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Subject Name Subject Code Subject Credits

Business Law MGT 511 2

Law permeates every aspect of business organizations survival and growth. It defines all aspects of business practices. In the changed context of liberalization and globalization of the Indian economy, law Summary/Overview has become more central in regulating and fostering competition. Thus law has become an important subject for management students. Law needs to be taught very differently than it is taught to law students. This course will attempt to bring out the linkage between law and other fields business practices including general management. To enable the application of various business laws to the real world conflicts and management challenges To develop the legal management skills and competencies which includes business law knowledge, planning, control, problemsolving and communication To provide an understanding of the legal framework of business Aims and the legal implications of their business decisions To analyze and understand the challenges in managing the legal risks To equip with ideas, resources and tools for protecting business assets, resolving legal conflicts, and complying with the law To guide on the best practices and tools for implementing an effective legal risk management system Core Learning Outcomes Learning Outcomes On completion of this unit you should be able to: Understand the nature and different types of companies. Procedure for the incorporation and winding up of the 1. The And also various Companies company. compliances under the Act. To know Act, 1956 about the various essential documents with respect to the companies. Rights and duties of the shareholder and the Directors responsibilities. Understand the formation and 2.The performance of Contracts. The Act Indian determines the circumstances in Contract which promises made by the parties Act, 1872 to the contract shall be legally binding and defines the remedies available in case of a breach. Assessment Criteria To achieve the learning outcome you must demonstrate the ability to: Understand the conceptual framework and legal basis of the companies. Apply the sections in analyzing the business situations and evaluate their relevance in the successful functioning of the business. To know how the Act introduces definiteness in business transactions and ensures the realization of reasonable expectation of the parties who enter into a contract.

3.The Sale of Goods Act, 1930

Understand that this Act is the most common of all commercial contracts. The circumstances under which the ownership passes and the rights and liabilities of the seller and the buyer.

To understand the meaning of Negotiable under the Act and to 4.The identify the nature of the three forms Negotiable of negotiable instruments under the Instrument Act. Act, 1881

5.The Consumer Protection Act, 1986

To understand that the Act has been enacted to protect the rights and interests of the consumers. To have an exact idea of who constitutes a consumer and what is a consumer dispute under this Act.

To apply the general principles of the Contract along with the law of this Act in case of movable goods and to realize the point of time at which the ownership transfers as the risk passes on with the ownership To know the special legal relationship between the banker and the customer. And to know the rights and duties subsisting between the parties who deal with the negotiable instruments in all forms. And the legal remedies available in case of dishonor of the Negotiable instruments. To be aware of the rights of a Consumer and the redressal mechanism available to the consumer in case of any disputes arises with respect to the goods bought and services availed.

Class room lectures Case laws Approach to Learning Presentations Discussion and participation Class participation Assignments Assessment Strategy Presentations Test Learning Outcomes Description of Weight Assessment Assessed Assessment No Method* % Method 1 2 3 4 5 6 1 2 CS PF Case Study Preparation for class discussion Quiz / Assignment In Class Test 10 5

Submission day/week (assignments) or length (exam)

3 4

OT DTA

10 20

*The following codes for assessment methods apply:LR literature review PC Practical

CB CS DI EX GR DTA

computer-based case study dissertation or project exam group report during term test

PF Performance PL placement PO Portfolio PR Presentation RE individual report OR Oral OT Other

Outline Teaching Schedule 1. The Companies Act, 1956 Definition of Company, Characteristics of a Company, Kinds of Companies, Formation of Company, Memorandum of Association, Articles of Association, Prospectus, Share Capital, Shares, Company Management, Meetings and Proceedings, Borrowing Powers, debentures and Charges, Accounts and Auditors, Prevention of Oppression and Mismanagement, Winding up 2.The Indian Contract Act, 1872 Essentials of Contract, Classification of Contracts, Offer, acceptance and agreement, Consideration, Capacity to Contract, Free Consent, Legality of Object, Void Agreements, Performance of Contract, Remedies for Breach of Contract 3.The Sale of Goods Act, 1930 Formation of Contract of Sale, Conditions and Warranties, Transfer of property, Performance of Contract, Rights of an unpaid Seller

4.The Negotiable Instrument Act, 1881 Characteristics of Negotiable Instruments, Types of Negotiable Instruments, Classification of negotiable instruments, Parties to Negotiable Instruments, Negotiation of Negotiable Instruments, Kinds of Endorsement, Dishonour of negotiable instrument, Discharge of a negotiable instrument 5.The Consumer Protection Act, 1986 Objects of the Act, Definitions, Consumer Protection Councils, Consumer Disputes Redressal Agencies

Recommended Resources Essential Textbook

Elements of Mercantile Law by Kapoor N D, Sultan Chand & Sons, ISBN- 978-81-8054-597-9 Additional Resources Reference Books The Companies Act, 1956 The Indian Contract Act, 1872 The Sale of Goods Act, 1930 The Negotiable Instrument Act, 1881 The Consumer Protection Act, 1986 Recommended Journals All India Report India law journals Apex law journals Manupatra law reports Useful research resources on internet www.legal serviceindia.com www.indialawyers.wordpress www.Indialaw.org

Subject Name Subject Code Subject Credits

Strategic Management MGT 512

3 A Post Graduate Program in Management gets completed only after understanding how to craft and deploy strategy. This course will encompass various aspects of strategic planning and execution. This course requires students to utilize their prior knowledge on various managerial aspects learnt, skills, and competencies to identify any strategic approach behind the failure and success of corporations and businesses, evaluate obvious strategic planning, understand different Summary/Overview components of strategic intents, and formulate themselves strategies for corporations. This course will be done with the help of discussion of case studies largely that had been used by reputed global and Indian Institutions. Business Case Identification and writing down the strategic management of functional, business and corporate level strategies will be an integral part of imbibing basic concepts of Strategic Management and Connecting them with real time scenario of Strategic Planning and Execution in Business Entities around us. Aims Core Learning Outcomes Learning Outcomes Assessment Criteria To enable students to identify the presence or absence of strategy in various practical cases and scenario To think Strategically for problem solving and meet the objectives To analyze strategically, competitions and Industries To incorporate Values and Ethics while formulating and executing Strategy To plan and present a strategy To simulate and emulate the plan and analyze results

On completion of this unit you To achieve the learning outcome you must demonstrate should be able to: the ability to: Understand the basic strategic Analyse the concepts with case study, and in the final concepts. examination identify, the evolution of marketing concepts. Select appropriate methods to illustrate the problem solving process and present results. Analyze varied real life issues of Participate in situations that mimic real life issues and business strategy and dilemmas dilemmas in each presentation topic, case study, faced in practice. Assignments and in the final examination.

Examine the internal and external Identify the differences and the relationships the business variables while various internal and external forces acting on the enterprise accurately in class presentations, case studies developing an effective Business and for the semester examinations. strategy. Understand the functional level, For each presentation topic, case study, role-play, and business level strategies under the in the final examination identify and critically analyse factors that shape functional, business strategies. present environment. Understand the concepts horizontal, vertical integration strategies and analyze the diversification strategies . In each presentation topic, case study, Assignments and in the final examination identify and critically assess in a comprehensive manner the various integration and diversification strategies from the current real life scenario.

To define the strategic Prepare implementation plans for the process while implementation process for competing in single/multiple industries through real life companies competing in examples and the reasons for success/failure. single/multiple industry. The teaching methods will consist of formal lectures, case study analysis, practical exercises and discussion groups. Experts and practitioners may be invited to participate in the course as guest lecturers. Students will work at their own to identify and assess market opportunities, and then to refine these ideas to apply in strategy scenario. The strategic plan project will combine all these other skills within the framework of enhancing their strategic skills. This will develop the skills of the students to implement their skills to sustain in a competitive environment. As is appropriate at Masters level, students will also be expected to read beyond texts assigned, and to identify on their own further sources of information for complementing their studies. Participants will develop a strategic plan and present it with a view to gain the resources required for its implementation. They will be also assessed based on their domain knowledge through surprise quizzes and class discussions. Weight % 10 Learning Outcomes Assessed 1 2 3 4 5 6 Submission day/ week (assignments) or length (exam) Throughout the

Approach to Learning

Assessment Strategy

No

Assessment Method* CS

Description of Assessment Method Case Study

course 2 3 4 PF OT DTA Preparation for class discussion Quiz / Assignment In Class Test 5 10 20 Throughout the course Throughout the course 100 mark (3hrs.)

*The following codes for assessment methods apply:LR CB CS DI EX GR DTA literature review computer-based case study dissertation or project exam group report during term test PC PF PL PO PR RE OR OT Outline Teaching Schedule Day 01 02 03 04 05 06 07 08 09 External Analysis The identification of Opportunities and Threats Internal Analysis Distinctive Competencies, Competitive Advantage and Profitability Building Competitive Advantage through Functional Level Strategy Chapter 2 (H & J) Ch 3 (H & J) Ch 4 (H & J) Discussions of case lets, case(s) and concepts. Discussions of case lets, case(s) and concepts. Discussions of case lets, case(s) and concepts. Topic to be covered Strategic Leadership: Managing StrategyMaking Process for Competitive Advantage Student Reading Chapter 1 (H & J) Class Exercises practical performance placement portfolio presentation individual report oral Other

Discussions of case lets, case(s) and concepts.

10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27

Building Competitive Advantage through Business Level Strategy Business-level Strategy and Industry Environment Strategy in High-Technology Industries

Ch 5 (H & J) Ch 6 (H & J) Ch 7 (H & J)

Discussions of case lets, case(s) and concepts. Discussions of case lets, case(s) and concepts. Discussions of case lets, case(s) and concepts. Discussions of case lets, case(s) and concepts.

Strategy in Global Environment

Ch 8 (H & J)

Corporate-level Strategy: Horizontal Integration, Vertical Integration & Strategic Outsourcing

Ch 9 (H & J)

Discussions of case lets, case(s) and concepts.

Corporate-level Strategy: Ch 10 Formulating & Implementing Related & Unrelated Diversification Implementing Strategy in companies that compete in a Single Industry Implementing Strategy in companies that compete across Industries and Countries (H & J) Ch 12 (H & J) Ch 13 (H & J) Discussions of case lets, case(s) and concepts.

Discussions of case lets, case(s) and concepts.

Discussions of case lets, case(s) and concepts.

Recommended Resources Essential Textbook Strategic Management: An Integrating Approach (Latest Edition) (by Charles W.L Hill &Gareth R. Jones publisher: South Western). Latest edition, ISBN- 9788131518373 Additional Reading (Optional) 1. Mind of a Strategist The Art of Japanese Business Kenichi Ohmae 2. Blue Ocean Strategy: How to Create Uncontested Market Space and Make Competition Irrelevant Chan Kim & Renee Mauborgne 3. Crafting and Executing Strategy; The Quest for Competitive Advantage Arthur Thompson Jr, AJ Strickland III, John Gamble & Arun Jain

Competitive Stragegy Michael Porter Leading the Revolution Gary Hamel Competing for the Future Gary Hamel & CK Prahlad Built to last Jim Collins Good to great Jim Collins Alignment, Using the Balance Score card to create Corporate Synergies Robert Kaplan & David Norton 10. Strategy Maps: Converting Intangible Assets into Tangible Outcomes - Robert Kaplan & David Norton 4. 5. 6. 7. 8. 9. Recommended Journals 1. Journal of Business Strategy 2. Strategy + Business 3. The McKenzie Quarterly Useful research resources on internet British Library websites: http://www.bl.uk/business.html - business area of site http://blpc.pl.uk general catalogue

Subject Name Subject Code Subject Credits

Business Marketing MGT 628 2 This course provides insights into the nature of Business to Business Marketing and contrasts the approaches and strategies to be adopted in Business to Business markets from those adopted in B to C markets. This course will enable students to comprehend a) the processes involved in understanding, creating, and delivering value in B to B markets b) develop a critical appreciation of problem solving in B to B markets through case studies and projects and c) develop an understanding of establishing and maintaining relationships between firms in business markets. What factors influence B to B marketers in creating and delivering value to Business Customers and how Business customers process information? What are the nature of relationships between buyers and sellers in B to B markets? What are the processes by which value is created and delivered in B to B markets? What are the frameworks and concepts available for solving complex problems faced by large B to B firms? How can a marketer design and implement a marketing programme for B to B products using the resources in an optimum manner

Summary/ Overview

Aims

Core Learning Outcomes Unit Learning Outcomes On completion of this unit you should be able to: Understand the importance of Business marketing and its functioning, distinguishing characteristics, functioning of supply chains, business networks, Nature of Business relationships, Learn different types of Buying Organisations, Purchasing Orientations, Search Process, Forces influencing purchasing Goals in Purchasing, Buying center roles, Buying behaviour, Sources of risk Assessment Criteria To achieve the learning outcome you must demonstrate the ability to:

Analyse critically the complex situations in case studies and make presentations using illustrative examples from industry indexing them to the theoretical topics

Grasp approaches to market sensing Opportunities scanning, design market research and market segmentation in B to B Markets, Segmentation Strategies and positioning strategies in B to B markets Understand strategies, marketing orientations, new product development orientations PLC theory, product development, innovations, product portfolios concepts, Grasp the differences managing services Realise the importance of Channel s and Partnerships, Channel Management B to B hubs, design of channels, Pricing strategies, nature of competition, channel pricing, issues, bidding etc. Appreciate the Customer dialogue process Promotion, Communication, PR Advertising methods in the B to B context, PR, Role of personal selling, Sales Orgnasition types, recruitment motivation and control of sales force Understand Pricing strategies, Break Even Analysis, Competitive Analysis, Pricing for government, Use of Internet and E Commerce in B to B

Choose an industry or firm, and identify growth opportunities. Design a market research study for new /existing products in the industry Also segment markets for its current and future offerings

Apply the concepts in class room discussions and case studies

Understand and apply the concepts in a illustrative case relevant to the topic

Understand the concept and apply the same in in a practical situational quiz conducted by the instructor

Develop notional pricing strategies for a chosen companys products(assignment given by the faculty)

Preparation before class on each chapter and topic. Preparations for presentations on topics given well in advance of the date of presentations. Reading of cases and submission on due dates ready for discussions in class 60% lecture time and 40% creative and experiential learning. All cases have to be read and analysed for discussions in the classroom. Case Reading must be done before the first day of a relevant subject portion pertaining to the case. All students must ensure readiness for a class case discussion by preparing a one page case prcis. Students may be asked to present the case prcis at random. Participants will develop a project and present it with a view to gaining the resources/finances required for

Approach to Learning

Assessment Strategy

No

Assessment Method* CS Q PR DSA

Description of Assessment Method Case Study Quiz Presentation During Semester Assessment Attendance Semester End Exam Total

Weight % 1 10 10 5 20

Learning Outcomes Assessed 2 3 4 5

Submission day/week (assignments) or length (exam) Fortnight Fortnight Fortnight 50 marks, 2 hours duration of exam Continuous 100 marks, 3 hours duration of exam

AT SEE

5 50 100

*The following codes for assessment methods apply:LR CB CS DI EX GR DSA literature review computer-based case study dissertation or project exam group report during term test PC PF PL PO PR RE OR OT Outline Teaching Schedule Units Session Topics Introduction to Business Markets and Consumer Goods Distinguishing Characteristics, Classification of Products and Services, Supply chain, business networks. 1 Types of Buying Organisations, Purchasing orientations, Search Process, 1,2.3 Forces influencing purchasing Goals in Purchasing Buying center , roles, buying behaviour, Sources of risk Case: Lasting Nature of Business relationships 2 Opportunity scanning, Basis for segmentation in B to B Markets, 4,5,6 Classification systems, Segmentation Strategies in B to B markets, Session practical performance placement portfolio presentation individual report oral other

Positioning in Industrial Market research, Demand Potential estimation Case: Wind Technology Strategies, marketing orientation s, New product development PLC theory, product development, innovations, product portfolios, Managing 7,8,9 services Case: BGH Motorola: Radius Connects Business Relationships Channels and Partnerships, Channel Management B to B hubs, Design of channels, Pricing strategies, Nature of competition, Channel pricing 10,11,12 issues, bidding etc. Case: SPC Products Company-Project Pops Customer dialogue, Promotion, Communication, PR Advertising in the B to B context, PR, Role of personal selling, Sales Orgnasition types, 13,14,15 recruitment motivation and control of sales force Case: Daynor Chemical Company Pricing strategies, Break Even Analysis, Competitive analysis, Pricing for government, Use of Internet and E Commerce in B to B Case: Jewelmart.com 6 Marketing across borders, entry strategies, pricing etc., Comprehensive case study 16,17,18 1.Automotive Head lamps 2.GE BW 3.Metal Junction 4.Bama Pie Recommended Resources Recommended Text Book Krishna Havaldar (2011), Industrial Marketing, Tata-McGraw-Hill New Delhi Reference Books 2. F Robert Dwyer and John F Tanner (2011), Business Marketing, Connecting Strategy Relationships, and Learning, Tata McGraw Hill, New Delhi 3. Michael D. Hutt &Thomas W.Speh (2011), Business Marketing Management B2B, Thomson, New Delhi. 4. Robert P.Vitale &Joseph J. Giglirano (2011), Business to Business Marketing; Analysis and Practice in A Dynamic Environment, Thomson, New Delhi. 5. James C.Andersonand James A.Narus (2011), Business Market Management, Understanding, Creating, and Delivering Value, Pearson Education, New Delhi.

Subject Name Subject Code Subject Credits

Global Marketing MGT629 3 Global Marketing Management is an elective subject that is offered by the Marketing area to students enrolled in Semester IV of the Master of Business Administration course. The subject helps to develop in a student expertise and a keen understanding of global marketing even as it delves into the application of marketing theory to the global marketing context. Global marketing management is a strategically important field of study for marketing specialization students as it adopts a distinctly multidisciplinary approach, borrowing key constructs from diverse disciplines such as marketing, international trade, international economics, international business environment, international supply chain and logistics management and international finance. The subject provides an in-depth coverage of the marketing-mix decisions and strategies in global markets: identifying the needs and wants of consumers, conceptualizing and developing products, pricing, promotion and distribution of products and services, and coordinating marketing activitiesin global markets. The key concepts of global marketing management covered in the delivery of the subject include: global marketing; international marketing process; international marketing research; market selection, entry and segmentation; modes of entry in global markets; product decisions and branding; pricing decisions; communications mix in global markets; distribution and channel management; and global logistics and supply chain management. the key aim of the subject is to develop and build a students subject matter expertise and conceptual clarity in global marketing management to help students develop key critical, analytical and problemsolving skills as well as an understanding of the global marketing practices of global corporations

Summary/Overview

Aims

Core Learning Outcomes Learning Outcomes Assessment Criteria

On completion of this unit you should be To achieve the learning outcome you must able to: demonstrate the ability to:

1.

Understand the overall concept of Analyze concepts and their applications with planning, processes and implementation the help of integrated case studies. Select appropriate methods to illustrate the problem of global marketing. solving approach and present results, and in the comprehensive examination identify the evolution of global marketing strategies. In-depth knowledge of product, pricing, Participate in situations that mimic real life distribution, promotion and global issues, bring out the marketing mix strategies of different players in: presentation topics, marketing management strategies. case studies, assignments, class exercises as well as in the comprehensive examination. Formulate strategic analysis plans, taking Identify the competitive strategies accurately into account the competition, customer in class presentations, case studies and for and environment. the mid semester examination. Identify the strategic tools used by For each presentation topic, case study, rolecompanies to measure the impact of play, and in the final examination identify global marketing programs of marketers. and critically analyze implementation of strategies. Simulate through cases, the varied real In each presentation topic, case study, and life issues of global marketing and the assignments and in the comprehensive decision making dilemmas faced by examination identify and critically assess in a global marketing practitioners. comprehensive manner current strengths and weaknesses of the strategies adopted, reasons for success and the control mechanism.

2.

3.

4.

5.

Approach to Learning

The teaching methods will consist of formal lectures, case study analysis, class quizzes and experiential learning field projects. As is appropriate at Masters level, students will also be expected to read beyond texts assigned, and to identify on their own further sources of information for complementing their studies.

Assessment Strategy

No

Assessment Method* CS

Students will be assessed on the basis of performance in class assignments, case study analysis, and the outcome measures mentioned above. Learning Outcomes Submission Description of Weight day/week Assessed Assessment (assignments) or % Method 1 2 3 4 5 6 length (exam) 10 X X X X X X Throughout the subject

Case Study

2 3 4 5

PR GR DTA EX

presentation Group Report during term test Exam

10 10 20 50

X X

X X

X X

X X

Every 4th session Every 5th session 2 hrs 3 hrs

*The following codes for assessment methods apply:LR CB CS DI EX GR DTA literature review computer-based case study dissertation or project Exam group report during term test PC PF PL PO PR RE OR OT Outline Teaching Schedule Session No. 1 2 3 4 5 6 7 8 9 10 11 12 13 Contents Introduction to Global Marketing The Global Economic Environment The Political, Legal, and Regulatory Environments of Global Marketing Exercises/case studies The Social and Cultural Environment Global Customers Global Marketing Information Systems and Research Global Targeting, Segmenting and Positioning Global Targeting, Segmenting and Positioning Entry and Expansion Strategies: Marketing and Sourcing Exercises/ Case Studies Cooperation and Global Strategic Partnerships Competitive Analysis and Strategy Chapter 9 Chapter 10 Chapter 4 Chapters 5 Chapter 6 Chapter 7 Chapter 7 Chapter 8 Text Book Chapters Chapter 1 Chapter 2 Chapters 3 Practical performance placement Portfolio presentation individual report Oral Other

14 15 16 17 18 19 20 21 22 23 24 25 26 27

Product Decisions Product Decisions Pricing Decisions Global Marketing Channels and Physical Distribution Exercises and Case studies Global Marketing Channels and Physical Distribution Global Advertising

Chapter 11 Chapter 11 Chapter 12 Chapter 13

Chapter 13 Chapter 14

Global Promotion: Personal Selling, Public Relations, Sales Chapter 15 Promotion, Direct Marketing, Trade Shows, Sponsorship Global Promotion: Personal Selling, Public Relations, Sales Chapter 15 Promotion, Direct Marketing, Trade Shows, Sponsorship Global e-marketing Exercises/case studies Leading, Organizing, and Monitoring the Global Marketing Effort The Future of Global Marketing Exercises/case studies Chapter 17 Chapter 18 Chapter 19 27 Chapter 16

Total Sessions Recommended Resources Essential Textbook Warren J. Keegan, Global Marketing Management, 7/e, Pearson Education. Reference Books

1. Rakesh Mohan Joshi. International Marketing, Oxford University Press, New Delhi. 2. Graham Cateora. International Marketing, Tata McGraw-Hill, New Delhi. 3. Kotabe. Global Marketing, Wiley, New Delhi.

Subject Name Subject Code Subject Credits

Financial Markets & Institutions MGT 607 2 Credits This course has aspects that cover the gamut of all financial markets and institutions. Starting with the basic structure of the financial markets and the effect of the RBIs monetary policies on the economy in general and the segment markets in particular, the content goes on to give the students a thorough understanding of the institutions, instruments, market conventions and practices. To explain the Indian Financial system, nature of the financial markets and its different segments To understand and examine the nature and role of insurance, mutual fund industry, pension funds and markets in particular money and capital markets in general. To discuss the role of regulators and different institutions

Summary/Overview

Aims Core Learning Outcomes Learning Outcomes S No.

Assessment Criteria To achieve the learning outcome you must demonstrate the ability to: Test the conceptual understanding of the student of the structure and characteristics of Indian financial system, the role of various constituents Be conversant with financial markets, Institutions, Instruments and Services. Understanding the mechanics of Central Bank and SEBI mandate and their policy actions to regulate the capital and the money market. Be conversant with the emerging trends with respect to provident funds and pension funds in India. Familiarity with the role and operation of Indian Insurance Industry, players in the Insurance market. Able to differentiate between the life and non-life insurance players in the market, the guiding principles and the role of IRDA in regulating them.

On completion of this unit you should be able to: Discuss the role and structure of Financial System Financial Institutions, Financial Markets, Financial Instruments and Services Analyse the relation between Financial system and economic development Analyse the role of Central Bank of India and SEBI as regulatory bodies, their Genesis, Objectives and Functions. Analyse the rules regarding Investment, Rate of return, in Provident funds and Growth of PF in India. The amendments in Pension funds, New pension scheme and Challenges and investment limit of Pension funds Conceptual Understanding of the Indian Insurance Industry, Insurance sector Reforms, Role of IRDA, Understand the players in the market, Able to differentiate life and non life, their Investment pattern and policy, Guiding principles and the Risk management in Insurance companies and process

Understand the role of Mutual fund industry in general and UTI in particular, Nomenclature of mutual funds like NAV, Entry and Exit Loads, AMC etc Differentiate Investment trust vis--vis Unit trust, Explain the concepts of Mutual saving banks, Mutual funds, Understanding about the types of schemes, the Investment pattern of various funds and companies Return on Investment in units(ROI), Money Market Mutual Funds Understand the concept of regulatory frame work, Problems and Prospects of mutual funds industry and the determinants of mutual fund performance. What are NBFCs, the types of NBFCs, Categories, and Importance, Structure and Regulation, Understand and discuss Factoring, Credit rating, and Depository and Custodial services.

Familiarity with the working of Indian Mutual fund industry, well conversant with the nomenclature and the role of regulatory framework. Familiar with the performance determinants of mutual fund industry and the various types of schemes. Understand the emerging trends in the Indian context.

To test the conceptual understanding of students on the role of NBFCs, differentiate a bank with an NBFC, understand the classification of NBFCs. To understand the role of regulatory framework. Explain the Call money market, Working of Be conversant with call money market 7 call money market, Participants in the in India, the participants in it and policy market, Size of call money market and Call developments. rates in India. Understanding about the 182, 364, and Understand the T-bill market Nature Size 14 day T-bill market. and Participants. Understand and differentiate between Understand the Commercial paper and commercial paper and certificate of Certificate of deposits, Steps taken by RBI deposits and the steps taken by RBI to to develop CP and CD market. develop these markets. Analyse the Government (Gilt-edged) Analyse the nature of government securities market, Its nature and securities market, importance, prices and organization of govt. security markets, yields, secondary market transactions Explain the Secondary market transaction and their implications and recent and the current developments. developments. Industrial Securities market and an Discussion on overview of equity 8 overview of its functioning. market, and its role of primary and secondary markets 1. Pre-class reading of chapters essential 2. Lecture and Discussion Approach to Learning 3. Classroom Case discussion and analysis 4. Presentation by students, Individual/Group 5. Individual / Group Assignments and quiz. 6 Topics would be given before hand and the student needs to work in groups and come prepared for a presentation. The student should also prepare a report on the same. Some relevant current issues are discussed as case studies in the topics addressed above. Quiz would be conducted to understand their conceptual understanding of the student.

Assessment Strategy

No

Assessment Method*

Description of Assessment Method Case Discussion and Presentation Group report Quiz or Surprise test During Semester Assessment Attendance Semester End Exam Total

Weight % 10

Learning Outcomes Assessed 12 X 34 X 56 X 78 X 910 x 11 x

Submission day/week (assignments) or length (exam)

1 2 3 4 5 6

CD&P GR Q/ST DSA AT SEE

10 5 20

X X

5 50 100

*The following codes for assessment methods apply:LR CB CS DI EX GR DTA literature review computer-based case study dissertation or project exam group report during term test PC PF PL PO PR RE OR OT practical performance placement portfolio presentation individual report oral other

Outline Teaching Schedule Unit Session Topics Nature and Role of Financial System Introduction, Structure of financial System Financial institutions, Financial markets, Financial instruments and services, Financial system and economic development effects of financial system on savings and investment. Session

1, 2,3

Central Bank of India RBI, Functions, Roles, Monetary policy, techniques of monetary control SEBI as a regulatory body Objectives and Functions, SEBIs II performance. Provident funds Rate of return, Rules regarding Investment, Growth of PF in India. IV Pension funds New pension scheme, Challenges, Investments. Indian Insurance Industry Insurance sector Reforms, IRDA, LIC, Investment pattern and policy, Guiding principles, GIC, Risk V management in Insurance companies, Risk management process Unit trust of India and Mutual funds - Introduction, Mutual VI funds, Types of schemes, valuation of units, Investment pattern, Return on Investment in units(ROI), Money Market Mutual Funds, Regulatory frame work, Problems and Prospects of mutual funds industry. NBFCs Overview, Nature, Categories, Importance, Structure, VII Regulation, Present position. Factoring, Credit rating, Depository and Custodial services. Call money market Introduction, Meaning, Participation, VIII Location, Size of call money market, Call rates in India. T-bill market Types, Nature, Systems, Size and Participants. Commercial paper - Certificate of deposits Steps taken by RBI to develop CP and CD market. Government (Gilt-edged) securities market Introduction, Nature and Organization of govt. security markets, Secondary market transactions and Current developments. Industrial Securities Market Equity culture, overview of equity IX market, circuit breakers, settlement cycle, role of primary and secondary markets. Total Sessions Recommended Resources Prescribed Text:

4,5,6,7

9,10

11,12

13,14

15,16,17

18 18

1. Financial Markets & Institutions L M Bhole and Jitendra Mahakud , Tata McGraw Hill Publications Reference Materials: 1. 2. 3. 4. 5. Class presentations by the Instructor. Financial Markets & Institutions- Saunders and Cornett, Tata McGraw Hill Publications. Financial Markets & Institutions- Dr.Gurusamy, Tata McGraw Hill Publications. Indian Financial System Pathak, Pearson publication. Financial Institutions & Markets Madura, Thomson Southwestern publications.

Subject Name Subject Code Subject Credits

International Financial reporting Standard (IFRS) MGT 612 2 The International Financial Reporting Standards (IFRS) issued by International Accounting Standards Board (IASB) are gaining recognition as Global Reporting Standards. While appreciating the emerging diversities and complexities in the world of accounting and the need for knowledge of IFRS in relation to the convergence of the Indian Accounting Standards. The objective of this Subject is to enhance the knowledge as well as to provide practical framework to the student in the globalization scenario. Objectives After completing this subject the students should be able to:1) Need for convergence to IFRS

Summary/Overview

2) Understand the major differences between the present form of reporting and IFRS based reporting. 3) Understand the important areas of convergence and divergence and the necessary modifications to the current form of reporting to suit International Standards. 4) Understand the areas where possible carve-outs would be required to suit Indian conditions. 5) Understand the intricacies of transparency in disclosures, revenue recognition and measurement. 6) Appreciate and manage transaction and translation exposure arising out of exchange disparities for Indian MNCs. The Subject aims at providing:

Aims

Introduction of the concepts of IFRS Dissemination of knowledge on IFRS; Comparison of IFRS with existing Indian Accounting Standards; Issues in relation to IFRS; Conversion of Financial Statements prepared on the basis of Indian GAAP to IFRS based financial statements.

Core Learning Outcomes

Learning Outcomes On completion of this unit you should be able to: 1 Understanding Indian Accounting Standards. A brief overview of Accounting Standards issued by ICAI. Principles behind International Financial Reporting Standards issued by International Accounting Standard Board. Difference Between Adoption and Convergence. Evolution of Ind ASs. Option in India for First time Adoption/ convergence of/to International Financial Reporting Standards. IFRS. Convergence timeline for various type of Companies in India. Presentation of Financial Statement as per Ind-AS1, Purpose of financial statements, Complete set of financial statements, General features, Structure and Content, Balance Sheet, Statement of Profit and Loss, Statement of Change in Equity, Cash Flow Statement Treatment of Inventories as per Ind AS 2Property plant and equipment- Ind AS 16,

Assessment Criteria To achieve the learning outcome you must demonstrate the ability to: The students will be evaluated based on the conceptual understanding of Accounting Standards issued by ICAI and how they are used in preparation of Financial Statements. The student will be evaluated on the understanding of principles behind IFRS through presentation and examination. The student will be evaluated on the practical application of converged IFRS to the Financial Statements and how to convert the existing financial statements into IFRS compliant. In the presentation and in the examination Knowledge of the Indian carve-outs to suit Indian business conditions and legal environment.

In the presentation and in the examination Working knowledge of Financial Statement as per Ind AS.

Revenue recognition Ind AS 18 Financial Instruments: Presentation, Recognition and Measurement (Ind AS 32 and 39), Ind AS 33 Earnings per Share .

In the presentation and in the examination Working knowledge of Ind AS 2 and 16. Problem based on Inventory valuation and treatment of PPE. In the presentation and in the examination Working knowledge of standards relating to recognition and measurement. In the presentation and in the examination Working knowledge of standards relating to recognition, measurement of Financial Instruments and Revenue.

First time adoption of accounting standard: Case studies and presentation on Indian Recognition and measurement, Presentation companies who have adopted IFRS/Ind AS. and Disclosure 5. Lectures 6. Student presentation and class room exercises Approach to Learning 7. Group discussion 8. Case Analysis 8

Uni t

No. of Sessio ns

Topic

Learning outcome

Evaluation criteria

Assessment Strategy Assessment No Method* CA QE MSA CP or A SEE

Involves orienting the students towards industry applications of the subject. As far as the presentations are concern it is left to the discretion of the instructor to choose any member at random in a group. Weight % 10 10 20 10 50 100 X X X Learning Outcomes Assessed 1 2 3 4 5 6 Submission day/week (assignments) or length (exam)

Description of Assessment Method Continuous Assessment Quiz Exam Mid Semester Exam Case Presentation or Assignment Semester End Exam Total

*The following codes for assessment methods apply:LR CB CS DI EX GR DTA literature review computer-based case study dissertation or project exam group report during term test PC PF PL PO PR RE OR OT Practical performance Placement Portfolio presentation individual report Oral Other

Outline Teaching Schedule Introduction: Brief overview of Indian Accounting Standard and different accounting standards at international level. Rational of Accounting Standards. Concept of Fair Value Accounting. IFRS Framework, Features of IFRS, Genesis of IFRS, Journey of IAS to IFRS, Advantage of adopting. IFRS. Challenges in Adopting IFRS. Difference between Indian GAAP and IFRS. Concept of Adoption and Convergence. Evolution of Ind ASs. Salient features of Ind-AS and brief of all 35 Ind AS. Challenges in Making Ind-AS Business as Usual. Significant Difference between Ind AS and IFRS. Problem of Carve Out. Timeline for Adoption for IndAs Understanding existing AS in India and different AS at international level. Understanding the principles behind IFRS issued by IASB Understand the Indian adoption of IFRS and time frame for different segments. Challenges in Adoption of Ind AS Understand the Ind As requirement of financial statements, accounting policies disclosures. Evaluation is based on understanding of Different Accounting Standard system Evaluation is based on understanding of IFRS and Ind AS Convergence philosophy and Indian approach in adoption of IFRS/Ind AS. Challenges and first time adoption of IFRS Evaluated on the Understanding of the financial statements, Simple examples and problems to test the understanding of the candidates Evaluated on the Understanding of the standard and disclosures requirements.. Simple examples and problems to test the understanding of the candidates

1 Unit I Over view of Indian Accounting standards and IFRS 2, 3

Unit II Indian approach for Convergence

4,5,6

Unit III Presentation of Financial statements

Presentation of Financial Statement as per Ind-AS1, Purpose of financial statements, Complete set of financial statements, General 7,8,9, features, Structure and Content, 10 Balance Sheet, Statement of Profit and Loss, Statement of Change in Equity, Cash Flow Statement and Ind AS 7.

Unit IV Valuation of Inventory, Property plant and Equipment

Treatment of Inventories as per Ind AS 2- Measurement, Cost and realizable value, recognition of expenses and disclosures. 10,11 Property plant and equipment- Ind ,12 AS 16, recognition, measurement, cost model, revaluation model, depreciation and impairment of assets and related disclosures.

Understand the requirement of standards related to inventory, and property plant and equipment

Unit V Revenue recognition

13, 14

Revenue recognition Ind AS 18scope, revenue from sales of goods, Services, interest royalties and dividends and disclosures. Numerals

Unit VI Financial Instruments and EPS

15,16

Financial Instruments: Presentation, Recognition and Measurement (Ind AS 32 and 39), Ind AS 33 Earnings per Share .

Understand the concept of Evaluated on the different elements Understanding of of revenue and the standard and recognition and disclosures treatment of requirements. revenues. Understand the Presentation, Evaluated on the Recognition and Understanding Measurement of of the standards. Financial Instruments. Understand the Intricacies of First time Adoption of IndAS Presentation and case study on the topic.

Unit VII First time Adoption of Ind-AS

First time adoption of accounting standard: Recognition and 17-18 measurement, Presentation and Disclosure

Recommended Resources Recommended Text Book: 1. Wiley IFRS: Practical Implementation Guide and Workbook; By Abbas, Graham, Liesel; Wiley publications, 3rd edition 2. Faculty material will be provided Reference Books: 1. International Financial Reporting Standards, Produced and printed on behalf of: The Institute of Chartered Accountants of India, website of Ministry of Corporate Affairs. 2. International Financial Reporting Standards (IFRSs) - published by Taxmann Publications P Ltd. 3. A Guide through International Financial Reporting Standards July 2008 -Published by IASB. 4. IFRS : A Quick Reference Guide by Robert Kirk 5. Wiley IFRS: Practical implementation guide and workbook by Abbas Ali Mirza, Graham J. Holt and Magnus Orrell5. Wiley IFRS 2008: Interpretation and application of International Accounting and Financial Reporting Standards 2008 by Eva K. Jermakowicz In addition to the above, the following books can also be used for reference. 1. The IFRS Manual of Accounting authored by the UK Accounting Consulting Services team of PricewaterhouseCoopers LLP and published by CCH. 2. International GAAP 2009 by Ernst and Young, published by Wiley

Subject Name Subject Code Subject Credits

Mergers and Acquisition MGT 618 2 This course uses an analytical framework and real-world applications to introduce the key principles and techniques of successful mergers, acquisitions, divestitures and leveraged buyouts. It addresses crucial questions including: Why do mergers that looked great on paper fail in reality? How does one value companies acquiring, or being acquired? What is the best negotiation strategy? What does it take to make the "synergy" come to life? How can a merger be funded in such a way as to retain the merged entity's flexibility? When do leveraged buy-outs make sense, and how can they be financed? The course involves analysis of corporate restructuring strategies including mergers, acquisitions, and takeovers, financial re- capitalization, leveraged buyouts, management buyouts, going private, and reorganization under bankruptcy. The course integrates the corporate governance and agency dimensions, financial and strategic management aspects, and legal and accounting considerations into a unified framework for investigating issues such as, pre-merger planning, fact-finding, accounting and tax implications, anti-trust problems, post-merger integration, and short-term and long- term shareholder wealth consequences of financial and organizational restructuring transactions. The course combines applied theoretical approach with the case study method through detailed analysis of domestic and global restructuring cases. The focus will be on fundamental concepts of valuation and analytical tools of corporate finance related to restructuring One goal for students is to develop a critical appreciation of the key finance criteria in a proposed acquisition, so as to grasp the main strengths and risks of the company's strategic and financial alternatives.

Summary/Overview

Aims

The aim of the course is for the students to understand the motivations, decision processes, transaction execution, and valuation consequences of financial, business, and organizational restructuring by corporate units. The course facilitates developing ability among students to plan, evaluate, and execute corporate restructuring strategies using financial modeling and quantitative techniques. In addition, objective of this course is to enable students to appreciate the fundamental issues involved in the structure and functioning of market for corporate control within the framework of finance theory. The course is designed so as to create an interface or link between the academic and the practitioner perspectives of various dimensions of corporate restructuring process. How should a target company be valued? How does the method of valuation affect the availability of funds from banks, institutional investors and private equity investors? How can one assess the potential gains from an acquisition? How dependable are these projections, from an investor's viewpoint? What are the key features of due diligence? How much money is needed for the transaction, including fees and restructuring costs? When should a company divest? What are the alternative ways of divesting a business? What are the key terms and conditions, covenants and pricing, of different sources of acquisition finance, including subordinated notes, mezzanine finance and high yield bonds? What are the essential features of leveraged buyouts? How can one structure the financing of an LBO to raise the funds needed without losing control? Understand the legal regulations

Core Learning Outcomes Learning Outcomes Unit On completion of this unit you should be able to: Assessment Criteria To achieve the learning outcome you must demonstrate the ability to:

The learner will understand the Key terms, Motivation behind M&A, Fundamental of M&A, Types of M&A Deals, Stages in M&A, Challenges of M&A deals

The learner will understand the Corporate Restructuring Meaning and Scope of restructuring, Modes of corporate restructuring, Planning, formulation and execution of corporate restructuring strategies.

Explain the role, business objectives, Types of M&A Deals, Stages in M&A, and Challenges of M&A deals. Explain the motivation behind mergers and acquisition. Explain the cyclic nature of mergers and acquisitions. Discusses the fundamentals of M&A deals in terms of volumes and value. Explain the motivation behind M&A Briefly describe the stages involved in M&A deals. Discuss the different categories of M&A deals such as horizontal, vertical and conglomerate mergers. Explains the challenges faced in M&A deals Explains the rationale and objectives of M&A deal from the shareholders and managerial perspective. Case Study and theory Develop an all-inclusive analytical framework for planning corporate restructuring transactions: Explain the structure and functioning of market for corporate control. Identify major market forces generated and corporate specific opportunities for creating value through corporate restructuring transactions. Evaluate the objectives and motivations of various stakeholders: shareholders, managers, bondholders and employees among others behind restructuring activities. Case study and Theory (Problems)

The learner will understand the decisions that create shareholder value, Investment, financing, payback and risk management, Managers vs shareholders vs lenders' interests: the agency problem, Why M&A drives the market for corporate control, Mergers and acquisitions: when do they make sense?, The distinguishing features of successful and unsuccessful deals, Research evidence on which mergers add value, and which destroy value, The four sources of acquisition value,

Explains the types of risk, need of identifying risks, relative significance and process involved in mitigating risk. Explain the process involved in risk management such as understanding the determinants of risk behavior. Explain the purpose of assumption management and stage involved such as definition, verification and closure stage Explains the purpose of dependency management and stage involved such as definition, delivery, verification and closure stage. Explain the quality management process such as conducting quality reviews and deliverables review Explain the process of cost management involving tracking and reviewing actual cost, cost variation, analyzing overall performance and reconciliation of the difference Describes the process involved in managing the resources taking into account required skills, supply, availability and cost Describes the steps involves in stakeholder management such as identifying all stakeholders, constraints imposed and understanding priorities of the stakeholder Explain the steps involved in communications management such as communication planning, information distribution and marinating performance reports. Describes the issue management process and stages involved Problems and Case Study (Problem

The learner will be able to evaluate valuation for Mergers and Acquisitions - Asset-based and balance-sheet approaches, Market value approaches, Multiples and comparables, Enterprise value and EBITDA, Establishing required rates of return, Free cash flows to equity, Free cash flows to firm, Dividendand cashflow-discount models, Real option approach, Distress situations, Blank-check acquisition companies, Break-up valuation, Synergy analysis, Sensitivity analysis The learner will be able to evaluate and understand due diligence - key factor and process involved in conducting informative due diligence, different types of due diligence information such as internal and external information, importance and process to conduct financial due diligence with a view to obtain the previous profits of the company to canvas the financial futures, process of legal due diligence which involves scrutinizing corporate , financial, management and employment matters, use of business intelligence techniques in the process of commercial due diligence to obtain qualitative insight, process of management due diligence involving the practice for acquirers to investigate to evaluate performances and to ensure the compatibility between the managements of the acquirer and target company, need and requirement of ethical due diligence to determine the engagement of management in unethical professional acts.

