MBA Syllabus 2019-21 PDF

Master of Business Administration (MBA) - (Trimester Scheme) – Syllabus 2019-21
Institute of Management
Syllabus
Master of Business Administration (MBA)
(Trimester Scheme)
2019-21
CHRIST (Deemed to be University), Bengaluru

Karnataka, India
www.christuniversity.in
Syllabus Master of Business Administration (MBA) (Trimester Scheme), prepared by

the IMCU and approved by the Academic Council, CHRIST (Deemed to be
University), Bengaluru, India.
Published by the Centre for Publications, CHRIST (Deemed to be University), Hosur
Road, Bengaluru 560 029, India. publications@christuniversity.in
January 19, 2018

Index
Details Page Nos.
Department Overview 1-2
Course Out line 3-6
Trimester – I 8-18
Trimester – II 19-35
Trimester – III 36-40
Core Subjects – Choice based 41-46
Functional Core Courses
Finance 47-52
Human Resource 53-59
Lean operations & Systems 60-65
Marketing 66-72
Business Analytics 73-78
Cross Functional Decision Making(MANDATORY FOR ALL) 79-80
Trimester – IV – Core Subjects 81-82
Core Subjects – Choice based 83-90
Finance 91-98
Marketing 113-119
Functional Choice Based Courses
Finance 120-123
Trimester – V – Core Subjects Choice based 128-140
Finance 141-144
Marketing 155-158
Finance 159-165
Marketing 182-185
Trimester – VI – Core Subjects Choice based 186-193
Finance 194-195
Marketing 202-203
Finance 204-209
Marketing 214-217
Master Thesis/Alternative Options (All Specializations) 218-232
Industry Practicum (only for LOS Specialization students) 233-234
Industry Practicum (only for Marketing Specialization 235-236
students)
Industry Practicum (only for HR Specialization students) 237-238
Master of Business Administration (MBA)

(Trimester Scheme)
Departmental Overview
Institute of Management, CHRIST (Deemed to be University) offers professional, 2-year
management programmes leading to MBA degree in the areas of Finance, Marketing, Lean
Operations & Systems, Human Resource and Business Analytics. The institute functions
from both the Main and the Kengeri campuses.
The institute has well qualified faculty with most having relevant industrial experience.
Two large libraries and two state-of-the-art laboratories provide for a varied and
experiential learning environment. The institute also provides free and easy access to high
quality teaching and learning resources such as case studies, journals, databases and
simulation games through subscription to reputed publishers.
The Institute of Management offers placement facility to students with an excellent track
record so far. Every year large number of reputed organizations visit our institute for hiring
our students from all specializations.
National level conferences for faculties and students, national case study conference
business festivals for students are among the highly reputed academic events in the country.
Mission statement
To develop a community of socially responsible, creative and enterprising leaders to operate
in a knowledge-based, globalized and dynamic world.
Introduction to the Programme

The MBA programme consists of six trimesters. Students move to specialization courses
during the last four trimesters. Most of the courses are of 3 credits with coverage of 30
hours.
The course curriculum is designed for academic depth and employability in the industry.
Variety of pedagogy are used in addition to the regular class room teaching, such as case
sessions, simulations, management games, laboratories and research based assignments.
Experiential, student centric learning is the highlight of the programme.
Co-curricular activities such as organizational study, mentoring and current affairs sessions,
book reviews, paper presentation conferences augment the regular classes. Extracurricular
activities hone up the organizing skills and teamwork among the students.
In addition to the regular MBA programme, Institute of Management also offers three post
graduate programmes in collaboration with foreign universities. In collaboration with
Virginia Commonwealth University (VCU), USA, a dual degree programme with MBA from
CHRIST (Deemed to be University) and MS Finance/Global Marketing Management/
Information Systems / Decision Analytics is offered. In collaboration with University of
Applied Sciences Würzburg-Schweinfurt (FHWS), MBA from FHWS and MB in
Finance/Marketing from CHRIST (Deemed to be University) is offered. In collaboration
with Western Michigan University, USA, a dual degree programme with MBA from
CHRIST (Deemed to be University) and MBA from Western Michigan University, USA is
offered.
1
Programme Objectives
The management training programme focuses on the development of the whole person
equipped with the following skills and attitudes to meet the needs of the changing and
challenging global business scenario.
Analytical Skills General Awareness

Communication skills
Problem definition 1 Current affairs
1 Negotiating Skills
2 Problem Solving Skills
2 Writing business 2 Analysis of events
3 Evaluation of
alternatives memos and reports
3 Impact of National and
4 Being comfortable with 3 Public speaking
International developments
uncertainty 4 Inter personal and on business
5 Dealing with group communication
complexity
6 Managing risk
7 Translating theory into
practice
Attitudes
Willingness to learn, Conceptual Skills Computer usage skills
1 and change - 1 Integrated view of 1 Application of software
adaptability business and for decision making
2 Social and cultural management problems
sensitivity 2 Inter-relationship
3 Commitment to between functions
excellence, customer 3 Ideation and
satisfaction innovation
4 Espirit de corps, team
work, mutual respect
and hard work
5 Inter and Intra
individual harmony
6 Dedication
2
Course Outline
2019-21
Year- I
Trimester - I
Course Title Hrs Marks Credit
CORE SUBJECTS
MBA131 Financial Accounting for Managers 30 100 3
MBA132 Managerial Economics 30 100 3
MBA133 Managing IT, Data and Business Systems 30 100 3
MBA134 Understanding Business 30 100 3
MBA135 Statistics for Management 30 100 3
Foundations of Marketing Management 10 50 1
OTHERS
MBA181 Organization Structure Training 20 100 2
MBA111 Mentoring and Current Affairs 30 100 3
Trimester - II
CORE SUBJECTS
MBA231 Marketing Management 30 100 3
MBA232 Individual and Group Behaviour in Organizations 30 100 3
MBA233 Management Science 30 100 3
MBA234 Financial Management 30 100 3
MBA235 Microsoft Excel 15 50 1
MBA236 Operations Management 30 100 3
MBA237 Enterprise Resource Planning and E-Business (only for G Section) 30 100 3
Analysis of Financial Statements 10 50 1
OTHERS
Trimester – III
CORE SUBJECTS
MBA331 Managing Human Resources 30 100 3
Macro Economics 30 100 3
Integrated Basics of Sustainability 10 50 1
OTHERS
MBA351 Cross Functional Decision Making 15 50 1
CROSS FUNCTIONAL ELECTIVES (Students to choose 1 out of 3 subjects)
MBA333A Advanced Statistics for Management 30 100 3
MBA333B Research Methodology 30 100 3
MBA333C Enterprise Resource Planning 30 100 3
FUNCTIONAL CORE COURSES
Finance
MBA341F Security Analysis and Portfolio Management 40 100 4
MBA342F Management of Banks 30 100 3
Human Resource
MBA341H Industrial Relations 30 100 3
MBA342H Workforce Planning and Selection 30 100 3
MBA343H Performance Management and Employee Counselling 30 100 3
Lean Operations & Systems
MBA341L Quality Management systems and Product Design and 30 100 3
Development
MBA342L Business Intelligence & Analytics 30 100 3
MBA343L Lean Operations Management 30 100 3
Marketing
MBA341M Sales Management and Negotiation Skills 30 100 3
MBA342M Marketing Research 30 100 3
MBA343M Fundamentals of Service Marketing 30 100 3
Business Analytics
MBA341B Business Data Management 30 100 3
MBA342B Artificial Intelligence and Machine Learning: Concepts and 30 100 3
Applications
MBA343B Statistical Modeling using R Programming Language 30 100 3
3
Course Outline
Year – II
Trimester – IV
CORE SUBJECTS
MBA431 Strategic Management 30 100 3
Business Law 10 50 1
OTHERS
MBA481 Summer Internship Project (SIP) (2 months) 40 200 4
CROSS FUNCTIONAL ELECTIVES (Students to choose 1 out of 2 subjects)
MBA432A Digital Transformation Technologies 30 100 3
MBA432D Business Analysis (for non-LOS students) 30 100 3
Finance
MBA441F International Financial Management 30 100 3
MBA442F Derivatives 30 100 3
MBA443F Management of Financial Services 20 50 2
Add-on Course
MBA 451 Financial Econometrics 20 100 2
Elementary Econometrics 20 100 2
Taxation for Managers 10 50 1
Human Resource
MBA441H Learning & Development 30 100 3
MBA442H Human Resource Metrics and Analytics 30 100 3
MBA444H Labour Law I 30 100 3
MBA441L Business Analysis I 30 100 3
MBA442L Supply Chain and Logistics Management 30 100 3
Marketing
MBA441M Distribution and Supply Chain Management 30 100 3
MBA442M Consumer Behaviour 30 100 3
MBA443M Business to Business 30 100 3
Business Analytics
MBA441B Programming with Python 30 100 3
MBA442B Predictive Analytics I 30 100 3
MBA443B Business Intelligence & Visualization 30 100 3
FUNCTIONAL ELECTIVES (Students to choose 1 out of 2 subjects)
Finance
MBA444AF Fixed Income Securities 30 100 3
MBA444BF Business Valuation 30 100 3
MBA443AL Operations Planning and Control 30 100 3
MBA443BL Enterprise Asset Management 30 100 3
Trimester – V
CROSS FUNCTIONAL ELECTIVES
(Students to choose 1 subject)
MBA531A Entrepreneurship and Startup 30 100 3
MBA531B International Business 30 100 3
MBA531C Blue Ocean Strategy 30 100 3
(Students to choose 1 subject)
MBA532A Project Management concepts and Application 30 100 3
MBA532B Artificial Intelligence for Managers 30 100 3
4
OTHERS
MBA581 Social Concern Project 15 50 1
Finance
MBA541F Managerial Accounting 30 100 3
Add-on course
MBA551 Small and Medium Enterprises 15 - -
Project Appraisal and Finance 10 50 1
Human Resource Management
MBA541H Organizational Change & Development 30 100 3
MBA542H Labour Law II 30 100 3
MBA543H Compensation Management 30 100 3
Marketing
MBA541M Marketing Metrics 30 100 3
MBA542M Strategic Marketing Management 30 100 3
Business Analytics
MBA541B Big Data Analytics 30 100 3
MBA542B Predictive Analytics II 30 100 3
MBA543B Text and Social Media Analytics 30 100 3
FUNCTIONAL ELECTIVES
Finance
(Students to choose 1 out of 2 subjects)
MBA542AF Mergers, Acquisitions & Restructuring 30 100 3
MBA542BF Financial Risk Management 30 100 3
MBA543AF Financial Planning & Wealth Management 30 100 3
MBA543BF Analytics for Finance 30 100 3
Human Resource Management (1 out of 2)
MBA544AH Human Relations Skills 30 100 3
MBA544BH Advanced Organization Behaviour and Emotional 30 100 3
Intelligence
Agile Management of Software Projects 30 100 3
MBA542BL Supply Chain Design and Modelling 30 100 3
MBA543AL World Class Manufacturing and Lean Operations 30 100 3
MBA543BL IT Service Management 30 100 3
Students to choose 1 out of 2 subjects)
Service Operations Management 30 100 3
Managing Audit of Information Systems, Risks and Controls 30 100 3
Marketing (1 out of 2)
MBA 543AM Advertising and Public Relations 30 100 3
MBA 543BM Retailing Management 30 100 3
Master Thesis / Alternative Options (All specializations)
MBA582 Master Thesis 15 * 1
MBA545A Customer Centricity (Except Marketing Students) 15 * 1
MBA545B Personal Financial Planning (Except Finance Students) 15 * 1
MBA545C Sustainable Business Management (Except LOS Students) 15 * 1
MBA545D Managing People at Work (Except HR Students) 15 * 1
MBA545E Family Business Management (Open to all Specializations) 15 * 1
MBA583 Industry Practicum (Only for LOS Students) 15 * 1
MBA584 Industry Practicum (Only for Marketing Students) 15 * 1
MBA585 Industry Practicum (Only for HR Students) 15 * 1
Capstone Project (Only for BA Students) 15 * 1
*Evaluation in VI Trimester
5
Trimester – VI
CROSS FUNCTIONAL ELECTIVES (To choose 1 out of 4 subjects)
MBA631A Leadership and Business Ethics 30 100 3

MBA631B Innovation and Design Thinking 30 100 3
MBA631C Cost Analysis and Management Control Systems 30 100 3
MBA631D E-Business 30 100 3
Finance
MBA641F Strategic Financial Management 30 100 3
Add-on course
Ethics and Corporate Governance 10 50 1

Human Resource
MBA641H International Human Resource Management 30 100 3
MBA642H Latest Trends in HRM 30 100 3
Lean Operations and Systems
MBA641L Sustainable Operations 30 100 3
Add-on course
IT Leadership and Governance 20 100 2
Marketing
MBA641M Brand Management 30 100 3
Business Analytics
MBA641B Cognitive Analytics 30 100 3
MBA642B Analytics Applications in Functional Areas 30 100 3
Finance (1 out of 3)
MBA642AF Insurance 30 100 3
MBA642BF Behavioural Finance 30 100 3
MBA643CF Financial Engineering 30 100 3
Lean Operations and Systems (1 out of 2)
MBA642AL Business Analysis II 30 100 3
MBA642BL International Logistics 30 100 3
Marketing (1 out of 2)
MBA642AM Digital Marketing 30 100 3
MBA642BM Customer Relationship Management 30 100 3
Master Thesis / Alternative Options (All specializations)
MBA682 Master Thesis 30 150 3
MBA645A Customer Centricity (Except Marketing Students) 30 150 3
MBA645B Personal Financial Planning (Except Finance Students) 30 150 3
MBA645C Sustainable Business Management (Except LOS Students) 30 150 3
MBA645D Managing People at Work (Except HR Students) 30 150 3
MBA645E Family Business Management 30 150 3
MBA683 Industry Practicum (Only for LOS Students) 30 150 3
MBA684 Industry Practicum (Only for Marketing Students) 30 150 3
MBA685 Industry Practicum (Only for HR Students) 30 150 3
Capstone Project (Only for BA Students) 30 150 3
6
YEAR I
TRIMESTER- I
CORE SUBJECTS
MBA131 Financial Accounting for Managers 3 Credits
Course Description
Accounting is at the heart of the information age. By studying this course, the student will
learn about the concepts, rules and procedures, and analysis that are useful in everyday
activity connected to finance. This course describes the concepts of accounting, its
principles, users and uses of the accounting information, recording of transactions in
journal, ledger and subsidiary books, bank reconciliation statement and trial balance. The
course also discusses preparation of income statement and balance sheet and financial
statement analysis.
Course Objective
This course attempts to familiarize the students the concepts, principles and the role of
accounting in business so as to make them skilled enough to analyze and interpret the
financial health of an organization and use the same for fact based decision making.
Learning Outcomes
By the end of the course, the students should be able to:
Knowledge
• Understand the fundamentals of financial accounting, the principles and concepts
underlying them.
• Understand the language of business through financial accounting.
• Appreciate decision facilitating roles of accounting information.
• Read and understand contemporary developments in the area of accounting.
Skills
• Analyze and interpret the financial health of an organization through its financial
statements and accounting information.
• Develop quantitative techniques to compare financial performance of different entities.
Attitude
• Develop an attitude of integrative thinking while analyzing and interpreting financial
statements and accounting information.
• Appreciate the ethical dimensions in accounting and reporting and be able to adopt a
socially responsible outlook while preparing accounting statements.
• Bring about an integrative understanding of the entire business while reading and / or
preparing financial statements.
• Understand the importance of collaborative functioning in diverse teams to achieve the
common organizational goal of value creation to all the stake holders.
Level of Knowledge: Basic and Working
Unit I Introduction to Accounting (2 Hrs)

Introduction to Accounting, Need for Accounting, Aim and influence of accounting in the
information age.
Identification of forms of organization and their characteristics.
Identification and description of three major activities in organizations.
Identification of users and uses of accounting.
7
Explanation and interpretation of accounting equation
Unit II Financial Accounting – Concept, Conceptions, IGAAP & IFRS (5 Hrs)

Accounting Standards - IGAAP & IFRS
Meaning of accounting principles – Concepts & Conventions
Accounting Process
Accounting equation – Asset account, Liability account & Equity account
Analyzing transactions – Transaction analysis
Debits and credits and explanation regarding their role in double-entry accounting.
Unit III Steps in Processing Transaction (10 Hrs)

Double-entry book-keeping system, Journal, Ledger, Posting, Debits, Credits, Trial Balance,
Adjusting entries, Final Accounts for non-corporate (Manufacturing Trading, P&L, B/S),
Final Accounts for Corporate (P&L, B/S, P&L Appropriation).
UNIT IV Subsidiary Books (5 Hrs)

Meaning of subsidiary books
Types of subsidiary books
Preparation of Cash book – Two column & three column cash book
Bank reconciliation statement
Meaning & classification of accounting errors
Unit V Preparation of Disclosure – Annual Report (8 Hrs)

Disclosure of information, Indian Accounting Standards, Legal requirement (Company” Act,
SEBI, Income-Tax Act etc.) Revenue Recognition, Fixed Assets & Depreciation Accounting,
Intangible Assets and Inventory valuation.
[Total 30 Hours]
Essential Reading
Naryanaswamy, R. Financial accounting – A management perspective, (4th ed.). PHI.
Recommended Reading
1. Anthony, Robert. (2009), Accounting text and cases. New Delhi: Tata McGraw-Hill Publications.
2. Bhattacharya, A.B. (2010). Financial accounting for business managers. (3rd Ed.). New Delhi: Prentice
Hall of India.
3. Gupta, Ambrish., Financial accounting for management. New Delhi: Pearson Publications.
4. Lal, Jawahar., & Srivastava, Seema. Cost accounting. New Delhi: Tata McGraw Hill Publications.
5. Maheshwari S.N., Advance accounting. New Delhi: Vikash Publishing House.
6. N.Ramchandran., & Kakani. (2010), Financial accounting for management (3rd ed.). Delhi: Tata
McGraw-Hill Publications.
7. Prasanna, Chandra.(2010). Managers guide to finance and accounting. New Delhi: Tata McGraw-Hill
Publications.
8. Tulsian, P.C. (2010). Financial accounting. New Delhi: Pearson Publications.
8
MBA 132 Managerial Economics 3 Credits
Course Description
This course is offered as core paper in first trimester for 3 credit hours. The subject will
equip the students with the art of managerial decision making at the firm level. The subject
focuses on markets, pricing and managerial decision making. Essentially on concepts such as
scarcity and efficiency, problems of economic society, demand analysis, elasticity, consumer
behavior, producer behavior, and cost analysis as well inclusion of advanced topics in
economic analysis, with a focus on strategic behavior of different kinds of market structures
and pricing.
Course Objective
This course attempts to equip the students with the art of managerial decision-making,
based on economic principles.
Learning Outcomes
At the end of the course, the student should be able to:
Knowledge (CL 01) (CL02)

• Look at economic principles as foundation to functional subjects
• Evaluate consumer behavior in the light of economic theory
• Analyze various product and factor markets to take better business decisions
• Critically examine market structures using economic logic and apply the same in
taking strategic decisions.
Skills (CLO 13) (CLO 15)

• Use excel in analyzing economic information
• Estimate demand using excel
• Prepare of industry reports
Attitude (CL0 21) (CLO 23)

• Appreciate the interdependence of functional areas in business.
• Develop an approach that transcends functional fixation in business decision
problems
Level of knowledge
• Understand basic concepts and practical application in relevance
• Learning the art of decision making and integrate with other inter-disciplinary
subjects
• Useful in understanding the optimal combination and trade off with available
alternatives
Unit I Introduction (4 Hrs)

Introduction to Managerial Economics-Economic Systems-Principles of managerial
economics, Integration with other managerial decision making process-Tools and analysis of
optimization-role of Government, private**, Competition Vs Cooperation. Relationship with
other management subjects*.
Unit II Demand and Supply Analyses (Application) (6 Hrs)

Definition of demand, Law of demand and its determinants and exceptions, movement
along the demand curve and shift in demand curve. Demand and supply relationship*.
Definition of supply, Law of supply, Movement along the supply curve and shift in supply
9
curve, Factors affecting supply, Market equilibrium and pricing, floor price and ceiling
price. Application of demand and supply analyses: Concepts of elasticity, degree,
determinants & types, practical implication, Relationship of Revenue and elasticity of
demand, Demand forecasting and its use in demand. Qualitative and Quantitative
interpretation of demand techniques-model specification using regression and OLS.
Unit III Consumer Behaviour (Application) (6 Hrs)

Introduction to Consumer behavior, Utility, Cardinal approach, Ordinal approach,
Consumer’s equilibrium using Indifference curve analysis and Consumer surplus,
Application of Indifference curve analyses.
Unit IV Analyses of Production, Costs and Revenues (5 Hrs)

Production functions, Law of Variable proportions, returns to scale and economies of scale.
Producers surplus- Costs , Isoquants, Least cost combination types of costs , Short run costs
and long run cost, Revenue Analysis –TR, AR and MR, and break even analysis, ( case
study)
Unit V Market structures and decision making (9 Hrs)

Market types, characteristics, Perfect competition features, Price determination and
equilibrium in the short run and the long run, Monopoly - features, equilibrium condition,
Price discrimination. Monopolistic competition- features, Oligopoly - Cartels as one of the
feature of Oligopoly, Game theory-types, static and dynamic games-Pricing Strategy (Case
study), Sustainability business model- Circles of Sustainability.
[Total 30 Hours]
Essential Reading
Mankiw, N. Gregory. (2015). Principles of Micro Economics(7th ed.). New Delhi: Cengage Learning
Recommended Reading
1. Salvatore, D. (2013). Managerial economics Principles and worldwide applications, New York:
Oxford University Press New Delhi.
2. Geetika., Ghosh., Piyali., & Choudhari, P. R. (2012). Managerial Economics.(2nd ed.). New
Delhi,India:McGraw Hill Higher Education.
3. Trivedi M.L. (2010). Managerial economics - Theory and applications . New Delhi: TATA MC
graw Hill.
4. Managerial Economics A problem -solving approach, Nick Wilkinsin,(2005) Cambridge
University press e-copy.
10
MBA133 Managing IT, Data and Business Systems 3 Credits
Course Description
This is a core paper offered in first trimester of MBA program. The course provides a
comprehensive foundation for understanding the scope of information systems in a business
environment. It covers the fundamental concepts of information and IT infrastructure
including hardware, software, network, database and applications. Apart from this, the
course also includes aspects related to strategy and innovation, Information system
management, development and operations including security. Latest IS paradigms like
Artificial Intelligence, Machine Learning, Cloud, IoT, Blockchain etc are given an important
focus in the course. Sustainability aspects like Green IT as well as Ethical issues are
addressed in the course. Additionally, use of IS and IT for societal good and nation building
are also bought to students’ attention through the topics of Smart Cities, E-Govenance etc.
Course Objective
This course aims to provide students with the knowledge of the role of Information
Technology, Information Systems, Information system design and development and security
related aspects in managing the Business entity. It also strives to enable students to
participate in design and review of MIS solutions for various business functions. Another
key objective is to develop an attitude of use of technology in a sustainable, inclusive
manner with due consideration to nation and society.
Learning Outcomes
At the end of the course, students should be able to:
Knowledge
• Realize the impact of technology on business enterprises and the deployment /
utilization of information systems to gain competitive advantage
• Develop awareness of management, development and operations of Information
Systems, including lifecycles, project management and security
• Learn the basics of IT infrastructure components
• Understand the database-related aspects and its use and management
• Get up-to-date with latest paradigms of AI, ML, Cloud, IoT, Block Chain etc
Skill
• Plan, analyze and design information system solutions for various functionalities of
an organization
• Use basic SQL to analyze data for managerial decision-making
Attitude
• Bring managerial perspective to development and use of Information Technology.
• Approach Technology as a strategic asset for the growth of the organization in a
globally competitive market.
• Utilize Lean and Green principles as well as consider the society and nation at large
while exploiting technology.
Pre-requisite
✓ Basic understanding of the information system hardware and software is essential.
Employability
Information Systems are one of the major tools available to business managers for achieving
operational excellence, developing new products and services, improving decision making,
11
and achieving competitive advantage. When interviewing potential employees, business

firms often look for new hires who know how to use information systems and technologies
for achieving bottom-line business results. Hence, this course contributes to increasing the
employability of the student
Unit I Introduction and Overview (3 Hrs)

Information Systems vs Information Technology, Interaction Model for Managing
Information Systems.
DIKW hierarchy, Information as a Resource, Information in Organisational Functions, Types

of Information Technology.
Unit II Managing & Developing Information Systems, Innovation & Strategy (6 Hrs)
Business Innovations with IT, Using IT for Competing, Information Goods, Information
Systems & Competitive Strategy.
Vendor Management, Role of CIO, IT Governance, Challenges for the Manager, IT

Infrastructure Decisions.
Business Process Analysis Overview, Business Process Integration, Life Cycle Models,
Introduction to Software Project Management.
Overview of IT Security, Basics of IT Operations and Lean IT.
Unit III IT Infrastructure components (3 Hrs)

Basics of Hardware, Software, Open Source.
Overview of Networks, Data Centre concepts.
Unit IV Information Systems for Business (3 Hrs)

Enterprise Business Applications, Overviews of ERP, Supply Chain Management System,
CRM, International Information Systems.
Transaction Processing Systems, MIS, DSS, Analytics and Business Intelligence, Knowledge
Management Systems.
Unit V Managing Data Resources (4.5 Hrs$)

Challenges of Data Management, Database Concepts, Database Elements, E-R Diagrams,
SQL.
Practice of SQL.
Data Warehouses, Data Mining, Big Data.
Unit VI Disrupting Technologies (6 Hrs)

Artificial Intelligence, Machine Learning, AI & ML - Implications for Managers.
Cloud, Virtualization.
IoT.
Blockchain.
Unit VII Sustainability, Ethics and Emerging Trends in Information Systems * (4.5 Hrs)
Green IT, Ethical Issues, Dark Side of IT, Social Issues of Technology, ICT for National
Development, E-Governance Concepts, Smart Cities.
12
Industry 4.0, Service 4.0, Autonomous Robots, Robotic Process Automation, Virtual Reality,
Augmented Reality, 3D Printing, Wearables Technology, Bionics.
Current developments and trends.

[Total 30 Hours]
$ Including 1.5 hours of practical on SQL
* Self Learning Topics/Module
Essential Reading
1. De, R. (2018). Managing Information Systems in Business, Government and Society (2nd ed.).New
Delhi: Wiley India Pvt. Ltd.
Recommended Reading
1. Bidgoli, H., Chattopadhyay, N. (2016). Management Information Systems – A South-Asian
Perspective. CENGAGE Learning.
2. Laudon, K., Laudon, J., & Dass, R. (2017). Management Information Systems – Managing the Digital
Firm. New Delhi: Dorling Kindersley (India) Pvt. Ltd.
3. O'Brien J.A., Marakas G.M., & Ramesh. B. (2013). Management information systems (10 th ed.): Tata
McGraw Hill India Publishing Co. Ltd.
4. Hoffer J.A., Ramesh V., & Heikki T. (2016). Modern database management (12 th ed.).New Delhi:
Pearson.
5. Singh A.N., Singh A. (2018). Lean IT – Principles to Practice (1st ed.): Notion Press.
6. Johnson, B.(2013, 27 October). How Data Centers Work. HowStuffWorks.com. Retrieved from
https://computer.howstuffworks.com/data-centers.htm Last Accessed on 8 October 2018
7. Tapscott D., Tapscott A. (2018). Blockchain Revolution (2 nd ed). Portfolio Penguin.
13
MBA134 Understanding Business 3 Credits
Course Description
This subject is offered as a core subject in first trimester with 3 credits score. Organisations
are all around and they shape the businesses in many ways. Business organisations create a
drive for innovation rather than a reliance on standard products and outmoded approaches
to management and organization design. This course will provide a general introduction to
management studies and a brief outline on history and development of management
thought.
Course Objective
Managers are evaluated in term of success in adapting themselves to changing business
environment. This course describes the steps necessary to understand an organisation that
are aligned with business objectives and provides an insight to address a range of challenges
that every manager encounters. It aims to prepare students for an exciting challenging and
rewarding managerial career through case studies on ‘Global Perspective’.
Learning Outcomes
At the end of the course students should be able to:
Knowledge:
• Learn to understand about the various functions of management
• Review the historical thought and relate to modern methods of management
Skill:
• Will have an in-depth knowledge on various management functions through analysis of
case studies
• Exposure to contemporary management practices
Attitude:
• Ultimate gain of conceptual knowledge of understanding the business
• Interact as a professional with all the stakeholders of the business environment
Level of Knowledge: Understanding the process of any business activity in purview of the
organizational structure. Sharpen organizational skills with the understanding of
managerial concepts.
Unit I (6 Hrs)
A) Nature and purpose of Management (3 Hrs)
Meaning; Scope; Managerial levels and skills; Managerial Roles; Management: Science, Art
or Profession; Universality of Management.
B) Evolution of Management Thought (3 Hrs)

Ancient roots of management theory; Classical schools of management thought; Behavioral
School, Quantitative School; Systems Approach, Contingency Approach; Contemporary
Management thinkers & their contribution. Ancient Indian Management systems &
practices. Comparative study of global management systems & practices.
Evolution of Management: Teaching management through Indian Mythology (Videos of Devdutt
Pattnaik, Self learning mode)
Unit II Planning (6 Hrs)

Types of plans; Steps in Planning Process; Strategies, Policies and Planning premises
(Planning approaches); Decision making, Forecasting & MBO.
Planning: HBS Case and Projects of Events
14
Unit III Organizing (3 Hrs)
Organizational structure and design; types of organizational structures; authority,
delegation, decentralization and reengineering
Unit IV Staffing (3 Hrs)

Human resource planning, Recruitment, selection, training & development, performance
appraisal, managing change, compensation and employee welfare.
Staffing: Stress Management & Career path, HBS Case
Unit V Leading (3 Hrs)

Leadership concept, leadership theories, motivation & communication.
Leading: Article on Styles of leadership by Daniel Goleman
Unit VI Controlling (3 Hrs)

Nature of organizational control; control process; Methods and techniques of control;
Designing control systems.
Controlling: HBS Case and Projects of Events
Unit VII Social Responsibility, Ethics and Stress Management (6 Hrs)

Concept of social responsibility; corporate governance, managing ethical behaviour, Tools of
Ethics and Management of Stress.
CSR & Corporate Governance: HBS Case of Enron/Kingfisher Airlines in Corporate Governance as it
is not a separate subject going forward.
[Total 30 Hours]
Essential Reading
Koontz, H. & Heinz, W. (2013).Management (13th Edition). Tata McGraw Hill Publications.
Recommended Reading
1. Daft, R. L. (2013). The new era of management (10th Edition). Cengage Publications.
2. Prasad, L.M., Principles and practices of management. New Delhi: Sultan Chand & Sons.
3. Stoner, J.F., Freeman, E. R., & Gilbert, D.R. (2013). Management (6th Edition). Pearson Publications.
4. Joseph L Massie, Essentials of Management. Prentice-Hall India, New York.
15
MBA135 Statistics for Management 3 Credits
Course Description
This is a core course for 3 credit hours. It will discuss from both conceptual and application
perspective, basic statistical methods widely used in business applications. The course gives
an introduction to statistical methods needed in data analysis work related to applications in
Economics, Finance, Marketing, Operations and Human Resources. Further it enables to
conceptualize business problems in statistical terms and enhances understanding and
application of fact and evidence based decision making process.
Course Objective
This course attempts to enable the students to conceptualize business problems in statistical
terms and to enhance their understanding and application of fact and evidence based
decision making process.
Learning Outcomes
At the end of the course, the student should be able to acquire the following knowledge,
skills and attitude
Knowledge
• Know the practical application of selected statistical tools (CLO2)

• Prepare data for statistical analysis leading to business decisions (CLO1)
• Statistically analyse basic economic indicators (CLO1,CLO2)
Skills
• Work efficiently with statistical functions in MS Excel (CLO11, CLO13)

• Conduct basic statistical analysis using MS Excel (CLO11, CLO12)
Attitude
• Appreciate the use of statistical thinking in taking effective business

decisions.(CLO22)
Level of Knowledge: Conceptual and Working
Unit I Data Visualization (3 Hrs)

Frequency distributions, histograms, stem-and-leaf displays, cross-tabulation, bar charts, pie
charts, and scatter plots.
Data Preparation: Editing, coding, data entry, cross-tabulation, and graphical displays using
MS Excel
Unit II Introduction to Probability (4 Hrs)

Probability - Event algebra*. Conditions of statistical dependence and independence, Types
of probability, probabilities under conditions of statistical independence, conditional
probability under statistical dependence, Bayes’ theorem and its applications.
Unit III Probability Distributions (4 Hrs)

Meaning of Probability Distribution, Random variables, Discrete and continuous random
variables. Expected value, Use of expected value in decision making, Variance of a random
variable. Binomial, Poisson, Uniform, Normal and Exponential distributions and their
properties and applications.
16
Unit IV Sampling Methods and Estimation (5 Hrs)

Sampling - Need, benefits and limitations. Probability and Non-probability sampling
methods. Sampling distributions, Central Limit Theorem
Estimation: Point and Interval estimators of mean and proportion - Determining sample size
using confidence interval approach.
Unit IV Testing of Statistical Hypothesis (5 Hrs)

Concepts basic to hypothesis, null and alternative hypothesis, testing procedure, level of
significance, Types of errors. Measuring power of a hypothesis test. Testing of means and
proportions for small and large samples, testing of difference between means and
proportions for small and large samples.
Unit V Chi-square Test and Analysis of Variance (4 Hrs)

Chi-Square test of goodness of fit and test of independence. ANOVA, Multiple comparison
procedures.
Inference about population variance. Overview of Analysis of CRD, RBD, LSD, and factorial
designs.
t-Tests, Chi-square test for Goodness of Fit and independence of attributes, ANOVA using
MS Excel.
Unit VI Correlation and Regression (5 Hrs)

Concept of Correlation - Measure of Correlation & Interpretation. Simple Linear Regression -
Form, fitting, prediction, hypothesis testing in linear regression. Residual analysis for
validation of assumptions* - normality, homoscedasticity, outliers and influential
observations.
Correlation and Regression using MS Excel.
[Total 30 Hours]
Essential Reading
Anderson, D.R., Sweeny, D.J., Williams, T.A., Camm, J.D., Cochran, J.J. (2017). Statistics for business &
economics, 13thEdition .Boston: Cengage Learning.
Recommended Reading
Levin, R.I., Rubin, D. S., Rastogi S., Siddiqui, M.H. (2013).Statistics for management. New Delhi:
Prentice Hall India Publications.
17
MBA XXX Foundations of Marketing 1 Credit
Course description:
This course is designed to offer the fundamental aspects, ideas, concepts and examples of
how marketing is understood and practiced to the students of MBA during the first
trimester. The course will focus on establishing a strong understanding of the role played by
the customer in the larger idea of business and how a marketer could spearhead business
decisions by providing customer insights to the top management or decision makers. The
course will discuss at length the philosophy behind marketing as a business orientation in
comparison with other orientations such as production, product and sales.
In addition to the mentioned aspects, the course will dwell into offering practical
understanding of why and how markets are segmented. What are the pre-requisites to be
considered while choosing a target market? And what positioning strategies could be
developed to create the required impact in the chosen market.
The course is offered using class discussions, micro-projects, case study analysis as
pedagogic tools. This course has two components of continuous internal assessments, one
mid-trimester examination and an end-trimester examination.
On completion of the course, the participant will be able to;

Knowledge
1. Define marketing and provide his/her own understanding (meaning) of marketing.
2. Have clarity on the philosophy of marketing and how it affects overall business
environment
3. Know how segmentation, targeting and positioning strategies are formulated and
implemented.
Skills
1. Work in teams on micro-projects
2. Look for customer insights from various data sources presented to them
3. Make presentations and communicate his/her perspective and ideas clearly and
confidently to the audience.
Attitude:
1. Effectively realize the importance of customer orientation in business decisions.
Syllabus:
Unit I Introduction to Basic Marketing Concepts (6 Hrs)
Introduction to Marketing
Reference Text: Chapter 1, Marketing Management by Kotler, et.al.,
Importance and Scope of Marketing; Core marketing concepts; Company Orientations;
Marketing Realities; Integrated, Internal and Performance Marketing; Marketing
Management Tasks
Value Philosophy in Marketing
Reference Text: Chapter 3, Marketing Management by Ramaswamy & Namakumari
Understanding the value philosophy, Meaning of value; Value Creation and Delivery; Value
Delivery Process; Value Delivery and Upstream Marketing; Value Innovation; Co-creation of
value
Analyzing the Marketing Environment
Reference Text: Chapters 4, 5 and 6, Marketing Management by Ramaswamy &
Namakumari
18
Components of Environment; Macro Environment; Environment specific to the firm; Global

Environment – global economy, global demographics, consumer environment, technology
environment, competition environment.
Marketing environment of India and the Marketing Challenges
Unit II Market Segmentation, Targeting, Differentiation & Positioning (4 Hrs)

Reference Text: Chapters 8 & 11, Marketing Management by Kotler, et.al.,
Levels of Segmentation; Bases for Segmenting Consumer and Business Markets;

Market Targeting
Developing and Communicating a Positioning Strategy
Differentiation Strategies
[Total 10 Hours]
References:
Ramaswamy,V.S. &Namakumari. (2013); Marketing Management. 5thEd, McGraw Hill, New Delhi
Kotler, P., Keller, K. L., Koshy, A. & Jha, M. (2009); Marketing Management – A South Asian Perspective.
13thEd, Pearson, New Delhi
Publications.
19
OTHERS
MBA181Organizational Structure Training (OST) 3 Credits
Course Description
This course is undertaken by the students as a self-study project. The project is carried out
by the students for one month before joining the MBA program and is evaluated during
Trimester I. It will be an organizational study in a manufacturing-oriented, large
organization for a minimum of thirty days.
Learning Objectives
At the end of the course, students should have the knowledge and application of
• Vision, mission and objectives of business organization

• Organizational structure in business organizations
• Business functions in a business firm
• Organization type the business under study fits in
• SWOT analysis for a business organization
• Key Result Areas of a business organization
• Business growth over years with appreciation of enablers and barriers
Course Delivery
1. Organization Structure Training (OST) should be undertaken for thirty days in a reputed
manufacturing organization with a minimum turnover of Rs. 100 crores.
2. The organization should be sufficiently large with all departments such as human
resources (HR), production, marketing and finance.
3. Students are required to be in touch with their mentor while choosing the organization
and till the completion of the study. They need to apprise the faculty-mentor about the
progress of the OST on a weekly basis.
4. Students will be provided with an introduction letter by Associate Dean to enable them
to approach companies for undertaking the OST.
5. Students have to do a self-study on the types of business organisations clearly
identifying the advantages and disadvantages of every type. Further they need to map
and relate their organization of study to its type.
6. Students need to keep a soft copy of draft of the report. Some of the broad chapters of
report can be as follows.
a) Introduction to Organization
b) Organization Structure
c) Functional Departments
d) SWOT Analysis
e) Functional Highlights across Key Result Areas (financial performance, marketing
performance etc., over the years)
f) Findings, Recommendations and Conclusions
7. On joining the MBA program in June, the report has to be finalized as per the Academic
Standards Handbook (to be made available to students on joining) in consultation with
their respective faculty mentors.
20
8. Students will make OST presentation in their respective mentor group after the
commencement of MBA program and the best presentation from each mentor group will
be presented to all the candidates of first year MBA.
9. Students are necessarily required to get OST completion certificates from the
organizations supporting their OST, clearly mentioning the number of days of student
visits for OST work.
Course Work
OST project work should cover the following topics.
a) Organization’s history
b) Profile of the product
c) Mission, objectives and strategies of the organization
d) Organization chart - Design & Structure
e) Policies and procedures followed
f) Functions of various departments and their managers
g) SWOT analysis of the organization
h) Key Result Areas (KRAs) of the organization
i) Significant factors for success
j) System of accounting followed
k) Product promotional measures
l) Career planning and promotion policy of employees
m) Training measures
n) System followed for purchase of materials
o) HRD measures (including welfare measures)
p) Manpower planning
q) Performance appraisal system
r) Financial highlights during the last three years
s) Future plans for growth of the organization
t) Views of managers at various levels and non-managerial staff by detailed interaction.
u) Advantages and drawbacks of the organization structure
v) Recommendations to overcome the drawbacks.
w) Modifications, if any, to the organization structure.
References for Information on Topics
1. Harold Koontz and Heinz Weihrich. Principles of management. Tata McGraw Hill.
2. Meenakshi Gupta. Principles of management. PHI.
3. Tripathi and Reddy. Principles of management. Tata McGraw Hill.
4. Interaction with company people
5. Website of organization
21
TRIMESTER-II
CORE SUBJECT S
MBA231 Marketing Management 3 Credits
Course Description
This course is aimed at providing exposure to students on concepts, tactical tools and
implementation nuances of marketing decisions in business. The course provides detailed
inputs on individual marketing mix elements and the linkages between each one of them.
This course provides conceptual and practicing knowledge of product/brand development;

pricing mechanisms and various pricing options available for marketers; develop effective
communication strategies and identify and evaluate distributing options for the designed
customer value proposition.
The course is offered using class discussions, micro-projects, case study analysis as
pedagogic tools. This course has two components of continuous internal assessments, one
mid-trimester examination and an end-trimester examination.
Learning outcomes
On completion of the course, students will be able to;
Knowledge
1. Appreciate concepts related to marketing and how it aids decision making in
business
2. Develop reasoned perspective on value creation to customers and how it related to
value created for the organization
Skills
1. Design a comprehensive marketing plan
2. Evaluate marketing practices followed by companies on its strategic and operational
relevance
Attitude
1. Place marketing decisions on its significance in the broad context of strategic
business decisions in organizations
Unit I Dealing With Competition (4.5 Hrs)

Competitive Forces; Identifying & Analyzing Competitors; Competitive Strategies for

market leaders; Other competitive strategies; Balancing customer and competitor
orientations
Building Competitive Advantage

Reference Text: Chapter 11, Marketing Management by Ramaswamy & Namakumari
Competitive advantage – A requisite for delivering; Value and executing strategy; Nature &
Significance of Competitive Advantage; Sources of Competitive advantage, Diagnosing a
firm’s competitive advantage; Building Competitive advantage; Concept of core competence
Unit II Consumer &Business Markets (6 Hrs)

22
Factors influencing Consumer Behaviour; Buying Decision Process; Theories of Consumer

Decision Making
Organizational Buying; Participants in the Business Buying Process; Stages in the Buying
Process; Institutional and Government Markets; Managing Relationships.
Unit III Product and Brand Strategy (4.5 Hrs)

Reference Text: Chapter 8, Marketing by Baines, et.al.,
Product Levels; Classifying products; Product Range, Line, Mix; Product Lifecycles; New
Product Development, New Service Development; Stages of Product Development;
Adoption Process; Branding
Unit IV Pricing to Capture Value (3 Hrs)

Pricing Environment; Consumer Psychology & Pricing; Pricing Philosophy; Setting Price;
Price Adaptations; Initiating Price Changes; Responding to Competitors’ Price Changes
Unit V Developing Effective Distribution, Logistics and Retailing (4.5 Hrs)

Marketing channels and Value Networks; The role of Marketing channels; Channel Design
Decisions; Channel Management Decisions; Channel Integration and Systems; Conflict;
Cooperation and Competition; E-commerce, Retailing, Private Labels
Unit VI Promoting Value (4.5 Hrs)

Reference Text: Chapters 10& 11, Marketing by Baines, et.al.,
Marketing Communications; Communication Theory; Personal Influencers; Marketing
Communications Mix; WOM, IMC, Cultural aspects of Marketing Communication;
Advertising, Sales Promotion, Personal Selling, Direct Marketing; Public Relations; Account
Management; Mix Selection; Media
Unit VII Sustainable Marketing, Ethics and influence of AI on Marketing (3 Hrs)

Reference Text: Chapter 20, Marketing by Baines, et.al.,
Corporate Social Responsibility & Sustainable Marketing; Ethics and Marketing; Ethical
Decision Making Process; Ethics in Distribution Management, Promotion, Offering Products
and Pricing; Universalism/Relativism in Marketing Ethics; Bribery; Influence of AI on
Marketing activities
Cause-related Marketing; Social Marketing.

[Total 30 Hours]
Regerences:
Baines, P., Fill, C., Page, K., & Sinha, P. K. (2013); Marketing.Asian edition, Oxford University Press,
New Delhi
Kotler, P., Keller, K. L., Koshy, A. & Jha, M. (2009);Marketing Management – A South Asian Perspective.
13thEd, Pearson, New Delhi
23
MBA232 Individual and Group Behaviour in Organizations 3 Credits
Course Description
This core course aids students to understand, predict and influence individual and group
behaviour. The course is designed to introduce the field of organizational behavior, giving
special attention to the major challenges and the paradigm shift facing individuals and
groups in today's organizations; it covers individual understanding of personality,
perception, learning, attitudes and values and their influence in organizational context; it
provides students with understanding of group processes and dynamics, motivation and job
satisfaction; It will create opportunities to become aware of one’s own behaviour and
understand others’ behaviour. The experiential learning method is adopted to understand
self, others and groups.
Learning Outcomes
• To gain a basic knowledge of individual and group behaviour as a distinct field in

management with an emphasis on practical application.
• To enhance the students’ understanding of one’s own behaviour and its impact on
others.
• To develop a meaningful insight to diagnose and effectively deal with human behaviour
at the workplace.
• To develop students skills for influencing and managing individuals and groups thus
enhancing personal & interpersonal skills.
• To increase students understanding of how individuals and groups influence
organizations in goal achievement.
Level of Knowledge: Basic Knowledge, Understanding and application
Unit I Introduction to Organizational Behaviour (4 Hrs)
Historical Development, Behavioural sciences and Organizational behaviour, Meaning,

Importance, Basic concepts, methods and tools for understanding behaviour, Challenges
and Opportunities, OB model, ethical issues in organizational Behaviour(Self learning
modules) *
Unit II Individual Behaviour – Personality, Perception and Learning (7 Hrs)
Personality: Foundations of individual behaviour, Personality, Meaning and Importance,

Development of personality, Determinants of personality, Theories of personality, Relevance
of personality to managers. (3 hrs)
Perception: Nature, Importance and Definition of Perception, Factors involved in

perception, The Perceptual Process, Perceptual Selectivity and Organization, Applications in
Organizations. (3 hrs)
Learning: Definition and Importance, Theories of learning, Principles of learning, Shaping as

managerial tool (3 hrs)
Unit III Attitudes, Values & Job Satisfaction (5 Hrs)
Attitudes: Sources and types of attitudes, Attitude formation and change, Cognitive
Dissonance Theory. Effects of employee attitude, Job related attitudes (3 hrs)
24
Values: meaning, importance, source and types, and applications in organizations. (3 hrs)
Job satisfaction: Measuring Job Satisfaction, Causes of Job Satisfaction, impact of satisfied
and dissatisfied employees on the workplace (3 hrs)
Unit IV Motivation (5 Hrs)
Meaning, process and significance of motivation, Early Theories of motivation: Hierarchy of

Needs, Theory X Theory Y, Two Factor theory, McClelland Theory of Needs, Contemporary
Theories of Motivation: Goal Setting theory, Self Efficacy theory, Equity
theory/Organizational justice, Expectancy theories, Motivation theories applied in
organizations: Job design, employee involvement, rewards and global implications
Unit V Groups & Teams (5 Hrs)
Groups – Meaning, classification and nature of groups, Stages of group development, an

alternative model for Temporary Groups with punctuated equilibrium model, Group
properties: Roles, Norms, Status, Size and Cohesiveness, Group decision making (3 hrs)
Teams -Meaning of teams, Types of teams, Creating Effective teams, what makes
individuals into effective team players, Team development, Team decision making. (3 hrs)
Unit VI Contemporary Issues (4 Hrs)
Organizational behaviour (OB) in global context, Boundary less organizations, cross-cultural

management, managing multicultural teams, communicating across cultures, OB in the
digital age(Self learning modules) *
[Total 30 Hours]
Skill Development
1. Case studies, group discussions, exercises, games, role-plays & psychological

instruments will be adopted.
2. Term paper, small group interaction, group tasks and presentations will be made
compulsory.
3. Self directed group learning and presentations/assignments on various
contemporary developments in the corporate world and a study of important
websites on ob.
*indicates self learning modules which will be evaluated through seminars, presentations
based on research/ written assignments
Essential Reading
1. Robbins, S P., Judge, T A and Vohra, N (2013). Organizational Behavior. 15th Edition, Prentice
Hall of India.
Recommended Reading
1. Adler, N. J &Gundersen, A.(2008). International Organizational Behavior, 5th Edition,
Cengagge Learning India Private Limited.
2. Helriegel, D., Slocum, J. N., & Woodman, R. W. (2010). Organizational behavior. Macgraw-Hill.
3. Hodegetts, R. M. (2011). Organizational behavior. Macmillan.
4. Greenberg, J., & Baron, R. A. (2009). Behavior in organizations. Prentice hall of India.
5. Nelson, D.I & Quick, J.C (2013). Organizational Behavior, Thomson South Western
6. Pareek.U (2013). Understanding Organizational Behavior. Oxford University Press
25
7. Kreitner, R &Kinicki, A (2013). Organizational behavior. McGraw hill.
8. Goleman D (2006) Social Intelligence, Hutchinson, London
9. Hogan K (2006) The Science of Influence , Wiley and Sons India (P) Ltd
10. Thaler RH &Sunstein C (2008) Nudge – Inproving decisions about health, wealth, and
happiness, Penguin.
11. Baron RA & Byrne D (2000) Social Psychology , Pearson Education
12. Anastasi A & Urbina ( 1997) Psychological Testing , Pearson Education.
26
MBA233 Management Science 3 Credits
Course Description
This paper is offered as a core subject in the second trimester. It develops and nurtures an
analytical attitude and prepares students for careers in all possible walks of life. It portrays
and formulates optimization methods for different business situations. The course has two
approaches – mathematical and probabilistic.
Course Objective
The objective of this course is to teach the application of various optimization methods in
different business situations.
Learning Outcomes
At the end of the course, the student should be able to, acquire the following knowledge,
skills and attitude
Knowledge (CLO 1, CLO2)

• Create mathematical models and apply them in business
• Solve a variety of mathematical models and make inferences from the solutions.
Skills (CLO 11, CLO13)

• Advise functional decision makers using results from mathematical models
• Use advanced options in Excel solver.
• Apply algorithms used to derive the optimal solution for standard LPP,
Transportation and Assignment, Project Scheduling, and Sequencing.
Attitude (CLO22)
• Be open to the idea that complex business information can be converted into clear
and parsimonious mathematical models, that when solved will help to optimize
resources.
Level of Knowledge -Conceptual, analytical, problem solving
Unit I Introduction to Operations Research and LPP (6 Hrs)

Introduction: Evolution - importance - scope and impact on business - Models - by function;
by structure; by environment - limitations of OR techniques
Introduction to LPP- formulation, Graphical method, Sensitivity analysis and Duality
theory.
Overview of Simplex method.

Formulating and developing a spreadsheet model for LPP and use of Excel solver. Solution
and Sensitivity Analysis using Excel.
Unit II Transportation Problems (6 Hrs)
Nature and scope - Optimal solution - North West Corner rule - Matrix minima method -
VOGEL’s Approximation Method (VAM) - Test for optimality - Modified Distribution
Method (MODI) - Unbalanced transportation problems
Spreadsheet models for Transportation problems.
Unit III Assignment Problems (3 Hrs)

Hungarian method - Unbalanced assignment - Maximization in assignment - Travelling
salesman problem – Transhipment problem. Flight assignment problems. Spreadsheet
models for Assignment problems.
27
Unit V Game Theory (4 Hrs)
Introduction to Game theory- Definition - Payoff - Types of games - 2-person zero sum game
–maximin/minimaxprinciple. Applications of Saddle point theorem.
Unit VI Sequencing and Simulation (4 Hrs)

Sequencing: Processing n jobs through 2 and 3 machines.
Simulation: Introduction - random number generation - Monte Carlo Technique -
application.
Unit VII Applications of Markov Chains (4 Hrs)

Applications of Transitions Matrices of Markov Chains - Brand Switching Analysis, Attrition
Analysis, Spreadsheet models.
Unit VII Queuing Theory (3 Hrs)

Queuing Theory: Features of the Waiting Line system - Kendall’s Notation - Queuing
models - Single Channel/Infinite capacity.
[Total 30 Hours]
Essential Reading
Anderson, D.R., Sweeney, D.J., Williams, T.A., Camm, J.D., Cochran J.J., Fry, M.J., Ohlmann, J.W.
(2016). Quantitative Methods for Business, 13th Edition.Boston: Cengage Learning.
Recommended Reading
1. Hillier, F. S. & Hillier, M.S. (2014).Introduction to Management Science: A Modeling and Case Studies
Approach with Spreadsheets, 5/e. New Delhi: McGraw-Hill Education.
2. Hillier, F.S.& Lieberman, G.J. (2015).Introduction to Operations Research, 10/e. New Delhi: McGraw
Hill Education.
3. Taha, H.A. (2017). Operations Research: An Introduction (10th Edition). Noida: Pearson India
Education Services Pvt. Ltd.
28
MBA234 Financial Management 3 Credits
Course Description
In this course, the focus shifts from recording and analyzing the financial books to using the
accounting information efficiently for managerial effectiveness. While financial accounting
provides information for external users, financial management forms a useful tool for
internal users namely the managers. Students learn concepts of financial management such
as time value of money, cost of capital, capital structure, dividend policy and sources of
finance and further learn to use these concepts for decision making.
Course Objective
This course attempts to make students understand the important elements of business
finance and the financial concepts governing them so as to make them well conversant with
the role of a finance manager.
Learning Outcomes
Knowledge
• Understand the important elements of business finance and the financial concepts
governing them.
• Understand the difference between accounting function and finance function.
• Appreciate the decision facilitating roles of financial management.
Skill
• Develop the skill necessary to facilitate investment evaluation and decision-making.
• Acquire the required analytical ability for an effective role of a finance manager.
• Develop problem-solving skills with an application orientation to the problems of the
real world.
• Develop the ability to contribute to policy decisions relating to finance function.
Attitude
• Appreciate the ethical and social dimensions of managing finance and taking financial
decisions in business.
Level of Knowledge: Basic, Applied / Working
Unit I Overview of Corporate Finance (Self Learning Module)

Scope of finance, Finance functions, financial manager’s role, financial goal
Profit maximization vs. wealth maximization, Organization of finance function.
Unit II Time Value of Money (4 Hrs)

Level of Knowledge: Working Knowledge
Time preference for money; Future value of a single cash flow & annuity, Present value of a
single cash flow of a single cash flow and annuity, Simple interest & compound interest,
Capital recovery & loan amortization, Stated vs. effective rate of interest
29
Unit III Cost of Capital (4 Hrs)

Objectives: Concept of opportunity cost of capital, Method of calculating cost of capital- cost
of debt, preference & equity capital, CAPM model, Determination of weighted average cost
of capital (WACC), Weighted marginal cost of capital.
Unit IV Investment Decision (7 Hrs)

Objectives: Nature of investment decision, Type of investment decision, Investment
evaluation criteria, Compare & contrast NPV & IRR. Determining cash flows for investment
analysis: Cash flows v/s profit Incremental cash flows, components of cash flows.
Unit V Working Capital Management (4 Hrs)

Objectives: Needs for investing in current assets, Concept of working capital management.
Approaches in working capital, Factors affecting working capital management Estimation of
working capital requirement, Receivable management, Working capital finance decision.
Unit VI Capital Structure and Dividend Policy (6 Hrs)

Introduction, planning the capital structure, capital structure theory (in brief), Factors in
determining capital structure decisions. EPS / EBIT analysis and EPS/ ROE analysis.
Dividend theories (Walter, Gordon, M&M), Dividend policies in practice, Bonus shares.
Unit VII Sources of Finance (5 Hrs)

Sources of Long-term Finance: Shares, Debentures and term loans; Raising long-term
finance- IPO, Right issue, Private placement etc. International sources of finance – ECB,
FCCB, ADR, GDR etc (only the product and not the process of raising money).
[Total 30 Hours]
Essential Reading
1.Chandra, P. (2010). Fundamentals of financial management. Tata McGraw-Hill Education.
2. Khan, M. Y., & Jain, P. K. (2010). Financial management. Tata Mac Graw Hill Publishing Co. Ltd.
3. Pandey,I M(2010).financial management.(10e)Vikas publishing house pvt ltd.
Recommended Reading
1. Banerji, A.S.K. (2002). Financial management and policy. S.Chand & Co.
2. Brealey, R. A. (2007). Principles of corporate finance. Tata McGraw-Hill Education.
3. Madhu, V. (2002). Multinational financial management. Excell Books Publications.
4. Pandey, I.M. (2010). Financial management (10th ed.).Vikas Publication House.
5. Shah, P. P. (2005). Financial management+ with CD Indian text edition. Dreamtech Press.
6. Van, Horne James, C. (2002). Financial management & policy (12th ed.). Pearson Education India.
30
MBA235 Microsoft Excel 1 Credit
Course Description
Microsoft Excel is a proprietary spreadsheet application developed by Microsoft. Its
significant features include calculations, functions, graphing tools, pivot tables among
others. Microsoft Excel has varied uses for managers in the business like planning,
estimating, budgeting, forecasting, tracking, reporting, creating dashboards, analyzing
varied business scenario and financial modeling. Spreadsheet programs are developed to
automate tasks such as mathematical calculations, inferential statistics and data analysis
among others. It is essential that every management student must acquire these skills as it
enables a budding manager progress in his career.
Course Objective
This course attempts to build the skills of MBA students to effectively use Excel as a tool
while handling data. Current MBA students are future young managers who would don
multiple roles in the functional areas of Production, Planning, Personnel Management,
Marketing, Payroll and Accounting.
Learning Outcomes
Knowledge
• Be familiar with Advanced Excel features & functions that are frequently used to
solve business problems.
Skills
• Identify business problems through practice exercises
• Acquire hands-on skills in Excel
• Find solutions with appropriate features & functions using Microsoft Excel
• Interpret the solution for a given problem situation
Attitude
• Focus on the problem identification
• Draw meaningful insights from a given scenario
Level of Knowledge: Working

Unit I Basics of Excel (1.5 Hrs)
Introduction to Rows, Columns and Cells, Insertion and deletion of rows and columns,
Create, Edit, Copy, Move and Link worksheets, Absolute and Relative cell references, Data
validation, Sorting & Filtering
Unit II Formatting sheets (1.5 Hrs)
Formatting of data, Formatting (Text, Number, Cell styles – Alignment), Borders and fill
patterns, Adjusting column width and row height, Copying format (Paste & Paste special),
Conditional Formatting (Highlight cells, Top/Bottom)
Unit III Working with Charts (1.5 Hrs)
Creating and formatting charts, Primary & Secondary data points, Building picture charts,
Understanding various types of charts
Unit IV Introduction to Functions (3 Hrs)
Commands and Functions with reference to data manipulation, Logical functions – IF (),
SUMIF (), COUNTIF (), AVERAGEIF (), Mathematical functions – SUM(), SUMPRODUCT(),
COUNT(), SQRT(), POWER(), AVERAGE(), MAX(), MIN(), MEDIAN(), MODE(), STDEV()
Financial functions – PV (), FV (), PMT (), NPV (), IRR ()
31
Unit V Using lookup & reference functions, Data Analysis (1.5 Hrs)
CHOOSE(), LOOKUP(),VLOOKUP(), HLOOKUP(), MATCH(), Nested Ifs, What-if analysis-
Goal Seek
Unit VI Working with Reports (1.5 Hrs)

Creating pivot tables, formatting and customizing pivot tables, swapping rows and
columns, grouping fields, Drill down, Calculations & Reporting, pivot charts
Unit VII Specialization Specific Topics (4.5 Hrs)

Finance
Understanding the framework of a financial model
Good financial modeling practices, organizing the historical – (financial statements),
building financial ratios for trend analysis & forecasting, Forecasting the P& L, Balance sheet
forecasting and validating, Forecasting cash flow statement, Sales projections & merging of
graphs
Handling Huge data

Data cleaning, Using macros to automate data cleansing and data analysis, SQL – handling
huge data using SQL

Data Analysis
Pivot tables, creating subtotals, multiple-level subtotals, consolidating data from multiple
sheets and files using pivot tables, viewing subtotal under pivot, creating slicers
Macros
Relative & Absolute macros, Editing macros
Marketing
Power pivot
Understanding data pattern through aggregation using pivot and power pivot, sort of
building relation among multiple tables
Introduction to macros
Automating the analytics process-procedures, methods, program and functions applications
Human Resources
Data Analysis
Pivot tables, creating subtotals, multiple-level subtotals, consolidating data from multiple
sheets and files using pivot tables, viewing subtotal under pivot
[Total 15 Hours]
References for e-content:
1. http://www.excel-easy.com/functions/cell-references.html
2. http://www.excel-easy.com/examples/pie-chart.html
3. http://www.excelfunctions.net/
4. http://www.excel-easy.com/functions/lookup-reference-functions.html
5. http://www.excel-easy.com/data-analysis/conditional-formatting.html
6. http://www.excel-easy.com/data-analysis/what-if-analysis.html
7. http://www.compufield.com/advance_excel_content.html
32
MBA236 Operations Management 3 Credits
Course Description
This paper is offered as a Core mandatory course in the third Trimester. It develops an
insight into the Strategy, planning, manufacturing and control aspects of Operations. It
prepares students for careers in the area of Operations Management encompassing both
manufacturing and service organizations.
Course Objective
This course provide students, the insights related to the Strategy, Planning, Execution and
control aspects of Operations related to both manufacturing and service sectors. Various
concepts such as Supply Chain Management, Project Management, TQM, Product & Process
design which are related to Operations for enhancing the effectiveness are dealt with.
Learning Outcomes
Knowledge
• Gain expertise on the concepts of Operations Management which include Inventory
management, Project management, Supply Chain Management, Total Quality
Management for effective utilization of resources and meeting the customer
expectations.
• Develop Operations strategies to ensure manufacturing companies and service
companies are competitive globally.
Skills
• Use Analytical skills in solving problems related to Inventory management, Project
Management Supply chain Management and Total Quality management.
• Use good reporting skills to make reports related to Operations Management.
Attitude
• Developing understanding of other functional department goals and the overall goals of
organization and align the operation department goals to suit organizational goals.
Level of Knowledge Conceptual and Basic understanding of the fundamentals of operations

Management.
Unit I Introduction and Operations Strategy (5 Hrs)

Introduction: The Field of Operations Management, Production Systems, OM in the
Organizational Chart, Operations as Service, Historical Development of OM, Current Issues
in Operations Management.
Operations Strategy: Operations Strategy, Operations Competitive Dimensions, Corporate
Strategy Design Process, Fitting Operational Activities to Strategy, Productivity
Measurement.
Unit II Business Process Design (4 Hrs)

Process Selection, Manufacturing Process Flow Design, Measuring Product Development
Performance, Planning the strategic use of resources -Plant location and Plant Layout, Line
balancing with numerical, Takt time.
Unit III Inventory Measurement: (4 Hrs)

Inventory Management: Definition of Inventory, Purposes of Inventory, Inventory Costs,
Independent versus Dependent Demand, Inventory Systems, ABC, EOQ, FSN, VED and
VMI
33
Unit IV Supply Chain Management (4 Hrs)

Introduction to SCM, Bull whip effect, Push and Pull Systems Role of Technologies in SCM.
Unit V Quality Management (5 Hrs)

Management of Quality – Introduction to QM tools such as TQM, SPC, 7 QC tools and Six
Sigma
Unit VI Project Management (4 Hrs)

Introduction, Project Planning, Structuring Projects and Work Breakdown Structure.
Unit VII Current trends in Operations Management * (4 Hrs)

Ethical issues in OM. Lean concepts & Sustainable operations
[Total 30 Hours]
* Self learning module
Essential Reading
Mahadevan, B. (2015). Operations Management. India: Pearson. 3rd Edition.
Recommended reading
1. Chase, R. B. & Nicholas, A. J., & et al. (2010). Operations management for competitive advantage.
New Delhi: Tata McGraw Hill.
2. Lee, K. J., & Larry, R. P. (2002). Operations management, processes and value chains. New Delhi:
Pearson Education Publications.
3. Gaither, N. F.(2002). Production & operations management. New Delhi: Thomson Learning
Publications.
4. Stevenson, W. J. (2007).Production and operations management, New Delhi: McGraw Hill.
5. Jay, H., & Barry, R. (2011). Operations management. New Delhi: Pearson Education
Publications.
6. Buffa, E. S., & Sarin, R. K. (2008).Modern production/operations management. New Delhi: John
Wiley & Sons Publications.
7. Russel, R. S., & Taylor, B. W. (2012). Operations management. New Delhi: John Wiley & Sons
Publications.
8. Chase, R. B., & Ravi Shankar, Et al. (2010). Operations and Supply Management. India: McGraw
Hill.
34
MBA237 ERP & E-Business 3 Credits

[For second trimester students of German batch – MBA-G only]
Course Description
This course is offered only to the students of German batch (MBA-G) in the second trimester.
The course offers a fundamental framework of Enterprise Resource Planning (ERP) in an
organization and makes students understand the scope and role of ERP. It identifies the
various functional modules for vertical and horizontal workflow of business operations and
enables students to understand how managers could take better decisions through
integration of information. It also provides an understanding of conducting business-related
processes through the internet.
Course Objective
The course provides students with an understanding of the scope and role of ERP and the
various functional for vertical and horizontal workflow of business operations. It enables
students to understand how managers could take better decisions through integration of
information. It enables students to understand the process4es of conducting business-related
processes and transactions through the internet.
Learning Outcomes
Knowledge
• Understand the role of ERP in business transactions through various business processes
• Apply ERP concepts for effective and efficient functioning of organizations to bring
improvement in business functions.
• Enable students to understand and implement digital technologies in business.
• Be able to appreciate the role of e-payments, e-security, e-marketing, e-services.
• Focus on Academic Excellence by understanding concepts and applications related to
ERP and E-Business.
Skills
• Gain expertise in selection of ERP software and the associated issues and challenges in
implementation.
• Gain expertise in understanding of business processes that can be integrated in a
seamless chain
• Obtain skills to evaluate various e-commerce revenue models
• Enhance critical thinking through Case Analysis
• Develop technical ability to design an e-commerce website
Attitude
• Value the significance of data integration across functional modules by managers
• Appreciate sharing of data across various functional departments for better decision
making
• Have an enhanced focus on ethical aspects in an e-business environment.
Level of Knowledge: Conceptual and Basic understanding of the fundamentals of business

processes and enterprise applications.
35
Unit I (3 Hrs)
Concepts and Benefits of ERP

Definition of ERP, Benefits of ERP, ERP potential in Business transformation. Roles
of ERP, Need for ERP, Demand of ERP, Evolution of ERP
Unit II (4 Hrs)
Building Business Cases for ERP

Gap analysis, Competitive Environment Analysis, Strategic Needs analysis,
Feasibility Analysis.ERP Project lifecycle, Cost elements, Modules of ERP
Unit III (4 Hrs)
ERP enabled Business Process Reengineering

Is Re-engineering necessary? Introduction to BPR, Implementing BPR, BPR
characteristics and steps, ERP and BPR, ERP modeling in BPR.
Business Case, Five stage AS-IS-TO-BE Analysis
Unit IV (4 Hrs)
ERP Implementation and Trends in ERP

Critical success factors for ERP implementation, ERP implementation approaches,
Issues in ERP implementation projects, Change Management strategies**.
Integration with E-Business, Cloud-based ERP
Unit V (3 Hrs)
Introduction to E-Business
Introduction to E-Commerce and E-Business, Unique features of E-Commerce,
Partial Vs Pure E-Commerce, Benefits and Limitations of E-Commerce. Various
Business Models of E-Commerce: B2C, B2B, C2B, C2C, etc., Revenue models of E-
Commerce
Unit VI (4 Hrs)
EDI and M-Commerce

EDI, Evolution Standards, VAN. How EDI works, EDI implementation.
Mobile Commerce, Drivers, Technologies, M-Commerce standards, CDMA, GSM.

M-Commerce: Bluetooth, Wi-Fi, Wi-Max
Unit VII (4 Hrs)
E-Payment and E-Security

Introduction to E-Payment, E-Payment Types, E-payment applications, B2B e-
36
payments. Security issues, Prevention of security breaches, Digital Signature,
Digital Certificate.
Unit VIII (4 Hrs)
Marketing on the Internet and E-Business Trends

Consumer-oriented E-Commerce, Search Engine Marketing. Advertising and
marketing on the Web*, E-mail marketing, Service marketing on the Web.
[Total 30 Hours]
Essential Reading
Jaiswal, M., & Vanapalli, G. (2005). Text Book of Enterprise Resource Planning (5th Edition ed.).
Chennai: MacMillan Publishers India Limited.
Turban, E., & King, D. (2012). Electronic Commerce 2012 Managerial and Social Networks
Perspectives (7th ed.,). Pearson Education Inc.
Recommended Reading
Leon, A. (2008). Enterprise Resource Planning (2nd Edition). New Delhi: Tata McGraw Hill
Education Private Limited.
Singla, A. R. (2008). Enterprise Resource Planning (3rd Edition). New Delhi: Cengage Learning
India Pvt. Ltd.
Laudon K.C, Traver C.G. (2008), E-Business- Business. Technology. Society, (4th Edition).India:
Pearson Education.
Kalakota R.B., Whinston A.B., (2011). Frontiers of Electronic Commerce, USA: Addison Wesley
Publications.
37
MBA2XXX Analysis of Financial Statements 1 Credit
Course Description
This course is a continuation of the course Financial Accounting For Managers which is
offered in the first trimester. This course deals with analysing the financial statements of a
company. As the students already know how to prepare financial statements, during this
course, they will learn how to analyse them. The three financial statements analysed in this
course are Profit and Loss account, Balance Sheet and Cash Flow Statement.
Course Objective
This course attempts to familiarize students to derive conclusions on profitability, liquidity
and solvency of a firm from its financial statements. This course intends make students able
to analyse and interpret the financial health of an organization and use the same for fact
based decision making.
Learning Outcomes
Knowledge
• Appreciate decision facilitating roles of accounting information.
• Read and understand contemporary developments in the area of accounting.
Skills
• Understand and analyse information contained in Financial Statements.
Attitude
• Appreciate the ethical dimensions in accounting and reporting and be able to adopt a
socially responsible outlook while preparing accounting statements.
• Bring about an integrative understanding of the entire business while reading and / or
preparing financial statements.
Level of Knowledge: Basic and Working

Unit I Analyzing financial statements: (8 Hrs)
Profit and Loss Account and Balance sheet
Ratio Analysis, Vertical Analysis, Horizontal Analysis
Unit II Cash Flow statement (7 Hrs)

Cash flow from operating, investing and financing activities
Interpreting cash flow statement
Free cash flow
[Total 15 Hours]
Essential Reading
Naryanaswamy, R. Financial accounting – A management perspective, (4th ed.). PHI.
Recommended Reading
1. Anthony, Robert. (2009), Accounting text and cases. New Delhi: Tata McGraw-Hill Publications.
2. Bhattacharya, A.B. (2010). Financial accounting for business managers. (3rd Ed.). New Delhi: Prentice
Hall of India.
3. Gupta, Ambrish., Financial accounting for management. New Delhi: Pearson Publications.
4. Lal, Jawahar., & Srivastava, Seema. Cost accounting. New Delhi: Tata McGraw Hill Publications.
5. Maheshwari S.N., Advance accounting. New Delhi: Vikash Publishing House.
38
6. N.Ramchandran., & Kakni. (2010), Financial accounting for management (3rd ed.). Delhi: Tata
McGraw-Hill Publications.
Publications.
TRIMESTER- III
39
CORE SUBJECTS
MBA331 Managing Human Resources 3 Credits
Course Description
This course is an introduction to the human resources function and related elements and
activities. The course outlines the roles and functions of members of the human resources
department, as well as educating others outside human resources, in how their roles include
human resources-related activities. The student will learn about the evolution in human
resources management as we know it today. Emphasis is placed on the modern day
importance of HRM and the new “corporate view” of the function. Additionally, the student
will be exposed to the view of HRM from the perception of both management and
subordinate employees. The importance of maintaining fair and equitable compensation and
benefit programs will be discussed. The student will be exposed to practical situations and
problem solving, regarding areas of employee counseling, discipline and termination. Other
critical areas of training and development, staffing and strategy will also be explored.
Course Objective
This course attempts to integrate the understanding of the human resources management
framework with the management best practices, tools and models.
Learning Outcomes
By the end of the course, the student should be able to
Knowledge
• Integrate the understanding of the human resources management framework with the
management best practices, tools and models.
Skills
• Plan, keeping in mind the changing roles of HR Managers while developing strategies,
initiatives and programs in their organizations.
• Implement interventions which addresses the human capital as a critical role in firm's
viability in the knowledge economy.
• Develop the core human resources management skills and competencies in people which
include HRM knowledge, planning, control, problem-solving and communication skills.
Attitude
• Evolve into a “holistic” human resource professional.
Level of Knowledge: Basic knowledge, understanding and application
Part A: Acquisition of Human Resources
Unit I Human Resource Management (4 Hrs)

Concept: Meaning, Objectives, Scope, Functions, models of HRM, Corporate strategies &
HRM.
Human Resource Management in changing environment
Human Resource Management in India and present day scenario. Strategic HRM, skills and
competencies of HR professionals Overview of ethical choices in HRM and expected
professional standards (Self Learning module)*.
40
Unit II Human Resource Planning, Job Analysis and Design (4 Hrs)
Definition, Objectives scope and importance, Methods of forecasting, Job analysis –
objectives, process and methods, job description, job specification, job evaluation and job
design.
Unit III Recruitment, Selection, Socialization and Retention (4 Hrs)

Meaning and objectives, sources and constraints of recruitment, Selection process, Methods
of selection, reliability and validity of test, meaning and importance of socialization,
methods of socialization and retention of employees Ethical dilemmas in recruitment and
selections, promotions and transfers. Employee privacy and confidentiality in testing (Self
Learning module).*
Part B: Development of Human Resources:
Unit IV Human Resource Development (4 Hrs)

Meaning, Objectives and scope of human resource development in India. Methods for
training workers & managers, problems & challenges of training and development in India,
Evaluation of training effectiveness. Career development.
Part C: Motivation of Human Resources:
Unit V Performance Management & Appraisals (4 Hrs)

Meaning, Objectives, scope & purpose, Appraisal process, methods for evaluating
performance, problems & challenges in appraisal, feedback & coaching, career planning &
succession planning. Fairness and equity in performance appraisals.
Unit VI Wage & Salary Administration (4 Hrs)

Definition and objectives, theory of wages, methods for computing value & worth of jobs,
components of worker compensation, components of executive compensation. Problems &
challenges in promoting equity in compensation & reward systems.
Part D: Maintenance of Human Resources
UNIT VII Industrial Relations- Basic Concepts (6 Hrs)

Meaning and importance of industrial relations, Trade unions, Collective bargaining and
Workers’ participation in management.
[Total 30 Hours]
Skill Development
1 . U se of H R D in s tru m en ts
2 . S i mu la t i o ns
based on research/ written assignments/projects
Essential Reading
1. Dessler,G&Varkey,B. (2013).Human resource management. Pearson
2. Jyoti, P &Venkatesh, D.N. (2013).Human resource management. India: Oxford University Press.
3. Snell, S. Bohlander ,G. &Vohra,V. (2013). Human resources management: A South Asian perspective.
India: Cengage Learning.
Recommended Reading
1. Camen, M M., Croucher, R & Leigh, S (Eds)(2011). Human resource management: A case study
approach. India: Jaico.
2. Decenzo, D A & Robbins, S P (2010). Human resource management, John Wiley & Sons.
3. Fisher, C D., Schoenfeldt, L F & Shaw, J B (2011). Human resource management, Biztantra.
41
4. Mathis, R L & Jackson, J H (2000). Human Resource Management, 9thed, South Western: Thomson
Learning Publications.
5. Monappa, A (1993) Personnel management &industrial relations. Tata Mc Graw Hill.
6. Rao, V S P (2000). Managing people. Amexcel Publisher.
7. Rudrabasavaraj,M.N.(2000). Dynamic personnel administration, Himalaya Publishing House.
8. Sinha, R N., Sinha, I B, &Shekhar S P (2001). Industrial relations, trade unions and labour legislation.
India: Pearson Education.
9. Snell, S &Bohlander,G (2009).Human resources management: A SouthAsian perspective. India:
Cengage Learning.
10. Venkataratnam, C S & Srivastava, B N(2001). Personnel / Human Resource Management. New Delhi:
Amexcel Publisher.
42
MBAxxx Macro Economics 3 Credits
Course Description
This is a choice based core course for three credit hours. Macro Economics introduces the
student to the concept of macroeconomic policy, objectives, and instruments of
macroeconomics. The primary objective of this course is to discuss the fundamental
principles of macroeconomics and how these principles can be applied to managerial
decision making. The course focuses on how the external factors and policy issues affect the
operation of an economy and why managers need to understand the dynamics of the
economy at firm level so as to operate accordingly in changing economic environment.
Course Objective
This course attempts to discuss the fundamental principles of macroeconomics and how
these principles can be applied to managerial decision making.
Learning Outcomes
Knowledge
• Evaluate and compare the economies of developing and developed countries with
respect to certain key macro-economic variables such as inflation, exchange rate, BOT
and BOP, Aggregate demand and aggregate supply, Employment. (CLO2)
• Apply macroeconomic concepts in guiding functional business decision making.(
CLO1)
Skills
• Make an informed and critical examination of popular economic articles and
research articles on macro economics (CLO13)
• Prepare Sector Analysis reports that can be used for long-term decision-making.
(CLO18)
Attitude
• Appreciate the ‘part and the whole’ in economy, and be mindful of the role of the
whole in influencing the individual parts and vice versa business decision making.
(CLO23)

Objectives and instruments of Macroeconomics, Need for the study of Macroeconomics for
the manager, Stock and flow variables, Circular flow of income and expenditure in two,
three and four sector model. Introduction to Business Cycles, Concept and Applications in
Managerial Decision making.
Unit II Measuring National Output/ Income (4 Hrs)

Concept of national product, Variants of national product, Methods for measuring national
income, and problems of measuring, Real vs nominal price indices and its applications.
Unit III Theory of Employment and Keynes’s Determination of National Income and
Multiplier (5 Hrs)
The classical theory of employment, Keynes’s attack of classical theory and the Keynesian
theory of employment output and income*.The consumption function, its forms and factors
influencing consumption function, the saving function, the investment function, the MEC
43
schedule and rate of interest, investment or government multiplier, tax multiplier, balanced
budget multiplier and transfer multiplier.
Unit IV IS and LM Model (5 Hrs)

Product market equilibrium (IS), money market equilibrium(LM), simultaneous equilibrium
in both the markets, two market equilibrium, three market equilibrium with government,
four market equilibrium with foreign sector, shift and slope in IS and LM curve, effect of
monetary and fiscal policies on IS and LM, Circles of Sustainability
Unit V Inflation, Unemployment and Macro Economic Policies (5 Hrs)

Inflation, measurement, types, causes effects and measures to control inflation, Philips
curve, unemployment types, monetary policy, objectives, instruments, functions of money,
money supply and its components, money multiplier, high power money and the Keynes
versions demand for money , fiscal policy its objectives and instruments and budget and its
implication. Market Failures/Crash
Unit VI Sustainable green economy (3 Hrs)

Green Economy Concepts – Why Green Economy – Green Economy and Biodiversity-
Emerging opportunities – Green economy and developing countries - Green Growth in
Indian Context- India’s Green Growth Challenges- Green Growth Interventions and their
Impact - Policy Implications, BoP and exchange
Unit VII Recent Developments in the International Economy (4 Hrs)

Economic development in emerging economies- cases about China and Eastern European
countries. Possible changes in the international economy. Green Economy
[Total 30 Hours]
Essential Reading
Mankiw, N. Gregory. (2015). Principles of Macro Economics(7th ed.). New Delhi: Cengage Learning
Recommended Reading
1 Dwivedi, D. N. (2015). Macro Economics Theory and Policy. 4th Ed, New Delhi: TATA McGraw
Hill Education Private limited.
2 D Souza, E. (2008). Macro Economics. New Delhi: Pearson Education.
3 Dornbusch, R., Fischer, S., & Startz, R. (2005). Macro Economics. New Delhi: Tata McGraw Hill.
4 Samuelson, P. A. (2012). Macro Economics. New Delhi: Tata McGraw Hill.
5 The Wall Street Journal (http://online.wsj.com/)
Self-Study Topics
The classical theory of employment, Keynes’s attack of classical theory and the Keynesian
theory of employment output and income (Unit III)
Ethical aspects
Ethical issues associated with interpreting of macroeconomic indicators in the light of long
term business decisions.
Additional Note on Unit VII

The contents of this unit will be offered in the form of seminar by students. Since we are
discussing the most recent developments it is inappropriate to prescribe a book. The reading
contents of the Unit will be from sites like World Bank, IMF, UN COMTRADE and popular
economic blogs.
44
MBA3XX Integrated Basics of Sustainability 1 Credit
Course Description
The course is offered as a core subject in the third trimester. The purpose of the course is to
instill a sustainability-oriented mindset and aspiration among students, at the broad level, to
inspire them to apply it further in their respective streams, career and lives, so as to
contribute (to the society and the planet) as holistic, responsible individuals and leaders. The
course builds up the basic theoretical aspects of sustainability so that students who are
interested in taking further courses in sustainability offered by the different departments,
can make informed choices.
Course Objective
The objective of this course is to provide a fundamental orientation to students on the
context, the strategy case and the futuristic leadership outlook based on sustainability.
Learning Outcomes:
At the end of this largely perspective-building course, students will be able to develop:
Knowledge (CL01, CL02)

• Learn about sustainability as a strategy imperative
• Know different practices, frameworks and tools adopted by sustainable organizations
Skills (CLO01, CL013, CL015)
• Get an overview of frameworks and tools available to drive sustainability into the future.
Attitude (CLO22, CLO23, CLO24, CLO25)

• Understand need for sustainability at different levels and contexts- the planet, the business
and the individual
• Develop sensitiveness towards and aspiration for sustainability across their career and life.
• Develop a future outlook on sustainability as a leadership domain, to grow as holistic, value-
creating and responsible management professionals.
Level of Knowledge
• Basic Level
SYLLABUS
Unit I The Context of Sustainability-(Global, Business, Individual) (1.5 Hrs)
Reality of Climate Change, The imperative of resource conservation, The business case:
Risks & opportunities for business, Need for individual social responsibility (ISR)
Unit II The response to the sustainability challenge (1.5 Hrs)

Perspectives on Sustainable Development and definitions, Evolution of business
responsibility, Sustainable Development Goals, Sustainable Development in India-gaps &
opportunities
Unit III The Practice of Sustainable Business (1.5 Hrs)

Key emerging trends in sustainability, Key concepts: Triple Bottom Line, Conscious
Capitalism, Stakeholder Management, Sustainable Value Creation, Circular economy, Social
entrepreneurship as a path to sustainability &ISR
Unit IV Sustainability strategy and integration (1.5 Hrs)

Eco-advantage strategy, Learning from examples of sustainability strategy, Integration of
sustainability
45
Unit V Sustainability leadership &Communication (1.5 Hrs)
Features of a sustainable Company, learning from sustainable businesses and leaders,
Communicating sustainability – Growth of reporting
Unit VI Overview of Frameworks, methods and tools (1.5 Hrs)

ISO26000, Coalition for Environmentally Responsible Economies (CERES), Natural Step, UN
Global Compact, National Voluntary Guidelines, Global Reporting Initiative
Unit VII Future outlook and way forward (1 Hr)

Summary and conclusion for the course, Sustainability Auditing of Companies, Introduction
to the sustainability course in the second year
[Total 10 Hours]
Required Reading
• Weibrecht, Giselle (2010), The Sustainable MBA-The Manager’s Guide to Green Business,
Reprint Wiley India
Recommended Reading
• Beginners dictionary on sustainability, A Cognito Production (provided in the course pack)
• Jeurissen J. (2000), Cannibals with Forks, A Review, Journal of Business Ethics 23: 231–234
(provided in the course pack)
• Visser W. (2011), Age of Responsibility –CSR2.0 and the New DNA of Business (2 ed.), John
Wiley & Sons
• Zadek S. (1999), Stalking sustainability, article in Greener Management International,
Summer 99, Issue 26 (provided in the course pack)
• Porter M.E., Hills G., Pfitzer M., Patscheke S. & Hawkins E. Measuring shared value, FSG
publication
(https://www.fsg.org/sites/default/files/Measuring_Shared_Value_presentation.pdf )
(Provided in the course pack)
• Sisodia R., Sheth J.& Wolfe D. (2014), Firms of Endearment, Pearson Education (Provided in
the course pack)
• Hollender J, Orgain A, Nunez T. (2009) What is sustainability? Sustainability Solutions Paper,
Kaplan Eduneering Publication (provided in the course pack)
• Metcalf L., Benn S. (2013), Leadership for Sustainability: An Evolution of Leadership Ability,
Journal of Business Ethics 112:369–384 (provided in the course pack)
• Ligteringen E. &Zadek S. Future of Corporate Responsibility Codes, Standards &
Frameworks, an (online) Executive Briefing by The Global Reporting Initiative and
Accountability (Provided in the course pack)
• Esty, D. C. and Simmons, P. J., (2006) Green to Gold: How Smart Companies Use
Environmental Strategy to Innovate, Create Value, and Build Competitive Advantage (Copies
from the library)
46
MBA333A Advanced Statistics for Management 3 Credits
Course Description
This paper is offered as a choice based core subject for 3 credits, in the third trimester, as a
follow up to the first course, which introduced statistical analysis. We introduce advanced
statistical techniques that will be helpful in data analysis and in taking managerial decisions.
Course Objective
This course attempts to enable the students to conceptualize business problems in statistical
terms and to enhance their understanding and application of fact and evidence based
decision making process.
Learning Outcomes
Knowledge
• Know practical application of advanced statistical techniques (CLO1).
Skills
• Conduct advanced statistical analysis using statistical software packages like IBM
SPSS (CLO13).
Attitude
• Appreciate the use of statistical thinking in taking effective business decisions
(CLO22).
Level of Knowledge
Participants are required to a basic understanding of topics covered in the Statistics for
Management course in the first trimester. Participants must review and understand data
presentation, data summary, inferential statistical methods of estimation and hypothesis
testing including test for mean, proportion, variance, ANOVA, Chi-Square tests and Simple
linear regression.
Unit I Multiple Regression and Modeling (4 Hrs)

Multiple Regression Model, Assumptions, Testing for significance –Multicollinearity,
Estimation and prediction, Categorical independent variables, Residual analysis,
Autocorrelation in multiple regression Spreadsheet modeling.
Unit II Logistic Regression and Probit Models (3 Hrs)

Model estimation of Binary logit, multinomial logit, discrete choice models, and probit
models
Using SPSS for Logistic regression and Probit models.
Unit III Business Forecasting (5 Hrs)

Business forecasting** - Time series analysis, components of time series. Decomposition -
Trend, Seasonality and Cyclical fluctuations. Smoothing models - moving average, weighted
moving average and exponential smoothing models. Forecasting performance measures -
MSE, RMSE, MFE, MAPE measures.
Using IBM SPSS for Time Series Analysis.
47
Unit IV Decision Analysis (4 Hrs)

Decision making under uncertainty and risk. EMV and EOL approach. Perfect information
and EVPI. Decision tree analysis - one-stage and two-stage decision making using Baye’s
theorem.
Unit V Nonparametric Tests (4 Hrs)

Advantages and Disadvantages, Chi-square test - the nonparametric perspective, Run test,
Sign Test, Mann-Whitney U test, Wilcoxon Signed-Rank test, Kruskal-Wallis test.
Using SPSS in conducting Nonparametric tests.
Unit VI Multivariate Analysis (6 Hrs)

Discriminant analysis, MANOVA, Factor analysis, Cluster analysis– Fitting the model,
validation of the model fit and model performance assessment. Working with IBM SPSS for
multivariate analysis.
Unit VII Specialized Multivariate Techniques (4 Hrs)

Multidimensional Scaling (MDS), Correspondence Analysis - Fitting the model, validation of
the model fit and model performance assessment. Using IBM SPSS for specialized
multivariate analysis.
[Total 30 Hours]
Essential Reading
Levin, R.I., Rubin, D. S., Rastogi S., Siddiqui, M.H. (2013).Statistics for management. New Delhi:
Prentice Hall India Publications.
Hair, J.F., Black, W.C.Jr., Babin, B.J., Anderson, R.E. (2010).Multivariate Data Analysis, 7th
Edition. Pearson Education India.
Recommended Reading
Anderson, D.R., Sweeny, D.J., Williams, T.A., Camm, J.D., Cochran, J.J. (2017). Statistics for business
and economics, Revised, 13thEdition. Boston: Cengage Learning.
48
MBA333B Research Methodology 3 Credits
Course Description
This paper is offered as an optional subject in the third trimester. The paper aims to develop
a research orientation among students and thereby making their managerial decision
making process scientific. The course covers all elements of business research process
including problem discovery, literature review, research design, data collection, and data
analysis using software applications, interpretation and reporting of results. It provides a
knowledge base on steps in a research process needed to conceptualize, define, design and
execute a business research project.
Course Objective
This course attempts to equip the students with the art of managerial decision-making,
based on economic principles.
Learning Outcomes
At the end of the course, the student should be able to acquire the following knowledge,
skills and attitude
Knowledge (CLO1, CLO2)
• Distinguish between various kinds of research questions and research designs
• Use qualitative, quantitative and mixed methods research, as well as relevant ethical
considerations
• Design questionnaire, data collection techniques
• Conduct statistical analysis using univariate, bivariate and multivariate techniques
Skills (CLO12, CLO13, CLO18)
• Formulate research questions and develop a sufficiently coherent research design
• Assess the appropriateness of different kinds of research designs and methodology
• Write research reports and research briefs.
• Effectively interpret research results and make appropriate business decisions
Attitude (CLO21, CLO22)

• Develop independent thinking for critically analyzing research reports
• Promote research aptitude to bring out quality projects, internships and thesis, which
require formal research approach.
Level of Knowledge
Participants are required to a basic understanding of topics covered in Managerial statistics
course in the first trimester. Participants must review and understand data presentation,
data summary, inferential statistical methods of estimation and hypothesis testing including
test for mean, proportion, variance, ANOVA F test, Chi-Square tests and Simple linear
regression.
Unit I Introducing Business Research (2 Hrs)

*Business Research: Concepts, Research skills, types of research, manager-researcher
relationship, limitations of research. Research Problem Definition - Problem definition,
hypothesis, variables and measurement.
Unit II Research Process and Proposal (3 Hrs)

Research process, designing a research study, Sampling design, Resource allocation and
budgets, Scheduling of projects.
Research Proposal: Purpose, Proposal development, types, structuring the proposal and
valuation.
49
Unit III Ethics in Business Research (2 Hrs)

Research in ethics. Ethical treatment of participants, obligation towards sponsors,
researchers, team members, and society. Professional standards. Resources for ethical
awareness.
Unit IV Data Measurement, Sources and Collection (6 Hrs)

Sources of Data: Primary versus Secondary data, Library research, Literature review, use of
internet. Data collection design: Qualitative - Focus group discussion, Projective techniques,
Depth interview, Observation and Surveys
Measurement: Nature, data types, sources of measurement differences, characteristics of
sound measurement, validity and reliability.
Scaling Design: Definition, classification, response methods, rating and ranking scales, scale
construction, arbitrary scale, graphic scale, Itemized rating scales.
Unit V Research Design (4 Hrs)

Research design – and overview, the basic stages of research design, classification of
research designs – Descriptive, causal, longitudinal, cross – sectional, Experimental and
Exploratory.
Unit VI Instrument Design & Experimentation (5 Hrs)

Instrument Design: Types of data collection instruments. Questionnaire construction -
structure - content, Wording - sequence, Response strategy, Instrument refining
Experimentation: Nature, Evaluation, Conducting an experiment - Randomized designs -
Completely randomized design (CRD) and Randomized block design (RBD).
Unit VII Analysis of Research Data (6 Hrs)

Overview of hypothesis testing- t-test, F-test, Chi-square test, Correlation, Regression,
Discriminant analysis, MANOVA , Factor analysis, Cluster analysis.
Unit VII Report Presentation (2 Hrs)

Report Presentation: Short and long report - Research report components - Report writing –
Presentation – oral and written.
[Total 30 Hours]
Essential Reading
Chawla, D. (2011). Research Methodology Concepts and Cases. New Delhi: Vikas Publications.
Recommended Reading
Cooper, D., & Schindler, P. (2009).Business research methods (4thed.). New Delhi: Tata McGraw Hill
Publications.
50
MBA333C Enterprise Resource Planning 3 Credits
Course Description
The course develops an understanding of management of various functions in an
organization and its integrated approach for dynamic business issues. It gives a good
learning on the processes of ERP Vendor Management, Project management and the details
of a successful Implementation. Practical exposure to modules of ERP through hands-on lab
sessions on SAP software is also incorporated as part of the course curriculum.
Course Objective
This course attempts to help the students to develop a good understanding of cross
functional business processes and how an integrated enterprise resource planning solution
can be implemented as a project for various functions
Learning Outcomes
Learning outcomes expected from this course are given below
Knowledge
• Understand the fundamental framework for Enterprise Resource Planning (ERP) in
an organization.
• Identify the various functional modules for vertical and horizontal workflow of
business operations.
• Understand how managers could take better decisions through integration of
information.
Skills
• Gain expertise in selection of ERP software and the associated issues and challenges
in implementation.
• Gain expertise in understanding of business processes that can be integrated in a
seamless chain through hands on lab sessions on SAP software.
Attitude
• Value the significance of data integration across functional modules by managers
• Appreciate sharing of data across various functional departments for better decision
making
Level of Knowledge
Students should have undergone basic courses preferably on operations management
Unit I Introduction to ERP (4 Hrs)

Overview of Enterprise, ERP concepts, Justifying ERP investments, Need for ERP, Risks &
Benefits of ERP, ERP market, ERP solution providers/vendors,
Unit II Enterprise Basics & Preparation for ERP implementation (4 Hrs)

Understanding of Business, Function, Processes, Cross Functional Processes,
Understanding various Functional departments in a Business,
Traditional Information Model, Evolution of packaged software solutions, Operational
motivations for ERP, Pre-implementation tasks, Requirements definition, Cost Benefit
Analysis, ERP Transition Strategies,
Unit III ERP Implementation and Post Implementation. (6 Hrs)

ERP Implementation Strategies, methodologies and challenges , ERP implementation
lifecycle, Vendors and Consultants, Training & Education, Data Migration,. Post
51
Implementation activities, Success & Failure factors of ERP implementation, Operation &
Maintenance of an ERP system, Measurement of the performance of ERP system
Unit IV ERP Project Management (3 Hrs)

ERP Project teams, Project Scheduling, Key Factors for Success of ERP projects, Examples of
Industry Project Planning Tools, Software,
Unit V SAP as a ERP Package: Theory & Lab (6 Hrs)

Business modules of ERP, Introduction to SAP, Modules of SAP, Understanding of SD
module, Lab Practice sessions for SD Module of SAP
Unit VI ERP: Related Technologies & Security (3 Hrs)

Business Process Reengineering, Business Intelligence and Analytics, Product Life Cycle
Mgmt(PLM), Geographic Information systems(GIS), ERP and SCM, CRM, OLAP, Security
Systems for ERP,
Unit VII ERP- Present & Future market* (4 Hrs)

Enterprise Application Integration, ERP and e-Business, ERP, Internet and WWW – ERP II,
Open Source and Web-enabled ERP, Cloud computing, Cloud based models – CAPEX,
OPEX, Virtualization, Mobility in ERP, Integrity in Data handling.
[Total 30 Hours]
*Self learning module
** Lab Sessions
Essential Reading
Leon, A. (2014). Enterprise Resource Planning (3rd Edition ed.). New Delhi: Tata McGraw Hill
Education Private Limited
Recommended Reading
Dey, B.R (2005). Business Process Reengineering & Change Management (2nd Edition ed.). New Delhi:
BizTantra.
Jaiswal, M., & Vanapalli, G. (2005). TextBook of Enterprise Resource Planning (5th Edition ed.). Chennai:
MacMillan Publishers India Limited.
Sadagopan, S. (1999). ERP - A Managerial Perspective (3rd Edition ed.). New Delhi: Tata McGraw Hill
Education Private Limited.
Singla, A. R. (2008). Enterprise Resource Planning (3rd Edition ed.). New Delhi: Cengage Learning India
Pvt. Ltd.
Sumner, M. (2004). Enterprise Resource Planning (2nd Edition ed.). Edwardsville: Prentice Hall.
52
TRIMESTER– III
Finance
MBA341F Security Analysis and Portfolio Management 4.5 Credits
Course Description
This course is offered as a finance elective for the MBA programme. It develops an
investment attitude and prepares students for careers in the areas of finance and investment.
Students opting for finance specialization would find this course to be important as its
applications can be seen while understanding financial markets.
Course Objective
This course attempts to develop a conceptual and analytical understanding of framework of
evaluating financial instruments & markets and inculcates investment intelligence in
students.
Learning Outcomes
Knowledge
• Understand the framework of securities market and its functioning.
• Develop a conceptual and analytical understanding of the framework of evaluating a
security, namely a bond or equity.
• Develop an understanding of financial statements and their analysis for fundamental
valuation of companies.
• Develop a working knowledge of the understanding of different financial instruments,
their risk and return performance and their appropriateness while constructing
portfolios.
• Understand portfolio construction theories, its management techniques and strategies.
Skill
• Develop good analytical ability on the basis of macroeconomic factors, industry factors
and company specific factors that influence the markets.
• Apply different tools of fundamental analysis for analyzing financial statements.
• Extract data from corporate databases for analyzing companies’ financial performance.
• Develop a conceptual and analytical framework of evaluating a security.
Attitude
• Develop an integrative thinking and an understanding of the nuances of the inter-
connectedness of the markets and the economies.
• Understand importance of the role of participants’ emotional intelligence in financial
markets.
• Appreciate the ethical and social dimensions that are important while participating in
financial markets.
• Understand the ethical and social dimensions of financial reporting and to identify
window dressing, if any.
Level of Knowledge: Conceptual, Working and Applied
53
Unit I Introduction: The Investment Background (12 Hrs)

Overview of the Investment Environment and Investment Process; Organization and
Functioning of securities markets - types of markets, issues, orders and trading strategies;
securities trading (trading cost, short sales, margin trading); Security market indices - Stock
market indices; Bond market indices. The investment setting - What is an investment? The
Asset Allocation decision - Individual investor life cycle; the need for a policy statement;
Input to the policy statement; constructing the policy statement; the importance of asset
allocation. Code of Ethics and Standards of Professional Conduct. (refer chapter 24.5 and
Appendix B of the text book by Reilly and Brown on Analysis of Investments &
Management of Portfolios); mutual funds- structure, types, risk and return.
Unit II Security Analysis- Fundamental Analysis (10 Hrs)

Economic activity and security markets, Economic series and stock prices - Global and
domestic market economy- Macro market analysis –; the cyclical indicator approach
Understanding the demand and supply shocks- Government policies and the implications-
Defining an Industry-Industry structure and performance-Interconnection between the
financial statements-Accounting Vs economic earnings- estimating the profitability, past
versus future ROE- Du Pont Analysis- Modified Du Pont – Efficiency ratios-Working Capital
cycle and the relationship with cash flows-Comparability issues of financial statements-
Accounting standards – International Accounting Conventions- Value Investing
Unit III Equity Valuation Models (8 Hrs)

Valuation by comparable- Intrinsic Value versus Market price- Dividend discount models,
Constant growth and multistage growth -Price Earnings Ratio and other comparative
valuation ratios-Free Cash flow valuation approaches- Comparing valuation models-
Analysis of growth companies; Valuation of alternative Investments. Technical analysis –
Advantages of technical analysis; Technical trading rules and indicators
Unit IV Portfolio Theory and Practice (3 Hrs)

An introduction to Portfolio Management - Some background assumptions; measures of
risk, return and utility; Markowitz portfolio Theory; portfolio mathematics- covariance and
correlation of returns; portfolio return; portfolio risk; capital allocation; optimal risky
portfolios; index models
Unit V Equilibrium in Capital Markets (5 Hrs)

An introduction to asset pricing models – Capital Market Theory: An overview; The Capital
Asset Pricing Model: Expected return and risk; relationship between Systematic risk and
return; Equilibrium and Disequilibrium; Multifactor Models of risk and return – Arbitrage
Pricing Theory; Empirical factor models; Efficient Capital Markets – Why should capital
markets be efficient? Alterative efficient market Hypotheses; Tests and results of EMH;
Implications of efficient capital markets; Behavioral Finance-Standard Finance Versus
Behavioral Finance, History of Behavioral Finance, Investor Behavior and asset allocation
process, Investor Biases-Overconfidence, Representativeness, Anchoring, Mental
Accounting, Loss Aversion, Framing, Availability bias and others
Unit VI Bond Analysis and Bond Portfolio Management (5 Hrs)

The Analysis and Valuation of Bonds – The fundamentals of Bond Valuation; computing
bond yields; term structure of interest rates; interest rates risk, duration and convexity; Bond
Portfolio Management strategies– Passive Management Strategies; Active Management
Strategies
54
Unit VII Applied Portfolio Management (2 Hrs)

Equity portfolio management strategies – Passive Vs Active management; An overview of
style analysis; asset allocation strategies; Evaluation of Portfolio performance – Composite
Portfolio Performance measures; Application of Portfolio performance measures; Evaluation
of bond portfolio performance.
[Total 45 Hours]
Essential Reading
Bodie, Kane, Marcus and Mohanty., Investments (10th ed.). Tata McGraw Hill Publications.
Recommended Reading
1. Reilly. & Brown. (2012). Analysis of Investments & Management of Portfolios (12 th ed.).
CENGAGE Learning.
2. Chandra, Prasanna. (2008). Investment analysis and portfoliomanagement. New Delhi: Tata McGraw
– Hill Publications.
3. Fischer.,& Jordan., Security analysis and portfolio management. Prentice Hall Publications.
4. Bhalla, V. K., Investment management, S. Chand & Co Publications.
5. Kevin S.(2008). Security Analysis & Portfolio Management, New Delhi: PHI Learning Pvt Ltd
Publications.
6. Brealey.,& Myers., Principles of corporate finance (7th ed.). Tata McGraw Hill Publications.
Evaluation Pattern
Component Maximum Marks Assignment Weightage

NON-COMMON COMPONENT
(45%)
Assignment 1 40 10%
Assignment 2 40 15%
Assignment 3 40 20%
COMMON COMPONENT (55%)
MCQ (Concepts) 20 20%
End Trimester 50 30%
ATTENDANCE (5%) 5%
Total 100%
55
MBA342F Management of Banks 3 Credits
Course Description
This course is offered as a finance specialization mandatory course for the MBA program. It
prepares students for careers in Banking and Finance industry. Students opting for this
specialization understand the various aspects related to management of banks from a macro
perspective mainly.
Course Objective
This course attempts to make students understand the broad functioning of a bank both at
the macro and at micro levels and measure the performance of banks.
Learning Outcomes
Knowledge
• Understand the broad functioning of a bank both at the macro and at micro levels.
• Gain foundation in the key issues confronting bank managers today.
• Recognize the trade-offs involved in making financial decisions and to develop the
logical thought processes needed to reach reasonable conclusions in a banking business.
Skill
• Measure a bank performance using key metrics which are different from other entities
business models.
• Develop a critical analytical thinking in credit proposal processing and disbursing loans.
Attitude
• Appreciate the ethical, social and governance dimensions concerning banking industry.
• Develop an integrative thinking of the functioning of the banking industry with the rest
of the economy.
Level of Knowledge: Moderate and Applied

Unit I Functions of Banks and Financial Institutions (1.5 Hrs)
Role of commercial banks in the economy- Intermediation between savers and users of
money in the economy. Payment and Custodial services as functions. Universal Banking
License Vs Differentiated Banking License.
Unit II Overview of the Banking Industry & Regulation (2 Hrs)

Structure of banks in India. Perspectives of Indian banking sector. Banking policy
environment. (Reference: RBI circulars)
Unit III Banking Products and Services (Self Study)

Deposit products: Deposit Accounts, Current Accounts and Savings Accounts -Credit
products – Term loans, Working capital loans – Cash Credit and Overdraft Accounts.
Payment services and Custodial services, as products.
Unit IV Evaluating Bank Performance (4 Hrs)

Operation and performance of commercial banks (Reference: RBI circular).Understanding
Bank financial statements. DuPont model for evaluating bank performance. Basic risk and
return features of commercial banks.
56
Unit V Managing Cost of Funds and Liquidity in banks (8 Hrs)

Overall liquidity analysis. Estimating marginal cost of funds for pricing assets and taking
investment decisions. How do banks meet legal reserve requirements and manage cash
assets? A model to estimate liquidity needs and plan for temporary cash deficiencies and
longer-term liquidity needs.
Unit VI Credit and NPA Management (4 Hrs)

Basic credit analysis principles and the characteristics of different types of loans. Procedure
for estimating a business borrower’s cash flow from operations. Basic credit scoring models
applied to individual borrowers. Interpreting financial statements and generating cash flow
estimates to determine repayment prospects. Customer profitability analysis the basic
framework used to assess whether a bank is profiting from a customer’s total relationship.
NPA regulations governing banks and NPA management.
Unit VII Risks in Banking (8 Hrs)

Trade-offs involved in balancing credit risk, liquidity risk, interest rate risk, market risk,
operational risk etc. How do banks measure and manage interest rate risk? Pricing of
securities, total return analysis to investors and the determinants of interest rates. GAP
analysis and the use of sensitivity analysis to assess the potential impact of interest rate and
balance sheet changes on net interest income. Regulatory capital requirements under Basel
III norms.
Unit VIII Contemporary Topics (2.5 Hrs)

Relevance of socially responsible banking and financial inclusion. Technology in banking,
off-the-shelf products versus in-house developed, in-sourcing versus outsourcing key
technology functions. Recent trends in International banking, Fintech revolution in banking,
role of technology in increasing efficiency of existing and emerging banking products and
services
[Total 30 Hours]
Essential Reading
RBI circulars; Banks Annual reports, Business newspaper articles to follow the trends in banking.
Recommended Reading
1. MacDonald Scott S., Koch Timothy W, Management of Banking. 6th Edition, Indian: Cengage
learning.
2. R M Shrivastava., Dr Divya Nigam, (2009). Management of Indian Financial Institutions. 8th
edition, Publisher: Himalaya Publications.
3. Gup Bentone., Kolari James W, Commercial Banking - The Management of Risk. 3rd Edition, Wiley
India edition.
4. Hull John C., Risk Management and Financial Institutions. Pearson.
5. Dun Bradstreet.,Financial Risk Management. Tata McGraw Hill.
6. GenneralManagementBank Management. IIBF Books for CAIIB Exam, Macmillan Publications.
7. Risk Management. IIBF Books for CAIIB Exam, Macmillan Publications.
8. Vivek.,Asthana P.N, Financial Risk Management. Himalaya Publishing House.
9. Bhattacharya Hrishikesh.,Banking Strategy- Credit Appraisal and Lending Strategies - A Risk-Return
Framework. Oxford University Publications.
10. Mukherjee D.D., Credit Appraisal, Risk Analysis and Decision Making. 4th enlarged and revised
edition, Snow White Publications.
11. Tannan M.L., Tannan’s Banking Law and Practice in India. Jain Book Agency.
57
Human Resource
MBA341H Industrial Relations 3 Credits
Course Description
The course is offered as a human resource elective for students specializing in HRM in the
first year (third trimester). The course helps the students to understand and apply the
concept of industrial relations and the system in which it operates. The paper increases
understanding about relations between different stake holders and its linkage with
organizational effectiveness. It provides hands on experience for students in discipline and
grievance handling. It helps students to enhance their knowledge about compliance
activities.
Course Objective
This course attempts to help the students to understand and apply the concept of industrial
relations and the system in which it operates.
Learning Outcomes
By the end of the course the student should be able to:
Knowledge:
• Analyse the present state of Industrial relations in India and gaps which are existing
in the system.
• Implement the concepts and principles and issues connected with trade unions,
collective bargaining, workers participation, grievance redressal, and employee
discipline and dispute resolution.
• Integrate ER (employee relations) for a Manager practically to handle day-to-day ER
issues.
Skill:
• Explore various options which are available for a HR manager in handling industrial
grievances and disputes.
Attitude:
• Confidently occupy IR manager posts in various industries and pave the way in
enhancing the quality of industrial relations of the country.
Level of Knowledge: Basic working knowledge, understanding and application
Unit I Economy and the Labour Force in India (2 Hrs)
Introduction, The Indian Economy, Labour force in India, Structure, Composition and
Trends, Key Issues and critical challenges, meaning and scope of Industrial relations, the
systems frame work, Theoretical perspectives (theories of industrial relations).
Unit II Industrial relations in a comparative frame work
(Self learning module) * (2 Hrs)
Introduction, Industrialization strategy and Industrial relations, Globalization and Industrial
relations, Origin and growth of employer’s organizations, Trade Unions. –Trade Unions in
India, Trade Unions and Economic Development, Trade Union recognition.
Unit III Collective Bargaining and Tripartism and Social Dialogue (3Hrs)
Introduction, The Concept of Collective bargaining, Nature and legal frame work of
collective bargaining, levels of bargaining and agreements, collective bargaining and stake
holders, negotiating techniques and skills, Types of and levels of tripartite agreements,
assessment of the working of Tripartism, bipartite consultative machinery, strengthening
tripartite social dialogue.
58
Unit IV The Role of Government in Industrial Relations (2 Hrs)

The means of state intervention, role of state in industrial relations at the state level,
industrial conflict, reference of disputes to boards, courts or tribunals, voluntary reference of
disputes to arbitration, strengthening conciliation, promoting alternative dispute resolution
mechanisms.
Unit V Workers participation (5 Hrs)

Meaning of participation, Purpose of workers participation, Types and degree of
participation, Government policy and participation, Structure of participative management,
Nature and benefits of participative management, Quality circles, Composition of quality
circles, Functioning of quality circles, Cases relating to quality circles with Indian Case
studies.
Unit VI The Industrial Disputes Act, 1947: (8 Hrs)
Scope and Extent of the act, Definitions [Industry, Industrial dispute, Individual and
collective dispute, Average Pay, Employer, Independent person, Lay – off, Lock Out,
Retrenchment, Strike, Unfair Labor Practices, Wage and Workmen], Procedure for
settlement of industrial dispute, Prohibition of strikes and lockouts, Matters under the
purview of Labour Court and Industrial Tribunal, Notice of change in conditions of service,
Voluntary reference of disputes to arbitration, Award Settlement
Unit VII The Industrial Employment (Standing Orders) Act, 1946: (4 Hrs)
Objects, Definitions [ Employer, Industrial Establishment, Standing Orders], Scope of the
Act, Establishments to which this act doesn’t apply, Procedure for submission of draft
standing orders, Procedure for certification of standing orders, Conditions for certification of
standing orders, Payment of subsistence allowance, Penalties.
Unit VIII Issues in Labour Policy and Labour reform
(Self Learning module)* (4 Hrs)
Key concerns in labour policy, reviewing the link between parliament the judiciary, and the
executive, managing employee grievance, nature and causes grievance, grievance
procedure, managing discipline, managing good industrial relations, future of industrial
relations. – Discussions on Labour issues with reference to Indian Scenario.
[Total 30 Hours]
{*indicates self learning modules which will be evaluated through
presentations/discussions and write ups in the class.}
Essential Reading
Venkataratnam C.S. (2011), Industrial relations (1sted.). New Delhi: Oxford University Press.
Recommended Reading
1. SarmaA.M. (2013), Industrial Relations, (10th ed.), Mumbai: Himalaya Publishing House.
2. Monappa Arun, Nambudiri Ranjeet and Selvaraj Patturaja (2013), Industrial relations and Labor
Laws (3nd ed,). New Delhi: Tata Mac Graw Hill Publishing Company Limited.
3. PattnayakBiswajeet (2006), Human Resource Management, (3rd ed.), New Delhi: Prentice Hall of
India Pvt Ltd.
4. 4. Punekar S.D., Deodhar S.B., Sankaran Saraswathi (2011), Labour Welfare, Trade Unionism
and Industrial Relations, ((14th rf.), Mumai: Himalaya Publishing House.
59
MBA342H Workforce Planning and Selection 3 Credits
Course Description
This paper is offered as a human resources elective in the third trimester. It develops
understanding for the human resources planning and recruitment, selection and prepares
students for careers in the areas of human resources. Students opting for this elective
specialize in the various aspects of HR Planning, recruitment and selection- concepts of
human resources and planning, considerations in various types of human resources
planning, managing vacancies, selecting of right tools for selection process ,Analysis of
selection processes, various types of interviewing techniques, career planning and career
movement within the organization
Learning Outcomes
By end of the course, the student should be able to
Knowledge
• Explore and understand the issues involved in manpower planning and selection
methods in the industry
• Understand and develop the techniques required for selection & retention of employees.
Skill
• Identify and match organizational needs and individual potential for better HRM
practices.
Attitude
• Systematically approach Workforce planning and selection.
Level of Knowledge: Advanced knowledge, understanding and application oriented
Unit I Manpower Planning (6 Hrs)
Manpower Planning: Objectives (micro and macro levels), Benefits, advantages, limitations,
problems - HR planning, linkage of HR planning with other HR functions, influencing
factors in manpower planning keeping in mind strategic focus - Manpower planning: tools,
methods and techniques: Job analysis, Skills analysis/ skill inventory, Performance
appraisal, Manpower inventory - Use and applicability of statistical and mathematical
models in manpower planning - Census analysis - Markov analysis
Unit II Selection (6 Hrs)

Selection Criterion in Industry - Role of Scientific Selection in Personnel Management,
Manpower Planning and Organizational Structuring: Challenges of Selection in today’s
world - Value of good employees - Selection Policy and Strategy - Source of Recruitment.
Steps of Systematic Selection, Selection Tests – Intelligence Aptitude, Personality -
Psychometric Testing (Quantitative issues such as scoring, and interpretations to be
discussed) Exercise on Psychometric Testing - Group Selection Methods – Assessment
Center.
Unit III Reliability and Validity of Selection Tool (4 Hrs)

Testing in the industry for selecting promotion and placement. Historical development of
testing selection devices and applicability, Reliability and validity. Quantitative aspects of
reliability and validity
60
Unit IV Interviewing Techniques for Selection (4 Hrs)

Meaning and importance of Interviews, Types of interviews, Biases and Errors in interviews
and tests, Skills, tools and techniques of the selection interview.
Unit V Induction and Socialization (Self learning module) (3 Hrs)

Meaning and Importance of socialization. Induction – Meaning. Importance, types,
processes and practices in organizations.
Unit VI Internal Mobility (3 Hrs)

Internal mobility: Promotion, Transfer, Demotion and Separation.
Unit VII Career Planning and Succession Planning (4 Hrs)

Meaning, importance of career planning and succession planning. Advantages of career
planning and succession planning.
[Total 30 Hours]
Skill Development
1. Thought paper on effect of industrial life cycle on HR planning
2. Practical problems in reliability and validity
3. Case studies
4. Mock job fair to understand effectiveness of selection process
Self learning modules will be evaluated through presentations and Q/A sessions.
Essential Reading
1. Bhattacharaya, D. (2013). Human resources and planning. Excel books.
2. Diane, Arthur.,Recruiting, interviewing , selection & orienting new employees (4th ed.). PHI
publications
3. Gatewood, R.D, Field, H.S & Barrick, M (2013). Human resource selection (3nded.). Cenage
learning.
Recommended Reading
1. Camen, M.M, Coucher, R & Leigh, S (2013) Human Resource Management. Jaico Publication.(
Chapter 7-9)
2. Fisher, C.D, Schoenfeldt, L.F, & Shaw J.B, (2011).Human resource management, Biztantra.
3. Heneman.H.G.,& Judge, T.A.(2013) Staffing Organisations ( 6th ed.). Tata McGraw Hill.
4. Lepak, D. &Gowan, D. (2009) Human Resource Management. Pearson Education. (Chapter 6
and 7)
5. Roberts, G.(2010).Recruitment and Selection. Jaico Publication.
6. Venkatesh, D.N & Jyothi, P. ( 2013) Human Resource Management ( Chapter 9)
61
MBA343H Performance Management & Employee Counselling 3 Credits
Course Description
It can be argued that the perceived defects of appraisal systems (that line managers regarded
them as irrelevant, involving form-filling to keep the personnel department happy, and not
as a normal process of management) led to the development of more rounded concepts of
performance management. Performance management is a process, not an event. It operates
as a continuous cycle. Corporate strategic goals provide the starting point for business and
departmental goals, followed by agreement on performance and development, leading to
the drawing up of plans between individuals and managers, with continuous monitoring
and feedback supported by formal reviews. Performance management as a process
contributes to the effective management of individuals and teams in order to achieve high
levels of organizational performance. It establishes shared understanding about what is to
be achieved and is an approach to leading and developing people. This course focuses on
the performance management process and how it works and outlines the tools used in
performance management and evaluation. The students will examine the development of
Performance Management in organizations. This course will develop basic skills among
students to independently handle a wide range of employee counseling and performance
counseling issues.
Course Objective
This course attempts to develop basic skills among students to understand how performance
management as a process contributes to the effective management of individuals and teams
in order to achieve high levels of organizational performance.
Learning Outcomes
By the end of the course, the student should be able to:
Knowledge
• Appreciate the concept, scope, process and significance of performance management
systems.
• Plan the different approaches used to define performance.
• Gain insights in to the different forms of performance management frame works and
performance dash boards.
Skills
• Link performance management and organizational strategy.
• Set and implement performance dash boards
• Apply the appropriate performance management frame works.
• Design, implement and evaluate PMS.
Attitude
• Inculcate fairness and equity mind set in designing and administering PMS.
• Develop concerns regarding professional hazards involved in various jobs while
prioritizing performance matrices and employee counseling.
Level of Knowledge: Advanced knowledge, understanding and application
Unit I Introduction: Performance Management (3 Hrs)

Concept and perspectives ,definition , philosophy behind performance management,
strategic focus, pre–requisites, imperatives, five factor model, Performance prism , Elements
of effective management, Performance management as a business strategy
Unit II Performance management system (3 Hrs)

62
Functions, Prerequisites, Generic model of PMS – Objectives & strategy, Assessment of
organizational needs, setting organizational performance expectations, and Competency
based performance management system - setting up of a competency based performance
management system. Designing of performance management systems, performance
management system in Indian companies (Self learning modules *)
Unit III Establishing performance management process (4 Hrs)

:Performance planning- Theories of goal setting, Goal setting theory, Expectancy theory ,
setting of performance criteria, process of setting performance criteria, methodologies of
performance planning, process of performance planning, barriers to performance planning-
organizational & individual, competency mapping & its linkage to performance planning.
Performance managing & its process. Challenges ahead in performance management
systems
Unit IV Performance Appraisal (8 Hrs)

Concept, need and objectives, principles, uses and process of performance appraisal,
characteristics of effective appraisal system, approaches to PA- behavior based & results
focused. Different methods of PA : traditional and modern,-straight ranking method, paired
comparison method, critical incident method, bars, MBO, 360 degree or Multirater
assessment & its debate, Balanced score card : Assessment centers, PA for managers ,
supervisors and workers. Common rating errors, common pitfalls in PA, improving quality
of Performance ratings, Development of performance appraisal/review system.
Performance review discussion, reliability and validity of appraisal, Training for evaluation,
continuous feedback, potential appraisal, PA as a training needs assessment
(Self Learning module).*
Unit V Performance Monitoring (4 Hrs)

Concept, DSMC/ATI model, Process of Performance monitoring, On- going Mentoring &
protégé development, Mentoring benefits to managers.
Performance Management Implementation: Performance Management Linked Reward
Systems Role of HR Professionals in Performance Management, Ethics in Performance
Management.
Unit VI Emergence and Growth of Counseling Services (4 Hrs)

Approaches to counseling, Counseling process- beginning, Developing and terminating a
counseling relationship and follow up. Counselor’s attitude and skills of counseling,
Assessing Clients problems
Unit VII Selecting Counseling Strategies and Interview (4 Hrs)

Definitions changing behaviour through counseling special problems in counseling,
Application of counseling to organizational situations with a focus on performance
counseling.
[Total 30 Hours]
Skill Development
1. Lecture sessions, case studies, assignments, role plays and class presentations.
2. Live projects to be undertaken in various MNC’s
3. The class will be exposed through, group discussion, and several other analytical approaches
to identify and influence effective and ineffective behaviors (to better manage employee
populations on an ongoing basis).
4. Students will design & present performance management systems for various types of
industries.
63
Essential Reading
Kohli, A.S., & Deb,T. (2013). Performance management. New Delhi: Oxford
University Press.
Singh,B.D.(2010). Negotiation & Counselling. New Delhi: Excel Books.
Recommended Reading
1. Aguinis, H. (2009). Performance management (3nd ed.). New Delhi: Pearson Education.
2. Armstrong, M. (2009). Performance management: Key strategies and practicalguidelines (3rd ed.).
Kogan Page.
3. Bacal, R. (2009). Performance management. New York: McGraw-Hill Publications. ISBN 0-07-
071866-0.
4. Huselid, M. A., & Ulrich, D. (2009). The HR scorecard: Linking people, strategy, and performance.
Boston, MA: Harvard Business School Press.
5. Latham G.P., & Wexley, K.N. (2009). Increasing productivity through performance appraisal (3nd
ed.). New York: Addison-Wesley Publishing Company. ISBN= 0-301-51400-1.
6. Pulakos, E. D. (2000). Performance management: A roadmap for developing, implementing and
evaluating performance management systems. SHRM Foundation.
(http://www.shrm.org/foundation/1104pulakos.asp).
7. Smith, J.D., & Mazin, R. (2009).The HR answer book: An indispensable guide for managers and
human resources professionals (3nd ed).New York: AMACOM.
8. Rao, T.V. (2010). Performance management & appraisal systems: HR tools for global competitiveness.
New Delhi: Sage-Response Books.
64
MBA341L Quality Management Systems and Product Design and Development 3 Credits
Course Description
This paper is offered as a functional elective in the third trimester to LOS students. This
paper is divided into two parts - QMS and Product Design & Development.
Quality Management Systems emphasizes the importance of total quality management in all
areas or segments of business and organizations. Students develop and specialize on the
various approaches to quality and problem solving methodology, using Quality tools.
Product Design & development emphasizes the importance of product design in a business.
Students develop and specialize in design thinking and several concepts involved in product
design decisions.
Course Objective
This course attempts to make students develop and specialize on the various concepts of
Quality Management, problem solving methodology and design thinking. This course also
provide the basic concepts and methodology for Product Design and Development.
Learning Outcomes
Knowledge:
• Understand the concepts in TQM and Product Design & Development
• Familiarize with current practices in the field of QMS
• Understand concepts of Product Design for efficiently introducing new products
Skill:
• Apply contemporary Management / Quality tools for effective decision-making
• Develop skills in Design Thinking through a practical exercise
Attitude:
• Realize that Quality is imperative in all areas or segments of business
• Understand the importance of Customer focus for Product realization
Level of Knowledge
Students must have undergone courses of fundamentals in Operations Management.
Unit I Introduction to Quality (4 Hrs)
Importance of Quality – history - dimensions of quality – evolution of Total Quality
principles. Quality Philosophies: Deming 14 Points to transform business; Juran Trilogy;
Crosby Zero Defects; Ishikawa quality circles, customer supplier relationship; Taguchi Loss
function. Kaizen as a function of Quality
Unit II Cost of Quality (3 Hrs)

Cost of Quality - Discretionary Cost: - Prevention – Appraisal - Consequential Cost: Internal
Failure - External Failure. Quality and differentiation strategies, quality - strategic planning.
COPQ- Cost of Poor Quality, Warranty Claims/ Field Returns and Management.
Unit III Quality Tools, Systems and Awards (5 Hrs)

Management tools for quality, tools for Quality planning. Process Design & Control. Quality
Circles, ISO 9000, ISO 14000, ISO TS 16949 and Six Sigma. Malcolm Baldridge Award –
criteria for performance excellence, International quality awards. Comparing Baldridge, ISO
9000 and Six Sigma. TQM in Education.
65
Unit IV Quality Teamwork and Leadership (3 Hrs)

Importance of teams in Total Quality management - types of teams - effective teamwork.
Importance of empowerment & motivation - principles of empowerment - role of a quality
leader. Ethical values in Quality. Implementing TQM - culture change required.
Establishment of (EQC) Effective Quality Communication system. To enhance internal
(department) and external (customer and supplier) communication management.
Manpower Training and Management of Quality systems. “Genchi Gembutsu”concept – Go
and See actual to understand Quality.
Unit V Introduction to Product Design and Development (4 Hrs)

Characteristics of successful product development, Duration and cost of product
development, Challenges of product development, Development processes and
organizations: A generic development process, concept development, product development
process flow. Concept of Process Design from Material to Dispatch, incl. man( how many),
machines (type), equipment ( conveyors, work tables, lights etc).
Unit VI Product Development Process (4 Hrs)

Product Planning – Product planning process, identifying customer needs, Product
specifications product development process – Concept generation, concept selection –
concept screening, scoring, caveats, Concept Testing – methods and measures. Product
Family Design: Mass customization, product portfolios architecture Implication of
architecture, establishing architecture, delayed differentiation, platform planning. Product
Evaluation and Material Evaluation, Suppliers Product and Quality Development. Built in
Quality at each process.
Unit VII Product Life Cycle Design (4 Hrs)

Design for manufacture and assembly– types of processes, process flow structures, process
analysis, Manufacturing and associated costs, Prototyping, Robust design, Industrial
automation, Design for services – product process matrix for services, Design for
environment and member safety. Ethical values in Product Design.
Unit VIII Latest trends in Quality Management and Product Design (3 Hrs)
Student self-learning module. Industry expert inputs. Mini project on Quality or systems
improvement at industries (implemented through Quality Circles competition).
[Total 30 Hours]
Essential Reading:
1. Besterfield, D. H, & Besterfield, M.C., et al. (2011). Total Quality Management. New Delhi: Pearson
Publications.
2. K.T. Ulrich et al., (2003). Product Design and Development, 4th edition, McGraw Hill.
Recommended Reading:
1. Bedi, K. (2010). Quality Management. New Delhi: Oxford Press Publications.
2. Bhatt, S. (2007). Total Quality Management. New Delhi: Himalaya Publications.
3.Evans, J. R. (2012). Quality & Performance Excellence - management, organization and strategy. New
Delhi: Cengage Learning 6th Edition
66
MBA342L Business Intelligence &Analytics 3 Credits
Course Description
The course is offered for LOS specialization students in the third trimester. Businesses today
accumulate large amounts of data through their transaction processing systems and social
networks. There is tremendous potential in such data for better decision making. Data
mining systems enable businesses to extract vital information from large data that facilitate
effective decisions.
It is generally assumed that students who take up the course will have basic understanding
about statistics and simple predictive modeling techniques like simple linear regression and
also fundamentals of databases. The course will include hands–on work with data and
software.
Course Objective
This course attempts to make students explore the capabilities and challenges of data-driven
business decision making and prepare them to take up managerial roles in analytics-driven
organizations.
Learning Outcomes
Knowledge:
• Identify, evaluate and capture descriptive analytics opportunities that create value and
solve business problems
• Acquire both theoretical and practical understanding of classification, prediction,
reduction and exploration of data that is at the heart of data mining
• Gain knowledge of business decision-making contexts through data mining
Skill:
• Use commonly available descriptive analytics tools such as Excel and IBM Cognos to
carry out basic to medium level business intelligence tasks
• Manage the implementation of a descriptive analytics tool and data warehouse in an
enterprise
• Use SPSS software to learn Classification, Association and Clustering in Analytics lab
• Choose right tools to solve analytical problems through real business cases, analyze and
interpret these solutions
Attitude:
• Imbibe the culture of data-driven decision making and lead similar cultural changes in
organizations that they would work in
• Appreciate the value of data by ensuring quality in data analysis
• Analyze and interpret data to add value to business problems enabling better business
decisions
Level of Knowledge
The students should have undergone courses related to fundamentals of Management
Information Systems (MIS), Database Systems and ERP systems.
Unit I Introduction to Business Intelligence (5 Hrs)

Terminology, Evolution of BI, OLAP vs OLTP, OLAP basics, Data models for OLAP, ERP
and BI, Popular BI tools*, Use of Excel for BI**
Dimensions, Cubes, Measures, MDX, Drill-down, Roll-up, Slice-and-dice, Pivoting, MOLAP,
ROLAP, HOLAP, Building an OLAP cube**
67
Application of BI, BI users, Using BI for building dashboards, business metrics, scorecards,
KPIs, BI for advanced reporting.
Unit II BI and Data warehouse Concepts (4 Hrs)
Data Warehouse Need, Definition and characteristics, Types of data sources
ETL, Multidimensional data modelling, Implementation, Star and Snowflake schemas
Data marts, Top-down and Bottom-up approaches to DW architecture, BI and DW

implementation issues, Data quality, Data auditing, Best practices.
Unit III Introduction to Data Mining` (4 Hrs)

Terminology, Evolution of Data mining, Steps in data mining, Supervised and Unsupervised
learning, Introduction to classification, prediction, association, clustering.
Organizing and sampling data*, Ethics in data collection process**, Creation of partitions,
Oversampling, Pre-processing and cleaning, Visualization, Reduction of categories,
Principal component Analysis, Lab session on pre-processing of data.
Unit IV Classification (5 Hrs)

Introduction, Examples, Classification vs. Prediction, Issues in prediction, Naïve rule, Naïve
Bayes method, Classification trees, Recursive partitioning, Evaluating performance, Lab
session on Decision Trees**
Concept and structure of neural network, Pre-processing data*, Training the model, Lab
session on Neural Networks**
Unit V Cluster Analysis (5 Hrs)

Concept, Examples, Major Clustering Methods - Hierarchical and Non-Hierarchical
clustering, Distance between clusters, Dendrograms, Validating clusters, K-Means
clustering, Lab session on Clustering**
Unit VI Association Rules (4 Hrs)

Concept, Examples, Market basket analysis., Apriori algorithm, Support and Confidence,
Antecedents and Consequent, Lift ratio, Interpretation, Lab session on Association**
Unit VII Advanced Topics on Business Intelligence& Data mining* (3 Hrs)

Cloud computing, SaaS model, Mobile BI, Latest trends in BI & DM, Ethical aspects in data
handling and sharing,Logistic Regression, Social network analysis
[Total 30 Hours]
* Self learning topics/module
** Lab sessions Analytics lab
Essential Reading
Prasad, R. N., & Acharya, S. (2011). Fundamentals of Business Analytics (1st ed., p. 348). WileyIndia.
Shmueli, G., Patel, N. R., & Bruce, P. C. (2008).Data Mining for Business Intelligence:
Concepts,Techniques, and Applications in Microsoft Office Excel with XLMiner (2nd ed., p. 428).Wileys
Recommended Reading
1. Turban, E., Aronson, J. E., Liang, T.-P., & Sharda, R. (2010) Decision support and business
intelligence systems (9th ed., p. 720).Prentice-Hall.
2. Han, J., & Kamber, M. (2000).Data Mining : Concepts and Techniques (1st ed., p. 550). Morgan
Kaufmann
68
MBA 343L Lean Operations Management 3 Credits
Course Description
This course is offered as a specialization paper for Lean Operations & Systems students in
the third trimester. It develops an insight into the current trends and latest concepts that are
being applied in the areas of lean management in both manufacturing and service sector.
This course prepares the students to achieve excellence in their work area through the
application of lean tools and techniques that are contemporary and facilitates organizations
to attain greater efficiency and effectiveness through optimal use of resources.
Learning Outcomes
Knowledge:
• Learn the latest concepts of lean operations and its applications in both manufacturing
and service sectors.
• Assimilate lean concepts through practical workshop.
• Analyze and apply lean concepts to the various scenarios across industries.
Skill
• Use TIMWOOD as a frame work for identifying and managing Operations Waste
• Use VSM as a tool for value addition to business and customer
• Use 5S as a tool for value addition to business and customer
Attitude
• Visualize business processes through lean philosophy
• Achieve excellence in all the operational activities
Level of Knowledge
Students must have a conceptual knowledge of operations management for effectively

understanding this course.
Unit I Overview of Classical Manufacturing Systems (4 Hrs)

Overview of Manufacturing System and its evolution through Craft Production System.
Scientific Management - Division of Labour & Standardisation of Fredrick W. Taylor and
Time and motion study of Frank & Lillian Gilbreth. Mass Production System pioneered by
Henry Ford. Advantages and Disadvantages of Classical Production System in terms of
productivity and efficiency. Introduction to Modern Production System.
Unit II Toyota Production System (TPS) (4 Hrs)

History of Toyota Production System; 4Ps of Toyota Toyota's - 14 Management Principles.
Toyota Way - Respect for People and Continuous Improvement. Introduction to Lean
Management - James Womack.
Unit III Lean - Concept of Waste and Value (4 Hrs)

Concepts of waste and value in operations, 3 Ms - Muda, Mura & Muri 8 Forms of waste - T.
TIMWOOD Waste Walk & Gemba, Genchi Gembutsu. Waste identification through
simulation exercise
Unit IV Lean Management Principles (4 Hrs)

69
Definition of Value Definition of Value added time, Process Time, Cycle Time, Throughput
Time, Takt time, Inventory buffers, Little's Law. Establishing Value Stream and Value
Stream Map. Definition of Flow through Value Stream. Establishing Pull. Pursue Perfection.
Simulation example of preparing a current and improved value stream.
Unit V House of Toyota / House of Lean (4 Hrs)

House of Lean / House of Toyota definition. Foundation of House of Lean : Stability and
Standardized Work. 1st. Pillars of House of Lean : JIT 2nd. Pillar of House of Lean : Jidoka
Employee Involvement and engagement as part of Lean Management. Customer Focus -
Highest Quality, shortest lead time and lowest cost
Unit VI Lean Tools : 5S & Visual Management (6 Hrs)

What is 5 S ? Importance of 5 S in the context of Lean implementation Details steps of 5S
implementation : Sort, Set-up, Shine, Standardize and Sustain Work Cell / Cell Design or
Cellular Layout Cell Design Principles : 9 Steps for Work Cell Design What is Visual
Management ? Visual Display and Visual Control tools Benefits of 5 S and Visual
Management
Unit VII Continuous Improvement through Kaizen Event * (4 Hrs)

What is Kaizen or Continuous Improvement? What is a Kaizen Event? Different stages of a
Kaizen Event DMAIC process for Kaizen Event Benefits of a Kaizen Event. Step by step
approach to conduct a KAIZEN Event
[Total 30 Hours]
*Self Learning
1. Toyota Production System - An integrated approach to Just-in-time : Yasuhiro Monden;
2. The machine that changed the world : James Womack, Roos and Jones
3. Toyota Way – Jefrey Liker
4. Lean Thinking – James Womack and Roos
70
Marketing
MBA 341M Sales Management & Negotiation Skills 3 Credits
Course Description
This course differs from the rest of the curriculum in some important respects. The focus of
the course is a set of interactive exercises and simulations topped -up with lectures and
templates driven pedagogy. Managerial success requires agreement and collaboration with
other people. This is certainly true for transactions between organizations and customers,
and between investors and start-up companies.
Course Objective
This course attempts to enable students to become more effective sales professional and a
negotiator.
Learning Outcomes
After completion of this course students should be able to:
Knowledge (Domain ExpertiseCL01 and Knowledge Application CL02)

• Create value and execute sales deals with efficiency and effectiveness.
• Become effective sales professional and negotiators.
• Understand the strategic role, sales function plays as part of overall marketing
strategy.
• Acquire strategic thought process and competencies related to sales.
Skills(ProblemSolvingCL011,ResearchSkillCL012,AnalyticalSkillCL013,Creative
ThinkingCL014,Practical SkillCL017,Presenation SkillCL017 and Verbal Skill CL018)
• Construct templates on permanent journey plan, annual operating plans and setting
sales targets.
• Demonstrate higher levels of selling and negotiation skills.
• Sharpen decision making skills for being better sales manager.
Attitude(Team Work CL021,Scientific temperamantCL022,Global perspectiveCL023,

Social SensitivityCL024 and Personal Integrity CL025)
• Ingrain the ability to work with sales personnel of diverse backgrounds and lead
sales teams.
• Ingrain the capacity to reflect and learn from every sales experience.
Level of Knowledge: Conceptual and Basic.
Unit I Sales Management (5 Hrs)

Nature and importance of sales management, Dimensions of sales management
Lateral relationships of a Sales manager.
Planning and organizing Sales Force
Estimating market potential and forecasting sales
Importance and definitions of Sales forecasting methods-quantitative and qualitative
techniques.
Organizing the sales force --Nature and characteristics, Basic types of organization,
Specialization within sales department.
71
Unit II Management of the Sales Force (5 Hrs)

Sales Force Staffing Process: The planning phase, The recruiting phase - The selection phase–
Hiring and assimilation Phase.
Directing the Sales force: Time and territory management --Objectives and criteria for territory
formation, Sales territories design, Time management, Routing and scheduling
Sales quotas and compensation: Purpose, Types of quotas, Administration of quotas, Objectives
of a compensation plan, Developing the compensation plans-basic and combination, Trends
in compensation plan.
Restructuring quotas due to changes in organization, product portfolio, and geographical
coverage.
Controlling and evaluating the sales force: Analysis of sales, costs and profitability, Budgeting,
Sales analysis-Marketing cost analysis-Increasing sales force productivity.
Unit III Personal Selling (10 Hrs)

The different approaches-Benefit selling, Relationship selling, Stimulus response selling,
Formula approach, Need satisfaction selling, Problem-solving selling, Consultative selling
Selling process:
Preparation & Prospecting – Challenges of prospecting, qualifying leads, effective
prospecting.
Sales Approach, Diagnosis and Solution generation.
Handling Objections: common customer objections, Reasons why prospects raise objections,
Objection handling techniques and methods.
Closing call: Types of sales closures.
Sales Communication Skills:
Sales communication & collaborative process, Questioning, Active listening, Body language
Sales presentation: presentation planning & format, organized presentations, sales reports
Persuasion/assertiveness: Principles of persuasion and assertiveness – methods and
techniques.
Consumer promiscuity, Importance of user experience as a necessity for sales.
Commoditization of brands, shorter product life cycle, Importance for the salesperson to
create trust and credibility in a personal capacity, three types of trust, Trust by
Reputation Trust Transferred and Trust earned, Paradigm Shift from a superior product
to a user experience
Unit IV Negotiation Skills (10 Hrs)

Understanding negotiation: What is negotiation, Rules of negotiation,
behaviors of successful negotiators, Negotiation styles.
Negotiation tactics & counter measures: Common negotiation tactics, dealing
with tough negotiators. Building a Personal Brand. Inside Sales
Self-learning mode: Cross cultural negotiations & Negotiation ethics.
[Total 30 Hours]
Essential reading
Spiro, L.R., Stanton, J. W. & Rich, A.G. (2003).Management of a sales force
(12thed.). Irwin: McGraw –Hill.
Volkema, R. J. (2008). Negotiation tool kit. Prentice Hall India.
Recommended Reading
1. Futrell, M. C. Sales management teamwork, leadership and technology. Thomson.
2. Raiffa. (1982). The art and science of negotiation. Harvard University Press.
3. Thompson. (2001). The mind and heart of the negotiator. Prentice-Hall.
72
MBA342M Marketing Research & Analytics 3 Credits
Course Description
Marketing research is an applied management discipline that is critical to understanding
markets and customers in order to make better marketing decisions. The key objective of this
course is to provide a learning environment for acquiring the essential working knowledge
of when and how to conduct marketing research and the most effective way to communicate
marketing information to support marketing decisions.
This course gives on hands opportunity to conceive a research project study, design the
study, execute it, and report on the findings in a professional manner. The course project
will reinforce and integrate the concepts learned in marketing, research methodology and
business statistics courses taken up in previous terms.
Organizations are using analytics strategically to make better decisions and improve
customer and shareholder value. Core topics in marketing analytics like statistics, data
analysis and information and decision support systems have been a part of business
education for long. This course is also designed to present the emerging discipline of
analytics in a unified fashion for potential application in problems related to marketing like
forecasting, segmentation, classification using data analysis software applications using
Predictive Analytics Software PASW (SPSS).
Course Objective
This course attempts to provide students the essential working knowledge of when and how
to conduct marketing research and the most effective way to communicate marketing
information to support marketing decisions.
This course also attempts to present the emerging discipline of analytics in a unified fashion
for potential application in problems related to marketing using data analysis software
(PASW-SPSS)
Learning Outcomes:
After completing this course, the students will be able to:
Knowledge
• Understand the needs of marketing managers for marketing and market information
• Understand Research Methods and analytics
• Learn methods of Predictive Analytics used in Marketing
Skills
• Determine the objectives of the marketing research project
• Identify the type of research that will best help achieve the objectives
• Learn how to write a good marketing research proposal
• Write reports that convey marketing information simply and effectively and
encourage marketing action
• Present marketing information to garner and maintain the attention of marketing
decision makers.
• Use of PASW (SPSS) application for data input, coding, preparation, cleaning and
analysis for marketing related applications.
• Use descriptive, predictive and prescriptive analytics models for solution to
marketing problems.
73
Attitude
• Develop a curious and inquisitive mind.
• Use of PASW (SPSS) application for data input, coding, preparation, cleaning and
analysis for marketing related applications.
• To develop a proactive orientation in decision making using predictive Analytics.
Unit I Introduction and the marketing research process (3 Hrs)

Level of Knowledge: Conceptual
Applications of Marketing Research, Limitations of Marketing Research, Secondary and
Primary Research, Ethical considerations in Marketing Research, Information need, defining
the Research Objective, Designing the Research Methodology,
Unit II Research Methods and Questionnaire Design, Sampling Methods (6 Hrs)

Exploratory and Conclusive Research, Experiments, Designing Questionnaires for Market
Research, Scales of Measurement, Structured and Unstructured Questionnaires, Types of
Questions, Reliability and Validity of a Questionnaire Basic Terminology in Sampling, the
Sample Size Calculation, Sampling Techniques.
Unit III Data Management using PASW (SPSS) and Hypothesis testing (9 Hrs)
Level of knowledge: Application
Introduction to PASW application’ Data input, coding, recoding and data reshaping in
PASW. Split file, Descriptive Analysis using PASW, Visualization, exploration and
extracting data summary statistics and their interpretation
Introduction to Hypothesis testing: General procedure for hypothesis testing, cross

tabulations: two variables, three variables, general comments on cross tabulations, Statistics
associated with cross-tabulation; Parametric tests: One sample, two independent samples,
paired samples
Non-Parametric tests: One sample, two independent samples, paired samples;
Understanding communalities using factor analysis.
Unit IV Analysis of variance and Predictive Analytics for Decision Making (9 Hrs)
One-way analyses of variance, identify the dependent and independent variables, test the
significance, and interpret the results, assumptions of analysis of variance
Regression marketing mix models for analytics using PASW, Discriminant Analysis for
classification into two or more groups, Cluster analysis for Segmentation, Euclidian Distance
analysis.
Unit V Major Qualitative Research Techniques (3 Hrs)

Level of Knowledge: Conceptual and Application
Major Qualitative Research Techniques:
Primary data: qualitative versus quantitative research, rationale for using qualitative
research, classification of qualitative research procedures, Focus Group Interviews:
characteristics, planning and conducting focus groups, advantages, disadvantages and
applications of focus groups, online focus group interviews, advantages, disadvantages and
uses of online focus groups, Depth Interviews: characteristics, techniques, advantages,
disadvantages and applications of depth interviews, Projective techniques: Association
techniques, completion techniques, construction techniques, expressive techniques,
advantages and disadvantages of projective techniques, applications of projective
techniques, Analysis of qualitative data.
Pedagogy
74
This course is entirely based on project based learning pedagogy. Here the emphasis is
“learning by doing”. The project will be planned, designed, executed and closed by teams of
3 students each with the anchor faculty of the course declaring the teams on the first day of
the course. Anchor faculty of the course will coordinate all the monitoring and evaluation
activities related to this course.
Each team will discover and define a marketing related research problem relevant to a client
/ industry / general marketing concepts. Each team will go through a typical marketing
research process as defined by the following steps.
Step 1 : Problem Definition

Step 2 : Development of an Approach to the Problem
Step 3 : Research Design Formulation
Step 4 : Fieldwork or Data Collection
Step 5 : Data Preparation and Analysis
Step 6 : Report Preparation and Presentation
[Total 30 Hours]
Recommended Reference Material:
1. Malhotra. N., and Dash S, (2009). Marketing Research – An Applied Orientation.5th Ed, Pearson
Education.
2. George, D., &Mallery, P. (2016). IBM SPSS statistics 23 step by step: A simple guide and reference.
Routledge.
3. Cunningham, J. B., & Aldrich, J. O. (2016). Using SPSS: An interactive hands-on approach. Sage.
4. Hair, J. F., Black, W. C., Babin, B. J., Anderson, R. E., &Tatham, R. L. (2009). Multivariate data
analysis (Vol. 6).
Research Project Deliverables

Deliverable 1: Marketing Research Problem Statement
Deliverable 2: Marketing Research Proposal
Deliverable 3: Data Collection Instrument (Questionnaire)
Deliverable 4: Master Data Sheet
Deliverable 5: Final synopsis of the research project
Deliverable 6: Final Project Report
Evaluation
CIA 1: In Class presentation of project proposal (10 Marks)
CIA 2: In Class presentation of final synopsis of the project work (25 Marks)
Pre –Data Collection Phase: 50 Marks

Sl. No. Component Marks (Weight %)
1 Research Proposal/ Literature 10 (20%)
Review
2 Data Collection Instrument 20 (40%)
3 Research Design 20 (40%)
Post –Data Collection Phase: 50 Marks

Sl. No. Component Marks (Weight %)
1 Analysis of the Data 12.5 (25%)
[Appropriateness and Rigor of Statistical Analysis ]
2 Final Synopsis of the project work / Generation of 12.5 (25%)
Marketing Insights
3 Project Report / Presentation 25 (50%)
75
MBA 343M Fundamentals of Service Marketing 3 Credits
Course Description
This paper is offered as a marketing elective in the third trimester and it emphasizes the
importance of the service industry which is going through a period of revolutionary change.
Service sector has become the most important space for business houses. The customer
revolution, the business environment, global players have brought in tremendous changes
to service industry. The course equips the students to acquire core competencies &skill sets
to make a successful career in the service sector.
Course Objective
This course attempts to equip the students to acquire core competencies &skill sets to make
a successful career in marketing domain in the service sector.
Learning Outcomes
Knowledge:
• Understand service mix elements from Business to Business perspective
• Match demand and capacity for various business scenarios
• Be familiar with the issues of ethics and consumer concerns related to service pricing
• Know the principles of effective service utility and service recovery
Skill:
• Develop a blue print for service process with all the necessary elements
• Be familiar with key customer feedback collection tools
• Recognize the power of service guarantees
Attitude:
• Develop positive outlook towards service delivery
Level of Knowledge: Conceptual and Basic
Unit I Understanding Service Markets, Products and Customers (5 Hrs)

1) Perspectives on Marketing in the Service Economy: Introduction to services, importance &
role in new economy, distinguishing characteristics from physical products posing
marketing challenges, expanded marketing mix.
2) Customer Behaviour in Service Encounters: Customer decision making: The 3 stage model of
service consumption, understanding service encounters, defining moments of truth,
Customer expectation and perception of services
Unit II Building the Service Model (9 Hrs)

1) Developing Service Concepts: Defining the core and supplementary elements of a service,
The flower of service, Planning and branding service products, Development of new
services.
2) Distributing Services: Determining the type of contact: Options for service delivery, Place
and time decisions, The role of intermediaries, Distributing services internationally.
3) Pricing and Revenue Management: Tripod strategy of pricing, Activity based costing,
Demand elasticity based on pricing & customer segments, Yield management to
maximize revenues.
4) Services marketing communication: Setting communication objectives, Challenges
(intangibles) and opportunities in communicating services, marketing communications
mix using internet.
76
Unit III Managing the Customer Interface (9 Hrs)

1) Designing and managing service processes: Blueprinting service operations to create valued
experiences, Service process redesign, The customer as co-producer.
2) Balancing Demand & Productive Capacity: Patterns & Determinants of demand, managing
demand levels, overcoming capacity constraint, Inventory demand through waiting lines
& reservations.
3) Crafting the Service Environment: Understanding consumer responses to service
environments, Dimensions of the service environment.
4) Managing People for Service Environment: Importance of Service Employees, Frontline &
back office, Cycles of failure, mediocrity and success, Human resource management,
Service Leadership & Culture.
Unit IV Implementing Profitable Service Strategies (7 Hrs)

1) Managing relationships & building loyalty: Customer loyalty, The Wheel of loyalty,
Creating loyalty bonds, Strategies for reducing customer defections, CRM.
2) Achieving Service Recovery: Customer complaining behaviour, Principles of effective
service recovery systems, Service guarantees, discouraging abuse and opportunistic
behavior, learning from customer feedback.
3) Improving Service Quality and Productivity: Integrating service quality and productivity
strategies, what is service quality, The GAPS model- A conceptual tool to identify and
correct service quality problems, Measuring and improving service quality, improving
service productivity.
[Total 30 Hours]
Essential Reading
Lovelock,C., Wirtz, J.& Chaterjee, J. (2011).Services marketing. Pearson Prentice Hall.
Recommended Reading
1. Zeithml,V.A.& Bitner, M.J.(2011).Services marketing. Tata- McGraw- Hill Edition.
2. Shankar, R. (2011). Services marketing. Excel Books.
3. Apte, G. (2011). Services marketing. Oxford University Press.
77
Business Analytics
MBA341B Business Data Management 3 Credits
Course Description
The course is offered to Business Analytics specialization students in the third trimester. It is an
introductory course on Relational Database Management (RDBMS) concepts.
Data being a resource by itself, it becomes part of an organization’s asset management.

Managing data while maintaining accuracy, integrity, quality and consistency is significant
while taking relevant business decisions. The course includes aspects related to database
architecture as part of storage, querying of data as part of retrieval and security of data as part of
management.
Students who take up this course are expected to have a basic understanding of Information
Systems and its applications in various industries. Various concepts of RDBMS will be driven
through hands-on sessions.
Course Objective
This course will enable students to understand the way organizations set up and manage
Database Systems for their business needs.
Learning Outcome
Knowledge:
• Differentiate between data and information and the value they carry
• Understand the concepts of database management systems such as its architecture,
administration and utilization
• Understand the significance and application of relational database management systems
in a business enterprise
Skills:
• Use software to carry out database tasks such as Create, Update and Retrieve data from a
database environment
• Use software to create and carry out basic tasks related to RDBMS environment
Attitude:
• Appreciate the value of data by understanding and practicing ethics while handling data
• Understand the importance of security aspects while working in a RDBMS environment
Unit I Database Management Systems - Overview (3 Hrs)

Data vs Information, Traditional Processing Systems, Database approach, Types of databases –
Personal, Workgroup, Department, Enterprise, Inter-organizational, Virtual Storage, Ethics while
handling data
Functions & Components of DBMS, Risks & advantages of DBMS, Roles & Users of DBMS
Unit II Database Architecture, Models, and Structure (6 Hrs)

Database Architecture, Database schemas – Logical, Conceptual, and Physical, Designing
databases – Database design strategies, Database Models – Hierarchical, Network, Relational,
Object-oriented, Object-Relational - Comparison between different data models.
Database structures – Tables, Views, Indexes
78
Unit III Database Management – Administration (5 Hrs)

Roles & Responsibilities of Database Administrator, Database Integrity and ACID (Atomicity,
Consistency, Isolation and Durability) properties, Transaction Management, Commit and
Rollback of transactions, Concurrency control and Locking, Providing database access and
assigning user privileges
Importance of security in a database management system - Security threats, System vulnerability
and hazards, Computer Crimes, Disaster Recovery Planning, Risk management, Information
Privacy, Database logs, Database audits - Audit trail
Unit IV Database Management – Design (3 Hrs)

Logical design vs Physical design, Cardinality, Types of Keys, Entity Relationship modeling.
Normalization and de-normalization. Setting up an RDBMS environment.
Unit V Data Querying and Retrieval (5 Hrs)

Introduction to Data Definition Language (DDL), Data Manipulation Language (DML),
Structured Query language – Create, Update, Retrieve, Functions & Computation
Unit VI Advanced Querying (5 Hrs)

Nested Queries, UNION, JOIN, Inner JOIN, Outer JOIN, Constraints, Integrity
Unit VII Emerging Trends (3 Hrs)

Data Centers, Distributed Data Storage, Big Data – Storage and Retrieval, Web, Cloud Databases,
Influence of Data Management – Social Media, Business, E-Commerce, Retail, Banking etc.
[Total 30 Hours]
Essential Reading
• Gillenson, M. L., Ponniah, P., Kriegel, A., Trukhov, B. M., Taylor, A. G., Powell, G., & Miller, F.
(2013). Introduction to Database Management. Sahibabad: Wiley India Pvt. Ltd.
Recommended Reading
1. Leon, A., & Leon, M. (2010). Fundamentals of Database Management Systems, McGraw Hill
Education (India) Pvt. Ltd.
2. Hoffer J.A., Ramesh V., &Topi H. (2011). Modern database management (10th ed.).New
Delhi: Pearson.
1. Coronel, C., Morris, C., & Rob, P. (2011). Database Principles – Fundamentals of Design,
Implementation, and Management. Cengage Learning India Pvt. Ltd.
79
MBA342B Artificial Intelligence and Machine Learning: Concepts and Applications
3 Credits
Course Description
This is a three-credit course offered to the students of MBA in Business Analytics in their
third trimester. The course covers the concepts and applications of Artificial Intelligence and
Machine Learning (AI&ML).
Course Objective
The objective of this course is to enable students to understand and apply the concepts of AI
& ML in a business environment.
Learning Outcomes
At the end of the course, the student should be able to,
Knowledge
• Understand the basic tools of AI & ML, their use as a knowledge representation and
reasoning mechanism within an intelligent system.
• Connect the decision-making problems in the business environment with AI & ML
concepts.
Skills
• Lead a project for implementation of AI & ML in a business environment.
Attitude
• Appreciate the idea of the use of AI & ML techniques in the complex business
environment to make a smart decision.
Unit I Introduction to Artificial Intelligence (3 Hrs)

History of artificial intelligence (AI). AI problems. AI techniques. Turing test. AI models.
Unit II Intelligent agents (3 Hrs)

Agents and Environment. Concepts of rationality. Nature of environment. Structure of
agents. Goal-based agents. Utility agents.
Unit III Problem-Solving by searching (6 Hrs)

Problem-solving agents. Problems. Searching for a solution. Uninformed search. Informed or
Heuristic Search. A* search, Heuristic functions.
Unit IV Adversarial search (3 Hrs)

Games. The optimal decision in games. Alpha-beta pruning.
Unit V Knowledge Representation (6 Hrs)

Logical agents. Knowledge-based agents. Proposition logic. First-order logic. Inference in
first-order logic. Propositional Vs. first order inference. Unification & lifts, Clausal form
conversion, Forward chaining, Backward Chaining.
Unit VI Natural Language Processing (5 Hrs)

Introduction, Syntax processing, Semantic Analysis, Pragmatic and Discourse Analysis.
Unit VII Latest in Artificial Intelligence (4 Hrs)

Cases of application and use of AI in Business Scenario
[Total 30 Hours]
80
Essential Reading:
S. Russell and P. Norvig, Artificial Intelligence A Modern Approach, 2nd Edition. Pearson Education,
(2007).
Additional recommended text / reference(s):

1. Jones & Bartlett - Artificial Intelligence Illuminated- Ben Coppin, 2nd Ed. (2004)
2. E. Rich and K. Knight, Artificial Intelligence, 2nd Edition. New York: TMH, (2012), ISBN:
9780070087705
3. Eugene Charniak and Drew McDermott, Introduction to Artificial Intelligence, 2nd Edition.
Singapore: Pearson Education, (2005).
4. George F Luger, Artificial Intelligence Structures and Strategies for Complex Problem Solving,
4th Edition. Singapore: Pearson Education, (2008)
Web resources
http://Philosophy.uchicago.edu/faculty/haugeland.html
http://www.pamelamc.com/html/machines_who_think.html
81
MBA343B Statistical Modeling using R Programming Language 3 Credits
Course Description:
This is a three-credit course offered to the students of MBA in Business Analytics in their
third trimester. It covers (a) introduction to the R programming language, and (b) the
application of R programming language for statistical modeling. The course enables the
students to use the R programming language for performing basic data analysis including
data preparation, data manipulation, data visualization, descriptive statistics and statistical
modeling.
Course Objective:
The objectives of the course are to (a) impart R programming skill among the students, (b)
develop the ability to conceptualize business problems in statistical terms, and,(c) enhance
their understanding of statistical data analysis, so as to be able to use it for solving
managerial problems.
Learning Outcomes:
Knowledge:
• Carry out statistical analysis of business problems using R programming.
• Implement R programming environment in organizations for data analysis.
Skills:
• Effectively use R programming language for basic statistics, statistical modeling and
data visualization.
• Perform statistical modeling using R programming.
Attitude:
• Appreciate the importance of statistical thinking in taking effective business
decisions.
Level of Knowledge:
Students are required to have a good understanding of topics covered in the Statistics for
Management course from the first trimester. They should have reviewed and have a fair
understanding of all the units therein, particularly ANOVA, Correlation and Regression.
Unit I Introduction to R (4 Hrs)

Installing R and R-Studio, downloading packages in R, using the R-Studio interface.
Importing data into R – text files, Excel, from other statistical software packages, from
databases, and from the web, viewing data. Arithmetic with R, Variable assignment, basic
data types in R.Vectors, Matrices, Data frames and Lists. Categorical data – factors,
discretizing variables.
Unit II Data Preparation in R (4 Hrs)

Exploring raw data, basic data visualization through graphs, cleaning data, preparing data
for analysis – missing and special values, outliers and obvious values.
Unit III Data Manipulation in R (4 Hrs)

The DPLYR package and the TBL class, Selecting and mutating data – joining data with
DPLYR, filtering and arranging data, Filtering based on factors, Summarizing data and the
pipe operator, Group by and working with databases.
82
Unit IV Data Visualization in R (6 Hrs)

Frequency tables and Cross-tabulation.
Introduction to base graphics in R, different plot types, adding details to plots, managing
visual complexity, creating plot arrays.
Advanced plot customization, other graphics systems in R.
The ggplot2 package, Grammar of Graphics, aesthetics, geometries, the qplot() function,
statistics in graphs.
Unit V Exploratory Data Analysis in R (4 Hrs)

Exploring categorical data, exploring numerical data, Descriptive Statistics – measures of
central tendency and variability.
Exploratory Data Analysis using graphs.
Unit VI Statistical Analysis (4 Hrs)

Testing of Hypothesis – t-test, Chi-Square test, ANOVA, Correlation.
Unit VII Statistical Modeling (4 Hrs)

Simple Linear Regression, multiple regression – assumption checking, model estimation and
validation.
[Total 30 Hours]
Essential Reading
Wickham H., Grolemund G. (2016).R for Data Science: Import, Tidy, Transform, Visualize,
and Model Data. O’Reilly Media.
Recommended Reading
1. Cotton, R. (2013). Learning R: A Step-by-Step Function Guide to Data Analysis 1st
Edition [Kindle Version]. Retrieved from http://www.amazon.in.
2. Knell, R. (2013) Introductory R: A Beginner's Guide to Data Visualisation, Statistical
Analysis and Programming in R. [Kindle Version]. Retrieved from
http://www.amazon.in.
3. Murray, S. (2013) Learn R in a Day. [Kindle Version]. Retrieved from
http://www.amazon.in.
83
OTHERS
MBA351Cross Functional Decision Making 1 Credit
Course Description
This value added course is provided for the students in the form of simulation work shop in
order to analyze the cross functional decision making of the students. The course is offered
in a workshop mode to expose students in groups to the decision making situations in
business scenario. It helps to understand the nuances of various functions and their
integration in an organisation.
Learning Objectives
At the end of the course the students should,
Knowledge
• Develop an in-depth knowledge of their functional area and have working

knowledge of other functional areas.
• Develop an understanding of the interfaces between the functional areas in an
enterprise.
Skill
• Develop an ability to take analyze uncertain, dynamic, global business situations
and take optimal decisions.
Attitude
• Appreciate the cross-functional nature of decision making.
• Develop ability to work in cross-functional teams.
Course Delivery
• Students would be given a reading assignment (which would require minimum 8

hours) to have a better understanding on the case and to prepare accordingly for the
simulation exercise
• Students undergo a two day (18 hours) intensive simulation exercise that covers the
areas of HR, Marketing, Finance, Operations and General Management.
• Students must prepare a presentation on the consolidated learning from the
simulation workshop (3.5 hours). Presentations must cover the business scenario, the
problem, solutions and the learning.
• Students have to present their learning in a mentoring session (1.5 hours) and the
same would be evaluated by the respective mentor.
• Simulations are carried out in groups of 4-5 students.
• The simulation game is delivered in collaboration with M/s enParadigm, an
organization that specializes in simulation games and imparts training for corporate
executives.
• Students are evaluated on their performance in contributing to the group,
brainstorming with discussions and making a right decision during the conduct of
the simulation.
• Students will need to submit the draft of the report. Content of report is as follows.
• Introduction to the business scenario

• Industry Profile
84
• Functional Areas involved in decision making
• Identification and evaluation of Opportunities
• Best Alternative chosen
• Decisions made with justification
• Results and learning outcomes
• Summary and Conclusion
• Mentors would be evaluating the reports submitted by the students.
Course Work:
• Students to take up the reading assignment (8 hours) and prepare accordingly before
the work shop. They must participate in the workshop for two days (18 hours) and
record their learning from the same.
• Students individually have to prepare for the presentation of their experience gained
from the simulation activity and learning outcomes from the same (3.5 hours). The
same has to be presented to the mentor (1.5 hours).
• Individual reports need to be prepared based on the format provided and submitted
to the respective mentors.
• Students would be assessed by the mentors based on the presentation and report.
85
YEAR II
TRIMESTER- IV
CORE SUBJECTS
MBA431 Strategic Management 3 Credits
Course Description
This paper is offered as a main course in the fourth trimester. The course gives participants a
General Management perspective and facilitates understanding of the concept of strategy,
strategic process and its impact on functional, divisional and corporate levels.
Course Objective
This course attempts to facilitate the understanding of the concept of strategy, strategic
process and its impact on functional, divisional and corporate levels among the students.
Learning Outcomes
On having completed this course students should be able to:
Knowledge
• Appreciate the concept and meaning of strategy, its development and
implementation.
• Gain a sense of strategy implementation and the control measures for effective
decision-making.
Skills
• Develop an insight on strategy at different levels of an organization.
• Understand the strategic drive in multinational firms and their decisions in different
markets.
Attitude
• Develop a “General Manager” perspective to problem solving in an organizational
context where the student is able to transcend the limitations of their current
functional role.
Level of knowledge Conceptual and Applied
Unit I Introduction and Overview of Strategic Management (6 Hrs)

Nature and Scope - Definitions of various strategic terms – Strategy, Corporate Strategy,
Business Strategy, Operational Strategy Competitive Advantage and generic building
blocks, Sustainable Competitive Advantage, Resources, Capabilities,
Resource Based View of the Organization, core competency, distinctive competency,

Mission, Visions, Goals, Objectives, Business Model
Strategy Making Process: cursory concepts
Unit II Strategic Analysis - external and internal factors impacting the organization
(6 Hrs)
External Analysis: Strategic Groups, Competitor Analysis: Porter’s FFF, EFE (External Factor
Analysis) Industry Life Cycle, PESTLED, CPM Matrix (Competitive Profile) Matrix
Internal Analysis: Value Chain Concept and Analysis, IFE (Internal Factor Evaluation)
Matrix
SWOT, TOWS matrix, SPACE matrix
86
Unit III Strategies – Corporate, Business Strategies (12 Hrs)
Business Level Strategy-Part 1: Competitive positioning and the business model,
Competitive positioning and business-level strategy, Competitive positioning: Generic
business level strategies, Dynamics of competitive positioning: Strategic Groups included
Business Level Strategy-Part 3: Strategies in fragmented, embryonic, growth industries,
Navigating through life cycle to maturity, Strategy in mature and declining industries,
Game Theory
Corporate-level Strategy: Horizontal and Vertical Integration, Cooperative Relationships,
Strategic Outsourcing, Related and Unrelated Diversification
Strategy in the Global Environment: Porter’s Diamond, Profitability and profit growth
through global expansion, Cost reduction and local responsiveness pressures, choosing a
global strategy, Basic entry decisions, Global strategic alliances, Mergers & Acquisitions
Strategic Change and Turnaround Strategy: Change Management, Turnaround Strategy,
Unit IV Strategic Implementation and Control (6 Hrs)

Implementing Strategy through Organizational Design: Controls, Structure, Culture;
Building Distinctive Competencies at the functional level
Implementing strategy in companies operating in single industry, across industries and
countries
Strategic Audit; Strategy Review, Evaluation and Control – Balanced Score Card
[Total 30 Hours]
Essential Reading
1. Grant R. M. (2013). Contemporary Strategic Management (6th ed). New Delhi. Wiley India.
2. Hill, Charles W. L. and Jones, G. R. (2013). Strategic Management Theory: An integrated approach
(10th ed.). Cengage Learning.
Recommended Reading
1. David, Fred.R . (2010). Strategic management: concepts (13th ed.). Prentice Hall.
2. Hitt, Michael. A., Hoskisson, Robert. E., Ireland, R. Duane., & Manikutty, S. (2013). Strategic
management. Cengage Learning.
3. Johnson. (2008). Exploring corporate strategy: text and cases (7th ed.). Pearson Education India.
4. Srinivasan, R. (2008). Strategic management: The Indian Context (3rd ed.). PHI Learning.
87
MBA4xyz Business Law 1 Credit
Course Description
This course is offered as a core subject in the fourth trimester. This course emphasizes the
importance of law and various enactments relating to business. It also enables a student to
have good knowledge in the Commercial Law, Taxation and Information Technology Law
and Intellectual Property Law which are very crucial for any business entity.
Course Objective
This course attempts to make the student understand the legal environment in which
business operates and its impact on the business.
Learning Outcomes
On having completed this course students should be able to:
Knowledge: Understand and appreciate the framework of Laws as applied to Businesses in

India.
Skill: Know the legal ecosystem and how to deal with legal professionals.
Attitude: Sharpen idea about the Intellectual property laws and other laws that pertain to
Corporate.
Level of Knowledge - Working Knowledge
Unit I Introduction & Law of Contract (4 Hrs)

Meaning of Law, Purpose of Law, Sources of Law, Classification of Law, National and
International Law, Law of contract – definition, Classification of a contract (including quasi
contracts), Offer or proposal, Acceptance (including exceptions), Consideration (including
exceptions) Introduction to Capacity to contract (including exceptions), Discharge of
contracts, Remedies for breach of a contract, Contract of indemnity and guarantee (including
exceptions and types)]. Contract of bailment and pledge (including duties and rights and
termination of bailment and pledge), Principal and agent, Introduction to E – Contract and E
Commerce (Objectives and its implications on the market) (To discuss Relevant Case Laws
along with the provisions of the Act)
Unit II Negotiable Instruments Act and Money Laundering Act (2 Hrs)

Negotiable Instruments Act: Promissory notes, Bills and cheques, crossing of cheques,
Negotiation, Presentment of negotiable instrument, Money Laundering Act (objectives and
purposes),
Unit III Property Law (2 Hrs)

Classification of Property – Moveable and Immovable Property / Tangible and Intangible
Assets- Definition and Essentials of sale, Sale and Agreement to Sell – Rights and Duties of
Seller and Buyer – Rights of an unpaid seller, Conditions and warranties (including types of
warranties), (Sale of Goods Act. Rights and Liabilities of Parties - Mortgage of Immovable
Property - Hire Purchase / Lease of Property, Exchange / Gift / Assignment of Property,
IPRs-Introduction, Trade Related Intellectual Property Rights (TRIPS), Definition of patents,
88
Register of patents and its procedure, Revocation of patents, Definition of copy right, Copy
rights and it ownership, Infringement of copy right, Definition of a trade mark, Functions of
a trade mark, Procedure and duration of a trade mark, Assignment and transmission of
trade mark.
Unit IV Glimpse of Direct and Indirect Tax Laws and Information Technology Act.
(2 Hrs)
1. Tax Laws: Classification of Taxes and overview of the Acts on Income Tax and
Goods and Service Tax Act, 2017, which covers Excise, Sales Tax, VAT, Service Tax,
Customs Duty Acts.
2. Information Technology Act, 2000: objectives, meaning of digital signature,
protection of transfer of information under this act,
Total [10 Hours]

Essential Reading
1. Albuquerque Daniel, Legal Aspects of Business, Oxford University Press, 2013
2. Kumar Ravinder. (2018). Legal aspects of business (4th edition.). New Delhi: Cengage
Learning
3. Mathur B. Satish, (2018) Business Laws, New Delhi: The McGraw Hill Higher
Education
4. Singhania Vinod and Singhania Monica, Taxmann’s Students Guide to Income Tax
and GST (Latest Edition):New Delhi: Taxmann Publications Pvt.Ltd.
Recommended Reading
1. Saravanavel and Sumathi, Business Law for Management, (5 thEdition), 2017, Bombay, Himalaya
Publishing House
2. Jabwala, N.H. (2011).The law of contracts (7thed.). Bombay: C, Jamunadas & Co Publications.
3. Jabwala, N.H., The sale of goods act. Bombay: C. Jamunadas & Co Publications.
4. Ujjanwar,S.S.(2000). Law of contract. Calcutta: Eastern Law House Publications.
MBA481 Summer Internship Programme (SIP) 6 Credits
Explanation
Summer internship project (SIP) is a key requirement to complete the MBA programme. The student
will have to identify and get in touch with a reputed organisation keeping in mind their
specialization, area of interest learning potential and possible career opportunities. The student is
expected to gain hands on training in a specific work area/role in the organisation after
understanding products, processes, design culture, and all other relevant aspects of the organisation.
The specific role that the student will be playing in the organisation and the scope of their work in the
department will have to be finalised in consultation with the corporate mentor and with the approval
of the academic mentor. SIP is expected provide students with an opportunity to apply their class
room learning to a real life business situation. The students are required to submit a final report in the
specific format detailing their learning in the organisation in addition to appraising their academic
mentor of the weekly progress.
89
MBA4XX Digital Transformation Technologies 3 Credits
Course Description
This course is offered as a core choice-based three-credit elective course for students of all
specializations. The course provides foundational knowledge of key emerging technologies
used for digital transformation of enterprises.
Course Objective
This course attempts to provide students an introduction to some of the important emerging
technologies like cognitive computing including AI, extended reality, blockchain, IoT,
robotics, wearables, cloud computing, big data etc. It is the intent of the course to enable the
students to harness the power of these and future technologies for business innovation and
digital transformation of enterprises. Sensitization of future managers to ethical and societal
challenges associated with digital technologies is another objective of the course.
The spirit of the course is to equip the students with enough awareness of the digital
technologies, such that they will be able to utilize these in their chosen areas of
specialization, without getting bogged down with the technical details.
Learning Outcomes
Knowledge
• Aware of Industry 4.0 and Service 4.0 and how to spot digital threats or
opportunities
• Learn the concepts of cognitive computing, including Artificial Intelligence & Neural
Networks and Machine Learning
• Know the fundamentals of Blockchain and business models around it
• Understand Internet of Things with their ecosystem
• Acquire knowledge of industrial and consumer robotics systems, drones and
autonomous vehicles as well as robotic process automation with their business usage
possibilities
• Appreciate wearables technology and their disruptive potential
• Grasp how to harness emerging and future digital technologies for disruptive
innovation
• Assimilate the ethical and societal challenges associated with these technologies
Skill
• Deal and converse confidently with technologists and practitioners on emerging and
digital technologies
• Identify business areas that can be digitally transformed by application of
technologies
• Innovative thinking for business success through disruptive technologies
• Ability to learn new technologies as they come up and their business application
potential
Attitude
• View emerging technologies as providing exciting business possibilities
• Embrace rather than oppose disruptive changes based on digital technologies
90
• Seek new and transformational areas of business growth by exploiting technology
• Ethical and balanced approach while utilizing these technologies
Pre-requisite
✓ Basic understanding of Information Systems usage in organizations.
Employability
The current business world is riding the Industry 4.0 and Service 4.0 waves. Digital
transformation using new and emerging technologies with disruptive capabilities are being
adopted to create new businesses and business models. The course covers the key
technologies that are currently enabling the same. So, it is highly likely that the students
successfully completing this course, will be of immense value to organizations engaged in
such disruptive transformations.
Students of all specializations will be equipped to be the domain champions of digital
transformation technologies in their chosen specializations.
Specifically, a management graduate with formal education on Digital Transformation
Technologies can contribute in the following roles as well as many other similar roles
effectively:
• Business Analyst
• IT Consultant
• Management Consultant
• Change Management Consultant
• Digital Transformation Manager
• Product Manager
• Operational Excellence Manager

Industry 4.0 and Service 4.0.
Spotting Digital Threats and Opportunities. Gartner Hype Cycle.
Unit II Cognitive Computing and Extended Reality (6 Hrs)

Review of Artificial Intelligence, Machine Learning and Artificial Neural Networks.
Democratized AI. Cognitive Computing. Affective Computing and Emotional AI.
Computer Vision. Conversational Platforms, AI based Chat Bots.
Virtual Reality, Mixed Reality, Augmented Reality, Immersive Reality.
Unit III Blockchain (6 Hrs)

Understanding Distributed Ledger and Blockchain. The Trust Protocol.
Design Principles of the Blockchain Economy. New Business Models using Blockchain.
Implementation Challenges. Regulations and Frameworks.
Unit IV Internet of Things and Industrial Internet of Things (6 Hrs)

IoT Background and Trends.
Elements of IoT And Its Ecosystem. Understanding IoT Business Value Proposition.
IoT Project Steps. Adopting IoT into organization.
IoT Security Essentials. Standards and Frameworks for IoT.
Unit V Robotics and Wearables (4.5 Hrs)

Industrial Autonomous Robots, Consumer Robots & Assistants.
Drones, Autonomous Vehicles and AGV.
Review of Robotic Process Automation.
Current & Emerging types of Wearable Technologies.

91
Design Services Around Wearable Devices. Key Wearable Services Design Concepts.
Processing Framework for Wearable Technology.
Storytelling for Introducing New Wearables.
Unit VI Business Innovation Through Digital Technologies (1.5 Hrs)

Harnessing the 5 Principles of Disruptive Innovation for Business Success.
Pitfalls of Mis-managed Innovation.
Unit VII Other Emerging Trends and Ethical Issues* (3 Hrs)

Review of Cloud, Big Data, Edge Computing, Micro Services.
Latest Published Technology Trends by Deloitte, Gartner and Accenture.
Ethical and Societal Challenges Associated with Digital Technologies.
[Total 30 Hours]
Recommended Reading
8. Schwab. K. (2017). The Fourth Industrial Revolution. Portfolio Penguin.
9. Fingar. P. (2015). Cognitive Computing: A brief guide for Game Changers. Meghan Kiffer Press.
10. Finlay. S. (2017). Artificial Intelligence and Machine Learning For Business (2nd ed). Relativistic.
11. Tapscott D., Tapscott A. (2018). Blockchain Revolution (2nd ed). Portfolio Penguin.
12. Kranz. M. (2017). Building the Internet of Things: Implement New Business Models, Disrupt
Competitors, Transform Your Industry. Wiley.
13. Sullivan. S., (2017). Designing for Wearables: Effective UX for Current and Future Devices,
O'Reilly.
14. Christensen. C.M. (2013). Innovator's Dilemma: When New Technologies Cause Great Firms to
Fail, Harvard Business Press.
15. Christensen. C.M., Raynor. M.E. (2013). Innovator's Solution: Creating and Sustaining Successful
Growth, Harvard Business Press.
16. Kelly. K.. (2016). The Inevitable, Penguin.
92
MBA432D - Business Analysis 3 Credits
Course Description
In today’s complex business environment, an organization’s adaptability, agility, and ability
to manage constant change through innovation can be keys to success. The course
recognizes the foundational knowledge of individuals entering the field of business analysis.
The online competency-based exam conducted by International Institute of Business
Analysis, Canada is aligned with A Guide to the Business Analysis Body of Knowledge
(BABOK® Guide).
Course Objective
This course attempts to equip students to attempt the ECBA exam conducted by IIBA,
Canada. On completion of the course, it will equip the students to identify the need for
change in organizations, articulate the solution that will deliver the change and define a
business case justifying the investment needed to implement the change. Once a student
earns the ECBA, he/she is eligible to take the ECBA+ Practicum to develop his/her skills to
be job-ready, day one. This course will help the students to seize the job opportunities
presented by rapidly changing marketplace.
ECBA is targeted at:
• Individuals entering the BA profession:
o Students enrolled in BA academic programs
o New graduates
• Professionals transitioning careers
• Functional managers who are not BAs but manage them
Learning Outcomes:
• To become a competent business analyst by acquiring core business skills and
specialized knowledge as per BABOK® Guide.
Knowledge:
• To understand the Business Analysis Body of Knowledge (BABOK)
• To study the knowledge areas and techniques to perform the tasks
Skill:
• Influencing skills to work with stakeholders
• Ability to attempt and clear ECBA, ECBA+ exams as per IIBA norms
Attitude:
• Interact as a Business Analysis professional with all the stakeholders in a global setting
Level of Knowledge Conceptual and Basic understanding
Unit I Introduction to Business Analysis and BABOK (6 Hrs)

Overview of IIBA and the BABOK Guide, Structure of the BABOK, Business Life Cycle,
BACCM and Themes, Classification of requirements schema, Key stakeholders,
Understanding Business Problem, Underlying Competencies: analytical thinking and
problem solving, behavioral characteristics, business knowledge, communication skills,
interaction skills, Tools and technology.
Unit II Business Analysis Planning and Monitoring (3 Hrs)

Business Analysis Planning and Monitoring Core concept model, BA approach, stakeholder
engagement, governance, information management, performance improvements.
93
Unit III Elicitation and Collaboration (3 Hrs)

Prepare for elicitation, conduct and confirm elicitation results, communicate BA information
Manage stakeholder collaboration. Documenting Business requirements, Prioritizing
Business requirements.
Unit IV Requirements Life Cycle Management (3 Hrs)

Trace requirements, maintain requirements, prioritize requirements, assess requirement
changes and approve the requirements.
Unit V Strategy Analysis (3 Hrs)

Analyze current state, define future state, assess risks, Define change strategy
Unit VI Requirements Analysis and Design Definition (6 Hrs)

Specify and model requirements, verify requirements, validate requirements, define
requirement architecture, define design options, analyze potential value and recommend
solution. Prioritizing Business requirements, Stakeholder analysis, Stakeholder Role and
Groups, Onion Diagram approach, interest and influence, stakeholder Map, RACI matrix,
Techniques.
Unit VII Solution Evaluation (6 Hrs)

Measure solution performance, analyse performance measures, assess solution limitations,
assess enterprise limitations, recommend actions to increase solution value.
[Total 30 Hours]
Essential Reading
IIBA. (2016). A Guide to the Business Analysis Body of Knowledge Version 3.0 (BABOK Guide, Version 3.0)
EVALUATION CRITERIA:
CIA I Evaluation: (20 Marks)

Components Marks Weightage
Objective test (MCQ) 20 - 50%
Case Analysis 20 - 50%
CIA 2: “NO Centralised MID-TERM EXAMINATION”

Chapter coverage: Units 1, 2 and 3
Group Presentation 20 - 50%
CIA 3 Evaluation: (20 Marks)

Case Analysis 20 - 50%
END TERM EXAMS: “No Centralised END-TERM EXAMINATION”
Chapter coverage: All Units
94
TRIMESTER- IV
Finance
MBA441F International Financial Management 3 Credits
Course Description
This course provides students with a conceptual framework of how financial decisions are
undertaken in a multinational company and familiarizes students with unique economic
factors that challenge a financial manager in the international context.
Course Objective
This course attempts to sensitize students the international interference and its impact on
financial decisions particularly in multinational companies.
Learning Outcomes
Knowledge
• Understand the implications of companies operating in a multinational context
particularly in the context of foreign currency exposures that companies take.
• Understand the concepts that are used while dealing with foreign currency.
• Understand the regulatory issues connected to foreign currency markets / foreign
currency operations.
• Understand the different types of credit facilities that the export / import traders are
eligible for with financial institutions.
• Understand the market conventions while quoting exchange rates.
Skill
• Measure accounting and economic exposures to which companies that deal in
international trades are exposed to.
• Evaluate the alternatives while taking decisions on the forward covers to hedge foreign
currency exposures and choosing the most appropriate one.
Attitude
• Understand the importance of being ethical and socially responsible while dealing with
all the participants of the foreign exchange markets.
• Understand the importance of strictly adhering to the regulations laid down while
undertaking foreign exchange operations.
• Develop an integrative thinking while understanding the interplay of various factors
that affect the currency markets.
• Understand the importance of collaborative work in diverse teams across nations while
conducting business across nations.
Level of Knowledge: Conceptual and Working
Unit I Introduction to International Financial Management (6 Hrs)

The environment – the nature of international risk exposure – International Monetary
system - determination of exchange rates –– Balance of payments- – Interest parity –
international fisher effect
Unit II Foreign Exchange Market (6 Hrs)
95
Functions – Participants - currency derivatives – Forwards – Swaps – Currency futures and
Options – Interest rate futures – speculation
Unit III Foreign Exchange Risk Management (6 Hrs)

Measuring and managing accounting exposure – transaction exposure – translation
exposure – Hedging – measuring and managing economic exposure - managing operating
exposure – managing interest rate exposure
Unit IV Managing Multinational Operations (4 Hrs)

Multinational taxation- inter-company fund flow - Multinational working capital
Management- Foreign Trade - Short–term financing - Financing the global firm – global cost
of capital and financial structure – Equity and debt financing through global markets.
Unit V Foreign Investments (4 Hrs)

Decision – corporate strategy – International portfolio diversification - foreign direct
investment - multinational capital budgeting – international project appraisal - political risk
and country risk analysis.
Unit VI An Overview of Foreign Trade and Foreign Exchange (4 Hrs)

Meaning-types-financing of foreign trade-banks and institutional finance- export and
import- financing and Documents- letter of credit-types-foreign exchange and foreign
exchange markets-players and dealers in foreign exchange-volume and dynamics of foreign
exchange.
Management of foreign exchange instruments - money market and capital market –
Exchange rate arrangement in India- foreign trade contracts: terms and documentation-
managing of foreign exchange reserves-an outline of FEMA and foreign exchange
management in India.
[Total 30 Hours]
Essential Reading
Vi jMadhu.,(2006). International Financial Management. New Delhi: Excel Books.
Madura Jeff., International Financial Management. South – Western Thomson Learning.
Recommended Reading
1. Eietemanetal David K., Multinational Business Finance. Pearson Education
2.AptePrakash G., Global Business Finance. Tata McGraw – Hill.
3. Bharadwaj H.P., (1994). Foreign exchange handbook. Wheeler Publishing.
4. SharanVyuptakesh., (2009). International Financial Management. New Delhi: PHI Learning Pvt Ltd
Publications.
5. Apte P G., (2008). International Financial Management. New Delhi: Tata McGraw Hills Publications.
6. Shapiro Alan C., (2008). Multinational Financial Management. New Delhi: Wiley India Pvt Ltd.
96
MBA442F Derivatives 3 Credits
Course Description
The course provides a comprehensive knowledge to the students about the functioning of
the domestic derivatives markets with a practical approach. It also kindles sufficient interest
in them to consider this area for their career growth, particularly in risk management.
Course Objective
This course attempts to provide a comprehensive knowledge to the students about the
functioning of the domestic derivatives markets with a practical approach
Learning Outcomes
Knowledge
• Understand the conceptual and practical framework of the functioning of derivative
markets.
• Develop a working knowledge about hedging, arbitraging and trading in derivative
markets and the use of derivative products in risk management.
• Understand derivative markets as an asset class for investments.
Skill
• Analyze practically the interconnectedness of the markets and follow the day-to-day
developments in the derivatives markets.
• Understand and use technical analysis in derivatives trading.
Attitude
• Understand the importance of ethical behavior while operating in this market.
Level of Knowledge: Working and Applied
Unit I Derivatives- An Introduction (3 Hrs)

Introduction – Risk management- Derivatives- Derivatives Products -Classification of
Derivatives- Participants in Derivative Markets- Evaluation of Derivatives- Functions of
Derivatives Markets- Misuse and Criticism of Derivatives.
Unit II Forwards and Futures (8 Hrs)

Forwards And Futures
Introduction- Forward Contract- Settlement of Forward Contract- Futures Contract-
Specifications of Futures Contract- Open Interest- Difference between- Forward and Futures
Contract- Pricing a Forward and Futures Contract.
Commodity Futures
Benefits of Commodity Futures- Futures Contract on Commodities- Pricing Commodities
Futures- Hedging with Commodities Futures- Perfect and Imperfect Hedge- Basis & Basis
Risk, Optimal Hedge Ratio
Stock and Index Futures
Introduction- Index Futures- Futures Contract on Indices and Individual Stock- Features and
Specifications of Stock or Index Futures- Pricing Stock and Index Futures- Application of
Index Futures- Hedging through Index Futures
Interest Rate Forwards And Futures
Introduction- Forward rate agreement (FRAs)- FRA – The product- Hedging with FRA-
97
Speculation with FRA- Arbitrage with FRAs- Eurodollars/Futures.
Unit III Swaps (3 Hrs)

Interest Rate and Currency Swap
Interest Rates and currency swaps- Introduction- Interest Rate Swaps- Features of Swap-
Need of Swap Intermediary- Applications of Swaps- Rationale for Swaps Comparative
Advantage- Types of Interest Rate Swaps
Unit IV Options-Basics (3 Hrs)

Introduction- Terminology of options- Call option- Put Option- Moneyness of Options-
Types of options- Understanding Options Quotations- Trading and Settlement- Margins in
Options- Differences between options and futures/ Forwards
Unit V Options Pricing (10 Hrs)

OPTION PRICING - I
Introduction- Intrinsic value and Time Value- Arbitrage based relationship of option
Pricing- Put call parity
OPTION PRICING II
Introduction- Binomial option pricing model-Applying Binomial model- Factors affecting
the options price- Black Scholes option pricing model- Assumption of Black Scholes Model-
Interpreting the Black Scholes model- Put pricing using the BSM- Measuring historical
volatility- Implied volatility
OPTIONS – APPLICATION
Hedging with Stock options- Hedging with Index options- Straddle – Long and Short-
Strangle- Long and Short- Straps and Strips- Bull Spread- Bear Spread- Butterfly Spread-
Factors affecting the Spread
Unit VI Credit Derivatives (3 Hrs)

Introduction- Credit Derivatives- Types of Risk- Assessing Credit Risk: The Probability of
Default- CDS – Credit Default Swaps
[Total 30 Hours]
Essential Reading
Rajiv Srivastava, Derivatives and Risk Management, Oxford University Press
Recommended Reading
1. Hull, J. C. (2011) .Options, futures, and other derivatives (8th ed.). Prentice Hall.
2. Parameswaran, S. K. Futures markets- made easy with 250 Q & A (1st ed.). Tata McGraw Hill.
3. Varma, J. R. Derivatives and risk management.(1st ed.) Tata McGraw Hill Publications
98
MBA443F Management of Financial Services 1 Credit
Course Description
This course familiarizes the students about the Indian financial System. Within the financial
system, the focus of study would be the financial products, financial institutions, money
market and capital markets.
Course Objective
This course attempts to familiarize the students about the Indian financial System and its
impact on the constituents of the system.
Learning Outcomes
Knowledge
• Develop an understanding of the functioning of the financial system in India, its
constituents namely, the institutions, markets, instruments, services and intermediaries.
Skills
• Develop a critical, analytical and integrative thinking while understanding the
functioning of Money and Capital Markets (Primary and Secondary included) and the
role played by the regulators in the smooth functioning of the markets.
Attitude
• Understand and develop ethically and socially responsible ways of conducting business
while operating in a financial system.
Level of Knowledge: Moderate and Applied
Pedagogy:
The course would be delivered using seminars for different units delivered by practitioners
in the area for a maximum of 6 hours. Students are required to mandatorily attend these
seminars. No other contact class hours are envisaged for this course. Students would also
have to do a project for 15 hours in the subtopics covered in the course.
Students also would be required to take end of the module quizzes.

Deliver project milestones, at regular intervals spanning across the length of the trimester,
the project milestones will have
Evaluation: Total50 marks

Criteria:
Quizzes: 25 marks
Project milestone 1 [10 marks]: – self-study of units and submission of 2000 word note on
select topic by week 3 of the course
Project milestone 2 [10 marks]: Identify a project (group project of 3) with a firm on the areas
covering financial markets and submit a report by week 8 of the course
Project milestone 3 [5 marks]:Viva by week 10.
Course outline:
Unit I Overview of Indian Financial System and Services
Financial system – An overview, Indian financial system, Global financial system, Financial
services – An overview
99
Unit II Money Markets

Role and responsibilities of RBI with respect to money market, RBI monetary policy and its
relevance to money market.
Money market, Call money market, Commercial paper market, Commercial bill market,
Certificate of deposit (CD), Treasury bills, Govt. Securities market
Unit III Capital Markets – Primary Market

Capital markets – An overview, Capital market instruments, Capital market reforms, New
issues market – A Conceptual framework, New issues market – An evaluation, Prospectus,
Global depository receipts
Unit IV Capital Markets - Secondary

Stock exchange – An overview, Stock exchange trading, Stock exchange – Regulatory
framework, Indian stock exchanges – A Profile, Insider trading, listing, Delisting, SEBI –
Functions and Working, Restructuring of Indian stock exchanges – Major issues - Ethical
dimensions of Financial Markets. Need for self-regulation and role of SEBI in the functioning
of financial markets.
Unit V Financial Institutions

Clearing Corporation of India Limited (CCIL), Credit Information Bureau of India Limited
(CIBIL), Discount and Finance House of India Limited (DFHI), Over-the-Counter Exchange
of India Limited (OTCEI), National Securities Depository Limited (NSDL), National
Housing Bank (NHB), Export Import Bank of India (EXIM)
Unit VI Financial Services

Credit rating, Hire purchase finance, Factoring and Forfaiting, Leasing- An overview, Lease
evaluation, Mutual funds, Securitization, Venture capital and Private equity funds -
Financial innovation, their importance and impact on the functioning of the institutions.
Potential systemic impact of these innovations and their ethical dimension.
Recommended Reading
1. Prof Balaji Rao D. G. Financial markets and Investment Instruments (2nd ed.). Skyward Publishers
2. Dr Gurusamy, S. Financial markets and institutions (2nd ed.).Tata McGraw Hill.
3. Dr Gurusamy, S. Indian financial system. Tata McGraw Hill.
4. Khan, M.Y. (2011) Financial services (5th ed.). New Delhi: Tata McGraw Hill Publications.
5. Bhalla, V.K. (2010) Management of financial services (1st ed.). New Delhi: Anmol Publications Pvt.
Ltd.
6. Srivastava, R.M. (2010) Financial management. Mumbai: Himalaya Publishing.
7. Bhole, L.M. (2008) Financial institution and markets (3rd ed.). New Delhi: Tata McGraw Hill
Publications.
8. Argandona A. (2012) Three Ethical dimensions of the Financial Crisis Working paper, University of
Navara, IESE Business School
9. Jennings M.M. (2013) Ethics and Financial Markets: The Role of the Analyst, Research Foundation
CFA Institute
100
Add-on Course
MBA451 Financial Econometrics 2 Credits
Course Description
This course is concerned with the econometric tools that are indispensable for analyzing
cross section and time series data in economics, business, finance and international finance.
The course deals with theoretical concepts and empirical applications of econometric models
with emphasis on time series analysis. It offers students hands-on experience in econometric
modelling and problem-solving, extracting results and interpretation related to econometric
analysis of cross sectional and time series data.
Course Objective
This course attempts to equip students with the econometric tools for analyzing cross section
and time series data in economics, business, finance and international finance.
Learning Outcomes
Knowledge
• Conduct preliminary analysis of economic and financial data.
• Understand and apply econometric models for times series analysis for explanation and
forecasting of the time series data.
Skill
• Construct economic models (cross-sectional or time-series).
• Use SAS / STATA applications for performing econometric analyses and interpret the
results.
• Perform statistical tests to check the robustness of econometric models.
Attitude
• Appreciate the ethical and social dimensions of performing econometric analysis.
Unit I Ordinary Least Square (OLS) Regression (3 Hrs)

OLS Model – Form, Assumption, Variable selection Methods, Model fit measures &
Hypothesis testing. Residual analysis (Outliers, Leverage and Influence statistics – meaning
and use). Multicollinearity Problem –Detection & Remedy for Multicollinearity – Impact of
multicollinearity on prediction and explanation of predictive ability of regressors.
Heteroscedasticity Problem – Tests for Heteroscedasticity – informal and formal methods –
WLS estimation. Difference between OLS and WLS. Autocorrelation (spatial) – Detection of
Autocorrelation – Remedial measures. Using STATA/SAS for OLS regression.
Unit II Time Series Analysis – Introduction and Decomposition Model (3 Hrs)

TSA – Introduction, Components, Stochastic nature of TS. Introduction to Decomposition
Models – Fitting trend - cycle model. Decomposition of trend, seasonal, cyclical and random
error components. Decomposition Models (Depersonalization). Forecasting, Forecasting
accuracy measures. Smoothing models – Moving average, Exponential smoothing models.
Unit III Seasonal Auto Regressive Integrated Moving Average (SARIMA) family of
Models for Forecasting (4 Hrs)
101
Concept of stationary process, Auto correlation, Differencing, ACF and PACF. AR Model –
AR (1), AR (3) and AR (p) model – characteristics of AR process. MA model – MA (1), MA
(3) and MA (q) models – Characteristics, Detection tools. ARMA models – Detection using
ACF and PACF curves. Estimation of model parameters and Forecasting. ARIMA models –
Detection using ACF and PACF curves. Determination of model parameters. Forecasting
using ARIMA models. SARIMA Models – Identification, Estimation and Forecasting using
SARIMA models.
Unit IV Non Stationary Process, Unit Roots and Co integration (4 Hrs)

Non stationary processes, Differencing, Random walks, Test for unit roots. Dukey Fueller’s,
Auxillary DukeyFueller’s, Phillip – Perron tests. Concept of Co integration. Co integration
and Error Correction Models (ECM). Vector Auto Regression (VAR) – Form, estimation and
interpretation of results from VAR analysis. Granger / Johansen’s test for causality.
Unit V Panel Data Regression (4 Hrs)

Panel data – Introduction and form of the panel data regression model. Fixed effect and
Random effects model. Hausman’s specification test. Algorithm for choice between fixed
effects, random effects and pooled OLS models. Extraction and interpretation of Panel data
regression results using STATA /SAS.
Unit VI Data sources and Query (2 Hrs)

Secondary data sources for cross sectional and time series data in finance. Querying for
specific micro and macro level data using prowess. Basic and advanced query for papers
and articles in finance area using Proquest / Capital line / SSRN.
[Total 20 Hours]
Essential Reading
1. Gujarati, DN and Porter DC, Basic Econometrics, 5th edition, McGraw-Hill, Australia, 2009
Recommended Readings
1. Greene WH. Econometric Analysis, 7th Edition, Pearson Education, Asia, 2010
102
MBA4XXX Elementary Econometrics 2 Credits
Course Description
The course is designed to provide students with the understanding of econometrics as an
enabler of analysis of financial and economic data and how to interpret the results for
decision making. The course focus on application-oriented learning and thus will follow
hands-on pedagogy and real-life data and problems where students can apply econometrics
tools for analysis.
Course Objective
The course seeks to familiarize the students with basic econometric concepts and tools which
find common application in analysis of economic and financial data. The course will take
hands-on approach to help students get comfortable with handling and working with
datasets in econometric software (Eviews) and R. The course will facilitate conducting
empirical econometric research using economic and financial data.
Learning Outcomes
By learning the course, the students should be able to:
Knowledge
• Understand econometric procedures for understanding data characteristics and
analysing it for a defined purpose.
• Data analysis for understanding relationships between economic and financial
variables based on models.
Skill
• Data extraction and data handling
• Use econometric softwares for testing, conducting analysis and interpreting results
• Construct economic models
Attitude
• Appreciate the potential of data analysis in decision making and become comfortable
with handling data and conducting analysis
• Understand and appreciate ethical implications of data fabrication and improper
analysis for decision making.
Level of Knowledge: Working and applied
Unit I Introduction to Econometrics (3 Hrs)

What is econometrics? Rationale behind building of econometric models and the areas of
application. Empirical studies: Steps carried out by an econometrician. Different data types
and their properties – cross section, time series and panel data– examples from Indian
context. Confidence Interval and Hypothesis testing.
Unit II General Linear Model (5 Hrs)

Form, Assumptions, BLUE; Confidence intervals for unknown parameters; Ordinary Least
squares (OLS) estimation, Goodness of Fit; Violations of Classical Assumptions and
Remedies: Multicollinearity, heteroscedasticity, autocorrelation, specification error; Two
variables Linear Regression Model- Example; Multiple Linear Regression Model- Example;
Introduction to functional forms – for example, exponential and logarithmic – Linear Log;
Log-Linear; Double Log.
103
Unit III Introduction to Time Series Analysis (3 Hrs)

Nature of time series data; Stationary versus Non-stationary Time Series; Random walk
models, tests of Stationarity: Correlogram, Unit Root Tests; Components of Time Series:
Secular trend, Seasonal variations, Cyclical fluctuations, Irregular variations; Detrending
and Smoothening of time series data.
Unit IV Forecasting Financial Time Series (4 Hrs)

AR, MA and ARMA models, Box-Jenkins methodology for ARIMA models.
Unit V Multivariate Time Series Analysis and Modelling Long Run Relationships (5 Hrs)
Vector Autoregression Model (VAR): Estimation and Identification; Causality applying
Granger Causality Tests and VAR model. Cointegration: Cointegration and common trends,
Johansen’s Cointegration test; Error Correction Models: Estimation and interpretation;
Vector Error Correction Model.
[Total 20 Hours]
Software Required:
Eviews (www.eviews.com); R
Reference Books:
1. Gujrati, D. (2009). Basic econometrics (5th ed.). New York: Tata McGraw-Hill
2. Brooks, C. (2008). Introductory econometrics for finance (2nd ed.). Cambridge: Cambridge
University Press.
1. Wooldridge, J. M. (2007). Introductory econometrics: A modern approach. USA: Thomson
South-Western.
104
MBAXXX Taxation for Managers 1 Credit
Course Description
This course provides a working level understanding of the Fiscal policies of India, Income
Tax Act 1961, Central Excise, Central Custom provisions, Service Tax, VAT, GST and their
impact on managerial decisions in actual practice.
Course Objective
This course attempts to expose students to various taxation laws and their impact on
business decision making in general and financial decision making in particular.
Learning Outcomes
Knowledge
• Understand the existing tax laws, both direct and indirect covered in the curriculum,
interpret and apply them in the globalised nature of the current business.
Skills
• Undertake tax planning within the ambit of Indian Tax laws particularly Income Tax Act
1961 and the other key laws governing indirect taxation, covered in the curriculum.
• Think ‘taxability’ from a strategic perspective when ideating and finalizing business
strategies.
Attitude
• Understand and appreciate the ethical and social dimensions of taxation.
• Understand the clear difference of tax evasion, tax avoidance and tax planning.
Unit I Provisions of Income Tax Act 1961, Planning And Fiscal Policies (1 Hr)
Basic Concepts of Fiscal Policies & Definitions, Residential Status & Tax Incidence
Unit II Profit from Business or Profession & Planning (3 Hrs)

Profit from Business or Profession, Capital Gains & Planning, Income from other sources &
Tax Planning, How to plan for Clubbing provisions, Tax Planning through Carry Forward &
Set off of Losses and Deductions from Total Income.
Unit III Tax Planning In Special Areas (3 Hrs)

Tax Planning through Amalgamation & Merger, Holding & Subsidiary Company, Capital
Structure, Minimum Alternative Tax and its compliance and planning and other aspects of
Tax Planning and Compliance, NRIs & Tax Planning, DTAAs, Transfer pricing and
proposed GAAR.
Unit IV Provisions of GST (2 Hrs)
Unit V Taxation & Governance (1 Hr)

Contribution of direct and indirect taxation to the Indian economy, tax evasion and tax
avoidance, tax as a levy for the Government’s enabling role and GAAR.
[Total 10 Hours]
Essential Reading
1. Manoharan, T. (2013). Direct Tax Law, Taxman Publication, New Delhi
2. Daity, V. (2013). Indirect Tax law, Taxman Publication, New Delhi
105
Recommended Reading
1.Ahuja, G., & Gupta, R. (2013). Direct taxes: law and practice. New Delhi: Bharat law House.
2. Kanga, J., & Palkhivala. (2013). Income tax Bombay. 1-3, N-M. Tripathi, Mumbai
3. Singhania, V. (2013). Direct taxes: law and practice. New Delhi: Taxman Publication.
4. Manuptralaw.com & Incometax.gov.in
5. ITR reported cases, HBR cases on Taxation
6. Course Material
106
Human Resource
MBA441H Training and Development 3 Credits
Course Description
The course is offered as a human resource elective in the third trimester. The course includes
both the cognitive and the behavioral component. It will help develop both knowledge and
skills in human resource development. Students will have an increased knowledge,
understanding, and application about the training function, training processes, design
considerations, alternative methods of instruction, implementation issues, and training
evaluation. It is expected to develop and improve their skills at applying the training
processes in any context.
Course Objective
This course attempts to impart knowledge, understanding, and application about the
training function, training processes, design considerations, alternative methods of
instruction, implementation issues, and training evaluation to the students.
Learning Outcomes
Knowledge
• Understand training and development as a HRD strategic tool in the development of
employees.
• Integrate the concepts, principles and issues connected with training and development
in designing a training program.
Skill
• Build capacity to develop, deliver and implement training programs in an organization.
Attitude
• Gain the perspective to identify, design, deliver and evaluate a feasible, meaningful and
relevant training and development program.
Syllabus
Unit I Training in Organizations and Business Strategy and HRD (4 Hrs)

Overview of training, opportunities and challenges for training, important concepts and
meaning. Strategic planning, OD, strategy, and training, developing an HRD strategy, focus
on small business (Self learning module) *
Unit II Learning, Motivation and Performance (4 Hrs)

Understanding motivation and performance, understanding learning, social learning theory,
aligning training design with learning process, motivation to learn, training that motivates
adults to learn (Self learning module).*
Unit III Need Analysis and Training Design (6 Hrs)

Why conduct a TNA? When to conduct a TNA?, the TNA model, where to look for
organizational gaps, the framework for conducting a TNA, output of TNA, approaches to
TNA, TNA and design
Organizational constraints, developing objectives, why use training objectives? Facilitation
of learning: focus on the trainee, Facilitation of learning: focus on training design,
107
Facilitation of transfer: focus on training, Facilitation of transfer: focus on organizational
intervention, design theory and outcomes of design
Unit IV Training Methods: Traditional and Computer Based (6 Hrs)
Matching outcomes with methods, lectures and demonstrations, games and simulations, on-
the-job training, audiovisual enhancements to training
Overview of computer based training (CBT), computer-based training methods
Unit V Development and Implementation of Training and Evaluation of Training (5 Hrs)

Instructional strategy, materials and equipment, manuals, facilities, trainer, alternatives to
development, Implementation ideas for training, Implementation ideas for trainer, dry run,
pilot program, transfer of training Quantitative aspects such as Return On investment
Rationale for evaluation, resistance to training evaluation, why must we evaluate, types of
evaluation data collected – process data and outcome data, models of evaluation, evaluation
beyond learning .
Unit VI Key Areas of organizational Training and Management Development (5 Hrs)

Overview, orientation training, diversity training, sexual harassment training, team training,
other training programs and issues, the learning organization
Why focus on management development, approach to management development, General
Management overview of the managerial job, General Management characteristics of
managers, integration: strategies and management characteristics, management
development implications, sources of knowledge/skill acquisition, training for executive
level management
[Total 30 Hours]
Skill Development
1. Design, deliver and evaluate a training module
2. Experiential learning through Case studies, group discussions, exercises, games, role-plays &
psychological instruments; small group interaction, group tasks and presentations
Indicates self-learning modules which will be evaluated through seminars,

presentations based on research/ written assignments/projects *
Description of books and additional reading materials
Essential Reading
1. Blanchard. P. N., & Thacker, J. W. (2009). Effective training: Systems, strategies, and practices (2nd
ed.). Pearson Education.
2. Noe, A. R. (2008). Employee training and development. The McGraw-Hill Companies
Recommended Reading
1. Anderson, A.H. (2000). Training in practice: Successful implementation of plans. Infinity Books
2. Irwin, L. Goldstain. L. I., & Ford, J. K. (2002). Training in organization: Needs assessment,
development, and evaluation (4th ed.).Thomson Learning
3. Janakiram, B. (2007). Training & development, Biztantra innovations in management. Dreamtech
press.
4. Mcgrath, E. H. (2008). Training for life and leadership in industry. Prentice Hall of India Pvt Ltd.
5. Phillips, J. J. (2004). Handbook of training evaluation and measurement methods. Jaico Publishing
House
6. Sahu, R. K (2005). Training for development: All you need to know. Excel Books.
Truelove, S. (2009). Training and development: theory and practice. Jaico Publishing
108
MBA442H Human Resource Metrics and Analytics 3 Credits
Course description:
This introductory course introduces students to HRM metrics and analytics. This course
intends to increase students’ awareness of the usefulness of HRM metrics and analytics and
equip in using them at the workplace. Complexity in today’s workforce, new technology
investments, economic pressures, talent as a competitive edge, aligning the people strategy
with the business strategy and many other reasons are driving a change in HR to be
analytics-dependent. In this era of ERP / HRMS based system, employee and HR database is
either an integral part or remains strongly coupled with the main data warehouse. In such
an environment, organizational goals and KPIs drive the HR performance
measures/metrics. This has evolved in Scorecard based performance management systems -
applied for individual employee as well for overall HR performance.
This course has three central themes:
(1) To expound HR measurement and data analytics concepts, and
(2) Framework for applying this concept in an end-to-end HR business process for the entire
life-cycle of employees
(3) Hands on training
This course attempts to help students to expound HR measurement and data analytics
concepts and introduces a framework for applying this concept in an end-to-end HR
business process for the entire life-cycle of employees.
Learning Outcomes
By the end of the course the student should be able to:
Knowledge:
• Integrate issues related to creating value in human capital, social capital, by using
HRM metrics in performance management, training & development, compensations
management, human supply chain and the use of dash boards.
• Integrate knowledge of metrics and analytical models and their implications for
human resource management and people operations.
• Apply their understanding of analytics and institutional context/differences to
evaluate the challenges and opportunities of doing business in HR domain.
• Display an understanding of transformational HR operations in interactions with
other strategic business concepts.
Skill:
• Predict/arrive at decisions based on analytics data.
Attitude:
• Be open to different and emerging viewpoints, techniques and methods of
operations, measurability and analytical.
Syllabus
Unit I Quantitative HRM (6 Hrs)
Framework of HR measurement
How decision science influences HR measurements, connecting measures and
organizational effectiveness, Today’s HR measurement and approaches. Evolution of HR
Analytics; HR Metrics and HR Analytics; Analytical Pyramid- Descriptive and Predictive
models; Intuition versus analytical thinking; Ethical issues in Analytics; HRMS/HRIS and
data sources; Analytics frameworks like LAMP, HCM: 21 Model.
HR measurement
109
Traditional vs. contemporary HR measures; Fundamental analytical concepts from statistics
and research design; analytical concepts from economics and finance. Analytical Foundation
of HR measurement
(Self learning module)(3 Hrs)
Unit II Using HR Metrics for maximum impact (6 Hrs)
Measures of efficiency, effectiveness and impact in HR processes and optimizing HR
decisions. Staffing Metrics; Performance and compensation metrics; Learning and
developmental metrics. HR’s role in value chain. Developing Human Resources Balanced
Score Card.
Unit III Business understanding and forecasting for HR (6 Hrs)
Workforce segmentation and search for critical job roles; Statistical driver analysis –
association and causation; Linking HR measures to business results; choosing the right
measures for scorecards; Identifying and using key HR Metrics. Metrics and organizational
Ethics. Workforce planning including internal mobility and career pathing; training and
development requirement forecasting and measuring the value and results of improvement
initiatives; optimizing selection and promotion decisions.
Unit IV Communicating HR data and processing (6 Hrs)
Data requirements; identifying data needs and gathering data; HR data quality, validity and
consistency; Using historical data; Data exploration; Data visualization; Association between
variables; Insights from reports; Root cause analysis of HR issues. Developing HR Metrics
Dashboards- using templates and spreadsheets (Workshop Mode)
Unit V Modeling in HR (6 Hrs)
Descriptive and indicative models for Employee retention and turnover; workforce
productivity and performance; scenario planning.(Workshop Mode)
[Total 30 Hours]
Skill Development
1. Students will have to develop metrics and interpret them based on simulation.
2. Case studies, group discussions, exercises, games.
3. Hands on Experience and practical, small group interaction, group tasks and
presentations will be made compulsory.
Essential Reading - (To be identified)
1. Becker,B E ., Huafelid, M. A. &Ulrich. D(2001).The HR Scorecard: Linking people, strategy, and
performance. Harvard Business Review Press.
2. Dipak Kumar Bhattacharyya (2017) HR analytics: Understanding Theories and Applications. Sage
Publications.
Recommended Reading (To be identified)

1. Sullivan, J (2010). HR metrics. Kennedy Information.
2. Gregory, l E (2013).HR Metrics: Practical Measurement Tools for People Management. Knowledge
Resources.(ISBN: 9781869221690)
3. Bucknall. H., Wei Z (2007). Magic Numbers for Human resource Management. Wiley India.
4. Valerie, P., &Andreasson R. HR metrics : Bench marking human resources
5. Christman, W (2012) HR Metrics That Matter. HR smart
6. HR Metrics standards & glossary published by the HR metrics service. Version 8.0/December 2012
7. HR metrics service, HR metrics Intrepretation guide published by BC HRMA version 3.4 / December
2012.
Pedagogy
Lectures through audio-visual presentation, Practical exercises, Group discussion and Case studies.
110
MBA444H Labor Law I 3 Credits
Course Description
The course is offered as a human resource elective in the second year. The paper helps the
students to understand the legal aspect of the Human resources in the organization. The
paper develops the awareness about the various acts and legal compliances required for
smooth functioning of the organization which is essential for all HR managers. This course
attempts to develop the awareness among students about the various acts and legal
compliances required for smooth functioning of the organization which is essential for all Hr
managers.
Learning Outcomes
Knowledge:
• Implement statutes and employers obligations under different acts.
• Integrate employers and employees rights and duties and their compliance.
• Integrate the powers of the appropriate government/authorities under the Act.
Skill:
• Gain expertise to become Compliance officers.
Attitude:
• Appreciate compliance procedures depending upon the sector in which the company
is operating.
Syllabus
Unit I Factories Act, 1948 (Self Learning module)* (4 Hrs)

Definitions, Welfare Measures under the act, Safety Measures under the act, Working hours
for adults, Employment of [Young persons, Women], Annual leave with wages, Penalties
and Procedures. [Practical case laws will be discussed in depth].
Unit II Shops and Establishments Act (4 Hrs)

Karnataka Shops and Establishments Act 1961, Activities of Karnataka Labor Welfare
Board, Documents to be filed by Shops and Owners in Karnataka, Documents to be filed for
registration and its process, Plantation Act[ Employers obligations on Welfare, Leave and
Safety
Unit III (Self Learning module)* (6 Hrs)

A. Child Labour Prohibition and Regulation Act, 1986, Objects, Definitions of [Child Labor,
Employer], Prohibition of Children in Certain Occupations, Hours and periods of work,
Conditions of Work, Safety, Welfare and Health Measures for Children, Penalties if Children
are Employed.
B. Contract Labour (Regulation and Abolition Act), 1986 Definitions [Contract Labor,
Contractor, and Principal Employer], and Procedure for Registration of Establishment,
Licensing, Obligations of employers to provide certain amenities, payment of wages,
Penalties if this act is violated.
111
Unit IV (6 Hrs)
Payment of Wages Act, 1936 [Definitions: Industrial Establishment, Wages], Responsibility,
Time and deductions for payment of wages, Recovery of Amount, Appeals, Conditions
where attachment of property can be made, Penalties.
Payment of Bonus Act, 1966 [Definitions: Accounting year, Allocable surplus, available
surplus, direct tax, employee, employer, Wage], Computation of gross profits, Computation
of available surplus, Eligibility and disqualification for bonus, Minimum and Maximum
Bonus, Set on Set Off of allocable surplus, Time limit for payment of bonus, Calculation ,
Forfeiture of Bonus and Bonus in case of New Establishments, Penalties.
Unit V (4 Hrs)
The Minimum Wages Act, 1948: Objectives, Definitions [ Adolescent, Child, Competent
authority, Cost of living index, Employer, Wages, Employee], Fixation and revision of
wages, Procedure and fixing of minimum rate of wages, Advisory Board and Central Board,
Safeguards in payment of minimum wages, Acts implementation, Exemption in certain
cases, Powers of governments.
Unit VI (6 Hrs)
The Apprentices Act, 1969: Definitions [ Scope of the act, Apprentice, Designated trade,
Graduate or technician apprentice], Qualifications for being engaged as an apprentice,
Contract of apprentice, minor as an apprentice, Number of apprentice, Period of training,
Termination, Obligations of employer regarding hours of work, safety and health measures,
Penalties. Employment Exchanges Act, 1959Definitions [Employment exchange, employee,
employer], notification of vacancies, right of access to records or documents, exemptions
under the act, Penalties.
[Total 30 Hours]
{*indicates self learning modules which will be evaluated through presentations, group
discussions/ written assignments/micro projects on any industry in secondary sector}
Essential Reading
1. Kapoor N.D. (2012). Elements of industrial law (11th ed.). New Delhi: Sultan Chand & Sons.
2. Kumar, H.L. (2013). Labor Laws Everybody should know (9th ed.). New Delhi: Universal Law
Publishing Co. Pvt Ltd.
Recommended Reading
Sarma A.M., (2013). Industrial Relations and Labour Laws (2nd ed.). Mumbai: Himalaya Publishing
House.
112
MBA 441L Business Analysis I 3 Credits
Course Description
The purpose of this course is to equip students on how to identify the need for change in
organizations, articulate the solution that will deliver the change and define a business case
justifying the investment needed to implement the change
Course Objective
This course aims to provide students with knowledge and methodology involved to do
Business Analysis for any organization or sector and prepare the students to take up careers
as Business Analyst.
Learning Outcomes
Knowledge
• Understand software engineering and various SDLC methodologies.
• Determine the best approach to solve the problem.
• Identify capabilities desired to meet objectives by performing Gap Analysis
Skill
• Work with stakeholders
• Develop Written and oral communication to explain domain specific concepts to the
development team
Attitude
• Interact as a professional with all the stakeholders and team members in a global setting
Level of Knowledge Conceptual and Basic understanding
Unit I Introduction to Business Analysis (4.5 Hrs)

Overview of Business Analysis. Introduction to IIBA and BABOK.
Business Analysis Core Concept Model (BACCM).
Six Knowledge Areas and Five Perspectives of Business Analysis.
Distinction between Requirements and Design. Requirements Classifications.
Unit II Business Analysis Planning and Monitoring (3 Hrs)

BAPM Overview.
Plan BA Approach, BA Governance and BA Information Management.
Identify BA Performance Improvements.
Stakeholder Engagement, Onion Diagram, Stakeholder Matrix.
Unit III Strategy Analysis (3 Hrs)

Relevance of Strategy Analysis in BA.
Strategy Analysis Tasks for a Business Analyst.
Unit IV Requirements Domains for BA (6 Hrs)

Requirements Life Cycle Management – Trace, Prioritize and Maintain Requirements,
Assess and Approve Requirement Changes
113
Requirements Elicitation. Manage Stakeholder Collaboration.
Requirements Analysis – Specify, Model, Verify and Validate Requirements
Design Definition – Define Requirements Architecture, Design Options. Analyze Potential

Value and Recommend Solution.
Unit V Solution Evaluation (3 Hrs)

Solution Evaluation Tasks of Business Analysis.
Business Case.
Unit VI Agile and other BA Perspectives (6 Hrs)

SDLC Models.
Agile Perspective – Business Analysis in Scrum, XP, Kanban. Agile Techniques for BA.
BI Perspective. IT Perspective. Business Architecture Perspective. BPM Perspective.
Unit VII Ethics and Current trends (4.5 Hrs)

Trends in Requirements Engineering and Business Analysis.
Business Analysis for Emerging Technologies.
Ethical Challenges While Playing the Role of Business Analyst.
[Total 30 Hours]
Essential Reading
Weese. S., Wagner. T. CBAP / CCBA Certified Business Analysis Study Guide. 2 nd ed. Sybex.
Recommended Reading
IIBA (2015).A Guide to the Business Analysis Body of Knowledge Version 3.0 (BABOK Guide,
Version 3.0)
114
MBA 442L Supply Chain and Logistics Management 3 Credits
Course Description
This course is offered as a specialization paper in the third trimester for LOS Students. The
paper emphasizes the role of supply chain management in enhancing the effectiveness of an
enterprise through increasing supply chain surplus. The curriculum addresses the issues in
integrating the suppliers as well as customers with the organization for synergistic value
addition along the supply chain.
Course Objective
This course attempts to help the students to look at the business from supply chain
perspective in a dynamic environment and take decisions leading to value creation across
the supply chain.
Learning Outcomes
Learning outcomes expected from this course on Supply Chain Management are given
below.
Knowledge
• Learn the concepts of supply chain management and look at businesses from the
supply chain perspective.
• Plan sourcing, distribution and transport; from tactical and operational points of
view.
• Critically evaluate the role of information systems in supply network management.
Skill
• Be able to use tools and techniques of supply chain management such as supply
chain forecasting models, inventory management tools etc.
• Can practice techniques of inventory management, transportation decision,
warehousing decisions and sourcing.
• Use spreadsheets (MS Excel) for solving supply chain problems.
Attitude
• Appreciate the role of supply chain and logistics decisions and its impact on
businesses.
• Have a comprehensive, life cycle and systems view of issues while taking a business
related decision.
• Be drivers of supply chain approach to business management in their respective
organizations.
• Be able to look at supply chains from the sustainability point of view.
Level of Knowledge
Students should have undergone courses on operations management and have basic
mathematical ability.
Unit I Understanding the Supply Chain (3 Hrs)

Introduction to Supply Chain Management, Evolution of Supply Chains, Objectives of a
supply chain, Decision phases in a Supply Chain, Process views – Cycle view, push/pull
view, Supply Chain macro processes in a firm, Key issues in supply chain management.
Unit II Supply Chain Drivers and Performance (4 Hrs)

Competitive and Supply Chain Strategies. Achieving Strategic fit and its challenges.
115
Supply Chain Enablers (Technology, Organisational Infrastructure, Alliances, Human
Resource). Supply Chain Drivers (Inventory, Transportation, Information, Sourcing,
Facilities, Pricing).
Supply Chain performance: Supply Chain Efficiency, Supply Chain Responsiveness,
Responsiveness-Efficiency trade off, Supply Chain Risks.
Unit III Inventory Management Methods and Models (5 Hrs)

Role of cycle inventory in supply chains. Production lot sizing. Lot Sizing with Capacity
Constraint. Aggregating Multiple Products in a Single Order. Economies of Scale to
Exploit Quantity Discounts. Numerical examples to illustrate the above types of inventory
problems and its solution using MS Excel.
Unit IV Logistic Decisions (4 Hrs)

The role of sourcing in a supply chain. In-house vs. Outsource (risks and benefits),
Introduction to Logistics, Types of Logistics, Third party logistics, Total cost of ownership,
Impact of incentives when outsourcing, Supplier selection (auctions and negotiations).
Sharing risk and reward in the supply chain.
Unit V Distribution and Warehousing Decision (5 Hrs)

Role of Distribution in Supply Chain, Types of distribution networks in practice –
comparative performance, Online sales and distribution network, Strengths and weaknesses
of various distribution options, selecting the appropriate distribution strategy.
Warehouse productivity and Metrics. Role, nature and importance of warehouse,
Warehouse operations and design, materials handling, storage and packaging.
Unit VI Planning Transportation (4 Hrs)

The role of transportation in Supply Chain, Modes of transportation and their performance
characteristics, Transportation infrastructure and policies, Design options for a
transportation network.
Unit VII Role of Technology and IS in Supply Chain Management (5 Hrs)

Importance and role of information and information technology in Supply Chain
Management. IS application at each supply chain driver. Supply Chain ERP platforms.
Service Oriented Architecture (SOA). RFID Applications. Current trends.
[Total 30 Hours]
Essential Reading
Chopra, S., Meindl, P. and Karla, D. V. (2016). Supply chain management: strategy, planning and
operation (6thed). Pearson Education, New Delhi.
Recommended Reading
1. Simchi-Levi, D., Kaminsky, P, Simchi-Levi, E., and Shankar, R. (2008). Designing and managing
the supply chain: Concepts, strategies, and cases (3e). McGraw-Hill Education India, New Delhi.
2. Coyle J.J., Langley Jr. C.J.,Novack R.A. and Gibson B.J.(2013). Managing supply chains-A logistics
approach ( 9thed). Cengage Learning.
3. Shah, J. (2016). Supply chain management: Text and Cases (2e). Pearson Education India.
116
Marketing
MBA 441M Distribution & Supply Chain Management 3 Credits
Course Description
This course is designed to expose the students to the concepts, and principles of Distribution
Management and to develop the necessary skills among the students regarding the
Distribution Management
Course Objective
This course attempts to expose the students to the concepts, principles and skills of
Distribution Management.
Learning Outcomes
After completing this course, the students should be able to:
Knowledge (Domain ExpertiseCL01 and Knowledge Application CL02)
• Learn classification of the major participants in marketing channels.
• Understand that the marketing channel can be viewed as a social system as well as an
economic system; understand the meaning of marketing channel strategy.
• Be aware of the importance of pricing issues in marketing channel management and
recognize the importance of evaluating channel member performance.
• Understand what a supply chain is and how it works; be familiar with the concepts of
warehousing and Logistics or Physical Distribution.
Skills(ProblemSolvingCL011,ResearchSkillCL012,AnalyticalSkillCL013,Creative
ThinkingCL014,Practical SkillCL017,Presenation SkillCL017 and Verbal Skill CL018)
• Appoint right channel members who would meet organizational goals
• Develop and orchestrate effective marketing mix for various channel types
• Undertake channel member performance appraisal considering marketing objective
Attitude (Team Work CL021, Scientific temperamantCL022, Global perspectiveCL023,
Social SensitivityCL024 and Personal Integrity CL025)
• Facilitate seamless transactions in a distribution chain.
Unit I Marketing Channel Systems (5 Hrs)
1)Marketing Channel Concepts: Growing importance of Marketing Channels, The Marketing
Channel Defined, Use of the term Channel Manager, The Marketing Channel and Marketing
Management Strategy, Channel Strategy versus Logistic management, Flows in Marketing
Channels, Distribution through intermediaries, Channel Structure, Ancillary Structure. Bull
Whip Effect, Reverse Logistics
The Channel Participants: An Overview of the Channel participants, Producers and
Manufacturers, Intermediaries (Wholesale and Retail), Franchising, Facilitating Agencies.
Agriculture Supply Chain, Distributor ROI. What are the different entities in distribution -
CDC, RDC, DC, Wholesalers, Retailers (Organised and Unorganised). In Which
Industries Reverse Logistics plays an important role e.g. Bakery.
2) Behavioral Processes in Marketing Channels: The Marketing Channels as a Social System,
Conflict in the marketing Channel, Power in the Marketing Channel, Role in the marketing
Channel, and Communication Processes in the Marketing Channel.
Unit II Developing the Marketing Channel (5 Hrs)
1) Strategy in Marketing Channels : Marketing Channel Strategy and the Role of
Distribution in Corporate Objectives and Strategy, Marketing Channel Strategy and
the Marketing Mix, Channel Strategy and Designing in Marketing Channels, Channel
Strategy and the Selection of Channel Members, Channel Strategy and Managing the
Marketing Channel.
117
2) Supply chain and Logistic Strategy.
3) Distributor Management system
4) Designing the Marketing Channels: What is Channel Design, Who Engages in
Channel Design, A Paradigm of the Channel Design Decision, the Phases of Channel
Design. “Go to Market” with Multiple Channels.
5) Selecting the Channel Members: Channel member Selection and Channel Design,
The Selection Process, Finding prospective channel members, Applying Selection
criteria, securing the Channel members.
Unit III Managing the Marketing Channel (8 Hrs)
1) Motivating the Channel Members: Finding out the needs and Problems of Channel
Members, Offering Support to Channel Members, Providing Leadership to Motivate
Channel Members.
2) Product Issues in Channel Management: New Product Planning and Channel
Management, the Product Life Cycle and Channel Management, Strategic Product
Management and Channel Management, Trading Down, Trading Up, and Channel
Management
3) Pricing Issues in Channel Management: Anatomy of Channel Pricing Structure,
Guidelines for Developing Effective Channel Pricing Strategies, Other Issues in
Channel Pricing (Free Riding, Grey Markets).
4) Promoting through the Marketing Channel: Promotional Strategies and Channel
Member Cooperation, Basic Push Promotional Strategies in Marketing channels, Bait
and Switch, Consignment Selling, “Kinder and Gentler” Push Promotion Strategies
in Marketing, Breakeven Analysis for “Free Schemes” in Channel Promotions.
5) Evaluating Channel Member Performance: Factors Affecting scope and frequency of
Evaluations, Performance Evaluation versus Day-to-Day Monitoring, Channel
Member Performance Audit.
Unit IV Additional Perspectives on Marketing Channels (2 Hrs)
Self-learning module
1) Electronic Marketing Channels: Structure of Electronic Marketing Channels,
Developments and Trends in Electronic Marketing Channels, Business Models in Internet
Channels, Television Sky shop, Advantages and Disadvantages of Electronic Marketing
Channels.
2) Direct Selling Channel Systems : Structure and Trends in Direct Selling, Direct Agents,
DSA and MLM formats in Direct Selling
Unit V Supply Chain Management and Logistics (10 Hrs)

1) Essentials of Supply Chain management: Key concepts of Supply Chain management,
Supply Chain Operations: Planning and Sourcing, Supply Chain Operations: Making and
Delivering, Using Information Technology, Metrics for Supply Chain Performance,
Supply Chain Coordination, Creating Supply Chains for Competitive Advantage.
2) Logistics and Channel Management: The Role of Logistics, Logistics Systems, Costs and
Components, Four Key Areas of Interface between Logistics and Channel Management.
3) Principles of S&OP, Forecasting, and How Marketing and Sales plays an important
role in creating and driving demand.
4) The impact of new technologies - IoT, Analytics, Blockchain and AI/ML
[Total 30 Hours]
Essential Reading
Rosenbloom, B. (2004).Marketing channels (8thed.). New Delhi: Cengage Learning Reprint (2015)
Recommended Reading
1. Anne, T. C., & Anderson, E., Stern, W. L., Adel, I., &Ansary El. 2001). Marketing channels (7thed.).
New Delhi: Pearson Education
2. Hugos, M. H. (2007). Essentials of supply chain management (3rded.).New Delhi: Wiley
118
MBA442M Consumer Behaviour 3 Credits
Course Description
This paper is offered as a marketing elective in the fourth trimester. It helps students
understand the behavior of consumers before and after purchase. The paper helps students
gain valuable conceptual knowledge of how the concepts of motivation, perception,
personality and other behavioral studies influence the consumer in making purchase
decisions. It also gives an insight to the students about the decision-making process and the
growing significance of the consumer behavior study in various other areas of marketing.
Course Objective
This course attempts to helps students gain valuable conceptual knowledge of how the
behavior of consumers change and influence their decisions.
Learning Outcomes
After completing this course, the students will be able to:
Knowledge
• Understand consumer insights with specific reference to marketing strategy
• Apply consumer behavior knowledge to new areas within marketing
Skills
• Analyze and deal critically with various sources of consumer information and use them
to structure and formulate successful strategies
• Analyze existing theories, methods and interpretations in the consumer behavior field
and work independently on practical and theoretical problems
Attitude
• Develop a meaningful insight to diagnose and effectively deal with consumer behavior
as strategic marketing intent
• Understand how consumer behavior acts as a bridge between branding and advertising
for developing successful marketing strategy
Unit I What is Consumer Behaviour (4 Hrs)

Role of Consumer Behaviour in Marketing -Development of Consumer Behaviour field,
Consumer behavioral models - Howard-Sheth model of Buying Behaviour
Unit II Consumer as an Individual (10 Hrs)

Consumer Needs and Motivation, Meaning of Motivation; Needs and Goals
Dynamic Nature of Motivation; Types& System of needs- Maslow’s Hierarchy of
needs-McClelland’s Theory of need Achievement-Vroom’s Expectancy theory-
Freud’s Psychoanalytical theory
Personality & Consumer Behaviour

Meaning and nature of Personality; Freudian & Trait theories of Personality; Self Concept -
Self Images; Lifestyle and AIO inventories; Brand Personality
Consumer perception
119
Meaning and dynamics of Perception – Absolute and Differential threshold; Selective
Perception; Consumer Imagery-Brand Image; Perception of Quality; Perception of risk;
Perceptual Organization; Categorization, Inference.
Learning & Cognitive Process
Meaning of Learning; Behavioral Learning Theories-Classical and Operant Conditioning-
Observational Learning; Cognitive Learning Theories; Memory, Schema, Brand Loyalty
Consumer Attitudes
Nature and function, Attitude formation; Structural Models of Attitude-Tricomponent and
Multi-Attribute model-TORA, Attitude Change-Multiattribute and ELM and Cognitive
Dissonance
Unit III Consumer in their Social and Cultural Setting (6 Hrs)

Group dynamics & Reference groups, Meaning of reference groups; Influence of reference
groups on consumer behaviour; Types of reference groups, Implications for Marketing
The Family
Concept and functions of family; Importance of family in Indian context, Family decision
making; Role conflict and its resolution; Family Life Cycle, Consumer socialization, Role of
children.
Social Class and Consumer Behaviour
Meaning and measurement of Social Class; Lifestyle profiles of social classes; Implications of
social class on consumer behaviour.
Culture and Consumer Behaviour

Meaning and characteristics of culture; Measurement of culture, Values-Terminal and
Instrumental values; Rokeach - Indian core values; Impact of value on consumer behaviour;
ACV Laddering,
Unit IV Consumer Decision Making Process (8 Hrs)

Level of Knowledge: Working Knowledge
Personal influence & Opinion leadership Process - Meaning, dynamics and measurement of
opinion leadership – A profile of the Opinion leader; Interpersonal flow of communication;
Opinion leadership and firm’s promotional strategy - Diffusion of Innovations; Types of
Innovations; The Diffusion process-consumer and industrial; The adoption process; Product
characteristics and consumer resistance; Diffusion enhancement strategies; A profile of the
consumer innovator.
Consumer Decision making
A model of consumer decision making; Problem recognition and Information Search;
Evaluations-Compensatory and non-compensatory; Conjunctive; Disjunctive and
Lexicographic choice rules; Purchase-Store choice; Post purchase Process – Dissonance;
Satisfaction/dissatisfaction; Attribution theory; Disposal behaviour.
Unit V Other dimensions of Consumer Behaviour (2 Hrs)

Self learning module
Ethics & Consumer behavior.
Consumerism and Public policy meaning, Rights of Consumers; Institutions and
their role; Ethical, Safety and environmental issues; Consumer protection acts,
[Total 30 Hours]
120
Essential Reading
Schiffman, L. G.,& Kanuk, L.L.(2003).Consumer behavior (7th ed.). Prentice- Hall Publications & Pearson
Education Publications.
Recommended Reading
1. Assael, H. (2001). Consumer behaviour& marketing action (6th ed.). Thomson Learning Publications.
2. Engel, J. F., Blackwell, R. D., & Miniard, P. W. (2001).Consumer behaviour. Thomson Learning
Publications.
3. Solomon, M.R. (1998). Consumer behaviour- buying, having & being (4thed.). Prentice-Hall
Publications.
4. Hawkins, D. I., & Best, R. J. I. (2002).Consumer behavior. Implications for marketing strategy (8thed.).
5. Loudon, L. D.& Della Bitta, J. A.(2002). Consumer behaviour- concepts and applications (4thed.). Tata
McGraw Hill Publications.
121
MBA443M Business to Business 3 Credits
Course Description
This paper is offered as a marketing elective in the third trimester and it emphasizes the
importance of the service industry which is going through a period of revolutionary change.
Service sector has become the most important space for business houses. The customer
revolution, the business environment, global players have brought in tremendous changes
to service industry. The course equips the students to acquire core competencies &skill sets
to make a successful career in the service sector.
Course Objective
This course attempts to equip the students to acquire core competencies &skill sets to make
a successful career in marketing domain in the service sector.
Learning Outcomes
Knowledge:
• Understand service mix elements from Business to Business perspective

• Match demand and capacity for various business scenarios
• Be familiar with the issues of ethics and consumer concerns related to service pricing
• Know the principles of effective service utility and service recovery
Skill:
• Develop a blue print for service process with all the necessary elements
• Be familiar with key customer feedback collection tools
• Recognize the power of service guarantees
Attitude:
• Develop positive outlook towards service delivery
Unit-I Introduction to new generation Business-to-Business Marketing: (2 Hrs)

CL01, CL02
Leading organizations in B2B marketing in India and global markets
Business and Consumer marketing-A contrast, the value chain, Trends and changes in
Business marketing.
Unit-II Perspectives on the Organizational Buy (7 Hrs)
CL01, CL02, CLO15
122
Classifying customers, Organizations and Markets, Types of organizational customers and
their unique characteristics of Commercial enterprises, Government and Institutional
Markets. Organizational buying and buying behavior: The nature of buying, organizational
buying process- A process flow model.
Unit-III Customer relationship management strategies for business markets: (3 Hrs)

CL01, CL02, CLO11
Developing emotive connects in B2B marketing, Buyer seller connector, New generation
value added partnerships roles in B2B Marketing, Managing buyer seller relationships,
Gaining a customer relationship advantages.
Unit-IV Segmenting the Business Market and Demand Analysis: (7 Hrs)
CL01, CL02, CLO25
Segmenting, Targeting and Positioning. Value based segmentation. A model for segmenting
the organizational Market.
Organizational demand analysis, determining market and sales potential, Sales forecasting
methods.
Unit-V Managing Innovation and Marketing Mix: (7 Hrs)

CLO1, CLO2, CLO11, CLO13, CLO14, CLO15
Managing Innovation and New product development process. Pricing in Business-to-

Business Marketing. Pricing basis, managing price as part of Marketing Strategy, Managing
pricing tactics, pricing implementation-case of negotiated pricing.
Direct & Indirect channels, Distributors & manufacturers rep, Channel objectives & Design,
Selection & Motivation of channel members. B2B Advertising, Trade shows, Personal selling,
Key account management.
Unit-VI Strategic Perspectives in Business Marketing Planning: (4 Hrs)
CL01, CL02
Managing service for Business Markets, Ethics as strategy in B2B selling. Use of technology
and AI. Sustainable production as a strategic intervention for profit maximization.
. [Total 30 Hours]
Essential Reading
Hutt, Michael,D., Speh, Thomas, W.(2013). Business marketing management. Cengage Learning.
Recommended Reading
1. Reeder, R.R., Brierty, E. G., Betty.H. (2013).Industrial marketing, analysis, planning and control.PHI
publication.
2. Anderson.(2013). Business market management. Pearson Publications.
123
Business Analytics
MBA 441B Programming with Python 3 Credits
Course Description
The course is offered to Business Analytics specialization students in the fourth trimester.
Python is a general-purpose programming language which is simple and incredibly
readable. It is used to learn the basics of programming language. The course discusses the
fundamental principles of Object-Oriented Programming as well as in-depth data and
information processing techniques. Course introduces core programming basics – including
data types, control structures, algorithm development and program design with functions –
through Python programming language.
During this course, students will solve problems, explore real-world software development
challenges and create practical and contemporary applications.
Course Objective
This course will enable students to understand the fundamental principles of Object-
Oriented Programming as well as in-depth data and information processing techniques.
Learning Outcomes
At the end of the course, students should be able to
Knowledge
• Acquire knowledge on concepts of Object Oriented Programming language
• Understand analysis through graphical interfaces and data-structures
Skill
• Write programs in Python
• Create programs and applications for data analysis through Python
Attitude
• Analyze and interpret data in order to solve business problems
• Appreciate the significance of coding to analyze data
Unit I Conceptual Introduction (3 Hrs)

Modern computer system, data representation in computers, software and operating system.
The concept of data types; variables, assignments; numerical types; arithmetic operators and
expressions; comments in the program; understanding error messages.
Unit II Introduction to Python (5 Hrs)

Installation and Working with Python, Understanding Python variables, Python basic
operators, Understanding Python blocks
Conditions, boo lean logic, logical operators; Control statements: if-else, loops (for, while)
Strings and text files; manipulating files and directories, text files: reading/writing text and
numbers from/to a file; creating and reading a formatted file (csv or tab-separated). String
manipulations: subscript operator, indexing, slicing a string; strings and number system:
converting strings to numbers and vice versa.
Unit III Python - Object Oriented Programming – Oops (4 Hrs)

Concept of class, object and instances, real time use of class in live projects. Inheritance,
overlapping and overloading operators, adding and retrieving dynamic attributes of classes.
124
Classes and Oop: classes, objects, attributes and methods; defining classes; design with
classes, data modeling; persistent storage of objects
Inheritance, polymorphism, abstract classes; exception handling, Programming using Oops
support
Unit IV Data Structures (4 Hrs)

Lists, tuples and dictionaries; basic list operators, replacing, inserting, removing an element;
searching and sorting lists; dictionary literals, adding and removing keys, accessing and
replacing values; traversing dictionaries. Importing packages
Unit V Control Structures & Functions (5 Hrs)

Design with functions: hiding redundancy, complexity; arguments and return values; formal
vs actual arguments, named arguments. Program structure and design. Recursive functions.
If-Elif-Else, Loops, Comprehensions, Functions, Map, Filter & Reduce
Unit VI Data Analysis (5 Hrs)

Introduction to Numpy, Pandas - (Merging, Querying and Aggregation)
Unit VII Graphics (4 Hrs)

Simple Graphics and Image Processing: “turtle” module; simple 2d drawing - colours,
shapes; digital images, image file formats, image processing Simple image manipulations
with 'image' module (convert to bw, greyscale, blur, etc).
[Total 30 Hours]
Essential Reading
Lambert, K. A. (2011). The Fundamentals of Python: First Programs. Cengage Learning.
125
MBA 442B Predictive Analytics I 3 Credits
Course Description
The course is offered to the Business Analytics specialization students in the fourth
trimester. This course and the Predictive Analytics II offered in the 5th trimester combine to
provide the core knowledge and skills needed in the area of predictive analytics.
Businesses today accumulate large amounts of data through their transaction processing
systems and social networks. There is tremendous potential in such data to extract vital
information for better business decision making.
The course would enable the students to do exploratory data analysis and build models
while learning various tools & techniques. Students must have undergone basic courses on
Statistical modelling and adopted familiarity with ‘R’ interface.
Learning Outcomes
At the end of the course, students should be able to
Knowledge
• Appreciate the value of data by conducting exploratory analysis thus taking care of
hygiene issues
• Acquire both theoretical and practical understanding of Prediction & Classification
• Gain a business decision-making context knowledge through data mining
Skills
• Choose right techniques to solve relevant business problems through R
• Use real business cases to analyze and interpret these solutions
Attitude
• Ensure quality and follow ethical practices in data collection and analysis
• Analyze and interpret data to add value to business problems enabling better
business decisions
Unit I Introduction to Predictive Analytics (3 Hrs)

Terminology, Evolution of Data Analytics, Role of Statistics, Database Systems & Machine
Learning, Supervised and Unsupervised learning
Introduction to Prediction, Classification, Association, Clustering& Time Series
Unit II Solving Analytics Problems (2 Hrs)

CRISP-DM Framework – Business and Data Understanding, Data Preparation, Modelling
and Deployment, Overview of SEMMA process
Unit III Exploratory Data Analysis (5 Hrs)

Organizing and sampling data , Ethics in data collection process**, Data Cleaning – Missing
*
values, Outlier treatment, Univariate Analysis, Bivariate Analysis, Derived metrics, Multi-
Collinearity
Overfitting, Oversampling, Pre-processing and cleaning, Visualization, Correlation analysis,
Lab session on pre-processing of data.
Unit III Prediction – Linear Regression (5 Hrs)

Introduction, Examples . Classification vs Prediction, Strengths of Prediction, Issues in
*
Prediction
126
Simple Linear Regression in R, Correlation & R2, Multiple Linear Regression in R, Model
building
Unit IV Classification – Decision Trees (4 Hrs)

Classification – concept, Introduction to Decision trees, Concept of Partitioning, Data pre-
processing, Model training, Model building in R, Model comparison, Logistic Regression
Unit V Classification – SVM & Random Forest (5 Hrs)

Introduction, Hyper plane, Maximal Margin Classifier, Soft Margin Classifier, Kernels,
Model building in R
Unit VI Classification – Neural networks (3 Hrs)

Introduction, Structure of neural networks, Information flow, Types of layers, Training a
neural network, Back Propagation, MLP algorithm, Neural networks in R
Unit VII Advanced Topics in Predictive Analytics (3 Hrs)

Time Series Analysis, Association, Clustering, Social network analysis*, Big data analytics,
Cognitive analytics, Deep Learning, Ethical issues in handling data handling and
information sharing
[Total 30 Hours]
* Self learning topics.
**Predictive analytics through R is adopted
Essential Reading
Recommended Reading
1. Turban, E., Aronson, J. E., Liang, T.-P., & Sharda, R. (2010).Decision support and business intelligence
systems (9th ed., p. 720).Prentice-Hall.
2. Berson, A., Smith, S. J., & F. (1997).Data Warehousing, Data Mining and OLAP (1st ed., p
640).Computing Mcgraw-Hill.
3. Han, J., & Kamber, M. (2000).Data Mining : Concepts and Techniques (1st ed., p. 550). Morgan
Kaufmann
127
MBA443B Business Intelligence &Visualization 3 Credits
Course Description
The course is offered for Business Analytics specialization in the fourth trimester. Students
learn about the various sources of data and the need to draw meaningful business insights
from its explosive growth. The process of transforming transaction data into analytical data
through ETL modelling is discussed.
A message which cannot be conveyed through large set of texts can be presented through
visual imagery. The course includes hands–on exposure to visualization tools. The course
would help the students to quickly examine large amounts of data, visualize trends and
issues efficiently and influence decision making.
It is expected that the students who take up this course will have basic understanding about
fundamentals of databases, RDBMS concepts and Entity Relationship modeling.
Course Objective
This course attempts to make students explore the capabilities and challenges of data driven
business decision making and prepare them to take up managerial roles in analytics-driven
organizations.
Learning Outcomes
Knowledge:
• Identify, evaluate and capture descriptive analytics opportunities that create value
• Ac quire knowledge related to concepts of building of data warehouse and data mining
Skill:
• Use commonly available descriptive analytics tools such as Microsoft Excel and IBM
Cognos to carry out Business Intelligence tasks
• Generate OLAP cubes and retrieve queries, reports and analysis from the cube
generated
• Design effective dashboards and be able to convey a story from a given set of data
Attitude:
• Imbibe the culture of data-driven decision making and lead similar cultural changes in
organizations they work in
• Appreciate the value of data and follow ethical practices while working with data
Unit I Introduction to Business Intelligence (5 Hrs)

Terminology, Evolution of BI, OLAP vs OLTP, OLAP basics, Data models for OLAP, ERP
and BI, Popular BI tools*, Use of Excel for BI(Pivot table)**
Unit II Online Analytical Processing** (6 Hrs)

Dimensions, Cubes, Measures, MDX, Drill-down, Roll-up, Slice-and-dice, MOLAP, ROLAP,
HOLAP, Building an OLAP cube**
Application of BI, Users of BI, BI for advanced reporting
Unit III BI and Data warehouse Concepts** (6 Hrs)

Data Warehouse Need, Definition and Characteristics, Types of data sources, ETL,
Multidimensional data modelling, Entity Relationship & Multidimensional modelling, Star
and Snowflake schemas
128
Data marts, Top-down and Bottom-up approaches to DW architecture, BI and DW
implementation issues, Data quality, Data auditing
Unit IV Data Visualization - Concepts (3 Hrs)
Purpose of data visualization, Guiding principles - Good & Bad representation, Use of
colour & scales, Types of charts, relevant use of charts for various scenarios
Unit V Data Visualization through Tableau (3 Hrs)

Creating a plot, Histograms, Line charts, Bar charts, Pie charts, Box plots, Scatter plots,
ggplots
Unit VI Dashboards (3 Hrs)

Concepts, KPIs, Visual representation, Using BI for building dashboards, business metrics,
scorecards, Interactive dashboards, Story-telling through dashboards
Unit VII Advanced Topics in Business Intelligence* (4 Hrs)

Cloud computing, SaaS model, Big Data & Hadoop Distributed File System, Mobile BI,
Social media, Intelligence from Social networks, Latest trends in BI, Ethical aspects of
Business Intelligence
[Total 30 Hours]
* Self learning topics.
** Lab sessions through Cognos in the Analytics lab
Essential Reading
Prasad, R. N., & Acharya, S. (2011). Fundamentals of Business Analytics (1st ed., p. 348).
WileyIndia.
Recommended Reading
1. Soukup, T., & Davidson, I. (2002). Visual Data Mining (First ed.). New Delhi: Wiley
dreamtech India Pvt. Ltd.
2. Turban, E., Aronson, J. E., Liang, T.-P., & Sharda, R. (2010) Decision support and business
Intelligence systems (9th ed., p. 720).Prentice-Hall.
129
Finance
MBA 4XXX Fixed Income Securities 3 Credits
Course Description
This course will introduce students to the world of fixed-income securities and their
markets, yield measures, risk factors, and valuation measures and drivers. After undergoing
this course, the students would be able to calculate yields and values of fixed-income
securities. They would also be able to estimate the risks and expected returns for fixed
income instruments, to analyse the term structure of interest rates and yield spreads, and to
evaluate fixed income instruments with embedded options and unique features.
Course Objective
The objective of this course is to help the students develop the necessary knowledge/ skills/
attitude that will enable them to pursue a successful career in the field of Fixed Income
securities in Finance.
Learning Outcomes
Knowledge
• Describe fixed-income securities and their markets, yield measures, risk factors, and
valuation measures and drivers.
• Calculate yields and values of fixed-income securities.
• Estimate the risks and expected returns for fixed income instruments, and to analyse the
term structure of interest rates and yield spreads.
• To evaluate fixed income instruments with embedded options and unique features.
Skills
• Develop the necessary conceptual, analytical skills and mathematical skills required to
make a successful career in the field of Fixed Income securities.
Attitude
• Develop the necessary attitude required to succeed in a career in Fixed Income securities
in the world of Finance.
Unit I Features of Debt Securities (2 Hrs)

Bond indenture, affirmative and negative covenants; basic features of a bond, various
coupon rate structures and the structure of floating-rate securities; accrued interest, full price
and clean price; provisions for redemption and retirement of bonds; common options
embedded in a bond issue, their importance and benefits; margin buying and repurchase
agreements.
Unit II Risks Associated with Investing in Bonds (2 Hrs)

Risks associated with investing in bonds, relationship between a bond’s coupon rate, price,
par value and yield required by the market; impact of bond maturity, coupon, embedded
options and yield level on interest rate risk; price of a callable bond, option-free bond and
embedded call option; interest rate risk of a floating rate security; duration and dollar
duration of a bond; yield-curve risk; disadvantages of callable bonds; reinvestment risk;
credit risk and credit ratings; liquidity risk, exchange rate risk.
130
Unit III Overview of Bond Sectors and Instruments (2 Hrs)

Types, features, credit risk characteristics and distribution methods for government
securities; coupon and principal strips for stripped Treasury securities; mortgage-backed
securities; collateralized mortgage obligation; tax-backed debt and revenue bonds; corporate
bonds, medium-term notes, structured notes, commercial paper, negotiable CDs and
bankers acceptances; asset backed securities, motivation for issuance and external credit
enhancements; collateralized debt obligations; primary and secondary markets for bonds.
Unit IV Understanding Yield Spreads (2 Hrs)

Interest rate policy tools available to a central bank; various shapes of yield curves; term
structure of interest rates; spot rates, yield spreads, credit spreads; impact of liquidity, issue-
size and embedded options on yield spreads; after-tax yield of a taxable security and tax-
equivalent yield of a tax exempt security; LIBOR and its importance.
Unit V Introduction to the Valuation of Debt Securities (6 Hrs)

Steps in the bond valuation process, difficulties in estimating the expected cash flows;
valuation of coupon and zero-coupon bonds; changes in price of a bond if the discount rate
changes and/ or maturity approaches; arbitrage-free valuation approach and possibility of
arbitrage profit if a bond is mispriced.
Unit VI Yield Measures, Spot Rates and Forward Rates (6 Hrs)

Sources of return from investing in a bond; traditional yield measures for fixed-rate bonds
and their limitations and assumptions; factors impacting reinvestment risk; bond equivalent
yield of an annual-pay bond and the annual-pay yield of a semiannual-pay bond; Treasury
spot rate curve and calculation of value of a bond using spot rates; relationship between
nominal spread, zero-volatility spread, option-adjusted spread and option cost; forward
rates, calculation of spot rates from forward rates, calculation of forward rates from spot
rates, valuation of a bond using forward rates.
Unit VII Introduction to the Measurement of Interest Rate Risk (3 Hrs)

Full valuation approach and the duration/ convexity approach for measuring interest rate
risk; price volatility characteristics for option-free, callable, prepayable and putable bonds
when interest rates change; positive convexity, negative convexity and their relationship to
bond price and yield; alternative definitions of duration; effective duration; duration of a
portfolio; modified convexity and effective convexity; price value of a basis point; impact of
yield volatility on the interest rate risk of a bond.
Unit VIII Fundamentals of Credit Analysis (2 Hrs)

Credit risks affecting corporate bonds; seniority rankings of corporate debt, difference
between corporate issuer credit ratings and issue credit ratings, and the practice of
“notching”; risks in relying on ratings from credit rating agencies; components of traditional
credit analysis; financial ratios used in credit analysis; credit quality of a corporate bond
issuer and a bond of that issuer; factors influencing the level and volatility of yield spreads;
return impact of spread changes; evaluation of credit of high yield, sovereign and municipal
debt issuers/ issues.
Unit IX Valuing Bonds with Embedded Options (5 Hrs)

Evaluation whether a security is fairly valued, undervalued, or overvalued using relative
value analysis; backward induction valuation methodology using the binomial interest rate
tree framework; valuation of callable/ putable bonds using an interest rate tree; impact of
volatility on the arbitrage-free value of an option; interpretation of option-adjusted spread
with respect to nominal spread and benchmark interest rates; calculation of effective
131
duration and effective convexity using the binomial model; risk-return characteristics of a
convertible bond; valuation of a convertible bond and its various component values;
mortgage-backed securities; collateralized mortgage obligation; commercial mortgage-
backed security, asset-backed securities.
[Total 30 Hours]
Essential Reading
Schweser Notes for CFA – Levels 1 and 2
Recommended Reading
1. CFA curriculum for Levels 1 and 2
2. The Handbook of Fixed Income Securities by Frank J. Fabozzi (8th edition) 2013
3. Fixed Income Securities: Tools for Today's Markets by Angel Serrat and Bruce Tuckman
132
MBA444BF Business Valuation 3 Credits
Course Description
This course is intended to enhance the skill level of the students in financial analytical and
valuation skills. In this course, the students would be exposed to Industry analysis, business
strategy analysis for performing the financial analysis leading to equity valuation. This
course also involves developing a financial model to perform equity valuation of a real
company through Discounted Cash flow method. It also emphasize on other techniques of
valuation such as relative valuation, Residual Income and replacement value.
Course Objective
This course attempts to enhance the skill level of the students in financial analytics,
valuation skills and valuation report writing
Learning Outcomes
Knowledge
• Understand the macro economic factors that affect valuation
• Analyze Industries using different techniques.
• Understand and use various techniques for equity valuation.
Skill
• Do financial projections using data information from various sources
• Build discounted cash flow models using a spreadsheet program to value any company.
• Perform relative valuation and other techniques for valuation
• Prepare comprehensive equity research reports incorporating Economic and Industry
perspectives.
Attitude
• Understand the ethical and social dimensions of valuations.
Level of Knowledge: Advanced and Applied
Unit I Approaches to Valuation (3 Hrs)

Recap of Financial Ratios, Calculation of Financial Ratios, Discounted cash flows, Free Cash
Flow to Equity and Free Cash Flow to Firm- Calculation of unlevered beta- Understanding
role of Working capital in valuation – Concepts of valuation techniques relative valuation,
Residual Income and Replacement Value
Unit II Industry Analysis (4 Hrs)

Understanding the Industry for the purpose of valuation- Reading the industry specific
parameters – Analysis of ratios of various sectors-Macro economic factors affecting the
industry- Market structure- Use of Porters five force model to understand industry for the
purpose of valuation- Industry concentration using Herfindahl-Hirschman Index-
Understanding the value drivers of the industry- Understanding the key trends in the
Industry
Unit III Building Financial Model for DCF valuation of a Company (9 Hrs)
Reading the Company Annual Report to get key inputs for valuation- Understanding the
strategies and the competitors- Understanding the business model- Revenue and cost
drivers- Building the financial model from the scratch- Forecasting financial statements
133
using Excel- Estimation of capital expenditure and working capital requirement-, Projection
of Free Cash Flows, Calculation of Weighted Average Cost of Capital– Selecting a terminal
growth rate- Arriving at the equity value of the company using FCFE and FCFF.
Unit IV Refining the Valuation Model (3 Hrs)

Performing sensitivity analysis of the model – Arriving at the range of equity value of the
company – Calculating the market multiple
Unit V Other Methods of Valuation (5 Hrs)

Relative Valuation- Residual Income and Replacement Value methods of Valuation and its
application in the real life
Unit VI Report Writing (3 Hrs)

Investment Note writing- principles of logic and structure of the report- Use of Info graphic
and use of linking words in report writing
Unit VII Special Cases in Valuation (3 Hrs)

Valuation of young companies, privately held companies, distressed companies- the
principles and the challenges
[Total 30 Hours]
134
MBA443AL Operations Planning & Control 3 Credits
Course Description
This paper is offered as a choice-based course for Lean Operations & Systems students in the
Fourth Trimester. It develops an insight into the planning, manufacturing and control
aspects of Operations. This paper prepares the students for careers in the areas of Planning,
Manufacturing and control management. Students opting for this elective specialize in the
various aspects of Planning and Control in both manufacturing and service oriented
industries.
Course Objective
This course provide students greater insights about the Planning, and Control aspects of
Operations with exposure to SAP software for understanding the functional integration.
This course prepares the students for careers in the area of Planning, Manufacturing and
Control aspects of Operations Management.
Learning Outcomes
Knowledge
• Gain understanding of Systems concept in analyzing operations planning related
problems
• Use Operations planning, scheduling and control tools for efficient production and
service systems
Skills
• Develop production plan, master production schedule and materials requirement
planning using SAP software
Attitude
• Develop scientific and logical approach for operations planning and control issues
Unit I Operations Overview (4 Hrs)

The operations planning and control system –closed loop system, planning and control
process, operations planning and control activities –Planning interfaces –Business planning,
Sales and operations planning and Aggregate planning.
Unit II Planning methodology (4 Hrs)

Master Production Scheduling (MPS), Capacity Requirements Planning (CRP). Execution
Interfaces – Material Requirements Planning (MRP)
Unit III ERP applications in operations (5 Hrs)

Lab sessions on Materials Management (MM module) and Production Planning (PP
Module) using SAP software.
Unit IV Scheduling Production and process operations (4 Hrs)

Objectives of a schedule, Establishing a schedule, Production scheduling, operations
scheduling and project scheduling, Managing operations scheduling
Unit V Process Selection for Manufacturing & Service (4 Hrs)

Process Selection-Manufacturing: Process Selection, Manufacturing Process Flow Design,
135
Process Selection-Services: The Nature of Services, An Operational Classification of Service,
Designing Service Organizations, Structuring the Service Encounter, Service-System Design
Matrix, Service Blueprinting and Fail-Staffing.
Unit VI Controlling (5 Hrs)

Production Activity Control (PAC), Performances of production operation, accuracy of
inventory records, performance reporting, evaluating cost of operations, audits and
reporting. Controlling resources –integrating suppliers, controlling storage and movement
of goods, quality control initiatives, Quality Management Process
Unit VII Current issues & Latest trends * (4 Hrs)

Ethical issues in Operations, Improvements in productivity and effectiveness in operations,
latest trends and research works in operations.
[Total 30 Hours]
• Self Learning module
Essential Reading
Arnold, J.R.T., & Chapman, S.N., & Clive, L. M. (2011). Introduction to materials management. New
Delhi: Pearson.
Recommended Reading
1. Starling, B. D. (2009). World class supply management. New Delhi: Tata McGraw Hill.
2. Chapman, S.N. (2008). The fundamentals of production planning & control. India: Pearson.
136
MBA443BL Enterprise Asset Management 3 Credits
Course Description
This paper offers a fundamental framework for maintenance management in an
organization. It provides students with knowledge of assets management towards
productive life through Maintenance planning and scheduling, Total productive
maintenance, computerized maintenance management system and Maintenance cost.
Course Objective
This course attempts to provide students with knowledge of assets management to enhance
productivity through Maintenance planning and scheduling, total productive maintenance,
computerized maintenance management system and optimizing the Maintenance cost.
Learning Outcomes
Knowledge
• Gain expertise in the functional area of Enterprise Asset Management
• Gain expertise in the latest concept of total productive maintenance, reliability centred
maintenance.
• Gain expertise in the concept of maintenance cost and safety working in Industry.
Skills
• Use analytical skills in solving problems of OEE, Equipment availability, MTBF, MTTR
and downtime.
• Use good reporting skills of making departmental reports to the management.
Attitude
• Develop understanding of other department goals and the overall goals of organization
and align the Maintenance department goals to suit organizational goals.
Level of Knowledge Conceptual and Basic understanding of the fundamentals of the

equipment Asset Management. Students should have basic knowledge of lean concepts.
They should have undergone course dealing with fundamentals of MIS and operations
management.
Unit I Maintenance Management Framework (4 Hrs)

Definition & role of maintenance, Challenges of maintenance, Functions of maintenance,
Classifications of maintenance system, Organization for maintenance management. Concept
of MUDA, MURA and Muri
Unit II Enterprise Asset Management (4 Hrs)

Design of maintenance system, Preventive maintenance, Predictive maintenance, Break
down maintenance, Total planned maintenance, Overhauls and shutdown, Inspection and
lubrications.
Unit III Maintenance Planning & Scheduling (5 Hrs)

Planning of different types of maintenance, Scheduling and schedule preparations, Design
of maintenance system, Organization for maintenance,
Unit IV Maintenance cost (4 Hrs)

Costing and budgeting for maintenance- Cost codes, Cost allocations, Budget, Budgetary
control, Cost reports, Life cycles of maintenance cost, Cost reduction in spares
137
Unit V Total Productive maintenance * (4 Hrs)
What is TPM?, Concept of TPM, Pillars of TPM, TPM and TQM, Benefits of TPM, calculation
& benefits of OEE, How to implement TPM, Negative factors affecting TPM, Toyota TPM
system.
Unit VI Computerized maintenance management system (5 Hrs)

Equipment classification, Job cataloguing, inspection scheduling, Repair planning, repair
fulfillment report, Break down entry and analysis, Material indent preparation.
Unit VII Safety management and accident prevention (4 Hrs)

Safety stages-During installation, commissioning & maintenance, Safety of plant and people,
accidents, causes of accidents, Fire hazards, electrical hazards, Chemical hazards,
Occupational diseases, Cost of accidents, How accidents can be prevented, Safety
management. [Total 30 Hours]
Essential Reading
Mishra R.C. & Pathak, K (2012). Maintenance Engineering & Management. PHI.
Recommended Reading
Idhammer, Christopher (2006). Results Oriented Reliability and Maintenance Management Book (2nd
Edition, 312p). IDCON.
138
TRIMESTER – V
MBA531A Entrepreneurship and Startup 3 Credits
Course Description
This Core Optional course will help students to learn about the Lean Start-up framework
which will allow them to successfully initiate/improve business idea. Concepts like starting
and operating a business, developing a feasibility plan, obtaining financing, marketing
strategies will be covered in-depth. Different dimensions like effectuation, accelerators or
incubators will be discussed to broaden the understanding of entrepreneurship. This course
will also focus on the development of a business plan, designed to either start a new venture
or take an existing venture into new markets. The course will develop required
competencies needed to become an innovative, opportunity-driven, market-ready and
entrepreneurial manager.
Course Objective
This course will cover key elements like customer and market assessments, analysis of
customer development, and business model development. Through lectures, case studies,
external inputs, videos, group presentations, students will be exposed to the skills and
knowledge necessary to evaluate the commercial viability of new start-up.
1. Understand entrepreneurship as a method, and how expert entrepreneurs think about

creating new value.
2. Learn to anticipate common early stage problems, and proactively manage risk.
3. Understand how opportunities and entrepreneurs fit together.
4. Connect the entrepreneurial principles for creating new value to non-profit and
government organizations, not just for profit entities.
5. To advocate the importance of innovation and technology in entrepreneurship
Learning Outcomes
Knowledge
• Understand entrepreneurship as the iterative development of an innovative and
value creating business model
• Gain insights into the startup ecosystem in global context
• Learn to identify sources of innovation and understand methods of appropriating
value from innovation.
Skill
• Leadership skills
• Creativity
• Flexibility in Decision Making
• Strategic Thinking
Attitude
• Improve risk taking ability while minimizing the risks in a start-up
Employability
Benefits students from all specializations/backgrounds because it teaches students to think
outside the box and groom their unconventional talents and skills like;
• Ability to generate executable Intrapreneurial business ideas
139
• Able to prepare business plan covering different aspects of the lean startup
• Ability to design strategies to sustain a start-up in a volatile business environment
• Develop personal confidence in their ability to launch a venture.
Entrepreneurship
Helpful to students who seek to be pretty well-rounded in a competitive job market. This
course will be useful for students who:-
• Aspire to be Intrapreneurs
• Aspire to work for start-ups
• Aspire to start their own business
• Aspire to develop entrepreneurial mind set which is mandatory for an MBA
professional.
Level of Knowledge: Students should have familiarity with concepts of business studies,
marketing and finance.
The bottom line of this course is to understand how to use commonly available resources to build
viable, productive, enduring organizations that create real value at the same time enables you to
achieve your most cherished aspirations – personal, professional, and societal.
Course Syllabus
Unit I Introduction to Lean Startup (3 Hrs)

Nature of Lean Startup, Changes created by Lean Startup, Limitations of the Lean Startup
method, Customer Development Model Nature and importance of Entrepreneurs, Role of
entrepreneurship in economic development.
Intrapreneurship - Corporate versus Intrapreneurial culture, Climate for
Intrapreneurship, Establishment of Intrapreneurship in organizations
Unit II Entrepreneurial Thinking (3 Hrs)

Principles of effectuation, reasoning, effectuation process.
Opportunity Identification- Generating business idea, sources of new ideas, environmental
scanning, competitor and industry analysis.
Unit III Accelerators to Startup (6 Hrs)

Accelerators, Incubation, Business Canvas Model, Feasibility study- market feasibility,
technical/operational feasibility, financial feasibility. Legal requirements of the venture
Unit IV Growth and Exit of Venture (6 Hrs)

Preparing for the new venture launch, management decisions at early stage, managing early
growth of the new venture. New venture expansion- strategies and issues. Private capital,
Private equity and venture capital,
Going public – attractions to going public. Exiting strategies- IPO and mergers and
acquisition.
Unit V Challenges faced by entrepreneurs (3 Hrs)

Challenges faced from individuals, from family, from groups, from community, from society.
Women Entrepreneurs*, Entrepreneurial ethical dilemmas
Unit VI Social Entrepreneurship and International Perspective (6 Hrs)

Social Entrepreneurship in the Developing World, Ideas, Opportunities, and Innovations in
Social Entrepreneurship.
140
International Entrepreneurship - International versus Domestic Entrepreneurship,
Entrepreneurial entry into International Business, Barriers to enter international trade,
Entrepreneurial partnering
Unit VII Sustainable Entrepreneurship &Indian Perspective (3 Hrs)

Linking business to society, Innovation and Entrepreneurship, Challenges for the Future.
MSME, Startup India Action Plan, Eligibility & Scheme Details, Entrepreneurial development
in India, Licensing systems, GST, etc.
[Total 30 Hours]
* Self Learning Topic
Essential Reading:
1. Hisrich, Robert D, Manimala, J. Mathew, Peters, Michael P. and Shepherd, Dean A, (2015).
Entrepreneurship. New Delhi: Tata-McGraw-Hill.
1. Technology Entrepreneurship: Taking Innovation to the Marketplace by Thomas N. Duening,
Robert A. Hisrich, Michael A. Lechter,
2. Ries, E. (2011). The Lean Startup: How Today's Entrepreneurs Use Continuous Innovation to
Create Radical Changes
3. Create Radically Successful Businesses. Random House Digital, Inc.
4. Osterwalder, A & Pigneur, Y. (2010) Business Model Generation: A Handbook for Visionaries,
5. Effectuation: Elements of Entrepreneurial Expertise,Saras D Sarasvathy, Edward Elgar
Publishing Ltd (1 March 2009)
6. Understanding Social Enterprise, Mike Bull, Rory Ridley-Duff, Sage Publishing,2015
141
MBA 531B International Business 3 Credits
Course Description
This is a core paper offered in the fifth trimester to students across all specializations.
Students learn various aspects of International Business in terms of concepts, operations,
opportunities and challenges.
Course Objective
This course attempts to enable students to apply relevant theories and concepts to various
aspects of doing business abroad and to deal with foreign firms and competition in domestic
market.
Learning Outcomes
On having completed this course student should be able to:
Knowledge:
• Apply relevant theories and concepts to various aspects of doing business abroad or
/and dealing with foreign firms and competition in domestic market.
• Develop a holistic/fundamental framework for industries or firms to address issues
connected to internationalization and managing the same in a globalized environment.
Skill:
• ‘Connect the dots’ through analytical deliberations, so as to incorporate appropriate
decision making frameworks.
Attitude:
• Confidently apply the different dimensions of International Business in analyzing the
globalized economy.
Level of Knowledge Conceptual and Working Knowledge

Globalization and the need for International business, Nature of international business,
drivers of cross-border business, routes of global business and active players in
multinational business. Concept of Internationalization.
International business environment – Political, Economic, Legal, Technological and Cultural
factors.
Unit- II International Institutions in International Business – Self Learning Module

(2 Hrs)
International Institutions in International Business: WTO and Regional Economic Integration
(European Trade Union, Asian Trade Agreements Like APEC, ASEAN, African Trade
Agreements, Western hemisphere trade agreements like NAFTA, CAFTA,
MERCOSUR, Andean Community)
Unit III International Trade Theories (4 Hrs)

Theories of Global Trade and Investment- Mercantilism, Theory of Absolute Advantage,
Theory of Comparative Advantage, Factor Endowment Theory, Product Life Cycle Theory,
Strategic Trade Theory, Porter’s National Competitive Advantage.
Unit – IV- International Trade Policy (6 Hrs)

Introduction to Trade Policy, Tools for trade policy – Tariffs, Non-Tariff trade Barriers,
Quotas, Purpose of protectionism, EXIM Policy, Free Trade Agreements- Trade Diversion Vs
Trade Creation.
Unit V International Business Strategies (7 Hrs)

142
International Business strategy – Industry Analysis, Mode of Entry, Foreign Direct
Investment, Intra-Industry Trade Porter’s five forces model, Three Generic Strategies: Cost
leadership, Differentiation, Strategic Alliance and Networks.
Unit VI Managing Business Functions (6 Hrs)

Marketing – benefits of international markets, major activities in international marketing
Operations management – strategic issues in operations management, International financial
management – financing foreign trade.
International human resource management,
Social responsibility and ethical issues in international business – national differences in
ethics and social responsibility, codes of conduct for MNC’s, International Business and
Sustainability, profits: with special focus on south Asian.
[Total30 Hours]
Essential Reading
1. Peng M W and Srivastava D K (2012). 2nd Edition, Global Business, CENGAGE Learning
Publications
Recommended Reading
1. Hill, Charles W.L. and Jain, Arun K, (2010). International Business. New Delhi: Tata McGraw-
Hill,.
2. Czinkota M.R., Ronkanen, I.A. & Moffett M.H. (2012). International Business. New Delhi:
Pearson.
3. Daniels, John D., Radebaugh, Lee H. and Sullivan, Daniel P. (2007). International Business.
New Delhi: Pearson.
4. Aswathappa K., (2010). International Business. New Delhi: Tata McGraw-Hill
143
MBA531C Blue Ocean Strategy 3 Credits
Course Description
This course is a creative complement to the mandatory Strategic Management course. While
the mandatory Strategic Management course discusses the frameworks for use in existing
markets and refers to competitive advantage, this course highlights how companies can
make competition irrelevant by creating new markets altogether. The course gains
contemporary relevance as countries such as Malaysia use the Blue Ocean framework and
analytical tools in their national planning.
This course is a Core Optional course offered in the third trimester.

Course Objective
The main objective of the course is to provide students with the necessary theoretical and
conceptual tools used in Blue Ocean Strategy formulation and implementation. By guiding
students working for companies (even nations) to pursue both differentiation and low cost,
blue ocean strategy seeks to break the value-cost trade-off, thereby helping them create new
demand and achieve strong profitable growth.
Learning Outcomes
Knowledge
• As prospective managers, gain knowledge how to apply Blue Ocean Strategy concepts
and tools in a real life scenario
• Understand how Blue Ocean Strategy can be applied in diverse industries
• Apply the framework to address existing as well as new markets and industries
Skill
• Provide students with specialized tools and techniques to obtain unique perspectives of
markets and competition
Attitude
• Appreciate the complex environment in which Venture Capitalists operate
• As entrepreneurs, be confident in strategy formulation and implementation.
Employability
• Will be useful for students choosing careers in Marketing and Consulting.
Entrepreneurship
• Helpful for students with entrepreneurial intentions, as the course offers a unique
perspective on competition and the creation of markets.
Level of Knowledge: Students should have familiarity with basic concepts of Marketing. No
prior knowledge of Strategic Management is required.
Unit I Blue Ocean Strategy Basics (9 Hrs)

Red Ocean Strategy vs. Blue Ocean Strategy, Blue Ocean Strategy: Aligning Value, Profit and
People in Pursuit of Differentiation and Low Cost, Noncustomer Analysis – the Three Tiers
Unit II Analytical Tools and Frameworks (9 Hrs)

Six Paths to Creating Blue Oceans, Getting the Strategic Sequence Right, Executing Blue
Ocean Strategy, Analytical Tools and Frameworks – Value Innovation, Strategy Canvas,
144
Value Curve, Four Actions Framework, ERRC Grid
Unit III Evolution of Blue Ocean Strategies (6 Hrs)
Making Blue Ocean Strategic Moves – A Historical Pattern, Red Ocean Traps and How to
avoid them
Unit IV Blue Ocean Shift (6 Hrs)

Humanness, Overview of the Blue Ocean Shift Process, Pioneer-Migrator-Settler Map, Buyer
Utility Map, Blue Ocean Fair, A National Blue Ocean Shift in Action
[Total 30 Hours]
Essential Reading
Kim, WC., Mauborgne, R. (2015) Blue Ocean Strategy: How to Create New Market Space and Make the
Competition Irrelevant (Expanded ed.). Boston: Harvard Business School Press.
Kim, WC., Mauborgne, R. (2017) Blue Ocean Shift Beyond Competing: Proven Steps to Inspire Confidence
and Seize New Growth. New York: Hachette Books.
145
MBA532A Project Management Concepts and Application 3 Credits
Course Description
This paper is offered as a core choice-based course in the fifth trimester. It develops project
management mindset in the students and prepares students for careers in the areas of
project management. Students opting for this elective subject, specialize in the various
aspects of project management; – defining, scoping, project estimation and costing, project
quality management, project network management and risk management.
Course Objective
This course aims to provide knowledge to the students on the methodology and concepts
related to Project Management and prepare students for careers in the area of project
management.
Learning Outcomes
Knowledge
• Understand project management as a process
• Understand and apply techniques of project planning and project control
• Understand and apply techniques of project risk management.
• Understand project team dynamics.
Skills
• Develop project scope statement and work break down structure
• Conduct stakeholder analysis
• Use MS Project software usage
Attitude
• Interact as a professional with all the stakeholders and team members of a project in a
global setting
Unit I Project Management Framework (3 Hrs)

Definition of project, need for project management, Project life cycle, project stake holders
Unit II Project Management Scope (4 Hrs)

Defining project scope, Establishing project priorities, Work break down structure, Process
breakdown structure, Responsibility matrices.
Unit III Estimating Project Time, Cost and Selection (6 Hrs)

Factors influencing the quality of estimates, estimating guidelines for times, costs and
resources, Macro and micro estimating, methods for estimating, level of detail, developing
budgets, types of costs, refining estimates and contingency fund, selection of project.
Unit IV Project Teams * (4 Hrs)

Five stage team development model, situational factors affecting team, building high
performance project teams, managing virtual project teams, Project Management Maturity
Model (PMMO).
Unit V Project Expediting (4 Hrs)

GANTT CHART, Crashing of Projects, Cost Analysis for Project Crashing, Project
Procurement.
146
Unit VI Project Risk Management (5 Hrs)
Risk concept, risk identification, risk assessment, risk response development, contingency
planning, contingency funding and time buffers, risk response control, and change control
management.
Unit VII Project Control Process (4 Hrs)

Project progress & performance measurement and evaluation-Structure of a project
monitoring information system, project control process, monitoring time performance, need
for an integrated information system, Progress monitoring indexes, Environment, Health
and Safety(EHS) in Projects, Ethical issues in Project Management.
[Total 30 Hours]
Essential Reading
1. Gray, C. F., & Larson, E. W. (2015). Project management: The managerial process (6th ed.). New Delhi:
Tata Mc-Graw Hill.
Recommended Reading
1. Kerzner, H. (2013). Project management: A systems approach to planning, scheduling, and controlling
(10 th ed.). New Delhi: John Wiley.
2. Lester, A. (2012). Project management planning and control. New Delhi: Elsevier.
3. Meredith, J.R., & Mantel, S.J. (2011). Project management: A managerial approach. New Delhi: John
Wiley.
4. Nicholas, J. M., & Steyn, H. (2008). Project management for business, engineering and technology (3rd
ed.). New Delhi: PHI.
147
MBA532B Artificial Intelligence for Managers 3 Credits
Course Description
The origins of Artificial Intelligence (AI) can be traced to the seminal work done by Alan
Turing during the World War time. Advances in computing power have made application
of brute force to AI feasible e.g., machine learning.
This Core Optional course in the fifth trimester provides an insight into Artificial
Intelligence, Machine Learning, and Robotic Process Automation (RPA).
Course Objective
The main objective of the course is to provide students an overview of AI and its
applications in various fields of Management.
Learning Outcomes
Knowledge
• Be aware of AI, Machine Learning, and Robotic Process Automation (RPA) concepts
• Gain an appreciation for managerial applications of AI
Skill
• As an MBA, gain a strategic perspective of application of AI for competitive advantage
Attitude
• Appreciate the trends and applications of AI in the real world.
Employability
• Will be useful for students choosing careers with the IT and ITeS sector.
Entrepreneurship
• Intentionally left blank.
Level of Knowledge: Students should have familiarity with basic concepts of computing
and information systems.
Unit I Introduction to AI (4 Hrs)

Introduction to AI, History and Evolution of AI
Unit II Foundations of AI (4 Hrs)

Intelligent agents, uninformed search, Heuristic search, adversarial search, game playing
Unit III Machine Learning – Supervised Learning (4 Hrs)

Basic concepts, Classification, Artificial Neural Network, IBM Watson
Unit IV Machine Learning – Unsupervised Learning (4 Hrs)

Association, Clustering
Unit V Robotic Process Automation (5 Hrs)

Robotic Process Automation & Cognitive AI
Unit VI Deep Learning (5 Hrs)

Deep Learning Concepts, Applications of Deep Learning
148
Unit VII Future of AI (4 Hrs)
Future of Work, Future of AI
[Total 30 Hours]
Essential Reading
Russell, S., Norvig, P.(2010) Artificial Intelligence: A Modern Approach (3rd ed.). Prentice Hall.
Khemani, D. (2013) A First Course in Artificial Intelligence. McGraw-Hill.
149
OTHERS
MBA581 Social Concern Project (SCP) MANDATORY 1 Credit
Course Description
This course attempts to utilise the academic capability and skill of the students of MBA
programme to develop and suggest practicable solutions to enduring societal problems
prevalent in India. Thus the course inculcates among the students the agility of utilising
acquired knowledge to explore strategies to overcome practical problems, while helping
them to become a socially aware global citizen.
Course Objective
This course attempts to utilize the academic capability and skill of the students of MBA
programme to develop and suggest practicable solutions to societal problems while helping
the students to become a socially aware global citizen.
Learning Outcomes
Knowledge
• Conduct preliminary study and analysis of nature and vulnerability of social
problems prevalent in India.
• Carry out review of literature regarding the applicability and impact of alternative
solution models adopted for different social problems.
• Pursue a research methodology to develop a practicable solution to societal
problems.
• Explore the concept and viability of social entrepreneurship which the students may
pursue as a career path.
Skills
• Inculcate of the ability to utilize the academic competence and aptitude to develop
feasible solutions to various societal problems.
• Use statistical tools and related software applications.
Attitude
• Developing sensitiveness towards the society and thereby contribute in their own
holistic development.
Course Duration and Timeline:
The course shall be offered as a one credit course (15 contact hours).
Course will be administered to students during 5th trimester from the batch of 3015-17.
Course Execution:
1. This course shall be offered in association with the Centre for Social Action (CSA),
Christ University; and they would be providing necessary capability building
workshops, training, orientation and guidance programs for both the faculty as well
as students.
2. Further to this CSA would act as a catalyst between the students of the course and
the social development organisation or community that requires solutions to the
societal problem faced by them.
3. The course shall be executed through the faculty mentors, who will act as a guide to
students. Thus this course would present an opportunity to the faculty as well to
contribute to the social service learning.
4. Each student, in consultation with the respective mentor, has to carry out necessary
study, literature review and to prepare a project report to suggest feasible solutions
to pre-identified societal problems of various social development organisations.
150

Finance
MBA541F Managerial Accounting 3 Credits
Course Description
In this course, the focus shifts to using the cost information of an enterprise for analysis and
decision making. While the Financial accounting system provides information, this course
helps in developing the analytical ability of the student by using various Managerial
accounting methods and techniques. In addition, the student gets to learn about the various
Management control aspects that would be required for a manager, in terms of designing,
Using and planning control systems to achieve firm’s objectives.
Course Objective
This course attempts to provide the students with the knowledge of fundamentals of Cost
analysis and Management Control systems required for all the managers.
Learning Outcomes
Knowledge:
- Demonstrate a Strong fundamental knowledge of cost behavior, cost objects and cost
classifications.
- Explain how cost allocations are used to ascertain the cost of cost object and its
applicability in both Manufacturing and Services industry.
- Show clarity about how cost –volume profit relationship works and explain its uses in
business.
- Show thorough understanding the usefulness of cost sheets, budgets and responsibility
centers to business.
- Show good understanding of how Transfer pricing mechanism works.
- Understand how firms use Balance Score Card to manage their business.
Skill
- Apply and analyse cost information for decision making.
- Prepare budgets and monitor them in a multi-product or service business context.
Attitude
- Appreciate and practice the ethical and social dimensions relevant to cost
management in business.
- Understand the importance of collaborative functioning in diverse teams to achieve
the common organizational goal of value creation to all the stakeholders.
Level of Knowledge: Intermediate, Applied / Working
Unit I: Introduction to Cost concepts and classifications (2 Hrs)

Cost, Cost centers, Cost Unit, Method of costing, Techniques of costing, Classification of
cost- fixed and variable, Allocation, Apportionment & Absorption, Apportionment of costs
to service cost centers, Pre-determined overhead rates.
Unit II: Job and Process Costing Methods (4 Hrs)

Job costing, Process Costing, WIP (Equivalent Production), Normal & abnormal losses,
Internal process profits, Joints & by-product costing.
151
Unit III: Cost Volume Profit Analysis & Variable Costing (8 Hrs)
Common cost behavior patterns- cost estimation method – Breakeven analysis– contribution
margin and what if analysis- multi product analysis -Assumptions in CVP analysis- Variable
costing and Full costing- benefits of variable costing for internal reporting purpose-
Incremental analysis- make or buy decisions-dropping a product line- qualitative
considerations in decision making including ethical dimensions.[ 8 hours here includes
additional 3 hours to focus on additional numerical exercise]
Unit IV: Cost Allocation and Activity Based Costing: (4 Hrs)

Process of cost allocation- traditional product costing systems - problems with cost
allocation- activity based costing- Activity based management as a tool to improve
efficiency.
Unit V: Management Control systems (4 Hrs)

Performance evaluation- Revenue Centers, Cost centers, Profit center and investment center
– Transfer Pricing.
Unit VI: Budgetary Planning and Performance analysis (6 Hrs)

Uses of budgets in planning and control (Self Learning area) - developing the budget- The
master budget- budgeted balance sheet- static and flexible budgets - standard costs and
budgets- development of standard costs- variance analysis.
Unit VII: Special Topics (2 Hrs)

Balanced score card and performance evaluation including Governance adherence - Target
costing- Life cycle costing- Total cost of ownership.
[Total 30 Hours]
Pedagogy:
The course would be primarily driven through
1. Case studies from leading business schools
2. Harvard Simulations
3. Self-study modules
Text book
1. Cost Accounting - A Managerial Emphasis, Horngren, Datar, Rajan 15th ed. Pearson
Reference Books
1. Managerial Accounting - Creating Value in a Global Business Environment, Hilton& Platt, 9th ed.
McGraw Hill
2. Accounting - Text and Cases, Anthony, Hawkings, Merchant 13th ed. McGraw Hill
3. Managerial Accounting - James Jiambalvo 5th ed. Wiley
152
Add-on Course
MBA551 Small and Medium Enterprise (Add-On / Optional Course – Non credit)
Course Description
This course is offered as an add-on / optional to the students of MBA programme to provide
a practical understanding of various issues concerning Small and Medium Enterprises
including setting up of, financing and rehabilitation. Funding SME by banks is gaining
importance in view of the important role that SMEs are playing in the overall growth of our
Indian economy.
Course Objective
This course attempts to provide students a practical understanding of various issues
concerning Small and Medium Enterprises including setting up of, financing and
rehabilitation.
Learning Outcomes
Knowledge
• Understand the various issues while setting up a SME by an entrepreneur.
• Gain knowledge of appraising a SME proposal from marketing and finance perspective
and funding.
• Learn the rehabilitation issues connected with SMEs.
Skill
• Develop comprehensive business plans and also analyze from a banker’s perspective.
Attitude
• Appreciate the ethical and social and governance dimensions in the management of
small and medium enterprises.
Unit I SME Concepts (1 Hr)

Nature and development of Entrepreneurship in SME business. Entrepreneurial decision
process – Components of industrial activity and its characteristics – Role of SMEs – Concepts
and definition of SME – The Micro, Small and Medium Enterprises Development Act, 2006.
Institutional support for SMEs- Government Policy regarding SMEs in India. Growth and
performance of SMEs.
Unit II Financiers Appraisal Of SME Proposal From Marketing Perspective (2 Hrs)

Marketing concepts relevant to SMEs (Ring Toss Game) – Starting the business – Basic
business idea and innovation – Opportunity recognition – Choice of product- Planning and
development process -Market segmentation and its relevance to SME. Product mobility and
diversification. Nine successful brand strategies to build winning brands.
153
Unit III Legal Issues For SME (1 Hr)

Legal issues in setting up the organizations with respect to various forms of organizations.
Statutory registrations and clearances required for setting up a SME. SARFASI Act.
Equitable mortgage, pledge and hypothecation- the legal issues involved.
Unit IV Project Appraisal And Preparation (3 Hrs)

Techno economic feasibility studies. Man Machine Materials utilization. Assessment of plant
capacity. Inventory control and materials management- Just in time production, planning
and control. Make or Buy decision. Costing, Pricing and Productivity mix. Working Capital
assessment- Balance Sheet preparation and analysis- Cash Flows relevant for loan sanctions-
Application and relevant format. The aspects which a bank look for in a proposal before
sanctioning.
Unit V Financing A New Venture (3 Hrs)

Sources of capital – overview. Debt or Equity financing. Internal or external funds. Funding
from banks and financial institutions. Various schemes and type of loans: Cash Credit
Loans, Medium and Short term loans, Collateral Free Loans- Clean Cash Credit and Clean
Term Loans, Composite Loans, Pre-shipment and Post-Shipment export packing credit, Non
fund based loans - LC / Guarantees, SME Transport Operators financing schemes, Mortgage
loans. Relevance of bank credit rating in appraisal and sanction. CRISIL and ICRA credit
rating agencies, Government and Developmental agencies support.
Unit VI Rehabilitation of Sick SMEs (1 Hr)

Stresses and strains of a SME entrepreneur (a game). Problems for SME- Sickness in SME-
Criteria to identity sickness, causes, symptoms and remedial measures of sickness.
Rehabilitation packages.
Other Learning Methods (9 Hrs)

a. MANAGEMENT GAME: Students (as a team) will create a venture model and run the
same. The team that crosses all hurdles within the given time frame and makes the
maximum profit (without incurring losses) is the winning team.
b. CASE STUDIES: On Marketing, Finance and Sickness of SMEs.
c. MINI PROJECT WORK which would develop a project report suitable to be submitted to
banks for loan consideration. This involves field work to identify customer preferences and
market potential.
d. INTERFACE with the Head of Credit Processing Cell of a leading bank like SBI.
[Total 20 Hours]
Essential Reading
There is no prescribed text for this course. Self made materials would be provided to the students by
the resource person.
Web References:
http://msme.gov.in/
http://www.fisme.org.in/
http://www.wasmeinfo.org/
http://www.techsmall.com/index.htm
http://www.ficci.com/
154
MBAXXX Project Appraisal and Finance 1 Credit
Course Description
This course is designed to provide exposure on how a project deal can be organized from
Industrial, Legal and Financial standpoints and the alternatives for funding it.
Course Objective
This course attempts to provide exposure to students on how a project deal can be organized
from Industrial, Legal and Financial standpoints and the alternatives for funding it
Learning Outcomes
Knowledge
• Imbibe a comprehensive understanding related to the design, organization and funding
options for complex long-term projects.
• Become aware about the industrial, legal and financial issues of the projects.
Skills
• Design and organize a socio-economically viable project.
• Conduct viability and feasibility study of a project.
Attitude
• Inculcate the habit of taking a 360 degree view of environment before decision making
involving projects.
• Develop an attitude that incubates and supports ethically and socially responsible
projects.
Unit I The market for project finance: Applications and sectors (2 Hrs)
Evolution of project finance and market segments; The global project finance market; The
domestic project finance market.(Self learning unit)
Unit II Project Characteristics, Risk Analysis and Risk Management (3 Hrs)

Identifying project risks; Risk allocation with contracts stipulated by the SPV; Summary of
the Risk management process.
Unit III Valuing the Project and Financing the Deal (3 Hrs)
Analysis of operating cash flows and their behavior in different project life-cycle phases;
Defining the optimal capital structure for the deal; Financial viability and the Cover ratios
used to measure it; Sensitivity Analysis and Scenario Analysis.
Unit IV Legal and Ethical Aspects of Project Finance (2 Hrs)

Special characteristics of a project company; Contract structure of the deal. Ethical Projects,
Ethical Ready Proposals, Ethical monitoring during project implementation, Preventing
Project Frauds, Benefits of ethical behaviour.
[Total 10 Hours]
Essential Reading
1. Stefano, Gatti. (2008). Project finance in theory and practice – Designing structuring and financing
private and public projects. Edition (Indian) Academic, Press - An imprint of Elsevier.
155
Recommended Reading
1. Fabozzi, F., &Nevitt, P.K. (2006). Project financing (7th ed.). London: Euromoney.
2. Yescombe, E.R. (2003). Principles of project finance. San Diego, CA: Academic Press.
3. Scott, H. (2007). The law and business of international project finance (3rd ed.). Cambridge Univ.
Press.
4. Sarda Govind Prakashan,D.P. Handbook on project appraisal and follow-up - A practical guide.
Prasanna, Chandra. Projects - planning, analysis, selection, financing, implementation and review – CFM -
TMH Professional series in finance
156
Human Resource
MBA541H Organizational Change and Development 3 Credits
Course Description
The course is offered as a human resource elective in the second year. This course introduces
students to the social science techniques and change interventions used to improve
organizational effectiveness and enhance the personal development of individuals. It focuses
on the philosophy, history, and evolving approaches associated with organizational change
and development, with special focus on initiating and managing change. Introduces
methods used to identify organizational problems, understand the underlying causes for
these problems, and collect information and data about the causes or problems, and present
diagnostic results.
Course Objective
This course attempts to introduce the students to the social science techniques and change
interventions used to improve organizational effectiveness and enhance the personal
development of individuals.
Learning Outcomes
Knowledge:
• Appreciate organizational change processes from multiple role perspectives.
• Plan the steps involved to effectively manage organizational change in a variety of
contexts and settings.
• Identify the type and significance of various drivers of organizational change and
identify the nature and significance of various impediments to organizational change.
Skills
• Plan approaches and strategies for managing organizational change.
• Implement organizational diagnosis and OD interventions design.
• Evaluate the effectiveness of OD interventions.
Attitude:
• Explore and clarify assumptions, beliefs, and values about organizations and the nature
of the change process.
Level of Knowledge: Basic to moderate knowledge, understanding and application
Unit I Introduction to organizational change and development (4 Hrs)

Definition, history, and evolution of Organizational change and OD. Theories of planned
change-Theory O and Theory E, types of planned change, critique of planned change, who is
the OD practitioner? Professional OD, values and ethics, strategic focus
(Self Learning module)
Unit II Attitude towards change (3 Hrs)

Theory of psychological reactance, Overcoming resistance to change, Commitment to
change –Creating readiness for organizational change
157
Unit III Diagnostic techniques and feedback in OD (4 Hrs)

Diagnosing organizations, open-systems model, Force field analysis, Weisbord six box
model, Congruence model, Grid OD, Tichy’s TPC framework, Stream analysis, Kilmann
Model, Mckinsey 7s framework, Extended 7S framework, Burke-Litwin model, Appreciative
inquiry, Survey feedback
Unit IV Human process interventions (6 Hrs)

Interpersonal and group process approaches – T-groups, process consultation, third party
interventions and team building.
Organization process approaches – organization confrontation meeting, inter group
relations interventions, large group interventions, and grid OD
Unit V Techno Structural Interventions (5 Hrs)

Restructuring organizations – structural design, group’s process structure, downsizing, and
reengineering
Employee involvement – What is it? Employee involvement practices, parallel structures,
high – involvement organizations, high involvement, and TQM
Work design – the engineering approach, the motivational approach, the socio technical
approach and designing work for technical and personal needs
Unit VI Human Resources Management and Strategic Interventions (6 Hrs)

Developing and assisting members – career planning and development interventions,
resources planning and strategy, workforce diversity interventions, and employee wellness
interventions
Integrated strategic change, trans organizational development and mergers and acquisitions
Organizational transformation – characteristics of transformational change, culture change,
self-designing organization organizational learning and knowledge management
Unit VII Evaluation and Future of OD intervention (2 Hrs)

Sustaining change after intervention evaluation – Ending an engagement
Global issues in OD, OD in International business, and future of OD
[Total 30 Hours]
Essential Reading
Cummings, T G and Worley C G( 2013). Organization Development and Change, South-Western College
Publishing.
Recommended Reading
1. French, W L and Bell C H (2007). Organization Development: Behavioural science interventions for
organizational improvement, Pearson Education.
2. French W L., Bell, C H and Vohra, V, (2009). Organization Development: Behavioural science
interventions for organizational improvement. Dorling Kindersley (India) Pvt. Ltd.
3. Harvey D and Brown D R ( 2004). An Experiential approach to Organization Development. 7/e,
Pearson Education.
4. Kotter, J P (1996). Leading Change. Boston: Harvard Business School Press. ISBN # 0-87584-747-1.
5. Nilakant, V and Ramnarayan S (2006). Change Management: Altering mindsets in a global context.
Response Books.
6. Singh, K (2006). Organization Change and Development. Excel Books
7. Ramanarayn, S. and Rao T V (2011). Organization Development: Accelerating Learning and
Transformation. SAGE Publications.
8. Sharma, R.(2013).Organizational Change and Transformation. Tata McGraw Hill.
158
MBA542H Labor Law II 3 Credits
Course Description
The course is offered as a human resource elective in the second year. The paper helps the
students to understand the legal aspect of the Human resources in the organization. The
paper develops the awareness about the various acts and legal compliances required for
smooth functioning of the organization
Course Objective
This course attempts to help the students to understand the legal aspect of the Human
resources in the organization.
Learning Outcomes
Knowledge:
• Implement statutes and employers obligations under different acts.
• Integrate employers and employees rights and duties and their compliance.
• Integrate the powers of the appropriate government/authorities under the Act and
their analysis.
Skill:
• Gain expertise to become Compliance officers.
Attitude:
• Appreciate compliance procedures depending upon the sector in which the company
is operating.
Level of Knowledge: Moderate to Advanced knowledge, understanding and application
Unit I (8 Hrs)
The Employees Provident Funds and Miscellaneous Provisions Act, 1953: Objectives,
Definitions [ Authorized officer, Basic Wages, Contribution, Controlled industry, Employer,
Employee, Exempted Employee, Recovery officer], Employee Provident Fund Schemes,
Contributions, Statutory rate of contribution, retaining allowance, calculation], Employees
Pension Scheme: Establishment of Employees Pension Fund, Grant By central Government,
Employees Deposit Linked Insurance Scheme, Framing and its functioning, circumstances
under which employers contribution can be recovered, Attachment of properties, Penalties:
Offences by companies.
(Self Learning module)*
The Employee State Insurance Act, 1948: Objectives, Definitions [Benefit period,
confinement, Contribution period, dependant, employment injury, Employee, Exempted
Employee, Immediate employment, Disablement (partial and permanent, wages, exclusion
of wages], Applicability of the act, Contribution and Contribution calculation, Registration
of establishments, Benefits, Restrictions, Protection, Penalties (Self Learning module)*
Unit II (6 Hrs)
The Employees Compensation Act, 1933: Scope of the act, Definitions [Dependant,
Employer, Disablement, Wages, Workman and Contract of Employment], Rules regarding
employment [Personal injury by accident, Theory of notional extension], Occupational
Diseases, Amount of compensation, Calculation of Compensation for [death, permanent
159
total disablement, permanent partial disablement, temporary disablement], Compensation
when due, distribution of compensation.*
The Payment of Gratuity Act, 1973: Scope of the act, Applicability of the act, Definitions[
Completed years of service, Employee, Wages, Retirement, Controlling authority, employer,
employee, Superannuation, Family], Payment of gratuity on termination, forfeiture of
gratuity, compulsory insurance and payment of gratuity, nomination, determination and
recovery of gratuity, Penalties.
Unit III (8 Hrs)

The Inter-State Migrant Workmen (Regulation of employment and conditions of Service)
Act, 1979
Definitions, Registration, Licensing of contractors, Revocation and suspension of licenses,
Duties of contractors, Welfare activities, Responsibility of payment of wages, Duties of
inspecting staff, Contraventions of provisions of the act and Penalties.
The Trade Unions Act, 1936: Scope of the act, Definitions [ Trade Dispute, Trade Union],
Agreements not affected by the act, Procedure for registration of Trade Unions, Cancellation
of registration of trade union, Duties and Liabilities of a Trade Union, Amalgamation and
Dissolution of a Trade Union, Penalties.*
Unit IV (6 Hrs)
The Building and Other Construction Workers (Regulation Of Employment And
Conditions Of Service) Act, 1996
Definitions, registration of establishments, Licensing of contractors, duties and obligations of
contractors, Wages and welfare, Responsibility of inspecting staff, Penalties.
The Maternity Benefit Act, 1961: Scope of the act, Definitions [Child, Delivery, Employer,
Establishment, Miscarriage, Wages], Prohibition of Employment, Right to Maternity Benefit,
Payment of maternity benefit in certain cases, Dismissal during absence of pregnancy, Leave
and nursing breaks, Penalties. Domestic Enquiry: Definition, Preliminary investigation,
Rules of natural justice, procedure]
Unit V (2 Hrs)
The Sexual harassment of women at work place (Prevention, Prohibition and Redressal)
Act, 3013
Definitions, Constitution of Internal Complaints Committee, Constitution of Local
Complaints Committee, Complaint, Inquiry and complaint, Duties of Employer, Duties and
powers of District Officer, Penalties and Provisions
[Total 30 Hours]
{*indicates self learning modules which will be evaluated through presentations, group
discussions/ written assignments/micro projects on any industry in secondary sector}
Essential Reading
Padhi P.K., (2015) Labour and Industrial Laws(2nd edition), New Delhi, Prentice Hall of India.
Recommended Reading
Sarma A.M., (2013). Industrial Relations and Labour Laws (2nd ed.). Mumbai: Himalaya Publishing
House.
160
MBA543H Compensation Management 3 Credits
Course description:
The course is offered to second year MBA students specializing in HR.
Compensation Management is a specialization in the field of Human Resources that
addresses how organizations use financial and other forms of pay to attract, retain and
reward employees. In most organizations, compensation costs are the single largest line
item expense on a balance sheet. As a result, HR practitioners responsible for managing
wage, salary and benefit administration are required to have interdisciplinary training.
Course content introduces important concepts from various fields including labor law and
economics, individual, group and organizational psychology, financial management and
actuarial science. The administrative systems used to manage compensation are surveyed in
the context of underlying theory and major regulatory, competitive and ethical constraints
on pay practices.
Rationale
Compensation and reward management is one of the most critical responsibilities in
managing human resources. It is important that HR professionals understand and refine
their knowledge of compensation techniques such as setting base pay that are internally
aligned and externally comeptitive, design of incentive plans to reward for skills, merit and
seniority. This course will help HR student understand how to create competitive advantage
through compensation, and learn and link compensation plans to other HR functional areas
viz. Recruitment, Selection, Performance Management and Training & Development.
Learning Outcomes:
The goal of this course is to provide students with an orientation to compensation practices –
globally in general and with specific reference to India. Beginning with common
organizational procedures such as job analysis and job evaluation, the administrative
mechanics of pricing jobs for internal equity and external labor market competitiveness is
described. Different models and approached to compensation management and pay
administration is discussed in the context of the theories upon which they are based. Upon
completion of the course, the student will be able to:
• Use of compensation and benefits management as a strategic HR tool and techniques to
leverage compensation to gain competitive advantage
• Understand and critically assess the contextual influences on compensation as it relates
to improving societal and organizational efficiency through improved productivity and
social good.
• Compensation models to that support decision choices about base pay, merit, skill and
seniority pay and the link between compensation models and competitive strategy
• Design of incentive pay including individual and group incentives
• Creating internal consistent compensation plans thorough job analysis and evaluation
techniques
• Design market-competitive compensation systems through market definition and salary
surveys and way to integrate internal job structures and external pay market rates
• Understand, evaluate and implement legally required and discretionary benefit
programs
• Understand options and their use for employee reward and retention
• Understand executive pay and the regulatory framework which applies when fixing
executive pay
Knowledge
161
• Appreciate the concept, scope, process and significance of Compensation and Benefits in
an organizational context.
• Understand the different approaches adopted in the concept.
• Gain insights in to the different forms and newer trends in C& B.
• Link compensation and benefits programmes and organizational strategy.
• Set and implement C&B Programmes in selected industry sectors.
• Design, implement and evaluate a reward strategy.
Skills
• Design a pay structure
• Match internal grades with market benchmark positions
• Conduct and participate in a salary survey
• Determine competitive pay level based on pay policy
• Design and Administer compensation program for organization
Attitude
• Inculcate fairness and equity mind set in designing and administering C&B
Programmes.
• Develop concerns regarding professional hazards involved in various jobs while
prioritizing C&B Programmes.
Competence
• Implementing compensation systems (including use of technology and tools)
• Linking compensation systems with organizational plans and goals
• Technical aspects associated with assessment of compensation systems and processes
• Design of compensation programs
Syllabus
Unit I (3 Hrs)
Introduction to Compensation Management
Compensation definition, Perspectives on Compensation, Forms of Pay – Base Pay, Merit
Pay, Cost of Living, Long term and Short term incentives, Benefits – Income Protection, Tax
Protection, Allowances, Work life balance; Total Earnings Opportunities, Relational Returns
from work; Total Rewards Models – The Pay Model, Towers Perrin Total Rewards Model.
Unit II (6 Hrs)
Compensation Strategy
Compensation strategies – contextual similarities and differences; Strategic choices in
compensation that support business Strategy and HR strategy; Developing a total
compensation strategy; Test for competitive advantage through compensation; Best Practice
vs Best Fit; Virtuous and Vicious Circles
Unit III (3 Hrs)

Alignment; Job Analysis and Job Evaluation
Internal Alignment – Internal and External factors that shapes Internal structure; Strategic
choices in designing internal structures, Theories that guide internal structures – Equity
Theory, Tournament Theory, Institutional Model; Consequences of internal structures. Job
analysis methods; Describing jobs through a Job Description; Judging job analysis; Job
Evaluation Methods – Ranking; Classification, Point Method (with specific focus on Hay
Point Method).
Unit IV (4 Hrs)
Competitiveness
Defining competitiveness; Factors that shape external competitiveness – Labor market
factors, Product market factors and organizational factors, Labour demand and supply –
Marginal product, marginal revenue, marginal cost; Theories that explain modification of
162
labour demand and supply - Compensating Differential, Efficiency Wage, Signaling,
Reservation Wage, Human Capital Theory; Defining relevant markets; globalization and
relevant markets, off shoring and outsourcing; Competitive Pay Policy Alternatives – Lead,
Lag, Match; Different policies for different employee groups; Consequences of pay
decisions, pay levels and pay mix; Defining a competitive pay policy; Purpose of salary
survey; Selecting relevant market competitors; Design of salary survey; Interpreting results
of salary survey and constructing a market line; Combine Internal Structure and External
Market; The Pay-Policy Line; Salary grades and ranges; Broad Banding; Balancing Internal
and External Pressures; Adjusting the Pay Structure.
Unit V ( 5 Hrs)
Employee Contributions; Employee Benefits
Pay for performance plans; Short term and Long term performance pay plans; Options:
Employee Stock Ownership Plans (ESOPs), Broad-Based Option Plans (BBOPs), Stock Grant;
Gain sharing and profit sharing plans. The Value of Employee Benefits; Key Issues in Benefit
Planning, Design, and Administration; Administering the Benefit Program; Legally
Required Benefits; Retirement and Savings Plans; Life Insurance; Medical and Medically
Related Payments; Miscellaneous Benefits; Benefits for Contingent Workers.
Unit VI (3 Hrs)
Compensation for special groups and; Unions and Salary and Wages Administration
Special Groups – Supervisors, Corporate Directors, Scientists and Engineers in High-
Technology Industries, Sales Forces. The Impact of Unions in Wage Determination;
Government and legal issues in compensation; Wages – Minimum wage, Living wage, Fair
wage
Unit VII (3 Hrs)

Development of the pay structure and payroll administration in Indian Context;
Overview of compensation related US laws
Understanding of Basic, House Rent Allowance , Dearness allowance, Deductions: ESI, PF,
PT,TDS Contributions (PF ESI) Calculation of Gross salary and Net salary, Calculations of
CTC, Preparation of Break up salary Retirement Plans including VRS/Golden Handshake
Schemes. Global Perspective: Overview of US labour laws - FLSA, COBRA, HIPPA, ERISA,
IRA, FMLA.
Unit VIII (3 Hrs)

Making it all work
Managing, Controlling, Reducing Labor Costs; Structuring the Compensation Function –
Centralization vs Decentralization; Reengineering and Outsourcing. Ethics in Compensation
Decisions, Wage Discrimination, Equal Pay
[Total 30 Hours]
Prescribed text and reading material
Essential Reading
1. Milkovich, G.T., Newman, J.M., & Venkata Ratnam,C.S.(2009).Compensation New Delhi : Tata
McGraw Hill.
Recommended Reading
1. Berger, L. A., Berger, D. R., & Berger, L. A. The compensation handbook. 6e, 2016. New York:
McGraw-Hill.
2. Singh, B.D. (2012).Compensation & reward management. (2e). New Delhi: Excel.
163
Additional Readings (Articles, handouts, videos, tools):
1. Implementing Total Rewards Strategies
2. Employee Benefits in a Total Rewards Framework
3. Compensation Professional Development Framework
4. Videos:
a. Job Analysis
b. Job Evaluation
c. Pay Policy
d. Market Analysis
e. Base Pay Structure
f. Pay for performance
g. Rewards communication plan
5. Income Tax for salaried employees (handout)
6. Income tax return tool (downloadable xml tool)
7. Tax treatment of salary (Theory & practical) - handout
8. Stock Options: SEBI Act – Share Based Employee Benefits Regulations, 2014
9. Compensation & The Board: Appointment and Remuneration of Key Personnel, Companies Act
2013
Case Studies:
• XTRONICS Compensation Strategy
• Mercer salary survey
Practical / Lab Experiment / Simulation:
• Tax on salary: Calculation of income tax using IT Dept xml tool (practical)
• Preparation of Compensation Offer (practical)
164
Marketing
MBA541M Marketing Metrics 3 Credits
Course description
Marketing Metrics is a marketing specialization course designed to develop students to use
numbers in assessing marketing strategy.The course reviews the different measures used by
marketers and other decision makers in corporations. It covers metrics for understanding
value of brands, customer loyalty, profitability of customers and to measure the
performance of marketing activities.
This course examines the importance of managing marketing data in effective marketing
decision making. It presents the role of marketing metrics within the organisation and
establishes how an understanding of a range of measurement techniques can enable
organisations to achieve marketing objectives through strategic decision making.
Learning Outcomes
On completion of the course, participants will be able to:
1. Knowledge:
a. Understand the role of marketing metrics
b. Understand the significance of different measurement techniques across a
range of market contexts
2. Skills:
a. Apply marketing metrics to establish the effectiveness of marketing activities
b. Utilise various analytics tools and techniques for marketing insight and
strategic decision making
3. Attitude:
a. Develop expertise in using numerical information to justify and evaluate
marketing strategies
b. Be able to correctly select, calculate, and interpret specific marketing metrics
for marketing decisions and articulate returns on marketing investment  
c. Understand the connections across various marketing metrics  
Unit I: INTRODUCTION (3 Hrs)

The alignment of business objectives, strategies and metrics; the potential gap between
metrics and business outcomes, people, planet and profit, the importance of marketing
metrics, measuring market effectiveness.
Unit II: SHARE METRICS (5 Hrs)

Market share, relative market share, market concentration, market penetration, brand
penetration, penetration share, share of requirements, heavy usage index, market share
decomposition, brand development index and category development index.
Unit III: MARGINS and PROFITS (6 Hrs)

Variable and fixed costs, margins, markups, average price per unit, contribution per unit,
contribution margin, breakeven sales level, target profit, rate of return on sales and
breakeven on incremental investment.
Unit IV: PRICING, PRODUCT and PORTFOLIO MANAGEMENT (8 Hrs)

Price premium, maximum reserve price and maximum willingness to buy, price elasticity,
optimal price, percentage breakeven price change, price discrimination, competitor reaction
elasticity and cross and residual price elasticity. Trial volume and trial rate, repeat volume
and repeat rate, adjusted trial rate, cannibalization rate, weighted contribution margin and
breakeven with cannibalization.
165
Unit V: SALES FORCE MANAGEMENT and PROMOTION PROFITABILITY (8 Hrs)
Sales funnel, sales pipeline, lead, closure rate, sales forecasting, workload, sales force
effectiveness. Baseline sales, incremental sales, promotional lift, return on marketing
investment, coupon redemption, pass-through, gross rating points, impression, cost per
thousand impressions, reach, frequency, share of voice, page views, visitors, click-through
rates, cost per click, cost per order, cost per customer acquired, bounce rate, abandonment
rate. Customer lifetime value, retention rate, attrition rate& churn rate.
[Total 30 Hours]
RECOMMENDED BOOKS:
1. Bendle, N.T., Farris, P.W., Pfeifer, P.E., and Reibstein, D.J. (2006) Marketing Metrics: The
Manager’s Guide to Measuring Marketing Performance (Third Edition). Upper Saddle River, New
Jersey: Pearson.
2. Winston, W.L. (2014). Marketing Analytics: Data-driven Techniques with Microsoft Excel (First
Edition). Indianapolis, Indiana: John Wiley & Sons.
166
MBA542M Strategic Marketing Management 3 Credits
Course Description
The course is designed to provide students, knowledge about market-driven and market
driving strategies for the success of a firm. The focus is on understanding the role of
strategic decision making in marketing across different areas from segmenting, product
decisions, pricing, distribution, ethical practices to name a few of them. Students would
have the opportunity to practice creative problem solving and decision-making through case
studies finally leading to design and development of market-driving strategies.
Course Objective
This course attempts to provide students, knowledge about market-driven and market
driving strategies for the success of a firm.
Learning Outcomes
At the completion of the course, students will be able to:
Knowledge
• Appreciate marketing as an idea that has strategic relevance and not just as an
operational function.
• Identify pressing issues in the area of marketing and be able to get to the source of
the problem and offer logical and relevant recommendations.
• Have insightful perspective on customer centric value creation, value capturing and
delivery.
Skills
• Identify, appreciate, apply, critique and evaluate strategic marketing initiatives
prevalent in businesses.
• Create strategic marketing plan/blue print that can be readily implemented in the
given context.
• Design business ready solutions for contemporary marketing issues.
Attitude
• Operate from a problem solving mindset
• Perceive cross functional relevance of strategizing marketing activity
Unit I Foundations of Strategic Marketing Management (6 Hrs)

Defining the organization’s business, mission, and goals; Identifying organizational growth
opportunities; Formulating product-market strategies; Budgeting marketing, financial and
production resources; Developing reformulation and recovery strategy
Unit II Strategic segmentation and opportunity analysis (6 Hrs)

Opportunity analysis – Opportunity identification; Opportunity-organization matching;
Opportunity evaluation; Strategic segmentation and variables; Market sales potential and
profitability
Unit III Product and service Strategy and Strategic Branding (6 Hrs)
Offering portfolio; Modifying offering mix and rationalization; Life cycle concept; Brand
equity and strategic brand management process; Analyzing competitive landscape
Unit IV Channel strategy and Management (6 Hrs)

167
Channel selection decision; Capitalizing on internet driven growing distribution channels;
Dual distribution and multi-channel marketing; Satisfying intermediary requirement and
trade relations; Qualitative and quantitative assessment of modifying channel decisions
Unit V Pricing strategy and Management (6 Hrs)
Pricing considerations; Product line pricing; New offering pricing strategy; Pricing and
competitive interaction
Evaluation
Students are evaluated based on class room discussion and participation for case studies.
Each unit is driven through an appropriately identified case study on which students are
expected to make analysis and submit reports. At the end of the course, students are
required to design an info-graphic on the existing and future strategic marketing
complexities and make recommendations to address the same.
[Total 30 Hours]
Recommended Text book

Kerin, R. A., and Peterson, R. A., (2011).Strategic Marketing Problems; Cases and Comments, 12th Ed,
Dorling Kindersley
Additional Reading
1. Kumar, N. (2004). Marketing as Strategy. Massachusetts: Harvard Business School Publishing
2. Anderson H. C. and Vincze W. J., (2004), Strategic Marketing Management 2nd Ed, Boston:
Houghton Mifflin Company
3. HBR’s 10 Must Reads on ‘Strategic Marketing’, HBSP
168
Business Analytics
MBA 541B Big Data Analytics 3 Credits
Course Description
This is a course offered to the Business Analytics students in their 5th trimester. The course
encompasses fundaments of Big Data, Big Data architecture and Big Data ecosystem. By the
end of the course, students will be able to independently work on Big Data platforms
spanning different domains.
Course Objective
The objective of this course is to equip students with the fundamentals of Big Data and Big
Data analytics with specific focus on Big Data ecosystem comprising of Hadoop Distributed
File System (HDFS), Hive and Spark.
Learning Outcomes
Knowledge
• Understand theoretical concepts behind Big Data and Big Data analytics
• Decide on Big Data models relevant to business needs
• Understand and Appreciate algorithms behind predictive models used in Big Data
Analytics
Skills
• Develop, test and deploy Big Data models
• Interpret the results of Big Data analytics and present through well-structured reports.
Attitude
• Appreciate the importance of various predictive and classification models and the
underlying assumptions governing them
Unit I Introduction to Big Data (3 Hrs)

Introduction to Big Data, different types of data, introduction to cloud computing, cloud
computing concepts, cloud computing applications, cloud systems and infrastructure, Big
Data applications in cloud, cloud networking
Unit II Understanding the Big Data Ecosystem (4 Hrs)

The components of a Big Data architecture. Extract-transform-load (ETL) layer. File system
– HDFS. NoSQL DB. Hive. Hadoop. Kerberos. Pig. Cassandra. Other competing
products.
Unit III Working with HDFS and Hive (4 Hrs)

HDFS overview, installation, API. Hive architecture and installation. Comparison with
traditional databases. HiveQL – querying data, sorting and aggregating
Unit IV Working with Map Reduce and HBase (4 Hrs)

Introduction to Map Reduce. Map Reduce scripts, joins and sub queries. HBase concepts,
schema design, indexing. Pig. Zookeeper.
169
Unit V Data Analysis with Spark (4 Hrs)
Introduction to Spark. Downloading, installing and getting started with Spark.
Programming with Resilient distributed datasets. Machine learning with MLib.
Unit VI Working with NoSQL (3 Hrs)

Introduction to NoSQL. Types of NoSQL databases. Advantages and uses. SQL vs NoSQL.
Using NoSQL to develop reports.
Unit VII Big Data Project and Case Studies (8 Hrs)

End-to-end case study on a business problem. Challenges and problems in handling Big
Data. Big Data case studies from Healthcare, Banking.
[Total 30 Hours]
Essential Reading
Seema Acharya and Subhashini Chellappa. Big Data and Analytics. 1st Edition. Wiley (2015)
170
MBA 542B Predictive Analytics II 3 Credits
Course Description:
This is course is offered to the students of Business Analytics specialization in their 5th
trimester and is a continuation of the Predictive Analytics I in the 4th trimester. The course
encompasses fundamental concepts behind clustering and association mining techniques
predominantly segmentation and profiling models. By the end of the course, the students
would be able to independently work on these models to address varied business problems.
Course Objective:
The objective of this course is to equip students with various clustering and association
mining techniques so that they become well conversant with the models and use them in
solving real business problems and decision making.
Learning Outcomes:
Knowledge:
• Understand underlying concepts and algorithms governing clustering and
association mining techniques models
• Decide on models relevant to business needs
Skills:
• Understand and Appreciate algorithms behind clustering and association mining
• Develop, test and deploy models
• Model tweaking skills to achieve desired business requirements
Attitude:
• Appreciate the importance of various clustering and association mining techniques
Level of Knowledge:
Students are required to have basic understanding of exploratory data analysis and basic
statistical concepts.
Unit I Introduction to Clustering (4 Hrs)

Introduction to cluster analysis, cluster analysis process- attributes selection, data scaling,
outlier detection, distance calculation, selecting clustering algorithm, determining number of
clusters, identifying final number of clusters, visualizing cluster results, cluster
interpretation, validation of cluster results, different types of distances and calculations,
distance calculation for continuous data, distance calculations in mixed data types.
Unit II Types of Clustering – Hierarchical methods (4 Hrs)

Introduction to hierarchical and partitioning clustering, process of hierarchical and
partitioning clustering, different types of hierarchical clustering methods-single linkage,
complete linkage, average linkage, centroid and Ward, interpretation of dendrogram.
Unit III Types of Clustering – Non-hierarchical methods (4 Hrs)

Partitioning methods in cluster analysis- K-means clustering and its process, partitioning
around medoids, interpretation of scree plot and cluster plot, dealing with R –packages to
perform hierarchical and partitioning cluster analysis, case study
Unit IV Association mining techniques (3 Hrs)

171
Introduction to association mining techniques, product recommendation in retail market,
introduction to Market Basket Analysis (MBA), creating and exploring dataset, Item
frequency plot, support, lift and confidence measures and their interpretations.
Unit V Association mining – Business insights (3 Hrs)

Extracting association rules, extracting top five rules, inspecting rules, implementing
product recommendations, visualization of product association, dealing with R-packages to
perform market basket analysis, case study.
Unit VI Time-series Analysis (6 Hrs)

Introduction – Time Series, Time Series vs Regression, Components – Predictable,
Unpredictable, Local, Global – Trend, Seasonality, Additive & Multiplicative models,
Cyclicity, Seasonality
Stationarity, Noise, Autocorrelation function, AR model, MA model, ARMA model,
Modelling in R.
Unit VII Latest trends and Cases from Industry (6 Hrs)

Students to present latest trends and cases from the industry.
[Total 30 Hours]
Essential Reading
Recommended Reading
1. Applied Multivariate Statistical Analysis by Richard A. Johnson, Dean W. Wichern, PHI Learning
2. Data analysis and graphics with R by Robert Kabacoff
3. Practical Data Science with R by Nina Zumel and John Mount
4. Multivariate Data Analysis by Hair| Black| Babin |Anderson| Tatham, Pearson publication
172
MBA543B Text and Social Media Analytics 3 Credits
Course Description:
This is a two-credit course mandatory course offered to the students of MBA in Business
Analytics. The course introduces the students to the basic and intermediate levels of text
and social media analytics. The coverage includes (a) basics of language processing, use of
machine learning to analyze text and social media data, sentiment analysis, and, (b) the use
of common software tools to carryout text, social media, and social network analysis.
Learning Outcomes: At the end of the course the students should be able to do the
following:
Knowledge
(a) Understand the sources and limitations of text and social media data.
(b) Develop a text/social media analytics research project to obtain managerial insights.
(c) Able to understand the structural, syntactical, semantic elements of textual data.
(d) Able to understand the structural and social aspects of social media networks.
(e) Become familiar with core practice communities, publications, and organizations
focusing on text and social media analytics and the research questions they are
engaged in.
Skill
(a) Be able to use common text mining and social media analytics tools to gather
managerial insights.
(b) Be able to develop and present network visualization for social media data.
Attitude
(a) Understand the nature and importance of ethical concerns that pertain to text and
social media analytics.
Level of Knowledge:
Ability to use R and Python is essential.
Unit I Natural Language Basics (3 Hrs)

Natural language. Language, syntax and structure. Language semantics. Natural language
processing.
Unit II Understanding Text and Processing (4 Hrs)

Text tokenization. Text normalization. Cleaning text. Understanding structure and syntax.
Unit III Text Similarity and Clustering (6 Hrs)

Information retrieval. Text similarity and similarity measures. Common distance measures:
Hamming distance, Manhattan distance, Euclidian distance, Levenshtein Edit Distance.
Document clustering.
Unit IV Introduction to Sentiment Analysis (4 Hrs)

Defining the sentiment analysis problem – objective and tasks. Understanding affect,
emotion, mood, and opinion. Preparing data for analysis. Supervised and unsupervised
learning. Classification using lexicon-based approach.
Unit V Introduction to Social Media Analytics (3 Hrs)

Introduction. Social media and social media networks. Social media data – structured and
unstructured data. Applications.
173
Unit VI Social Media Data Analysis and Visualization (6 Hrs)

Collecting and extracting social media data. Statistical analysis of data. Extracting useful
patterns. Network analysis. Creating network graphs. Node importance – key influencers.
Modeling network dynamics and growth.
Unit VII Case Studies (4 Hrs)

Text analytics case study –analyzing corporate financial reports. Social media network
analysis using Facebook data.
Sentiment analysis case study of Twitter data with a specific reference to the ethics of using
social media data.
[Total 30 Hours]
Essential Reading
Dipanjan Sarkar: Text Analytics with Python: A Practical Real-World Approach to Gaining
ActionableInsights from Your Data.1st edition. Apress (2016).
Recommended Reading
1. Steven Struhl: Practical Text Analytics: Interpreting Text and Unstructured Data for Business
Intelligence. 1st edition. Kogun Page (2015).
2. Bing Liu: Sentiment Analysis: Mining Opinions, Sentiments, and Emotions. 1st edition.
Cambridge University Press (2015).
3. Marco Bonzanini: Mastering Social Media Mining with Python. 1st edition. Packt Publishing
(2016).
174
Finance
MBA542AF Mergers, Acquisitions and Restructuring 3 Credits
Course Description
This course aims to make students understand the corporate strategies from mergers and
acquisitions perspective. Different issues concerning valuation during M&A forms a part of
this course learning. The legal and regulatory issues being so important to M&A, forms a
part of the course learning.
Course Objective
This course attempts to make students understand, evaluate, frame and execute the
corporate mergers and acquisitions strategies in finance domain.
Learning Outcomes
Knowledge
• Understand the importance of Mergers, Acquisitions and Corporate restructuring to
the business world.
• Understand the glossary of terms (language) used in M&A, the issues, and processes
involved in an M&A.
• Understand the regulatory guidelines of RBI / SEBI, legal and the financial aspects
relevant to M&A.
• Analyze an M&A transaction critically, understand the design of an M&A deal and
learn to present a proposal for an M&A transaction.
• Understand practically the various options available for merger financing.
Skill
• Follow and interpret the day-to-day developments in the world of mergers and
acquisition.
• Develop solving different practical problems in mergers and acquisition appraisal
techniques.
Attitude
• Understand the HR and Strategic issues in an integrative manner and the interplay of
global and cross-cultural factors in the context of mergers, acquisitions and
restructuring.
• Understand the ethical issues relating to M&A and Restructuring.
• Understand the importance of collaborative functioning in diverse teams to achieve
the common organizational goal of value creation to all the stake holders.
Unit I Overview of Corporate Restructuring (3 Hrs)

Introduction. History of Merger Movements. Forms of Corporate Restructuring: Expansions,
Mergers and Acquisitions, Tender Offers, Joint Ventures, Sell Offs, Spinoffs, Split offs, Split
ups, Divestitures, Employees Stock Option Plans (ESOPs), Equity Carve Outs, Master
Limited Partnership (MLP). Corporate Control Premium, Buybacks, Standstill Agreements,
Leveraged Buyouts.
Unit II Overview of Mergers and Acquisition (4 Hrs)
Merger Process: Five-stage model. Economic rationale for M&A. Major types of Mergers-
Horizontal mergers - Vertical mergers - Conglomerate mergers - Concentric Mergers.
Framework for analysis of mergers. Organization learning and organization capital. The
175
Role of industry life cycle, Product life cycle in M&A.
Unit III Cost and Benefit of Merger (4 Hrs)

Cost and benefit analysis of merger (mergers as a capital budgeting decision) - Share
exchange ratio - Problems of calculating pre and post merger performances.
Unit IV Theories of Mergers (3 Hrs)
Theories of merger : Efficiency theories - Differential efficiency - Inefficient management -
Operating synergy - Pure diversification - Financial synergy - Strategic realignment to
changing environments – Undervaluation - Information and signaling - Agency problems
and managerialism - Hubris hypothesis.
Unit V Valuation (10 Hrs)
Multiples – various kinds of multiples and how to view this from the perspective of M&A.
What are the factors which impact the multiple and how to find the right multiple to value
the company. Risk free rate of return – Key things to remember while doing cross border
M&A. Beta- What factors impact beta. Levered and unlevered beta. Valuation during special
situation of M&A- growth companies, distress companies, stable growth companies, listed
and unlisted companies, volume and liquidity discount, companies with negative cash
flows, cash risk companies, IRR expectations, control premium. Valuation for cash Vs stock
deals. Common mistakes / biases at the time of valuation. Negotiation for valuation in M&A
deals – convert structure, warrant structure and other ways of structuring options. Special
situation in valuation – SEBI valuation rules, takeover code valuation rules, FDI valuation
rules.
Unit VI Legal and Cultural Aspects in Merger (3 Hrs)
Organizational and human aspects – managerial challenges of M & A - - Legal and
regulatory frame work of M & A – provisions of companies act 1956 - Indian Income Tax act
1961 - SEBI takeover code
Unit VII Take Over Defenses (3 Hrs)
Takeover defenses – financial defensive measures – Coercive offers and defense – anti-
takeover amendments – poison pill defense.
[Total 30 Hours]
Essential Reading
1 Weston., Fred,( 2001). Mergers & Acquisitions. McGraw Hill.
2 Galpin., Timothy J, Herndon, Mark. Jossey Bass,( 2007). The Complete Guide to Mergers
andAcquisitions: Process Tools to Support M&A Integration at Every Level. 2nd edition.
3 Feldman, Mark L / Spratt, Michael Frederick., (1999 ). Five Frogs on A Log: A CEO's Field Guide to
Accelerating the Transition in Mergers, Acquisitions, and Gut Wrenching Change. 1st edition, New
York: Harper Business.
Recommended Reading
1. (2001).Harvard business review on mergers and acquisitions. Boston: Harvard Business School Press.
2. Burrough., Bryan, Helyar, John,( 1990). Barbarians at The Gate: The Fall of RJR Nabisco. 1 st e, New
York: Harper & Row;. xvi, 528 p., 32 p of plates ISBN: 0060161728. Collins Business 2008.
3. Gaughan., Patrick A, (2010 ). Mergers-What Can Go Wrong and How to Prevent it. 1st edition, Wiley
Finance.
4. Damodaran., Ashwath,( 2009), Damodaran on Valuation. 2e, John Wiley.
5. Gaughan., Patrick A,( 2009). M&A and Corporate Restructuring. Wiley.
176
MBA542BF Financial Risk Management 3 Credits
This course is offered to provide the students an understanding of the emerging areas of
Risk Management. This course equips the students with the tools and techniques to
manage the financial risk efficiently. It also enables them to learn corporate governance
and risk strategies to control both financial and non financial risks.
Course Objective
This course attempts to equip the students with the tools and techniques to manage the
financial risk efficiently.
Learning Outcomes
Knowledge
• Understand the importance of risk management to an organization.
• Understand the regulatory frame works, which mandate risk management.
• Understanding the best practices, accounting and legal issues relating to Enterprise Risk
Management with specific focus on banking industry.
Skills
• Use basic risk measurement models prescribed in Basel accords.
• Measure risk using VaR.
• Relate concepts and practice of risk management through case studies from
organizations that failed due to inadequate risk management practices and learn the
relevant governance issues.
Attitude
• Develop an ethically and socially responsible outlook in the context of risk management
in the financial sector space with specific reference to banking.
• Understand the importance of risk management in a world filled with uncertainty and
ambiguity and take decisions under these situations using the tools taught during the
classroom sessions.
• Understand the interplay of various factors that makes risk management process
important and to develop a global and cross cultural awareness in this context.
Unit I Introduction to Risks- I (2 Hrs)

Risk in General Management and financial risk in specific, Nature of risk, Need for risk
management and benefits, Classification of risks, Systematic and Non-Systematic risk,
Approaches to Risk management. Imperatives in Regulations.
Unit II Introduction to Risks- II (3 Hrs)

Risk Vs Return dynamics, Identifying risk exposure, Recap of how to define returns and
measure it, Recap of how to measure risks – Standard Deviation, Covariance and
Probability, Enterprise risk management, Risk based supervision.
Financial risks management through Options, futures and derivative securities. Assessment
of financial asset risks, interest rate & debt securities, value at risk. Capital adequacy risk,
Operational risks in banks, Basel II committee recommendations.
Unit III Regulations, Basel II & III (3 Hrs)

Overview of Basel norms –Basel Committee on Banking Supervision (BCBS), Basel norms -
A move towards Enterprise Risk Management & Integrated supervision, Basel II norms - 3
177
Pillar approach, BCBS guidelines, Identifying the sources of Credit, Market & Operational
risks and determining respective capital as part of Minimum required capital, Approaches to
Capital measurement. Basel III - A perspective.
Unit IV Detailed Study of Risks (15 Hrs)

Principles of credit risk management (3 Hrs): Forms of credit risk – Settlement risk, Counter
party risk & Sovereign risk, Common sources of credit risk management, measuring credit
risk – Probability of default, Loss given default, Exposure at default, Expected & Unexpected
loss, and use of derivatives to manage credit risk.
Liquidity risk & Interest rate risk (3 Hrs): Recap of how liquidity risk is managed in banks,
Recap of how Interest rate risk is managed in banks, Recap of how ALM tool is used to
manage liquidity and interest rate risk, Optimization of NIM, Use of derivatives for interest
risk management.
Scenario analysis & Stress testing (2 hrs):Generating the scenarios, reverse stress testing and
its uses. Principles of "Sound stress testing practices and supervision,” BCBS consultative
document.
Operational Risk (4 hrs): Operational risks in banks, Measuring and managing operational
risks
Unit V Contemporary Topics (7 Hrs)

Economic capital and RAROC (2 hrs): Understanding the concepts - RAROC, Economic
capital, How to measure businesses using RAROC, Forecasting and RAROC, Introduction to
simulation using Monte Carlo method.
Convergence: IFRS & Basel norms - Investments, Loan loss provisioning, derivatives.
Need for measuring risk correctly in order to fairly price products and services, protect
stakeholders from unwarranted risk taking, sound corporate governance the key to risk
debacles and frauds.
Risk Management - Mistakes to avoid: Learning from Case Studies- Bank Herstatt, Lehman
Bros., Long Term Capital Management (LTCM), Barings Bank etc.
[Total 30 Hours]
Essential Reading
Vivek., & Asthana, P.N. (2012). Financial risk management. (2nd ed.). Himalaya Publishing House.
Recommended Reading
1. RBI’s Master Circulars on Risk Management
2. BCBS Consultative Document
3. Hull, J. C. (2010). Risk Management and financial institutions. (3rd ed.). Toronto: Wiley India.
4. Dun., & Bradstreet. (2006). Financial risk management. (1st ed.). Tata McGraw Hill.
5. Crouhy, M., Galai, D., & Mark, R., (2006). The essentials of risk management. The McGraw Hill
Companies.
6. Williams, A. C., Young, P., & Smith, M.L. (1998). Risk management & insurance. The McGraw Hill
Companies.
7. Risk Management materials from GAARP and FRM.
178
MBA642BF Financial Planning & Wealth Management 3 Credits
Course Description
With financial planning emerging as a prospective career opportunity, this course
introduces the students to the nuances of various investment avenues, life cycle of investors,
their objectives and asset allocation. This course brings in the application of various concepts
which has been learnt in other courses.
Course Objective
This course attempts to introduce the students to the nuances of various investment
avenues, life cycle of investors, their objectives and asset allocation.
Learning Outcomes
Knowledge
• Develop a conceptual and analytical understanding of the framework of financial
planning process.
• Understand different financial instruments that are available as savings instruments
and the risk associated with each of those instruments.
Skill
• Develop key asset allocation strategies commonly adopted by wealth managers and
undertake value investing techniques.
• Calculate and quantify risk and return while managing funds or while evaluating
various options for investing.
Attitude
• Develop an attitude of integrative thinking with emotive intelligence that is required
to develop a discipline that is needed for understanding investment strategies and
managing risk.
• Understand the importance of spreading the knowledge of financial discipline in the
context of investing.
• Develop an ethically and socially responsible outlook towards being an investor as
well as being an investment advisor in the realm of financial planning.
• Understand the importance of collaborative functioning in diverse teams to achieve
the common organizational goal of value creation to all the stakeholders.
Unit I Overview on Financial Planning and Wealth Management (5 Hrs)

Introduction to wealth management, Concepts of being rich, concept of asset classes, Risk
and return trade-off and risk profiles. Introduction to financial planning, Life cycle analysis,
Financial planning process, Why plan for the future? Indian perspective of critical issues in
wealth management,. Financial Planning and Wealth Management Industry. Role of banks
in Financial planning, client profiling and client management.
Unit II Role of Insurance (3 Hrs)

Why buy insurance? Role of insurance as a risk mitigant, Introduction to various types of
risks, Concept of insurable risks from an investor’s perspective, Various insurance products
available – Life and Non Life, Concept of Human Life Value (HLV) and methods of
computing HLVs.
Unit III Mutual Funds as an Asset Class (4 Hrs)

179
What are Mutual Funds? Structure of a Mutual Fund, Mutual Fund structure in India, Type
of Mutual Funds available for investment – Income, Liquidity, Debt, Equity, Sectoral, Index
and ETFs.
Unit IV Equities as an Asset Class (6 Hrs)
Investing philosophies for Equities, Value Investing the long term strategy, Equity investing
is not the same as Equity trading, How to identify industry or sector and a specific Equity
for investment, Timing of investment, Alternate Equity based investment avenues like PMS,
Margin Financing, IPO Financing and LAS.
Unit V Alternate Asset Classes (6 Hrs)

Gold as an asset class and how to invest in Gold in India? Real Estate as an asset class,
Challenges in investing in Real Estate, Urban Vs Rural, Residential Vs Commercial, Land Vs
Build Properties, REIT, Private Equity, Venture Capital, Structured Notes, Quant Funds and
Offshore Opportunities.
Unit VI Asset Allocation and Strategies (3 Hrs)

Asset allocation decision from an Investor’s perspective, Active Vs passive strategies, Asset
allocation strategies – Strategic Asset Allocation, Constant Weighting Asset Allocation,
Tactical Asset Allocation, Dynamic Asset Allocation, Insured Asset Allocation, Integrated
Asset Allocation.
Unit VII Evaluation and Investment Philosophies (3 Hrs)

Holistic approach to wealth management advisory, Integrity and Ethics the bedrock of long
term advisory roles, Inclusive Mass Affluent services Vs Niche HNI services, Thematics and
SRI in Wealth Management, Ethical investment options and dos and donts from wealth
industry stalwarts.
Benjamin Graham., Warren Buffet and Peter Lynch, Investment Philosophy.
[Total 30 Hours]
Essential Reading
Dunn & Bradstreet., (2010), Wealth Management, Finance Essentials Series. New Delhi: Tata McGraw Hill
Publications.
Recommended Reading
1. Ashiya Manish., Wealth Management. ICFAI Press.
2. Facrber Esme., All about Investing. Tata McGraw – Hill Publications.
3. Introduction to financial planning by Indian Institute of Banking & Finance. Taxmann Publications P
Ltd.
4. Kapoor Jack R., Dlabay L R, Huges R J,(2008). Personal Finance, New Delhi: Tata Mc-Graw Hills
Publications.
180
MBA543BF Analytics for Finance 3 Credits

Course Description
This course deals with the application aspects related to analytics in the area of finance,
covering credit risk, fraud management and retail banking. It is fairly clear that, these days,
there is a growing need for using the huge amount of data that gets generated and captured
using technology, for making decisions. The management students are expected to have
adequate knowledge in this field and accordingly the course has been structured. This is an
introductory course and students who would like to take up career in this area are expected
to pursue further studies.
Course Objective
This course attempts to understand the process and techniques of data mining for fact based
decision making using SPSS, GMDH, Salford XL Stat and E Views softwares for descriptive
and predictive modeling in finance domain.
Learning Outcomes
Knowledge
• Understand the process and techniques of data mining for decision making using
descriptive and predictive modeling in finance domain.
• Understand the common application of analytics for the financial service industry.
Skills
• Develop proficiency in software used for business analytics including SPSS, GMDH,
Salford XL Stat and EViews.
• Develop unbiased data observational and result interpretation skills.
Attitude
• Develop an attitude that allows out of box thinking.
• Develop an unbiased interpretation of outcomes and results.
• Appreciate the ethical and social dimensions of decision making using analytics in the
realm of finance and its related areas.
Unit I Introduction to Analytics for Finance (6 Hrs)

Level of knowledge: Conceptual and Practical
Analytics for a New Decade – Post Crisis Analytics: The Imperatives; Productizing Analytic
Innovation: The Quest for Quality, Standardization and Technology Governance.
Structuring the Unstructured Data: The Convergence of Structured and Unstructured
Analytics.
Unit II Analytics in Credit Risk Management (8 Hrs)

Fusing Economic Forecasts with Credit Risk Analysis; Unstructured Data Analytics for
Enterprise Resilience; Transaction Analytics for Real-Time Risk Decisions.
Questions to Ask of the Optimization Solutions; Practical Challenges of Portfolio
Optimization.
Unit IV Analytics in Retail Banking (8 Hrs)

Analytics in Cross Selling – A Retail Banking Perspective; Analytics as a Solution for
Attrition; Customer Spend Analysis: Unlocking the True Value of a Transaction; A Dynamic
181
360 Degree Dashboard: A Solution for Comprehensive Customer Understanding. Analytics
in Retail Banking: Why and How? ; Business Analytics in the Wealth Management Space.
Unit V Analytics in Fraud Management (8 Hrs)

Developing a Smarter Solution for Card Fraud Protection; Using Adaptive Analytics to
Combat New Fraud Schemes; To Fight Fraud, Connecting Decisions is a Must.
[Total 30 Hours]
Essential Reading
FIN sights – Technology Insights for the Financial Services Industry – Analytics in Financial Services –
Special Edition in collaboration with FICO by Infosys.
Recommended Reading
1. Market Overview: The Business Intelligence Software Market, Forrester Research, Inc,23/10/09, p7.
2. Keeney, R. and H. Raifa, “Decisions with Multiple Objectives”, Cambridge University Press,
Cambridge UK, 1993.
Recommended Software Packages

1. IBM SPSS 21
2. GMDH Shell
3. EViews 9.5
4. XLSTAT
5. Salford Predictive Modeler
182
Human Resource
MBA544AH Human Relations Skills 3 Credits
Course Description
The course is offered as a human resource elective in the second year. The course offers 19
skill areas under five major domains – intrapersonal effectiveness, interpersonal
effectiveness, understanding and working in teams, and leading individuals and groups. It
offers students a balance between theory and application. It provides tips and techniques as
well as conceptual grounding to motivate participants to learn and apply a particular skill.
This course is important because organizations are looking for employees with outstanding
interpersonal skills to help them remain flexible and viable in today’s competitive
workforce.
Course Objective
This course attempts to inculcate among students the skill sets under five major domains to
help them remain flexible and viable in today’s competitive workforce.
Learning Outcomes
Knowledge
• Appreciate the key issues that people work with, and how to communicate
effectively with them.
Skills
• Explore their own skills and to develop others as an effective manager.
• Apply HR skills in tasks related to HR development and management.
• Influence & manage individuals and groups, thereby enhancing human relations
skills for improved performance at the workplace.
• Assess level of effectiveness and enhance one’s own capability in each of the skills.
Attitude
• Engage in receiving feedback from others and encourage self-feedback for each skill.
Level of Knowledge: Advanced, Understanding and Application
UNIT No. TOPICS / ASSIGNMENTS PEDAGOGY Hrs Reference

Unit 1 Self Awareness, Self disclosure Lecture / 4 B1 – Chaps 1
and trust – Personal & Experiential and 3
Interpersonal skills
UNIT 2 Goal Setting and self Lecture / 3 B1 – Chap 3
management Experiential / Self (*Self
Learning Learning)
Quiz 1 (10 Marks)
UNIT 3 Understand and working with Lecture / 3 B1 – Chap 5, 6
diverse others and listening Experiential
UNIT 4 Conveying and persuading Lecture / 3 B1 – Chap 7, 8
others Experiential
Unit 5 Negotiation and managing Lecture / 3 B1 – Chaps 9,
conflicts Experiential 11
Quiz 3 (15 Marks)
UNIT 6 Building teams , work groups Lecture / 3 B1 – Chap 10,
and facilitating team success Experiential 13
183
UNIT 7 Effective meetings, making Lecture / 2 B1 – Chap 13
decisions and solving problems Experiential / Self (*Self
Learning Learning)
Quiz 3 (10 Marks)
UNIT 8 Power, politicking, networking Lecture / 3 B1 – Chap 15,
and mentoring Experiential 16
UNIT 9 Coaching, providing feedback Lecture / 3 B1 – Chap 17,
and project management Experiential 19
Unit 10 Leading and empowering self Lecture / 3 B1 – Chap 18
and others Experiential
Quiz 4 (15 Marks)
[Total 30 Hours]
Skill Development
1. Set of questions that relate to the learning objectives for each skill tested trough Multiple
choice Questions
2. Case study that helps participants understand how the skill (or lack thereof applies in a real
world situations
3. Strategies for learning and using the skills
4. Exercises are reflective and experiential
5. Role plays
6. Interactive lectures and individual and group tasks
Practical Record: Each student will maintain a practical record book duly singed by the
facilitator after the completion of each skill. The record will contain the name of the skill, the
conceptual frame work of the skill, at least two objectives to be achieved, at least two
methods adopted for achieving the objectives, the results, the interpretation and discussion
the results, the learning’s from the skill and at least two action plan with follow up details.
The course has no end term exam, and evaluation is based on continuous testing using
multiple components on conceptual knowledge, understanding and application of skills.
* indicates self learning modules which will be evaluated through seminars,

presentations based on research/ written assignments/projects
Essential Reading
1. De Janasz, S. C., Dowd, K. O., and Schneider, B. Z. (2012). Interpersonal skills in organizations.
3rd Edition, Tata McGraw-Hill Edition.
2. Robbins, S. P. and Hunsaker, P. L. (2012). Training in interpersonal skills: Tips for Managing
People at Work. 5th Edition. PHI Learning.
Recommended Reading
1. Gallagher, K (2011). Skills development for Business and Management students. Oxford University
Press.
2. Hegar, K. W. (2012). Modern Human Relations at Work. (11th edition). Cengage Learning.
3. Wallace, H. R. & Masters, A. (3013). Personal Development for Life and Work. Cengage Learning.
184
MBA544BH Advanced Organizational Behaviour and Emotional Intelligence 3 Credits
Course Description
This core course aids students to develop an understanding of functioning and design of
organizations as social collectivities. It seeks to understand the reciprocal relationship
between organizational characteristics (for e.g. Organizational structures and design,
culture and change) and managerial behavior. It will develop theoretical and practical
insight and problem solving capabilities for effectively managing the organizational
processes.
A component of Emotional Intelligence has been included in the course as it is one of the
strongest predictors of human performance. This course intends to increase students’
awareness of the usefulness of EI skills and equip them to apply the EI skills at the
workplace. It will create opportunities to become aware of one’s own behaviour and
understand others’ behaviour.
Course Content
The course provides an insight into organizational processes, such as leadership, power
and politics, organizational change, organizational culture and structures, how they can be
fostered and enhanced. The students will gain awareness of the sources of emotions and
learn how to deal with human emotions.
The goal of the course

The student will appreciate the HR /people systems and processes required for emergent
organizational forms.
Learning Outcomes
Knowledge
• The student will be able to integrate basic concepts of leadership, power, organization
culture, organizational change and development and organization structure as a distinct
field in management with practical application.
• The students would have acquired a thorough knowledge regarding the basic concepts
of EI and their significance at the work place.
Skill
• The course develops the ability of students to understand one’s own behaviour and its
impact on others at the workplace
• The student will be able to plan interventions which involve ability to diagnose and
effectively deal with human behaviour at the workplace.
• The students would have acquired a thorough understanding of the various EI skills and
their applications at the work place.
Attitude
• The students will have a proactive and holistic approach toward dealing with people
challenges.
• The students would have acquired a thorough understanding of EI as a concept
resulting in behaviour changes in their professional as well as their social interactions
involving emotions.
Level of Knowledge: Basic Knowledge, Understanding and application
185
Unit I Leadership, Power and Politics (7 Hrs)
Historical Development, Contemporary definitions of leadership, Theories of leadership,
Applications of selected leadership theories in analyzing behavior (Self and others) Issues in
leadership: Leadership in the Digital world, Ethical Issues, Servant leadership, Bases of
Power, Power tactics, Political behavior in organisations.
Unit II Organizational Change and Development (3 Hrs)

Concept, Focus of change, Resistance to change, Approaches to managing organizational
culture, /creating a culture of change, Concept and characteristics of organizational
development, OD values , OD interventions (individual / group /organizational level)
Unit III Understanding Organizational culture (3 Hrs)

Definition, Characteristics of organizational culture, Characteristics of a strong culture,
Determinants of cultural identity Frameworks: Geart Hofstede Clyde Cluckhohn, TE Hall,
Implications: Adjusting to a new culture, Competencies of a global manager.
Unit IV Organizational Structures (3 Hrs)

Definition of organization, Dimensions, Determinants: Strategies, Organizational Design,
Technology, Environment, Power control, Choosing the right structural form
Unit V Emotional Intelligence background and overview (7 Hrs)

Introduction, Significance of emotions, Historical development of the concept, Physiology
of emotions, The Marshmallow experiment and its significance. Emotional Intelligence and
Intelligence Quotient, The EI models of John Mayer, Peter Salovey and Daniel Goleman.
Unit VI Emotional Intelligence and the work place (7 Hrs)

Introduction. Emotions and the early childhood, EI and higher education. The significance of
EI in today’s world. The business case for EI from various emotionally intense professions
like insurance, training, sales/marketing and teaching. EQ and leadership effectiveness.
Harnessing EI to create productive and happier workplaces. Building emotionally intelligent
work teams. (Self learning module)
Measuring EQ- MSCEIT (Mayer-Salovey-Caruso Emotional Intelligence Test) The Emotional
Quotient Inventory (EQ-i)
[Total 30 Hours]
Skill Development
1. Case studies, group discussions, exercises, games, role-plays & psychological instruments
will be adopted.
2. Term paper, small group interaction, group tasks and presentations will be made
compulsory.
3. Self directed group learning and presentations/assignments on various contemporary
developments in the corporate world and a study of important websites on ob.
based on research/ written assignments
Essential Reading
1. Robbins, S P., Judge, T A and Vohra, N (2013). Organizational Behavior. 15th Edition,
Prentice Hall of India.
2. Singh,D (2007). Emotional Intelligence at work- A Professional Guide Sage Publications, India
186
Recommended Reading
1. Adler, N. J & Gundersen, A.(2008). International Organizational Behavior ,5th Edition,
Cengagge Learning India Private Limited..
2. Helriegel, D., Slocum, J. N., & Woodman, R. W. (2010). Organizational behavior. Macgraw-
Hill.
3. Hodegetts, R. M. (2011). Organizational behavior. Macmillan..
4. Greenberg, J., & Baron, R. A. (2009). Behavior in organizations. Prentice Hall of India.
5. Nelson, D.I & Quick, J.C (2013). Organizational Behavior, Thomson South Western.
6. Pareek.U (2013). Understanding Organizational Behavior. Oxford University Press.
7. Kreitner, R & Kinicki, A (2012). Organizational behavior. McGraw Hill.
8. Goleman D (2006) Social Intelligence, Hutchinson, London
9. Hogan K (2006) The Science of Influence , Wiley and Sons India (P) Ltd
10. Thaler R.H Sunstein C & Nudge (2008) Improving decisions about health, wealth, and
happiness, Penguin.
11. Baron R.A & Byrne D (2000) Social Psychology , Pearson Education.
12. Anastasi A & Urbina ( 1997) Psychological Testing , Pearson Education.
187
MBA542AL Agile Management of Software Projects 3 Credits
Course Description
The course offers a fundamental framework for managing software projects from an agile
perspective. The course approaches the management of software projects and with a focus
on transforming stakeholder needs and objectives into a holistic, life-cycle balanced system
solution which satisfies stakeholder requirements and enhances solution effectiveness. The
course is intended to equip students to pursue a career in the Information Technology
industry. This is offered as a choice-based two-credit course for students of LOS
specialization.
Course Objective
This course attempts to make students understand the processes involved in the
development, evaluation, support, and agile management of software-intensive projects
which integrates best practices from the fields of Software Quality and Software Project
Management.
Learning Outcomes
Knowledge
• Understand the processes involved in the development, evaluation, support, and
management of software-intensive systems.
• Enhance knowledge which integrates best practices from the fields of Software
Quality and Software Project Management
• Understand the relevance of agile management in software projects.
Skill
• Acquire skills on key aspects of managing software projects with an agile approach
through conceptual learning, case studies, and research-based assignments.
• Acquire skills in the preparation of a project charter
• Acquire preliminary skills in the area of software estimation to enable assess the size
and effort of a software project.
Attitude
• Enhance in effectively working in a team through group assignments /’ group-
based presentations.
• Understand the right attitude needed by a project manager for managing resources
to achieve success in a software project.
• Have the right attitude required for effective stakeholder management
Level of Knowledge
Students need to have conceptual understanding and knowledge about projects,
fundamentals of software development.

Definition of a Software Project, Software projects Vs projects in other domains, Project types
– Development, Maintenance, and Support projects. Phases in a software development
project.
Project Execution models – Onsite. Offshore, Near-shore models. Project execution in an
ODC (Offshore Development Centre).
188
Software Development Approaches and SDLC -Waterfall Vs Iterative approaches, Agile
methodologies – SCRUM and other approaches. Pricing models – Fixed price/Fixed bid,
Time & Material, Outcome-based pricing.
Risks in Software projects and Risk management strategies.
Unit II Software Project Estimation (6 Hrs)

Effort estimation in Software projects, Problems with over-estimation and under-estimation,
Estimation techniques, Overview of Function Point Analysis, Agile estimation techniques –
Planning Poker, T-shirt sizing, Affinity Grouping, Bucket System, Dot Voting, Ordering
method.
Unit III Software Project Planning and Scheduling (4 Hrs)

Software Project planning, Resource requirements planning, Selection of the project
management approach, Preparation of Project Charter and Software Project Management
Plan, Agile planning practices
Scheduling a Project, Examples of Software tools for Project Scheduling. Project scheduling
in an Agile environment.
Unit IV Software Configuration Management (3 Hrs)

Importance of Configuration Management in software delivery, Software Configuration
items, establishing a Software Configuration baseline, Software Configuration Plan,
Examples of Software Configuration Management tools, Integration with development tools,
Agile Configuration Management practices.
Unit V Software Quality Management (3 Hrs)

Defect Prevention Planning and establishing a Software Quality Management Plan for the
project.
Types of software Testing - White Box Testing, Black Box Testing, Approaches for testing of
software deliverables – Unit Testing, Integration testing, System testing, Performance
Testing, Acceptance Testing - Software testing tools. Agile Testing – Concepts, Techniques
and Tools.
Unit VI Communication Management and Project Progress Reporting/Review (6 Hrs)

Need for effective communication in a software project, Communication Management Plan,
Managing communication with stakeholders and within the project team. Agile project
communication
Tracking the progress of a Project - Overview of Earned Value Analysis.
Project status reporting and Dashboards, Project reviews –External / Internal reviews, Post-
implementation review, Sharing of lessons learnt and good practices, Project sign-off.
Unit VII Trends in Software Project Management (2 Hrs)

Future of Agile Software Development, Trends in the management of Software projects.
[Total: 30 Hours]`
Essential Reading
1. Hughes, B., Mall, R., & Cotterell, M. (2011). Software project management (5th ed.). Tata McGraw
Hill.
Recommended Reading
1. Jalote. P. (2002). Software project management in practice. Addison Wesley.
2. Schwalbe, K. (2009). Project management in IT (1 st ed.).
3. Nicholas, J.M., & Steyn,H. (2010). Project management for business, engineering, and technology,
Principles and practice (3rd ed.). Elsevier.
189
MBA542BL Supply Chain Design& Modelling 3 Credits
Course Description
This course is offered as a specialization paper in the Fifth trimester for LOS Students. The
focus of this course is introducing quantitative techniques for taking supply chain decisions
and designing of the Supply Chain. The approach is to consider Supply Chains as a system
with number of entities that interact in a complex manner. To facilitate decision making in
such systems, the course presents mathematical models and optimization techniques that
form the tool kit for Supply Chain Design and decision making.
Course Objective
Supply Chain Engineering emphasizes on use of mathematical models and methods to
determine the optimal strategies for managing the supply chain. This course help the
students to look at supply chainas a systems perspective in a dynamic environment and
enable them to use optimization techniques in supply chain related decision making.
Learning Outcomes
Learning outcomes expected from this course are given below.
Knowledge
• Apply the concepts of supply chain management and look at supply chain in a
systems perspective.
• Analysis, planning and design of supply chain networks.
• Plan sourcing, distribution and transport in a supply chain context
• Develop mathematical models that facilitates supply chain decisions.
Skill
• Able to use tools and techniques of supply chain management such as modelling of
supply chain networks, supply chain network analysis etc.
• Able to practice techniques of inventory management, transportation decision,
network decisions and sourcing.
• Use spreadsheets (MS Excel) for network modelling and solving supply chain
problems.
Attitude
• Appreciate the role of quantitative techniques in taking business decisions
specifically in supply chain context.
• Have a comprehensive, life cycle and systems view of issues while taking a business-
related decision.
• Be drivers of supply chain approach to business management in their respective
organizations.
Level of Knowledge
Students should have undergone courses on operations management and have understood
the basic concepts of supply chain management. Basic knowledge in mathematics, statistics
and linear programming is essential.
Unit I Introduction to Supply Chain Engineering (SCE) (3 Hrs)

Meaning of Supply Chain Engineering. Introduction to mathematical modelling of physical
systems. Supply chain decisions. Supply Chain Performance (efficiency, responsiveness,
risk).
190
Unit II Network Design in Supply Chain – 1 (4 Hrs)

The role of network design in Supply Chain. Factors influencing supply chain network
design decisions. Framework for Network Design Decisions. Models for Facility location,
Transportation model - Mathematical modelling and solving using MS Excel.
Network Design in Supply Chain – 2 (Optimization for facility location and capacity
allocation) (5 Hrs)
Capacitated Plant Location Model, Gravity Location Models, Allocating demand to
production facilities,Locating Plants and Warehouses Simultaneously. Quantitative
modelling and solving using MS Excel for the above conditions.
Unit III Managing Uncertainty in Supply Chains (4 Hrs)

The role of safety inventory. Determining the level of safety inventory. Impact of supply
uncertainty and aggregation on inventory. Managing uncertainty through postponement.
Impact of replenishment policies.
Unit IV Determining the Optimal Level of Product Availability (4 Hrs)

The importance of level of product availability.
Cost of overstocking and cost of under stocking. Evaluating optimal cycle service level for
seasonal items. Evaluating expected overstock and under stock. The newsvendor problem.
Solutions using MS Excel.
Unit V Supplier Selection Models and Methods (4 Hrs)

Supplier selection problem, supplier selection process. Sourcing strategy-Criteria for
selection. Multi-criteria ranking methods for supplier selection, Ranking of Suppliers –
Analytic Hierarchy Process (AHP).
Unit VI Supply Chain Modeling and Simulation using Rockwell Arena (6 Hrs)
Introduction to Rockwell Arena Software. Simulation Modeling and concepts. Continuous
and discrete simulation. Steps involved carrying out the simulation study. Components of a
simulation model (Entities, Resources, Control Logic, Statistics). Modeling and simulation of
a simple manufacturing system. Modeling and simulation of material flow in a supply chain.
Analyzing simulation results.
[Total 30 Hours]
Essential Reading
1. Chopra, S., Meindl, P. and Karla, D. V. (2016). Supply chain management: strategy, planning and
operation (6thed). Pearson Education, New Delhi.
2. Ravindran, R. A., and Warsing, D. P. (2013). Supply Chain Engineering, Models and Applications.
CRC Press, Taylor and Francis Group.
Recommended Reading
1. Simchi-Levi, D., Kaminsky, P, Simchi-Levi, E., and Shankar, R. (2008). Designing and
managing the supply chain: Concepts, strategies, and cases (3e). McGraw-Hill Education
India, New Delhi.
2. Coyle J.J., Langley Jr. C.J., Novack R.A. and Gibson B.J.(2013). Managing supply chains-A
logistics approach ( 9thed). Cengage Learning.
3. Kelton, W.D., Sadowski, R. P., and Zupick, N. B. (2015) Simulation with Arena, 6/e, McGraw-
Hill
191
MBA 543AL World Class Manufacturing and Lean Operations 3 Credits
Course Description
This course as a specialisation course intends to bring forth the philosophy and principles
behind world class manufacturing. The students will understand the technologies of world
class manufacturing and their application through case-driven pedagogy.
Course Objective
To drive home to students the principles, concepts, technologies and applications of world
class manufacturing.
Learning Outcomes (Knowledge, Skill, Attitude)
Knowledge
• Acquire an understanding of opportunities created by WCM Practices
• Understand the current industry practices in WCM
Skill
• Applying WCM philosophy to manufacturing context
• Identify the need and implement Flexible Manufacturing
• Implement Agile Manufacturing
• Skill to identify bottlenecks and manage them
Attitude
• Be drivers of WCM practices for Operations Effectiveness and Efficiency
Level of Knowledge
Basic understanding of Operations, Marketing and HR needed for this course.
Unit I Introduction (4.5Hrs)

Evolution of WCM; Ohno’s View on WCM: Principles and Practice.
Planning Methodology and Issues in Strategic Planning of WCM, Hall’s Framework,
Schonberger Framework of WCM; Gunns’s Model, Maskell’s Model.
Manufacturing Performance Measurement Systems: PO-P, TOPP and Ambite
Unit II The Theory of Constraints (3 Hrs)

Book Review Based Class Discussion on Bottleneck, Drum, Rope and Buffer concepts and
ways to operations-excellence through bottleneck management.
Unit III HR Dimensions of WCM (3 Hrs)

Morale and Team work; High Employee Involvement: Cross Functional Teams: Work Study
Methods: Human Integration Management.
Unit IV Computer Integrated Manufacturing (4.5 Hrs)

Hardware and Software of CIM, Concurrent Engineering, Computer Numerical Control,
Direct Numerical Control and Adaptive Numerical Control-Case Driven
Unit V Flexible Manufacturing (4.5 Hrs)

The need for Flexible Manufacturing, Requirements for Flexible Manufacturing, Challenges
and Applications Scope of Flexible Manufacturing- Case Driven
Unit VI Agile Approach (4.5 Hrs)

Agile Manufacturing Vs Flexible Manufacturing, Internal agility Vs External Agility, Agile
Project Management in manufacturing as well as Software Industries- Case Driven
192
Unit VII Trending Manufacturing Technologies (6 Hrs)

E- Manufacturing, Rapid Prototyping, 3D printing, Artificial Intelligence and
Nanotechnology- Case Driven
[Total 30 Hours]
Text Book
No single Text
Recommended reading
1. World Class Manufacturing: A Strategic Perspective. BS Sahay, KBS Saxena and Ashish
Saxena. Macmillan.
2. Managing Technology and Innovation for Competitive Advantage. VK Narayanan. Prentice
Hall
3. Making Common Sense Common Practice: Models for Manufacturing Excellence. Ron Moore.
Butterworth Heinemann Publication.
4. The Goal: Eliyahu M Goldratt and Jeff Cox. Kindle Edition
193
MBA 543BL IT Services Management 3 Credits
Course Description
This course is offered as a choice-based two-credit course for students of LOS specialization.
The course describes an approach to management of IT Services. It brings together in a
Lifecycle based process approach, all the various activities that need to be performed by the
IT Function of an organization for effective and efficient provisioning of IT Services to its
users and customers.
The course also explores frameworks for sustainability in IT Service Management domain
through Green IT and Lean IT concepts.
A case that builds up as the course progresses will be used to link the course topics.
Course Objective
This course attempts to make students understand how IT Services are strategized,
designed, delivered, transitioned and operated by IT functions in corporates. The course
provides an awareness of IT Service Lifecycle and its key elements, the overall linkages
between the stages in the Lifecycle, the processes used and their contribution to IT Service
Management Practices. The course is intended to equip students to pursue a career in the
Information Technology industry, either as IT Managers of IT Departments or as consultants
on IT Service Management.
After completing the course, the students will be equipped to appear for ITIL Foundation
Certification exam, if they so desire.
Learning Outcomes
Knowledge
• Understand the Lifecycle of a IT Service and its stages
• Identify the various Roles and their levels of involvement in relation to IT Services
during various stages of the IT Service Lifecycle
• Learn the concepts and processes of Strategy for IT Services
• Know the approaches and processes in the Design of IT Services
• Understand the frameworks and processes involved in Transition of IT Services to
operational mode
• Know about the Processes, Concepts, Methodologies for Operations of IT Services
• Appreciate the need for continual improvement of IT Services
• Know the Standards, Tools & Techniques used for IT Service Management
• Appreciate Lean IT and Green IT concepts
Skill
• Chart IT activities into process flows
• Assess maturity level of IT services
• Develop or improve 33 skills as per SFIA (Skills Framework for Information Age) V6,
under the following sub-categories. The full listing of the skills are given in
annexure.
o Information Strategy
o Business Strategy and Planning
o Technical Strategy and Planning
o Business Change Management
194
o Service Design
o Service Transition
o Service Operation
o Quality and Conformance
o Stakeholder Management
Attitude
• View implementation of technology solutions as provision of services
• Have the drive to continually improve from current performance levels
• Seek potential problems and proactively take remedial action
• Resort to best practices guidance in profession
Level of Knowledge
Conceptual and Basic understanding of the management of IT Services
Unit I Introduction (1.5 Hrs)

Concept of IT Service. Service Management as a practice for IT Services.
Various frameworks and standards, especially ISO 20000 and ITIL Framework.
4 Ps for IT Service Management. IT Process Model.
Service Lifecycle, Capability & Resources, Portfolio, Pipeline, Catalogue, Governance
Unit II Service Strategy (3 Hrs)

Overview, Purpose and Scope of Service Strategy.
Understanding value creation through IT Services.
Defining and developing an IT Services Strategy.
Service Strategy Processes – Portfolio, Demand, Financial and Business Relationship

Management.
Unit III Service Design (6 Hrs)

Overview, Purpose and Scope of Service Design.
Service Design Package, Service Design Aspects.
Service Design Processes - Service Design Coordination, Management of Service Catalogue,

Service Level, Availability, Capacity, Information Security, Supplier, IT Service Continuity.
Unit IV Service Transition (6 Hrs)

Overview, Purpose and Scope of Service Transition.
Transition Planning and Support.
Service Transition Processes - Change Management, Change Evaluation, Service Validation

and Testing, Service Asset and Configuration Management, Release and Deployment
Management, Knowledge Management.
Unit V Service Operation (6 Hrs)

Overview, Purpose and Scope of Service Operation.
Communication in Service Operations, Balancing of Service Operation variables.
Service Operation Processes – Request Fulfilment, Event, Incident, Problem and Access
Management.
195
Service Operation Functions - Service Desk, Technical Management, Application
Management, IT Operations Management.
Unit VI Continual Service Improvement (1.5 Hrs)
Overview, Purpose and Scope of CSI.CSI Models, Service Management Baseline, Metrics
and Measurement. Value to Business. Seven Step Process of Continual Service Improvement.
ITIL Maturity Model.
Unit VII Tools, Technology & Trends (6 Hrs)

IT Service Automation, Tools in various Lifecycle stages. Latest trends and developments in
IT Service Management. Ethics issues in IT Service Management. Lean IT Service
Management. Role of IT Service Management in Green IT.IT Service Management for
DevOps. Case Studies bringing it all together.
[Total 30 Hours]
Textbook
Orand, B., Villareal, J. (2013). Foundations of IT Service Management with ITIL 2011 (2nd ed.).
ITILyaBrady.
Recommended Reading
1. Brewster, E., Griffiths, R., Lawes, A., Sansbury, J., (2011). IT Service Management. British
Informatics Society Limited.
2. AXELOS, (2011). ITIL Service Strategy. TSO.
3. AXELOS, (2011). ITIL Service Design. TSO.
4. AXELOS, (2011). ITIL Service Transition. TSO.
5. AXELOS, (2011). ITIL Service Operation. TSO.
AXELOS, (2011). ITIL Continual Service Improvement. TSO.
5. Salvage, I., Ferris, K., (2011). Greening Service Management - The Relationship between
Environmental Sustainability and IT Service Management. TSO.
6. Steinberg, R., (2016). High Velocity ITSM: Agile IT Service Management for Rapid Change in
a World of Devops, Lean IT and Cloud Computing. Trafford Publishing.
196
MBA 544AL Service Operations Management (SOM) 3 Credits
Course Description
This paper is offered as a subject in the fifth trimester for Lean operation and systems
specialization. It emphasizes on the importance of effective operations management in the
service industry. Students can develop and specialize on the various approaches to the
efficient working of the service industry. The course is delivered mainly through case
discussions.
Course Objective
This course attempts to help the students to specialize on the various concepts related to
Service Operations management.
Learning Outcomes
Knowledge
• Understand and identify the scope of different services and its challenges in an economy
• Understand how managers determine the best approach to solve the problem through
Lean Philosophy
Skills
• Plan and implement system’s approach to solve problems of services.
• Gain skills to develop strategies to handle present and future challenges in services
• Use latest tools and techniques for effective decision making
Attitude
• Value the interaction as a professional with all the stakeholders’ of a service
Organization
• Appreciate relationship of all stakeholders in service supply chains
Level of Knowledge
Students must have a conceptual knowledge about Service Organizations, Architecture and
its Challenges
Unit I Introduction to Service Operations Management (3 Hrs)

Understanding of Services Economy, Nature of Services-service package and services
classification, Increased role of services in Manufacturing and recent trends. Technology in
Services – Technology in Service Encounter Emergence of self service, Automation in
services, Internet services, Ethical dimensions of Services.
Unit II Service Operations Strategies (IRCTC Next Generation E Ticketing System-Case

Study of the Web Portal (https://www.irctc.co.in/eticketing/loginHome.jsf)) (4 Hrs)
Service Operations Strategies, Transformation and SSR and CRM. TQM, Lean and
automation.
Unit III Services Supply Chains and Sustainability –Akshaya Patra - Feeding India's
School Children-HBR Case) ( 5 Hrs)
Supply Chain management and logistics in services delivery. Strategies for sustainability,
Role of Governments and NGOs, Lean Philosophies, Transformation of society towards a
better model, Expansion Plans.
197
Unit IV Services Quality (Starbucks Case: Transformation and Renewal: HBR Case)
(4 Hrs)
Importance of Service quality, Role of TQM, ambience, and technology absorption.
Unit V Services Management in Hotel and Tourism Industry (ITDC Report (Latest))
(5 Hrs)
Hotel and Tourism Industry in India- Present Status. Strategies for development of Hotel
Industry. Role of state and central governments in developing Hotel and Tourism Industry.
Unit VI Service Management in Retail (Branding in the age of Social Media-HBR Case)
(5 Hrs)
Importance of SMAC and Impact of Social Media Analytics on Retail and other allied
services.
Unit VII Current Trends, Growth and Globalization of Services (4 Hrs)

Domestic growth and expansion strategies- Focused service, focused network, clustered
service diversified network, Franchising, Generic International Strategies and Global service
strategies. Ethical issues in servicing contracts.
[Total 30 Hours]
Essential Reading
1.James A Fitzmmons, M. J. (Latest edition). Service Management -Operations, Strategy ,Information
technology. New Delhi: Tata Mc Graw Hill.
Recommended Reading
1. ITDC Report (Latest)
2. KPMG Report on Retailing (Latest)
198
MBA5XX Managing Audit of Information Systems, Risks and Controls 3 Credits
Course Description
This course is offered as a choice-based three-credit elective course for students of LOS
specialization in the fifth trimester. The course is targeted at students who may want to get
into Information Systems auditing or risk management as a career, as well as those students
who wish to effectively address IT risks and face audits related to IS in their areas of work.
Course Objective
This course attempts to provide students an introduction to IS Audits, IT Risks and Controls
domains. Not only does the course aim to make students aware of various frameworks,
standards and guidelines, but also perform IS audits in different domains, including IT
governance and management.
Modelled on the curriculum of Certified Information Systems Auditor (CISA) by ISACA, the
professional Association for Information Systems Audits & Controls, the course aims to
position the students for roles & domains that need a CISA expertise.
Learning Outcomes
Knowledge
• Aware of various IS Audit and Assurance bodies, standards and guidelines like
ISACA, ITAF, COBIT, ISO
• Cognizant of various laws and regulations pertaining to IS Audits like COSO, SOX,
HIPAA, PCI
• Learn the concepts of IT Risks and Controls Assessments
• Know the fundamentals of IS Audits, including planning and performing the same
• Understand aspects of auditing IT Governance and Management domain
• Acquire knowledge of auditing information systems and applications
• Appreciate challenges of auditing protection of information assets
• Gain knowledge on use of technology, including automation and artificial
intelligence, for IS audits
• Assimilate the code of professional ethics for an IS Auditor
Skill
• Ability to follow a structured methodology for IS auditing
• Identify sampling and testing approaches to a given audit scenario
• Develop ways to gain insights beyond the projected realities
• Comfortable in audit interactions with senior executives
• Collecting and preserving audit evidences
• Reporting and communicating audit findings to all stakeholders
Attitude
• Structured, objective and investigative approach to issues
• Detail and data orientation
• Depending on evidence for validation
• Professional and ethical handling of observed or revealed information
Pre-requisite
✓ Preferably, an appreciation of IT operations
199
Employability
There are consulting firms that are enquiring with the institute for students with skills in
Information Systems Audit and Risk Management. Students successfully completing this
course would be good candidates for such opportunities coming up as part of campus
placements.
Also, regulatory and industry bodies like SEBI, NSE, RBI, CAGI mandates that regulated
entities are audited by personnel skilled as per CISA. The course modelled on CISA
curriculum would enable our students to position themselves as deserving candidates for
employment opportunities against such roles.
Specifically, a management graduate with formal education on Managing Audit of
Information Systems, Risks and Controls can contribute in the following roles as well as
many other similar roles effectively:
• Internal Auditor
• Internal Audits Manager
• Consultant Auditor
• Business Analyst
• IT Consultant
• Management Consultant
• IT Risk Manager / Consultan
Unit I Introduction to IS Audit Function (3 Hrs)

Organization of the IS Audit Function, IS Audit Resource Management, Audit Planning.
Effects of Laws and Regulations on IS Audit Planning - COSO, SOX, HIPAA, PCI.
IS Audit and Assurance Standards and Guidelines - ISACA, ITAF, COBIT5, ISO.
Unit II Risks and Controls Assessment (3 Hrs)

IT Risk Framework, Risk Assessments and Treatments.
Internal Controls - General Controls, IS Controls, IS Control Objectives, Control Self
Assessment.
Unit III Performing IS Audits (3 Hrs)

Audit Objectives, Audit Classification, Audit Programs, Audit Methodology.
Compliance and Substantive Testing, Sampling, Evidence, Fraud Detection.
Interviewing and Observing Personnel.
Risk based Auditing, Audit Risk and Materiality.
Communicating Audit Results, Audit Documentation.
Unit IV Auditing Governance and Management of IT (6 Hrs)

Governance of Enterprise IT, Information Systems Strategy, IT Policies and Procedures,
Maturity and Process Improvement Models.
IT Investment and Allocation Practices.
Information Systems Management Practices - HR, Sourcing, Organizational Change
Management, Financial Management, Quality Management, Performance Optimization.
Auditing IT Governance Structure and Responsibilities, Auditing Business Continuity.
Unit V Auditing Information Systems (6 Hrs)

Auditing Application Controls.
Auditing Systems Development, Acquisition and Maintenance. Auditing Blockchain, IoT and
Artifical Intelligence applications.
Auditing Infrastructure and Operations, including Disaster Recovery Planning.
Unit VI Auditing Protection of Information Assets (7.5 Hrs)

200
Auditing Information Security Management Framework.
Auditing Network Infrastructure Security. Auditing Cloud Services.
Auditing Environmental Controls.
Unit VII Ethics & Current Trends * (1.5 Hrs)

Code of Professional Ethics for Auditor.
Integrated Auditing, Continous Auditing.
Usage of Robotic Process Automation in Audits, Agile Auditing, Audit Analytics.
Auditing Digital Risks.
[Total 30 Hours]
Essential Reading
1. Cannon, D.L., O’Hara, B.T., & Keele, A. (2016). CISA - Certified Information Systems Auditor Study
Guide (4th ed). Sybex.
Recommended Reading
1. CISA Review Manual (25th ed, 2016). ISACA.
2. ITAF – A Professional Practices Framework for IS Audit / Assurance (3 rd ed)`. ISACA
201
Marketing
MBA543AM Advertising and Public Relations 3 Credits
Course Description
This paper is offered as a marketing elective in the fifth trimester. It gives an insight into
advertising and prepares students for decisions in advertising and media in their respective
roles in marketing. Students opting for this elective gain an insight on the role and
significance of public relations for brand building and crisis management.
Course Objective
This course attempts to prepare the students for analytical and decision making roles in
advertising and media in their respective roles in marketing.
Learning Outcomes
After completing the course, the students will be able to:
Knowledge
• Understand theoretical and practical aspects of advertising and public relations
• Understand the relevance and scope of various media in communicating value
• Understand the significance of the synergy of integrated media in communication
Skills
• Design and validate advertising campaigns using relevant tools
Attitude
• Appreciate the positive role of advertising and public relations in the society at large
Unit I Introduction to Advertising & Ethics and Regulation (6 Hrs)

Advertising, Advertising campaigns, IMC; Roles and functions Advertising, Types of
advertising, Key Players in the Advertising Process. Brief History of Indian Advertising;
Trends affecting advertising-Digital Age & Challenge of Sustainability; Artificial
intelligence in advertising
Advertising Regulation- Social Role of Advertising; Advertising to Vulnerable sections of

Society; Self-Regulation (ASCI) & Legal Regulation; Ethics in Advertising
Unit II Research and Planning in Advertising (6 Hrs)

Customer Insight and use of Research; Strategic Planning and Planning Process; Brand
Communication Plan; Target Audiences; Ad Objectives-Advertising as a Communication
Model; Ad Exposure Model; Setting Advertising Objectives; Account Planning; Creative
Brief.
Understanding Segmentation, Positioning, Consumers and Branding for better advertising

insights – Self-learning (CCD Video)
Unit III Creating Effective Advertising (7 Hrs)

Creative Advertising and the Process; Informational and Transformational Appeals;
Copywriting; Ad Copy Testing; Ad Production
202
Unit IV Effective Advertising Media (4 Hrs)
Media planning, Media Terms; Media Plan & Media Buying; Effectiveness of Media and
ROI.
Trends in Media & Media Choices – Self-learning (CCD Video)
Sales promotion, Point of Purchase, Support media, Event Sponsorship, Product Placements,
Branded Entertainment, Direct marketing, Personal Selling – Self-learning
Unit V Public Relations (7 Hrs)

Purpose of PR; Stakeholders for PR – Employees, Investors, Community, Customers, Media;
Public Issue Campaigns, Debates and Crisis Management; PR Ethics, Standards and Values
[Total 30 Hours]
Essential Reading
Center, A. H. (2007). Public Relations Practices: Managerial Case Studies & Problems (6th ed.). New Delhi:
PHI Learning.
W.D. Wells, S. M. (2007). Advertising: Principles and Practice (7th ed.). New Delhi: Pearson Education
India.
Recommended Reading
1. Aaker, A. D., Batra, R. & Myers, J. G. (2013). Advertising Management, 5th Edition. Pearson
Education India.
2. Belch, G. E., Belch, M. A. &Purani, K .(2009). Advertising and promotion. New Delhi: Tata
McGraw Hill Education.
3. Clow, K. E. &Baack, D. (2007). Integrated advertising, promotion and marketing communication.
New Delhi: Pearson Education India.
4. Jethwaney, J. & Jain, S. (2012). Advertising management. New Delhi: Oxford University Press.
5. Terence, S. (2007). Advertising and promotion-An IMC approach, Canada Thomson South-
Western
6. Thomas, D. (2005). Principles of advertising and IMC. New Delhi: Tata McGraw Hill Education.
203
MBA 543BM Retailing Management 3 Credits

Course Description
This paper is offered as a marketing elective in the fifth trimester. It gives a complete insight
on the knowledge of retailing and prepares students for careers in the area of organized
retailing. Students opting for this elective specialize in the various aspects of retailing; –
multichannel retailing, retailing strategy, customer relationship management, information
systems and supply chain management, managing merchandise, store management etc.
Course Objective
This course attempts to provide insights on the knowledge of retailing and prepares
students for careers in the area of organized retailing.
Learning Outcomes
After completion of the course the students will be able to:
Knowledge (CLO1, CLO2)

• Understand concepts of retailing, retail formats, and consumer buying behaviour.
• Understand the difference between e-tailing and conventional retailing
• Understand the retail market strategy, retail location importance, HRM, Information
systems and supply chain management, customer relationship management.
Skills (CLO11 – 15, CLO17, CLO18)

• Manage a retail store effectively.
• Plan Merchandise planning and assortment, pricing, retail communication mix, store
management, store layout design and visual merchandising.
• Develop acumen to undertake catchment analysis to develop an optimum retail store
location.
Attitude (CLO21, CLO23, CLO24, CLO25)
• Apply retail concepts as a professional does for effective marketing
• Develop the attitude of achieving excellence in all activities of retailing.
Learning at the end of the Course:
• Appreciate retailing as a new idea and a new industry to explore.
• Aware of the retailing terminologies.
• Identify areas to carve their future with retailing business.
• Understand about the store layout and store design to set up a retail store.
• Know about various retail formats, plans and strategies in retailing.
• Skills to develop their sense against the essence and importance of customer service
in retailing.
Unit I The World of Retailing (4 Hrs)

Introduction to world of Retailing: Economic, Social, Legal, Ethical, Significance and
Opportunities. Trends in retailing, Wheel of Retailing, and Retailer’s Characteristics.
Types of Retailers: Food and General Management Merchandise Retailers, Non Store Retail
Formats, Services Retailing and Types of Ownership.
Omni-channel Retailing: Retail channels, Electronic retail and shopping in future.

204
Unit II Retailing Strategy (5 Hrs)

Level of Knowledge: Conceptual and practical knowledge
Retail Market Strategy: Planning and development, Target Market and Retail Formats,
Building Sustainable Competitive Advantage, Strategic Retail Planning Process and Business
Operations.
Retail Financial developments: Structure of Business, Investment Decisions, Financial
Evaluation and Strategic Profit Model.
Unit III Retail Location and SCM (6 Hrs)

Retail locations and site selection: Planned Vs. Unplanned Locations
Retail Locations: Catchment Analysis, Trade Area Analysis, Huff-Gravity Model.
Information Systems
Distribution: Supply Chain Management, Physical Distribution, Inventory and Warehouse
Management.
Unit IV Merchandise Management (6 Hrs)

Level of Knowledge: Conceptual and mini project
Merchandise Planning: Category Management, Sales Forecasting and Assortment Planning
Process.
Buying Merchandise: Branding Strategies, Sourcing Decisions and Vendor Management.
Pricing strategies: Objectives, Pricing Calculations and Approaches, Price Adjustments.
Retail Communication Mix: Developing Brand Loyalty and Image, Selecting Promotional
Mix, Planning Retail Communication Process.
Unit V Store Management (5 Hrs)

Level of Knowledge: Conceptual, Application and mini project
Retail Store Operations – KPI’s and KRA’s, Customer Footfalls Tracking, Customer
Services, Resolving Issues and Complaints, Shop Lifting & Shrinkage.
Store Design: Designing a Planogram, Types of Store Layout and Design, Objectives Of
Good Store Design, Space Planning. Visual merchandising:, Merchandise Presentation
Techniques, Importance of Atmospherics.
Unit VI E-tailing and International retailing (4 Hrs)

E-tailing: Product Placement, E-Commerce and E-market Place Business models.
Technological Advancements in Retail: Artificial Intelligence, Chat Bots, Augmented
Reality – 3D, IoT, Self Check Outs.
[Total 30 Hours]
Essential Reading
Michael Levy, Barton Weitz, Ajay Pandit., Retailing Management. McGraw Hill, Eighth Edition,
Reprint 2013.
Recommended Reading
1. Berman, B., Evans, J. R. Retail Management-A Strategic approach. McGraw Hill (8e).
2. Newman, A. J. & Cullen, P., Retailing: Environment and Operations. Ed-Indian edition, New
Delhi, Thompson.
3. Bajaj, C. Bajaj, T. R. & Nidhi, V. S., Retail Management. Oxford University Press, India.
4. Gilbert David, Retail Marketing Management. Pearson Education, India.
205
TRIMESTER – VI
MBA631A Leadership and Business Ethics 3 Credits
Course Description
This course aims at exploring different concepts of ethics and leadership in different contexts
and organizational structure. The course emphasizes critical thinking to address value
conflicts and imparts understanding on moral reasoning as a practical professional skill.
Through this course, students will understand how leaders set the ethical tone for their
organizations, how values and ethics are established in individuals and organizations and
what are some helpful approaches to diffuse tensions between ethics and leadership.
Objectives
• To learn different theories and models of leadership and the role of ethics in these
models and theories
• To develop the capacity to think about individual responsibilities and actions in
relation to one’s
• values and ethical principles
• To help students to develop leadership skills
• To sensitize to the nature of ethical issues and ethical dilemmas in corporate
world
• To develop a capacity for ethical reasoning and to apply them in organizational
contexts
Learning Outcomes
Knowledge
• Understand the evolution of Leadership and Ethics and their application and
relevance in the business environment today
• Understand the core concepts of Leadership& Ethics and its impact on
individuals, teams and organizations
• Understand how leaders can help create ethical climates in small groups,
organizations and society.
Skill
• Develop an understanding of different leadership styles, application and how to
change leadership styles for best results
• Develop a capacity for ethical reasoning and application of it in the current
organizational and business context
Attitude
• Appreciate the need for building necessary capacity to be an ethical employee
and/or a leader at their workplace
• Appreciate the overarching role of business ethics in the management of
Organizations.
Unit I Introduction to Leadership and Ethics (3 Hrs)
The nature of Leadership and its Participative Nature, Delegation and Empowerment.
Normative decisions, Delegation, Guidelines for delegating, perceived empowerment –
Nature of psychological empowerment, Consequences of empowerment, Facilitating
conditions for empowerment. Concepts and theories of Business Ethics
206
Unit II Power Influence and Ethical Decision Making (3Hrs)
Concepts of Power and Authority, Influence processes, Power types and sources, Power
acquisition via social exchange theory and consequences of Power. Ethical Dilemmas,
Ethical Decision Making in Business
Unit III An essence of Leadership Theories, Team Leadership and Creating Ethical
Leadership (3Hrs)
Early contingency theories of effective leadership, different leadership Styles, Self-
leadership. Team leadership, procedures for facilitating team learning, guidelines for team
building, Ethical leadership, gender and leadership, leadership in different cultures,
managing diversity.
Unit IV Business Ethics, Values, and Code of Ethics (6 Hrs)

Nature of business ethics and values, Sources of ethical and philosophical systems, cultural
experience and legal system. Factors influencing business ethics – leadership strategy and
performance, environment, corporate culture, corporate governance, corporate social
responsibility. Managing codes of ethics, ethics committees, hotlines, ethics training
programs and laws enforcing ethical conduct.
Unit V Functional Areas of Leadership and Ethics (6 Hrs)

Ethics in HRM – Cash and incentive plans, performance appraisal, employment and privacy
issues, restructuring and layoffs, wages empowerment of the weakest.
Ethics in marketing – Process relative ethics, product relative ethics, competition relative
ethics
Ethics in finance and accounting –investment decisions, disclosure norms, insider trading
norms.
Ethics in production and operations management – Worker safety, product safety, quality,
environment and worker’s rights.
Unit VI Ethics in Business Discipline (6 Hrs)

Ethics in global business – ethical principles governing global business, ethics relation to
adapting host countries culture and norms. Issues relating to negotiations and providing
access to less developed countries, avoiding sanctions, protection of intellectual properties.
Pressures for ethical convergence. Ethics in Indian Context
[Total 30 Hours]
Essential Reading
• Yukl, G A (2013). Leadership in Organizations. 7 th Edition. Pearson.
• Daft, R L (2012). Leadership. Cengage Learning.
A C Fernando, (2013), Business Ethics – An Indian Perspective, New Delhi, Pearson.
Recommended Reading
1. Quietly Brilliant: Transformational Change at HTC. HBS, May 2012.
2. Tata: Leadership with Trust. HBS (Richard Ivey School of Business, The
University of Western Ontario), 2010.
3. GE’s Talent Machine: The Making of a CEO. HBS, Nov 2006.
4. ITC Limited: India First. HBR (IIMB), 2012.
5. A Tale of Two Turnarounds at EDS. HBR (Kellogg School of Management),
2010.
6. Mind Tree: A Community of Communities. HBR, 2011.
7. Toyota: The Accelerator Crisis. HBR (Thunderbird School of Global
Management), 2010.
8. Hartman Laura P, (2004), Perspectives in Business Ethics, McGraw – Hill International
9. Daniel Albuquerque, (2010), Business Ethics – Principles and Practices, Oxford
University Press
207
MBA631B Innovations and Design Thinking 3 Credits
Course Description
This is a choice based core paper offered in the sixth trimester to students across all
specializations. The course focuses on the manager's or leader's role as an innovator and
facilitator of innovation by others. Design thinking is a method of applying creativity to
come up with novel solutions to tough problems. The second part of the course helps
develop an appreciation as well as skills for design thinking.
Course Objective
This course attempts to make students understand the different dimensions of innovation
e.g. Breakthrough innovation, Reverse innovation, and Open innovation.
Learning Outcomes
On having completed this course, students should be able to:
Knowledge
• Understand the process of innovation and how it can be nurtured in an organizational
setting.
• Gain experiential knowledge - in this course, much of the learning comes from in-class
exercises and discussions.
Skills
• Empathize with the needs and motivations of the end users, come up with a large
number of ideas for solving a problem, hone in on the right value proposition, and
start to prototype a new offering.
• Generate ideas for executable business.
Attitude
• Improve their ability to think creatively within the boundaries of what makes
economic sense.
Level of Knowledge
Knowledge of business fundamentals is expected in order to apply design thinking in a
business context.
Unit I Introduction (4.5 Hrs)

Understanding innovation by looking at how it is defined, various types of innovation, how
innovation is measured, theories of innovation, factors influencing innovation in
organizations, Innovation and firm size, and research trends in innovation.
Unit II The design process and business model innovation (4.5 Hrs)
What is design thinking? The design process and business model innovation. Design
research, visualization.
Unit III Human-centered design & achieving deep customer understanding (6 Hrs)
Journey mapping, value chain analysis, and mind mapping.
Unit IV Identifying opportunity areas: Problem framing and definition (4.5 Hrs)
Brainstorming and rapid concept development, assumption testing, rapid prototyping.
Unit V Idea generation, concept development and implementation (4.5 Hrs)

Customer co-creation, learning launches, and story telling.
208
Unit VI Frugal innovation (3 Hrs)

Base of the pyramid innovation, managing disruptive innovation.
Unit VII Organizing for innovation (3 Hrs)

Managing Open innovation, building systematic organizational innovation capabilities.
[Total 30 Hours]
Essential Reading
1. Brown, Tim (2012). Change by Design. Harper Business.
2. Liedtka, Jeanne M, Ogilvie, Tim. (2011). Designing for growth: A Design thinking toolkit for
Managers. New York: Columbia Business School Publishing.
Recommended Reading
1. Krishnan. Rishikesh T. & Dabholkar, Vinay M, (2013). 8 steps to innovation. HarperCollins
Publishers India.
2. Afuah, Allan (2009). Strategic Innovation: New Game Strategies for Competitive Advantage.
Routledge.
209
MBA631C Cost Analysis and Management Control Systems 3 Credits
Course Description
In this course, the focus shifts to using the cost information of an enterprise for analysis and
decision making. While the Financial accounting system provides information, this course
helps in developing the analytical ability of the student by using various Managerial
accounting methods and techniques. In addition, the student gets to learn about the various
Management control aspects that would be required for a manager, in terms of designing,
Using and planning control systems to achieve firm’s objectives.
Course Objective
This course attempts to provide the students with the knowledge of fundamentals of Cost
analysis and Management Control systems required for all the managers.
Learning Outcomes
Knowledge
• Develop a fundamental knowledge of cost behavior, cost objects and cost classifications.
• How cost allocations are used to ascertain the cost of cost object.
• Develop clarity about how cost –volume profit relationship works.
• Understand the usefulness of cost sheets, budgets and responsibility centers to business.
• Understand how Transfer pricing mechanism works.
• How firms use Balance Score Card to manage their business.
Skill
• Evaluate and use cost information for decision making.
• Prepare budgets and monitor them in a multi-product or service business context.
Attitude
• Appreciate and practice the ethical and social dimensions relevant to cost management in
business.
common organizational goal of value creation to all the stakeholders.
Level of Knowledge: Basic, Applied / Working
Unit I Introduction to Cost concepts and classifications (3 Hrs)

Cost, Cost centers, Cost Unit, Method of costing, Techniques of costing, Classification of
cost- fixed and variable, Allocation, Apportionment & Absorption, Apportionment of costs
to service cost centers, Pre-determined overhead rates.
Unit II Job and Process Costing Methods (4 Hrs)

Job costing, Process Costing, WIP (Equivalent Production), Normal & abnormal losses,
Internal process profits, Joints & by-product costing.
Unit III Cost Volume Profit Analysis & Variable Costing (8 Hrs)
Common cost behavior patterns- cost estimation method – Breakeven analysis– contribution
margin and what if analysis- multi product analysis -Assumptions in CVP analysis-
Variable costing and Full costing- benefits of variable costing for internal reporting purpose-
Incremental analysis- make or buy decisions-dropping a product line- qualitative
considerations in decision making including ethical dimensions.
210
Unit IV Cost Allocation and Activity Based Costing (4 Hrs)
Process of cost allocation- traditional product costing systems - problems with cost
allocation- activity based costing- Activity based management as a tool to improve efficiency
(Self Learning area).
Unit V Management Control systems (4 Hrs)

Performance evaluation- Revenue centers, Cost centers, Profit center and investment center
– Transfer Pricing.
Unit VI Budgetary Planning and Performance analysis (4 Hrs)

Uses of budgets in planning and control (Self Learning area) - developing the budget- The
master budget- budgeted balance sheet- static and flexible budgets - standard costs and
budgets- development of standard costs- variance analysis.
Unit VII Special Topics (3 Hrs)

Balanced score card and performance evaluation including Governance adherence - Target
costing- Life cycle costing- Total cost of ownership.
[Total 30 Hours]
Pedagogy:
The course would be primarily driven through
1. Case studies from leading business schools
2. Harvard Simulations
3. Self-study modules
Reference Books
1. Managerial Accounting - James Jiambalvo 5th ed. Wiley
3. Managerial Accounting - Creating Value in a Global Business Environment, Hilton & Platt, 9th ed.
McGraw Hill
3. Accounting - Text and Cases, Anthony, Hawkings, Merchant 13th ed. McGraw Hill
4. Cost Accounting - A Managerial Emphasis, Horngren, Datar, Rajan 15th ed. Pearson
211
MBA631D E-Business 3 Credits
Course Description
The subject enhances the level of practical knowledge about E-Business thereby helping
students to appreciate the integral part played by electronic means of doing business. It
prepares them to be able to implement digital technologies in business.
Course Objective
This course attempts to enhance the level of practical knowledge about E-Business thereby
helping students to appreciate the integral part played by electronic means of doing
business.
Learning Outcomes
Knowledge
• Understand and identify the scope of E Businesses in an economy

• Understand the obstacles in implementation of digital technology with its impact on
business, society and individuals
• Identify and understand different technologies and strategies of E Business
• Understand e-business implementation through an awareness of SAP ERP
• Understand to map different models of E Business for different formats of Businesses
Skills
• Develop strategies to handle present and future challenges of E Business

• Gain to understand and implement digital technologies in business
Attitude
• Appreciate the role of e-payments, e-security, e-marketing, e-services and cyber laws
and Value the interaction as a professional with all the stakeholders’ to develops SOPs
Level of Knowledge
Students must have a conceptual knowledge about databases, architecture and basic
knowledge on applications of information systems.
Unit I Electronic Commerce Business Models and Concepts (4 Hrs)
Overview of E-Commerce, Unique features of E Commerce, Types, origins and growth of E

Commerce, Electronic Commerce Business models
Unit II Technology Platforms (4 Hrs)
Infrastructural requirements, E-commerce and internet, World Wide Web Wireless and
handheld devices, Cloud based e-business
Unit III Business Applications (5 Hrs)
Online Retailing, E-SCM, collaborative commerce, online services (Financial services, travel
& online career services), E-Governance
212
Unit IV Building an E-Commerce site and Search optimisation (5 Hrs)
Systematic approach to building an EC web site, Choosing Software, tools, hardware for EC,
Search engine marketing (SEM) and Search engine optimisation (SEO)
Unit V Introduction Mobile Technologies and M Commerce (6 Hrs)
Introduction – Infrastructure of M–Commerce – Types of Mobile Commerce Services –

Technologies of Wireless Business – Benefits and Limitations, Support, Mobile Marketing &
Advertisement, Non– Internet Applications in M–Commerce – Wireless/Wired Commerce
Comparisons.
Unit VI Social Media and Social Media and Networks based business models (3 Hrs)
Social media applications for E-Business, Social media analytics, Networks and Platform
Based Business Models
Unit VII Ethical and legal issues (3 Hrs)
E-Commerce and ethics, Privacy regulations and information rights - Indian and global
perspectives
[Total 30 Hours]
*Self-Learning Unit
Essential Reading
Laudon, Kenneth. C., &Traver, Carol. Guercio.E-commerce- business. Technology Society(10th ed.) India:
Pearson Education.
Recommended Reading
1. P T Joseph S J, E-Commerce: An Indian Perspective. Fourth Edn,
2. India: Prentice -Hall of India Pvt. Ltd. Publications.
3. Schneider Gary P., Electronic Commerce. Fifth Edn, USA: Thomson - Course Technology
Publications.
4. Bhasker Bharat, Electronic Commerce Framework. Technologies and Applications. Third Edition,
India: Tata McGraw Hill Co. Ltd. Publications.
5. Schneir Bruce and Ferguson Neils., Practical Cryptography. Wiley- Dreamtech India Private Ltd.
Publications.
6. Awad Elias M., Electronic Commerce”, From Vision to Fulfillment. PHI Publications.
7. Rayport Jeffrey F and Jawoski Bernard J., Introduction to E-Commerce.
8. Kalakota Ravi B and Whinston Andrew B., Latest, Frontiers of Electronic Commerce. USA: Addison
Wesley Publications.
213
Finance
MBA641F Strategic Financial Management 3 Credits
Course Description
This course develops insights into the strategic aspects to investments. It goes beyond the
conventional valuation metrics and focuses on value creation from investors’ perspective.
The importance of managerial compensation, agency problems and ethics are learnt in this
course.
Course Objective
This course attempts to develop insights into the strategic aspects of financial decision
making.
Learning Outcomes
Knowledge
• Understand the conceptual and analytical framework of strategic financial management.
• Build further on the concepts, which were, learnt through traditional valuation
techniques.
• Understand the organizational value levers and financial drivers of creating value.
• Understand the strategic issues related to revenue, asset, liabilities and bankruptcy
management.
• Appreciate and manage the complex nature of business environment and conflicting
requirement of different stakeholders.
Skills
• Develop quantitative skills to measure ‘value creation’ by companies through various
value metrics.
• Analyze critically the business value of strategic decisions.
• Nurture creativity in financial decision making.
Attitude
• Appreciate the ethical, social and governance dimensions in the realm of strategic
financial management.
• Develop an integrative thinking of ‘creating value’ by companies.
Unit I Corporate Objective (3 Hrs)

Logic of Shareholder Wealth Maximization; Stakeholder Theory; Enlightened Value
Maximization; Creation of Shared Value; Triple Bottom Line Approach of Reporting-
Sustainability Reporting framework of Global Reporting Initiative (GRI)- Clause 55 of
Listing Agreement of SEBI, Business Responsibility Reporting- Green Accounting
Unit II Strategic Asset Management (6 Hrs)

Capital Allocation: Strengthening the Links Between Strategy and Capital Budgeting;
Bridging the Gulf Between Strategic Planning and Financial Analysis; Investment in
Capabilities; Real Options; Investment Timing Strategy; Management of Capital Projects;
214
Disciplining the Capital Budgeting Process for Small Ticket Items; The Post-Audit. Strategic
Revenue Management.
Concept of Strategy; Corporate Strategy; Diversification and Value Creation; Business Level
Strategies; Business Model; Innovative Strategies and Business Models.
Unit III Strategic Liabilities Management (6 Hrs)

Capital Structure and Value in a Perfect World; Imperfections and Capital Structure;
Signalling Theory; Tools for Developing an Effective Capital Structure; Guidelines for
Capital Structure Planning; Dividend Policy and Firm Value; Implications of Real World
Imperfections; Dividend Policy Formulation; Rationale and Objections to Share Buybacks;
Share Buybacks and Valuation. Liquidity Crises Identification: Altman Z Score Model,
Managing liquidity crisis and navigating the downturn.
Unit IV Value Based Management (8 Hrs)

Methods and Key Premises of VBM; Marakon Approach; Alcar Approach; Mckinsey
Approach; Stern Stewart Approach; BCG Approach.
Traditional measures of EPS, ROI, EBIT, EBITDA, ROCE, RONA etc. New metrics of Market
to Book Ratio (MBR), Total shareholder Return (TSR), Total Business Return (TBR), Market
Value Added (MVA), Economic Value Added (EVA), Future Growth Value (FGV), Cash
Value Added (CVA), Cash Flow Return on Investment (CFROI) and the Balanced Score
Cord (BSC).
Lessons from the Experiences of VBM Adopters.
Unit V Strategic Cost Management (4 Hrs)

The Guiding Principles of Strategic Cost Management; Strategic Cost Management – Key
concepts; Cost Drivers – Strategic Views; Value Chain Analysis; Instruments of Strategic
Cost Management – Activity Based Costing and Management; Target Costing; Life Cycle
Costing; Bench Marking.
Unit VI Corporate Governance and Ethics in strategic financial management (3 Hrs)

Divergence of Interest; Types of Corporate Governance Mechanisms; Key Principles of Good
Corporate Governance; Corporate Governance Around the World; Board of Directors;
Auditing; Investor Communication; Incentive Compensation.
Corporate governance & ethics; Ethical Brand Equity & Long term results, Functional ethics
in financial management.
[Total 30 Hours]
Text Book
Chandra, Prasanna (2017). Strategic Financial Management- Managing for Value creation. New
Delhi:
Reference Book
Damodaran, Aswath 4th edition (2015). Applied Corporate Finance. New Delhi: Wiley publications
Chandra, Prasanna (2017). Projects: Planning, Analysis, Selection, Financing. New Delhi: Tata
McGraw-Hill.
Young, S. and O'Byrne, S. (2000). EVA and value-based management: A practical guide to
implementation. New Delhi: Tata McGraw-Hill.
215
Add – on Course
Ethics And Corporate Governance 1 Credit
Course Description
Ethics are moral principles or values that govern the conduct of an individual or a group.
This course introduces finance students to the importance of Ethics at workplace and will
also help them develop the necessary skills in ethical decision-making. The topics will be
applied to realistic situations, particularly in financial services, investment banking and
security analysis.
Corporate governance is an academic discipline that brings together accounting, finance,

law and management. This course is developed to disseminate the evolving principles of
good corporate governance to the budding managers. This course give impetus, guidance
and direction to undertake research.
Course Objective
This course will help students understand the importance of Ethics and will also provide
them with a framework that can be used for the resolution of ethical dilemmas that they
may face during the course of their corporate careers.
The course will also help in understanding of the framework of good corporate governance,
corporate governance norms in the Indian context, national governance norms and the
rights of the various stakeholders.
Knowledge:
• Understand the Code of Ethics and Standards of Professional Conduct
• Understand Global Investment Performance Standards
• Understand the framework of corporate governance
• Analyse the purpose and limits of corporate governance
• Compare the responsibilities of different stakeholders in corporate governance
Skill:
• Develop the skill to take ethical decisions
• Develop the skill to report portfolio performance using Global Investment
Performance Standards
• Develop the research skills to analyze and evaluate empirical research in the area of
corporate governance
• Formulate inquisitive questions on the corporate governance issues and use
appropriate methods to conduct academic research
216
Attitude:
• Appreciate the importance of ethical practices and corporate sustainability
Unit I Ethical dilemmas in Corporate Finance (2 Hrs)

CFOs’ and ethics- Personal formation of ethics-Fundamental of financial control- Role of
Ethics and creative accounting- Conflict of interest on financial transactions- Earning
management practices- ethical issues in tax planning
Unit II Ethics and Investment Professionalism (2 Hrs)

Need for ethics in the investment industry- Obligations of investment professional with
clients, employees- code of conduct of investment professionals-consequences of conduct
that is unethical and unprofessional- framework for making ethical decisions
Unit III Conceptual Framework of Corporate Governance (2 Hrs)

Evolution, need and scope of corporate governance - Theories of corporate governance -
Agency theory - Stakeholder theory - Stewardship theory - Resource development theory -
Developments in corporate governance - Indian and global perspective - Elements of good
corporate governance- Board composition - Types of directors - role and responsibility of
directors - CEO duality - board charter- board meetings - Directors’ training and
development and performance evaluation - various board committees- audit committee,
shareholders’ grievance committee, nomination committee.
Unit IV Legislative Framework of Corporate Governance and Risk Management (2 Hrs)

Corporate governance in Companies Act 2013 - SEBI Guidelines - Listing agreement,
(Enterprise risk management- Internal control- roles and responsibilities for internal control
- Disclosures on risk, risk management and internal control - whistle blower policies.
Unit V Corporate Governance and Stakeholder’s Right (2 Hrs)

Rights of shareholders- corporate governance issues with related party transactions- role of
institutional investors and investor associations on corporate governance- corporate
governance and other stakeholders, employees, customers’ lenders, vendors and society.
[Total 10 Hours]
Essential Reading
1. CFA course material on Ethics
2. Indian Institute of Corporate Affairs (2016). Corporate Governance: New Delhi. Taxmann
217
Human Resource
MBA641H International Human Resource Management 3 Credits
Course Description
The course is offered as a human resource elective in the second year. The globalization of
business is having a significant impact on human resource management. It is more
imperative than ever for organizations to engage in human resource management on an
International scale. Today's managers and business leaders confront decision problems in
various functional areas of HRM while working in different national and cultural
environment. Also, managers working in the corporate headquarters of MNEs have to deal
with human resource issues relating to PCNs, HCNs, and TCNs. This course will cover the
management issues which have implications on international HRM decisions including;
cross-cultural negotiations, international dimensions of leadership, motivation, team work,
and communicating with people of different cultural environment. The major focus of the
course will be on international human resource management & development issues of
recruitment and selection, compensation and reward systems, training and development,
performance appraisal, expatriation, repatriation and career development.
Course Objective
This course attempts to enable students to appreciate the various concepts and issues
relating to management of human resources in international businesses.
Learning Outcomes
Knowledge
• Appreciate the various concepts and issues relating to management of human resources
in international businesses.
• Understand and analyze human resource issues for making effective decisions in the
contemporary international business environment.
• Integrate the theories, models and concepts developed in the areas of international
management, international organizational behavior, cross-cultural management, and
other emerging disciplines, and study their implications on international HRM practices.
Skill
• Manage people issues in an international context effectively.
Attitude
Develop a global mindset in dealing with human resources.
Level of Knowledge – Moderate knowledge, understanding and application

International Human Resource Management (IHRM) – approaches to HRM – strategic focus
differences between domestic HRM and IHRM. (Self Learning module)*
Unit II HRP & Training & Development (8 Hrs)

Human resource planning in IHRM – recruitment and selection – issues in staff selection –
selection of expatriates.
Training and development – expatriate training – developing international staff and
multinational teams. Training on inclusiveness and Diversity
218
Unit III Performance Management & Compensation (8 Hrs)
Performance management – factors associated with individual performance and appraisal –
Criteria used for performance appraisal of international employees – appraisal of host
country nationals.
Compensation – objectives of international compensation – approaches of international
compensation.
Unit IV Expatriation & Repatriation (3 Hrs)

Expat failure – causes for failure. Repatriation – repatriation process. International
Assignments for local people
Unit V Forging cross-border mergers and acquisitions (3 Hrs)

Examine the varying degrees of success international corporations experience when
completing global mergers and acquisitions. The human and cultural factors, Reasons for
failure. The due diligence and planning for successful M&A’s, the importance of the
retention of key talent, and how different aspects of the change process need to be managed
for a smooth integration. Mergers and acquisitions a source of competitive advantage in the
global economy.
Unit VI International Labour Relations (2 Hrs)

Labour relations – Key issues in international relations – strategic choices before firms –
strategic choices before unions – union tactics.
Unit VII The International Context (2 Hrs)

Managing people in an international context – Japan – Europe – US, Ethical Dimensions in
IHRM.
(Self Learning modules)*
[Total 30 Hours – Contact hours]

Skill Development
Lecture sessions, case studies, assignments, role plays and class presentations.
Live projects to be undertaken in various MNCs
Interaction with expats in various organizations
* indicates self learning modules which will be evaluated through seminars,
presentations based on research/ written assignments/projects
Essential Reading
1. Dowling, P J., Festing ,M. & Engle, A D (2012). International Human Resource Management.
South Western: Thomas Learning Publication.
Recommended Reading
1. Adler, N.(2010). International Dimensions of Organizational Behavior. South-Western College
Publishing
2. Armstrong, M.(2013). Armstrong’s Handbook of Human Resource Management. 11th edition,
Practice, Kogan page.
3. Briscoe, D.R. (2012). International Human Resource Management. Prentice Hall.
4. Hill, C.W.L., (2013). International Business. McGraw – Hill Publications.
5. Mendenhall M. & Oddou G., (2010). Readings and Cases in International Human Resource
Management. South-Western College Publishing.
219
MBA642H Latest Trends in Human Resource Management 3 Credits
Course Description
This course is designed to help the students to understand the latest HR practices and trends
in the industry, giving special attention to the major challenges and the paradigm shift
facing today’s HR management
The experiential learning method is adopted through discussions/ presentations based on

Research articles/ case studies on issues relating to emerging HR trends and practices.
Groups and individual presentations will be made by the students.
Learning Outcomes
The course is offered as a human resource elective in the second year.

• To develop awareness towards the latest trends and prepare students for careers in
the areas of human resources.
• To develop skills required for handling the current trends in HR practices and
understand the requirements of the industry.
• To discuss issues relating to emerging HR trends and practices
Level of knowledge: Moderate to Advanced knowledge, understanding and application
Unit I Learning Organization (6 Hrs)

Learning Organization, Meaning, Characteristics, Single-loop learning V/S Double loop
learning. Creating a learning organization.
Unit II Knowledge management and managing Knowledge Workers (6 Hrs)

Knowledge management meaning, challenges and recent trends, Human Resource
Information system
Unit III Psychological Contract (4 Hrs)

Psychological contract. Meaning, Importance, Types and managing the psychological
contract.
Unit IV Digital HR (4 Hrs)

SMAC- Social media recruitment, Mobile recruitment Gamification, MOOCs, . E – Learning:
Challenges and issues Enterprise social network, Digital leadership
Unit V HR accounting and Strategic HRM (3 Hrs)

Human Resource Accounting and Audit: Meaning, process and importance, Green HRM,
Acquihiring
Unit VI Organizational design and culture (4 Hrs)
Hybrid organizations, Holocracy, Teal organizations, Network of teams, relationship

between design and employee engagement
220
Unit VII Workforce Diversity (3 Hrs)
Managing work force diversity – Challenges and issues- Gender, Age/generation , Skills,
LGBT
[Total 30 Hours]
Skill Development
1. Group presentations on current trends in HR
2. Practical problems in implanting the new techniques
3. Case studies
Essential Reading
Summaries based on latest trends in industry will be developed by the institute on a yearly basis.
Recommended Reading
1. Amar, A D (2012). Managing knowledge workers: Unleashing innovation and productivity.
Quorum books.
2. Chaudhari, S (2013). Effective psychological contract: implications for
3. Gupta, R K (2013). Human resource accounting. Anmol Publications.
4. Mark, Easterby.,Loius&Arajo. (2010). Organizational learning and the
learning organization. Sage Publication
5. Maxwell, J.C (2013). The 360 leader. Pearson publication.

6. Michael, J K., & Mohan, T (2012). Human resources information system.
Sage publication.
7. Pushkala, P (2002). Managing the organizational melting pot: dilemmas

of workplace diversity, Sage publication.
8. HR practices. ICFAI University Publication.
221
MBA641L Sustainable Operations 3 Credits
Course Description
This course offers a fundamental framework for sustainable operations management and
sustainable supply chains. The curriculum provides in-depth knowledge and exposure in
the areas of sustainable development, triple bottom line, design of green supply chains and
waste management. Students undergoing this course are expected to be the drivers of
sustainability in their respective organizations.
The pedagogy is based on case discussions, review of research papers on sustainability, class
room discussions and self-study.
Course Objective
This course attempts to offer a fundamental framework for sustainable operations
management and sustainable supply chains. This will enable students to develop
Sustainable operations for production of products and services.
Learning Outcomes
Knowledge
• Acquire an understanding of sustainable development and sustainable business
management in general, and sustainable operations in particular.
• Be familiar with current industry practices of sustainable operations and
enforcement policies.
• Understand the challenges of industrial waste management and methods to address
this issue.
Skills
• Equip students to formulate and implement business responses and actions with
regard to the triple bottom line, sustainable development and Government policies
and enforcement laws on environmental protection and sustainability.
• Develop, implement and monitor industrial waste management framework and
sustainability performance measures in their respective organizations.
Attitude
• Be the drivers of sustainable operations in their respective organizations by
generating awareness of corporate social responsibility and good stewardship
practices as business leaders.
Level of Knowledge
Students are expected to have prior basic understanding of operations management
concepts before they undertake this course. The course presents conceptual and application
levels of knowledge in green operations and sustainable industry practices.
Unit I Introduction to Sustainability (4 Hrs)

Definition of sustainable development, triple bottom line, Social, ecological and Economic
factors, Conventional vs. sustainable operations, reasons for implementing sustainable
operations, drivers and barriers of sustainable operations. Concept of good stewardship
practices as business leaders.
Unit II Design for Sustainability (4 Hrs)

222
Resource optimization, low-impact materials, Energy efficiency, Design for repair, reuse
and recycling, sustainable process development.
Unit III Sustainable Supply Chain Management (5 Hrs)

The Ecosystem Framework for Sustainable Supply Chains, Forward-Backward Supply
chains, Re-features in Supply Chain Design (Re use, Recycle, Re-manufacture), Green
Procurement, Logistics : Freight Consolidation and mode selection., Risks in sustainable
Supply Chain Management; Cradle to Cradle Protocol
Unit IV Sustainability Performance Measurement (4 Hrs)

Management of Carbon footprints, Energy Management, Performance measures for
Business Sustainability
Unit V Waste Management (5 Hrs)

Air pollution control methods and equipment, Waste water treatment, Solid waste
management, Hazardous waste management, Cost benefits of waste management, e-waste
management. Landfills and incinerators, Metropolitan City Waste Management: Best
Practices.
Unit VI Regulatory Bodies and Certification for Sustainability (4 Hrs)

OHSAS, ISO 26000, ISO 14001, Pollution control and regulatory agencies – State Level,
National Level and International Level.
Unit VII Current Trends * (4 Hrs)

Analysis of Annual Sustainability Reports of Indian as well as Multi National Businesses,
Latest trends and research in sustainability, Ethical aspects of Sustainability and
development, corporate social responsibility practices, socially responsible businesses.
[Total 30 Hours]
*Self Learning Module
Essential Reading
1. N. Viswanadham and S. Kameshwaran (2013). Ecosystem-Aware Global Supply Chain
Management, World Scientific Publishing Co. Pte. Ltd.
2. Paul, T. W.(2013). Waste treatment and disposal. New Delhi: John Wiley and sons.
3. Petra Molthan-Hill, (2014). The Business Student's Guide to Sustainable Management: Principles
and Practice, Greenleaf Publishing Ltd, UK.
Recommended Reading
1. Beamon, B. M. (2005). Environmental and sustainability ethics in supply chain management.
Science and Engineering Ethics, 11(2), 221-234.
2. Toffel, M. W., & Van Sice, S. (2011). Carbon Footprints: Methods and Calculations. Harvard
Business School Technology & Operations Mgt. Unit Case, (611-075).
3. Bergmiller, G. G., &McCright, P. R. (2009, May). Parallel models for lean and green operations. In
Proceedings of the 2009 Industrial Engineering Research Conference.
4. Sarkis, J. (2003). A strategic decision framework for green supply chain management. Journal of
cleaner production, 11(4), 397-409.
5. Linton, J. D., Klassen, R., &Jayaraman, V. (2007). Sustainable supply chains: an introduction.
Journal of Operations Management, 25(6), 1075-1082.
223
Add-on course
MBA6XX IT Leadership and Governance 2 Credits
Course Description
This course is offered as an add-on (choice-based) course for students of LOS specialization
in the final trimester. Opening up aspects of IT leadership and IT Governance, the course is
targeted at students who want to pursue a long term career objective of reaching leadership
positions in IT functions like CIO or IT Director or acting as thought leaders in management
consulting engagements with such roles.
The course largely follows an engaging fictional narrative, dwelling on true-to-life
challenges that a new CIO faces in his first year as technology leader of his company.
Through this story telling approach, learnings and insights are elicited on various IT
leadership and governance areas.
Course Objective
This course attempts to round off the MBA education of systems oriented LOS specialization
students by providing them a foundation to grow as leaders of IT function of an
organization. Additionally, the course also provides awareness to students on Governance
of Enterprise IT.
The course aims to help the management student view and appreciate IT as a leadership
domain rather than a purely technology management domain. The CIO perspective of
technology and business is expected to be gained by the student.
Learning Outcomes
Knowledge
• Aware of nuances between technology management and IT leadership
• Cognizant of leadership role needed for IT operations and crises
• Learn the concepts of strategic decision areas for a CIO
• Gain knowledge of IT Governance, Risk and Compliance domains
• Appreciate challenges of a CIO in a digital business world
• Understand aspects of managing internal and external talent as well as balancing
between standardization and innovation
Skill
• Decision making in a VUCA area such as an IT function
• Using various frameworks for IT decision making and governance
• Engaging with C-suite leaders, CEO, BoD
Attitude
• Think like a CIO of a digital era
• Humility to depend on the team for technical skills while providing leadership
• