programme structure for pg-b

PGP-IIPM - III SEMESTER_2013-15 RELEASE DATE: JULY 14

PROGRAMME STRUCTURE FOR PG-B S.NO.Subject

1Entrepreneurship & Small Business Management 3

2Macro Economics2

3Executive Communication 2

4Organisation Development1

5Business Policy & Competitive Strategy2

MARKETING (COMPULSORY)

6Service Marketing2

7Marketing strategy2

8International Marketing3

9Sustainable Development and Green Marketing3

HR & PERSONNEL MANAGEMENT ELECTIVES (OPTIONAL)

10Training & Development 2

11Group Dynamics 3

12Compensation Management3

13Strategic HR2

FINANCE ELECTIVES (OPTIONAL)

14Securities Analysis & Portfolio Management 3

15Insurance & Banking 2

16Advanced Accounting3

17Management of Indian Financial Systems2

ENTREPRENEURSHIP & SMALL BUSINESS MANAGEMENTCOURSE DURATION: 36 HOURS COURSE CREDITS: 03

A: ENTREPRENEURSHIP(Weightage: 2 credits)1. ENTREPRENEURSHIP: CONCEPT, EVOLUTION, AND SCOPE Concept and evolution of entrepreneurship

Corporate entrepreneurship

Individual entrepreneurship: Part time, small and medium ventures

2. DEVELOPMENT OF ENTREPRENEURSHIP Profile of an individual entrepreneur: Aptitude, skills, and knowledge set

Entrepreneurial mindset: Creativity and innovation

Profile of every individual students in terms of entrepreneurial traits

3. VENTURE PLANNING Opportunity assessment

Environment assessment

Marketing research

Financial analysis

Business Plan

4. STARTING A VENTURE Legal form of business: Merits and demerits of alternative forms

Legal environment

Sources of finance

Buying a business & valuaing it

Precommencement issues

5. RUNNING AN ENTERPRISE

Strategic planning

Growth of an entrepreneurial venture: Organic & inorganic

Operational dimensions of running the venture

B. SMALL BUSINESS MANAGEMENT

(WITH SPECIAL FOCUS ON INDIA)

(Weightage: 1 credit)

6. SETTING UP SMALL BUSINESS IN INDIA Registration and legal formalities

Procurement of space, electricity and other utilities

Preproduction contracts with vendors, suppliers, customers, etc

Basic start up problems and their resolution

7. MANAGEMENT OF SMALL BUSINESS IN INDIA Planning and organizing

Financial planning and execution

Marketing Management

HR issues

8. MANAGEMENT OF GROWTH Stabilisation strategies

Growth strategies; crises of business growth

Information technology and small business

REQUIRED READINGS:

ROBERT D HISRICH AND DEAN A SHEPHARD: Entrepreneurship (Mc Graw Hills: Latest edition)

RAJEEV ROY: Entrepreneurship (OUP): Chs. 4,7,15 and 18

BUSINESS WORLD: The SME White Book 2012/13 (BW Publications:2012) All Chapters (Mandatory reading)

MACRO ECONOMICSCOURSE DURATION: 24 HOURS COURSE CREDITS: 2

1. INTRODUCTION TO MACROECONOMICS1.1 Definition & Scope: Dimensions of macroeconomics; Income and its measurement; Interpretation of various measures

1.2 Circular flow of Income, Output, and Spending: Concept and its relevance

1.3 National Income and Allied measures for India

1.4 Firm Level Implication of the Income Concepts

2. INCOME DETERMINATION IN SHORT RUN: 4 SECTOR MODEL2.1 Aggregate spending: Meaning; Determinants; Equilibrium; Changes in Income

2.2 Basic Concepts: Unemployment; Inflation; Multiplier; Business cycle, etc.

2.3 Spending Palterns in India: Consumption, investment, imports, etc; Their implication for business firms.

3. AGGREGATE DEMAND-AGGREGATE SUPPLY FRAMEWORK3.1 Aggregate Demand: Meaning; Components; Deficiency & Surplus and implications for the economy and for the firm