Explain the key concepts and lessons of pricing. Provides an overview of valuation. Explain the basic methods of valuation such as comparable company and comparable transaction analysis, asset valuation, and discounted cash flow (DCF) valuation. Illustrates the challenges in valuation such as valuating small companies etc Problems and Case Study (Problems)

Explains the key factor and process involved in conducting informative due diligence. Explains different types of due diligence information such as internal and external information. Explain the importance and process to conduct financial due diligence with a view to obtain the previous profits of the company to canvas the financial futures. Describe the process of legal due diligence which involves scrutinizing corporate, financial, management and employment matters. Illustrates the use of business intelligence techniques in the process of commercial due diligence to obtain qualitative insight. Explain the process of management due diligence involving the practice for acquirers to investigate to evaluate performances and to ensure the compatibility between the managements of the acquirer and target company. Explain the need and requirement of ethical due diligence to determine the engagement of management in unethical professional acts. Case Study

The learner will be able to evaluate and understand negotiation and Bidding in M&A different takeover strategies, Styles of negotiation, Negotiation Process, Resistance strategies

The learner will be able to evaluate acquisition finance - Finding the optimal capital structure: debt, equity or mezzanine?, Capital structure considerations, Senior secured bank financing, Asset-based finance, Bridge financing, Second-lien and PIK notes, Subordinated seller notes, Mezzanine debt, Refinancing strategies, High-yield bonds, Private equity sources The learner will be able to evaluate and understand divestitures - Postacquisition divestitures, Measuring and managing break-up value, Taxable and tax-free corporate breakups, Before-and-after divestiture analysis.

Describes the different takeover strategies such as toeholds, casual pass, bear hugs, tender offers, and freeze out, fairness opinion. Explains the process of negotiation involving identification of the starting point, resistance point, finding the agreement and determining best solutions for both parties. Explain the two styles of negotiation - Hard and Soft negotiation Illustrates the different strategies used for resisting hard line attack. Theory and Case Study Illustrates different financial alternatives for debtfinancing including asset based lending, cash flow financing and equity financing Senior secured bank financing, Asset-based finance, Bridge financing, Second-lien and PIK notes, Subordinated seller notes, Mezzanine debt, Refinancing strategies, Highyield bonds, Private equity sources. Practice and case study (Problems)

Be able to conduct valuation of the mergers, acquisitions, and corporate divestitures. Use due diligence process to identify and strategically evaluate a target or an acquisition offer. Apply various valuation methodologies to quantify the financial impact of restructuring transactions. As an acquirer, conduct comparative valuation of various targets to arrive at different offer price scenarios. From a target perspective, apply well accepted finance concepts like risk-return tradeoff, cost of capital, capital structure, equity risk premium, and CAPM framework to evaluate acquisition proposals. Quantify value implications of various financing alternatives and payment methods.Practice and case study (Problems)

10

The learner will be able to evaluate and understand Leveraged Buy-Outs -The different approaches of financial vs strategic buyers, The leverage effect, How to structure and price the leverage for an acquisition or buyout, Focus: synthetic ratings and debt pricing, Focus: mezzanine and private equity finance, Management vs outside equity, Valuation in LBOs: The VC Method, Pay down and exit analysis The learner will be able to evaluate and understand Legal Regulations Companies Act, 1956, Competition Act, 2002, Foreign Exchange Management Act, 1999, SEBI Takeover Code, 1994, Indian Income Tax Act, 1961, SEBI (Buy-back of Securities) Regulations, 1998, SEBI (Substantial Acquisition of Shares and Takeovers) Regulations, 1997, SEBI (Delisting of Securities) Guidelines, 2003

Explain the different approaches of financial vs strategic buyers , The leverage effect How to structure and price the leverage for an acquisition or buyout Exercise - debt capacity analysis for leveraged finance synthetic ratings and debt pricing and mezzanine and private equity finance Illustrate valuation in LBOs: The VC Method Explain Pay-down and exit analysis Practices and case study (Problems) Explain various legal and regulatory provisions as they impact the choice and performance implication of various restructuring transactions. Evaluate available alternatives- deal structures and terms- for various corporate combinations to achieve positive value consequences given the Indian and global regulatory parameters. Analyze implications of tax, fair trade practices, and securities laws for deal design and implementation. Be able to design a Win-Win deal for both the parties involved in a corporate combination transaction. You should be in a position to understand various laws related to M&A - Companies Act, 1956, Competition Act, 2002, Foreign Exchange Management Act, 1999, SEBI Takeover Code, 1994, Indian Income Tax Act, 1961, SEBI (Buy-back of Securities) Regulations, 1998, SEBI (Substantial Acquisition of Shares and Takeovers) Regulations, 1997, SEBI (Delisting of Securities) Guidelines, 2003 Theory only

11

The learner will be able to evaluate and understand Cross Border mergers and acquisition - Trends and Pattern, Reasons for Cross border deals, Intensity of cross border deals, Value involvement and route of acquisition, Inbound and Outbound Cross Border M&A and Corporate demerger and reverse merger Concept and modes of demerger, Demerger and voluntary winding up, Procedural aspects of reverse merger, Tax aspects and reliefs policies

12

The learner will be able to evaluate and understand Post Merger Integration -Change Management, Integration Planning, Integration Success Post Acquisition Review Team Review, Post-deal audits, Role of advisors. Post-closing issue Staffing issues, Corporate culture, Corporate Identity, Post merger key lesson

Be able to analyze financial and legal aspects unique to cross-border restructuring transactions and incorporate those aspects into deal design and implementation and you should be in a position to Explains the key drivers for cross border merger and acquisitions Explain the trends and pattern of cross border merger and acquisition Illustrates the intensity of cross border deals Explain the value involvement and route of acquisition Explain inbound and outbound cross Border M&A Explain the concept and modes of demerger Explain the reasons for Demerger and voluntary winding up Illustrate the procedural aspects of reverse merger Explain tax aspects and reliefs policies Theory only Post-Merger Integration -Explains the change management process for the acquirer Describes the process of integration planning to mitigate cost involving high level merger planning, initial organization merger planning, post-deal integration and psychological integration Explains the key feature to integration success such as communication, leadership, client nurturing etc Post-Acquisition Review - Explains the importance of post-deal review and the process therein which involves reviewing strategies, analyzing the deal process and conducting post-deal audits Explains the role of advisors Post-Closing Issues Illustrates staffing level and human resources related issues Illustrates problems related to attitude and corporate culture Explains the issues related to corporate identity and legal issues Explains key lessons post-merger Case study and Theory only

Approach to Learning

6. Lecture and Discussion 7. Classroom Case discussion and analysis 8. Presentation by students in Group 9. Class exercises and Tests 10. Surprise Test and Quiz 11. Individual / Group Assignments Weight % Learning Outcomes Submission Assessed day/week

Assessment Strategy No Assessment Method* Description of Assessment Method

1 1 2 3 4 5 6 PR AS Q&CD SIM DTT AT SEE Presentation Assignment Quiz, Project and case discussion Simulation During Term Test Attendance Semester End Exam Total 3 5 9 8 20 5 50 100 X

2 X

3 4 5

(assignments) or length Last week (exam) Before DTT and after DTT X Every week one case 6 Last week

*The following codes for assessment methods apply:LR CB CS DI EX GR DTA SIM literature review computer-based case study dissertation or project exam group report during term test Simulation PC PF PL PO PR RE OR OT Practical Performance Placement Portfolio Presentation individual report Oral Other

Outline Teaching Schedule Unit Session Topic Sessions

1.

Introduction to M & A- motivation behind mergers and acquisition, the cyclic nature of mergers and acquisitions, fundamentals of M&A deals in terms of volumes and value, motivation behind M&A, stages involved in M&A deals, different categories of M&A deals such as horizontal, vertical and conglomerate mergers, challenges faced in M&A deals, rationale and objectives of M&A deal from the shareholders and managerial perspective, Sellers perspective common reasons for selling a company, process involved in selling and decision Path, steps involved in sale such as selecting sellers team, preparing the plan of action, understanding market dynamics and valuation, generating a target list, conducting legal audits, identifying marketing strategies to attract prospective buyer and managing the process, common preparation mistakes, plans and strategies post- closing. Buyers perspective- steps in assembling the team such as lawyers, external auditors, valuation experts etc for external activities and finance, operations, sales and marketing team for internal activities, process involved in designing the acquisition plan such as identifying the objective, outlining the plan etc, process involved when approaching for sale, procedure to deal with the sellers management team. Corporate Restructuring - meaning and scope of restructuring, Explains the modes of corporate restructuring, Explains the steps involved in planning, formulation and execution of corporate restructuring strategies. Corporate Finance, Strategy and the Economics of M&A - The decisions that create shareholder value, Investment, financing, payback and risk management, Managers vs shareholders vs lenders' interests: the agency problem, Why M&A drives the market for corporate control, Mergers and acquisitions: when do they make sense?, The distinguishing features of successful and unsuccessful deals, Research evidence on which mergers add value, and which destroy value, The four sources of acquisition value. Valuation for Mergers and Acquisitions - Asset-based and balance-sheet approaches, Market value approaches, Multiples and comparables, Enterprise value and EBITDA, Establishing required rates of return, Free cash flows to equity, Free cash flows to firm, Dividend- and cash flow- discount models, Real option approach, Distress situations, Blank-check acquisition companies, Breakup valuation, Synergy analysis, Sensitivity analysis Due diligence - key factor and process involved in conducting informative due diligence, different types of due diligence information such as internal and external information, importance and process to conduct financial due diligence with a view to obtain the previous profits of the company to canvas the financial futures, process of legal due diligence which involves scrutinizing corporate , financial, management and employment matters, use of business intelligence techniques in the process of commercial due diligence to obtain qualitative insight, process of management due diligence involving the practice for acquirers to investigate to evaluate performances and to ensure the compatibility between the managements of the acquirer and target company, need and requirement of ethical due diligence to determine the engagement of management in unethical professional acts.

1,2

2.

3.

4.

5,6,7

5.

8,9

6.

Negotiating the Terms of a Merger- Role of investment bankers and other advisors, Developing a negotiating stance, Understanding sellers' goals and constraints, Dealing with defensive strategies: poison pills and other devices, Dealing with rival bidders, Dealing with private owners, Structuring the deal: How much should we pay? How should we pay?, The proposed basic Term Sheet, Keep the romance alive during due diligence and while you secure financing, Closing the deal Negotiation and Bidding - different takeover strategies such as toeholds, casual pass, bear hugs, tender offers, freeze out, fairness opinion, process of negotiation involving identification of the starting point, resistance point, finding the agreement and determining best solutions for both parties, two styles of negotiation - Hard and Soft negotiation, different strategies used for resisting hard line attack. Acquisition Finance - Finding the optimal capital structure: debt, equity or mezzanine?, Capital structure considerations, Senior secured bank financing, Asset-based finance, Bridge financing, Second-lien and PIK notes, Subordinated seller notes, Mezzanine debt, Refinancing strategies, High-yield bonds, Private equity sources Divestitures - Post-acquisition divestitures, Measuring and managing break-up value, Taxable and tax-free corporate breakups, Before-and-after divestiture analysis. Leveraged Buy-Outs -The different approaches of financial vs strategic buyers, The leverage effect, How to structure and price the leverage for an acquisition or buyout, Focus: synthetic ratings and debt pricing, Focus: mezzanine and private equity finance, Management vs outside equity, Valuation in LBOs: The VC Method, Pay down and exit analysis Legal Regulations- Companies Act, 1956, Competition Act, 2002, Foreign Exchange Management Act, 1999, SEBI Takeover Code, 1994, Indian Income Tax Act, 1961, SEBI (Buy-back of Securities) Regulations, 1998, SEBI (Substantial Acquisition of Shares and Takeovers) Regulations, 1997, Securities and Exchange Board of India (Delisting of Securities) Guidelines, 2003. Cross Border mergers and acquisition- key drivers for cross border merger and acquisitions, trends and pattern of cross border merger and acquisition, intensity of cross border deals, value involvement and route of acquisition, inbound and outbound cross Border M&A. Corporate demerger and reverse merger- concept and modes of demerger, reasons for Demerger and voluntary winding up, procedural aspects of reverse merger, tax aspects and reliefs policies.

10,11

7.

12

8.

13

9.

14

15

10.

11.

16

12.

Post-Merger Integration - change management process for the acquirer, process of integration planning to mitigate cost involving high level merger planning, initial organization merger planning, post-deal integration and psychological integration, key feature to integration success such as communication, leadership, client nurturing etc Post-Acquisition Review- importance of post-deal review and the process therein which involves reviewing strategies, analyzing the deal process and conducting post-deal audits, role of advisors. Post-Closing Issues - staffing level and human resources related issues, problems related to attitude and corporate culture, issues related to corporate identity and legal issues, key lessons post-merger.

