) and how

these elements interact among themselves. After the conclusion of the project planning

discussions and cases, the students will prepare a project plan that is very close to real time in

groups. This would provide them the challenges in preparing the project plan and ways to

address them. The Project Monitoring and Control would involve the concepts of execution

of the elements of Project Plan related to all the knowledge areas of PMBOK and challenges

involved in execution along with the cases. After the Project Monitoring and Control, the

Project Closure is discussed and how necessary approvals are obtained from customer and

artifacts are moved to the organizational repository.

Knowledge Enhancement:

The students would improve their knowledge on how to plan, execute and overcome

challenges in planning and execution in real time.

Job opportunities:

The IT sector prefers people with Project Management back ground as projects are a regular

phenomenon.

Broad Contents:

Module 1 (Project Planning) Module 2 (Project

Monitoring and Control)

Module 3 (Project Closure)

Strategic context of projects Change monitoring and

Control

Customer acceptances

Lessons learnt & Best

Practices

Identification of Process

Improvement opportunities

Knowledge base updates

Releasing the resources

Scope assessment & WBS

creation

Risk monitoring and control Formal closure

Stakeholder identification &Involvement &

Communication Planning

Supplier monitoring andcontrol

Stake holder commitment

monitoring and control

Conflict resolution

Quality assurance and

control

Risk Planning Cost monitoring and control

Quality & Metrics Planning Schedule monitoring and


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control

Procurement Planning Monitoring and controlling

of attrition, training

activities, Knowledge

transfers

Human Resource Planning

Designing Projectorganization

Benefit capture and mapping

with strategy context

Schedule creation

MS Project software

application

Cost Planning

Integrating the elements of

Planning

Plan for Knowledge transfer,

Plan for Infrastructure,

Status reporting,

Plan for Meetings with

Business partners/customer,

Management, internal

meetings

ADVANCED MODELLING TECHNIQUES (DECS 642)


This course is designed for students who would like to further develop their quantitative

modeling skills for managerial decision making and learn advanced modeling tools and

techniques. The emphasis throughout the course will be model formulation, solution methods,

and managerial interpretation of the results, rather than on the mathematical algorithms used

to solve models.

OUTCOMES/BENEFITS:

From this course, you should be able to

Recognize the types of modeling tools most adapted to a given situation, their mainbenefits and limitations;

Structure real life managerial problems, build and analyze models using tools like

IBM SPSS/AMOS /SAS/EXCEL/LINDO ;

Identify opportunities for applying the models in diverse business processes


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CONTENTS (OUTLINE):

Integer Programming

Nonlinear Programming

Game Theory

Queuing Systems

Dynamic Programming: Deterministic and Probabilistic

Markov chains

Measurement models and CFA

Structural Equation Modeling

PREDICTIVE MODELLING (DECS 631)


Technology advancements now allow companies to capture and store large amount of data (or facts)in databases and data warehouses. With so much raw data, organizations urgently need tools that

allow them to effectively sift through these enormous datasets and extract actionable information andknowledge from such data sets to help them optimize businesses. Predictive modeling is the process

of developing models to better predict future outcomes for an event of interest by exploring its

relationships with explanatory variables from historical data. It is used extensively in businesses to

identify risks and opportunities associated with a set of conditions.

OUTCOMES/BENEFITS:

It covers the process of formulating business objectives, data selection, preparation, and partition to

successfully design, build, evaluate and implement predictive models for a variety of practical

business applications (such as direct marketing, cross selling, customer retention, delinquency andcollection analytics, fraud detection, machine failure detection, insurance underwriting) usingSPSS/SAS predictive tools.

CONTENTS (OUTLINE):

Data Preparation

Starting a new Enterprise Miner project

Missing values Initial data exploration including data visualization/measurement levels or scales/variable reduction

Transformation/recoding/binning

Predictive Models

Data splitting/balancing/over fitting/oversampling


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Logistic/linear regression

Artificial neural networks (MLP)

Variable importance/odds ratio

Profit/loss/prior probabilities

Model Assessment

Comparison between models/ROC/profit & loss

Assessment of a single model

Scoring and Implementation

Score a data set

Model Implementation

Human Capital Analytics

Introduction

The course provides an overview of the field of human capital analytics. The course provides insights

on how to track, analyze and use employee data to get the most value from its human capital. It would

help participants appreciate and use analytics to improve HR processes like attraction, retention,

performance and engagement of talent and understand the linkage between talent analytics and

organizational performance.

