Course Outline for General Management Courses

MGMT 551- Ethics, Responsibility and Governance

The course is designed to make the students understand the nature of business environment, the relevance of ethics and social responsibility to business and issues in corporate governance from a multi-disciplinary perspective. It explains the theories of corporate ethics and social responsibility. Besides, the students will analyze potential ethical dilemma situations in business. It will discuss about corporate governance, a specific mechanism which ensures that business entities behave ethically towards its stakeholders, particularly shareholders At the end of the course the students will be able to:

1. Understand why ethics is important in business and why ethical responsibilities go beyond compliance with laws and regulations. 2. Analyze ethical issues by using a framework of moral principles: utilitarianism, Universalism, rights, distributive justice, ethics of care, and virtue ethics. 3. Make balanced decisions in ethical dilemma situations using ethical decision making models. 4. Understand need for the organizations to be socially responsible and adopt sustainable

business practices 5. Understand the need for corporate governance mechanisms in protecting shareholders interest 6. Explain the functioning top management and the need to balance the interests of various stakeholders Text Book: Ethics, Responsibility and Governance Published by Tata McGraw Hill.

Compiled by S.Subramanian

MGMT 552-Strategic Management

The objective of this course is to help students develop the skills for formulating strategic plan and make them understand the implementation and control issues. It is consciously designed with a technological and global outlook since this orientation in many ways highlights the significant emerging trends in strategic management.

At the end of the course the students will have: 1. The ability to integrate the knowledge and skills that they gained in core courses as it is applied to actual business situations. 2. An understanding of policy formulation and strategic planning for both long and shortterm perspectives. 3. Mastery over a body of analytical tools and strategic frameworks and the ability to take an integrative point of view. 4. The ability to use these tools to perform in-depth analyses of industries and competitors, predict competitive behavior, and analyze how firms develop and sustain competitive advantage over time 5. The ability to understand the basic issues in strategy implementation and control

Text Book: Pearce.J.A., Robinson.R. and Mital.A, Strategic Management: Formulation, Implementation And Control 12th Edition Tata McGraw Hill

MGMT 611 -Strategy Implementation and Control

When strategy formulation process, a difficult task, results in well-defined strategy for the organization, the even more difficult process of strategy implementation or execution comes into play. Though Strategy formulation and strategy implementation are separate processes, they are highly interdependent & intertwined, and critical to strategic success. This course is based on the premise that strategy implementation is a difficult task, but can be done systematically. Hence the emphasis here is on the decisions, actions, and conditions that facilitate the successful attainment of strategic objectives.

The course seeks to answers to the following questions: Given a strategy, how do we get execution right? What could go wrong? How do we correct it through better design of structure? How do we keep motivating people motivated while correcting and implementing a change? How to manage conflict and opposition from others who dont share our strategic viewpoint?

The course will focus on how organizational dimensions such as strategy, structure, technology and culture, and the many sub-dimensions within each of these, relate to one another and how they collectively determine the overall adaptive efficiency of the organization with respect to its operating environment.

At the end of the course the students will have the 1. Understanding of strategy implementation in modern organizations and ability to develop logical approaches to the same, supported with the knowledge that strategy implementation is a process of resource allocation, influence, execution and change. 2. Understanding of how organizational context and managerial decisions are interdependent and critical to the successful execution of strategy. 3. Getting clarity that to succeed in strategy implementation one must take a number of factors into consideration, including how decisions affect individuals in the organization and their consequent commitment to execution efforts. 4. Ability to identify and develop strategies for embedding the capacity for change in organizations. 5. A deep understanding for each students about their personal management style and how it may help or hinder strategy implementation

Text Book. Pearce.J.A., Robinson.R. and Mital.A, Strategic Management: Formulation, Implementation And Control 10th Edition Tata McGraw Hill

MGMT 621 -International Business

A conceptual as well as a hands-on course, it introduces the students to the issues and challenges faced by MNCs in todays global economy. This course introduces the concept of international business as a system and the theories which underlie it; institutions which are visual evidences of it; production, marketing, financial, legal and other subsystems which comprise the total system. It also examines national governmental and international institutional controls and constraints, which impact the environment in which the system operates. The course integrates learnings from across functional disciplines and adds on more dimensions by incorporating global macro issue thus helping to understand the complexity involved. Upon successful completion of this course, students will be able to:

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

2. Explain how the economic, political/legal, and financial environments affect international business operations. 3. Discuss how cultural and behavioral differences influence countries business practices, and how these differences can be addressed using appropriate strategies. 4. Discuss international trade theory and how government and business decisions influence international trade. 5. Assess the effects of current regional trade agreements and economic integration on developing countries. 6. Understand how the differing production systems across the globe affect the international business 7. Discuss how environmental differences support or complicate marketing, export and import strategies.
Text Book: International Business by Charles Hill & Arun Jain, 6th Edition, Tata Mcgraw Hill

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

The non-profit organizations and social ventures play a key role in society and in the economy. Many goods and services, such as education and health care, are delivered by non-profit organizations and social ventures. They also play a central role in delivering charitable services of the kind that are often under-provided by the market. Starting, growing, and managing non-profits leads to challenges as complex as, and in some cases more complex than, the challenges facing the private sector. Non-profits need to identify their market, confront competitors, and manage their internal operations just as do firms. However, non-profits must address the needs of multiple constituencies, they must balance their values against the requirements of effective management, and they must attract and retain a skilled labor force without the financial resources that characterize much of the private sector. This course covers provides a thorough introduction and understanding to the strategic issues of the sector - topics include the management, leadership, governance, and accountability. The students should, by the end of this course, be able to: 1. Understand the various theories, attributes, concepts, and components pertaining to nonprofit and social venture management.

2. Examine the relationships, mutual dependencies, and unique differences between the nonprofit sector and the other sectors.

3. Identify, appreciate and understand the unique strategic and governance and leadership issues. 4. Understand the criticality of ethics and accountability responsibilities in the nonprofit and social venture sector. Text Book: Strategic Planning and Management of Nonprofit Organizations and NGOs Theory, Practice, Research & Cases by Deb Prasanna Choudhury, Asian Books (2012)

MGMT 641 -Managing Changes and Innovation

In a changing, turbulent environment, there is a tendency for managers to revert to reactive, short term strategies in the belief that change is a temporary state. The reality is that change and turbulence are an increasingly permanent state of affairs. Different strategic innovations are required. Many

organizational changes need to implement. This course provides students with principles for understanding diagnosing and implementing organizational change and innovation. This includes examination of change agent abilities, the context, and process and implementation choices of change. The course also examines the strategic role of leadership and Human Resource Management in creating climates of creativity suitable for the implementation of change and innovation strategies. This course helps students to develop their competencies to analyze the change agent abilities, change contexts, to make choices on the basis of best fit the organization, to design the change transition and to create climates of creativity for organizational innovation and change. On completion of this course, students will be able to: 1. Identify the necessary abilities for a change agent. 2. Assess the change context and path of different organizations. 3. Analyze the strategic role of leadership and culture to assist organizational change and innovation. 4. Design transition that organizations may encourage and make use of change and innovation. 5. Apply the appropriate methods and approaches to advocate organizational creativity.

Text book: Managing Strategic Innovation & Change Oxford University Press

by Michael L Tushman and Philip Anderson

MGMT 622 -Business Negotiation

This course introduces students to the theory and practice of business negotiation. The ability to negotiate successfully rests on a combination of analytical and interpersonal skills along with proper understanding of legal issues. Analysis is important because negotiators cannot develop promising strategies without a deep understanding of the context of the situation, the structure of the negotiation, the interests of the other party, the opportunities and barriers to creating and claiming value on a sustainable basis, and the range of possible moves and countermoves, both at and away from the bargaining table. Interpersonal skills are important because negotiation is essentially a process of communication, relationship and trust building (or breaking) and mutual persuasion. Legal issues are also important in business negotiation as nay negotiated settlement need to be legally tenable. The international business negotiations are further complicated as they involve different socio-cultural setups. The course covers the practical and contemporary negotiation techniques that work. It starts with a basic framework for negotiation and its components. From there it explores negotiation from a global perspective. This has become increasingly important as a result of the rapidly developing world economy, offshore outsourcing and the power of multinational corporations.. The course concludes with a discussion of personal and psychological skills for persuading and influencing others

On completion of this course, students will be able to: 1. Handle win/lose (or "distributive") negotiation 2. Bridge gaps- where at first it seems like only impasse is possible- using win/win (or "interestbased") negotiation concepts 3. Understand and manage complex negotiations and conflicts with many parties and many issues 4. Prepare a detailed and effective plan for a difficult business negotiation 5. Confront someone in a way that improves the odds of actually changing his behavior without destroying the relationship 7. Find ways to help organizations reach wise agreements

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

MGMT 632- Managing strategic Networks

When the business organizations have a strategic resource gap, they look outside for filling the gap. In such cases they can go either for mergers & acquisitions or strategic alliances & networks. Both strategies are widely used for the corporations to fill the resource gap. Research works indicate that the next wave of mergers and acquisitions is starting and will last for at least a decade. The Indian and Chinese firms are going global and the MNCs from developed nations set their footprint in India, China and other developing nations. This has resulted in lot of M&A activities. Similarly with growing trend of outsourcing the non-core activities, strategic networks are also gaining importance. The theoretical framework on strategic alliances and networks is just emerging. This course covers both the strategic moves, discussing the theories and conceptual frameworks, practical issues in negotiations and implementations. The practice segment focuses on financial, strategic, legal, and regulatory aspects of mergers and alliances, and addresses some mechanical aspects of mergers, including accounting treatments and tax effects. Ethical questions specific to merger situations are also discussed. Finally, the course examines the issues concerning financial, economic, and societal benefits of mergers and alliances, as well as legal questions on their anti-trust effects.

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

1.

The risks and values associated with the various approaches to filling strategic resource gaps can be identified and managed

2.

The impact of the legal and regulatory environment on the M&As and Strategic alliances

3.

