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The objective of this course is to provide the students with practical legal knowledge of general
business law issues and topics to help become more informed, sensitive and effective business
Examination Scheme:
The faculty member will award internal marks out of 40 based on three assessments of 20 marks each
of which best two will be considered. The end semester examination will be of 60 marks.
1. The Indian Contract Act 1872:- Essentials of a valid Contract, void & voidable agreements,
Contingent Contracts, Performance of Contracts, Quasi Contracts, Breach of Contracts & its
Remedies, Indemnity, Guarantee, Bailment & Pledge
2. Indian Partnership Act 1932:- Nature of Partnership, Relations of Partners and with third
Persons, Incoming and outgoing partners, Dissolution.
3. Indian Sales of goods Act 1930 (Essentials only)
4. The Negotiable Instruments Act 1881:- Nature & Types, Negotiation & liability,
Presentment, Discharge from liability, Dishonor of Negotiable Instruments, Crossed
Cheques, Penalties.
5. The Companies Act:- Nature & types of Companies, Memorandum & Article of Association,
Prospectus, Shareholders & Debenture Holders, Minority Protection, Winding Up.
6. Law of Insurance: - Concept and guideline of marine, fire and life Insurance.
7. Law of Intellectual Property:- Patent, Copyright, Industrial Design, Trade Mark,
Geographical Indications
8. Consumer Protection Act 1986:- Consumer, Protection of Consumers, Central consumer
Protection Council, Consumer Dispute Redresssal Agencies (District Forum, State
Commission, National Commission).
9. Competition Act 2002:- Competition Commission of India, Powers, Functions & Duties of
Commission, Prohibition of certain Agreements, abuse of Dominant Position, Penalties
10. Banking Law:- History, nature & development of Banking in India, Kinds of Banks and
functions, Reserve Bank Of India, functions of RBI
11. FEMA:-Features, Contravention and Penalties, Evaluation
12. SEBI: - Objective, Powers & Functions, guideline for investors protection, new issue &
Stock Exchange
Text Reading
1. Chawala and Garg, Mercantile Law, New Delhi, Kalyani Publications, Latest Edition.
2. M.C. Shukla, A Manual of Mercantile Law, New Delhi, S. Chand & Co. Ltd., Latest Edition.
3. S.K. Mishra and V.K. Puri, Economic Environment of Business, New Delhi,
Himalaya Publishing House, Latest Edition.
4. Francis Cherunilam, Business Environment, New Delhi, Himalaya Publishing
House, Latest Edition.


Course Objectives
The objectives of this course are to familiarize the students with the dynamics of wage and salary
administration and current trends in India.

Contents :
Unit-I: Concept of Wages & Salary, Minimum Wage, Fair Wage and Living Wage Theories of Wages
& SalaryPay and Social ClassMachineries for Wage Fixation Statutory provisions governing different
components of reward systems.Wage criteria and wage machinery Wage ComponentsSalary
Benchmarking, designing KRA & KPI(8 Lecture Hours)

Unit-II: Reward Management: Concept, Aims, Components of Reward system Role of Reward in
organisation Strategic perspectives of RewardReward as a motivational tool Psychological contract
Reward policies Factors determining the rates of PayStrategic and Tactical pay related issues
Establishing Job Values and Relativities: Internal & External EquitiesJob evaluation schemes, Internal
Pay Structure, Reward surveyDesigning Pay Level, Pay Mix and Pay StructuresGrade and Pay
structures: Types, Design and Implementation Group/Individual Incentive, Designing Incentive

Unit-III: Rewarding and Reviewing Contribution and Performance: Individual Contingent PayTeam
Pay Paying for Organisational performanceRecognition ProcessPerformance Management and
Reward. Reward for Special groupsDirectors, Chief executives, Senior Managers, professionals and
knowledge workers, Scientists and Engineers, Sales Staff, contingent workers Components of Executive
Compensation package. Employee Benefits & ServicesRationale for employee benefitsTypes of
benefits, Choice of benefits, Administering employee benefits, Tax considerationsFlexible
benefits/Cafeteria PlansPension SchemesESOPComputations of taxable income, overtime, etc.

Unit-IV: Managing Reward Processes: Reward Management RolesReward ProceduresControlling
rewardPay reviewsCommunicating to employeesManaging the development of reward systems
Future Trends in Reward Management

Unit V: Strategic Reward: Concept, AimsStrategic Reward and Reward ManagementPurpose and
Contents of Reward StrategyStrategic Reward and PerformanceReward strategies in a Knowledge
economyReward Strategies in a Service-based economyDeveloping reward strategyCommunicating
reward strategy Implementing reward strategy (10 Lecture Hours)

1. Armstrong & Stephens, Employee Reward Management and Practice, Kogan Page
2. Milkovich, Newman, Ratnam, Compensation, McGraw Hill, New Delhi.
3. Henderson, R.O., Compensation Management, Englewood Cliffs, Prentice Hall
4. Armstrong, M and Murlis H, Reward Management, Kogan Page.
5. Cascio, Costing Human Resource, Thomson Learning,, India
6. Martocchio Joseph J., Strategic Compensation-A Human Resource Management Approach,
Pearson Education.
7. Richard I Henderson, Compensation Management in a Knowledge-Based World, Pearson

Course Objectives
The course is designed to enable the student to understand the process of human
resource planning and audit in depth.
Examination Scheme:
The faculty member will award internal marks out of 40 based on three assessments of 20
marks each of which best two will be considered. The end semester examination will be worth
60 marks having theory and cases/practical problems.
Course Contents
1. Human Resource Planning: Definition, HR Planning, Model for HR Planning,
forecasting Demand and Supply, Planning for Shortages, Surplus, Planning for New
Establishment, Managerial Succession Planning, Career Planning. Downsizing,
2. HR information System: Purposes of HRIS, Uses of HRIS, Establishing an HRIS
Approaches to Evaluate HR Function.
3. HRD Audit: Meaning and Concept, Need, Designing HRD Audit Process, Parameters to
be Audited, Audit Results, Preventive and Corrective Actions, Role in Business
Improvement, Methodology and Limitations.
4. HRD styles and culture: OCTAPACE Culture, Importance of Top Management Styles in
Building Culture, Auditing the HRD Culture, Auditing the Style of Top Management,
Current Structures and Structural Alternatives.
5. HRD Competencies: Challenges, Professionalism in HR, Myths and Realities of HRD,
Competencies Needed, Auditing HRD Competencies, individual interviews, Group
Interviews, Observation, HRD Audit instruments.
6. HR Performance and Benchmarking in Policy, Process and Management Styles,
Benchmarking Analysis.
Text Reading
Donald Currie, Personnel in Practice for the New IPD-CPP, Blackwell, MA.
R. W. Mondy and R. M. Noe, Human Resource Management, Prentice Hall, London, 6

Course Objective:
Objective of this Course is to help the students analyze and understand economic environment.
Examination Scheme:
The faculty member will award internal marks out of 40 based on three assessments of 20 marks
each, of which best two will be considered. The end semester examination will be worth 60
marks consisting of two sections A and B respectively. Section A will be of 40 marks and have
five theory questions out of which a student will be required to do any four questions. Section B
will be of 20 marks and consist of numerical /case(s).
Course Contents
1. Introduction to economics and managerial economics: Nature scope, characteristics
and significance of managerial economics. Relationship of managerial economics with
economics, operation research, decision making, statistics, accounting.
2. Fundamental concepts: Incremental reasoning, Marginal analysis, Equimarginal utility,
time perspective, consumer surplus, opportunity cost, time value of money Theories of
Firm Managerial theories Baumol and Williamson, Behavioral theories Simon,
Cyret and March.
3. Supply & Demand Analysis Concept, Determinates & Types of Demand. Utility and
its types, law of Diminishing Marginal utility. Demand Function, Law of Demand.
Elasticity of Demand PriceIncome, Cross, Advertising & price expectation. Demand
4. Production and cost analysis: Meaning of production, production function, short run
and long run production analysis. Isoquant curves and Isocost lines, Ridge lines,
Equilibrium production, expansion path. Cost meaning and types of cost, cost function,
short run and long run cost function. Economies and diseconomies of scale. Law of
5. Pricing: Price determination under perfect competition. Monopoly and Price
Discrimination, Monopolistic Competition, Oligopoly kinked demand curve, cartel
formation, price leadership.
6. Profit: Meaning, types and theories of profit, profit planning break even analysis.
7. Micro-macro interrelations, Circular flow of economic activity, National Income
concepts, Concepts and Objectives of Private Business. Meaning and Phases of Business
Cycles: Economic stabilization & Role of govt. in the economy.
8. Concepts, recent trends (overview only) in Indian Economy, of the following:
Monetary Policy, Fiscal Policy, Foreign Trade Policy, Exchange Rate Policy.