Objective of the course

- To provide insights into Human Capital Analytics

- To help participants understand analytical tools, metrics and scorecards to effectively

measure the management and investment of Human Capital in order to improve HR

decisions, processes and programs

- To help participants utilize the right tools of Human Capital Analytics and identify

what data should be captured and convert raw data into useful information to support

business decisions

Course Outline

1) Introduction to HR Metrics and Analytics:

Past, Present, Trends in human capital measurement, How human capital analytics are

being used in organizations today

Defining human capital analytics and processes that comprise it

2) Need for Human Capital Analytics:


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Why measure HR? Tactical and strategic needs for measurement,

Linkage between human capital analytics and business performance,

Common mistakes/barriers in Human Capital Analytics, overcoming barriers

3) Tools & Techniques of data collection and analysis

What data to collect & how - diagnostic assessment to help pinpoint the human capital

processes that need the most measurement interventionHow to conduct basic statistical analyses to report the current conditions and trends in the

organization

Kinds of Talent Analytics Human Capital Facts (key indicators of organizations overall

health), Analytical HR(Identifying units, departments or individuals needing attention),

Human Capital Investment Analysis (Actions having highest impact on business), Talent

Value Model (why do employees choose to stay), Talent Supply chain

4) HR Metrics for evaluating the effectiveness of human capital processes in organizations

a. Staffing metrics Quantitative techniques for human resource planning and

forecasting (push-pull models), Recruitment metrics (e.g., head count versus plan,cost to hire, time to hire, quality of applicants attracted, offer acceptance),

Attrition metrics, succession planning, Predictive job candidate information,

selection criteria, matching candidates to jobs.

b. Competency & Performance metrics Performance measurement and

management, metrics, scorecards (BSC, HR scorecard) etc., matching human

characteristics to business performance,

c. Development metrics Training evaluation models, ROI on training, career

management,

Templates for On-boarding, leadership, training, knowledge management and

coaching evaluation

d. Compensation Metrics Calculating compensation related measures, variable pay,incentives, benefits, bonus, evaluating percentiles, cost benefit analysis, ratios etc.

e. Employee Engagement Employee satisfaction surveys, Attitude surveys,

Organizational health, climate, culture surveys, WLB surveys, Talent value model

5) Talent Analyticsputting HR metrics and data analysis to work

Extracting value from people data, presenting human capital metrics in actionable

scorecards and dashboards depicting trends and benchmarks, HR index, internal

improvement monitors and smoke detectors

Data Reporting Techniques Effective Reporting to aid decision making,


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HRM 621 Talent Planning & Acquisition

Course Overview

Talent Planning & Acquisition is a critical activity in modern day organizations. The

objective of this course is to provide conceptual knowledge and operational understanding of

all the key aspects of staffing function including human resource planning, job analysis,recruitment and selection.

The course is designed to help students understand the role of human resource planning in

creating effective organizations and acquaints them with techniques necessary for successful

strategic human resource planning. The course also deals with the skills to design and

implement effective recruitment and selection processes and critically evaluate existing

processes. The course also seeks to familiarize students with the latest trends and best

practices in talent acquisition.

Course Outline

Module 1: Talent Planning1 Nature and Scope of HRP

Concept & Meaning of HRP, Linkages with Business Planning Strategies, Benefits of

HRP, Elements & Process of HRP

2 Preparing for HRP

Environmental Scanning, Job Analysis Meaning, Techniques, Job Description and

Job specification, Human Resource Management Systems

3 Assessing & Forecasting HR Requirements

Factors influencing demand & supply, Planning Horizon, Qualitative and Quantitative

Forecasting Methods & Techniques, Demand & Supply Side Forecasting, Forecasting Net

HR Requirements

4 Strategic Options and Their HRP Implication - Organizational Downsizing &

Restructuring - Globalization of Operations - Mergers & Acquisitions - OutsourcingModule 2: Talent Acquisition

5 Recruitment

Internal/External, Process of attracting talent, Employer Branding

6 Latest trends in recruitment

e-recruitment, Social media recruitment, recruitment mgmt., mobile/video

recruitment, Innovative recruitment practices

7 Using Right tools and techniques

Role of Measurement in HR selection, Reliability of Selection measures, Validity of

selection measures

8 Selection tools and techniques

Predictors of Job Performance, Application Forms, Screening, Reference checks9 The Selection Interview

Process/Conduct of interviews, Types of Interviews, Pitfalls

10 Testing

Ability Tests, Personality Tests, Performance tests & Assessment Centers, Integrity

Testing, Drug Testing, Graphology

11 Selection Decision Making

Checks & offers, Compensation negotiation, Placement/Induction

12 Measurement & Evaluation of Recruitment & Selection


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HRM 652 Training & Development for Human Performance Enhancement

Course Overview

The objective of the course is to familiarize students with training and development concepts;cognitive learning processes, individual change and their impact on organization

development and effectiveness. It seeks to equip student with relevant skills of designing

curriculum, syllabus, design and delivery of short and long duration training programs in the

area of managerial development that deals with conceptual, behavioral and technical skills

and also assessing impact of training on organization.

Course Outline

Topic

1 Employee training and development:

Basic concepts, Designing Effective Training, Factors influencing Working and Learning

2 Role of Strategic Training in Organization

Strategic Training and Development Process, Organizational Characteristics influencing

Training, Training Needs in different Strategies, Models of Organizing Training, Case

Discussion

3 Training Need Analysis

Importance of Needs Assessment, Need Analysis Process

4 Learning Theories/Program Design and Delivery

Learning theories, Learning Process, Considerations in designing Effective Training

Programs

5 Transfer of Training

Applications of Transfer of Training Theory, Work Environment Characteristics thatinfluence Transfer, Organizational Environments that Encourage Transfer

6 Designing Training Evaluation and Assessment of Impact of Change

Reasons for Evaluating Training, Outcomes used in Evaluation Process, Determining

whether outcomes are good, Evaluation Practices and designs, Determining Return on

Investment, Measuring Human Capital and Training Activity

7 Traditional Training Methods Presentation Methods, Hands-on Methods, Group Building

Methods, Choosing a Training Method

8 e-learning and use of Technology in Training

Influence of technology on Training and Learning, Technology and Multimedia,

Computer-Based Training, Developing Effective Online Learning, Blended Learning,

Simulations, Mobile technology, intelligent Tutoring Systems, Distance Learning,Technologies for Training Support

Technologies for Training Administration, Learning Management Systems

9 Employee Development

Approaches to Employee Development, Development Planning Process, Company

Strategies for providing Development,

10 Special Issues in Training and employee Development

Training issues resulting from External Environment, Training issues related to Internal

Needs of the Company


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11 Careers and Career Management

Importance of Career Management, Model of Career Development, Career

Management Systems, Roles of Employees, Managers, HR Managers, Company,

Evaluating Career Management Systems

12 Special challenges in Career Management

Socialization and Orientation, Dual-Career Paths, Plateauing, Skills Obsolescence,

Career Breaks, Work-life Balance, Company Policies to Accommodate Work and

Nonwork Coping with Job Loss, Dealing with older workers

13 Future of Training and Development

HRM 662 Human Capital Analytics for Improved Decision Making

Course Overview

The course provides an overview of the field of human capital analytics. The course provides

insights on how to track, analyze and use employee data to get the most value from its humancapital. It would help participants appreciate and use analytics to improve HR processes like

attraction, retention, performance and engagement of talent and understand the linkage

between talent analytics and organizational performance.

Course Outline

6) Introduction to HR Metrics and Analytics:

Past, Present, Trends in human capital measurement, How human capital analytics are

being used in organizations today

Defining human capital analytics and processes that comprise it

7) Need for Human Capital Analytics:

Why measure HR? Tactical and strategic needs for measurement,

Linkage between human capital analytics and business performance,

Common mistakes/barriers in Human Capital Analytics, overcoming barriers

8) Tools & Techniques of data collection and analysis

What data to collect & how - diagnostic assessment to help pinpoint the human capital

processes that need the most measurement intervention

How to conduct basic statistical analyses to report the current conditions and trends in the

organization

Kinds of Talent Analytics Human Capital Facts (key indicators of organizations overall

health), Analytical HR(Identifying units, departments or individuals needing attention),Human Capital Investment Analysis (Actions having highest impact on business), Talent

Value Model (why do employees choose to stay), Talent Supply chain

9) HR Metrics for evaluating the effectiveness of human capital processes in organizations

a. Staffing metrics Quantitative techniques for human resource planning and

forecasting (push-pull models), Recruitment metrics (e.g., head count versus plan,


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cost to hire, time to hire, quality of applicants attracted, offer acceptance),

Attrition metrics, succession planning, Predictive job candidate information,

selection criteria, matching candidates to jobs.