Challenges associated with each phase of the M&A process from developing acquisition plans through post-closing integration

4. 5.
Textbooks:

The need and importance of strategic networks in the hyper competitive era Managing coordination and trust issue in strategic alliances and networks

1. Mergers and Acquisitions - Text and Cases by B Rajesh Kumar. Publisher : Tata Mcgraw Hill (2011) 2. HBR Background Notes on Strategic Networks and Alliances

MGMT 631- Entrepreneurship Development Starting and operating a new business involves considerable planning and effort, most important is to overcome the inertia against creating something new. But the joys of creating a new venture and building it are far superior to the perceived risks. The purpose of this course is to help a budding entrepreneur understand the different aspects of creating and running a new business. It will also help him identify potential challenges as also work on creating solutions to the little problems around him. The course also intends to help students work on a real business idea, make it a comprehensive business plan and also present it at various competitions to get them evaluated. At the end of this course, students will 1. Have a comprehensive business plan ready 2. Be able to appreciate and evaluate the possibility of setting up your own business 3. Be able to evaluate self-employment as a career choice with sufficient background preparation 4. Have known the different facets of starting a new business 5. Have studied real life entrepreneurs in detail 6. Have gone through exercises and simulations that would help create a problem solving approach Text Books: Entrepreneurship Theory, Process and Practice Frederick Kuratko & Hodgets Thomson Entrepreneurship Development (Indian Cases) Kavil Ramachandran (TMH)

Financial Modeling Using SAS

Module 1: Base SAS Programming Understanding the SAS environment, SAS DATA step and PROC step, Input Data and Importing/Exporting Data, Display SAS Dataset, SAS Functions , SAS date and time: value, formats and functions, Title and Footnotes, System Options and Dataset Option, Manipulating the data, FlowControl: IF-THEN-END, Manage Variables: Keep, Drop, delete, Where and sub-setting IF, Concatenating Two Data Sets, Interleaving Two data sets, One-to-one Merge, Match-Merging, Merging datasets: IN, Introduction to SAS Macros, Arrays

Module 2: Applications in Finance Performing Event Study Analytics on Stocks, Testing Overreaction and Momentum effects in Stocks, Evaluating Performance of Fund Managers, Fund Schemes, Computing Various measures of Performance in Mutual Fund Industry, Identifying Arbitrage Opportunities in Indian spot and derivative markets, Put call Parity, Box Spreads and other Trading Strategies. Analyzing High Frequency data, Modeling High frequency data, Reading and Handling Intra-day Data from NSE Data CDs, Estimation of Trading Costs (Spreads and Effective spreads and Impact Costs) Analyzing Transaction Data, Tick test and computing order imbalance to predict stock returns.

References:

The Little SAS Book: A Primer, Fourth Edition, Lora Delwiche and Susan Slaughter, SAS
Publishing. http://www.ats.ucla.edu/stat/sas/ www.sas.com

Project Finance
Course Contents Introduction to Project Finance, Corporate Finance Vs Project Finance, Description of Project Finance Transaction, Structuring the Project, Limited Resource Structures- BOT, BOO, Leasing Techniques, Technical Analysis, Risk Identification, Risk management, Risk Assessment in project Financing, Valuing Projects, Project Appraisal, Real Options , Financing Projects, Institutional Risk and Infrastructure Project Finance, Public Private Partnerships, Environmental Appraisal of Projects ,Social Cost Benefit Analysis , Preparing a Detailed Project Report References: Modern Project Finance: A Casebook by Benjamin C. Esty Project Financing and the International Finance by Esteban C. Buljevich, Yoon S. Park PROJECTS: Planning, Analysis, Financing, Implementation, and Review, Prasanna Chandra, Tata Mc-Graw Hill Pvt. Ltd

Financial Risk Management The objective of the course is to provide a basic understanding of how to value and apply various derivative instruments in business situations, including futures, forwards, swaps, options, and other advanced derivative instruments. The course content includes-Introduction to derivative markets, Futures and Forward Contracts, Pricing of forward and futures, Options- Option markets, Trading Strategies using

options ,Pricing of options- Binomial model, Black Scholes Model, Option Greeks, VaR, Exotic Options, Weather Derivatives and Swaps. Textbook Options, Futures and Other Derivative by John C. Hull

Financial Econometrics

To introduce a variety of statistical models for cross-sectional and time series data and cover the main methods for analyzing these models. The goals are to learn basic characteristics of financial data, understand the application of powerful and widely applicable financial econometric models and gain experience in analyzing financial time series. Topics covered include, Multiple Regression Analysis, Heteroskedasticity, Autocorrelation, Dummy Variable Regression Analysis, Time Series Forecasting, ARMA, Box Jenkins Methodology, Stationarity, Unit roots, Co-integration, Error Correction Models and Panel Data Methods,
Textbook:

Jeffrey Wooldridge, Econometrics, 4th Edition, Cengage Learning, 2009.

FIN 612: Investment Banking

Course Outline Overview of Investment Banking-Regulation of securities Industry-Merchant Banking-ProspectusFinancings-Convertible securities-Capital Markets-Merger & Acquisitions-Trading-Asset Management-Credit Rating-International Banking-Hedge Funds- Hedge Funds Investment StrategiesHedge funds issues & Performance-Overview of Private Equity-LBO Financial Model-Private equity issues and opportunities-Corporate Restructuring-divestiture and spinoffs. References: David Stowell, An Introduction to Investment Banks, Hedge Funds and Private Equity. HBS Cases

Investment Analysis & Portfolio Management Investment Environment-Asset classes-Fixed Income securities-Bond Pricing-Durationconvexity-ImmunizationCompany Analysis-Accounting Analysis-Impact of change in Accounting policy-Financial Statement Analysis-Projecting Financial Statements-Stock and Firm Valuation-determining discount rate-beta-Market risk premium-riskfree rate-Free Cash flows to Equity-Free cash flow for firm-determining growth rate-multiples approach-earnings multiple-value-multiplevaluing private business. Asset Allocation-utility function-allocation between risky and risk free asset-portfolio of risky assets-efficient frontier-markowitzs portfolio optimization-single Index model-Capital allocation line-CAPM-security market line-efficient markets-portfolio performance evaluation. Textbook Investments by Bodie, Kane, Marcus and Mohanty, 8th edition.

Fixed Income Securities

Overview of Debt Securities: What are debt securities? What are their sources of risk and return? Historical performance of fixed income securities. Major players and their functions: United States Treasury, Federal Reserve Banks, Primary Dealers, Inter-Dealer Brokers (IDB), Rating agencies, Sellside and Buy-side institutions. Major Institutions: Repo markets, auction methods (single-price and multipleprice auctions), Electronic networks, Voice-based intermediation, etc. Major stylized facts: a) cyclical behavior (mean-reversion) of interest rates, b) short-term yields are more volatile, c) credit spreads versus business cycles, d) relation between prepayments and swap spreads, e) flight to quality, Treasury yields and financing rates, Bond mathematics: a) price and yield conventions, b) PVBP, Duration(modified, effective and key-rate), convexity, and negative convexity. Trade applications: spread trades, and bullet versus barbell positions. Term Structure Theory: Spot rates, forward rates, par yields, modeling interest rates and pricing bonds. Structural models of default: Modeling credit risk, credit spreads and their behavior, Distance to default, forecasting rating changes, high-yield and investment-grade debt markets. MBS: Structure of MBS markets, prepayments, Option Adjusted Spreads, Pass-through securities, and REMICS, Derivatives: Treasury futures, Interest Rate Swaps, and Single-name credit default swaps. TIPs Textbook Fixed Income Markets and their derivatives, Suresh Sundareshan, 3rd Edition

WEALTH MANAGEMENT (FIN 671)

Objective To equip students with skill sets required for managing wealth of high net worth individuals and corporates and to familiarize them with vital aspects of wealth management wealth accumulation, wealth preservation and wealth transfer. Overview of course content The course covers broadly the topics such as Introduction to Wealth Management, Understanding the Wealth management Process, Client Profiling and Lifestyle Guide to Investing, Financial Planning, Investment, Investment Products, Mutual Funds, and alternate investment options, Asset Allocation, Portfolio Options and Performance Measurement, Marketing of Financial Products, Behavioral Skills for Wealth Management. Text Book and Reference Books: 1. Personal Financial Planning, 11th e, Gitman et al. South-Western College Pub - 2007 2. Personal Finance, Keown, Arthur J. Pearson Education 3. Personal Financial Planning, 7th e, Hallman, G. Victor / Rosenbloom, Jerry S. Mcgraw-Hill 2003

BANKING & FINANCIAL SERVICES (FIN 651) Course Objective The objective of the course is to impart basic understanding of banking, insurance and financial services. After the course student will be equipped with the basic concepts, emerging trends and evaluation tools used in Banking, Insurance and Financial Services sector. Overview of course content The course is divided into two modules. The first module deals with banking and the second module deals with financial services. Overview of Indian financial system, financial statement analysis of banks, credit management, risk management in banks and basel accord, mergers and acquisitions in banks, financial inclusion, retail banking, high tech banking, banking innovations are handled in the first module. Insurance services, credit rating, leasing, factoring and forfeiting, securitization are dealt in the second module.

Text Book and Reference Books: 1. Management of Banking & Financial Services (MBFS), Padmalatha Suresh & Justin Paul, Pearson, 2nd Edition 2. Gurusamy. S., Financial Services, Tata McGraw-Hill, Education Pvt. Ltd. 2nd Ed., 3. Bank Management & Financial Services, Peter.S.Rose & Sylvia. C. Hudgins, Tata McGraw Hill 2010, 7th Edition. 4. Indian Insurance A Profile, H. Narayanan, Jaico Publishing House, 2008 5. Khan. M.Y., Financial Services, 2010, 5th Ed. Tata McGraw-Hill, Pvt. Ltd., New Delhi. Bharti Pathak, Indian Financial System, 2010, 3rd Ed. Pearson Education

International Finance Objective The course will help students understand how external sector movements translate to changes in the domestic economy. It will help the manager of an organization understand the global currency market movements and establish if any changes in these markets affect his organization. The course will help students make sense of global macroeconomic events and exchange rate dynamics. It sets the framework for the detailed issues in multinational financial management. The main focus of the course will be the financial implications of the rapid integration of national economies worldwide through trade, financial flows and technology spillovers upon the firms cross-border strategy. The course will also assess the impact of economic and financial liberalization as well as structural reforms upon the foreign exchange and financial markets of both advanced and emerging market economies. Topics Covered Globalization and the Multinational Firm International Monetary Institutions Framework and changing dynamics Balance of Payments Forex Markets - Structure and function Forex Market Arithmetic PPP and IRP International Fisher Effect Test of Parity Conditions Forex Exposure and Management Economic, Transaction and Translation Currency Derivatives Forwards, Futures and Swaps International Money, Bond and Equity Markets International Portfolio Investments FDI International capital structure and Capital Budgeting

Textbook: Textbook - International Financial Management by Eun and Resnick, 4th edition Tata McGraw Hill (E-R)

Commodity and Commodity Derivatives

Objective The course provides an introduction to commodities as a new asset class. With commodity markets reaching new highs and volatility increasing, this course aims to give an understanding to the major commodity markets and how to trade on them. Students will develop familiarity with the economics of commodity markets, including inventory, reserves and shipping. The course also aims to familiarize the students with the characteristics and risks of the different commodity markets and how to capitalize on the different opportunities they present. The rationale for investing and trading commodity products via the cash and futures market. How to understand the benefits commodities offer as an alternative asset sector. How to optimize the use of commodity derivatives as a robust trading and hedging tool. Topics Covered Commodity Market Basics Fundamental Analysis (about 30 commodities) Technical Analysis Commodity Futures Pricing and Economics of commodity futures Performance Measurement Risk Management Commodity Exchange Microstructure

Textbook: Getting Started in Commodities by George Fontanills Commodity Investing Maximizing returns through fundamental analysis by Dunby, Eckstein, Gaspar, Mulholland The Handbook of Commodity Investing by Fabozzi, Fuss, Kaiser

Financial Markets and Institutions Objective The objective of the course is to introduce the structure and functioning of capital markets from a global perspective. The course covers equity market, bond market, derivatives market, currency market. The issues related to American, European, Asian and Emerging markets will be discussed. Topics Covered: Evolution and Structure of global financial markets Euro Instruments Markets American Markets Japanese Markets German capital Markets English Markets Swiss Markets Multilateral Financial Institutions

Textbook: Financial Institutions and Markets - L M Bhole

Quantitative Asset Allocation & Speculative Strategies This course introduces Quantitative Portfolio theory, practices and optimization methods. Tactical Asset Allocation, estimation of model parameters using conventional & Bayesian approaches forms the core of the course. Content 1. Portfolio Characterization, Computational Tools Review of Linear Algebra, Matrix Algebra and Matrix Calculus 2. Opportunity Set & Efficient Portfolios, Constrained Optimization, Numerical methods to estimate optimum portfolio 3. Utility Analysis 4. Asset Allocation Investments Objectives, Benchmark selection 5. Stein Estimators & Bayesian Priors Optimal Return Shrinkage, Optimal Covariance Matrix Shrinkage; Black-Litterman Model Goldman Sachs approach 6. Strategic & Tactical Asset Allocation Estimation techniques 7. Active & Passive Management Tracking Error & Information Ratio 8. Portfolio Rebalancing 9. Bond Portfolio Management 10. Speculative Strategies

Textbook 1. Quantitative Portfolio Optimization, Asset Allocation and Risk management by Mikkel Rasmussen Palgrave Macmillan 2. Modern Investment Management: An Equilibrium approach by Bob Litterman & Quantitative Research Group (Goldman Sachs Asset Management) John Wiley 3. Modern Portfolio theory & investment Analysis (8e) by Elton, Gruber, Brown & Goetzman John Wiley

Financial Statement Analysis The Objective of the course is to enable students to analyze and interpret financial statements of major types of business entities. Appreciating the nuances of IFRS and comparison with relevant US GAAP shall form the core of the course. In terms of topics PPE, Investments & Window Dressing shall form the bulk of the discussions. The course shall be delivered predominantly using Harvard, Ivey & Darden Cases. Textbook 1. The Analysis & Use of Financial Statement by Gerald White, A C Sondhi and D Fried (John Wiley) 2. IFRS Blue Book Content 1. 2. 3. 4. 5. 6. Financial Reporting & Regulation Overview of IFRS, US GAAP, Ind-AS Standards Financial Statements Concept of Comprehensive Income Analysis of Property Plant & Equipments including Investment Property Analysis of Accounting for Taxes on Income Analysis of Investments Analysis of Changes in Foreign Exchange rates; Translations Issues for Multinationals 7. Analysis of Leases & Off Balance Sheet Items 8. Window Dressing 9. Business Combinations & Consolidations 10. Analysis of Special Companies Oil & Gas, Banks, Insurance

Coordinating and Managing Supply Chains (OIT 651)

This course is appropriate for students interested in pursuing careers in any management function (e.g., operations, marketing, and finance) in firms that make, sell and/or distribute physical products, as well as in companies (e.g., consulting firms, investment banks, private equity firms, and software providers) that offer products and services to those firms or analyze, evaluate, and/or invest in those firms. Due to the boundary-spanning nature of supply chain management, this course also has strong links to the first year courses in marketing, leadership, and finance. The course emphasizes the "general manager's perspective" in supply chains. Cases in the course illustrate that barriers to integrating supply chains often relate to behavioral issues (e.g., misaligned incentives and change management challenges) and operational execution problems that fall squarely in the domain of the general manager. The course makes clear that suitable information technology and knowledge of analytical tools are necessary, but not sufficient, ingredients for supply chain integration. The course comprises four modules:

Module 1: Logistics - This module examines transportation economics, the role of distributors, and network design for the efficient and effective flow and storage of goods and information in a supply chain. Module 2: Planning - This module provides an introduction to the basics of supply chain management, with an emphasis on how to design and manage a supply chain to ensure that product supply meets product demand. It introduces students to basic analytical tools for inventory and production planning as well as the role of inventory in the broader context of business strategy and financial performance. Module 3: Incentive Alignment - This module introduces students to the problems that arise due to conflicting channel incentives and provides a framework for analyzing these problems. Module 4: Sourcing and Operational Execution - This module considers how to manage supplier relationships and common execution problems that undermine supply chain performance. Operations Strategy: Managing Growth (OIT 652)

This course is focused on understanding and overcoming the operational challenges of nurturing and managing enterprise growth. The course integrates concepts from the fields of operations, corporate strategy, finance, and organizational design. It is suitable for students with a wide range of career goals, including entrepreneurship and venture capital, general management in larger enterprises, and consulting. Effectively designed operations can be a powerful source of growth. Consider companies like IKEA, Federal Express, Amazon, and Virgin. These companies achieved extraordinary growth through the innovative design of their operations. In this course, you will gain an understanding of how the configuration of a company's operations can shape its growth potential and will learn principles for designing operating strategies that drive profitable growth.

The course focuses on how the design of an organization's operating strategy can either impede or enhance growth. We will explore growth challenges facing organizations across the size spectrum--from young start-ups to global conglomerates-and across a broad range of industries, including biotechnology, health care, fashion, automobiles, retail, airlines, web services, clean energy, and electronics. Conceptually, the course is rooted in the idea that organizational growth is a process. For a company to grow profitably, that process must be understood and strategically managed. The course makes extensive use of readings that provide foundational theories and concepts. These readings are used in combination with traditional case studies. The course explores the following issues:

Why is profitable growth so difficult to achieve and sustain over long periods of time? How does the configuration of operations either impede or enhance growth prospects? How can you align your operations strategy with your growth strategy? What are the different kinds of growth strategies and what are the critical operating capabilities needed to execute those? How can you manage operational diversification? How should you evolve your operations to adapt to industry dynamics such a new competitors, technological changes, and market disruptions? You will be required to write an HBS style case study on an organization of your choice facing a growth challenge, along with an accompanying analytical note illustrating how theories and principles discussed in the course can be applied to your case.

Supplier Relationship Management (OIT 632) This course is focused on understanding and overcoming the challenges of nurturing and maintaining an effective relationship with the supplier of a firm. The course integrates concepts from the fields of operations, corporate strategy, finance, and supply chain management. It is suitable for students who wish to pursue a career in industry/sectors where purchasing is one of the predominant business process, such as FMCG, retail, automobile, construction, etc Supplier Relationship management is the supply chain management process that provides the structure for how relationships with supplier are developed ad maintained. As the name suggests, it is similar to customer relationship management. Just as close relationships need to be developed with key customers, management should forge close cross-functional relationships with a small number of key suppliers and maintain more traditional buyer and salesperson relationships with the others. Management identifies those suppliers and supplier groups to be targeted as part of the firms business mission. Supplier relationship management teams work with key suppliers to tailor product and service agreements (PSA) to meet the organizations needs, as well as those of the selected suppliers. Standard PSAs are crafted for segments of other suppliers. Supplier relationship management has become a critical business process as a result of: competitive pressures; the need to achieve cost efficiency in order to be cost competitive; and

the need to develop closer relationships with key suppliers who can provide the expertise necessary to develop innovative new products and successfully bring them to market. The Supplier Relationship Management course enables the students To understand the strategic role of supplier relationship management. Appreciate various strategies of supplier selection. To understand the importance of collaboration between the supplier and the buyer. Business Intelligence (Data Warehousing and Data Mining) Course Overview The course focuses on understanding the application of a wide range of modern techniques to specific decision making situations, rather than on mastering the theoretical underpinnings of the techniques. The course covers methods that are aimed at prediction, forecasting, classification and clustering. It also introduced interactive data visualization techniques, as well as data reduction techniques. A few examples of business intelligence application may range from classifying based on prior data, whether a consumer is likely to default on a loan, or in another application, response to a targeted promotion; whether an email is spam or not; which customers are likely to churn in the highly competitive mobile phone industry in India; predicting the market-basket size of a web browsing session; or categorizing a bond offerings rating or optimally segmenting your customer base to do targeted marketing Course Outcomes Upon successful completion of the course, the students should possess valuable practical analytical skills that will equip them with a competitive edge in almost any contemporary workplace. Prerequisite The students are expected to have a reasonably good understanding of business research methods. Course Topic 1. 2. 3. 4. 5. 6. 7. Linear Regression for Prediction Time Series Analysis K-Nearest Neighbors, Nave Bayes Logistic Regression Classification and Regression Trees Hierarchical Clustering and K-Means Clustering Affinity Analysis

Marketing Analytics Course Overview The course will examine how firms achieve improved performance through the use of quantitative tools and techniques to inform marketing decision making with particular emphasis on decisions involving response advertising and customer relationships. Each module of the course will begin with a review of a quantitative tool to which the students have already been exposed (e.g., net present value, statistical sampling theory, simulation, and regression analysis) and then illustrate the application of that tool in a marketing context. The course will rely heavily on problem sets, web-based exercises, and case studies as opposed to lectures and will require that students prepare for, attend, and contribute to class discussions. Examples of the kinds of decisions the course will examine range from the very tactical (how many names should be used to test the responsiveness of a direct mail list) to the strategic (how does one use the value of a firms customer relationships to estimate the value of the company). Prerequisite The students are expected to have a reasonably good understanding of business research methods. Course Outcome Specifically, the course objectives are to: Provide students with an understanding of the role that analytical techniques and computer models can play in enhancing marketing decision making in modern enterprises. Improve students skill in viewing business processes and relationships systematically and analytically.