17,18

Recommended Resources Required materials: 1. Mergers, Acquisitions and Corporate Restructuring by Prasad Godbole, Vikas Pubishing House Pvt Ltd 2. Mergers, Acquisitions and Corporate Restructuring Hand Book by Dr. Sudhindra Bhat Reference Materials: 3. Mergers and Acquisitions Text and Cases by Kevin K. Boeh and Paul w. Beamish, SAGE Publications, Inc 4. Mergers and acquisitions of enterprises: Indian and global experiences by Rabi Narayan Kar, New Century Publications 5. Robert Bruner, Applied Mergers and Acquisitions 6. Enrique Arzac, Valuation for Acquisitions, Buyouts and Restructurings 7. Donald de Pamphilis, Mergers, Acquisitions and Other Restructuring (Academic Press) 8. Aswath Damodaran, Damodaran on Valuation

Subject Name Subject Code Subject Credits

FIXED INCOME SECURITIES & FINANCIAL INNOVATIONS MGT 615 2 Credits

Investment in fixed income securities does not get much attention in the context of successful investment strategies in stock market. When a person retires from service his entire attention is focused from stock market related investments to fixed income securities market. The investor is more worried Summary/Overview about guaranteed return with stable cash flows. Financial innovations are dynamic topics which keep on changing their colors and shades in tune with the changing times. Innovations when implemented would change the structure and functioning of the entire financial system. Greater the innovation, higher is the scope for efficient performance in the financial system. The objective of this course is to provide an overview of various products in the fixed income world. The program also highlights the developments in mortgage-backed securities and asset backed securities. It would also provide an opportunity to analyze the techniques for valuing bonds with embedded options etc. Further impact of changes in interest rates and portfolio strategies to be adopted for deriving maximum returns also would be discussed as an integral part of the program. Aims Students are expected to behave in a professional and courteous manner at all times , not only with the instructor but also with their fellow students. Respect for others is to be demonstrated by regularity in attendance, in meaningful participation in class discussions and in arriving for classes on time. It is deemed inconsiderate to arrive late for class , so every effort should be made to be seated at the appointed class times. Adherence to these general principles will carry great weight in determining a students class participation grade. Core Learning Outcomes Unit Learning Outcomes Assessment Criteria On completion of this unit you should be To achieve the learning outcome you must able to: demonstrate the ability to: 1 Clear and confident assessment of the Clearly articulate the various facets of fixed aspects of Fixed Income markets viz yield, income instruments. yield to maturity(YTM)

Understand the jargon of the bond markets (yield, spreads, credit ratings, CDOs, CDSs etc). Students will also be able to list the different types of bonds that are available and how and why these bonds might be bought and sold. Overview of how bonds are priced, how yields are calculated and how the sensitivity of a bond can be measured using duration. Understand various term structure models and the appropriate techniques to put them to use Risk management Securities of Fixed Income

Fully conversant with the jargon and facets of each instrument

Use of these techniques and measurement in a practical manner and understand their importance in the general context of asset classes. Overall understanding of these concepts and their practical applications Risks posed by these instruments and and understanding of techniques to manage them

1. Pre-class reading of chapters essential 2. Class discussion will be highly interactive 3. To get the best out of each lesson it is in the students own interest to come prepared. Approach to Learning 4. Lecture and Discussion 5. Classroom Case discussion and analysis 6. Presentation by students, Individual/Group 7. Class exercises and Tests 8. Individual / Group Assignments. Assessment Strategy No Assessment Method* PR AS CD DSA AT SEE Description of Assessment Method Presentation Assignment case Study During Semester Assessment Attendance Semester End Exam Total Weight % 10 5 10 20 5 50 100 Learning Outcomes Assessed 1 2 3 4 5 6 Submission day/week (assignments) or length (exam)

1 2 3 4 5 6

*The following codes for assessment methods apply:-

LR CB CS DI EX GR DSA SEE

literature review computer-based case study dissertation or project exam group report During Semester Assessment Semester End Exam

PC PF PL PO PR RE OR OT

practical performance placement portfolio presentation individual report oral other

Outline Teaching Schedule

Unit Session Topic Introduction I. Indian & Global bond market Present status Risk associated with investing in Bonds Interest rate risk, credit risk, liquidity risk, contractual risk, inflation risk, event risk, tax risk, forex risk. Pricing of Bonds II.

Session

Concept of compounding & discounting - Pricing a bond Prices and Yields of TBills Pricing floating-rate and Inverse floating rate securities Price-Yield relation Is convex Conventions in other markets 2,3 Measuring Yield Computing the yield or IRR on investment Yield maturity Conventional yield measures Total retur 4 Bond price Volatility Measurement of Bond price volatility Risk premium Bond duration Convexity 5 Yield Curve & Term Structure Yield curve analysis Term structure Forward rate of Interest STRIPS market Interest rate derivatives products 6,7 Corporate Debt Instruments Corporate bonds types of bonds Defaults, Business Cycles & Recoveries Rating agencies - Cost of financial distress and corporate debt pricing 8 Fixed Income Market and Portfolio Management Overview of mortgage contracts & Securities Securitization Risks Mortgage backed securities Mortgage pass-through securities Residential mortgage loans 9,10 Asset based securities Collateralized Debt Obligations Portfolio management techniques. Convertible bonds & Warrants Global convertible Market convertible bond provisions Market conversion price Convertible bond versus stock, Investment characteristics of CBs Pros & 11,12 Cons of investing in a CBs Warrants - covered warrants - Difference between Covered Warrants & Covered calls - Put warrants. Credit Derivatives Introduction Types of credit risk Categorization of credit derivatives Asset swaps Total Return swaps Credit default swaps Credit spread options Credit spread Forwards Structured credit products. 13,14 Other Financial Innovative Products Real estate funds - Exchange Traded Funds (ETF) - Foreign bonds and Euro bonds - Dual currency bonds - ADR / GDRs / IDRs Weather derivatives & other derivatives products. 15,16 Total 16 Sessions

III.

IV.

V.

VI.

VII.

VIII.

IX.

X.

Recommended Resources Required Text book :

Fixed Income Securities & Their Derivatives by Suresh Sundaresan (3rd Edition) Elsevier Publications. Suggested requirement - HP 17 B II or 19 B II Financial calculators. Reference Books: Bond Market Analysis & Strategies (5th Edition) Frank J. Fabozzi, Pearson publications Futures, Options & other financial derivatives John C.Hull , Pearson publication

Subject Name Subject Code Subject Credits

Credit Analysis & Lending Decisions MGT 613 2 Credits It is necessary for the students to learn the intricacies of appraisals for granting credit. There are various stages in credit appraisal and these will have to be carefully assessed before a decision is taken. The credibility for the borrower, status of his business, nature of financial statements, conduct of the account are some of the important factors which are given due emphasis before taking a decision to sanction credit. After disbursal of the credit, it is equally necessary to monitor the end use of funds. Hence credit review and monitoring of the borrowal account assumes lot of significance. There would be discussion on capital adequacy ratio and the risks which are faced by banks. Understand the need for sanction of credit Un understand the process involved in sanctioning credit

Summary/Overview

Aims

Study various types of loans sanctioned and need for credit review Analyze the various risks faced by banks in their day- to- day functioning

Core Learning Outcomes Learning Outcomes Unit On completion of this unit you should be able to: 1 Understand why banks lend Understand basic features of bank credit Understand fund-based non fund based short term, long term loans Understand credit process and also major components Understand the issues dealt with in credit appraisal Understand steps to credit analysis Understand loan documentation, terms & conditions What are events of default What is credit review & monitoring Assessment Criteria To achieve the learning outcome you must demonstrate the ability to: Discussion on bank lending and also know basic features of different types of lending Discussion on flow of credit process & issues faced during appraisal- Importance of loan documentation and critical issues in credit monitoring.

44

Understand techniques employed in appraising loans Understand types of loans sanctioned Understand various steps in loan pricing model Understand customer profitability analysis Understand different types of borrowers and types of credit that banks extend to borrowers and also learn about the forms in which credit is given Understand various legal aspects to be followed by a bank while extending credit. Understand various methods of computing working capital finance & term loans. Understand why credit needs to be monitored and how rehabilitation process takes place in a bank. Understand the concept of credit risk and also about risk models. Understand prudential norms for asset classification & income recognition. Understand as to why capital is important for banks and what constitutes bank capital. Understand about application of capital adequacy to banks (basic concepts)

Discussion on how banks arrive at cost of funds and how do they arrive at loan pricing. How banks analyze customer profitability is also discussed. Discussion on precautions to be taken while lending to different types of borrowers and also the form in which credit is extended. Discussion on charges to be created, securities to be taken as also assessment of working capital finance.

Discussion on why credit needs to be monitored after disbursal and how to recognize symptom of sickness. Discuss how credit risk arises and also role of Basel committee. Discussion also covers about treatment of credit risk in India Discussion on capital adequacy ratio of banks in India, as also capital required for credit, market and operational risks.

Approach to Learning Assessment Strategy

Discussions & Presentations in the class room It would include case study analysis, submission of assignments and presentations. Further, there would be mid-semester and semester end examinations.

No

Assessment Method* CS PR GR DSA

Description of Assessment Method Case Study Presentation Group Report During Semester Assessment

Weight % 5 10 10 20

Learning Outcomes Assessed 1 2 3 4 5 x x x x x

Submission day/week (assignments) or length (exam) Fortnight

1 2 3 4

x x x x Fortnight x x x x Fortnight

45

5 6

AT SEE

Attendance Semester End Exam Total

5 50 100

*The following codes for assessment methods apply:LR CB CS DI EX GR DTA literature review computer-based case study dissertation or project exam group report during term test PC PF PL PO PR RE OR OT practical performance placement portfolio presentation individual report oral other

Outline Teaching Schedule Units Session Topics The lending Function The basic concepts Banks role as financial intermediaries who needs credit features of bank credit types of lending including priority sector lending. The credit process Components of a loan document policy Issues in credit appraisal broad steps to credit analysis role of credit information bureau loan documentation events of default credit review and monitoring. Financial appraisal for credit decisions different types of loans and their features loan pricing and customer profitability analysis models of loan pricing meaning of base rate Credit delivery Basic Concept modes of credit delivery cash credit, loan system, overdrafts bills finance pricing of loans Legal Aspects of lending Unsecured and secured loans security, pledge hypothecation, lien, set off, mortgage types of borrowers mode of lending methods of working capital finance Session 2

46

Credit Monitoring, Sickness & Rehabilitation Basic concepts need for credit review & monitoring financial distress the Altmans Z score credit monitoring & rehabilitation process warning signs that banks should look out for- SARFAESI Act. Managing credit risk An overview Basic concepts expected vs unexpected loss credit risk credit risk models measuring credit risk - credit derivatives treatment of credit risk in India asset classification, income recognition & provisioning securitization & credit derivatives (basic concepts only) Capital, risk, regulation & adequacy Basic concepts economic & regulatory capital Basel Accord I & II capital for credit, market and operational risk constitution of Banks capital funds calculation of the capital ratio (basic concepts only) TOTAL

Recommended Resources Essential Textbook

1 8

Management of Banking & Financial Services By Padmalatha Suresh & Justin Paul, published by M/S Pearson education, Second edition

47

Subject Name Subject Code Subject Credits

International Human Resource and Cross Cultural Management MGT 647 3 This course provides an understanding of the role of human resource management (HRM) in various international and cultural contexts. The topics that will be covered in the course include globalization; culture and its impact on HRM and the work of HR Professionals, work and labor regulations; comparative strategic HRM issues; issues relating to home, first and third country national's; recruitment and selection; training, learning and development; and expatriation and repatriation. This course has a strong bias in examining IHRM through the lens of a Multinational Corporation and its operation and the ensuing Cross Cultural issues and in this context will closely examine Human Resource functions of a MNC as well as challenges faced by expatriate managers. Going overseas or trading with foreigners is becoming more common in the 21st century. Information technology (IT) has allowed companies to sell internationally. Trading internationally has given western and eastern businesses chances to compete at a higher level. Prices shrink to parity and although technology is still proceeding, new competitive advantages are essential to gain sustainability and momentum in the global market. Therefore, the ability to meet and negotiate with international partners on equal terms is enormously important, not only to widen the personal cultural horizon but mainly to accomplish a business deal, with the right people, having the right skills and more importantly having them at the right place at the right time. This course looks at almost the full gamut of HRM practices and strategies with an international perspective. Cross Cultural Management (CCM) is the capability to manage different attitudes, culture, religion and habits to achieve best business results. A more generic definition of CCM is of how people and organizations focus on transcending cultural differences at a global situation (Fukazawa, 1997:190-195). CCM can be seen as a management style that should be imparted in each division of an organization that negotiates internationally. With this in mind the course has been tailored to give the student a head start where the need of CCM is felt, with regard to industry. Therefore, the ability to meet and negotiate with international partners on equal terms is enormously important, not only to widen the personal cultural horizon but mainly to accomplish a business deal. Trading with foreigners not solely relies on the prospective outcomes for both counterparts, but can also depend on the effects of powerful Cross Cultural Management in the present dynamic environment. This course focuses on the challenges and opportunities associated with organizational management and business strategy in the global environment where understanding national cultures and their effect on organizations play a vital role This course is intended to be a challenging advanced management course. Students will gain a general overview of the process and effect of internationalization in contemporary business on Human Resources, along with an introduction to theories, concepts and skills relevant to managing effectively in todays global environment. Students will be challenged to integrate knowledge they have gained from other business core courses and apply their accumulated knowledge to business case studies.

Summary/ Overview

48

Aims

Students will engage in active research and analytical problem solving related to managing in the international environment and will frequently be called upon to brief their findings to the class. 1. The objective of this course is to help students to acquire the specific concepts, skills, techniques associated with the management of the human resources across cultures in an international setting. 2. The course will familiarize the students with the cross cultural facets of HRM, the problems within the field and will equip them with the knowledge and skills to deal more effectively with the employees of the organization, internationally. 3. The course will assist in removing cross cultural prejudices and foster better workplace dynamics.

Core Learning Outcomes Learning Outcomes On completion of this unit you should be able to: 1. Describe and explain the cultural, contextual and personal factors that influence cross-cultural interactions within multicultural teams and your ability to function and manage effectively in an international and cross-cultural environment within the broad framework provided by Multi National Corporations. 2. Assessment Criteria To achieve the learning outcome you must demonstrate the ability to:

3. 4.

5.

5. In exams, presentations and case studies, participants should bring out theoretical concepts very clearly. 2 In exams, discussions and presentations, participants should be able to show their grasp of the overall purpose of Cross Cultural Management and International Understand your own personal and cultural values Human Resource Management and its place and behavioral preferences when working in a in organization strategy as well as business team environment and how those values and strategy. behavioral preferences impact the ability of a 3 Case development, analysis and multicultural team to work effectively. presentations should reveal the participants Apply your knowledge human resource issues in ability to be able to grasp the fundamentals the international context. of CCM and HR issues in MNCs. 4 Students should be able to prepare a training Describe and explain approaches to the ethical plan to prepare an expatriate for a foreign conduct of business in an international and posting. multicultural environment, and understand your 5 Students should have a comprehensive own personal ethical values and how they might understanding of HR issues in the affect your behavior when working in a international context with reference to Multi multicultural business environment. National Corporations. Understand the characteristics that will contribute to your success as an expatriate manager working for a multinational firm, and the extent to which you currently possess those characteristics.