3.2 Aggregate Supply: Meaning; Components; Deficiency & excess and implication for the economy and for the firm

3.3 Equilibrium: AD-AS equilibrium; Changes in income and price level

4. INCOME DETERMINATION IN LONG RUN4.1 Induced Change in Input Prices

4.2 Aggregate Demand Shocks and Their Consequences on Income

4.3 Income in Short Run and in Long Run

4.4 Business Cycle and Fiscal Operations; Business Cycles in India

4.5 Fiscal Policy in India and its Implications

5. MONEY AND MONETARY POLICY

5.1 Introduction: Definition; Nature; Role; Function of money

5.2 Money and Credit

5.3 Banking System: A preliminary idea about credit creation

5.4 Working of Monetary and Credit Policy in India

5.5 Demand of Money: General and in India

5.6 Supply of Money: General; Monetary aggregates in India

5.7 Macroeconomic Cycles and Aggregate shocks

6. MACROECONOMIC POLICY IN AN OPEN ECONOMY6.1 Open Economy: Meaning of openness and open economy

6.2 Macroeconomics Policy with International Capital mobility

6.3 Capital mobility in India and Macroeconomic Policy

6.4 Implications of an Open Economy: Indian case

6.5 Firm level lessons on account of openness of the economy

7. MACROECONOMIC ISSUES: UNEMPLOYMENT

7.1 Introduction: Meaning; Types; Characteristics

7.2 Unemployment in India: Nature; Causes; Consequences

7.3 Cyclical and Structural Unemployment; Indian Case

7.4 Policies to Reduce Unemployment: General; India specific; Their implications for firms/business enterprises

8. MACROECONOMIC ISSUES: PRICES8.1 Inflation: Meaning; Causes; Control; Inflation in India

8.2 Inflation-Unemployment Trade Off: Philips Curve and its implications

8.3 Impact of Inflation on Individual Business and Coping Up

REQUIRED READINGS:

LIPSEY AND CHRYSTAL: Economies (OUP: 12th Edition): Chs. 15-25

MINISTRY OF FINANCE: Economic Survey (OUP: Latest edition) All chapters

IMPORTANT NOTES

The above 2 references complement each other. In addition, the faculty must tell the students about relevant articles, etc. in the pink newspaper to have an informed view about Indian macroeconomic developments.

The questions in the examination will be application (of macroeconomic concepts) based and pertaining to Indian scenario

The focus, while teaching, must be pointedly on two dimensions: (a) business enterprise level implications of development in macro variables (eg. Phase of business cycle in India and suitable response of an Indian firm); and (b) Macroeconomics as it applies to India

EXECUTIVE COMMUNICATION: MENTORINGCOURSE DURATION: 24 HOURS COURSE CREDITS: 02

1. BUSINESS PRESENTATION

What, and how of business presentation

2. PRESENTATION SESSION - 1

Students presentation (5 Minutes)

Feedback by the faculty

3. COMMUNICATION ACTIVITY - 1

Facultys session on communication

4. PRESENTATION SESSION - 2



5. COMMUNICATION ACTIVITY - 2

Facultys session on communication

6. AIDS TO COMMUNICATION

Group activities

Management games

7. PRESENTATION SESSION 3



8. RESUME PREPARATION

Ideal resume

Resume writing exercise

9. PRESENTATION SESSION 4

Students presentation (30 Minutes)*

(Note: This presentation shall be video recorded)

Feedback

10. MONITORING OF PROGRESS

Individual feedback sessions

This session will be judged by a 3 member panel consisting of excom faculty, senior excom faculty, and a member of SMG team.

Excom faculty will provide feedback on students performance. Senior faculty will inturn assess the performance of excom faculty. The SMG team member will provide employability/placement index for the individual student.

NOTES:

An average PG level student at IIPM is expected to participate in the following exercises:

Individual Presentation

Debates

Practice interviews

Group discussion exercises

Miscellaneous sessions covering group based written, verbal, and non verbal communication exercises.

* Every student will be given a CD recording of his performances in sessions (meant to be recorded) during trimesters I & II. This will enable him to see his own transformation as a speaker. Besides, alongwith this CD, by the end of trimester II all the students will be provided personalized written feedback on their progress.

REQUIRED READINGS

This course is 100% hands on practice oriented one. Hence the students dont have to refer to any texts. However, the students are strongly advised to consult their mentor to obtain tips on how to further improve their presentation skills.

Interested students may like to consult the book: Business Communication (by) LEHMAN, DUFRENE and SINHA (Cengage Publishing) for self enhancement in the field of Business Communication.

ORGANISATION DEVELOPMENT COURSE DURATION: 12 HOURS COURSE CREDITS: 011. OVERVIEW

Introduction to OD

Nature of planned change

2. PROCESS OF ORGANIZATION DEVELOPMENT Diagnostic organizations

Diagnosing groups and jobs

Collecting and analyzing diagnostic information

Feeding back diagnostic information

Designing intervention

O.D. Interventions evaluation

REQUIRED READINGS:

CUMMINGS AND WORLEY: Organization Development and Change (Cengage:2005): Chs 1,2,5,6,7,8,9,11 BHUPEN SRIVASTAVA: Organization Design and Development (Biztantra) (Mainly for Indian case studies)

IMPORTANT NOTES The faculty is advised to use the prescribed texts and give the teaching Indian orientation. In the examination the questions will pertain to Indian organizations. The end term examination will be divided into 2 sections. Section A will have Q1, case based, which will have to be compulsorily answered. Q2 in this section will ask about 15 definitions/ concepts and again will be compulsory. Section B will have 5 questions which will be set from units 1 2. The student will have to answer any 3. BUSINESS POLICY AND COMPETITIVE STRATEGYCOURSE DURATION: 24 HOURS COURSE CREDITS: 02

1. BUSINESS POLICY AND STRATEGIC MANAGEMENT: INTRODUCTION

Nature and purpose of business policy

Objectives of business policy

Strategy: Definition; levels of operations

Strategic decision making

Process of strategic management

2. STRATEGIC INTENT: HIERARCHY

Meaning

Hierarchy: Vision, mission, business definition, goals, and objectives

3. ENVIRONMENT APPRAISAL

Concept and classification

External environment scanning

Appraisal of external environment

Internal environment: Dynamics, factors, and appraisal

4. CORPORATE LEVEL STRATEGIES

Levels and choices in strategy

Grand strategies:

- Stability strategies

- Expansion strategies

- Retrenchment strategies

- Combination strategies

Corporate restructuring

5. BUSINESS LEVEL STRATEGIES

Foundations of business level strategies

Meaning and scope of business level strategies

Generic business strategies: cost leadership, differentiation, and focus

Tactical moves

6. COMPETITIVE GAMING STRATEGIES

Meaning and framework

Structure of the marketplace

Rules of engagement the three elements: Time frame, information content, and level playing

Behaviour of the players

7. STRATEGIC ANALYSIS AND CHOICE

Process of making choice

Corporate level strategic analysis

Business level strategic analysis

Subjective factors influencing choice

Contingency strategies

Strategic plan

8. IMPLEMENTATION: ACTIVATING STRATEGIES

Interrelationship between formulation and implementation

Pyramid of strategy implementation

Project implementation

Procedural implementation

Resource allocation

9. IMPLEMENTATION: ORGANIZATIONAL DESIGN

Organizational structure: Meaning and various aspects

Organizational design and change

Organizational systems

10. IMPLEMENTATION: FUNCTIONAL AND OPERATIONAL

Functional strategies, plans, and policies

Financial, marketing, personnel, IT, and other plans and policies

Integration of functional plans and policies

Operational implementation

11. STRATEGIC EVALUATION & CONTROL

Overview

Strategic and operational control

Techniques available

REQUIRED READINGS:

AZHAR KAZMI: Business Policy and Strategic Management (TMH: Latest Edition): All chapters, except Ch-11

VIPIN GUPTA, KAMALA GOLLA KUTA, AND R. SRINIVASAN: Business Policy & Strategic Implementation (PHI: 2007) Chs. 1-8,10,20

BUSINESS PAPERS (At least one daily) and BUSINESS MAGAZINES (At least one every week)

IMPORTANT NOTES The teaching here shall be tilted towards business policy and strategy as adopted by Indian Businesses. Hence the students are required to rely heavily on pink papers and business magazines for sourcing relevant case studies.

In the examination questions asked will be application oriented and Indian business centric.

MARKETING SPECIALIZATION

SERVICES MARKETINGCOURSE DURATION: 24 HOURSCOURSE CREDITS: 021. INTRODUCTION TO SERVICES MARKETING

Understanding services

Nature of services marketing

2. SERVICES MARKETING AND CUSTOMER EXPERIENCE

Consumer behaviour & search, experience, and credence traits

Consumer decision making process; implications for service provider

Customer expectation and perceptions

Marketing research and customer needs identification

3. STRATEGIC ISSUES IN SERVICES MARKETING

Market segmentation and targeting

Differentiation and positioning of services

Management of demand and capacity

4. MARKETING MIX FOR SERVICES

Marketing mix elements

Product: Service packaging

Pricing of services

Promotion of service

Role of people factor

Service processes

Physical evidence and marketing

5. MAXIMIZATION OF SERVICES MARKETING POTENTIAL

Relationship marketing

Internal marketing

Service recovery

REQUIRED READINGS

LOVELOCK, WIRTZ, AND CHATTERJEE: Services Marketing (Pearson:

South Asian Edition)

HARSH V. VERMA: Services Marketing (Pearson)

IMPORTANT NOTES:

The faculty is advised to use both the books for teaching purposes.