Expose students to numerous examples demonstrating the value of the analytic approach to marketing decision making. Provide students with the software tools that will enable them to apply the models and methods taught in the course to real problems.

Course Modules 1. 2. 3. 4. 5. 6. Customer Value Assessment and Valuing Customers Segmentation and Targeting Positioning (Perceptual and Preference Maps Forecasting (Time series models, Bass Model) New Product and Service Design (Advanced Conjoint Analysis) The Marketing Mix

Web and Text Analytics Course Overview Web Analytics It is the collection, analysis and reporting of data about website usage by visitors, focusing on the nature of the visits and the visitor demographics. The success of a website can be tracked through quantifiable Key Performance Indicators (KPI). The course focuses on measurement and tracking of KPIs Text Analytics Many organization need to analyze large amounts of text to discover useful information. For example a company want to monitor how public discusses its products in social media, or a forensic team may need to discover the contents of disk drives seized by law enforcement. The course provides students with an understanding of common and emerging methods of organizing, summarizing and large collection of unstructured and lightly structured data. Course Outcomes Understand the elements of online marketing through web and text analytics that e-business managers need for effective website management and e-business campaigns. Understand KPIs and their value in online marketing. Course Modules 1. 2. 3. 4. 5. 6. Introduction to E-Business Introduction to Online Marketing, Web Analytics and Text Analytics Analyzing Web Log Files Best Practices in Web Analytics Text Mining Sentiment Analysis

DECISION MODELS (DECS 611)

INTRODUCTION & SCOPE: This course is aimed at MBA students with little prior exposure to modeling and quantitative analysis, but is appropriate for all students who wish to strengthen their quantitative skills. The emphasis is on model formulation and interpretation of results, not on mathematical theory. This course is not about learning spreadsheet skills; it is about modeling: structuring, analyzing and solving business decision problems on spreadsheets. Working knowledge of Excel will be assumed so that we can focus on the modeling aspects. OUTCOMES/BENEFITS: 1. Understand how mathematical modeling and quantitative methods can be used to improve business decision making; 2. Improve personal skills in developing mathematical models for business decisions and applying a variety of decision analysis (management science) techniques; 3. Become capable of using decision support software, including Excel and add-ins (Precision Tree, RISK, Solver), ARIMA etc. CONTENTS (OUTLINE): Introduction to Model-Building Using Linear Programming to solve multi-period decision problems Duality and Sensitivity Analysis Data Envelopment Analysis Transportation, Assignment and Transshipment Problems Network Models Bayes Rule and Decision Trees Analytic Hierarchy Process Simulation: Discrete and Stochastic Forecasting Models

Total Quality Management Course Description: This course is designed as an introduction to the concepts and methods of Total Quality Management (TQM), a systematic process that focuses on meeting and exceeding customer requirements in the most efficient way. The course covers the principles of TQM, the elements of quality leadership, and the various aspects of the continuous improvements process and teams. This also covers how the process journey planned from a strategy perspective and goes through a planned life cycle and connect the benefits to the business strategy on account of the Process improvement initiatives. Knowledge Enhancement The student gains an improved understanding of Concept of Quality from multiple perspectives, Fundamental elements of total quality management, the organizational, competitive and economic potential of quality. The student acquires the skills on how to analyze a process to identify improvement opportunities, determine process capability and it is under, and finally articulate a business case for investment in quality. Job opportunities: The IT/manufacturing sector prefer people with Quality back ground as many IT and manufacturing organizations are increasingly going for quality certifications and maintenance of the same throughout the life of the organization. Broad course content Introduction Total Quality in different types of organizations Philosophies and Practices Quality Management awards and frameworks Leadership and Strategic Planning Focusing on customers High performance work force management Process Management Performance measurement and information management Building and sustaining performance excellence in organizations Statistical thinking and applications Strategic Initiative Planning from organizational context Performing Gap Analysis Process Design Process Definition Process Piloting Process Implementation Connecting benefits of Process Improvements to the Business Strategy

Information System Development and Implementation This course takes a comprehensive perspective of information systems design and development from management perspective. The course outlines the gathering & development of business requirements, translating the business requirements in to software requirements, design & development and testing of the software. Also the student is exposed to different processes from the perspective of the international standards while executing the initiatives of Information system development and implementation. Knowledge Enhancement The student would improve his conceptual perspective what are the different aspects of Information system development and process implementation. Further, the student would be exposed to the challenges faced during the development and implementation of the information systems and the ways to overcome them. Job opportunities: The IT sector as well as the manufacturing sectors where they are implementing the business processes through tools like SAP, Oracle financials, People soft etc., prefers people with Information system development implementation back ground. Broad course content Organizational Context and Information system requirements System feasibility and Cost-Benefit analysis Life cycle models : Describe various life cycle models and selection of life cycle models based on the business context Business requirements gathering and analysis Identifying the stakeholders and scoping the system, understanding and modeling the customer requirements. Challenges involved in requirements gathering in real time and how to handle them Analysis of system requirements Design of the systems: Logical, Physical and Usability Design, System development System verification and validation System deployment and Implementation Connecting the benefits of implementation to the Business Strategy

Software Project Management This course is prepares the students for the software project management. The course is initiated with the strategic context of projects from business strategy perspective and the evaluation & selection process of projects. During the Project Planning discussions, the student learns the latest practices of planning that span in to the knowledge areas of PMBOK (Scope, Risk, Cost, Time, Human resources, Quality, Procurement and Integration) and how these elements interact among themselves. After the conclusion of the project planning discussions and cases, the students will prepare a project plan that is very close to real time in groups. This would provide them the challenges in preparing the project plan and ways to address them. The Project Monitoring and Control would involve the concepts of execution of the elements of Project Plan related to all the knowledge areas of PMBOK and challenges involved in execution along with the cases. After the Project Monitoring and Control, the Project Closure is discussed and how necessary approvals are obtained from customer and artifacts are moved to the organizational repository. Knowledge Enhancement: The students would improve their knowledge on how to plan, execute and overcome challenges in planning and execution in real time. Job opportunities: The IT sector prefers people with Project Management back ground as projects are a regular phenomenon. Broad Contents: Module 1 (Project Planning) Module 2 (Project Module 3 (Project Closure) Monitoring and Control) Strategic context of projects Change monitoring and Customer acceptances Control Lessons learnt & Best Practices Identification of Process Improvement opportunities Knowledge base updates Releasing the resources Scope assessment & WBS Risk monitoring and control Formal closure creation Stakeholder identification & Supplier monitoring and Involvement & control Communication Planning Stake holder commitment monitoring and control Conflict resolution Quality assurance and control Risk Planning Cost monitoring and control Quality & Metrics Planning Schedule monitoring and

Procurement Planning

Human Resource Planning Designing Project organization Schedule creation MS Project software application Cost Planning Integrating the elements of Planning Plan for Knowledge transfer, Plan for Infrastructure, Status reporting, Plan for Meetings with Business partners/customer, Management, internal meetings

control Monitoring and controlling of attrition, training activities, Knowledge transfers Benefit capture and mapping with strategy context

ADVANCED MODELLING TECHNIQUES (DECS 642)

INTRODUCTION & SCOPE: This course is designed for students who would like to further develop their quantitative modeling skills for managerial decision making and learn advanced modeling tools and techniques. The emphasis throughout the course will be model formulation, solution methods, and managerial interpretation of the results, rather than on the mathematical algorithms used to solve models. OUTCOMES/BENEFITS: From this course, you should be able to Recognize the types of modeling tools most adapted to a given situation, their main benefits and limitations; Structure real life managerial problems, build and analyze models using tools like IBM SPSS/AMOS /SAS/EXCEL/LINDO ; Identify opportunities for applying the models in diverse business processes

CONTENTS (OUTLINE): Integer Programming Nonlinear Programming Game Theory Queuing Systems Dynamic Programming: Deterministic and Probabilistic Markov chains Measurement models and CFA Structural Equation Modeling

PREDICTIVE MODELLING (DECS 631)

INTRODUCTION & SCOPE: Technology advancements now allow companies to capture and store large amount of data (or facts) in databases and data warehouses. With so much raw data, organizations urgently need tools that allow them to effectively sift through these enormous datasets and extract actionable information and knowledge from such data sets to help them optimize businesses. Predictive modeling is the process of developing models to better predict future outcomes for an event of interest by exploring its relationships with explanatory variables from historical data. It is used extensively in businesses to identify risks and opportunities associated with a set of conditions. OUTCOMES/BENEFITS: It covers the process of formulating business objectives, data selection, preparation, and partition to successfully design, build, evaluate and implement predictive models for a variety of practical business applications (such as direct marketing, cross selling, customer retention, delinquency and collection analytics, fraud detection, machine failure detection, insurance underwriting) using SPSS/SAS predictive tools. CONTENTS (OUTLINE): Data Preparation

Starting a new Enterprise Miner project Missing values

Initial data exploration including data visualization/measurement levels or scales/variable reduction Transformation/recoding/binning Predictive Models

Data splitting/balancing/over fitting/oversampling

Logistic/linear regression Artificial neural networks (MLP) Variable importance/odds ratio Profit/loss/prior probabilities Model Assessment

Comparison between models/ROC/profit & loss Assessment of a single model Scoring and Implementation

Score a data set Model Implementation

Human Capital Analytics

Introduction The course provides an overview of the field of human capital analytics. The course provides insights on how to track, analyze and use employee data to get the most value from its human capital. It would help participants appreciate and use analytics to improve HR processes like attraction, retention, performance and engagement of talent and understand the linkage between talent analytics and organizational performance.