6. Track the progress of labor movements and the effect that Multinational Corporations have on unions.

49

Approach to Learning

The course is organized around lectures. Each lecture addresses a particular theme central to the study of International Human Resource Management & Cross Cultural Management. Class lectures will be accompanied by workshops where we will discuss the application of theory to case studies and personal experience. Attendance and participation at classes is compulsory, and will assist you to prepare your assessment items, like quizzes, reports and case analysis. Lecture notes will be provided as an aid to participation in lectures. These notes are provided as a summary only. Students are expected to read relevant textbook chapters in preparation for tutorials and contribute to class activities and discussion. The course textbook focuses on the theory, research and practice of IHRM and CCM. The tutorials (with associated activities and case studies) will focus on the practical application of theory. See below Description of Assessment Method Presentation Weight % 10 Learning Outcomes Assessed 1 2 3 4 5 6 Submission day/week (assignments) or length (exam) January 12th January 15th One Day for case lets/ A week for long cases As scheduled Three Weeks In class Exercise

Assessment Strategy No Assessment Method* CS CS

1 2 2 3 4 5

X X

X X X

Group written 15 X X X X X report Preparation of cases for class DTA/PF X X X X discussion Written EX X X X X X X Training Plan for DTA/RE/GR X X Expatriates Quiz DTA/Other X X X X X X *The following codes for assessment methods apply:LR CB CS DI EX GR DTA literature review computer-based case study dissertation or project Exam group report during term test PC PF PL PO PR RE OR OT practical performance placement portfolio

presentation individual report oral other

Outline Teaching Schedule

50

SESSION 1 2 3 4 5 6 7 8 9 10 11 12

TOPIC & Case Discussion Internationalization of Human Resource Management & its organizational context Text, Chapters 1,2 The Role of Country Laws, Standards, Ethics, and Unions Text, Chapters 6, 7 The Meaning & Dimensions of Culture Text, Chapter 5 Culture as mediator in HR Recruiting & Selecting Staff for International Assignments Text, Chapter 8 Well-being of the international global workforce Text, Chapter 13 Training & Development Text, Chapters 9, 10 HRM in the Host Country Context Text, Chapter 14 Compensation Text, Chapter 11 International Employee Performance Management Text, Chapter 12 Awareness of Regional Differences & Global Best Practices The Future of IHRM Text, Chapter 15

Recommended Resources TEXT: Briscoe/Schuler/Tarique (2012). International Human Resource Management, 4th Edition, London, UK: Routledge. International Human Resource Management: Managing People in a multinational context: 4th Ed: Peter J Dowling & Denice E.Welch. International Management: Culture, Strategy & Behavior- Hodggets, Luthans & Doh: Tata McGraw Hill- 6th Ed. Reference Books: Dessler, G (11th Edition) Human Resource Management. Prentice Hall of India. Rao, VSP, 2nd Edition Human Resource Management, Excel Books, New Delhi Armstrong, Michael (2005) Human Resource Management Practice. Kogan Page Ltd. Bohlander, George and Snell, Scott (2004) Managing Human Resources. Thomson SouthWestern DeCenzo, a David and Robbins, P Stephen (2002) Personnel/ Human Resource Management.

51

New Delhi: Prentice-Hall of India Cross Cultural Management in Work organizations- Ray French. Universities Press. IHRM- Text & Cases- Aswathappa & Dash Journals: Journal of International Business Studies International Journal of Human Resource Management Academy of Management Journals Academy of Management Review Human Resource Management Management International Review Asia Pacific Journal of Human Resources Journal of World Business International Journal of Cross Cultural management Journal of International Management Academy of Management Executive International Journals of Intercultural Relations International Journal of Human Resource Management. Websites: http://www.shrm.org -This is the (US) Society for Human Resource Management (SHRM) home page list of international HR websites. http://www.shrmglobal.org -Homepage of the Institute for International HR, a division of the Society for Human Resource Management (SHRM). This home page is valuable in details of the International Human Resource Management Reference Guide, mentioned later in this Appendix. http://www.aibworld.net/ -The Academy of International Business home page. http://www.emeraldinsight.com -Emerald publishes a wide range of management and library and information services journals. The electronic databases allow instant access to the latest research and global thinking. http://www.ihrim.org/ -The International Association for Human Resource Information Management (IHRIM). http://www.ipma-hr.org/ -Home page of the International Personnel Management Association (IPMA), a professional association for public personnel professionals, primarily those who work in federal, state or local government. The page includes a list of useful HRM sites around the world. http://www.ipd.co.uk -Home page of the Chartered Institute of Personnel and Development, UK. http://www.workindex.com -A search engine (based at Cornell University) targeting work and HRrelated websites. http://www.fedee.com/index.shtml -The Federation of European Employers. http://www.eurunion.org -The US site of the European Union. http://www.ibrc.business.ku.edu -The Kansas University International Business Resource Connection home page. Aimed at small- and medium-sized companies, this website includes a good list of other websites.

52

http://ciber.msu.edu -The World Wide Web server of the Center for International Business Education and Research (CIBER) at Michigan State University. http://ciber.centers.purdue.edu -CIBERWeb, the Internet Hub of the USA's Centers for International Business Education and Research. http://www.ita.doc.gov -This site is produced and maintained by the International Trade Administration, US Department of Commerce. http://www.windhamint.com -GMAC Global Relocation Service provides information about international relocation and expatriate management. http://www.meridianglobal.com -Meridian Resources website is designed to help pre-departure training for expatriates. http://www.expat-repat.com -ExpatRepat provides coaching for expatriate performance in international assignments. http://www.ilo.org -International Labour Organization. http://www.ey.com/global/content.nsf/uk/institute_for_global_mobility -The Ernst & Young Institute for Global Mobility. http://www.erc.org -Employee Relocation Council's website provides information about international relocation and expatriate management. http://www.fedworld.gov -Fedworld information network hosted by the US Department of Commerce. http://www.livingabroad.com -Magazine for expatriates. http://www.expatforum.com -Site aimed at expatriates, with a chat line. http://www.unctad.orgUnited Nations Conference on Trade and Development. http://www.transparency.org -Transparency International's Corruption Index - ranks 102 countries on perceived level of corruption. http://www.towers.com -Towers Perrin is a global human resource consulting and administration firm. It claims to help organizations manage their investment in people to achieve measurable financial performance improvements. http://www.eiro.eurofound.ie -The European Industrial Relations Observatory Online. http://www.eiu.com -The Economist Intelligence Unit. http://ethics.acusd.edu -The site provides both simple and concept definitions and complex analysis of ethics, original treaties and sophisticated search engine capability; covers ethical theory and application. http://commerce.depaul.edu/ethics/ -Has many valuable ethics and professional resources. http://www.eben.org -The European Business Ethics Network, EBEN, is an International network dedicated to the promotion of business ethics in European private industry, public sector, voluntary organizations and academia. It provides links to many other relevant websites.

53

Subject Name Subject Code Subject Credits

Organizational Leadership Development and Change Management MGT 648 3 Managers are responsible for improving the working of organizations. They may achieve it either through internal initiatives or with the help of consultants or external experts. While a variety of methods exist that can launch developmental programs, the OD technique is unique in the opportunities it offers. Handled correctly, managers can build sustainable organizations through a judicious blend of OD and change management. The OD specialist is a sought after commodity whether he or she works from within the organization, or acts as a consultant. Change management requires a very high level of people management skills and this will also be a component of the course. The emphasis will be on how to change things in an organization and get employees to accept these changes willingly. This willing acceptance is the key to success. The role of leadership and its importance in an organization will be explored. The different leadership styles and their impact in the culture will be an integral part of the course. To learn the theory and practice of organization development. To learn various types of OD interventions and familiarize oneself with the concepts of OD. To understand the role of the OD consultant and learn to engage with the professionals in this field. To understand leadership traits & the pitfalls in this area. To learn the methods of change management and managing resistance to change

Summary/Overview

Aims

Core Learning Outcomes

54

Learning Outcomes On completion of this course you should be able to: Explain the importance for organizations to manage change successfully Explain how change processes reflect / impact on an organizations structure & strategy Analyze ones strengths and short comings and pave the foundations of becoming a leader/ manager. Know and understand management systems, processes and organizational dynamics which influence the performance of people at work Describe the differences between reactive and proactive change Describe the various types of leadership styles

Assessment Criteria A written assignment which should critically and in depth highlight the importance for organizations to manage change. In presentations and case studies, participants should bring out the specific role played by a leader and show its relevance to 21st century corporations In case analyses the importance of leadership, team work and group dynamics and how it facilitates work and in solving problems should come out clearly. Case development, analysis and presentations and final examinations should reveal the participants ability to grasp the fundamentals of managing people and how to make a department into a tightly knit unit. Case analyses should bring out the growing confidence of the participant in understanding his/ her behaviour as a future leader. Answer to questions set in examinations should capture all the above items. class activities. be the primary participation is prepared with

Approach to Learning

This subject will be based on interactive lectures and Experiential learning and case study methodology shall mode of instruction for most of the concepts. Active sought from participants who should come to class assignments and readings that instructors prescribe.

Assessment Strategy

Participants will have to prepare a detailed presentation on the leadership changes/quality in a company of their choice (working in groups) Assessment will be done through analysis of relevant cases and learnings participants will be able to derive from the analysis. Description of Assessment Method Case Study Preparation of cases for class discussion DSA and SEE Weight % Learning Outcomes Assessed 1 2 3 X X X X X 4 X X X 5 X X X Submission day/week (assignments) or length (exam)

No

Assessment Method* CS PF EX

55

*The following codes for assessment methods apply:LR CB CS DI EX GR DTA literature review computer-based case study dissertation or project exam group report during term test PC PF PL PO PR RE OR OT practical performance placement portfolio presentation individual report oral other

Outline Teaching Schedule Session no. 1. 2. 3 4 5 6 7 8 9 10 11 12 13 14. 15. 16. 17. Introduction to the fields of OD Introduction to the fields of OD Concept Definitions & Historical Perspectives of OD Case Discussion: Welcome Aboard But Dont Change a Thing Foundations of OD Case: Coca Cola Company Managing the OD Process Roles of leadership Discussion: Built to Last Action Research and Organizational Development Case Discussion: Walt Disney Company OD & Change Interventions OD & Change Interventions Guest Lecture Team Interventions Inter group & Third party Case Comprehensive OD Interventions internals v/s external change agents Structural Interventions Case Discussion Role of Teams in Change Management Case Change Management (Case Presentation) Case Session Contents

56

18. 19 20 21 22 23 24 25 26 27

Presentations Managing Resistance to Change Leaders Role Case Power, Politics & OD Level 5 Leadership Role Play Case Presentation Student Presentations Student Presentations Student Presentations Concluding Discussions Guest Lecture

Recommended Resources Text Book Theory of Organization Development and Change Thomas Cummings, Christopher G Worli. Cengage Learning, 9th Edition Reference Books: Behaviour in Organizations, Jerald Greenberg, Robert A. Baron, ninth edition, PHI Publications Organizational Behaviour, Debra Nelson and James Quick, Cengage Learning , 2009 The Leadership Engine: How winning Companies Build leaders at every level, Neol M. Tichy, Harper Business (1997) The One Minute Manager By Kenneth H. Blanchard, Spencer Johnson Published by Berkley Books, 1983 The Seven Habits of Highly Effective People By Stephen R. Covey Published by Running Press, 2000 Great Minds in Management: The Process of Theory Development By Ken G. Smith, Michael A. Hitt , Published by Oxford University Press, 2005 Stewert D. Friedman - Total Leadership: Be a Better Leader, Have a Richer Life, Harvard Business School Press (June 8, 2008) Jeffrey A. Krames - The Jack Welch Lexicon of Leadership, McGraw-Hill Professional Publishing,2001 Frances Hesselbein, Marshall Goldsmith and Richard Beckhard Editors, The Leader of the Future : New Visions, Strategies, and Practices for the Next Era, Jossey-Bass, 1996 Larry E. Senn, Leaders on Leading: Insights from the Field, The Leadership Press Pub. Date: November 1999 Warren Bennis, Daniel Goleman, and James OToole, with Patricia Ward Biederman, Transparency: How Leaders Create a Culture of Candor, Jossey-Bass, 2008 Michael A. Roberto, Know What You Don't Know: How Great Leaders Prevent Problems Before They Happen , FT Press, 2009

57

Subject Name Subject Code Subject Credits

Employee Engagement MGT 649 1 Credit Every two to four years, Gallup completes meta-analysis research -- a statistical technique that pools multiple studies -- on the Q12. By conducting this research regularly over time and increasing the number of work units analyzed, Gallup stays on the cutting edge of how well employee engagement predicts key performance outcomes. In 2012, Gallup conducted its eighth meta-analysis on the Q12 using 263 research studies across 192 organizations in 49 industries and 34 countries. Within each study, Gallup researchers statistically calculated the work-unit-level relationship between employee engagement and performance outcomes that the organization supplied. Researchers studied 49,928 work units, including nearly 1.4 million employees. This eighth iteration of the meta-analysis further confirmed the well-established connection between employee engagement and nine performance outcomes: customer ratings profitability productivity turnover (for high-turnover and low-turnover organizations) safety incidents shrinkage (theft) absenteeism patient safety incidents quality (defects) Given the timing of the eighth iteration of this study, it also confirmed that employee engagement continues to be an important predictor of company performance even in a tough economy. "When you ask people about their intentions during a recession, it's pretty clear that disengaged workers are just waiting around to see what happens," says Harter. "Engaged workers, though, have bought into what the organization is about and are trying to make a difference. This is why they're usually the most productive workers. To help students develop an understanding of the process and practice of Employee Engagement To facilitate the integration of Key People skills in applying Employee Engagement to achieve competitive advantage

Summary/Overview

Aims

Core Learning Outcomes

58

Learning Outcomes On completion of this unit you should be Assessment Criteria able to: To achieve the learning outcome you must To describe the construct of engagement, demonstrate the ability to: its antecedents and consequences Describe the concept of Employee Engagement and distinguish it from other related constructs To understand the drivers of Employee Engagement and the roadblocks of Development and understanding of drivers and Employee Engagement Roadblocks of engagement through case studies and Best Practices To appreciate and realize the benefits of Employee Engagement to an Demonstrate ability to predict consequences of organization employee engagement initiatives in organizations To equip students with the skills of Development of questionnaires and choice of approaches to measuring engagement appropriate tools for engagement measurement among employees The teaching methods will consist of formal lectures, case study analysis, practical workshops and discussion groups. Approach to Learning As is appropriate at Masters level, students will also be expected to read beyond texts assigned, and to identify on their own further sources of information for complementing their studies. Participants will produce literature review (in groups) will allow them to dig into the necessary text and will develop their academic diligence and critical analysis in putting Assessment Strategy together an original review of contemporary and emerging knowledge of a specialized area in Employee Engagement and Present and Develop Employee Engagement initiatives and measurement criteria Submission Learning day/week Weight Outcomes Assessment Description of (assignments) or No Assessed Method* Assessment Method % length (exam) 1 2 3 4 CS Case Study X X GR Preparation of cases X X for class discussion LR literature review X X X X RE Preparation of questionnaires and initiatives X X X X

*The following codes for assessment methods apply:LR literature review PC CB computer-based PF CS case study PL DI dissertation or project PO EX exam PR GR group report RE

practical performance placement portfolio presentation individual report

59

DTA

during term test

OR OT

oral other

Outline Teaching Schedule Session Session Topics WHAT is Engagement? What Is Engagement? Engagement V/S Satisfaction, Engagement Drivers & Models, Antecedents and consequences of Employee Engagement WHY Engagement? The Business Rationale of Engagement Engagement & Profitability, Engagement & Customer Retention, Engagement and Organizational Performance HOW Engagement? Engagement from an Organizational Design perspective. Building Blocks of Engagement, Internal customer approach Issues in Engagement Balance Issue Work-life Balance issues in Engagement Issues in Engagement Gender issues Disparities in engagement between males and female workers, reasons for disparity, Millennial Goals missed Issues in Engagement Generational Issue Measuring Engagement Engagement & Attrition, EHM model of retention, Gallup Q12, USAID tool, DDIs E3, Engagement levels in India Contemporary Research Aspects on Engagement Contemporary Research Aspects on Engagement Recommended Resources Essential Textbook Sengupta, Debashish, Ramadoss S,(2011) Employee Engagement, Biztantra Publications, New Delhi (Distributed by Wiley India) The review of this book can be read at http://www.thehindubusinessline.com/opinion/article2347571.ece Reference Books Marcus Buckingham Curt Coffman, (1999)," First, Break All the Rules: What the World's Greatest Managers Do Differently, Simon & Schuster; 1 edition Marcus Buckingham and Curt Coffman expose the fallacies of standard management thinking in First, Break All the Rules: What the World's Greatest Managers Do Differently. The book is based on research with over 80,000 managers In seven chapters, the two consultants for the Gallup Organization debunk some dearly held notions about management, such as "treat people as you like to be treated"; "people are capable of almost anything"; and "a manager's role is diminishing in today's economy." "Great managers are revolutionaries," the authors write. "This book will take you inside the minds of these managers to explain why they have toppled conventional wisdom and reveal the new truths they have forged in its place Mobilizing Minds: Creating Wealth From Talent in the 21st Century Organization, Lowell L. Bryan, Claudia L. Joyce, McGraw-Hill Education, Case

60

Based on a decade of exclusive research, Lowell Bryan and Claudia Joyce of McKinsey & Company have come up with a simple yet revolutionary conclusion: Your workforce is the key to growth in the 21st century. By tapping into their underutilized talents, knowledge, and skills you can earn tens of thousands of additional dollars per employee, and manage the interdepartmental complexities and barriers that prevent real achievements and profits. This can only be accomplished through organizational design and redesign. That's the new model for survival in the modern, digital, global economy. With the right design, your organization will have the capabilities to pursue whatever strategy is necessary to compete on any scale, react to any market change, leverage any opportunity, and sail past the competition.