Questions shall be application based, not merely theoretical.MARKETING SPECIALIZATION MARKETING STRATEGYCOURSE DURATION: 24 HOURSCOURSE CREDITS: 02

1. INTRODUCTION Marketing and the concept of planning and strategy

Strategic marketing

2. STRATEGIC ANALYSIS Corporate appraisal

Understanding competition

Focussing on customer

Scanning the environment

3. STRATEGIC CAPABILITIES AND DIRECTION Measuring strengths and weaknesses

Developing marketing objectives and goals

4. STRATEGY FORMULATION

Strategy selection

Portfolio analysis

5. MARKETING STRATEGIES

Market strategies

Product strategies

Pricing strategies

Promotion strategies

Placement strategies

6. STRATEGIC IMPLEMENTATION AND CONTROL Organizational structure

Strategic tools

REQUIRED READING:

SUBHASH C. JAIN: Marketing Strategy (Cengage: 2004)

IMPORTANT NOTE

The faculty should feel free to use an alternative book as long as the coverage is same as in SC Jains book. MARKETING SPECIALIZATION

INTERNATIONAL MARKETINGCOURSE DURATION: 36 HOURS

COURSE CREDITS: 031. INTERNATIONAL MARKETING: AN OVERVIEW The Scope and challenge of International Marketing

The dynamic environment of international marketing

Constituents of international environment

2. ASSESSING GLOBAL MARKET OPPORTUNITIES Developing global vision through market research

Emerging markets and scope for marketing

Multinational market regions & market groups

Ranking of markets in terms of relative opportunities

3. DEVELOPING GLOBAL MARKET STRATEGIES Global marketing management: Planning and organization.

Creating products for consumers in global markets

Marketing Industrial products and services

International distribution systems

International Retailing

Exporting and Logistics: Special issues for the smart business

The global advertising and promotion effort.

Personal selling and sales management

Pricing for international markets

4. IMPLEMENTING GLOBAL MARKETING STRATEGIES Negotiating with international customers, partners, and regulator

Organisational structure, system, and processes for delivering marketing program

REQUIRED READINGS:

CZINKOTA & RONKAINEN: International Marketing (Cengage:2007)

JUSTIN PAUL & RAMNEEK KAPOOR: International Marketing (TMH, 2010)

R. SRINIVASAN: International Marketing (PHI, 2008)IMPORTANT NOTE The faculty should feel free to use any other text book as long as it covers the complete syllabus.

SUSTAINABLE DEVELOPMENT AND GREEN MARKETING COURSE DURATION: 36 HOURS

COURSE CREDITS: 03HR & PERSONNEL MANAGEMENT ELECTIVES

TRAINING AND DEVELOPMENTCOURSE DURATION: 24 HOURS

COURSE CREDITS: 02

SECTION A: TRAINING FOR DEVELOPMENT1. TRAINING AND DEVELOPMENT: OVERVIEW Training and teaching

Learning about management issues and concepts

Principles of learning and development basic idea

Stakeholders in training: Roles and expectations

2. ADULT LEARNING Concept of adult learning

Transfer of learning: Mechanics, facilitators, hurdles, overcoming obstacles.

3. TRAINING NEEDS Training needs classification; individual, occupational, and organizational level needs

Identification of training needs

4. EFFECTIVE LEARNING Trainers skills: Conducting sessions, handling, participants; questions

Role of management trainer in transfer of learning

Role of trainer as a change agent.

5. DESIGN OF A TRAINING PROGRAM AND ITS EXECUTION Training objectives

Decision about content of training; training modules

Training methods and choice of appropriate aids

Parameters for assessment of training effectiveness

Steps involved in conducting an effective training program

Facilities Planning

Training sessions management

6. EVALUATION OF TRAINING Why evaluate?

Methods for evaluation

Criteria for evaluation

7. MARKETING OF TRAINING ACTIVITY Marketing in house (internal customer)

Marketing to external customers

SECTION B: TRAINING METHODS8. INVENTORY OF TRAINING METHODS Lecture

Case analysis

Role plays

Business / management games & simulations

Experiential learning, including outdoors

Organizing / preparing training material, including A.V. aids

(Note: This module has a long duration because the faculty is required to engage students in delivering mock training sessions in the class itself)

NOTE: Ideally the faculty should conduct session like training workshops for this course, rather than merely lecturing the students. In any case, the students must be involved in experiential learning as for as the training methods are concerned.

REQUIRED READINGS:

UDAY PAREEK: Training Instruments for OD & HRD

ROLF P LYNTON & UDAI PAREEK: Training For Development (Sage: 2nd edition)

GOLDSTEIN & FORD: Training in Organizations (Cengage: Latest edition)

HR & PERSONNEL MANAGEMENT ELECTIVES

GROUP DYNAMICSCOURSE DURATION: 36 HOURS COURSE CREDITS: 031. FOUNDATION OF GROUP BEHAVIOUR

Defining and classifying groups

Difference between groups and teams

Sociometry: analysis of group interaction

Stages of group Development

Five stages of group dynamics

Functions of groups

Adaptive advantages of groups

Individual behaviour and its impact

Types of group behaviour and explanations for the same

Group member resource competency and its consequences

External conditions imposed on groups and changing dynamics.