Objective of the course

To provide insights into Human Capital Analytics To help participants understand analytical tools, metrics and scorecards to effectively measure the management and investment of Human Capital in order to improve HR decisions, processes and programs To help participants utilize the right tools of Human Capital Analytics and identify what data should be captured and convert raw data into useful information to support business decisions

Course Outline

1) Introduction to HR Metrics and Analytics: Past, Present, Trends in human capital measurement, How human capital analytics are being used in organizations today Defining human capital analytics and processes that comprise it 2) Need for Human Capital Analytics:

Why measure HR? Tactical and strategic needs for measurement, Linkage between human capital analytics and business performance, Common mistakes/barriers in Human Capital Analytics, overcoming barriers 3) Tools & Techniques of data collection and analysis What data to collect & how - diagnostic assessment to help pinpoint the human capital processes that need the most measurement intervention How to conduct basic statistical analyses to report the current conditions and trends in the organization Kinds of Talent Analytics Human Capital Facts (key indicators of organizations overall health), Analytical HR(Identifying units, departments or individuals needing attention), Human Capital Investment Analysis (Actions having highest impact on business), Talent Value Model (why do employees choose to stay), Talent Supply chain

4) HR Metrics for evaluating the effectiveness of human capital processes in organizations a. Staffing metrics Quantitative techniques for human resource planning and forecasting (push-pull models), Recruitment metrics (e.g., head count versus plan, cost to hire, time to hire, quality of applicants attracted, offer acceptance), Attrition metrics, succession planning, Predictive job candidate information, selection criteria, matching candidates to jobs. b. Competency & Performance metrics Performance measurement and management, metrics, scorecards (BSC, HR scorecard) etc., matching human characteristics to business performance, c. Development metrics Training evaluation models, ROI on training, career management, Templates for On-boarding, leadership, training, knowledge management and coaching evaluation d. Compensation Metrics Calculating compensation related measures, variable pay, incentives, benefits, bonus, evaluating percentiles, cost benefit analysis, ratios etc. e. Employee Engagement Employee satisfaction surveys, Attitude surveys, Organizational health, climate, culture surveys, WLB surveys, Talent value model 5) Talent Analyticsputting HR metrics and data analysis to work Extracting value from people data, presenting human capital metrics in actionable scorecards and dashboards depicting trends and benchmarks, HR index, internal improvement monitors and smoke detectors Data Reporting Techniques Effective Reporting to aid decision making,

HRM 621 Talent Planning & Acquisition Course Overview Talent Planning & Acquisition is a critical activity in modern day organizations. The objective of this course is to provide conceptual knowledge and operational understanding of all the key aspects of staffing function including human resource planning, job analysis, recruitment and selection. The course is designed to help students understand the role of human resource planning in creating effective organizations and acquaints them with techniques necessary for successful strategic human resource planning. The course also deals with the skills to design and implement effective recruitment and selection processes and critically evaluate existing processes. The course also seeks to familiarize students with the latest trends and best practices in talent acquisition. Course Outline Module 1: Talent Planning Nature and Scope of HRP Concept & Meaning of HRP, Linkages with Business Planning Strategies, Benefits of HRP, Elements & Process of HRP Preparing for HRP Environmental Scanning, Job Analysis Meaning, Techniques, Job Description and Job specification, Human Resource Management Systems Assessing & Forecasting HR Requirements Factors influencing demand & supply, Planning Horizon, Qualitative and Quantitative Forecasting Methods & Techniques, Demand & Supply Side Forecasting, Forecasting Net HR Requirements Strategic Options and Their HRP Implication - Organizational Downsizing & Restructuring - Globalization of Operations - Mergers & Acquisitions - Outsourcing Module 2: Talent Acquisition Recruitment Internal/External, Process of attracting talent, Employer Branding Latest trends in recruitment e-recruitment, Social media recruitment, recruitment mgmt., mobile/video recruitment, Innovative recruitment practices Using Right tools and techniques Role of Measurement in HR selection, Reliability of Selection measures, Validity of selection measures Selection tools and techniques Predictors of Job Performance, Application Forms, Screening, Reference checks The Selection Interview Process/Conduct of interviews, Types of Interviews, Pitfalls Testing Ability Tests, Personality Tests, Performance tests & Assessment Centers, Integrity Testing, Drug Testing, Graphology Selection Decision Making Checks & offers, Compensation negotiation, Placement/Induction Measurement & Evaluation of Recruitment & Selection

5 6

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HRM 652 Training & Development for Human Performance Enhancement Course Overview The objective of the course is to familiarize students with training and development concepts; cognitive learning processes, individual change and their impact on organization development and effectiveness. It seeks to equip student with relevant skills of designing curriculum, syllabus, design and delivery of short and long duration training programs in the area of managerial development that deals with conceptual, behavioral and technical skills and also assessing impact of training on organization. Course Outline Topic 1 2 Employee training and development: Basic concepts, Designing Effective Training, Factors influencing Working and Learning Role of Strategic Training in Organization Strategic Training and Development Process, Organizational Characteristics influencing Training, Training Needs in different Strategies, Models of Organizing Training, Case Discussion Training Need Analysis Importance of Needs Assessment, Need Analysis Process Learning Theories/Program Design and Delivery Learning theories, Learning Process, Considerations in designing Effective Training Programs Transfer of Training Applications of Transfer of Training Theory, Work Environment Characteristics that influence Transfer, Organizational Environments that Encourage Transfer Designing Training Evaluation and Assessment of Impact of Change Reasons for Evaluating Training, Outcomes used in Evaluation Process, Determining whether outcomes are good, Evaluation Practices and designs, Determining Return on Investment, Measuring Human Capital and Training Activity Traditional Training Methods Presentation Methods, Hands-on Methods, Group Building Methods, Choosing a Training Method e-learning and use of Technology in Training Influence of technology on Training and Learning, Technology and Multimedia, Computer-Based Training, Developing Effective Online Learning, Blended Learning, Simulations, Mobile technology, intelligent Tutoring Systems, Distance Learning, Technologies for Training Support Technologies for Training Administration, Learning Management Systems Employee Development Approaches to Employee Development, Development Planning Process, Company Strategies for providing Development, Special Issues in Training and employee Development Training issues resulting from External Environment, Training issues related to Internal Needs of the Company

3 4

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Careers and Career Management Importance of Career Management, Model of Career Development, Career Management Systems, Roles of Employees, Managers, HR Managers, Company, Evaluating Career Management Systems Special challenges in Career Management Socialization and Orientation, Dual-Career Paths, Plateauing, Skills Obsolescence, Career Breaks, Work-life Balance, Company Policies to Accommodate Work and Nonwork Coping with Job Loss, Dealing with older workers Future of Training and Development

12

13

HRM 662 Human Capital Analytics for Improved Decision Making Course Overview The course provides an overview of the field of human capital analytics. The course provides insights on how to track, analyze and use employee data to get the most value from its human capital. It would help participants appreciate and use analytics to improve HR processes like attraction, retention, performance and engagement of talent and understand the linkage between talent analytics and organizational performance. Course Outline 6) Introduction to HR Metrics and Analytics: Past, Present, Trends in human capital measurement, How human capital analytics are being used in organizations today Defining human capital analytics and processes that comprise it 7) Need for Human Capital Analytics: Why measure HR? Tactical and strategic needs for measurement, Linkage between human capital analytics and business performance, Common mistakes/barriers in Human Capital Analytics, overcoming barriers 8) Tools & Techniques of data collection and analysis What data to collect & how - diagnostic assessment to help pinpoint the human capital processes that need the most measurement intervention How to conduct basic statistical analyses to report the current conditions and trends in the organization Kinds of Talent Analytics Human Capital Facts (key indicators of organizations overall health), Analytical HR(Identifying units, departments or individuals needing attention), Human Capital Investment Analysis (Actions having highest impact on business), Talent Value Model (why do employees choose to stay), Talent Supply chain

9) HR Metrics for evaluating the effectiveness of human capital processes in organizations a. Staffing metrics Quantitative techniques for human resource planning and forecasting (push-pull models), Recruitment metrics (e.g., head count versus plan,

b.

c.

d. e.

cost to hire, time to hire, quality of applicants attracted, offer acceptance), Attrition metrics, succession planning, Predictive job candidate information, selection criteria, matching candidates to jobs. Competency & Performance metrics Performance measurement and management, metrics, scorecards (BSC, HR scorecard) etc., matching human characteristics to business performance, Development metrics Training evaluation models, ROI on training, career management, Templates for On-boarding, leadership, training, knowledge management and coaching evaluation Compensation Metrics Calculating compensation related measures, variable pay, incentives, benefits, bonus, evaluating percentiles, cost benefit analysis, ratios etc. Employee Engagement Employee satisfaction surveys, Attitude surveys, Organizational health, climate, culture surveys, WLB surveys, Talent value model

10) Talent Analyticsputting HR metrics and data analysis to work Extracting value from people data, presenting human capital metrics in actionable scorecards and dashboards depicting trends and benchmarks, HR index, internal improvement monitors and smoke detectors Data Reporting Techniques Effective Reporting to aid decision making,

HRM 622 Strategic Human Resource Management Objectives The objective of the course is to develop the perspective of strategic human resource management. Specifically the course has the following objectives: Distinguish the strategic approach to human resources from the traditional functional approach. Understand the relationship of HR strategy with overall corporate strategy. Understand the strategic role of specific HR systems. Appreciate SHRM in the context of changing forms of organisation. Topics 1. Business Strategy and Organisational Capability 2. Global Environment of HR: Change & Diversity 3. SHRM: Aligning HR with Corporate Strategy 4. SHRM: Universalistic, Contingency and Configurational Approaches 5. Strategic HR Planning Acquisition and Development 6. Corporate Strategy and Career Systems 7. Managing Employee Relations: Unions and Strategic Collective Bargaining 8. Change, Restructuring and SHRM 9. Corporate Ethics, Values and SHRM 10. Competencies of HR Professional in a SHRM Scenario 11. Evaluating the Effectiveness of SHRM