Text Books: Latest Editions:
1 P.L. Mehta Managerial Economics, Sultan Chand, New Delhi.
2 Mishra & Puri Micro Economics, Himalaya Publishing House, New Delhi
3 G.S. Gupta: Managerial Economics, Tata McGraw Hills, New Delhi
4 Peterson & Lewis: Managerial Economics, Princeton Hall of India, New Delhi.
Suggested Books: Latest Editions
A. Koutsoyiannis Modern Micro Economics, Macmillan Press, New Delhi
1. Dr. Atmanand Managerial Economics, Excel books, New Delhi
2. Howard Davis Managerial Economics, Macmillan Press, New Delhi
3. D.N. Dwivedi Managerial Economics, Vikas Publishing, New Delhi
4. Hal Varian Intermediate micro economics, Tata McGraw Hills, New Delhi



1. To understand the basics of IHRM and its various aspects
2. To appreciate the immense challenges that staffing, training, apprising, compensating and developing
HRM on a global scale.
3. To sensitize the students about HRM in global environment.

The external examination for this paper will be of 60 marks and internal examination will be of 40 marks.
External examination for this paper will consist of two sections, section A will have theoretical questions, which
will be of 45 marks and section B will have case which will be of 15 marks.


1. The Environment: Foundation and challenges of International Management, the culture context value
systems of some countries, cultural characteristics of business operations across the countries, diversity,
managing diversity

2. Organizational Structure: The Global View, Basic Organization Structure, Decision making and
3. Attracting Human Resources: The Global View, Recruitment, Selection of people (Parent country
nationals, Host country nationals, Third country nationals)
4. Compensation and Benefits in Global Scenario. Impact of culture on IHRM, Training in context of
globalization age, preparing employees for foreign assignments, preparing global leaders.
5. Future and Challenges in context of IHRM.

1. Internationalization the peoples dimension -Stephen J Porter, Kogan Page Ltd.
2. Managing HR in the 21st Century - E E Kossek, R N Block,South -Western College Publishing.
3. HRM -Wendell French
4. Reading and Cases in IHRM - M Mendenhall & Goddon,South -Western Collage Publishing.

1. HRM:- Fisher, Schoenfeldt & Shaw
2. Managing HR -Luis Gomfz-Mejia
3. Strategic HRM- R S Schuler, S E Jackson
4. Internationalization the peoples dimension -Stephen J Porter
5. Managing HR in the 21 Century - E E Kossek.


The objective of this course is to help the student gain an understanding of the need and methods of Training
and Development, and insights in the design, development and delivery of Training Programmes.

The faculty member will award marks out of a maximum of 40 marks for the internal performance of the
student. The semester examination will carry 60 marks and will have two sections A and B. Section A will
carry 66 marks. Students will be required to attempt three out of five questions. Section B will carry 15 marks
and will consist of one or more case(s).