b. Competency & Performance metrics Performance measurement and

management, metrics, scorecards (BSC, HR scorecard) etc., matching human

characteristics to business performance,c. Development metrics Training evaluation models, ROI on training, career

management,

Templates for On-boarding, leadership, training, knowledge management and

coaching evaluation

d. Compensation Metrics Calculating compensation related measures, variable pay,

incentives, benefits, bonus, evaluating percentiles, cost benefit analysis, ratios etc.

e. Employee Engagement Employee satisfaction surveys, Attitude surveys,

Organizational health, climate, culture surveys, WLB surveys, Talent value model

10)Talent Analyticsputting HR metrics and data analysis to work

Extracting value from people data, presenting human capital metrics in actionablescorecards and dashboards depicting trends and benchmarks, HR index, internal

improvement monitors and smoke detectors

Data Reporting Techniques Effective Reporting to aid decision making,


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HRM 622 Strategic Human Resource Management

ObjectivesThe objective of the course is to develop the perspective of strategic human resource

management. Specifically the course has the following objectives:

Distinguish the strategic approach to human resources from the traditional functional

approach. Understand the relationship of HR strategy with overall corporate strategy.

Understand the strategic role of specific HR systems.

Appreciate SHRM in the context of changing forms of organisation.

Topics

1. Business Strategy and Organisational Capability

2. Global Environment of HR: Change & Diversity

3. SHRM: Aligning HR with Corporate Strategy

4. SHRM: Universalistic, Contingency and Configurational Approaches

5. Strategic HR Planning Acquisition and Development

6. Corporate Strategy and Career Systems

7. Managing Employee Relations: Unions and Strategic Collective Bargaining

8. Change, Restructuring and SHRM

9. Corporate Ethics, Values and SHRM

10. Competencies of HR Professional in a SHRM Scenario

11. Evaluating the Effectiveness of SHRM


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HRM 642 Organization Change & Development

ObjectivesThe purpose of this course is to learn to plan and implement change at the individual, group

and organisational level. The course is designed to help the students develop as potential

change agents and OD professionals. After completing this course you should: be able to understand the theory and practice relating to the processes of organisation

development and change.

develop insight and competence in diagnostic and intervention processes and skills forinitiating and facilitating change in organisations.

gain necessary self-insight, skills and techniques to become effective change agentsand internal OD consultants.

Topics

1. Introduction

2. Planned Organisational Change

3. Foundations of OD

4. Entry and Contract5. Organisational Diagnosis

6. Feedback and OD

7. OD Interventions: An Overview

8. Individual and Interpersonal Interventions

9. Team / Group Interventions

10. Intergroup Interventions

11. Comprehensive Interventions

12. Organisational Transformation

13. The OD Consultant: Role, Skills & Dilemmas

14. Success and Failure of OD

15. Future of OD and New Perspectives


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HRM 631. Compensation, Benefits & Performance Management

ObjectivesTo provide understanding of compensation planning in corporate sector and to provide skills

in formulating compensation policy, systems and strategies

Module1 : Compensation & Benefits

1) Introduction

Compensation- concept, System, Dimensions, New trends in Compensation Management,

The 3-P Compensation Concept

2) Wages And salary administration at Macro(national) level

Economic objectives of wage policy, social objectives, key considerations, Five year plans

and wage policy, Pay commissions, Wage Boards, Adjudication, Pay Revision in Public

Sector Issues and Considerations. Industrys compensation Policy (micro level).

Compensation Strategy at Micro(company)level, Concept of Internal Equity and External

Parity

3) Job Evaluation

Methods and Systems of Job Eevaluation, Job Pricing, Designing Pay Ranges and Bands.

Compensation Structure Indian practices. Salary Progression, Methods of Payment

4) Concept of reward - Financial and Non Financial Compensation System

5) Incentives - Merits and Demerits of Incentives, Types of Incentives

6) Employee benefits - Classification of Employee Benefits

11)Laws relating to Wages

Module 2

7) Performance Management - Performance appraisal Vs performance management -

performance management Vs Human resource management - processes for managing

performance - Essence and Implications of Performance Management-critical appraisal.

8) Planning for Managees performance and Development - Setting objectives -

Organisational and individual performance plans - Components of Managee performance and

development plan - setting mutual expectations and performance criteria.

9) Monitoring and Mentoring - introduction - Supervision - Objectives and Principles of

Monitoring - monitoring process - periodic reviews - problem solving - engendering trust -

role efficacy.

10) Annual Stocktaking - Stock taking performance - process of Judgment vs process of

analysis - stock taking discussions - Delivering efficient feedback - 360- Degree Feedback-

stocktaking potential - Tools for stocktaking potential.