HRM 642 Organization Change & Development Objectives The purpose of this course is to learn to plan and implement change at the individual, group and organisational level. The course is designed to help the students develop as potential change agents and OD professionals. After completing this course you should: be able to understand the theory and practice relating to the processes of organisation development and change. develop insight and competence in diagnostic and intervention processes and skills for initiating and facilitating change in organisations. gain necessary self-insight, skills and techniques to become effective change agents and internal OD consultants. Topics 1. Introduction 2. Planned Organisational Change 3. Foundations of OD 4. Entry and Contract 5. Organisational Diagnosis 6. Feedback and OD 7. OD Interventions: An Overview 8. Individual and Interpersonal Interventions 9. Team / Group Interventions 10. Intergroup Interventions 11. Comprehensive Interventions 12. Organisational Transformation 13. The OD Consultant: Role, Skills & Dilemmas 14. Success and Failure of OD 15. Future of OD and New Perspectives

HRM 631. Compensation, Benefits & Performance Management Objectives To provide understanding of compensation planning in corporate sector and to provide skills in formulating compensation policy, systems and strategies Module1 : Compensation & Benefits 1) Introduction Compensation- concept, System, Dimensions, New trends in Compensation Management, The 3-P Compensation Concept 2) Wages And salary administration at Macro(national) level Economic objectives of wage policy, social objectives, key considerations, Five year plans and wage policy, Pay commissions, Wage Boards, Adjudication, Pay Revision in Public Sector Issues and Considerations. Industrys compensation Policy (micro level). Compensation Strategy at Micro(company)level, Concept of Internal Equity and External Parity 3) Job Evaluation Methods and Systems of Job Eevaluation, Job Pricing, Designing Pay Ranges and Bands. Compensation Structure Indian practices. Salary Progression, Methods of Payment 4) Concept of reward - Financial and Non Financial Compensation System 5) Incentives - Merits and Demerits of Incentives, Types of Incentives 6) Employee benefits - Classification of Employee Benefits 11) Laws relating to Wages Module 2 7) Performance Management - Performance appraisal Vs performance management performance management Vs Human resource management - processes for managing performance - Essence and Implications of Performance Management-critical appraisal. 8) Planning for Managees performance and Development - Setting objectives Organisational and individual performance plans - Components of Managee performance and development plan - setting mutual expectations and performance criteria. 9) Monitoring and Mentoring - introduction - Supervision - Objectives and Principles of Monitoring - monitoring process - periodic reviews - problem solving - engendering trust role efficacy. 10) Annual Stocktaking - Stock taking performance - process of Judgment vs process of analysis - stock taking discussions - Delivering efficient feedback - 360- Degree Feedbackstocktaking potential - Tools for stocktaking potential.

11) Appraising for recognition and Reward - Purpose of Appraising - Methods of appraisal appraisal system design - Implementing the appraisal system - Appraisals and HR decisions. HRM 641 Managing Competencies and Careers 1 The concept of Competence Introduction, Definition of Competency, Difference between competence & competency Importance of competencies, Competencies Alternative Frameworks for competitive advantage Nature of competencies, Types Central, Surface, Threshold, Differentiating competencies, technical, managerial competencies A Competency Dictionary Competency clusters, Developing a Competency dictionary, Designing competency studies Developing a Model Designing Competency Studies, Conducting Behavioral Event Interview, Developing a Competency Framework / Competency Models, Best practices In competency modeling Competency Assessment & Mapping Assessment Centre and Competency Profiling, Psychological testing Competency mapping Competency based Management An Overview of Competency-Based HR Management Practices, From Job-Based to Competency-Based Organizations, Competency based HRP, Recruitment, selection, training, performance management, benefits, The Transformation to Competency-Based HR Management Managing Careers Concepts Careers, Career Path, Career Planning Individual, organizational, Career Issues - Career drift, Career Transition and Plateauing Career Development Model of Career Development, Career Development cycles, Concept of Career Anchors, Career Planning process, Individual & Organizational Assessment, Career plans Career Management Importance of Career Management, Career Management Systems, Career Counseling, Mentoring, Career moves, succession planning

HRM 651 Employment Relations & Labor Laws 1. Industrial Relations Concept, Importance, Trade unionism, Grievance, Discipline, Collective bargaining 2. Legislations related to employment relations a. Trade Unions Act, 1926 b. Industrial Employment (Standing Orders) Act, 1946 c. Industrial Disputes Act, 1947 d. Factories Act, 1948 e. AP Shops & Establishment Act f. The Contract Labor (Regulation & Abolition) Act, 1970 3. Labor Legislations social security legislations a. Workmens Compensation Act, 1923 b. The Payment of Bonus Act, 1965 c. Employees Provident Funds (and Misc. Provisions) Act, 1952 d. Employees State Insurance Act, 1948 e. Payment of Gratuity Act, 1972 4. Legislations related to wages a. The Minimum wages Act, 1948 b. The Payment Of wages act, 1936

HRM 612 International HRM Course Overview Organizations today compete in the international business environment, regardless of their location and firms must be prepared for an ever-changing environment of human resource challenges. This course examines human resource management in a global, multicultural environment and helps participants appreciate the challenges associated with managing across borders. The objective of the course is to provide an insight into the changing role of HR in the global scenario, factors influencing IHRM, key practices of the IHRM function and the essential competencies of the global HR practitioner Course Outline 1) Introduction- International HRM Global Perspective, Domestic to Global, Environmental influences on international management functions 2) Global Business Strategic Planning of International operations 3) 4) 5) Global HR issues Effect of Culture, Cross cultural management Cross cultural communication Ethics & Social Responsibility IHRM Functions Recruiting & selecting for international assignments Training for international assignments Expatriation & Repatriation International Compensation Performance management IR issues Managing Cross border alliances, M&As Competencies for a Global HR practitioner Leadership Motivation Cross cultural negotiations

MKTG 532- Marketing Management

Introduction to Marketing: Definition of Marketing Management, Basic Marketing Concepts, Evolution of Marketing, Marketing orientation, Marketing Mix, Marketing Challenges for the 21st Century. Micro & Macro Environment: Major components of micro environment - The Company, Suppliers, Intermediaries, Customers, Competitors, Public. Major components of macro environment - Demographic, Economic, Natural, Technological, Political-Legal Environment, Social-Cultural Environment. Consumer Markets and Buyer Behavior: Internal and External Factors Affecting Consumer Behavior, Consumer Buying Roles, Types of Buying Decision Behavior, The Buyer Decision Process. Industrial Markets: Special Characteristics of Industrial markets, participants in business buying process, stages in business buying process. Marketing of Services: Basic Concepts and Issues, Nature and Characteristics of Service, Marketing Strategies for Service Firms, Managing service quality, service brands and product-support services. Product Decisions Developing New products, PLC: Product Characteristics & Classification, Product-Brand Relationships, Packaging, Labeling, New product development processes, Challenges in developing new products, Consumer adoption process for new products, Product Life-cycle, Stages in PLC, Brand Life Cycle, Marketing Strategy. Distribution & Channel Decisions: Marketing Channels & Value Networks, Role of Marketing Channels, Channel Design & Management Decisions, Channel Integration & Systems, Channel Conflict Management, Wholesaling, The Multichannel System, Private Labels, Marketing Logistics. Promotion Decisions: Role of Marketing Communications, Developing Effective Communications, Deciding on the Marketing Communications Mix, Managing Integrated Marketing Communications, Developing & Managing Advertising Program, Deciding on Media and Measuring Effectiveness, Sales Promotion, Events & Experiences, Public Relations and Publicity, Promotion Budget, Promotion-mix, Evaluating the Promotion- Advertising Decisions, Principles of Personnel Selling. Pricing Decisions: Pricing Objectives, Steps for setting the prices, Price Adjustment Strategies, Initiating & Responding to Price Changes.

MKTG 612 International Marketing

The scope and challenge of International Marketing

The dynamic environment of International Trade The cultural environment of global markets: The foundations of culture, Cultural dynamics in assessing global markets, Culture, management style, and business systems International political environment: A marketing perspective

The international legal environment: Playing by the rules

Assessing global market opportunities: Developing a global vision through market research, Emerging markets, Multinational market regions and market groups Developing global marketing strategies: Global marketing management: planning and organization, Products and services for consumers, Products and consumers for businesses, International marketing channels, Exporting and logistics: special issues for business, Integrated marketing communications and international advertising, Personal selling and sales management, Pricing for international markets Implementing global marketing strategies Negotiating with international customers, partners, and regulators

MKTG 622 Product Management

Introduction: Overview of product management. Role and Scope of a Product Manager: Product, Market, Profit, Coordination, Forecasting, Planning at Corporate Divisional and Product Levels, Training Field Force, Financial Analysis of Products, Overview of legal provisions. Understanding the Nature of Markets and Products: Defining the market, the Nature of product, Analyzing Industry, Market Structure (Perceptual Maps), Competition and customers, Demand and Sales Analysis. Market Planning: Understanding Competitive Strategies for Decision Making, Preparation of Marketing Plan, Product Marketing Strategy. New Products Innovations: Identifying Opportunities, New Product Development Process, Tools and Techniques for Product Development (Conjoint Analysis), Concept Testing, Test Marketing, Launch Management, Financial Legal Issues & Concerns, Product Forecasting Models.

