COMMERCIAL BANK MANAGEMENT

COURSE OUTLINE

PGDM (2009 – 2011) - TERM IV

Faculty : Prof. D N Panigrahi

IMT - NAGPUR

COMMERCIAL BANKING/BANK MANAGEMENT

1. COURSE OBJECTIVES :

This course is devoted to the management of commercial banks. It aims to help students to understand the role and functions of Commercial Banks, main

strategic issues in retail and corporate banking and the risks faced by the Banking Industry in India.

Particular emphasis are made on customer-focused banking, integrated risk management like interest-rate risk, liquidity risk, market risk, operational risk, credit risk and its pricing, capital allocation & Basel II, value-based measurement etc.

Familiarizing the students with the legal and regulatory framework for banks in India. Equipping the students with the tools and techniques used in interpreting and evaluating the

performance, productivity and efficiency of the Commercial Banks.

Equipping the students with the in-depth knowledge of Bank Financial Management Process. Familiarizing the students with the new Banking Practices and Processes including new

banking technologies. This course will make you marketable in Banking & Financial Services Sector for

varied job profiles like (i) General Banking Operations in Commercial Banks (ii) Retail Banking & Marketing (both liabilities & assets) (iii) Bank Credit or Loan Management function, Project Finance etc. in Commercial Banks & FIs like SIDBI, IFCI, SBI Caps etc. (iv) Loan functions of HDFC Ltd. & other Housing Finance Companies like LICHF, SBIHF & DHFL etc. (v) Bank Treasury, Investment & Risk Management Function (vi) RBI, NABARD, NHB, EXIM Bank, ECGC etc. (vii) NBFCs engaged in Asset based financing, Project finance etc.

2. Course Description : This course covers an entire gamut of topics in Commercial Banking and Bank Management to give the students a thorough exposure. This course mainly focuses on the following areas :

a. Principles & Practices of Banking & Banking Operationsb. Indian Banking System, Legal & Regulatory Environmentc. Bank Lending & Loan Management Functiond. Investment/Treasury Management Functionse. Bank Financial Statement analysis & Performance Evaluationf. Asset Liability Management (ALM) & Profitabilityg. Risk Management in Banksh. Bank Capital Management & Basel II Capital Accord

2A. Pre-requisites : This course assumes a basic knowledge of Accounting & Finance (like Financial Statement Analysis and Time Value of Money) and basic mathematics like elementary Algebra, Calculus, Graphs and elementary Statistics.

2B. Link to other Subjects :a. Banks on the basic understanding of Financial Accounting, Management Accounting and

Financial Management/Corporate Finance.b. This finance discipline will help you understand other related finance topics like Derivatives &

Risk Management, Treasury Management, Financial Markets & Institutions. 3. Learning Methodology/Pedagogy :

The pedagogy will focus on discussion of concepts, problems/issues involved, legal provisions, theoretical and practical aspects of Commercial Banking & Bank Management.

Cases will be used to develop applied skills and managerial attitudes in analyzing and handling problems with a global orientation. Some representative problems/Case studies will be discussed in the class and some others will be given to the students for solving as home assignments. There will also be Individual and/or Group Assignment(s)/project(s) on Banking & Bank Management, the details of which will be given later.

Students are expected to refer to the books and materials mentioned by the Faculty and try as much as possible to learn through a participatory way. Apart from the teaching materials given to the students at the beginning, some supplementary notes may be given during the course by the faculty.

N.B. : Students are expected to bring their own Scientific/Financial Calculator to the class for effective participation.

4. ROLE EXPECTATIONS FROM FACULTY :

Faculty will treat their obligations for classes as they would treat any serious professional engagement. That includes: 1) PREPARING THOROUGHLY for class; 2) PUNCTUALITY in beginning class sessions, except under unusual circumstances; adherence to the established schedule for classes and exams; 3) PROVIDING SUFFICIENT INFORMATION and materials to enable students to prepare adequately for class; 4) DISPLAYING APPROPRIATE COURTESY to all

involved in the class sessions.5) SUPPLYING TIMELY INFORMATION ABOUT STUDENT PERFORMANCE on projects, assignments, and examinations; 6) PROVIDING CONSTRUCTIVE FEEDBACK TO STUDENTS concerning their performance. Faculty should be as objective in their feedback to students as they expect students to be in their evaluation of faculty.

5. ROLE EXPECTATIONS FROM STUDENTS :

Students will treat their classroom obligations as they would treat any serious professional engagement. That includes: 1) PREPARING THOROUGHLY for each session in accordance with the instructor's requests; 2) ARRIVING PROMPTLY IN TIME AND REMAINING until the end of each class meeting, except in unusual circumstances; 3) PARTICIPATING FULLY AND CONSTRUCTIVELY in all classroom activities and discussions; 4) DISPLAYING APPROPRIATE COURTESY to all involved in the class sessions. 5) ADHERING TO DEADLINES AND TIMETABLES established by the instructor; 6) PROVIDING CONSTRUCTIVE FEEDBACK TO FACULTY MEMBERS regarding their performance. Students should be as objective in their comments about instructors as they expect instructors to be in their evaluations of students. Please note the following points for strict adherence :

a) Bad conduct, unprofessional and disruptive behaviour may result in the student being dismissed from the course.

b) Dismissal from the course will be treated as a disciplinary offence and will carry additional/consequential penalties as per the rules/norms of the Institute.

c) Class room doors will be closed 5 minutes after the commencement of the class. No student will be allowed to enter the class after that. Class room doors will be open only at the end of the class. No student will be allowed to leave the class in the middle of the class.

d) Attendance will be taken at any time randomly during the class hours. e) Apart from the imposition of penal/disciplinary action for any misconduct, marks

will be deducted for such bad conduct. f) Students are allowed to attend their class in a subject only in their own section

unless specially permitted by APO.

6. Evaluation/Assessment of Students' Performance :

The evaluation process will consist of several components to give weightage to different aspects of students' capabilities in the learning process. The components will be as follows : a. Class Activity (Punctuality/Sincerity/Class Participation/Quizzes/

Summaries/Daily Mini Presentation) : 20%b. Case Submissions : 10%c. Mid-Term Examination : 25%d. Term End Group Assignment/Project : 20%e. End-Term Examination : 25%

In all components grading will be done on a relative basis. However, there would be an expectation of minimum absolute performance from the students in order to determine the cut-off for passing in a particular component.

Assignments :

1. Problems : In finance, we use numerical problems (when readily applicable) to illustrate the essence of key concepts. I have assigned practice problems along with the chapter readings; additional problems will be distributed in class. I will also provide the solutions via email, etc. Practice is the key to being able to recognize and solve numerical problems. In addition, ensuring that you can do so with any problems we do in-class or you do at home, will give you a good start to your performance in the Exams.

2. Case Studies : Cases will be assigned as we go along. You should come prepared for the discussion. A short manuscript is required.

3. Summaries : To help your basic understanding and encourage your continuous learning of the subject, you are required to hand in one-page hand-written summary of each class topic in the beginning of the following class covering a brief summary of the concepts, learning points and solutions to questions and problems, if any, assigned there.

4. Mini Presentation A group of 3 to 4 students serially as per the attendance sheet will make a presentation, on the topics (one topic per day per group) mentioned for the purpose, in the class daily in the beginning of the class starting from 2nd class.

5. Term End Project The Class representative(s) will advise me the group details by the 2nd or 3rd

class and I'll allot the topic/ assignment to each group for the term end project. The respective groups are required to submit the Synopsis to me by e-mail latest by the 5th class (in about 300 words), Interim- Review by the 10th class and Final Presentation & Soft-copy Submission by the 15th class. Your Synopsis, Interim assessment and Final Report & Class Executive Presentations will be part of evaluation. Synopsis to consist of :

1. The basic purpose of the project & a statement of the issue or problem to be studied.

2. Sources of data, information and corporate experiences or case studies.3. Expected out-come of end-term project - from the point of view of

understanding the Commercial Banking, Bank Management & strategy.The suggested Frame of Study is as below :

4. The basic purpose of the project & a statement of the issue or problem to be studied.

5. Sources of data, information and corporate experiences or cases to give study the basic strength and to make it more authentic.

6. Presentation of study and findings / observations.7. Managerial applications/ implications& conclusions.8. References / notes

Please retain a copy of all assignments handed in. Late assignments will be penalized by one letter grade per day.

Statement on Academic Integrity :

Ethical and professional behaviour is expected in this course. Acts of academic dishonesty are taken seriously and you are encouraged to review the Institute's academic integrity policies. Acts of academic dishonesty include: a) unauthorized assistance on an examination: b) falsification or invention of data; c) unauthorized collaboration on an academic exercise; d) plagiarism and e) giving attendance for others. 7. Course Materials :

Prescribed Text Book :

Management of Banking & Financial Services (MOBFS) - by Suresh & Paul/2e (Pearson Education India).

Additional Readings :

1. Financial Markets & Institutions – By Saunders & Cornett/3e (TMH)2. Management of Banking – By MacDonald & Koch/6e (Cengage India)3. Principles & Practice of Banking – by IIBF/Mcmillan4. Regulatory aspects of Banking – by IIBF/Mcmillan5. Banking Law & Practice – by P N Varshney (Sultan Chand & Sons)6. Bank Management & Financial Services – by Peter Rose/8e (McGraw Hill). 7. Commercial Banking : The Management of Risk – by B E Gup/3e (Wiley India)

Apart from the recommended text and further readings and lecture notes, students are advised to read Economic Times, Business Standard, Business Line, CFA Analyst & Professional Banker (ICFAI), Indian Banker (IBA) and BanQuest (IIBF) regularly to gain real insights into the subject. Some useful websites are as under : www.rbi.org.in, www.iba.org.in, www.iibf.org.in, www.bis.org, www.bba.org.

8. CAREER ENHANCEMENT FOR BETTER JOB PROSPECTS :

Those of IMT students who are interested in a career in Banking and Financial Sector should take extra interest from the beginning to equip themselves with tools and techniques of Banking, Bank Credit analysis & management and other role functions to enhance their employability skills. I advise such of the students to enroll at the earliest for some professional banking diplomas offered by Indian Institute of Banking & Finance, Mumbai (IIBF, web site www.iibf.org.in), viz., DBF, CeTF, DIB, PGDFA etc. in order to excel in their careers.

Contact hours with the faculty : By appointment only.Faculty's e-mail id : dnpanigrahi@imtnag.ac.in

COMMERCIAL BANKING/BANK MANAGEMENT

SESSION-WISE PLAN AND READINGS

Session # Coverage of Topics Suggested Readings/ Assignments1 Banking : Functions & Speciality : Definition of Banking and Bank. Role & Functions of Commercial Banks and Financial Institutions (FIs). Why FIs & Banks are different/special ? Understanding the primary or core activities of a bank - the process of financial intermediation. Mobilisation of resources (Deposits/Funds raising), Deployment of resources (Lending & Investment). CASA, CD and ID ratio. Understanding the ancillary functions/subsidiary activities of a Commercial Bank. Payment & Collection Services. Non-fund based & Fee-based services. Universal Banking, Bancassurance and Para-banking activities. MOBFS – Ch. 1 Lecture Notes Compiled Notes (CN) – pgs 12 - 37 2 Overview of Indian Financial & Banking System, Legal & Regulatory aspects/framework : Govt. & RBI's Supervisory powers. Salient provisions of BR act 1949 & RBI act 1934. Role & functions of RBI. Monetary & Credit Policy, Statutory Reserves : CRR & SLR. Other Provisions/regulations related to banking. Legal provisions on Customer Service – various customer service committees, Banking Ombudsman Scheme, COPRA and BCSBI etc. Narashimam Committee I & II on Banking Sector Reforms. Other Relevant committees & their recommendations. MOBFS – Ch. 2 Lecture Notes3 Retail Banking Operations : Banker-Customer Relationship : Legal & Strategic Relationships. Relationship Banking/ Marketing & CRM. Eight Competencies of Relationship Banking/Marketing. Seeking Customers & Retaining Customers – the biggest challenge for the today's banker : Strategies thereof. Different types of Customers. Banker's duties & rights/Customer's rights & obligations, KYC-AML guidelines, Resource Mobilsation, Deposit Products in India & abroad, Managing & Pricing Deposit Services. Managing float through liabilities. Mobilising No cost & Low Cost Deposits (CASA & CASA ratio) : the strategies thereof. Deposit Insurance & DIC. NI Act – Salient features. MOBFS – Ch. 13 & 04 Lecture Notes 4 & 5 Understanding Bank Financial Statements : Interpreting bank balance sheets & income/ operating statements. Assets & Liabilities of Commercial Banks, Bank Profitability Analysis. Financial Statement Analysis & Bank Performance Measurement/Evaluation – RoE Model. Managing Non-Interest Incomes & Non-Interest Expenses – Strategies thereof. MOBFS – Ch. 03 Lecture Notes CN - pgs 01-11, 38 - 102 6 Corporate Banking/Managing Bank's Loan Portfolio/Lending Function : Types of Credit facilities : Fund based and Non-fund based; Secured & Unsecured etc. Term Loan & Working Capital Finance. Sound/Basic Principles of Bank Lending. Attributes of a good Security. Asset Based –vs- Cash flow based lending. Fundamentals of Credit Analysis, Assessment, Administration & Management, Credit Evaluation, Approval /Granting Process – Know your borrower/borrower's due diligence, Credit Filter/Screening/Selection, Pre-sanction Inspection, Credit Information Companies – CIBIL : The ex-ante approach to credit risk management. Bank's Loan Policy Document. General Appraisal Criteria for Commercial & Industrial Lending, Sole Financing, Consortium Financing & Multiple Banking arrangements. Prudential Credit Exposure Norms : Single Borrower & Group Borrower limits. MOBFS – Ch.05, 06 Lecture Notes CN – pgs 319 – 340, 376 – 389, 8 Legal Aspects of Bank Lending : Different modes of Creating Charge/Charging Securities for Bank Loans – Lien, Right of Set-off, Negative Lien, Hypothecation, Pledge, Assignment & Mortgage. Loan Documentation : Salient features of Indian Contract Act, Stamp Act, Registration Act, Limitation Act essential for a lending banker MOBFS – Ch. O7 Lecture Notes CN – pgs 370 – 375, 365 – 369

9 & 10 Credit Assessment – Fund based Limits : Requirements for submission of audited Financials, Re-Classification of Balance sheet items by a lending Banker for loan appraisal. Techniques of Working Capital Appraisal/Assessment : Operating Cycle Method, Turnover method, Holding Period Method (MPBF II) & Cash flow/Cash budgeting method. Appraisal of a Term Loan Proposal/Project Appraisal & Finance : Projected Balance sheet, income statements and Projected cash flow/profitability statements. Using analytical tools like BEP, MoS, Coverage ratios/DSCR, Sensitivity Analysis etc. Project appraisal/analysis of CAPEX Proposals using NPV, IRR & Pay back methods. Appraisal of Infrastructure Projects. Financing of MSMEs – Problems & Prospects. MOBFS – Ch. 05, 06 Lecture Notes CN – pgs 349 – 358, 398 – 413, 359 - 364 11 Credit Assessment – Non-fund based Limits : Letter of Guarantee/Bank Guarantee (LG/BG), Letter of Credit (LC), Co-acceptance & DPG. International Banking Operations, Correspondent Banking, Forex Operations etc., International Trade Finance (Export – Import Finance) & Financing International Projects. Loan Syndication/Syndicated Loan Mechanism. Lecture Notes CN – pgs 287 – 312 12 Credit Assessment – Personal Segment Borrowers : General Appraisal Criteria for Consumer Loans like Car/Two-wheeler Loans, Educational Loans, Credit Card Loans and Personal Loans. Loans against various securities like Bank FDs, Shares/ Debentures, MF Units, NSCs/KVPs & Gold Jewellery etc. General Appraisal Criteria for a Home/Mortgage Loan Proposal. Lecture Notes13 Credit Rating & Loan Pricing : Concept of BPLR (old) & Base Rate (new), Bank Loan rating/Rating of Borrowers : Internal Rating & External Rating Methodology – Quantitative & Qualitative factors. Credit Rating of Individual/Personal Segment borrowers and Industrial & Commercial Borrowers. Loan pricing using Credit risk Premium & Term Premium over the BPLR or Base Rate. Credit Disbursal & Monitoring, Follow up and Supervision to ensure Proper end use of bank credit and continual good health of the borrowers and to detect early warning signals for preventive & curative measures. Different causes/factors of a loan becoming NPA/Sickness of loans – Internal & External factors, Rehabilitation, Corporate Debt Restructuring (CDR) Mechanism MOBFS – Ch. 07 Lecture Notes 14 Problems of Non-Performing Loan Assets (NPA) – Prudential Accounting Norms on Income Recognition, Asset Classification & Provisioning. Loan Recovery Management : Legal methods like Civil Courts, DRT, SARFAESI Act, Lok Adalat, Loan Sales & Securitisation/ ARCs etc. Non-Legal Methods of Recovery : Compromise/Scaling down of Debt, Negotiated Settlements : OCS/OTS & Write-offs. MOBFS – Ch. O7 Lecture Notes CN – pgs 390 – 39715 Risk Management in Banks : Understanding Banking Risks and their regulations – What is Risk ? Understanding the primary activities of a bank as a financial intermediary and various types of risks undertaken by a bank in such business. Different types of financial intermediation and various risks of financial intermediation. MOBFS – Ch. 12 Lecture Notes 16 Management of Risks on Bank's Balance Sheet : Credit Risk, Liquidity Risk, Liability & Liquidity Risk Management. Interest Rate Risk & Insolvency Risk – Asset Liability Management (ALM) in Banks & Profit Planning. MOBFS – Ch. 08 Lecture Notes CN – pgs 132 – 180, 205 – 23117 Bank Capital Management & Basel II : Basel Capital accord and new paradigm in risk management in banks. Need for adequate Risk based or Regulatory/Economic Capital as a cushion – CAR/CRAR. Basel I Capital Adequacy frame work, Basel II New Capital Adequacy frame work – Three Pillars. Credit Risk, Market Risk & Operational Risk. How Basel II is different from Basel I. Basel II Capital requirements and its impact on and challenges for the Indian Banking Sector. MOBFS – Ch. 11 Lecture Notes CN – pgs 414 – 43118 Treasury Management Functions in Banks/Management of Bank's Investment Portfolio. MOBFS – Ch. 10 Lecture Notes 19 & 20 Group Project Presentation

Group Running Mini Project for Presentation by Students(3 persons in a group serially as per the attendance sheet)

Session # Coverage of Topics Roll Nos. of Students presented 1 Understanding the ancillary functions of a bank, payment & collection services, non-fund based and fee-based services

2 Overview of Indian Financial & Banking system, Banking Regulation act, 1949 : Salient features

3 RBI act, 1934 : Salient features, Role and functions of RBI- Regulatory and supervisory powers of RBI over Commercial Banks 4 Banking Ombudsman Scheme & COPRA, 5 BCSBI, Various Customer Service Committees & their recommendations.6 Narashimam Committee I & II on Banking Sector reforms & their reports – present status.

7 Deposit Insurance & DIC. KYC-AML guidelines.8 Banker – Customer Relationships. Nomination policy of bank deposit, Safe Deposit Lockers and Safe Custody Accounts.9 Resource Mobilization, Different types of Deposit Products in India & abroad. 10 Managing & Pricing Deposit Services. Managing Float through Liabilities. Mobilizing No Cost & Low Cost deposits (CASA & CASA Ratio) : the strategies thereof.11 Retail Banking : Retail Credit schemes & Consumer Loans : Role of DSA/DMA in marketing of Bank Products12 Different types of customers and their accounts likr Individuals, Illiterate Persons, Hindu Undivided Families (HUF), Proprietorship/Partnership Firm, Companies, Trusts, Clubs/Associations, Local Authorities, Co-operative Societies, Non-Resident Accounts etc.13 New Banking Technology : TBA, CBS, ATM, Credit, Debit & Smart Cards, Internet Banking & Mobile Banking, 14 Electronic Transfer of funds/payment mechanism : ECS, EFT, NEFT, RTGS, SWIFT, 15 NI act, 1881 – Definition and features of Negotiable Instruments and Examples : Story of a Cheque, Bill of Exchange & Promissory note – Their Characteristics. Other Instruments : Bank Drafts/Banker's Cheques, Traveller's Cheques, Dividend/Interest Warrants, Refund Orders etc. (Sec. 4, 5, 6, 7, 11, 12 & 13) 16 Liabilities of the Drawee of a Cheque/Paying Banker's Duties, Holder in due course, Payment in due course (Sec. 31, 8, 9, 10 and 85 & 85-A ) Penalties in case of dishonour of cheques (Sec.138 - 142)

17 Endorsements : Requirements and types, Crossing of Cheques : General and Special. (Sec. 14 – 16, 46 – 58 and 123 – 131)

Suggested topics for Group Project for Presentation by Students

Sl. # Coverage of Topics1 Statutory Reserve Requirements for the Banks (CRR and SLR) : Its impact on liquidity and profitability2 General Appraisal Criteria for a Term Loan Proposal3 General Appraisal Criteria for a Working Capital Loan Proposal 4 General Appraisal Criteria for a Housing/Mortgage Loan Proposal 5 General Appraisal Criteria for a Consumer loan like Educational loan, Car and two-wheeler loan Proposal6 Letter of Credit and UCPDC – a credit risk management tool to boost inland and foreign trade7 Financing of MSMEs, Credit Guarantee Fund Trust for Micro & Small Enterprises for Collateral free loans – Problems & Prospects8 Priority sector advances – an instrument of socio-economic change9 Export Finance facilities and role of ECGC in Credit Risk Insurance 10 Evaluating Consumer Loans & Individual Credit Risk Rating Mechanism11 Credit Risk Management in Banks in Commercial & Industrial Loans12 Management of NPA Loans and recovery through various legal and non-legal methods13 DRT & Lok Adalat and its efficacy as a recovery tool for bank NPA loans14 SARFAESI act and its efficacy as a recovery tool for bank NPA loans, Problems & Constraints – an empirical study. 15 Import Finance : Procedures and Practices16 Financing of International Projects – Role of EXIM Bank & ECGC17 Credit Risk Management in Indian Banks – lessons from US Sub-prime crisis 18 Universal banking & para-banking services : opportunity and challenges for the Indian banking sector19 Bancassurance : opportunity and challenges for the Indian banking and insurance sector20 Reverse Mortgage Loan : a new avenue for bank lending & a new retirement solution for Senior citizens – Problems and Prospects in India

21 Reverse Mortgage Loan : features and risks for the lending banker22A Micro-finance, Social Banking and inclusive growth : challenges and opportunities for the banks22B Micro-finance, Social Banking and inclusive growth : A study of the performance of 1 or 2 MFIs in Nagpur Region. 23 Challenges for the Indian Banking Sector in the era of deregulation & globalisation 24 Profitability Management in Banks under deregulated environment25 Mergers, Acquisitions and consolidation in the Indian Banking sector – opportunity and challenges26 Channel financing facility by banks27 Commercial Papers (CP) and Certificates of Deposits (CD) – are they dying ?28 Outsourcing of Banking Services & door step banking – RBI guidelines29 RBI guidelines on Banks' recovery policy and fair practices codes for lenders30 Banker – Customer relationships : Special Care to be taken by a banker while dealing with a Limited Company Borrower31 Various modes of charging securities by a lending banker : Lien, Negative-lien, Right of Set-off, Hypothecation, Pledge, Assignment & Mortgage.32 Salient features of Indian Contract act, Stamp act, Registration act, Limitation act from the point of view of a lending banker33 Credit derivatives – a tool for credit risk management34 Basel II New Capital Adequacy frame work – the state of preparedness of Indian Banks and the challenges35 Securitisation of Loans & Receivables36 Operational Risk Management in Banks in India – Issues & Challenges37 The debate on Bank ownership in India – Issues and Concerns38 Capital adequacy of Indian Banks – Issues, Constraints and Solutions

Sl. # Coverage of Topics39 Rural Banking in India – Issues & Challenges40 Risk analysis and Credit rating of Educational loans – Suggestion of steps/precautions to reduce delinquency rates.41 Mobile Banking : Risk analysis for the banks & customers – A study of problems and prospects in India including other country experiences.42 Will debt relief vitiate the credit recycling process ?43 How safe are the deposits in Indian Banks ?44 Myths and realities of agricultural credit in India45 Global Meltdown and Micro-financing46 Liquidity Risk Management in Banks – Gap analysis of one or two banks for a year or two47 - 52 Comparative Performance, Profitability analysis and evaluation of a couple of banks for the last 3 – 5 years Prepare a case study with a teaching note. (SBI –vs- ICICI Bank, HDFC Bank –vs- Axis Bank, Andhra Bank –vs- Corporation Bank, IOB –vs- Indian Bank, Kotak Bank –vs- Yes Bank, Karnatak Bank –vs- South Indian Bank)53 Significance of Economy-Industry analysis in credit risk rating models and assessment of concentration risk 54 Role of ARCs in India in NPA and Recovery Management 55 Corporate Debt Restructuring (CDR) :Mechanism to manage NPAs – A study of the experience so far.56 Personal Financial Planning & Wealth Management Solutions : An opportunity for Indian Banks57 Relationship Bank Marketing : Seeking Customers and Retaining Customers – Strategies thereof in the present competitive scenario 58 Determinants of Profits of Banks – Studying their correlation.59 Islamic Banking – problems and prospects in India60 SWOT analysis of Urban Co-operative Banks (UCBs)61 Efficacy of Debt Recovery Tribunals (DRTs) in mitigating Credit Risk and improving NPA Recovery in Banks in Nagpur Region – a study of experience during the last 5-10 years.

62 A study of Institutional/Bank financing scenario of new/start-up MSMEs in and around Nagpur – Problems, Issues, Constraints and Prospects faced by entrepreneurs/ borrowers and banks. 63 A critical analysis/study of causes of Co-operative Bank failures in India during the recent decade (2001 – 2010) with special reference to 1 or 2 co-operative banks in Nagpur/Maharashtra.64 Liquidity Risk Management, Bank Runs/Failures and Pricing of Deposit Insurance in India – Need for reforms /risk-based premium calculation in the aftermath of recent global financial crisis.65 Unlocking NPA through Loan Sales and Asset Reconstruction – A study of efficacy of ARCs in mitigating Credit Risk and NPA of Banks in India – initial experience from 2002-2010.66 Relationship b/w Bank Size by Asset and Activities, Performance and Profitability (ROA, ROE, Business Per Employee, Profit Per Employee etc.) – a study of select banks in India during the last 5-10 years.67 Impact Analysis of Banking Sector Reforms (Liberalisation, Deregulation, Competition etc.) on the performance (Business Development (Business Mix, Business Per Employee), CAR, Profitability (ROA, ROE & Profit Per Employee) on Union Bank of India during 1990 – 2000 and 2001 – 2010.

68 Productivity Growth (ROA, ROE, Business Per Employee, Profit Per Employee etc.) during the last 10 years (2001 – 2010) – A study w.r.f. Bank of India & PNB.69 Infrastructure financing in India – the need for Reforms and policy initiatives in debt market, banking, insurance and pension fund sectors.

Prof Rajeev KambleIMT – Nagpur

BRAND MANAGEMENTCOURSE OUTLINE

1. Introduction

1.1. What are Brands? 1.2. Significance of Brands

2. Creating Brands2.1. Understanding Product, Customer and Competition

2.2. Brand Characteristics & Personality2.2.1. Brand Personality2.2.2. Positioning and Value Propositions2.2.3. Brand Association

2.2.4. Brand Personality and Consumer Perception2.2.5. Aligning organization with brand positioning

2.3. Launching of Brands2.3.1. Selection of communication mix2.3.2. Selection of marketing programs2.3.3. Introducing brands in the market

3. Concept of Brand Equity3.1. Building Brand Equity3.1.1. Significance of Brand Equity3.1.2. Building Brand Equity around Values3.1.3. Building Brand Equity thru' Alliances

3.2. Leveraging Brand Equity3.2.1. Brand Loyalty3.2.2. Brand extensions3.2.3. Franchise3.2.4. Expansion in Global markets3.2.5. Competing with global brands

4. Managing Brands4.1. Monitoring Brand Management program 4.2. Monitoring Consumer Perceptions4.3. Changes in Brand personality according to changing environment4.4. Brand Management Organization4.5. Managing Multi-Brand Portfolios

5. Other Key Aspects of Brand Management5.1. Managing 'corporate brand'5.2. Brand management in services sector5.3. Brand management in Business markets5.4. Brand management in global markets5.5. Brand Management for Destination Brands5.6. Brand Management in Education Sector5.7. Brand Management for Political Parties5.8. Brand Management for Charitable Organizations5.9. Brand Management for e-Business

Pedagogy :Combination of class room lectures, semi – work shops, case studies as well as short assignments.

Reference Book :

Strategic Brand Management : Building, Measuring and Managing Brand Equity (Third Edition)By Kevin Lane Keller, Pearson Education

Note : The course outline mentioned above is 'indicative'. Actual deliverance may differ from the outline.

Weightages in evaluation : Group Assignment (Interim Reports) 10%Group Assignment (Final Report) 20%Group Assignment (Presentation) 20%Individual Assignment 25%End Term 25%

+ In case of group assignments, all the individual members of group will get equal marks.

Business Analysis and Valuation Using Financial StatementsIntroductionEvaluating a company's performance requires a comprehensive analysis of the firm's economic drivers that goes beyond the numbers reported on financial statements. To make sound, sustainable business or investment decisions about their own companies or other firms, senior-level managers need to understand how to integrate strategic analysis with financial analysis. BAVFS is developed to focus on the link between an organization's strategic drivers and its financial data in determining an accurate valuation.The course shows participants how to combine strategic data with financial data to achieve better results in formulating strategy, monitoring and forecasting performance, measuring profitability, assessing competitiveness, and analyzing restructuring opportunities. With financial statements serving as a tool, students learn to leverage in-depth knowledge about a firm—its business model, value-creation process, performance indicators and drivers, means of financing, and competitive positioning—as well as to analyze and value the economics of organizations.Course ObjectivesBAVFS is designed to provide the knowledge and tools for analyzing the economics of companies and for valuing them by using financial statement data. Specifically, the course provides the important opportunity for participants to examine and find answers to critical questions, including:

What are the key performance indicators and risks of a company, in light of its competitive strategy?

How can a company's financial statements be used to assess how well the key success factors and business risks are being managed?

What is driving the company's current performance—and is it sustainable? How does the company finance itself—and does this method fit its business

model and risks? What is driving the company's valuation in the stock market—and, given its

fundamentals, is the company's stock-price multiple reasonable? How do the company's performance and valuation compare with those of its

industry peers? CurriculumBAVFS engages students in a powerful mix of lectures, case studies, and interactive discussions to prepare them to apply the concepts presented in situations requiring extensive business analysis. The course also provides participants with a software tool that guides them through the different forms of analysis and valuation. The comprehensive curriculum is based on a four-part framework, which illustrates how to use financial statement data in critical decision-making contexts.BUSINSS STRATEGY ANALYSIS

Developing and understanding a firm's competitive industry positioning as well as its key success factors and potential risks.

ACCOUNTING ANALYSIS Judging how effectively a firm's financial statements reflect its business

economics and strategy; and Adjusting financial statements as needed.

FINANCIAL ANALYSIS Evaluating the effectiveness of a company's strategy; and Making sound financial forecasts by examining the ratios and cash-flow measures

of a company's operating, financing, and investing performance. PROSPECTIVE ANALYSIS

Forecasting future performance; and Estimating firm valuation.

In addition, each student will receive a copy of Business Analysis and Valuation Using Financial Statements: Text and Cases (third printing), the award-winning book cowritten by Paul M. Healy and Krishna G. Palepu.

Module 1: Analysis of Financial Statements

Framework for Strategic Financial Analysis for Business Evaluation

Strategy Analysis

Case: Financial Statements and Industry Structure

Cash Flow statements: Three examples

Case: Korea Stock Exchange

Case: Service Corporation International

Overview of accounting analysis

Case: Harnischfeger

Asset and liability analysis

Case: Boston Chicken

Revenue and Expense analysis

Financial analysis

Case: Home Depot

Exercise: Financial performance of Major Indian Steel Firms

Prospective Analysis

Module 2: Valuation Applications- Mergers and Acquisitions

Valuation of acquisitions

Tata Steel: The Bid for Corus (A)

Tata Steel continued

Module 3: Valuation applications- IPOs

Case: Amazon.com

Module 4: Valuation Applications- Corporate Restructuring

Overview lecture

FAG Kugelfisher

Module 5: Credit analysis

Credit analysis and distress prediction

Design and Analysis of Supply Chain Systems

Term offered: IV Instructor: K Neelakantan

Objectives: To introduce the dynamics of operation of supply systems, and the principles used in the design of responsive supply systems. desirable: a background in basic mathematics at the Engineering/Science level Contents: Supply Chain Models models as Linear Difference Equations Ordering policies, their types and their representations solution of LDEs, the delta and summation operators and their algebra the falling power notation and its use in LDEs. the Z-transform and its properties, solution of LDEs using z-transforms, Supply chain strategies: responsiveness and efficiency Performance Characteristics of responsive chains analysis of various types of ordering policies, and their parameters. Design of ordering systems for enhanced performance.

Optimization of supply chain parameters for efficient chains.

References: Textbook: Difference Equations, 2/e, Kelley G Walter and Peterson C Allan, Academic Press, Elsevier(2001) Reference articles from research journals, like, International Jl. of Production Economics, Intl. Jl. of Production Research, etc.

Evaluation: Assignments : 20 Class Test : 20 Mid-term exam : 30 End-term Exam : 30

Institute of Management Technology – NagpurPGDM Batch (2009-11 Term –IV

Elective: Entrepreneurship Development (ED)Course – Outline

Course Facilitator: Prof. Rajkumar Phatate.

Course Introduction:-

The 21st century has dawned with entrepreneurship as major force shaping the global

economy. In today's knowledge economy India is emerging as an 'Entrepreneurial nation on a global map. At the heart of this entrepreneurial manifestation is the entrepreneurial mind set. Those who possess the sprit of enterprise have led, and will continue to lead, the economic revolution that has proved repeatedly to raise the standard of living for people everywhere. This course is broadly designed to help you join this revolution to bring about lasting, positive changes in your community, organization and around the world.

This interdisciplinary and integrated course thus tries to address two sets of students.

i) Those desirous of building entrepreneurial attitudes and behaviors which can be applied across careers and work setting leading to creative solutions within community and organizational environment , ii) those having immediate entrepreneurial aspirations or considering being involved in starting an entrepreneurial venture at some point of his or her career .

Course Objectives:-

1. To define entrepreneurship as a career and lifestyle option.2. To develop entrepreneurial competencies and motivation.3. To help you generate new business ideas.4. Help you understand the process, tasks, decisions and knowledge that are required to

turn an idea into a sound entrepreneurial opportunity;5. Help you understand the options available for acquiring resources and acquaint you

with the SME support mechanism in India;

Course Structure:-

Module I – Being Entrepreneurial

Sessions 1, 2, What is Entrepreneurship? Understanding terms. Why Entrepreneurship? Its role and importance. Typology of Entrepreneurs. Charms of being an Entrepreneur. Myths about Entrepreneurs. Entrepreneurship in different contexts. Entrepreneurial motivation.

Pedagogy: Lecture, Discussions and Presentation of assigned entrepreneurial case studies by students and discussions based on presentations.

Module II – Entrepreneurial Lab. (Entrepreneurial Competencies Training.)

Sessions: 3-6 (One full day in continuation)

The objective of this module is to create self-awareness amongst the students to strengthen their individual as well as entrepreneurial personality. This would be achieved

through an understanding of entrepreneurial competencies which play a crucial role in success of any business enterprise.

Pedagogy: Simulation Exercises.

Module III- Business Idea Generation & Business Opportunity Evaluation

Sessions- 7-9

What is Business? What is Opportunity? Sources of Business Ideas. Process of generating Business ideas. Applying creativity and innovation in generating business ideas. Converting idea into opportunity Opportunity evaluation framework.

Pedagogy: Lectures, discussions, group work, exercises in idea generation.

Module-IV: New Enterprise Establishment.

Session: 10.

Process of setting up new enterprises. Legal requirements Introduction to entrepreneurial support system. Resource Mobilization.

Pedagogy: Panel discussions with Support System Officials.

Module-V: Financing New Enterprises.

Sessions: 11

Sources of finance for new ventures. Bootstrap Finance: The art of Start-ups. How venture capitalists evaluate potential venture opportunities?

Pedagogy: Case-study and Presentations.

Module-VI: How to write a Great Business Plan?Sessions: 12.

Pedagogy: Discussions and Presentations.

Module-VII: Managing early stage venturesSession: 13Pedagogy: Case-study and Presentations.

Module VIII: Survival & Growth of enterprisesSession: 14&15Pedagogy: Case-study and Presentations.

Module IX: Exit StrategiesSession: 16

Pedagogy: Presentations.

IMT Nagpur

FINANCIAL MARKETS & INSTRUMENTS

Term: IVFaculty: Prof. Kulbir Singh

Due to rapid and complex financial innovations, the financial markets have experienced an enormous amount of evolution over the last 3 decades. We now have a world of highly integrated capital markets, with an extensive array of financial instruments for financing, investing and controlling risk. The purpose of this course is to develop an understanding of the financial instruments that trade in modern financial markets, the financial institutions that participate in these markets, and the financial innovation process.

A basic understanding of financial markets, institutions and innovation is fundamental to being a well-trained business student. The course will prove especially valuable to students who pursue careers in finance, whether at a bank, a fund or a corporation.

The course aims at developing an understanding of the major financial markets, by examining their structure and functions within the overall financial system. For each financial market, the course focuses on:

The needs of market participants (investors, corporate issuers, financial institutions), including frictions faced by these participants.

The financial innovation process Underlying financial instruments and their valuation

Course Outline

The course covers most of the major markets including the markets for corporate equity and debt, mortgages; asset backed securities and structured products.

1. Determinants of Asset Prices and Interest Rates2. Organization and Structure of Markets3. Debt Markets4. Convertible Instruments5. Securities Innovation6. Mortgage Markets7. International Stock and Bond Markets

Cases:

1. BGR Energy Systems IPO or Amazon.com 2. Hong Kong Stock Exchange 3. Capitalizing on a World Class Securities Trading System: HKEx's AMS/34. Deutsche Bank: Finding Relative Value Trades5. Expensive Expansion6. Avon Products7. Cox Communications8. Tata Steel: The Bid for Corus (B)9. Mortgage Securitization in Hong Kong and Asia10.KAMCO and the Cross-Border Securitization of Korean Non-Performing

Loans11.Hutchison Whampoa12.R J Reynolds International Financing

Required Text Book:

Fabozzi, Frank et al, Foundations of Financial Markets and Institutions, Pearson Education

L M Bhole and Jitendra, Financial Institutions and Markets, Tata McGraw Hill

Other Suggested Reading:

1. Frank Fabozzi and Franco Modigliani, Capital Markets, Prentice Hall2. James Van Horne, Financial Markets - Rates and Flows, Prentice Hall3. Primary Markets, Institute of Chartered Financial Analysts of India4. Secondary Markets, Institute of Chartered Financial Analysts of India 5. Robert Merton et al, The Global Financial System, HBS Press.6. Anthony Santomero and David Babbel, Financial Markets, Instruments, and

Institutions, McGraw Hill 20017. National Stock Exchange Report on Indian Securities Market

Grading Policy

Case Discussions 20%Class Participation 10%Assignments 10%Mid-Term Exam 30%End-Term Exam 30%

Elective – FinanceFinancial Services and Merchant Banking Credit : 3

Instructor: V.Gopal

Objectives:1. At the end of the course the students are expected to have expert knowledge

about the functioning of financial services industry in India2. At the end of the course the students are expected to have expert knowledge

about all aspects of merchant banking industry in India3. At the end of the course the students are expected to have good knowledge

and appreciation of SEBI guidelines

Pedagogy:

The course will primarily follow a class room teaching methodology. Apart from the class room teaching, there will be small projects and guest lectures.

All students opting for this course are required to note that the main emphasis in this course will be on knowledge and appreciation. This is not a skill based or an integrative course.Contents:Topics Indicative sessions (90 minutes) of classroom teaching

Management Issues in Financial Services : An Overview Four aspects of financial services: Risk & Return, ALM, Microstructure, Regulation What will not be covered in this course: Banking, Insurance, Valuation aspects of M&A 1Financial Management of NBFCs – Hire Purchase and Leasing Activities – Pricing Techniques –Capital Adeqacy – Issue relating to raising of Public Deposit – Risk Management Strategies : Difference between banks and NBFCs 2Mutual Funds – market architecture 2

Wealth management 1Venture Capital Funds and Private equity 2Merchant Banking Activities - Issue Management – market making and book building – priuvate placement - loan syndication – underwriting Managing mergers , acquisitions and buy backs 3Introduction to securitization : roots of sub prime crisis 2Asset Reconstruction Companies and market for stressed assets 2Credit Card Services – Operational issues - pricing issues – business model 2Stock Exchange architecture 2Factoring – activities of factoring companies – basic business model of factoring – non-recourse factoring and related risk management techniques 1Total 20

Evaluation pattern:End term examination 30%Class participation 10%Quizzes 30%Assignments 20%Presentation 10%

Readings:1. Khan, M.Y., Financial Services, Tata McGraw Hill2. Material to be supplied by the instructor

Cases, if any will be announced before the relevant classes.

Students are required to regularly look at the course folder in the handouts folder in the intranet.

This will be available under handouts -> vgopal -> FSMB10-11

Institute Of Management Technology, Nagpur.I.T. Business Analysis: ITBA.

Course Outline Course Facilitator: Dr. Harshavarhan Halve

Objective: IT Companies today have Business Analyst as a distinct role. The Job requirements depending on the nature of the business may be that of a domain consultant, a solution architect, a relationship manager, a pre-sales consultant, a functional consultant, and an accounts manager etc. the course objectives are to understand the Role of I.T. Business Analyst in I.T. Companies, Understand the knowledge area required, learn tools for analysis and modeling rather than documentation, visualization of a solution which meets specifications.

Course Contents: 1. Business Analysis and role of business Analyst.2. Competencies and skills of a Business Analyst.3. Knowledge Areas:

a. Information systems, Information needs, CSF/KPIb. Project Life Cycle, software life cycles.c. RUP, O.O., RAD, and structured methodologies.

4. Business Environment, Stakeholder Analysis, Business functions, processes.

5. Enterprise Analysis and Process Transformations

6. Managing Requirements, Eliciting, Gathering and Documenting Requirement.

7. Tools for modelling Static Business Processes.8. Tools for modelling Dynamic behavior of processes.9. Business Analyst's Practice Areas.

Text Book: Business Analysis by Pradeep Pendse, PHI India.

Ref. Book: 1. The BABOK published by IIBA, Canada. The soft copy is available on

Handout Folder.2. Object Oriented Analysis and Design with Unified Process, B y Satzinger,

Thomson Publication.

Course evaluation: 30% Quiz and class tests, Group Project 20%, Assignments: 20% and End Term examination 30%..

IMT Nagpur –PGDM Program 2009-11 Batch HR Elective Term-IV

Industrial Relations & Trade Unions (IRTU)Course Outline

Dr. N.Y. PhadnisFacilitator

Industrial Relations (IR) also referred to as Employee Relations(ER) is an integral & inseparable part of Human Resource or People Management function in any organization. Handling IR/ER, dealing & negotiating with Trade Unions is one of the most significant features and a challenging & thrilling task of HR Manager's Job Profile. HR Manager must be well versed with this aspect of Employee Management since he/she is required to perform rescue, relief & rehabilitation operations during Labour & Union troubles. HR Manager is a mediator & an internal Consultant to Management & Trade Unions on Employee Relation issues & related Legal Aspects. He/She is an internal Legal Consultant, a Maintenance Engineer on Human side & a Fire Fighting person in an organization. The course in interlinked with the course Legal Aspects of Employment (LAE) i.e Industrial Labour Laws. These two courses i.e. IRTU & LAE are package courses strongly recommended for those who aspires to make career in HR.

Course Objectives1. To Familiarize Student Managers with Concepts & Theories relating to Employee

Relations & Employee-Unions Issues & Problems.2. To Apply the Theory & Law (LAE) to effectively tackle Labour & Trade Union

Problems in an Organization.

3. To get acquainted with the Practical Tips & Techniques of Managing Employee Relations.

4. To get familiarize with the techniques & skills of dealing with trade unions & negotiating with them.

5. To be Responsive to the recent Happenings & Challenges in the field.

Course Methodology (Andragogy)1. Lectures & Discussions to clarify Concepts & Theory 2. Case Studies- Analysis & Presentations.3. Quizzes & Problem Solving/Situation Handling Exercises & Role Plays.

Course EvaluationCase/Problem/Situation Solving Presentations & Role Plays- 30 Marks, Quizzes -20 Marks. (To be held during regular class sessions) Mid-Term Exam- Closed Book-1.5 hours duration- 20 Marks (May be held during regular class session). Theory + Application based.End-Term Exam-Closed Book- 2 to 3 hours duration- 30 Marks. Theory + Application based.

Course/Study Material1. Course Docket to be used as Text Book. (For Readings & Cases) 2. PPT slides of IRTU course (Dr.NYP) 3. Dynamics of IR by Mamoria & Gankar- Himalya Publishing.4. Industrial Relations by A. M. Sarma- Himalaya Publication. 5. Industrial Relations by C.S. Venkata Ratnam – Oxford University Press. 6. Industrial Relations by Monal Arora- IMT Publication.7. IR by Arun Monappa – TMGH Publication.8. IR in India by Ratna Sen- Macmillan.9. IR & LL by B.D. Singh- Excel Books.10. IR, TU &LL by P.R.N. Sinha- Pearson Education.11. Text Book, Course docket & PPT of LAE.

Journals for Articles, Problem Solving, Exercises & Quizzes1) CLR-Current Labour Reports 2) LLR-Labour Law Reporter 3) LLJ- Labour Law Journal 4) ILJ- Indian Labour Journal 5) HRM Review 6) The Journal of Industrial Relations. (JIR)

Course Contents:-The contents are illustrative & flexible to meet the course objectives. (The Course Contents of IRTU are interlinked with Course contents of LAE & hence joint reading of course dockets & PPT slides of both these courses is recommended)

Concept, Scope & Significance of Industrial Relations/Employee Relations.

Trade Unions:-Role of Trade Unions, Registration & Recognition of Trade Unions Negotiations & Collective Bargaining with Trade Unions/Employee Representatives,

Negotiations Strategies & Processes, Drafting, Implementation & Administration of Agreements & Settlements with Unions.

Direct & Coercive Actions in IR- Strikes, Lockouts, Gherao, Go-Slow & Unfair Labour Practices by Employer & Unions.

Discipline Management & Disciplinary Actions:-Misconducts, Charge-Sheets, Domestic Enquiry (Procedure), Punishments, Principles of Natural Justice (PNJ). Code of Discipline. Participative Management-Workers/Employee Participation in Management (WPM).

Employee Grievance Handling & Procedure.

Industrial Disputes Settlement Methods- Collective Bargaining, Conciliation & Arbitration, Adjudication. Role of ILO in IR.

Legal issues & implications connected with above topics. Case Laws & Case Studies. Note- This course outline will be up-dated (if necessary) in the light of latest Industry Requirements. _________________________________O_____________________________________

SUBJECT- INSURANCE Course-1 Course Curriculum

Topics

Module-1

-Introduction-Concept of Risk-Meaning of Risk-Methods of Handling Pure Risks-Characteristics of Insurable Risks -------3 Hours-What is Insurance? -Functions of Insurance

-Classification of Insurance-Insurance Terminology-Theory of Rating

Module-2

-Essential elements of Insurance Contracts-Common Law principles applicable to Contracts Of Insurance -Utmost Good Faith,

- Insurable Interest,- Indemnity, --------5 Hours- Contribution,- Subrogation,- Proximate Cause with Case Studies.

-Types of General Insurance-Fire-Marine a) Cargo b) Hull-Miscellaneous Accident

a) Motorb) Engineeringc) Health ----------6 Hoursd) Aviatione) Liability

-Essential underwriting factors in General Insurance-Pricing Techniques in Non-Life Insurance

Module-111

Types Of Life Insurance-Role of Actuaries

-Product Risks-Valuing Liabilities ------------8 Hours-Need for Capital-Framework for Solvency assessment-Pricing Techniques in Life Insurance-Group Insurance-Gratuity Schemes

Module- 4

Practice of Life Insurance -Proposal form, Policy, First Premium, Riders, Underwriting, Business Procedure --------------- 2 Hours

Practice of General Insurance-Proposal form, Cover note,-Policy, Endorsement,-Certificate of Insurance,-Renewal Notice, Underwriting,-Business procedure ------------------ 2 Hours

Module- 5

Risk Management in Insurance ------------------- 4 Hours

_______________ Total 30 Hours _______________

INTEGRATED MARKETING COMMUNICATION

Course Outline – IMCTerm: IVCourse Instructor: Prof. Milind M FadnavisCourse Type: Elective Credit: 03

Course objectiveTo provide understanding of the following:-The process: Advertising & Integrated Marketing communication in Business and Society.-The planning: Analyzing the Advertising & Integrated Marketing communication Environment.-Preparing the Message.-Placing the Message in Conventional & New Media.-Integrated Marketing communication.

-Personal selling process-Various promotion schemes-Public relations and their utility in IMC-Direct Marketing and its relevance-Digital media and its utility in IMC

Teaching Methodology*lecture sessions*group presentations*case analysis

Evaluation criteria:Mid-term ----------------- 30%End term exam-----------30%Group presentations-----20Project Work-------------20%Course contents:1. Introduction to IMC2. The Role of IMC in Marketing Process3. History of Advertising4. Organizing for Advertising & Promotion5. Analyzing Communication Process6. Source Message & Channel Factors7.Creative Planning ,Strategy & Development8. Creative Strategy: Implementation & Evaluation9. Media Planning & Strategy10.Direct Marketing 11. Internet & Interactive Media12. Sales Promotion13. Public Relations , Publicity & Corporate Advertising14. Personal Selling15. Measuring Effectiveness of Promotional Program16. International Advertising & Promotion17. Evaluating the Social ,Ethical & Economic Aspects of Advertising & promotion

International Financial Management

Sem IV, Sessions: 20, Credit: 3 Units

Facilitator: Dr Gajavelli V S

Course Introduction

Managing an international business or one exposed to global competition requires an understanding of international financial instruments, markets, and institutions. This course provides you with a working knowledge of these issues. More elaborately, this course provides an analytic framework for understanding how cross-border financing, valuation, risk management, and investment decisions are influenced by a variety of factors including exchange rates, legal rules, international tax considerations and country risk. The course provides the toolkit for understanding how firms can create, measure, and sustains value across borders. As such, the course provides students with the opportunity to translate the foundations of finance from their first year coursework to an international setting – so is the title of the text i.e. International Corporate Finance.

Coverage

The topics we will cover include: global financial markets, the nature of foreign exchange risk, the determination of exchange rates and interest rates in global markets, the management of foreign exchange risk with forwards and options, the evaluation of international investments, exchange rate forecasting, the anatomy of currency crises, and current developments in international financial system.

Career Focus

IFM is aimed at developing an understanding of international finance, and the role it plays in the management of international companies. The course is intended for students who will be involved in cross-border investment and financing decisions ranging from large multinational firms to transaction advisors (investment bankers, commercial bankers, or consultants) to investors (research analysts or money managers). The course is also appropriate for students seeking to reinforce the foundations of finance with particular attention to issues related to international finance and business.

Educational Objectives

Leading multinational enterprises and new, rapidly growing multinational companies access new markets across borders in more cost-efficient ways than ever before. As a consequence, developing the expertise to evaluate and finance those opportunities requires a deep understanding of global capital markets, exchange rates, tax rules, and legal and institutional rigidities. In doing so, individuals and firms provide themselves with differentiating capabilities in global markets as they compete with leading firms from around the world.For some firms, cross-border activities - such as hedging, cross-border valuation, and investing in emerging markets have proven their downfall. Other firms have built the foundations for raising capital around the world, managing foreign exposures, optimizing tax positions, and leveraging capabilities in developing markets so that these activities have become central to the firm's overall success. Similarly, portfolio funds increasingly seek international opportunities and diversification, forcing them to understand the finances of global companies and how international environments alter valuation.

The course aims to provide students with the opportunity to:

Gain deep knowledge of global capital markets Acquire an analytic framework for understanding how cross-border financing,

valuation, and investment decisions are influenced by a variety of factors-from exchange-rate fluctuations to legal and institutional rigidities to international tax rules and considerations.

Develop tools, skills, and best practices for leveraging a firm's internal and external financial decisions in order to create, measure, and sustain value across borders, and maximize the shareholder's wealth.

Text Book and Case Packet

The textbook for the course is International Corporate Finance, 8th

Edition, by Jeff Madura, Thomson: South-Western, 2006. This text will be used as a complement, not as a substitute for the lectures and class discussions. The case packet(Readings in IFM) contains case studies / articles, copies of the overhead slides used in the class discussions as well as copies of Chapters 2, 3 and 4 of Dr Maurice D Levi's International Finance: The Markets and Financial Management of Multinational Business, McGraw-Hill International Editions. These chapters are useful to review the fundamentals FX market dynamics and various currency derivatives. For additional readings I suggest:

1. International Financial Management,(Fourth edition) by Prakash. G Apte (Director, IIMB), Tata McGraw-Hill Editions

2. International Financial Management,(Third edition) by Cheol Eun and Bruce Resnick, Tata McGraw-Hill Editions.

Supplementary materials will be handed out in class. I encourage you to bring to my notice articles from publications such as the Wall Street Journal, the Financial Times, The Economist and Fortune International that you find useful.

Course Content and Organization

Below you find a list of topics that we will discuss and the corresponding readings in the textbook / Readings in IFM organized by weeks. This organization is tentative since the pace and depth of class discussion of different topics need to be tuned to class interest. IFM has four distinct modules:

Module I : The Multinational Financial Environment

Topic 1: Globalization and the Multinational Firm Week 1(3.0 hrs.) -An Overview (Chapter 1: Text & Readings)

Topic 2: International Financial System, the BoP& Week 2(1.5 hrs.) Foreign exchange Markets:

(Chapter 2: Text & Readings )

Topic 3: Exchange Rate Determination Week 2/3(1.5 hrs.) (Chapter 4, Text & Readings )

Discussion Notes, Case studies & Class Contributions.

Module II: Exchange Rate Behaviour and Foreign Exchange Markets

Topic 4: International Financial Markets Week 3(1.5 hrs.)

An Introduction to FX Markets: Direct vs. Indirect and Cross Exchange Rates (Chapter 3, Text & Readings)

Topic 5: The Forward Exchange Week 4(1.5 hrs.) (Chapter 5, Text & Readings )

Topic 6: The Currency Futures, Speculation & Market Organization Week 4/5(1.5 hrs.) (Chapter 5, Text & Readings)

Topic 7: The Currency Options and Market Organization Chapter 5, Text & Readings) Week 5/6(1.5 hrs.) Topic 8: Interest Rate Parity, International Arbitrage.and FX Rate Forecasting (Chapter 7, Text & Readings) Week 5/6(1.5 hrs.) Topic 9: Relationship among Exchange Rates, Inflation, and Interest Rates: PPP, IFE, SEH and UIRP ........ . and FX Rate Forecasting(Chapter 8, Text & Readings)Week 5/6(1.5 hrs.)

Discussion Notes, Case studies & Class Contributions.

Module III: Exchange Rate Risk Management Topic 10: The Nature and Measurement of Exposure and Risk

(Chapter 10, Text & 8, Readings; addl. Chapter 3 IFM By P G Apte) Week 9(1.5 hrs.)

Topic 11: Managing Transaction Exposure: Market-based vs. Internal Hedging Strategies Week 9/10(1.5 hrs.)

(Chapter 11, Text& 9, Readings)

Topic 12: Managing Economic Exposure(Chapter 12, Text& 10, Readings) Week 10(1.5 hrs.)

Topic 13: Managing Translation Exposure (Chapter 12, Text& 10, Readings) Week 10(1.5 hrs.) Discussion Notes, Case studies & Class Contributions.

Module IV: Long-term Hedging- Financial Swaps & International .

Diversification

Topic 14: Special Financing Vehicles - Financial Swaps Week 12(1.5 hrs.)

(Instructor Handouts and suggested readings)

Topic 15: Recent Developments in International Capital Markets including Financial Crisis 2008-09: Financing, Investments, Risk and Diversification across Markets Week 13(1.5 hrs.)

Discussion Notes, Case studies & Class Contributions.

Course Requirements

This course consists of 20 sessions plus a paper(your project work) on a topic of mutual agreement, which can be written individually or in groups of up to three members. Regular class preparation, attendance, and active participation are required, consistent with the Institute's academic standards.

Evaluation

The grade in this course is based on Case Analysis& Home-work Problems, Class Participation, Project and Mid-term and End-term exams.Home-work case studies and problems will be solved in groups of up to three students. Home-work assignments are announced in the class. Home-work problems must be solved without consulting answers to previous year's problems. Late home-works are not accepted.There are tutorial sessions to go over practice problems and difficult conceptual topics. Dates and times of these sessions are announced in class. The use of computers in class is not permitted.

Pedagogy

Fundamental concepts and applications, case illustration and discussions and active Participation of the class. The faculty plans to use a combination of class discussions, case studies, group assignments to achieve the course objectives.

In-depth analysis of the topics and real-world cases exposes students to a broad range of financial decisions covering various industries. Students will be faced with situations wherein they have to take decisions that CFOs of multinational enterprises, country managers, portfolio investors and entrepreneurs face when involved in cros-border trade and financial decisions.

Testing Pattern & Objectives

The focus is on fundamental concepts, tools & techniques and its applications in real-life business situations, essentially covering the class discussions and home-work and your personal efforts. More importantly, on your abilities to expand on the class discussions and broaden your thinking and knowledge of the subject.

With best wishes

Gajavelli V SCourse Facilitator

****

Institute of Management Technology, NagpurPGDM (2009-11)COURSE PLAN

INVESTMENT MANAGEMENTFinance Specialization Paper

Dr Raju IndukooriCourse OverviewThis is the course which integrates securities analysis and portfolio management demanded by Asset Management Companies, Stock Brokers, Wealth management companies, KPO Companies and ITES companies. This subject would deal with all the financial investments in general and stocks and bonds in specific helping the students who want to become equity analysts, securities analysts, portfolio managers and investment managers of their own or work with similar designation in a globally reputed company.

Course Objectives The course is designed to introduce the students to contemporary theories and practices of security analysis and investment management and equip students with the concepts and techniques with empirical approach which would enable the students to tap the career opportunities in ITES, KPO, Stock Broking, Wealth Management, Investment Banking and Asset Management companies.

Pedagogy

The course would be delivered through classroom lectures, discussions, presentations, assignments, real-time examples, hands on experience and Do-It-Yourself Investment analysis. Candidates would be evaluated on a continuous basis through examination, assignments, live project and case studies.

Course RequirementsThe students willing to opt this subject should have good understanding and scoring in Securities Markets, Corporate finance, Economics, Business Statistics or quantitative methods and Financial Accounting. Active participation of the students in the class is a prime requisite.

EVALUATION COMPONENETS# Component Weightage1 Attendance 102 Live Projects 303 Quiz / Case Study 304 End Term Examination 30

SESSION SCHEDULETopic # Session # Topic Reference

Module I – Introduction to Investments1 1 Investment Environment IB: 1-232 2 Investment Alternatives IB: 1-573 3&4 Basics of Investment Decision RB8: 21-694 5 Securities Markets and Stock Exchanges RB8: 92-196

Module II – Equity Investments and Analysis5 6 Fundamental Analysis - Economic Analysis IB: 586to5996 6 Fundamental Analysis - Industry Analysis IB: 600-6187 7 Fundamental Analysis – Company Analysis IB: 666-7088 8 & 9 Equity Valuation Models IB: 619-6659 10 Technical Analysis RB5: 582-605

Module III – Capital Market and Portfolio Theories10 11 Capital Asset Pricing Model (CAPM) IB: 303-34111 12 Efficient Market Theory IB: 369-40812 13 Arbitrage Pricing Theory IB: 344-367

Module IV – Portfolio Analysis and Management13 14 Portfolio Management RB17: 791-80514 15 Portfolio Evaluation Theories – Markowitz, Single and Multiple Index models. IB: 173-301, 971-99515 16 Portfolio Management Strategies RB5: 606-640

Module V – Other Investments and Analysis16 17&18 Bond Valuation IB: 472-54217 19 Mutual fund Analysis IB: 98-12518 20 Investments in the Global Scenario IB: 912-947

End Term Examination

ISSUE BOOKZVI Bodie, Alex Kane, Alan J Markus and Pitabas Mohanty, Investments, McGraw-

Hill 8th

EditionREFERENCES

1) Charles P.Jones, Investment Analysis and Management, Eighth Edition, Wiley 2001

2) Cvitanic and Zapatero, Introduction to the Economics and Mathematics of Financial Markets, PHI, 2007

3) Donald E.Fischer and Ronald J.Jordan Security Analysis and Portfolio Management, Pearson Education, 2004

4) Edwin J. Elton, Martin J.Gruber, Modern Portfolio Theory and Investment Analysis, 5/e, Tata McGraw-Hill, ND 2002

5) Frank K Reilly and Keith C Brown, Investment Analysis and Portfolio

Management, 8th

Edition, Cengage 20076) ICFAI University Press, Portfolio Management Text Book 20057) ICFAI University Press, Portfolio Management Work Book 20058) ICFAI University Press, Security Analysis Text Book 20059) ICFAI University Press, Security Analysis Work Book 200510) ICFAI Books, Formulae and Tables 200411) Mayo Herbert B Thomson, Investments12) Prasanna Chandra, Investment Analysis & Portfolio Management, 3/e Tata

McGrawHill 200313) M Ranganatham and R Madhumathi, 'Investment Analysis and Portfolio

Management', Pearson Education 200614) S Kevin, Security Analysis and Portfolio Management, PHI 200915) Stephen H.Penman: Financial Statement Analysis and Security Valuation,

TMH, 200416) V K Bhalla, 'Investment Management – Security Analysis & Portfolio

Management', 16th

Edition, Chand 201017) William F. Sharpe, Gordon J. Alexander and Jeffery V. Bailey:

'Investments', Prentice Hall, 2002

MAGAZINES AND JOURNALS Analyst – ICFAI University Press Capital Market Dalal Street Investment Journal Portfolio Organizer – ICFAI University Press Treasury Management – ICFAI University Press The ICFAI Journal of Behavioral Finance – ICFAI University Press The ICFAI Journal of Applied Finance

DATA BASE APPLICATIONS Capital Line

Prowess

June, 2010IT Strategy : Course PlanLecture No. Topic1 Lecture-I: IntorductionThis class will have Moodle sign-up. All students to bringlaptops.1. Introduction2. Grading scheme3. Text book and references4. Course structure5. Pedagogy6. Formation of groups7. What is ITS and what is it not?Difference between IT Strategy and managing IT strategicallyBrief on cases for presentationsSelect your case for presentation ChoiceSelect Leaders Choice2 Lecture-II: Evolution of IT The 3 stages of IT evolutionLecture-II-FilesIntro to Aetna Case for next Lecture PDF document3 Lecture-III: Fundamentals of IT Strategy- Strategic AlignmentModel (SAM)Organization Types & SAM PDF documentThe Three Types of Organizations PDF documentCaselet-Levi's PDF document4 Lecture-IV: Fundamentals of IT Strategy- Strategic AlignmentModel (SAM)

5 Lecture-V: Case discussions by Group-1 and Group-21. Group-1:Aetna

2. Group-2: South West Airlines3. QUIZ:Quiz on L1-L5 and the cases presented in L4 at theend of the class: 6 marks4. Peer assessment of presentationsBring your laptop. You will not be allowed to borrow laptop.Aetna Case and Lead Questions fileCase: South West Airlines PDF documentAirDeccan PDF documentTeam Assessment-Group-1: Presentation Assessment for theteam QuestionnaireTeam Assessment-Group-2: Presentation Assessment for theteam Questionnaire6 Lecture-VI: Critical Success Factors (CSFs)Article on CSF by John Rockart PDF document7 Lecture-VII: ERP as a Strategic Tool for BusinessesERP-Case-Analysis-FilesAvoiding Pitfalls in ERP PDF documentEvolution of IT Stages &Strategic Alignment Model (SAM) Quiz8 Lecture-VIII: ERP (Contd)

9 Lecture-IX: Guest Lecture on ERPSurvey-1:L4 Questionnaire10 Lecture-X: Case discussions by Group-3 and Group-41.Group-3: Analysis & CSFs for an IS for a steel plant2. Group-4: ERP at CISCOQUIZ:Quiz on L6-L10 at the end of the classBring your laptop. You will not be allowed to borrow laptop.Guidelines_Steel_Plant PDF documentQuiz on presentationsTeam Assessment-Group-2: Presentation Assessment for theteam Questionnaire11 Lecture-XI: Supply Chain Management System as a StrategicTool for BusinessesCase Study : SCM in ECC and M&M PDF document12 Lecture-XII: Guest Lecture

13 Lecture-XIII: Case discussions by Group-5 and Group-6: SCMas a strategic tool for businesses1. Group-5: Nike SCM Case Analysis2. Group-6:P&G &Walmart SCM case3. QUIZ on L11-L13Bring your laptop. You will not be allowed to borrow laptop.Nike-Case-Analysis-FilesSIS-Timester-V-2008: Mid-term Examination Quiz14 Lecture-XIV: Internet as a strategic tool for businesseseBusiness Models by Mohanbir Sawhney PDF documentStrategy-and-the-Internet-Porter.pdf PDF documentGuidelines Powerpoint presentationRethinking Strategy PDF documentCollaborative Model Powerpoint presentationGuidelines Powerpoint presentationFord PDF document15 Lecture-XV: Internet as a strategic tool for businesses & CSFsfor eBusinessSurvey on use of Moodle-OLT Questionnaire

16 Lecture-XVI:Case discussions by Group-7 and Group-8::Cases in eBusiness1. eGrocery Business2. Mumbai Dabbawalas3. QUIZ on L14-L16Bring your laptop. You will not be allowed to borrow laptop.eGrocery Business Case FilesMeasuring Business Value of IT fileeGrocery Business Models QuestionnaireMeasuring Business Value of IT QuestionnaireQuiz on Internet & e Business Strategy17 Lecture-XVII: IT Doesn't MatterIT Doesn't Matter PDF documentIT Doesn't Matter Processes Do PDF documentWhyITMatters PDF documentQuestions&Pointers Word documentIT Doesn't Matter Questionnaire18 Lecture-XVIII: IT Portfolio ManagementQUIZ on L17-L18Bring your laptop. You will not be allowed to borrow laptop.

19 Lecture-XIX: Case discussions by Group -9 and Group-10:Case-I: Care GroupCase-II: VW AmericaNO QUIZHolistic Approach to Assessing Alignment PDF documentMastering ITPM PDF documentQuiz on IT Doesnt Matter & CMM20 Lecture-XX: Case discussions by Group-11 : Cases on ITPM1. Case: Cathay Pacific2. QUIZ on L19-L20Bring your laptop. You will not be allowed to borrow laptop.Quiz on Cases (L19-L20)Closing Survey Questionnaire

PGDM – Term-IV (2009-11) Elective – HR

LEADERSHIP FOR CORPORATE EXCELLENCE

Course Design, Attendance & Evaluation Pattern

Faculty:

Prof. Jagannath Mohanty

Future of Leadership

Institute of Management Technology

Nagpurwww.imtnagpur.ac.in

INSTITUTE OF MANAGEMENT TECHNOLOGYNAGPUR

PGDM - IV (2009-11). Elective – HR.

LEADERSHIP FOR CORPORATE EXCELLENCEFaculty: Prof. Jagannath Mohanty

COURSE DESIGN

 INTRODUCTION & OUTLINETwentieth century witnessed some of the mankind's mightiest corporate rises. The world saw the emergence of corporations that impacted and changed lives of the millions. The very lifestyle changed with change of a decade. The General Motors, the Ford Corporation, the Boeing, the IBM, the Siemens, the Nokia, the Cisco, the Apple, the Microsoft and close home the Tata, the Birla, the Godrej, the Bombay Dyeing, the Infosys, the Wipro and scores of other corporations were a result of Individual initiative and exemplary and exceptional leadership abilities, those were considered very ordinary people prior to their titanic success. Names like Henry Ford, Jack Welsh, Richard Branson, Charles Babbage, Steve Jobs, Ghanshyam Das Birla, Kasturbhai Lal Bhai, Hirachand Walchand, JRD Tata, Narayan Murty and others have become a household name, these legendaries have become synonymous with whatever they thought and they produced. The 21

st century

is yet to see a 'corporate explosion' that potentially can change lives for decades to come. Leadership is about churning extra-ordinary performance from ordinary people. Since the days of Greek philosophers, Leadership has been

contemplated and it is one of the most popular research topics. In every group – family, sports, social, study, work etc., – doubtlessly there is one person considered to be more influential than others whom we refer to as leaders. The importance of leaders in groups, organizations, institutions, nations and alliances of nations is well recognized and documented in history. They have been the subjects of countless studies, novels, and stories, all attempting to say something about what leaders do, what leadership is, and even how to be a leader. A Leader makes an immeasurable impact by energizing, people and organizations, guiding towards individual and organizational effectiveness. Thus leadership and leaders are indisputably indispensable, more so in modern turbulent times of dynamic and rapid change, high competitive intensity and faster technological advancement invading the business landscape. Leaders provide direction, act as change agents articulating a vision and inspiring people to actualize the vision. Researchers' inquisitiveness and interest has generated many insights as to what sets apart those individuals who become leaders from those who do not. Their evidence – that Leadership is not the privy of a few charismatic people but is a process ordinary people use when they bring forth the best out of themselves and others – has evinced keen interest among all alike. It has been found that people make extraordinary things happen by liberating the Leader within everyone. Effective leadership is a universal process amenable for analysis and understanding. Despite each leader being unique, the patterns emerging from the practice of leadership serve as guide-posts for building leadership talent.

The domain of leaders is the future and the leader's unique legacy is the creation of valued institutions that survive over time. The most significant contribution of leaders is not simply to today's bottom line; it is to the sustained development of people and institutions that can adapt, change, prosper and grow for ever.

Students are aspiring business leaders and leaders of their destiny, carrying the batons of corporate fortunes into the future. The course of this course is a journey into insights on Leadership as an art, influence, technique, process and craftsmanship that can be acquired, nurtured and developed in individuals for liberating themselves from self-defeating and self-constraining chains. The course basically aims at providing insights on the process and skills of leadership. It would attempt to infuse in students a knack for looking at things 'differently' and searching the leader in them.Specifically the course intends to achieve the following objectives:  

1. To provide an insightful analysis and understanding of different perspectives on Leadership including the emerging paradigm shifts;

 2. To uncover the underlying practices of effective and

sustainable leadership demonstrated through real life cases of corporate world in the backdrop of changing corporate canvass;

3. To enable student managers explore, analyze and paint their own leadership portrait based on individual leadership profile and potential, by applying suitable tools and techniques.

4. To appreciate the value and profundity of Leadership and its mystical spectrum, impacting the fabric of corporate and human excellence so as to imbibe and develop the underlying Leadership Technology.

5. Through meaning insights and understandings, discovering the potentials in one self.

COURSE METHODOLOGY The teaching/learning process comprises of participative class discussions, cases, quizzes, multi-media snapshots, activities and assignments. Students Leaders are expected to demonstrate their leadership potential through their passionate inquisitiveness and demonstrated commitment reflected in their active involvement in the process and appreciable performance levels. The effectiveness of the course to a large extent is contingent upon the active and effective involvement of the participants as much as on their punctuality, regularity and participation.

COURSE STRUCTURE:The course takes its journey through 20 sessions of 90 minutes each and the session plan is indicative of the itinerary and the milestones covering the entire journey. Despite the fact that the journey to Leadership cannot be completed through a single book, there needs to be a basic skeleton reading Text and hence the title Effective Leadership by Robert N. Lussier and R.Christopher F. Achua (3/e-2007) Thomson South-Western (rechristened as Cengage Learning) is prescribed. The Text book is supplied to the course participant as reading material and the Reference books are available in the library. Additional readings may also be suggested / given as per course requirements from time to time.

READING TEXT: 1. Effective Leadership by Robert N. Lussier and Christopher F. Achua (3/e –

2007), Thomson South-Western, (Second India reprint 2007).

2. Leadership in Organizations by Gary Yukl, (6/e 2007) Pearson Education New Delhi. (ISBN: 81-317-0701-6).

REFERENCE BOOKS:

1. The Leadership Challenge by Jim Kouzes and Barry Posner (3/e 2007), Jossey-Bass, Wiley India. (ISBN: 81-265-0649-0)

2. Good to Great by Jim Collins, Collins, An Imprint of Harper Collins Publishers.

3. Business Legends by Gita Piramal, Penguin Books, 1999

4. Harvard Business Review on leadership, Harvard Business School Press. (ISBN: 0875848834).

Videos & Assessment InstrumentsSelect Videos will be screened in the class appropriate to the topics of discussion. Cases/ Excercises/ Assessment instruments will be provided/ administered to students as required by the course.

* * *DETAILED CONTENT OF THE COURSE

1. Leader and Leadership: Who is a Leader? Are Leaders Born or Made? Leaders & Managers – is there a dichotomy? Relevance and importance of Leadership; Assessment of Leadership potential; What makes a Leader? – Traits, Behavior, Contingency and Integrative Leadership theory paradigms.

2. Personality profile of Effective leaders; Attitude & Leadership styles: Personality Traits & Profile of Effective Leaders; Leader-Motive Profile; Leadership attitudes; The Pygmalion Effect; Self- Concept; Attitude and Leadership Styles.

3. Leadership Behavior and Motivation: Leadership Behavior and styles, Michigan & Ohio

Studies, the leadership grid, different leadership motivation theories.4. Credibility and Leadership: What people look for and admire in their Leaders? Credibility and Leadership – What is credibility behaviorally?

5. Value-Based Leadership & High Performance Culture: Value-Based Leadership; Creating a High-Performance Culture; A Framework of Value Dimensions, implications for Leadership practice.6. Leader – Follower Relations: Virtual Dyadic Linkage (VDL); Leader-Member Exchange (LMX); Follower ship.

7. Charismatic and Transformational Leadership: Qualities of Charismatic Leaders; Effects of Charismatic Leadership; Charisma a double-edged sword; Transformational & Transactional Leadership.

8. The Five Practices of Exemplary Leadership: Leadership for Today and Tomorrow; The Five Practices of Exemplary Leadership – Model the Way, Inspire a Shared Vision, Challenge the Process, Enable others to act, Encourage the heart.

9. Team Leadership: Leadership skills for effective Team Meetings, Self-Managed Teams; The Changing role of Leadership in Self-Managed Teams.

10. Emotional Intelligence & Leadership: What is Emotional Intelligence? Emotional Intelligence and Leadership.

12. Strategic Leadership and Managing Crises and Change: Strategic Leadership; Crisis Leadership and Leading Change.

13. Stewardship and Servant Leadership: The Nature of Stewardship and Servant Leadership; Frameworks of Stewardship and Servant Leadership.

14. Leadership of Culture & Diversity

15. Ethical Leadership

EVALUATION

The Structure of Continuous Evaluation for the course is as provided herein below:

Sl. No. COMPONENT WEIGHTAGE1. Assignments 20%2. Class Participation & Behavior in class 15 %3. Attendance & Punctuality 15 %4. Mid Term Examination 20 %5. End Term Examination 30 %

Important Note Assignments will be given as per the Course requirements from time to

time. Assignments not submitted/presented within the stipulated time, shall not be evaluated and consequently such students/groups shall not be entitled for award of any marks in such component.

The Mid-term examination will be conducted in the regular class session, testing your conceptual knowledge, and your ability to apply them to real-life situations. Predominantly the test shall consist concepts, theories and case studies. The schedule of Mid-Term shall be intimated later in the class.

The End-term examination is intended to test your ability to comprehend the overall course content in terms of concepts and models apart from the skill and dexterity in applying them to real-life situations.

The Evaluation process shall strictly be in accordance with the rules and provisions laid down in the Students' Handbook of IMT-Nagpur and any other supplementary rules forming part thereof.