1. Training and Development: Scope, Nature and Importance. Systems Approach to Training.

2. Components of Training Needs Assessment: Organization Analysis, Task Analysis, Person Analysis.

3. Designing the Training Programs: Principles of Learning, Trainee Readiness and Motivation,
Establishing Training Objectives.

4. Implementing the Training Programs: Training Methods for non-managerial employees and
Management Development.

5. Developing the Group and the Climate: The Social Process, Establishing Tasks in Common, Building
Realistic Relationships, the Training climate, Personal and Inter Personal Dimensions. Trainers and
Training Styles.

6. Evaluating the Training Program: Reactions, Learning, Behavior, Results, Bench Marking.

7. Special Topics in Training and Development: Orientation Training, Basic Skills Training, Team
Training, Diversity Trainings.

1. Rolf P. Lynten and Udai Pareek, Training for Organizational Transformation Part - 2, Sage Publications,
2. Bohlander, Snell and Sherman, Managing Human Resources, Lachina Publishing Services, 2000.


This course aims at developing the professional counselling skills among the students by:
Providing an overview of the counselling processes and techniques. Creating a forum for
practising the basic counselling skills. Selecting the key areas and situations where management
can and should help employees in performance planning and career advancement. Developing
alternative approach to dealing with problem situations in organisations.

Examination Scheme:

The faculty member will award internal marks out of 40 based on three assessments of 20 marks
each of which best two will be considered. The end semester examination will be worth 60
marks having theory and cases/practical problems.

Course Contents

Unit 1. Introduction: Introduction to counselling and characteristics of a counsellor,
Process of counselling.
Unit 2. Development of Counselling Skill, Introduction to the Important Schools of Counselling,
Psychoanalytic Foundations, Transactional Analysis, Gestalt Therapy, Rational
Emotive Therapy ,Person-Centred Approach to Counselling
Unit -3 : Assessment in Counselling & guidance: Counselling setting & Role of
Counsellor in guidance & counselling. Individual & Group technique in
counselling & guidance. Counselling & guidance for career planning &
Decision Making.
Unit -4: Counselling Interventions in Organizations: Empathy, Listening and Responding,
Effective Feedback, Performance Counselling, Counselling in Problem
Situations, Interpersonal Conflicts
Unit -5: Future Directors: Teaching & Training for Counselling and e-Counselling.

Reference book:
Introduction to Counseling and Guidance, Seventh Edition (Pearson),Robert L Gibson, Indiana
University, Mariann Mitchell, Indiana University.

Course Objective
The objectives of this course are to help students to learn and to acquaint themselves with all the
facets of Entrepreneurship.
Examination Scheme:
The faculty member will award internal marks out of 40 based on three assessments of 20 marks
each of which best two will be considered. The end semester examination will be worth 60
marks having theory and cases/practical problems.
Course Contents
1. Entrepreneur: Concept, Nature, Definition Characteristics, Functions, Kinds, Role,
difference between entrepreneur and Manager.
2. Entrepreneurship: Concept, Nature, Definition Characteristics, Importance, Role of
entrepreneurship in development of economy, ethical dimensions.
3. Theories of Entrepreneurship: Innovative theory, Theory of social change, Theory of odel
personality, Theory of Social behavior.
4. Entrepreneurial environment: Political, Economical, Technical, Social, Cultural,
5. Entrepreneurship Strategies & Policies: Need and types of business strategies, Concept of
Entrepreneurial Strategies, Need for effective Entrepreneurial Policy.
6. Project Identification and Formulation: Criteria for selecting a particular project,
scanning of business environment and identifying projects, steps in project formulation
and project evaluation (organizational aspects, commercial aspects and legal aspects)
7. Preparation of Business Plan/Project Report: Significance contents, formulation planning
commission guidelines for formulating the project report and common errors in project
8. Institutional Finance to Entrepreneurs: Commercial banks, Financing institutions
9. Choice of Organization: Sole Proprietorship, Partnership, Joint Stock Co., Co-operative
Text Reading
David H. Holt Entrepreneurship: New Venture Creation,
PHI Mary Coulter Entrepreneurship in Action,PHI
B.K. Mohanty Fundamentals of Entrepreneurship, PHI