42 Rules of Employee Engagement: A straightforward and fun look at what it takes to build a culture of engagement in business, '42 Rules of Employee Engagement' takes a practical, straightforward and fun look at what it takes to build community, commitment and a culture of engagement in the business world today. The book highlights common behaviors that lead to 'disengagement' in teams and offers useful, nonnonsense ideas for doing things differently. Susan Stamm will inspire and challenge you to create a unique workspace with your team that attracts and inspires high performance, commitment and authentic work relationships. This book is loaded with practical advice and actions you can take away to begin building an engaged team. Other Sources you may want to consider are: Tsui Audrey H.H., Asian wellness is decline: a cost of rising prosperity, International Journal of Workplace Health Management, Vol. 1 No. 2, 2008 pg. 123-135 Litchfield Leon, Culture and Work/life balance: findings from business week study (Research highlight series), the Centre for Work & Family BCCWF, 1999 Pederson Daphne E., Minnotte Krista Lynn, Kiger Gary, Mannon Susan E. Workplace policy and environment, family role quality and positive family to work spillover, Springer, 2008 Moore Fiona, Work life balance: contrasting managers and workers in an MNC, Employee Relations, Vol. 29 No. 4, 2007 Eikhof Ruth Doris, Warhurst Chris, Haunschild Axel, Introduction: What work? What life? What balance? Critical reflections on the work life balance debate, employee Relations, Vol. 29, No. 4, 2007 Roberts Ken, Work life balance the source of the contemporary problem and the probable outcomes, Employee Relations, Vol. 29, No. 4, 2007 Tremblay Dianne Gabrielle, The Ages of life, work family balance and aspirations in working time; challenges for firms & countries, Universite du Quebec a Montreal (Teluq) Bird Jim, Work-life balance doing it right and avoiding the pitfalls, Employee Relations Today, Autumn 2006, Vol. 33 No. 3 McPherson Mervyl, The role of managers in work life balance implementation, Labour, Employment and Work in New Zealand, 2006 Hughes Joanna, Bozionelos Nikos, Work life balance as source of job dissatisfaction and withdrawl attitudes, Personnel Review, Vol. 36, No. 1, 2007 Heraty Noreen, Morley Michael J., Cleveland Jeanette N., Complexities and challenges in the work family interface, Journal of Managerial Psychology, Vol. 23, No. 3, 2008 pg. 209-214 Burke Ronald J., Working to live or living to work: should individuals and organizations care? Journal of Business Ethics, 2009 Osborne David, Plastrik, The Reinventors Fieldbook, 2000 Callahan Shawn, Schenk Mark, White Nancy, Building a collaborative workplace, Anecdote white paper, www.anecdote.com

61

Miles Stephen A., Bennett Nathan, The Changing Employer Employee relationship, BusinessWeek, March 31, 2009 Global healthcare company improves communications for dispersed employees, CISCO customer case study, 2008 Cross Robert L., Martin Roger D, Weiss Leigh M., Mapping the value of employee collaboration, The Mckinsey Quaterly, 2006, Number 3 Bernthal Paul R., Measuring employee engagement, White paper, DDI Centre for Applied Behavioural research (Caber) MMIV Bernthal Paul, A Survey of Trust in the workplace, Development Dimensions International Roger Robert W., Riddle Sheryl, Trust in the workplace, Monograph Castellano Willams G., A New framework of employee engagement, Centre for Human Reource Strategy (CHRS) whitepaper, The State University of New Jersey Bryan Lowell L., Matson Eric, Weiss Leigh M., Harnessing the power of informal employer networks, The Mckinsey Quarterly, Organization, 2007, Number 4 Recommended Journals: Asian Management Review Harvard Business Review Human Resource Management Journal International Journal of Human Resource Management Industrial and Labour Relations Review Journal of Human Resource Management Journal of Occupational Behaviour Journal of Organisational Behaviour People management Personnel Psychology Useful research resources on internet: British Library websites: http://www.bl.uk/business.html - business area of site http://blpc.pl.uk general catalogue Other websites: http://peopleengagement.blogspot.in/ www.davidzinger.com Harvard Business School Library (Baker Library) on-line catalogue http://voyager.library.hbs.edu/cgi-bin/Pwebrecon.cgi?DB=local&PAGE=First

62

Subject Name Subject Code Subject Credits

Operations Strategy MGT 667 3 Credits Operations strategy can have substantial impact on the competitive success of any type of enterprise. Many Fortune 100 organizations have transformed their prospects by managing their operations resources strategically. This course highlights the very key issues especially in treating capacity strategy, supply network, technology and operations strategies. It also seeks to apply most of the ideas of operations strategy to a variety of businesses and organizations. Learn intrinsic capabilities that organizations should develop as the foundation for long term success. Understand the importance of using the operational resources effectively. Learn how to define and measure resources Learn where to locate the resources and when to expand or contract the various resources. Understand different outsourcing strategies and make or buy decisions. Learn the networking and process technology strategies Evaluate the various strategies to bind the resources together with organisations structure. Learn ways of improving organisations resources and processes developed over time. Conceptualise and effect the implementation of operations strategy.

Summary/Overview

Aims

Core Learning Outcomes Learning Outcomes On completion of this unit you should be able to: What is operations strategy? Introduction An overview of operations strategy What is the meaning of operations? What is strategy? The operations strategy matrix. Operations performance Operations performance objectives Trade offs Targeting and operations focus Capacity strategy What is capacity strategy? Overall levels of operations capacity - capacity change Location of capacity Number and size of sites Assessment Criteria To achieve the learning outcome you must Demonstrate analytical skills through project work as well as tests and exams. Demonstrate analytical skills through project, presentations as well as tests and exams. Demonstrate analytical skills through project, presentations as well as tests and exams.

63

Supply network strategy What is supply network strategy? Outsourcing decision - Vertical integration or outsourcing? Make or buy? Traditional market based supply Partnership supply Network behavior and network management Process technology strategy What is process technology strategy? Scale / scalability capacity of each unit of technology Degree of automation analytical content - What can each unit of technology do? Degree of connectivity Product process matrix Evaluating process technology Improvement strategy Development and improvement. Setting the direction Mapping of performance against importance of customers Developing operations capabilities Deploying capabilities in the market Product and service development and organization Strategic importance of product and service development Product and service development as a process Market requirements perspective on product and service development Operations resources perspective on product & service development Process of operations strategy sustainable alignment What is sustainable alignment? Sustaining alignment over time What should the formulation process be trying to achieve? Analysis for formulation formulation models for alignment Challenges to operations strategy formulation Process of operations strategy substitutes for strategy New approaches to operations Total quality management (TQM) Lean operations Business process reengineering (BPR) Enterprise resource planning (ERP) Six sigma

Demonstrate analytical skills through project, presentations as well as tests and exams.

Demonstrate analytical skills through project, presentations as well as tests and exams

Demonstrate planning skills through project work as well as tests & exams.

Demonstrate planning skills through project work as well as tests and exams

Demonstrate planning and analytical skills through project work, tests and exams

Demonstrate analytical skills through project, presentations as well as tests and exams.

64

Process of operations strategy implementation What is implementation? Purpose strategic context 10 Point of entry organizational context Process methodological context Project management delivery context Participation operational context

Demonstrate planning and analytical skills through project work as well as tests and exams.

Demonstrate planning and analytical skills through Presentation of Group Projects 11 project work as well as tests and exams. The teaching methods will consist of formal lectures, case study analysis and discussion groups. Experts and practitioners may be invited to participate in the course as guest lecturers. Approach to Learning As is appropriate at Masters level, students will also be expected to read beyond texts assigned, and to identify on their own further sources of information for complementing their studies. Assessment Strategy Demonstrate analytical skills through project, presentations as well as tests and exams. Submission day/week (assignments) or length (exam) 1 1 Class discussion As per schedule X As per schedule

N o

Assess Description of ment Assessment Method Method *

Weigh t %

Learning Outcomes Assessed

1 2 CS RE PR Case Study Assignment Presentation 15 15 20

3 4

5 6 7

8 9

1 0

X X X X X X X X X

*The following codes for assessment methods apply:LR CB CS DI literature review computer-based case study dissertation or project PC PF PL PO Practical Performance placement Portfolio

65

EX GR DTA

Exam group report during term test

PR RE OR OT

Presentation individual report Oral Other

Outline Teaching Schedule Topics 1 2 3 4 5 6 Session s 2 2 2 3 2 3 Sessions Topics 7 8 9 10 11 Total 2 2 4 4 1 27

Recommended Resources Essential Textbook OPERATIONS STRATEGY: 2ND EDITION, NIGEL SLACK, MICHEAL LEWIS, PEARSON PUBLICATIONS Reference Books Operations Strategy David Walters Palgrave Mcmillan

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Subject Name Subject Code Subject Credits Summary/Overview

Business Analytics MGT 669 2 Credits Business analytics refers to the skills, technologies, applications and practices for continuous iterative exploration and investigation of past business performance to gain insight and drive business planning. It focuses on developing new insights and understanding of business performance based on data and statistical methods. The course aims to equip the students with the essential tools, techniques and skills through a combination of theory and hands on exposure to various business issues, enabling their seamless absorption into managerial roles in different functional domain of Business Analytics. In particular, the subject outline is designed to enable students to understand different analytical tools in the areas of: Improving predictability and forecasting Decreasing business costs and improving operational efficiency Aligning with corporate strategy and objectives Identifying risks

Aims

Core Learning Outcomes Learning Outcomes On completion of this unit you should be able to: Unit # 1 Introduction to Business Analytics Analytics on Spreadsheets Descriptive Analytics Visualizing & Exploring Data Descriptive Statistical Measures Probability Distributions and Data Modeling Predictive Analytics Predictive Modeling and Analysis Forecasting Techniques Simulation and Risk Analysis Introduction to Data Mining Prescriptive Analytics Linear Optimization Integer Optimization Nonlinear and Non-Smooth Optimization Optimization Models with Uncertainty Making Decisions Decision Analysis Assessment Criteria To achieve the learning outcome you must Demonstrate planning and analytical skills through class participation, tests and exams. Demonstrate planning and analytical skills through class participation, tests and exams. Demonstrate planning and analytical skills through class participation, tests and exams.

Demonstrate planning and analytical skills through class participation, tests and exams.

Demonstrate planning and analytical skills through class participation, tests and exams.

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The teaching methods will consist of formal lectures, case study analysis, practical workshops and discussion groups. As is appropriate at Masters level, students will also be expected to read Approach to Learning beyond texts assigned, and to identify on their own further sources of information for complementing their studies. Demonstrate analytical skills through project, presentations, tests Assessment Strategy and exams. Submission Learning Outcomes Assessed Assessm Desc. of day/week Weight N nt Assessment (assignments) o % Method* Method or length 1 2 3 4 5 6 7 8 9 10 11 (exam) Case Study CS Class discussion Assignments As per PF X X X X X schedule Presentation PR X X As per schedule *The following codes for assessment methods apply:LR CB CS DI EX GR DTA literature review computer-based case study dissertation or project exam group report during term test PC PF PL PO PR RE OR OT practical performance placement portfolio presentation individual report oral other

Outline Teaching Schedule Unit 1 2 3 4 5 Total Recommended Resources Essential Textbook Business Analytics, James R. Evans, 1st Edition, Pearson. Sessions 2 4 5 5 2 18

Subject Name Subject Code

Software Engineering and Project Management MGT 670

68

Subject Credits

1 Credit This subject imparts in depth knowledge on Software Engineering and Project Management which includes:Software Engineering, Software Project Management, Metrics, Estimation, Software Requirements Specification, Testing, Quality Assurance, Maintenance etc. It also connects Software Engineering with business functions and innovations. To help in understanding the Software Engineering Equip with necessary skills in Software Project Management To help in understanding Software Requirements Specification. To connect software engineering with business needs.