* * *

S E S S I O N P L A N

Session 1 LEADER, LEADERSHIP & NATURE OF LEADERSHIP(Chapter 1 of Effective Leadership by Robert N. Lussier and Christopher F. Achua &Leadership in Organizations by Gary Yukl)

Session 2 PERSONALITY PROFILE OF EFFECTIVE LEADERS(Chapter 2 of Effective Leadership by Robert N. Lussier and Christopher F. Achua &)Screening of movie

Session 3 Leadership Behavior and Motivation(Chapter 3 of Effective Leadership by Robert N. Lussier and Christopher F. Achua)

Session 4 CREDIBILITY & LEADERSHIP (Chapter-2 of Effective Leadership by Robert N. Lussier and Christopher F. Achua & Ch-2 of "Leadership Challenge" – Kouzes & Posner)Video: The Credibility Factor: What Followers Expect from Leaders

Session 5 VALUE-BASED LEADERSHIP & HIGH PERFORMANCE CULTURE (Chapter-10 of Effective Leadership by Robert N. Lussier and Christopher F. Achua). Activity

Session 6 LEADER-FOLLOWER RELATIONS (Chapter-7 of Effective Leadership by Robert N. Lussier and Christopher F. Achua)

Life of a Business Legend I

Session 7 CHARISMATIC & TRANSFORMATIONAL LEADERSHIP(Chapter-9 of Effective Leadership by Robert N. Lussier and Christopher F. Achua)

Session 8 THE FIVE PRACTICES OF EXEMPLARY LEADERSHIP(Chapter 1 of "The Leadership Challenge" by Kouzes & Posner)Activity

Session 9 TEAM LEADERSHIP (Chapter-8 of Effective Leadership by Robert N. Lussier and Christopher F. Achua)

Video: Do you Believe in Miracles?

Session 10 EMOTIONAL INTELLIGENCE & LEADERSHIP(Reading Material)

Session 11 MID-TERM EXAMINATION

Session 12 STRATEGIC LEADERSHIP (Chapter-11 of Effective Leadership by Robert N. Lussier and Christopher F. Achua)

Activity

Session 13 MANAGING CRISIS AND CHANGE (Chapter-11of Effective Leadership by Robert N. Lussier and Christopher F. Achua)

Life of a Business Legend II

Session 14 STEWARDSHIP & SERVANT LEADERSHIP(Chapter-9 of Effective Leadership by Robert N. Lussier and Christopher F.

Achua)Activity

Session 15 Leadership of Culture & Diversity(Chapter-10 of Effective Leadership by Robert N. Lussier and Christopher F.

Achua)Life of a Business Legend III

Session 16 LEADERSHIP FOR EVERYONE(Chapter-13 of "The Leadership Challenge" by Kouzes & Posner)

Session 17 Case Analysis I & I1

Session 18 Life of a Business Legend IV & V

Session 19 STUDENT PRESENTATIONS

Session 20 REVIEW & DISCUSSION

Note – The outline is tentative and may be partially changed as and when required.

IMT Nagpur –PGDM Program2009-11 Batch HR Elective Term-IV

Legal Aspects of Employment (LAE) Course Outline

Dr. N.Y. PhadnisFacilitator

Legal Aspects of Employment (LAE) as the name indicates is course relating to legal issues & legal implications connected with & arising out of Contract of Service (Employment) i.e. Employer-Employee relationship in any Business Organization (Industry). It basically & essentially deals with Industrial Labour Laws applicable to Manufacturing and Service Industry. It covers rules & regulations creating legal rights & obligations of Employer (Management) & Employees (Unions) dealing with working & service conditions of employment i.e facilities & benefits admissible to employees. HR Managers are internal consultants on labour law matters who are also responsible for compliances & obligations under these laws hence knowledge of Industrial Labour Laws is an essential feature of HR Manager's work profile. It is as important & necessary as traffic rules to a driver. The ignorance of Labour Laws on the part of managers is fatal to an organization as non compliance invites serious penal consequences. The ignorance also adversely affects the career prospects of HR Managers. The courses LAE & IRTU are interlinked & are package courses strongly recommended for those who aspire to make career in HR.

Course CoverageThe course deals with Industrial/Labour Laws, Contract of Service (Terms of Employment) & Service Rules of an organization.

Course Objectives1. To impart knowledge of Industrial Labour Laws & Service Rules. 2. To know & to apply legal aspects of employment while handling & dealing

with HR issues in an organization right from selection to separation of employees.

3. To be aware about mutual rights & obligations of both employer (Management) & employees under Labour Laws.

4. To be able to effectively comply with the statutory obligations, benefits & facilities admissible to employees under these laws.

5. To know the working of Labour Administration (Govt.) & adjudicatory mechanism.

Course Methodology (Andragogy)1. Lectures & Discussions to clarify Legal Concepts & Law provisions. 2. Case Studies- Analysis & Presentations. Case laws. 3. Quizzes & Problem Solving/Situation Handling Exercises.

Course EvaluationCase/Problem/Situation Solving Presentations- 25 Marks. Quizzes -20 Marks. (To be held during regular class sessions) Mid-Term Exam- Closed Book-1.5 hours duration- 25 Marks (May be held during regular class session).Theory + Application based.End-Term Exam-Closed Book- 2 to 3 hours duration-30 Marks. Theory+ Application Based.

Course/Study Material1. Industrial Jurisprudence & Labour Legislation by A.M. Sarma- Himalaya

Publishing House. (Text Book) 2. Course Docket (For Cases & Extra Readings)3. PPT slides by Dr.NYP4. Course docket & PPT slides of IRTU Course. 5. Taxman's Labour Laws (2009 or alternatively 2008) 6. What everybody should know about labour laws? H.L. Kumar- Universal law

publishing co pvt. ltd.7. Obligations of Employer under Labour Laws-H.L. Kumar- Universal law

Publishing Co.pvt. Ltd. 8. Industrial Relations & Labour Laws by B.D. Singh- Excel Books. 9. Employers' Guide to labour laws by S.R. Samant- Labour Law Agency. 10. Labour & Industrial laws by P.K. Padhi- PHI Publication.11. Labour & Industrial Laws by S.N. Misra- Central Law Publication.

E-Sources- www.labourlawreporter.com www.helplinelaw.com www.indianetconsultants.com, www.vakil.com, www.corpmen.com www.inlegal.com , www.legalpundits.com user Id- imtnag, password-library Journals for Case Laws, Articles, Problem Solving, Exercises & Quizzes1) CLR-Current Labour Reports 2) LLR-Labour Law Reporter 3) LLJ- Labour Law Journal 4) ILJ- Indian Labour Journal 5) HRM Review 6) The Journal of Industrial Relations. (JIR) 7) APS Labour Digest.

Course Contents:-The contents are illustrative & flexible to meet the course objectives. (The Course Contents of LAE are interlinked with Course contents of IRTU & hence combined/joint reading of Text Book (of LAE), course dockets & PPT slides of both these courses is recommended to get the holistic perspective of both the courses.

Nature & Classification of Labour Legislation in India.

Constitutional Provisions relating to Labour Laws in India & Role of ILO Vis-à-vis Labour Laws in India.Salient Features & Working knowledge of following Labour Laws with latest & important Case Laws (Court Rulings) & the related legal aspects of employment relevant for Business & HR Managers.

1) Industrial Disputes Act 1947. 2) Trade Unions Act 1926. 3) Industrial Employment (Standing Orders) Act 1946. 4) Factories Act 1948 5) Shops & Establishments Act 1948. 6) Contract Labour (R&A) Act 1970 7) Payment of Gratuity Act 1972 8) Workmen's Compensation Act 1923 9) Employee State Insurance Act 1948 10) Employees Provident Fund Act 1952. 11) Apprentices Act 1961.Employers' Obligations & Statutory Compliances under the above laws. Important Issues & Recent Developments in Employment/Service Legislation domain in India. Note- This course outline will be up-dated (if necessary) in the light of latest Industry requirements.

Course Outline for "Money, Banking and Finance"

Offered in term IV as Economics and Finance area elective byProf. Subhasankar Chattopadhyay

Course Objective:The basic objective of this course is to help understand how financial markets (such as those for bonds, stocks, and foreign exchange) and financial institutions (banks, insurance companies, mutual funds, and other institutions) work through exploring the role of money in the economy. Financial markets and institutions not only affect our everyday life but also involve huge flows of funds throughout our economy, which in turn affect business profits, the production of goods and services, and even the economic well-being of countries other than India. What happens to financial markets, financial institutions, and money is of great concern to our politicians and can even have a major impact on our elections. The study of money, banking, and financial markets would reward one with an understanding of many exciting issues like the following.

Why do we save? How exactly savings are channelized to productive investment?Why does interest rate exist? Why there is a reward for postponing our consumption?Why do so many financial instruments exist? And why their numbers are proliferating each day? Does it enhance efficiency of financial markets?Why does not the household directly engage itself in productive activities, rather they put their saving first into financial intermediaries?Why do stock markets continue to exist even after so many crashes? Why not shift only to bank-based financial systems?From where does money derive its value? What are the ways in which the value of money may be defended? Why is it required to be defended?How does liquidity affect the economic behaviour of the household and firms, and the macroeconomy?Why do we need Central Bank? What are their objectives? Why price stabilization has become the most important objective?Does the state of financial development affect economic growth?What is a bubble? What are the indications of a bubble? Why do they build up?What is role of expectation for smooth functioning of financial markets? Can crises happen with sound economic fundamentals?

Topics

Module I: Financial Markets

Session 1: Introduction

Session 2: An Overview of the Financial SystemFunction and structure of Financial Intermediaries & MarketsRegulation of the Financial System

Session 3: Money and Interest RatesWhat is money?Theories of interest ratesThe behaviour of interest rates

Session 4: The Risk and Term Structure of Interest Rates

Module II: Financial Intermediaries and Stock Market

Session 5: Why do financial intermediaries exist?

Session 6: Economics of banking (depository) institutions

Session 7 & 8: Finance, Stock market and Investment

Session 9: Bank based vs. Capital market based Financial Systems

Session 11: Mid-term (30% weightage)

Module III: Central Banking and Monetary Policy

Session 12: Central Banks: Existence, Goals and Targets

Session 13: Transmission Mechanisms of Monetary Policy: Theory and Evidence

Session 14: International Experiences with Different Monetary Policy Regimes

Module IV: Financial Crises

Session 15: Currency and Banking Crises

Session 16 & 17: Sub-prime Crisis and Housing Bubble

Session 18: Project Presentations (10% weightage)

Note: 2 sessions are reserved for guest lectures (1st is on 6th August)

End Term (30% weightage)

Project Report (20% weightage)

Class participation and Preparedness (10% weightage)

Text: Financial Markets and Institution by Mishkin and Eakins, Pearson Education.

Other Readings: Will be uploaded in the course web well before each lecture. Case lets would be discussed at appropriate places.

INSTITUTE OF MANAGEMENT TECHNOLOGYNAGPUR

PGDM - IV (2009-11). HR Elective:

ORGANIZATION STRUCTURE AND DESIGN

Faculty: Prof. Vikramaditya Ekkirala

COURSE DESIGN

 INTRODUCTION & OUTLINE

Organizations are indispensable, inseparable from civilized living encompassing every phase of our daily lives from cradle to grave. We are born in organizations; we live in organizations realizing our goals; and finally when we depart, there is an organization involved in our last rites.

Formal organizations are purposive organisms designed to create value to the stakeholders. Their nature, behavior and effectiveness depend to a great extent, in the manner in which they are designed, organized, structured and cultured. The ability to comprehend the anatomy of organizations and the modus-operandi of their functioning will enhance the effectiveness of managers in the making in dealing with them. This course is designed to equip the participants with the armory of skills necessary to tame these modern day dinosaurs – organizations. This course is designed to help the participant to:  

1. Develop an understanding of the nature, processes and challenges of organizational design and the methods and means of addressing them.

 2. Acquire an overview of different forms of structural designs and their

contextual relevance and suitability.

3. Explore the interdependencies and influences between organizational structure, environment, strategy, technology, globalization and managerial behavior; and,

 4. Provide theoretical and practical insights and capabilities for effective

management of structural processes of organizations.

COURSE METHODOLOGY The teaching/learning process comprises of participative class discussions, activities, case studies and assignments. Students are expected to be punctual and regular for the sessions, well prepared with relevant readings and/or cases for effective participation in the class. The effectiveness of the course is contingent upon the degree of commitment and participation by the students.

COURSE STRUCTURE:

The course runs through 20 sessions of 90 minutes duration each and the session plan with the relevant topics and corresponding reading references is given below. The suggested reading text (text book) for the course is Organizational Theory, Design, and Change - Text and Cases by Gareth R. Jones and Mary Mathew (5/e). The chapter numbers mentioned against the respective topics in the session plan refer to the Text book/and or reference book as specified therein. The Text book and course docket are supplied to the participant and the Reference books are available in the library.

Copies of reference text readings that are suggested in the session plan are provided in the course docket along with other readings referred in the session plan. Additional readings may also be suggested as per course requirements from time to time.

Suggested Reading:

Organizational Theory, Design, and Change – Text and Cases by Gareth R. Jones and Mary Mathew (5/e), Pearson Education.

Reference Books:

1. Understanding Organizations: Organizational Theory and Practice in India, by Madhukar Shukla, Prentice Hall of India (ISBN: 8120311221).

2. The Structuring of Organizations, by Henry Mintzberg, Prentice Hall, Inc. Englewood Cliffs, N.J. USA (ISBN: 0138552703).

3. Organization Theory – Structure Design and Applications by Stephen P. Robbins (3/e), Pearson Education (ISBN: 8131704009).

* Course text is supplied to each student along with the case studies at the beginning of the course. * Readings from reference books listed in session plan are provided in the course docket.* Other readings listed in the session plan are also provided in the course docket. * Activity material is provided in the class.

* * *

DETAILED CONTENT OF THE COURSE

1. INTRODUCTION: Organizational Theory, Organizational Structure, Organizational Culture, Organizational Design. Organizational Effectiveness.

2. ORGANIZATIONAL DESIGN:Determinants of Organizational Design: Environment; Objective/Mission; Strategy; Technology; People and Culture; Age; Size. Influences on the choice of organizational design: Organizational stakeholders' goals and interests; Priorities of Top Managers, dispersion of organizational authority; Agency theory perspective; Moral hazard. Top Managers and ethics; Sources of organizational ethics; Development of ethical rules, causes of unethical behavior; Structural implications of creating an ethical Organization.

3. IMPACT OF ENVIRONMENT ON ORGANIZATIONAL STRUCTURE: Organizational environment. Sources of environmental uncertainty and impact on organizational design choices; Structural implications of symbiotic and competitive resource interdependencies – inter-organizational strategies for managing resource dependencies; Transaction cost theory; Influence of transaction costs and linkage mechanism on organizational design choices; Applying transaction cost theory for inter-organizational strategy choices:

Keiretsu, Franchising, and Outsourcing and their implications for structure. Studies of Lawrence & Lorsch; and Burns & Stalker.

4. CHALLENGES OF ORGANIZATIONAL DESIGN: Differentiation and Integration; Organizational roles; Subunits: functions and divisions; Balancing differentiation and integration; Integrating mechanisms; Balancing centralization and decentralization of authority; Balancing standardization and mutual adjustment; Implications of mechanistic and organic structures; Contingency approach to organizational Design.

5. DIMENSIONS OF ORGANIZATIONAL STRUCTURE: Authority and Control: hierarchy, flat and tall organizations, Parkinson's Law, Chain of command, Span of control. Factors influencing hierarchy. Horizontal differentiation; Centralization; Standardization. Bases of Structural Configuration: The Strategic Apex, The Operating Core, The Middle Line, The Techno structure, The Support Staff.

6. FORMS OF ORGANIZATIONAL STRUCTURE: Functional structure, Machine Bureaucracy, Professional Bureaucracy, Divisional structure: Types of Product Structure: Product division structure, Multidivisional structure, Product Team structure, Geographic structure, Market structure; Matrix Structure; The Adhocracy; Network structure and boundary less organization.