Course Objective
The objectives of this course are to help the students understand the concepts of production function,
inventory control, quality control and application of technical models and techniques for solving
production problems.
Examination Scheme:
The faculty member will award internal marks out of 40 based on three assessments of 20 marks each
of which best two will be considered. The end semester examination will be of 60 marks.
1. Introduction to Production and Operations Management: Nature of Production /Operations
Management, Production Function and its Environment, Functions of Production/Operations
Manager, Organization of Production Function.
2. Facilities Planning: Product Selection and Design, Service Design, Process and Technology
Selection, Location of Manufacturing / Service Facility - Quantitative and Qualitative
3. Layout of Manufacturing/service facility: Product layout, process layout, fixed position and
group layout, layout design: Relationship based and Load-Distance cost matrix, materials
handling concepts.
4. Resources Requirement Planning: Capacity Planning, Concept and Application of Learning
5. Production Planning and Control: Aggregate Production Planning - Chase strategy, level
production, Mixed strategy, Materials Requirement Planning.
6. Inventory: Importance and Scope, selective inventory control, cost concept in inventory,
types of inventory, types of inventory problems, Inventory Models: General Economic Order
Quantity (EOQ) Economic Batch Quantity (EBQ) (Single and Multi-products) EOQ with
7. Operations Scheduling and Production Activity Control for Mass Manufacturing.(Assembly
line balancing Batch Processing and Job shop - n-jobs on single machine, n-jobs on
Two/Three machines (Johnsons Rule), 2-jobs on m-machines (Graphical method Akers
8. Quality Control: Quality Control Function, Acceptance sampling Statistical Process Control,
Operating Characteristics Curve and its Applications Quality Circles.
Text Reading
1. R Paneerselvam. Production and Operations Management, New Delhi: Prentice Hall of
India Publications, Latest Edition.
2. S N Chary. Cases and Problems in Production and Operations Management, New
Delhi: Tata McGraw Hill Publications, Latest Edition.
3. Josheph G. Monks Operations Management, New York : McGraw Hill Publications,
Latest Edition.
Suggested Readings
1. James R. Evans, David R Anderson, Dennis J. Sweeney and Thomas A Williams, Applied
Production and Operations Management, New York : West Publishing
Company, Latest Edition.
2. Elwood S. Buffa and Rakesh K. Sarin, Modern Production, Operations Management,
Singapore: John Wiley and Sons, Latest Edition.


The objective of the course is to expose the student to the process of Change Management,
Implementation of change and other related issues.
The faculty member will award marks out of a maximum of 40 marks for the internal performance of
the student. The semester examination will be worth 60 marks. It will have two sections, A and B.
Section A, worth 45 marks, will contain five theory questions out of which students will be required to
attempt three questions. Section B will comprise of one or more case(s), worth 15 marks.

1. Change Management : Introduction, Importance, Nature and Imperative of Change, Resistance to
Change, Change and the Manager.
2. Mapping Change : Analysis of the Situation, Environmental Assessment, Systems Diagramming and
3. Intervention Strategies : Systems Approach to Change the Intervention Strategy Model (ISM). The
Stage of ISM, Managing the Future.
4. People Management : Communication, its importance, Feed back the concept and importance of
design in change management, Role of Politics, Empowerment.
5. Implementing Change : The Internal Change Agent, Pros and Cons, The Change Agent's Approach
to Change.
6. The Learning Organization : Definition, Relevance, Building the Learning Organization.

1. Robert A. Paton and James Mc Calman, Change Management: A Guide to Effective
Implementation, New Delhi, Response, 2000.
2. Andrew Pettigrew and Richard Whipp, Managing Change for Competitive Success, UK, Blachwell,

1. Will Mc Whinney, James B. Webber, Douglas M. Smith and Bernie J. Novokowsky, Creating Paths
of Change, New Delhi, Sage, 1997.