2. GROUP STRUCTURE

Leadership

Roles-norms-status-size-composition-cohesiveness.

Attraction, respect and communication Sociograms to identify social relations networks in groups.

3. UNDERSTANDING DYNAMICS OF WORK GROUPS AND WORK TEAMS

Definition of work teams

Importance of work teams

Difference between work groups and work teams

Types of work teams

Effectiveness of work teams.

Work groups: from the Hawthorne studies to work teams of the 1990s and beyond.

Characteristics of work teams and essential requirements for the same

Teams and Total quality management

Diversity and teams

4. GROUP PROCESSES & DYNAMICS ASSOCIATED WITH IT

Communication patterns, leadership behavior power dynamics, and conflict interactions synergy Social Facilitation Effect.

5. GROUP TASKS & DYNAMICS ASSOCIATED WITH IT

Relationship between interdependence of tasks, complexity of tasks and uncertainty of outcomes knowledge based tasks.

6. INFORMAL ORGANIZATIONS AND GROUP DYNAMICS

Group member status and leadership

Influence and power dynamics in virtual organizations

Understanding behavioral patterns and likely conflicts

Handling grapevine and rumor- perception errors: projection and halo effect

Influencing informal organizations

7. CONFLICT AND GROUP BEHAVIOR

Conflict resolution techniques and conflict stimulation techniques appropriate to different types of inter group behavior and dynamics associated with the same.

8. NEGOTIATIONS AND GROUP DYNAMICS

Interdependence

Role of personality traits in negotiation

Gender differences

Cultural differences that affect group opinion

Negotiation tools and techniques in group setting

9. GROUP DYNAMICS WITH REFERENCE TO EMPOWERMENT AND PARTICIPATIVE PROCESSES

How do groups influence their members?

Psychological analysis of social influence

Majority influence as well as minority influence as well as between groups.

How can groups be used to enhance psychological adjustment and well being?

Response mechanics of members to group success and failures.

10. POWER AND POLITICS IN GROUP PROCESSES

Power in groups

Dependency factor

Factors relating to political behavior

Power politics and ethics in group

11. CROSS CULTURE AND GROUP DYNAMICS

Culture, Subculture, and cross culture

Cross cultural HR issues in mergers and acquisitions

Management of cross cultural teams

REQUIRED READINGS:

DONCLSON FORSYTH: Group Dynamics (Woodworth)

RODNEY W. NAPIER AND MATTI K. GERSTEND FELD: Groups: Theory and

Practice (AITBS / Houghton Miffin)


COMPENSATION MANAGEMENTCOURSE DURATION: 36 HOURS COURSE CREDITS: 031. COMPENSATION PLANNING

Introduction, Basic concept of compensation

Classical theories on wages

Elements of labour economics

Establishing pay rates, Importance of an ideal compensation plan

Broad branding

Compensation plan and business strategy

Devising a compensation plan

Challenges affecting compensation

2. INTERNAL ALIGNMENT

Defining internal alignment

Job Analysis

Job evaluation

Person based structure

3. WAGE POLICY & PAY PACKET Concept of wage

Wage policy in India; determinants of wage policy

Impact of income tax on wage and salary administration

Tools used for fixation on wages

Pay packet constituents

4. PAY-FOR-PERFORMANCE & FINANCIAL INCENTIVES Meaning and definitions; Background and trends

Pre-requisites of effective incentive system

Scope of incentive schemes

Types of incentives- group incentive plan, for indirect workers, for operations employees of managers and professionals, for sales persons

Total compensation programs.

5. BENEFITS & SERVICE

Why benefits and services?

Types of employee benefits and service insurance, retirement, employee services benefit and others

Principles of Fringes, Significant benefits and services, the future of fringe benefits

Guidelines to make benefit program more effective

Benefits and employee leasing.

6. RECENT TRENDS IN COMPENSATION MANAGEMENT Recent trends in compensation management and the use of information technology.

Compensation for special groups

7. COMPENSATION & LEGISLATIVE FRAMEWORK

Labour legislations- over view and aspects covered by payment of wages Act, payment of Bonus Act, Equal remuneration Act, ESI Act, maternity benefit Act, Payment of Gratuity Act, Minimum wage Act, Industrial Employment (Standing Orders) Act, Industrial Disputes Act, PF Act.