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11) Appraising for recognition and Reward - Purpose of Appraising - Methods of appraisal -

appraisal system design - Implementing the appraisal system - Appraisals and HR decisions.

HRM 641 Managing Competencies and Careers

1 The concept of CompetenceIntroduction, Definition of Competency,

Difference between competence & competency

Importance of competencies, Competencies Alternative Frameworks for

competitive advantage

Nature of competencies, Types Central, Surface, Threshold, Differentiating

competencies, technical, managerial competencies

2 A Competency Dictionary

Competency clusters, Developing a Competency dictionary, Designing

competency studies

3 Developing a Model

Designing Competency Studies, Conducting Behavioral Event Interview,

Developing a Competency Framework / Competency Models, Bestpractices In competency modeling

4 Competency Assessment & Mapping

Assessment Centre and Competency Profiling, Psychological testing

Competency mapping

5 Competency based Management

An Overview of Competency-Based HR Management

Practices, From Job-Based to Competency-Based Organizations,

Competency based HRP, Recruitment, selection, training, performance

management, benefits,

The Transformation to Competency-Based HR Management

6 Managing Careers

Concepts Careers, Career Path, Career Planning Individual,

organizational, Career Issues - Career drift, Career Transition and

Plateauing

7 Career Development

Model of Career Development, Career Development cycles, Concept of

Career Anchors, Career Planning process, Individual & Organizational

Assessment, Career plans

8 Career Management

Importance of Career Management, Career Management Systems, Career

Counseling, Mentoring, Career moves, succession planning


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HRM 651 Employment Relations & Labor Laws

1. Industrial RelationsConcept, Importance, Trade unionism, Grievance, Discipline, Collective bargaining

2. Legislations related to employment relationsa. Trade Unions Act, 1926b. Industrial Employment (Standing Orders) Act, 1946c. Industrial Disputes Act, 1947d. Factories Act, 1948e. AP Shops & Establishment Actf. The Contract Labor (Regulation & Abolition) Act, 1970

3. Labor Legislations social security legislationsa. Workmens Compensation Act, 1923b. The Payment of Bonus Act, 1965c. Employees Provident Funds (and Misc. Provisions) Act, 1952

d. Employees State Insurance Act, 1948e. Payment of Gratuity Act, 1972

4. Legislations related to wagesa. The Minimum wages Act, 1948b. The Payment Of wages act, 1936


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HRM 612 International HRM

Course Overview

Organizations today compete in the international business environment, regardless of their

location and firms must be prepared for an ever-changing environment of human resource

challenges. This course examines human resource management in a global, multiculturalenvironment and helps participants appreciate the challenges associated with managing

across borders. The objective of the course is to provide an insight into the changing role of

HR in the global scenario, factors influencing IHRM, key practices of the IHRM function and

the essential competencies of the global HR practitioner

Course Outline

1) Introduction- International HRM

Global Perspective, Domestic to Global, Environmental influences on internationalmanagement functions

2) Global Business

Strategic Planning of International operations

3) Global HR issues

Effect of Culture, Cross cultural management

Cross cultural communication

Ethics & Social Responsibility

4) IHRM Functions

Recruiting & selecting for international assignments

Training for international assignments

Expatriation & Repatriation International Compensation

Performance management

IR issues

Managing Cross border alliances, M&As

5) Competencies for a Global HR practitioner

Leadership

Motivation

Cross cultural negotiations


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MKTG 532- Marketing Management

Introduction to Marketing: Definition of Marketing Management, Basic MarketingConcepts, Evolution of Marketing, Marketing orientation, Marketing Mix, Marketing

Challenges for the 21st Century.

Micro & Macro Environment: Major components of micro environment - The

Company, Suppliers, Intermediaries, Customers, Competitors, Public. Major

components of macro environment - Demographic, Economic, Natural,

Technological, Political-Legal Environment, Social-Cultural Environment.

Consumer Markets and Buyer Behavior: Internal and External Factors AffectingConsumer Behavior, Consumer Buying Roles, Types of Buying Decision Behavior,

The Buyer Decision Process.

Industrial Markets: Special Characteristics of Industrial markets, participants inbusiness buying process, stages in business buying process.

Marketing of Services: Basic Concepts and Issues, Nature and Characteristics ofService, Marketing Strategies for Service Firms, Managing service quality, service

brands and product-support services.