Product Portfolio Analysis: Product Portfolio Models, The Strengths and Limitations of BCG, GE, AD Little and Risk Return Models For Portfolio Analysis, Analysis Of Product Length, Depth And Width For Strategic Decisions, Portfolio gap analysis. Pricing, Distribution and Promotion Decisions: Planning Monitoring and Controlling the Product over its Life Cycle, Marketing Mix strategies at different stages of PLC, Role of Communication in Product Planning. The Product Audit: Product Audit Policies, Elements of Product Audit. MKTG 632 Integrated Marketing Communication

Introduction to Integrated Marketing Communication: The Promotional Mix, Role of Marketing Communications, Evolution and Importance of Integrated Marketing Communication, Economic and Creative justification of marketing communications. Developing a Theoretical understanding of Marketing Communications: The Communication Process, Behavioral Aspect s of Marketing Communication, Consumer response to persuasive communications, Response Hierarchy Model, FCB planning Model, Cognitive Processing Model, Influence of source message and channel factors on communication. Planning and Organizing the Integrated Marketing Communication Processes: Concepts of STP, Identification of the target audience, Establishment of Marketing Communications Objectives, Setting Marketing Communication Budget, Organizing for Marketing Communications, Role of Ad Agencies and other Marketing Communication organizations, Client Agency Relationship. Media Issues: Print Media, Broadcast Media, Display Media, Internet and Interactive Media, Support Media, Media Planning and Strategy, Media Plan, Media objectives, Developing, Implementing and Evaluating Media strategies. Message Strategy: Creativity, The Creative Process, Creative strategy development, Copy Platform, The Big Idea, Creative Strategy, Implementation and Evaluation. Other elements in Marketing Communications Strategy: Below-the-line Communications, Sales Promotion, Public Relation, Event Management, Publicity, Corporate Advertising, Direct Marketing, Personal Selling. Monitoring Evaluation and Control of Integrated Marketing Communications Strategy: To measure or not to measure, Measurement process for Advertising, Measuring the Effectiveness of other Marketing Communication elements. International Marketing Communication: Role of international marketing communication, Cultural and other differences, Global Vs. localized marketing communications, Organizing for international marketing communication

Wider issues in Integrated Marketing Communications: Regulation of Advertising and Promotion, Self and State Regulation, Social, Ethical and Economic aspects of Marketing Communication. MKTG 642 Business to Business Marketing Introduction to B2B Marketing: Basic concepts in B2B Marketing, difference between B2B marketing and B2C Marketing, Business marketing environment, Classification of Business products. Demand Issues: Understanding the demand issues in B2B marketing, Concepts of Derived Demand, Short Term and Long Term Demand Issues, Nature of Derived Demand, Cross Elastic Demand, Fluctuating Demand, Bull-whip Effect, Inelastic Demand, Stimulating Demand, Economic Linkages to Demand Studies. Organizational Buying Behavior: Classification of business customers, Buying Decision Process, Buying Situations, Buy Grid, Buying Center, Models of Organizational Buying Behavior, Government/Public Sector Buying Procedures, Types of Buyer Seller Relationships, Conflicts and Resolutions. Strategic Alliances with customers, suppliers, competitors and government. Industrial Marketing Intelligence: Assessing Market Opportunities, Marketing Intelligence System (MIS), Industrial Marketing Research, Research Process, Demand Analysis. Marketing Strategies: Formulation of Marketing Strategies for Industrial Products, Concept of Strategic Planning, Role of Marketing in Strategic Planning, Designing Business Marketing Strategies, Industrial Markets Targeting Positioning and Segmenting. B2B Communications: Seminars, Trade Shows, Demonstration, Simulation, Role of Advertising as a Major Support to Sales Force and Channel. Product Decisions in Industrial Marketing: Make or Buy Decisions, Product Bundling, Product Revival, New product development, New product testing in business markets, Role of branding in Business markets Pricing Decisions in Industrial Marketing: Factors affecting pricing, pricing across PLC, Competitive bidding, Types of discounts, Price negotiations, Leasing, Perspectives of contracts, Reverse Bidding (Online business auctions), Value analysis, Total cost of ownership, Concepts of Cost, Price, value, Profits and customer surplus, Importance of pre tendering and tendering activities. Distribution Decisions in Industrial Marketing: Vendor Development and Management, Managing Distribution Channel Structure & Design, Intermediaries, Selecting intermediaries, Managing relationships. Marketing of Services to Industrial Markets: Industrial Repairs & Services Marketing, Maintenance Services, Annual Maintenance Contract, Outsourcing Servicing.

Recent Development in B2B Marketing: Measuring Marketing Performance, eBusiness for Industrial Consumers, e-Supply chains in industrial markets.
MKTG 652 Sales and Distribution Management

Role of Salesperson: Responsibility, Cross Functional Linkages, Lifetime Customer Concept, Management of Accounts Receivables. Selling Skills: Value Proposition, Lifetime Customer Value Creation, Personal Selling, Buyer-Seller Dyads, Theories of Selling, Prospecting, Sales Resistance, Closing Sales, Key Accounts Management. Sales Organization: Basic types of Sales Organization, Structures including Outsourced sales force, Inter-departmental Relations and Structures, Coordination of Personal Selling with Other Departments. The Sales Effort: Sales Planning, Forecasting, Qualitative and Quantitative Methods, Overview of Linear Regression, Time Series Analysis, Moving Averages, Budgeting, Designing Territories, Territory Management, Routing, Sales Quotas Profitability, Analysis of sales effort. Sales Force Management: Estimation of Sales Force, Workload, Breakdown and Incremental Analysis, Recruitment and Selection of Sales Personnel, Planning and Conduct of Sales Training Programs, Motivating and Compensating Sales Personnel Compensation Systems, Incentive Plans, Disincentive, Benefits, Performances Appraisals, Evaluation, Criteria for evaluation. Distribution: Introduction to Marketing Channels, Structure, Functions and Flows, Channel Participants, Type and Number of Intermediaries. Management of Marketing Channels: Selecting a channel, Channel Design, Vertical and Horizontal Marketing Systems, Channel Evaluation, Channel Profitability Analysis, ROI, Channel Co-operation. Wholesalers and Retailing: Classifications, Functions, Key Tasks, Distributors/Dealers/Stockists, Trends, Types of Retailing, The Retail Organization, Commodities Retailing Vs. Brand Retailing, Non-Store Retailing, e-Retailing. Market Logistics: Meaning and Scope, Outbound Logistics, Transportation including multi-model system, Warehousing, Reverse logistics, Technology in logistics, Recent trends

MKTG 611 Services Marketing

Introduction to Services Marketing: Definition, Characteristics, Classification, Present Marketing Environment. Services Marketing Mix: Understanding the 7Ps Product, Price, Place, Promoter, People, Process & Physical Evidence. Understanding the Customer: Services vis--vis goods, Consumer Behavior in Services, Customer Expectations of Services, Customer Perceptions of Services, Evaluation of services. Strategies for Services Marketing: Positioning & Differentiation, Building the service model, Managing the customer interface, Implementing service strategies, Yield management. Service Development Design & Standards: New Service Development Process, Basic service to potential service, Customer Defined Service Standards, Designing recovery systems. Delivering Services: Role of Employees and Customers in service delivery, Role of Intermediaries, Service process, Blue printing, Feedback and complaint management systems. Managing Service Promise: Role of Advertising, Personal Selling and Other Communication mix, Overcoming intangibility Pricing of Services: Price-value perception, Pricing strategies, Revenue management. Evaluating Success of Service Offering: Service quality and measurement SERVQUAL, Service recovery, Role of CRM Current Trends in Service Industries and Understanding Specific Service Industries: Financial, Hospitality, Health, Telecom, Consultancy, Logistics, Education, NGO, Public Utilities, ITCS, Travel & Tourism, e-Services and Professional Services MKTG 621 Consumer Behavior

Understanding Consumer Behavior: Impact of Psychology, Sociology & Economics on CB, Simple Model of Consumer Decision Making. Consumer Needs & Motivation: Innate Needs, Acquired Needs, Want, Desire, Intrinsic & Extrinsic Needs, Maslows Hierarchy of Needs, Trio Of Needs Power, Achievement & Affiliation, Relation Between Maslows Hierarchy Of Needs & Trio Of Needs, Arousal of Motives, Positive Vs. Negative Motivation, Approach Vs. Avoidance Object, Motivation Process Diagram, Projective Techniques used in Motivational Research.

Personality and Self Concept: Freuds Psychoanalytic Theory, Karen Horneys CAD Dimensions of Personality, Trait Theory, Concepts Related to Self Image, Brand Personality, Personality & Gender, Personality & Geography. Consumer Perception: Perception, Sensation, Sensory Organs, Stimuli, Sensory Adaptation, Absolute Threshold, Differential Threshold, Subliminal Perception, Perceptual Selection, Perceptual Organization Figure Ground, Grouping & Ungrouping, & Closure, Selective Perception, Perceptual Biases. Consumer Learning: Elements of Learning, Behavioral & Cognitive Schools of Thought, Classical Conditioning and its Applications, Cognitive Associative Learning, Instrumental/Operant Conditioning, Vicarious/Observational Learning, Information Processing & Memory Stores - Schema, Chunks, Chunking, Activation, Episodically Vs. Semantically Storing Of Information, Central Vs. Peripheral Route To Persuasion, Involvement, Hemispherical Lateralization/Split Brain Theory. Consumer Attitude Formation & Attitude Change: Tri-Component Attitude Model, Attitude-Toward-Object Model, Attitude-Toward-Behavior Model, Theory of Reasoned Action, Theory of Planned Behavior, Trying to Consume Model, Attitude Towards Ad Model, Attitude Change Strategies, ELM, Dual Mediation Model (DMM), Ideal Point Model (IPM), Cognitive Dissonance Theory, Attribution Theory, Self-Perception Theory. Reference Groups & Opinion Leadership: Normative vs. Comparative Reference Group, Types of Reference Groups and Reference Group Appeals, Characteristics Needs & Motivations of Opinion Leaders, Measurement of Opinion Leadership. Cultural, Social & Family Influences on Consumer Behavior: Social Comparison Theory, Status Consumption, Conspicuous Consumption, Class Consciousness, GeoDemographic Clusters, Social Class Mobility, Measurement of Social Class, Components of Culture, Acculturation, Enculturation, Measurement of Culture. Consumer Decision Making and Post-Purchase Behavior: Customer Decision Making Model, Compensatory & Non-Compensatory Decision Rules, Outcomes of PostPurchase Evaluation. MKTG 631 Marketing Research

Introduction: Role of marketing research in decision making, Applied research versus basic research, Different types of marketing research, Types of research customized, syndicated & retail audit, The marketing research process, Designing a marketing research proposal.

Measurement Using Surveys: Revision of different types of scales graphic rating scales, itemized rating scales, rank order scales, Q-sorting, paired comparison, constant sum scales, purchase intent scales, Issues in scaling, Designing single item vs. multi-item scales, Methodological limitations. Experimentation: One-Shot Case Study, One- Group Pretest-Posttest Design, Static Group Comparison, Before & After With Control Group, After -Only With Control Group, Solomon Four Group Design, Interrupted Time Series Designs, Multiple Time Series Designs, Factorial Design, Latin Squares, Methodological issues in Experimentation. Qualitative Research: Basics of Qualitative Research, Focus Groups: Procedures of conducting focus group discussions, analyzing and reporting, Methodological advantages & limitations, Depth interviews: Procedures for in-depth interviews, Methodological advantages and limitations, Projective techniques: Word association, sentence & story completion, cartoon tests, photo sorts, consumer drawings, third person techniques. Observation Research: Conditions for using observation research, Advantages & disadvantages, Human observation: Mystery shopper, one way mirror observation, hopper patterns studies, content analysis, humanistic enquiry, audits, Machine observation: Traffic counters, physiological measurements, opinion & behavior measurement, scanner based research. Special Methods in Marketing Research: Delphi technique, panel research, cohort analysis, case method as a research tool. Questionnaire Design: Open ended, closed ended & dichotomous questions, scaled response questions, Steps & issues in questionnaire design including pilot testing & revisions. Methods of Data Analysis, Interpretation & Presentation: Regression, Discriminant, Factor, Cluster & Conjoint Analysis, Multidimensional Scaling MKTG 641 Brand Management

The concept of Brands: The branding definition, Introduction to strategic brand management. Customer-Based Brand Equity: 3 key ingredients to create high CBBE, Brand perception on the perceptual map, Sources of Brand equity, Steps in creating strong CBBE. Brand Positioning: Differentiation and Relevance, Differentiation strategies. Choosing Brand Elements to Build Brand Equity: Brand Image, Brand Elements and Brand Associations, Selecting the brand elements, Building Brand Equity, Leveraging Secondary Brand Associations.

Brand Equity Measurement: Design the qualitative research to capture the customers mindset, Measure the brand awareness, Understand the scale measurement to measure the brand image, Study the brand value chain: the chain in creating the brand value, Design the brand tracking to measure the brand effectiveness. Contemporary Branding Strategies: Understand the brand portfolio, Brand hierarchy, Brand equity at different level in the brand hierarchy, Design the branding strategies, Principles in designing the branding strategies, brand extension, model to evaluate the brand extension opportunity, model to reinforce the brand, model to revitalize the death brand. MKTG 651 Customer Relationship Management

Introduction: Definition of CRM, CRM as a business strategy, Elements of CRM, CRM processes and systems. Strategy and Organization of CRM: History of CRM, Dynamics of Customer Supplier Relationships, Nature and Context of CRM strategy, The relationship oriented organization. Marketing Aspects of CRM: Customer knowledge, Privacy issues, Communications and multi-channels in CRM, The individualized customer proposition, Relationship policy. Analytical CRM: Relationship data management, Data analysis and data mining, Segmentation and selection, Retention and cross-sell analysis, Effects of marketing activities, Reporting results, Customer Lifetime Value Analysis, Collaborative CRM. Operational CRM: Call centre management, Internet and website, Direct mail. CRM Subsystems: Contact Management, Campaign Management, Sales Force Automation. Choosing CRM Tools / Software Package: Short-listing prospective CRM vendors, setting evaluation criteria for the appropriate CRM package, selection CRM implementation. CRM systems and Implementation: CRM systems, Implementation of CRM systems Applications in various industries: Applications in manufacturing, banking hospitality and telecom sectors Global and Ethical Issus in CRM

MGMT651-Business Intelligence using SAS

Understanding the SAS environment, Data Acquisition and Data Integration, Sources of Data, Operational systems, Household and Demographic Databases, Data types, Integrity checks, Comparing data, Cleaning and manipulating the data and preparing the data for modeling, Exploratory data analysis, common EDA procedures, Data Transformation methods for time-series, cross-section and panel The following SAS DATA step and PROC steps would be covered, Input Data and Importing/Exporting Data, Display SAS Dataset, SAS Functions , SAS date and time: value, formats and functions, Title and Footnotes, System Options and Dataset Option, Manipulating the data, FlowControl: IF-THEN-END, Manage Variables: Keep, Drop, delete, Where and sub-setting IF, Concatenating Two Data Sets, Interleaving Two data sets, One-to-one Merge, Match-Merging, Merging datasets: IN, SAS Macros and Arrays Modeling Big datasets in various domain (telecom, retail, transaction data, high frequency stocks) Validating the model, Simulations, Understanding your customer: profiling and Segmentation, Targeting New prospects: modeling Response, Avoiding High Risk Customers: Modeling Risk, Retaining Profitable customers: Modeling Churn, Modeling Life Time Value, Web usage Mining, identifying arbitrage opportunities, testing trading strategies, evaluating performance of fund managers. References:

The Little SAS Book: A Primer, Fifth Edition, Lora Delwiche and Susan Slaughter, SAS
Publishing.

Data Mining Cookbook: Modeling Data for Marketing, Risk, and Customer Relationship Management, Olivia Parr Rud.
http://www.ats.ucla.edu/stat/sas/ www.sas.com

Global Supply Chain Management & Logistics

1. COURSE OBJECTIVE: The objective of this course is to delve into the basic topics of Global Operations and Supply Chain Management. By deeper exploration the course aims at equipping the students with the understanding of the underlying theories and philosophies of the variety of concepts in the area of Global Supply Chain Management and Logistics. This course will also enable the scholars to think as academic researchers and contribute to the domain of International Operations and Supply Chain Management. 2. EXPECTED OUTCOME: At the end of this course the research scholar is expected to

1. Write a term paper in his/her chosen area in the domain of Global Operations Management. The term paper must be an original work of the scholar. 2. Present the paper in related National/International conference in India and later on try to get it published in a National/International Journal. 3. COURSE CONTENT: A list of topics covered in course is as follows.
Unit 1 Topic

1) Global Operations and Logistics: Evolution and Design Forces of Globalization Global Operations and Logistics: An integrated approach to managing flow 2) The Strategic Framework Strategic role of Operations and Logistics The Strategic Framework The Strategy Process 3) The Globalization of Operations Strategy Global Market forces Technological forces Political and Economical forces Current and future challenges 4) Global Marketing Strategy Changing Consumer Behavior Geographical Integration: Global Versus Local Marketing Functional Integration of Logistics and Operations: The Global Product Sectorial Integration: Manufacturer/Distributor Efficient Consumer Response The Need for a global marketing approach 5) Supplier Network Development Evolving Concept of outsourcing 6) Physical Distribution Importance of channel distribution in physical distribution The architecture of a physical distribution networks in a global operations Logistics service firms and third party logistics providers (3PL) 7) Global Supply Chain Management Demand Volatility, information distortion and the bullwhip effect in supply chains From Domestic to global supply chains: Added Complexities and uncertainties Vertical Integration issues in global supply chains 8) Logistics Network Design for Global Operations Global logistics network configuration Orienting international facilities: Considerations and Framework Trade-offs Associated with each approach Mapping the different approaches Capacity expansion issues 9) Risk Management in global operations Operating exposure to exchange rate: risk and its management Factors that complicate the estimation of operating exposure Managing operating exposure Pricing strategies for exporting firms Use of operational flexibilities to minimize operating exposure

Global sourcing strategies under exchange rate uncertainty Impact of exchange rates and classification of hedging strategies in global sourcing Basic functions of foreign exchange markets Micro-level strategies for managing exchange rate risk Macro-level strategies 10) Information management for global logistics The global LIS/LITS: Capabilities and limitations Capabilities of todays technologies Characteristics of a LITS Logistics organization and its relationship to LITS Functional and geographical dimensions of the LITS Sectorial Dimensions of LITS Developing a sectorial LITS: The role of Information systems 11) Performance Measurement and Evaluation in Global Logistics Operations and Logistics Control Measuring Performance in Functional integration Measuring Performance in sectorial integration 12) Organizational structure for Global logistics excellence New organizations related to manufacturing and logistics operations The organizational implications of sectorial logistics cooperation The international factor in global organizations 4. REFERENCE BOOK 1. Global Operations and Logistics: Text and Cases, Philippe-Pierre Dornier, Ricardo Ernst, Michel Fender and Panos Kouvelis, John Wiley & Sons Publication, 2002 [Main Textbook] 2. Supply Chain Management: Strategic Planning and Operations, Sunil Chopra and Peter Meindl, Pearson Publication, 4/E 3. Supply Chain Management, John T. Mentzer, Sage Pubication, 2001 4. International Purchasing & Management, Alan Branch, Thomson Publications, 2001 5. International Operations Management, Gerhard J. Plenert, Copenhagen Business School Press.

HRM 611 Designing and Managing Human Resource Systems

One of the most significant developments in the field of organization in recent times is the increasing importance given to human resources. The development of people, their competencies, and the process development of the total organization are the main concerns of human resource management. The course deals with various aspects of the Human Resource system and helps in developing competencies in designing HR systems to meet the people management and development needs.

Course Outline The Concept and Boundaries of Human Resource System The Concept of HRS, The changing boundaries, Contexts & System Designing 2) Analyzing the Role for Development, Competency mapping, Matching the Role and the Person: Recruitment and Placement 3) Socialization Process The Beginnings of Socialization: Induction and Placement, Integrating the Individual in the Culture 4) Developing the Person in the Role 5) Performance Appraisal / From Performance Appraisal to Performance Management: Recent Developments / Beyond the Present Role: Potential Appraisal / Designing and Managing Assessment Centers / Developing Dyadic Relationships: Performance Review and Coaching, 360 Degree of Multirater Assessment and Feedback Systems (MAFS) 6) Preparing for Advancement 7) Career Planning and Development, Development System: Training and Learning Organization, Development Approach to Worker Affairs 8) Developing Pride and Joy Job Enrichment, Quality of Working Life, and Role Efficacy 9) Reinforcing Pride and Team Work: Compensation and Reward System 10) Self-Renewal: O.D. and Change Management Research 11) Using Instruments and Behavior Simulation for HRD 12) Reinforcing Pride and Team Work: Compensation and Reward System 13) Some Issues in Human Resource System Designing 14) Strategies of Developing Human Resources 15) Making HRD Effective: HRD Audit 16) HRD Function: Global Models and Indian Experiences, Asian Trends in HRD
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