7. STRATEGY AND ORGANIZATIONAL DESIGN: Strategy and environment, the influence of structure on specific functional core competences, Global expansion and core competencies, Functional level strategy and structure; Business level strategy and structure; Corporate level strategy and structure. Strategy across countries and structural implications: Global geographic structure, Global product group structure, Global matrix structure.

8. TECHNOLOGY AND ORGANIZATIONAL DESIGN: Technology and organizational effectiveness; Technical Complexity and Organizational Structure; Small-Batch and Unit Technology, Large Batch and Mass Production Technology, Continuous Process Technology; Routine Technology & Organizational Structure, Non-Routine Technology and Organizational Structure; Structural implications of Task Interdependence – Pooled Inter-dependence, Sequential Interdependence, Reciprocal Interdependence.

EVALUATION

The course evaluation structure consists of the following components:

Sl. No. COMPONENT WEIGHTAGE

1. Punctuality & Class Behavior 10 %

2. Class participation 15 %

3. Mid Term Examination 25 %

4. Project Assignment 25 %

5. End Term Examination 25 %

Important Note

Guidelines in respect of Project on organizational design are provided along with this course design to every student of this course.

Marks will not be prorated for 'Punctuality & Class Behavior' & 'Class participation' components for any absence of students from class for official reasons.

The Mid-term examination will be conducted in the regular class session as scheduled in the session plan testing the conceptual knowledge, and ability of the student in applying them to real-life situations.

The End-term examination will be testing the ability of the student to comprehend the overall course content in terms of concepts and models apart from the skill in applying them to real-life situations.

* * *

SESSION PLAN

Session 1 INTRODUCTIONCourse overview, Formation of Student Teams & Introduction.Reading: Chapter-1 of Text Book; Activity.

Session 2 DETERMINANTS OF ORGANIZATIONAL DESIGNReading: Ch-2 of reference book (Understanding Organizations by Madhukar Shukla.): "Organizational Design". *Case: Ford vs. GM.*

Session 3 INFLUENCES ON CHOICE OF ORGANIZATIONAL DESIGN Reading: Ch-2 of Text book). Activity.

Session 4 IMPACT OF ENVIRONMENT ON ORGANIZATIONAL STRUCTURE – 1

Reading: Ch-3 of Text book. Activity

 Session 5 IMPACT OF ENVIRONMENT ON ORGANIZATIONAL STRUCTURE – 2

Reading: Ch-3 of Text book. Addl. Reading: "The Secrets to Successful Strategy Execution"by G. Neison, K. Martin, & E. Powers.*

Case: Alice Saddy: Caring for the Community.* Activity

Session 6 Class Presentations-1 by Student groups

Session 7 GUEST LECTURE-1 (Mr. Bomi Manekshaw)

Session 8 Class Presentations-1 by Student groups

Session 9 CHALLENGES OF ORGANIZATIONAL DESIGN Reading: Ch-4 of Text book. Addl. Reading: "Baseball, Football, and Basketball: Models for Business" by Robert Keidel.* Case: The Paradoxical Twins: Acme & Omega Electronics (page 444 of text book).

Session 10 DIMENSIONS OF ORGANIZATIONAL STRUCTURE Reading: Ch-5 of Text Book & Ch-2 of reference book (The Structuring ofOrganizations by Henry Mintzberg): "Five Basic Parts of the Organization".*Addl. Reading: "Organization Design: Fashion or Fit" by Henry Mintzberg.*

Session 11 MID-TERM EXAMINATION

Session 12 FORMS OF ORGAZATIONAL STRUCTURE-1 Readings: Ch-6 of Text book & Ch-7 of reference book (Understanding Organizationsby Madhukar Shukla.): "Types of Organizational Structures".*Activity

Session 13 FORMS OF ORGAZATIONAL STRUCTURE-2 Readings: Ch-6 of Text & Ch-7 of reference book (Understanding Organizationsby Madhukar Shukla.): "Types of Organizational Structures".* Addl. Reading: "Note on Organization Structure" by Nitin Nohria.*Case: Apex Corporation*

Session 14 STRATEGY AND ORGANIZATIONAL DESIGN – 1 Reading : Ch-8 of Text book. Activity: Strategy & Stakeholders. (Ex-6).

Session 15 STRATEGY AND ORGANIZATIONAL DESIGN – 2.

Reading : Ch-8 of Text book. Case: Bausch & Lomb: Regional Organization*

Session 16 ORGANIZATIONAL DESIGN & TECHNOLOGY-1 Reading : Ch- 9 of Text book & Ch-6 of reference book (Understanding Organizationsby Madhukar Shukla.): "Technological Determinants of Organizational Design".* Activity.

Session 17 ORGANIZATIONAL DESIGN & TECHNOLOGY-2.Reading : Ch- 9 of Text book & Ch-6 of reference book (Understanding Organizationsby Madhukar Shukla.): "Technological Determinants of Organizational Design".* Addl. Reading: "Measures of Perrow's Work Unit Technology: An Empirical

Assessment and a New Scale".*Activity.

Session 18 Class Presentations-2 by Student groups

Session 19 Class Presentations-2 by Student groups

Session 20 Guest Lecture-2 (Mr. Ashis Daniel).

The order and content of session plan may be modified depending on course requirements at any time which will be notified to students.

* Copies of reference text chapters, other articles of additional reading and case study texts (excluding text book cases) are given in the course docket provided to the students

along with the text book.

* * *

INSTITUTE OF MANAGEMENT TECHNOLOGY - NAGPUR

PGDM - IV (2009-11) HR Elective:

ORGANIZATION STRUCTURE AND DESIGN

Faculty: Prof. Vikramaditya Ekkirala

PROJECT ASSIGNMENT

DESIGN YOUR OWN ORGANIZATION

Objective: To enhance creativity and develop better insights into some of the principles of Organizational Structure & Design through the process of creating the organizational design and structure of a fictitious organization in the backdrop of relevant principles. Methodology: Each team will create their own organization giving it a fictitious name and elaborate on its products / services, size, environment, competition and technology using their creativity and innovation. Teams shall design and detail the organization structure of their respective organizations applying the principles and dynamics of organizational structure & design. Each team shall submit a detailed report addressing the following questions apart from making class presentations at two stages of the project. Every member of the team shall contribute to this project as part of the team and no team's project should be similar in name/products and/or domain. To ensure this, all teams are required to submit a synopsis of their project giving basic details of the name of their organization, products, services and domains of operation etc., to the faculty before the commencement of session-5 of OSD course. Evaluation: This Group Project carries a total weightage 25% out of which the final report carries 12% weightage and two class presentations of 6 % and 7% respectively. The following parameters form part of the evaluation: Creativity & innovation, coverage of various environmental and structural facets of organizational design, degree of detail and quality of the information, and insights in analysis and interpretation.

QUESTIONS

1. What is the name of your Organization? Give a short account of the history of your company. What does the organization do? What goods and services does it produce / provide? What is the company's mission and vision?

2. Draw a model of the way your organization creates value. Briefly describe its inputs, throughputs, outputs, and environment (specific information).

3. Who are the major stakeholders of your organization? List the major groups, and discuss any problems your company has (or had) in managing its relations with its stakeholders. Is it able to offer acceptable inducements / contributions package to each group? If not, why?

4. How do you judge your organization's effectiveness? What goals, standards, or targets are used to evaluate performance? How well is your organization doing judging by the external resource approach, internal systems approach or technical approach? Does your organization practice Balanced Scorecard approach?

5. How differentiated is your organization? Is it simple or complex? List the major roles, functions, or departments in your organization. Does your organization have many divisions? If your organization engages in many businesses, list the major divisions in the company.

6. How has your organization responded to the design challenges? (a) Is it centralized or decentralized? (b) Is it highly differentiated? What are the integrating mechanisms used by your organization? What is the match between the complexity of differentiation and the complexity of the integrating mechanisms that are used? (c) Is behavior in the organization very standardized, or does mutual adjustment play an important role in coordinating people and activities? Looking at the number and kinds of rules your organization uses, what is the level of formalization? (d) What role does the informal organization play in influencing the way members behave?

7. Draw an organizational chart of the top management in your organization. Write the names of top managers and their designations. What kind of structure (for example, functional, product division, multidivisional, matrix) does your organization have? Why does your company use this kind of structure? Describe the advantages and disadvantages of this structure for your organization.

8. How would you characterize the environment of your organization? Analyze the effects in terms of complexity and dynamism. From this analysis, how would you characterize the level of uncertainty in your organization's environment?

9. Using the questionnaire GIVEN IN THE COURSE DOCKET please identify whether your organization is more Organic or Mechanistic.

10. What role does technology in the form of knowledge play in the production of your organization's goods or services?

11. Using the Perrow's model as well as Thompson's model analyze the extent of fit between your organization's structure and the characteristics of its technology?

12. How has your organization designed its structure to match the environment in which it operates? For example, how do its degree of differentiation and its use of integrating mechanisms reflect the uncertainty of its environment?

13. Draw a chart of the main inter-organizational linkage mechanisms (for example, long-term contracts, strategic alliances, and mergers) that your organization uses to manage its symbiotic resource interdependencies. Do you think the organization has selected the most appropriate linkage mechanisms? Why or why not?

14. What is your organization's principal business-level strategy: low cost or differentiation? How successful is your organization in pursuing this strategy? In what ways does it need to improve its core competences to strengthen its competitive position? Is your organization operating in more than one domain? If it is, what corporate level strategy is it pursuing?

15. In what ways does your organization's structure matches with its strategy? How can the match be improved? Is the organization experiencing any problems with its structure?

***Presentation & Submission of PPTs:

1. Each team is required to make two presentations of 20 minutes duration each, on the above study to the entire class, followed by questions & answers for 5 minutes for each presentation. The first presentation is scheduled in session no. 8 and 9 and the second presentation will be held in Sessions 18 & 19 of OSD course and the sequence of teams for presentations will be announced by the faculty. The presentation schedule shall not be modified or postponed for any reason whatsoever.

2. The first presentation will address question nos. 1 to 7 of these guidelines and the second presentation will deal with the remaining issues contained in question nos. 8 to 18.

3. Soft copies of your presentation PPts should be submitted to the Faculty during office hours before the commencement of session No. 7 for the first presentation and before session No. 17 for the second presentation. Teams failing to submit the PPts within these deadlines (during office hours) shall forego this evaluation component. PPts cannot be modified after submission and the same PPts should be used for presentations.

4. The first slide of your PPts (for both the presentations) should contain your team no., topic, and names of team members with their roll nos.

5. Faculty shall bring the submitted PPTs in a pen drive and students shall arrange for their own laptops for presentations. Any delay caused due to technical problems with laptops, LCD, pen drives etc., shall be counted for the total time of 20 minutes given for presentation. Hence students are advised to arrive in advance to take care of the logistics.

6. All the members of the team are required to be present during their respective team's presentation. Any individual member/s absenting from presentations shall not be entitled to the marks obtained by the respective team.

Submission of Report: Each team is required to submit a report (one single report by each team) on the above study complying with the following stipulations and specifications:

7. The report should be written in your own language with the analysis on the above questions. Plagiarism will attract zero marks for the entire assignment.

8. A hard copy (along with a soft copy) of the Report should be submitted to the Faculty by each team during office hours before the commencement of Session No. 16 of OSD course without fail. The soft copy of the Report should be

submitted by e-mail or otherwise. Reports submitted after this deadline will not be accepted for evaluation.

9. The Title page of the report should contain the details shown in the format given hereunder in the end. The first page of the main report should start with the title of the report and appropriate sub-headings should be given in the text for relevant areas addressed.

10. Uniform formatting pattern of page size and font size with 1.5 line spacing should be maintained. All pages (excluding the cover/Title page) should be serially numbered and the report should not contain any hand-written material. Contents should be provided at the beginning and unnecessary blank spaces should NOT be left in the pages of the report.

11. All figures and/or diagrams appearing in the report should be appropriately captioned, numbered and listed after the contents page.

PGDM – Term-IV (2009-11) Elective – HR

Performance Management

Course Design, Attendance & Evaluation Pattern

Faculty:

Prof. Jagannath Mohanty

Future of Leadership

Institute of Management Technology

Nagpurwww.imtnagpur.ac.in

INSTITUTE OF MANAGEMENT TECHNOLOGYNAGPUR

PGDM - IV (2009-11). Elective – HR. Performance Management (CM)

Term IV, 2009 -11

Performance management – A backgroundIn the wake of globalization, liberalization and privatization businesses have not only crossed every geographical boundary, but also has become very competitive and evolutionary. Competitiveness, in most industries, depends on the effectiveness of human capital, i.e., the ability of employees to perform and innovate, to apply skills and accumulated knowledge, to work effectively as a team, and to manage customer expectations. Measuring performance, which traditionally was a routine exercise and followed a 'Run of the Mill' event has undergone sea change over the past few years in general and in India in particular. Today managing performance has become a key to 'talent retention strategies'. Hence, performance management and performance improvement have become buzzwords among HR specialists and managers.

Performance management is a process which allows an organization to measure and improve work effectiveness of its people. It involves several activities ranging from goal setting, tracking changes, delivering and reviewing performance, coaching, motivation and employee development.

Objectives of the courseThis course aims at providing insight and understanding of designing and developing effective performance systems, through concepts and practices. To understand and emphasize the significance of an effective performance management system in achieving organizational goals. It reinforces the notion that performance management is an ongoing process constituting goal setting and planning, facilitating, assessing, reviewing and coaching to improve performance. It is expected that participants will benefit from the practical inputs that this course offers and get insights on managing PM systems.

Reference Text: 1. Performance Management, Prem Chadha, MACMILLAN Publishers.2. Performance Management, Herman Aguinis, Perarson Education.

PedagogyThe course will be delivered through a combination of lectures in concepts and developments, case studies, team activity and experiential learning through designs of

forms and templates for Organizations. Team activities will be used extensively during the course.

Preparation and team activityIt is expected that all participants come prepared in terms of reading and analyzing the case and handouts for each session. This course is not designed to be instructor-driven but rather depends on participant preparation and interaction. The onus of learning rests solely with the participants.

Case AnalysisCase analysis and discussion form an integral component of the course. Every conceptual input will be followed by case studies. Participants are expected to meet in groups and discuss the case prior to the session and prepare a 'group case analysis report'. And submit such reports on a specified date.

ProjectEach team will conduct a field project as part of the course. The project should involve analysis, review and recommendations about the PMS of an organization. The teams are expected to design performance management scale and systems. While it is not mandatory to visit the organization to collect information it is suggested that atleast one or two visits are made in order to understand practical nuances of the PMS in the particular organization Final report submissions have to be made prior to the end-semester examinations and should not exceed 10 pages. Each team will present their findings to the class.

QuizzesSurprise quizzes will be held periodically in the true spirit of continuous evaluation. The quizzes will be from the reading / case / chapter assigned for that particular class.

SubmissionsCase analyses have to be submitted when called for in the class. Submission dates for the project proposal and final report will be announced in the class. Late submissions will not be accepted under any circumstances.

Evaluation:

Sl. No. COMPONENT WEIGHTAGE1. Assignments & Cases 20%2. Class Participation & Behavior in class 15 %3. Attendance & Punctuality 15 %4. Mid Term Examination 20 %5. End Term Examination 30 %

Team members will also be evaluated for individual contribution in the project, the marks for which will be credited along with class participation.

Course outline and session plan

Session 1 Performance Management: Introduction and Fundamentals Definition of performance management, scope, benefits to the organization, linkages with individual and organizational goals, the strategic perspective, integration with HR systems. Objective: To provide a basic understanding of PM systems and their significance in the organizational context.