Role of unions in wages and salary administration

Wage boards and pay commissions

REQUIRED READINGS:

RICHARD I. HENDERSON: Compensation Management: Rewarding Performance (PHI)

MILKOVICH, NEWMAN, & VENKATRATNAM: Compensation (TMH: 2009)

B.D. SINGH: Compensation and Reward Management (Excel: Latest edition)


STRATEGIC HRCOURSE DURATION: 24 HOURS COURSE CREDITS: 02

1. OVERVIEW OF SHRM

Concept of people as strategic assets; value chain and role of HR

Strategy and HR planning the linkages between the two

HRM challenges of the 21st century

2. ALIGNMENT OF HUMAN RESOURCES TO STRATEGY

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

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

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

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

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

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

Concept, types, and management of separation

Downsizing: Meaning, kinds, and process

Downsizing vs. outsourcing

Termination strategies, redeployment, and retraining

9. SHRM ISSUES IN M&A

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

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

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

REQUIRED READINGS: (Select chapters from each book) CHARLES P. GREER: Strategic Human Resource Management A General Managerial Approach (Pearson)

TANUJA AGARWALA: Strategic HRM (OUP)

PULAK DAS: Strategic HRM (Cengage:2010)

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

IMPORTANT NOTES Ideally, SHRM includes Recruitment, Staffing, T&D, Compensation, Performance related issues as well. These dont find a mention here since they have been covered elsewhere.

The faculty is free to follow any text book(s) as long as the entire prescribed course is covered. The end term examination will be divided into three sections. Section A will have Q1, case based, which will have to be compulsorily answered. Q2 in this section will ask about 15 definitions/ concepts and again will be compulsory. Section B will have 3 questions which will be set from units 1 6. The student will have to answer any 2. Finally, section C will have 3 questions from units 7 - 11 out of which 2 will have to be answered. In all he will answer 1+1+2+2(=6) questions. The end term examination questions shall necessarily be applications oriented. Thus the students are likely to be asked to:

Schedule hiring procedure for supervisory/middle management/ top management positions

Design a training program

Prepare job description and job specification for a job

Give the format and context of an exit interview

Design an orientation program for new joinees

The list is illustrative, not exhaustive.

FINANCE ELECTIVESSECURITIES ANALYSIS AND PORTFOLIO MANAGEMENTCOURSE DURATION: 36 HOURS COURSE CREDITS: 03

1. INTRODUCTION TO INVESTMENT MANAGEMENT

Investment Settings

- Meaning of investment?

- Measures of Risk and Return

- Determinants of required rate of returns

- Relationship between Risk and Return; variance and S.D

The Asset Allocation Decision

- Individual Investor Life Cycle, goals, and constraints

- Standards for evaluating portfolio performance

- Importance of Asset Allocation

Global Investment

- U.S. and Europe Financial Markets

- Rate of returns of securities world-wide

- Individual Country Risk and Return.

- Global Investment Choices in Fixed investments, international bonds,

equity, derivatives including swaps, real estate and low - liquidity

investments, arts and antiques

- Covariance and Correlation

Securities Markets Worldwide: Organization, functioning, and regulatory environment:

- Developed economies: USA, EU

- Emerging economies: China, Russia, and Brazil

2. PORTFOLIO MANAGEMENT THEORIES

Markowitz Portfolio Theory

- Estimation of efficient frontier and investor utility in a three-assets

portfolio

Asset Pricing Models

- Capital Market Theory

- The Capital Asset Pricing Model (CAPM)

Security Market Line (SML)

Empirical Tests of CAPM

- Arbitrage Pricing Theory (APT)

Empirical Tests of APT

Market Portfolio Theory vs. Practice

3. PORTFOLIO CONSTRUCTION

Portfolio Investment Process

Portfolio Management Strategies: Active and passive

Asset Allocation Strategies

- Integrated Asset Allocation

- Strategic Asset Allocation

- Tactical Asset Allocation and

- Insured Asset Allocation

4. STOCKS SELECTION USING FUNDAMENTAL INDICATORS Equity Valuation

- Economic Analysis

- Industry Analysis

- Company Analysis (focusing study of global companies)

- Estimation of stream of cash-flows

- Estimation of required rate of return and identification of growth

companies, cyclical companies, defensive companies, and speculative stocks

for investment

- Comparison of intrinsic value and current market price and decision to

buy or sell.

5. STOCKS SELECTION USING TECHNICAL INDICATORS

Dow Theory

Japanese candlesticks

Oscillators

Moving averages

MACD, RSI etc.

6. INTRODUCTION TO BOND VALUATION

Bond Fundamentals

Global Bond Market Structure (Issuers, investors, bond ratings)

Bond Valuation

- Present Value Model

- Yield Model

Computing Bond Yields

Determinants of Bond Price Volatility focusing interest rate movements

Analysis of Yield Curve

7. REAL-ESTATE INVESTMENT

Understanding Investment characteristics, constraints and determinants of value of real estate assets

Real Estate Valuation

- The Cost Approach,

- The Comparative Sales Approach and

- Income Approach

8. MONEY MARKET INVESTMENTS

Global Commercial Papers, Repo, Commercial Bill Market their risk and return dynamics

9. EVALUATION OF PORTFOLIO PERFORMANCE

Portfolio performance: Required rate as benchmark

Measures of evaluating performance

- Treynor Portfolio Performance Measure

- Sharpe Portfolio Performance Measure

- Jensen Portfolio Performance Measure

- Peer Group Comparison

Factors affecting use of performance measures.