Product Decisions Developing New products, PLC: Product Characteristics &Classification, Product-Brand Relationships, Packaging, Labeling, New product

development processes, Challenges in developing new products, Consumer adoption

process for new products, Product Life-cycle, Stages in PLC, Brand Life Cycle,

Marketing Strategy.

Distribution & Channel Decisions: Marketing Channels & Value Networks, Role of

Marketing Channels, Channel Design & Management Decisions, Channel Integration& Systems, Channel Conflict Management, Wholesaling, The Multichannel System,

Private Labels, Marketing Logistics.

Promotion Decisions: Role of Marketing Communications, Developing EffectiveCommunications, Deciding on the Marketing Communications Mix, Managing

Integrated Marketing Communications, Developing & Managing Advertising

Program, Deciding on Media and Measuring Effectiveness, Sales Promotion, Events

& Experiences, Public Relations and Publicity, Promotion Budget, Promotion-mix,

Evaluating the Promotion- Advertising Decisions, Principles of Personnel Selling.

Pricing Decisions: Pricing Objectives, Steps for setting the prices, Price Adjustment

Strategies, Initiating & Responding to Price Changes.


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MKTG 612 International Marketing

The scope and challenge of International Marketing

The dynamic environment of International Trade

The cultural environment of global markets: The foundations of culture, Cultural dynamics in

assessing global markets, Culture, management style, and business systems

International political environment: A marketing perspective

The international legal environment: Playing by the rules

Assessing global market opportunities: Developing a global vision through market research,Emerging markets, Multinational market regions and market groups

Developing global marketing strategies: Global marketing management: planning andorganization, Products and services for consumers, Products and consumers for businesses,

International marketing channels, Exporting and logistics: special issues for business, Integrated

marketing communications and international advertising, Personal selling and sales management,

Pricing for international markets

Implementing global marketing strategies

Negotiating with international customers, partners, and regulators

MKTG 622 Product Management

Introduction:Overview of product management.

Role and Scope of a Product Manager: Product, Market, Profit, Coordination,Forecasting, Planning at Corporate Divisional and Product Levels, Training Field

Force, Financial Analysis of Products, Overview of legal provisions.

Understanding the Nature of Markets and Products:Defining the market, the Natureof product, Analyzing Industry, Market Structure (Perceptual Maps), Competition and

customers, Demand and Sales Analysis.

Market Planning: Understanding Competitive Strategies for Decision Making,Preparation of Marketing Plan, Product Marketing Strategy.

New Products Innovations: Identifying Opportunities, New Product DevelopmentProcess, Tools and Techniques for Product Development (Conjoint Analysis),

Concept Testing, Test Marketing, Launch Management, Financial Legal Issues &

Concerns, Product Forecasting Models.


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Product Portfolio Analysis:Product Portfolio Models, The Strengths and Limitationsof BCG, GE, AD Little and Risk Return Models For Portfolio Analysis, Analysis Of

Product Length, Depth And Width For Strategic Decisions, Portfolio gap analysis.

Pricing, Distribution and Promotion Decisions:Planning Monitoring and Controllingthe Product over its Life Cycle, Marketing Mix strategies at different stages of PLC,

Role of Communication in Product Planning.

The Product Audit: Product Audit Policies, Elements of Product Audit.

MKTG 632 Integrated Marketing Communication

Introduction to Integrated Marketing Communication:The Promotional Mix, Role ofMarketing Communications, Evolution and Importance of Integrated Marketing

Communication, Economic and Creative justification of marketing communications.

Developing a Theoretical understanding of Marketing Communications: TheCommunication Process, Behavioral Aspect s of Marketing Communication,Consumer response to persuasive communications, Response Hierarchy Model, FCB

planning Model, Cognitive Processing Model, Influence of source message and

channel factors on communication.

Planning and Organizing the Integrated Marketing Communication Processes:Concepts of STP, Identification of the target audience, Establishment of Marketing

Communications Objectives, Setting Marketing Communication Budget, Organizing

for Marketing Communications, Role of Ad Agencies and other Marketing

Communication organizations, Client Agency Relationship.

Media Issues:Print Media, Broadcast Media, Display Media, Internet and InteractiveMedia, Support Media, Media Planning and Strategy, Media Plan, Media objectives,

Developing, Implementing and Evaluating Media strategies.

Message Strategy: Creativity, The Creative Process, Creative strategy development,Copy Platform, The Big Idea, Creative Strategy, Implementation and Evaluation.

Other elements in Marketing Communications Strategy: Below-the-lineCommunications, Sales Promotion, Public Relation, Event Management, Publicity,

Corporate Advertising,

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