Session 2 Performance Management Process Performance planning, goal setting, KPAs & KRAs, performance facilitation and execution, performance assessment, renewal, rewards and contracting Objective: To provide an overview of the performance management process and introduce each step in the PM system Case Study 1

Session 3 Performance Planning Performance and quality, goal setting, MBO, role of the supervisor, KPAs and KRAs, linkage with organizational goals, exercise in goal setting Objective: Examine the first step in performance management – goal setting. Understand the goal setting process, supervisory role, determinants of performance, and experiential learning.

Session 4 Performance Facilitation Job design, competency-based systems, employee involvement, employee involvement practices, performance issues with problem subordinates. Objective: Explore how desired performance can be induced among employees. Understand employee involvement and commitment to achieve goals. Quiz 1

Session 5 Performance Measurement Defining performance standards, choosing the measurement approach, dimensions of performance, competency analysis, assessing individual and team performance, characteristics of effective measurement, appraisal forms, trouble performers, techniques for performance appraisal. Rating methods, prevention of rating distortion, training for measurement Objective: Understand a critical step in the PM process – measurement of performance. Examining and understanding appraisal interviews, formats, techniques and rating methods. Discussion1

Session 6 Performance Management Techniques and Implementation Communicating the PMS, preparation, pilot, assessment centers, 360-degree feedback, team appraisals, interviews, role of the supervisor, top management, trust Objective: Understand the implementation process and potential roadblocks. Significance of communication processes in implementing a successful PMS. Examine

and evaluate various PM techniques like assessment center, 360-degree feedback, appraisal interviews Case 2

Session 7 Various methods of Performance Appraisal, Traditional & Modern Objective: To compare and contrast different methods of appraisal, hence finding a proper fit for current needs

Session 8 PMS and Rewards Pay, compensation, linkages with performance, theories of compensation, earnings at risk, communicating performance and rewards Objective: Provide an understanding of the linkages between reward systems and effectiveness of PMS. Case 3

Session10 Obstacles in appraisal, Designing appraisal for better results, Performance Appraisal interview, Potential Appraisal.Objective: Overcoming the obstacles of designing the performance management system, also understanding the other activities involved in PMSQuiz 2

Session 11 Performance Management Skills Coaching, counseling for performance improvement, PMS review meetings, training, training needs analysis, approaches to TNA Objective: Provide an overview of the various skills required by supervisors to successfully implement the PMS. Discussion 2

Session 12 Managing Team PerformanceObjective: To examine the challenges and goodness of appraising teams.Case Study 4

Session 13 mid – Term Exam

Session 14: Case 5, Discussion & Review

Session 15: Performance Management, link between Performance Management andPerformance Appraisal, Benefits of Performance ManagementObjective: Differentiate between PMS&PA both conceptually and practically, PA is a subset of PMS. Designing a bias free PMS.

Session 16: Review of the PMS Rejuvenating the PMS, linkages with organizational strategy. Objective: Examine the system review process and benefits thereof.

Discussion 3

Session 17: Legal issues in PMSObjective: Under the legal implications and compliances in designing and delivering a PMS

Session 18: Special issues Ethical issues in employee monitoring, recent trends, practices in Asian context, strategy. Objective: Examine special issues linked to performance management and recent developments.

Session 19: Project Presentation

Session 20: Project Presentation

# Case Studies will be provided following the conceptual/theoretical discussion

# Course outline and its contents are subject to change before the commencement of the course.

Project Management

Objectives: To introduce the students to the theory and practices in Project Management.

Contents:

Project Management(PM)-Concepts and principles, project life cycle Project appraisal- concepts and techniques Establishing the project- time ,cost, and performance parameters Project initiation- work-breakdown structure, task assessment, responsibility assignment organization for PM- line, staff and matrix organizations contracting and selection of contractors, tendering, bid evaluation , award of contracts, contract documents estimation and scheduling of project resources and project costs PERT, CPM techniques, crashing, resource smoothing model formulation and solution methods project tracking- monitoring and control, performance, progress, and cost information ststems use of computers in PM PM in the software industry, construction industry Critical chain PM Post completion project audit

Evaluation procedure(suggested)

Mid-term exam: 30 Assignments : 30 Presentations : 10 End-term exam : 30 Total : 100

Note: the course contents and the evaluation pattern may be suitably modified by the Instructor teaching the course.

Revenue ManagementTerm Offered : Term IV Instructor: K Nilakantan Objectives: To provide an exposure to the tools and techniques used in Revenue

Management using Capacity-control and Price-controlContents: Conceptual framework for Revenue Management

Quantity based Revenue Management:Capacity control methods –single resource, Littlewood's 2-class and n-class modelsHeuristics, adaptive algorithms, dynamic models,Network capacity controlapproximations using deterministic and stochasticLinear programming, randomized LP model, stochastic gradient methodsAsymptotic optimal partitioned controls,Decentralized controls, Overbooking-static and dynamic, combined capacity control and overbooking,

Price based Revenue Management Single product with replenishment and without replenishment

Multi- period and multi-resource pricing models Continuous/Discrete-time dynamic optimization formulations Perishable commodity pricing models Seasonal Demand and seasonal supply models Competitive Models: Differential Game models in pricing and

management scienceAuctions: Independent private value theory, Optimal single resource capacity auction, with/without replenishment, network auctions

Reference / Text book:Theory and Practice of Revenue Management, K Talluri, Ryszin, John Wiley, 2005

Readings : from the literature on this subject, research papers etcEvaluation: 5 Assignments : 5 x 8 : 40 Mid-term exam : 30 End-term Exam : 30

INSTITUTE OF MANAGEMENT TECHNOLOGY, NAGPURELECTIVE : MARKETING

Credit :3 Subject: Rural Marketing

Faculty : M. Fadnavis

Contents:-TOPICSRural Marketing –An OverviewProfile of Urban /Rural Markets& CustomersSegmentation of Rural MarketRural Marketing Research Rural Consumer BehaviorRural Marketing MixProducts & Services for Rural IndiaInnovations in Rural MarketsChannels of Distribution in Rural IndiaPricing issues in Rural MarketsAdvertising , Sales Promotion Strategies for Rural marketing New Product Launch Techniques in Rural MarketsMarketing Strategies , Policy ,Sales Management Practices Training Motivation and Evaluation Participatory Rural Approach TechniquesA Glimpse of the Future of Rural Marketing

EvaluationMid-term -30 %End-term -30%

Quiz(surprise)-20% Group presentations -20%

INSTITUTE OF MANAGEMENT TECHNOLOGY Nagpur

Elective : MarketingTrimester : IV (2009-2011)Subject ID : MKT. 4.3Subject : Sales and Distribution ManagementCredit : 3Sections : AB1, B2CD1 & D2E

Course Objectives:

1. To provide an understanding of a sales executive's functions under diverse circumstances.

2. Planning of sales operations according to sales objectives.3. Organizing of the sales effort both within the enterprise and relative to the

distribution network.4. Focusing on the management of sales personnel and the maintenance of

relationships with distribution organizations.5. Planning, Organizing and Controlling the relationships between Customers,

Channel Partners and the Enterprise.

Teaching Methodology:

The Teaching Methodology will include the following:

Lecture Sessions Group Presentations Quizzes Case Analysis

Course Contents: As per attached sheet.

Evaluation Criteria:

End-Term Examination : 30% Mid-Term Examination : 30% Quizzes : 20% Group Presentations : 10% Case Analysis : 10% Course Contents:

TOPICS NO. OF SESSIONSNature and Scope of Sales Management 1Sales Organization and Sales Budget 1Recruitment, Selection, Training and Development of Sales Personnel 1Compensation and Motivation of Sales Personnel 2Evaluation and Control of Sales Personnel 1Sales Territory Design and Sales Quotas 1Sales Control and Cost Analysis/Managing Accounts

1Distribution Objectives and Strategies

1MID-TERM EXAMINATION 1 Marketing Channels: Structure, Functions and Relationships

1Channel Design and Planning 1Managing Marketing Channels 1Information Systems and Channel Management 1Assessing Marketing Channel Performance 1Logistics of Distribution 1Case Studies/Group Presentations 3Review Session 1

TOTAL 20END-TERM EXAMINATION

Readings:

1) Still, Cundiff & Govoni, Sales Management2) Stern, Ansari & Coughlan, Marketing Channels3) Havaldar & Cavale, Sales and Distribution Management4) Ingram, LaForge, Avila, Shwepker & Williams, Sales Management: Analysis and

Decision Making

Instructor & Course Facilitator: Prof. Ravi Gadgil

IMT – NAGPUR

SERVICE OPERATIONS MANAGEMENT (SOM) – FOURTH TERM (2009-11)

Faculty: Manimay Ghosh, Ph.D.

Course Outline

Objective: The course will offer an in-depth understanding of operations management function as practiced in service oriented organizations. The student will learn the strategic and tactical issues related to service operations.

Content: The course will provide tools and techniques for operational analysis and improvement in the service sector. It will offer a practical approach with requisite theoretical underpinning to provide a valuable perspective to all future managers interested in designing, implementing and sustaining efficient service related operations.

Topics

1. Review of basic OM concepts

2. Introduction to service operations & understanding the nature of services

3. Service layouts and service process design

4. SPC in services

5. Service process improvement

6. Managing queues in services

7. Managing service capacity and demand

8. Data envelopment analysis (DEA)

Readings

Text BookFitzsimmons, J. A., & Fitzsmmons, M. J., Service Management: Operations, Strategy, Information Technology, Tata McGraw Hill, 5

th Ed, 2006.

Additional Reading Materials

Haksever, C., Render, B., Russell, R. S., & Murdick, R. G., Service Management and Operations, Pearson Education, 2

nd Ed, 2003.

Johnston, R., and Clark, G. Service Operations Management, Pearson, 2nd

ed, 2008

Topics related journal articles will be provided during lectures or will be uploaded in the handout folder from time-to-time

Guest Lectures: I plan to organize at least two guest lectures for the course, which I will intimate in due course. Participations in those guest lectures are absolutely mandatory and no excuses for missing classes will be entertained.

Evaluation: The following will be the composition and structure of the evaluation process: Journal article presentation: 5 points OLT Quiz 1: 10 points OLT Quiz 2: 10 points Group project work, in-class presentation, & formal report: 20 points Mid Term: 25 points End Term: 30 points

Rules

Cell phones should remain switched off for the entire duration of the class Please do not bring your laptop in class Come to class prepared, be an active learner, and participate Be in class on time, pay attention, listen, allow others to speak Be considerate to others Be honest Have fun

GOOD LUCK!

Course Outline – Services Marketing ManagementTerm: IVCourse Instructor: Jayasimha K.RCourse Type: Elective Credit: 03Course Objectives:

1. Introduce students to the special challenges presented by services and highlight the significant differences between marketing of services & goods marketing.

2. Provide adequate understanding of attracting, retaining & building profitable customer relationships through quality service in organizations whose core offering is service as well as organizations that depend on superior service for competitive advantage.

3. Provide a greater understanding of concepts like service recovery, service pricing, role of technology in service creation and delivery etc.,

Linkages: Being a hybrid course covering service management and services marketing issues, the course will predominantly explore the human resource and operational linkages while discussion various concepts.

Pedagogy:Predominantly in-class group exercises, simulations and case studies.

Session Plan*:

01 Introduction

02 Understanding Service Systems – Group Exercise 1 Reading: Breaking free from product marketing Chapter 1

03/04Information sharing between the service provider and the receiver and its pitfalls – Group Exercise 2

05/06Operating Role of Customer & Strategies to deal with Customer Introduced Variability – Case Study 1 Video (03) Chapter 6

07/08Employees role in service delivery – Simulation 1 Video (02) Chapter 6

07 Building Customer Relationships – Case study 2 Video (3) Chapter 12

08/09Service Quality: Meaning & Measurement Service Failure and Service Recovery – Case Study 3 Reading: The profitable art of service recovery Chapter 2 Chapter 9

10 Service Guarantee – Group exercise 3 Reading: The power of unconditional service guarantees Video (1) Chapter 2 Chapter 8

11 Service development & design – Group Exercise 4 Reading: R&D comes to services Chapter 7

12 Self Service – case study 4 Reading: look to consumers to increase productivity

13 Delivering services online – lessons from big time failures

14 Developing service through intermediaries Group Exercise 5

Chapter 5

15/16Managing Demand & Capacity - Case study: 5 Reading: production line approach to services Video (01) Chapter 8

17/18Pricing of Services – Case Study 6 Reading: Heterogeneity of consumer demand: opportunities for pricing of services Chapter 6

19 Multi-site, Multi-segment & Multi- service expansion strategies – case study 7 Video (1) Chapter 12

20 The financial & economic effect of service Group Exercise 7 The course instructor might make minor changes in the session plan. In such case, the class will be informed in advance.Text BookServices Marketing: Text and Cases, Rajendra Nargundkar, 3e, McGraw Hill, New Delhi, 2010.

Besides the text book, the course instructor would circulate appropriate reading at regular intervals. Students are free to refer to any other standard text book on services marketing besides the one prescribed.

EvaluationComponentEnd Term – closed book exam of one hour duration 30%

Written Analysis of a case: This is a group assignment. A comprehensive written analysis of the case has to be submitted before the said case is discussed in the class. Written analysis should not exceed five pages of an A4 size sheet. 3 out of N cases for evaluation.

30%

Group Project 10%

Class participation 10%

Quiz - CBT 10%

Brief case writing exercise: This is a group assignment. Students are required to research about a service provider or an innovative service of their choice and submit a written document describing the service concept, business model, processes and challenges faces if any. 10%

Office hours: 9.00 AM to 5.00 PM on all working days.Email: krjayasimha@imtnag.ac.inExtn: 114

Strategic Management (SMI & SMII)(IVth Term: 3 Credits; Vth term 3 Credits)

The course on Strategic Management is spread over 2 terms – SMI in Term IV and SMII in Term V. Both are core subjects.

SMI in term IV covers the theoretical dimensions of Strategy Planning and Implementation. SMII in term V exposes students to a close-to-real-life, web-based strategy simulation game: CAPSTONE, hosted by MSI, Illinois, US of A, wherein all theories of SMI are put to practice.

SMI is the Theory and SMII is the Practice.

SMI curriculum covers the following topics:1. Concept of Value.2. Business Models.3. Competitive Advantage – Michael Porter4. Vision, & Mission 5. Strategic Intent & Architecture (C.K.Prahlad)6. Driving Forces & KFS.7. Value Chain Analysis – Michael Porter8. Generic Strategies9. Target Setting & Gap Analysis – John Argenti10. Standard Implementation Model11. Levers of Control – Robert Simmons

12. Balanced Scorecard – Kaplan & Norton

The Strategic Management Course design assumes that students, in their second year of post graduate studies, are accustomed to self learning and are willing to invest personal time for entrenching concepts taught in the classroom. To assist students in enhancing their understanding of the subject, The Strategic Management Workbook in SMI provides readings, exercises, and case-lets in

addition to those provided in the prescribed text book. Use of the Workbook is synchronized with the flow of the curriculum. Students will also be required to participate in a project assignment, as part of their evaluation process.

A Student's Guide for CAPSTONE will be distributed in term V. This guide book articulates several inter links between different functions and deliberates on methods of business planning, forecasting and strategic decision making – as applicable to the CAPSTONE GAME. The simulation includes concepts of finance, manufacturing, marketing, HR and requires use of forecasting and planning tools to optimize results. SMII is entirely quantitative.