10. REPORTING INVESTMENT PERFORMANCE

REQUIRED READINGS:

DONALD E FISCHER & RONALD J. JORDAN: Security Analysis and Portfolio Management (PHI)

P. CHANDRA: Investment Analysis and Portfolio Management (TMH: 2008)

F. K. REILLY AND K.C. BROWN: Investment Analysis and Portfolio Management (Cengage: Latest Edition)FINANCE ELECTIVES

INSURANCE AND BANKINGCOURSE DURATION: 24 HOURS COURSE CREDITS: 02

SECTION A: INSURANCE1. THE CONCEPTS OF INSURANCE

Classification of Insurance

Types of Life Insurance: Pure and Terms

Types of General Insurance: Fire, Marine, Motor, Engineering, Aviation and Agricultural

Insurance Professionals, Intermediaries and IRDA

2. BASIC PRINCIPLES OF INSURANCE

Utmost good faith

Insurable Interest

Material facts

Indemnity

Proximate cause

Subrogation

Contribution

3. ACTUARIAL PRINCIPLES AND WORKING

Mortality Tables

Physical and Moral Hazard

Representations

Warranties

Risk appraisal & Risk Selection

Underwriting

4. LIFE INSURANCE PRACTICES IN INDIA

Life Insurance Organization Important Activities in the Indian Context, Internal Organization Systems, The Distribution System, Appointment of Agent, Functions of Agents, Remuneration to Agents, Trends in Distribution Channels.

Plans of Life Insurance Need Levels, Basic Elements, Some Popular Plans, Limited Payment Plans, Participating Policies, Convertible Plans, Joint Life Policies, Childrens Plans, Educational Annuity Plans, Variable Insurance Plans, Riders, For the Handicapped, Miscellaneous.

Annuities Nature of Annuities, Types.

Reinsurance - Concept and Methods.

5. GENERAL INSURANCE IN INDIA

Health Insurance and Medical Insurance

Fire & Marine Coverage

Standard Policies

Reinstatement Value Policies

Floating Policy

Marine Insurance Coverage

Types of Marine Policies

6. CLAIMS PROCEDURE

Investigation & Assessment Role of Surveyors & Loss Assessors

Arbitration

Settlement of Claims and Discharge Vouchers.

SECTION B: BANKING7. OVERVIEW OF INDIAN BANKING SYSTEM

Structure of Indian Banking Sector

Central Banking: Functions, New Developments and Changing Scenario

Banking Sector Reforms Suggestions and implementation

Monetary and credit policy, including the latest announcement

8. BASIC BANKING CONCEPTS

Negotiable Instruments

Bank Rate; repo rate; reverse repo rate

Prime Lending Rate

Deposit Rates

Credit-deposit ratio

Non-Performing Assets

Capital Adequacy Ratio

Cash Reserve Requirements

Statutory Liquidity Ratio

Low vs. high interest rates

International Scenario of interest Rate Movement

9. FINANCIAL STATEMENTS ANALYSIS OF BANKS Key Performance Indicators for banks such as efficiency and expenses control ratio, liquidity, risk and profitability

Assessment of:

Bank Liabilities

Bank Assets

Loan and Advances

Income Statement

CAMELS ratings

10. CREDIT PROCESS IN INDIAN BANKS

Types of Credit

Short-term loans

Long-term loans

Revolving credits

Financial Appraisal for Credit Decision

Financial Ratio Analysis

Cash Flow Analysis

Standard Practices in appraisal process for working capital, capital expenditure,

agriculture loans

Loan Syndication

Loan Pricing

11. CREDIT RISK AND LOAN LOSSES

Defining Credit Risk

Credit Derivatives

Treatment of Credit Risk in India with reference to the Indian Securitization Act

12. RISK MANAGEMENT IN BANKS

Basic Concepts

Basel Norms

Capital Adequacy Ratio

Asset Liability Management

Interest Rate risk

Operational Risk Management in Global Banks

13. INNOVATION IN PRODUCTS AND SERVICES IN INTERNATIONAL

BANKING

REQUIRED READINGS: VIJAY RAGHVAN IYENGAR: Introduction to Banking (Excel: 2007)

G. KOTRESHWAR: Risk Management Insurance and Derivatives (HPH: 2007)

FINANCE ELECTIVES

ADVANCED ACCOUNTING(CORPORATE ACCOUNTING)