Summary/Overview

Aims

Core Learning Outcomes Learning Outcomes On completion of this unit you should be able to: Assessment Criteria To achieve the learning outcome you must demonstrate the ability to:

Understand Software Acceptable level of knowledge on Software Engineering, 1 Engineering, Models and how it Models and how it effects business, through internal effects business assignments, quizzes and other assessments Understand whole Software Acceptable level of knowledge on Software Project Project SDLC Life Cycle which Management and SDLC Life Cycle demonstrated 2 includes Initiation, Planning, through analysis of case studies and/or live examples of Execution, Testing, & Post various companies Implementation Practices. The teaching methods will consist of formal lectures, case study analysis, discussion groups. Approach to Learning As is appropriate at Masters level, students will also be expected to read beyond texts assigned, and to identify on their own further sources of information for complementing their studies. Assessment Strategy Assess ment Method * DTA CS EX EX OR GR RE Participants will be assessed on the basis of Test and class Participation. Weig ht % 25 Learning Outcomes Assessed 1-9 x 2529 12 16 3032 3336 Submission day/week (assignments) or length (exam)

No

Description of Assessment Method During Term Test Case Study Midterm Exam End Term Exam Oral Group report Individual report

1 2 3 4 5 6 7

5 10 10

x x x

69

8 LR CB CS DI EX GR

PF

Performance *The following codes for assessment methods apply:literature review computer-based case study dissertation or project exam group report during term test PC PF PL PO PR RE OR OT Contents Discussion on Software, Software Engineering Principles, Myths, software engineering and Computer science, Software engineering and System engineering, Four Ps of Software Engineering, Software Process Models practical performance placement portfolio presentation individual report oral other Session

DTA

Outline Teaching Schedule Sl No Unit 1 Course Software Engineering

Unit 1

Unit 2

Software Engineering & Business, Innovations & Software Software Engineering, Software Requirements Specification, Design, Engineering Software Testing, Implementation & Maintenance, Future and Business Trends, Emerging technologies & SE Software Projects, Project Management Concerns, Success Software and Failure of IT projects, Managing Software Projects, Project Nature of Information Technology Projects, Software Teams, Management Project Management Software tools Class Test

Recommended Resources Required: SOFTWARE ENGINEERING by Sajan Mathew, S.CHAND. Reference: Project Management for Business, Engineering and Technology John M. Nicholas & Herman Steyn. Project Management A managerial Approach, Seventh Edition by Jack R. Meredith, Samuel J. Mantel

70

Subject Name Subject Code Subject Credits

Risk Management in Banks MGT - 738 3 Risk is pervasive in nature and banks, financial institutions are not better shielded with it. The fundamental element that drives financial behavior is high risk and high return. Financial Institutions, therefore, should manage the risk efficiently to survive in this highly uncertain world and be lucrative in returns. The future of banking will undoubtedly rest on risk management dynamics. The subject would help students to get an exposure to different risks pertaining to the Banking systems as well the macroeconomic environment which influences the banking & financial services industry. It would educate them in managing liquidity risks, interest rate risks, credit risk and many other forms of risks. 1. To acquire a basic knowledge of various types of Risks and Risk Management. 2. To create an awareness about the importance risk management banking in the volatile dynamic global scenario. 3. To understand the impact of different dimensions of Risk 4. To understand credit risk, liquidity risk management in banking sector

Summary/Overview

Aims

Core Learning Outcomes Learning Outcomes Unit On completion of this unit you should be able to: Understand concept of Risk, various forms in banks & financial institutions, types Forex risk/ Currency Risk, Interest Rate Risk, Banks - Credit Risk, Liquidity Risk, Legal and operational Risk, Market Risk. Understand Forex Risk Foreign Exchange Exposure and hoe it is measured. Currency risk like transaction, real operating and translation exposure. Management of foreign exchange risk Interest Rate risk - Interest Rate Management - factors affecting interest rates Management of Interest Rate Risk Banks, FIs and Role of RBI Macro overview Assessment Criteria To achieve the learning outcome you must demonstrate the ability to:

Discussion on meaning and various types of risks in banks and financial institutions

Discussion on Forex risk, forms, management of forex risk and mitigation strategies. Discussion on Interest rate risk , macroeconomic overview and Role of RBI for this Interest rate risk management

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Banks - Credit Risk - Credit Risk Management Introduction Spectrum of Risks Components and quantifying credit risk; Components of credit risk measurement PD, EAD, LGD; Factors influencing on CRM performance credit evaluation process Z score model. Credit metrics - Counterpart risks: exposures, recovery rates, risk mitigation techniques including rating triggers, collateral clauses; Credit derivatives meaning Banks - Credit Risk, Liquidity Risk Risk Asset Liability Management Components in Banks; Liquidity Risk Liquidity Management - definition dimensions of liquidity management - role of liquidity risk management in asset liability management - measurement of liquidity through ratio analysis. ALM ImplementationRBI Guidelines - GAP Analysis. Operational Risk: Treasury management; concepts. Basel I, II and III compliances meaning and measures by RBI. NPA control, preventive and corrective measures. Integrated Risk Management in Banks : Investments instruments such as CDs, CPs, IBPs; Securitization and Forfeiting; Refinance and rediscounting facilities Market Risk Measurement and Management; Value at Risk: definition, measurement, limitations and alternative risk measures - stress testing. System Audit significance in risk management - Risk mitigations by Regulatory Bodies Indian perspective - RBI, SEBI, AMFI, IRDA & other regulatory bodies role in risk mitigation.

Discussion on Credit Risk in Banks various methodologies adopted by banks to prevent this credit risk. Recovery rate , NPA management in banks.

Discussion on Liquidity Risk Management ALM guidelines by RBI, GAP analysis in ALM.

Discussion on Operational risk Management in Banking system RBI guidelines for Basel compliances and Indian Banks. Also have knowledge on Investments in money market instrument by Banks & FIs.

Discussion on Market risk role of regulatory bodys ion India reference to mitigate various forms of Risk.

Approach to Learning No Assessment Method* Description of Assessment Method

1 2

CS AS

Case Study Assignments

Presentation of the subject by the faculty Discussions on the topic in the class room Learning Outcomes Submission Wei Assessed day/week ght 1 2 3 4 5 6 7 (assignments) % or length (exam) 10 x x x x x x x 5 x x x x x x x

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3 4 5 6

PR DSA AT SEE

Presentation During Semester Assessment Attendance Semester End Exam Total

10 20 5 50 100

x x x

x x x x x

x x x x

x x x x x x x x x x x x x x x

Outline Teaching Schedule Units Session Topics Risk Meaning, types Various Risks in banks & financial institutions, Countries as a whole. Concepts - Forex risk/ Currency Risk, Interest Rate Risk, Banks - Credit Risk, Liquidity Risk, Legal and operational Risk, Market Risk. Forex Risk Foreign Exchange Exposure Management/ Currency Risk Forex Risk Management : Nature and measurements of forex exposure basic concept of transaction, real operating and translation exposure. Management of foreign exchange risk - Management of forex exposure need for hedging hedging of transaction and real operating exposure managing translation exposure. Interest Rate risk - Interest Rate Management - factors affecting interest rates - Management of Interest Rate Risk Banks, FIs and Role of RBI Macro overview Banks - Credit Risk - Credit Risk Management Introduction Spectrum of Risks Components and quantifying credit risk; Components of credit risk measurement PD, EAD, LGD; Factors influencing on CRM performance credit evaluation process Z score model. Credit metrics Counterpart risks: exposures, recovery rates, risk mitigation techniques including rating triggers, collateral clauses; Credit derivatives meaning Banks - Liquidity Risk - Risk Asset Liability Management Components in Banks; Liquidity Risk - Liquidity Management - definition dimensions of liquidity management - role of liquidity risk management in asset liability management - measurement of liquidity through ratio analysis. ALM Implementation-RBI Guidelines - GAP Analysis. Operational Risk: Treasury management; concepts. Basel I, II and III compliances meaning and measures by RBI. NPA control, preventive and corrective measures. Integrated Risk Management in Banks : Investments - Treasury bills - Money markets instruments such as CDs, CPs, IBPs; Securitization and Forfeiting; Refinance and rediscounting facilities Market Risk Measurement and Management; Value at Risk: definition, Sessions

1,2,3 & 4

5,6,7 & 8

90,10,11 & 12 13,14,15 & 16

17,18.19 & 20

21,22 & 23

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measurement, limitations and alternative risk measures - stress testing. 24,25,26 & 27 System Audit significance in risk management - Risk mitigations by Regulatory Bodies Indian perspective - RBI, SEBI, AMFI, IRDA & other regulatory bodies role in risk mitigation. TOTAL 27 sessions

Recommended Resources Recommended Text Book 1. Risk Management IIBF Macmillan Publishers Reference books: 1. John C. Hull - Risk Management and Financial Institutions Pearson 2. Vasant C. Joshi and Vinay V. Joshi Managing Indian Banks: Challenges Ahead by Sage Publications, 2e 3. Timothy W.Koch Bank Management Overview of Credit Policy and Loan characteristics, The Dryden Press, Harcourt Brace College Publishers 4. David Murphy -Understanding Risk 5. Joseph F. Sinkey Commercial Bank Financial Management, PHI 6. Eddie Cade Managing Banking Risks, Woodhead Publishing Ltd., in association with The Chartered Institute of Bankers, England.

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Subject Name Subject Code Subject Credits

Rural banking and Micro Finance MGT - 739 3

This Course would discuss Rural banking and upcoming sectoral microfinance reforms in India. Functions of Rural banks, analysis of assets and liabilities, regulatory role of RBI, compliances, different types of rural credits to various types of borrowers, risk involved in rural banking. Summary/Overview Operational risks part of non-performing assets, technology interventions in rural areas, RBI reporting system for rural banks would also be covered along with latest developments and guidelines issued by RBI would also add on/ upgrade the course on timely basis. The student should: Underst and about the rural banking products and services to enable the students to know the functioning & operational aspects of rural banking. Familiarize with the role of RBI as a controller and regulator for rural banks and also cover NABARD for understanding regulatory aspects. Aims look into rural bank performance credit growth and credit delivery and compliance aspects. understand the complexities in the operational aspects, r e c o v e r y a n d b o r r o w e r s a s p e c t s w he n l e n d i n g u n d e r m i c r o f i n a n c e c a t e go r y

Core Learning Outcomes Learning Outcomes: On completion of this unit you should be able to: The students should know basic principles of banking, rural banking- structure in 1 India. They should understand regulatory role of RVI and main negotiable instruments. The students will get to know banker customer relationship, various approaches. 2 Rural banking Approach-Rural market understanding. The students will understand know features of Rural Economy in India- size-structure 3 and issues- also know the agricultural, industry, trade and other activities in Rural India. Assessment Criteria: To achieve the learning outcome you must demonstrate the ability to: Explain the Indian banking system, classification of banks, Role of RBI in Indian rural banking sector and negotiable instruments.

Explain the definition of Banker, Customer, Relationship rural market developments and basic structure of market. Explain structure and issues of rural India. Explain the trade, agriculture related structure.

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The students will be able to evaluate reasons for backwardness of Indian Agriculture- Rural Poverty- meaningextent of Rural Poverty. Rural indebtness. Learn the steps taken to solve the problem at central/ state level. Savings pattern in Rural India- Measures to promote rural savings. The students will be able to evaluate reasons for indebtedness of Indian Agriculture, able to take steps to solve the problems of central/ state level. Saving pattern in rural India- causes for low saving in rural sector, measures to promote rural saving through banking, mode of savings in Rural India. The students will be able to understand, Microfinance, role of Microfinance its institutes and its financing patterns and limitations and applications also. 1. Lectures

Explain Rural Poverty- meaning- extent of Rural Poverty. Conceptual understanding of Indebtnessrural saving pattern, mode of savings in Rural India. Role of Rural Bankers.

Explain the indebtness reasons, problem solving techniques, and institutions supporting activities as NABARD etc.

Explain Microfinance, Role of SME , financing in SHGs and other relevant applications.

Approach to Learning

2. Student presentation and class room exercises 3. Group discussion 4. Case Analysis Involves orienting the students towards industry applications of the subject. As far as the presentation are concern it is left to the discretion of the instructor to choose any member at Random in a group. Learning Outcomes Assessed 1 2 3 4 5 6 7 8 Submission day/week (assignments) or length (exam)

Assessment Strategy

No

Assessment t Method*

Description of Assessment Method Case Discussion and Presentation Group Report Quiz or Surprise test During semester assessment Attendance

Weight %

CD & P GR Q/ST DSA

10 5 10 20

At

76

SEE

Semester End Exam Total

50 100

*The following codes for assessment methods apply:LR CB CS DI EX GR DTA literature review computer-based case study dissertation or project Exam group report during term test PC PF PL PO PR RE OR OT Outline Teaching Schedule Units Unit-1 Unit-2 Unit-3 Unit 4 Unit-5 Session Topics Principles and Functions of Banking, cooperative banking, rural bankingstructure in India, Regulatory Role of RBI. Rural India-Demographic Features, Characteristics of Rural societies. Features of Rural Economy in India- Size , structure and issues- relative importance of agricultural, industry, trade and other activities Financing Rural Development Backwardness of Indian agriculture- cause for backwardness- effects of Backwardness- Rural poverty- Meaning-Extent of Rural Poverty. Rural Indebtness- causes, consequences, problems of rural indebtness, steps taken to solve the problems of central/ state level. Saving pattern in rural India- causes for low saving in rural sector, measures to promote rural saving through banking, mode of savings in Rural India. Regulations of rural financial services- objectives, introduction, overall setup of rural financial institutions (RFIs), Functions and policies of RBI in rural Banking, organizational setup of NABARD, lead bank scheme. Rural Credit Institutions- Objectives, cooperative credit societies and banks, cooperative credit structure, short term cooperative credit, long term cooperative structure, other cooperative societies, Regional Rural Banks, commercial banks and rural banking, other rural financial institutions, role of information and communication technologies in Rural banking. Session 1,2 3,4 5,6 7,8 9,10,11 practical performance placement portfolio presentation individual report oral other

Unit-6

12,13

Unit-7

14,15,16,

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Unit-8

Sources of Rural credit - Non-lnstitutior1al sources - Money-lending Friend and relatives -- Government Sources. Institutional sources - Cooperative credit Agencies - Structure of Co-operation credit in India Weakness of co-operative credit agencies-latest developments Rural Insurance and micro insurance scheme, Micro Insurance, concept of business facilitator and business correspondent in rural banking.

17, 18,19

Unit-9 Unit-10

20,21 Micro finance- meaning, product & Micro finance and rural financial services. Agricultural microfinance. Micro finance distribution models, regulations and supervision. Microfinance Credit Lending Models- Credit Lending Models, Differences Between SHG and JLG Model. Indian SHG: Problems and Issues, SHG-Bank Linkages. Risks in Microfinance -Institutions, Types of Risks in microfinance, Strategies for Risk Minimization Financial poor as bankable opportunities Micro Credit and Self-help Groups services- objectives, introduction, SHG bank Linkage programme (SBLP) approach, Micro Finance institutions. TOTAL Recommended Resources

22,23 24,25

Unit-11

Unit 12

26,27

27

Essential Textbook: Rural Banking, Indian Institute of Banking and Finance (Latest Edition) Macmillan Publishers India ltd. Reference Textbooks: 1. Microfinance Perspective and operations (latest Edition) Macmillan Publishers India ltd. 2. Rural Transformation Infrastructure and Micro Finance by Haresh Bhargava and Deepak Kumar, ICFAI university press.

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