COURSE DURATION: 36 HOURS COURSE CREDITS: 03

1. CONCEPTUAL FRAMEWORK FOR PREPARATION AND PRESENTATION

OF FINANCIAL STATEMENTS

2. ACCOUNTING STANDARDS AN OVERVIEW; STANDARDS SETTING

PROCESS

Working knowledge of:

AS 1 to AS 29 (With IFRS to AS 42)

3. LIMITATIONS AND CRITICISM OF FINANCIAL STATEMENTS

(3a) LIMITATIONS

Limitations of P&L a/c

Limitations of balance sheet

Understanding how income statements are manipulated

Ethical conduct in accounting profession

(3b) CRITICISM OF FINANCIAL STATEMENTS

Criticism; Forms in which accounts are drawn up; Reliability of information

Critical appreciation

Presentation

Single column or vertical statements

Method of preparing such statements

Common measurement statements

4. HOLDING & SUBSIDIARY

P&L consolidated

Balance sheet consolidated

Treatment of intergroup company borrowings

Treatment of intergroup company receivables

Treatment of intergroup liabilities

5. ACCOUNTING FOR AMALGAMATION

Amalgamation

Types of Amalgamation

Purchase Consideration

Methods of Accounting for Amalgamation

Accounting Entries in the Books of Transferor Company

Accounting Entries in the books of Transferee Company

Dissenting Shareholders

Inter-Company Owing

Inter-Company Holding

6. ACCOUNTING FOR RECONSTRUCTION

External Reconstruction

Internal Reconstruction or Capital Reduction

7. INFLATION ACCOUNTING

Meaning; Need of IA

Limitation of historic accounting

Current purchasing power method

Current cost accounting method

Evaluation of CCA

8. ACCOUNTING FOR HUMAN RESOURCES OF AN ORGANISATION AND

SOCIAL RESPONSIBILITY

Introduction

Cost and replacement cost methods

Value approaches

A suggested approach

The two sides of the account

Value added statement

9. FINANCIAL FORECASTING

Need for forecasting

Proforma financial statements

Other Proforma statements

REQUIRED READING: SHUKLA, GREWAL, AND GUPTA: Advanced Accounts, Vol. II (Sultan Chand)

IMPORTANT NOTES:

The end term examination will be divided into three sections. Section A will have Q1, case based, which will have to be compulsorily answered. Q2 in this section will ask about 15 definitions/ concepts and again will be compulsory. Section B will have 3 questions which will be set from units 1 5. The student will have to answer any 2. Finally, section C will have 3 questions from units 6 - 9 out of which 2 will have to be answered. In all he will answer 1+1+2+2(=6) questions.

At least 50% of the questions shall be numerical based. FINANCE ELECTIVES

MANAGEMENT OF INDIAN FINANCIAL SYSTEMSCOURSE DURATION: 24 HOURS COURSE CREDITS: 021. INTRODUCTION

Financial system: Definition, constituents, functions

Role of financial intermediaries in conduct and development of economy

Financial institutions and markets

Forces (local and international) affecting growth of financial system

Positive features and short comings of IFS

2. VENTURE CAPITAL AND PRIVATE EQUITY

Functions, significance and revenue streams for venture capitalists

Trends in Venture Capital financing world-wide, and in India Role of private equity in financing of business

Issues affecting PE

Existing players, their functions and revenue steams

3. CORPORATE ADVISORY MERCHANT BANKING, M&A , RAISING OF

CAPITAL Services and leading players

Revenue streams and trends

Primary market: Activities; participants (merchant bankers/lead managers, underwriters, primary dealers)

Issues in primary market: IPOs performance; financing pattern in business cycle phases, book building vs. fixed pricing; green shoe option

Regulatory framework for the segment Stock exchange: Role & functions; trading; clearing and settlement

Issues involved: Demutualization; dematerialization; frauds; major innovations

Indian debt market

SEBI: Role; performance; effectiveness

4. CREDIT RATING AND ASSET MANAGEMENT

Ratings and their importance

Process of Ratings

Rating agencies: Credibility and reliability issues

Mutual funds: Meaning; types; role in mobilization of funds; functioning; regulations

Investment Banking: Basics; issues involved

Hire purchase

5. FOREIGN CAPITAL Portfolio investment by FIIs

Foreign direct investment

External commercial borrowings

Indian investments abroad

Global financial crisis and India

REQUIRED READINGS: V. K. BHALLA: Management of financial services (Anmol publications: 2009)

F.S. MISHKIN & F.S. EAKINS: Finacial Markets and Institutions (Pearson education: 2009)

J. MADURA: Financial Markets and Institutions (Cengage:2009)

programme structure for pg-b

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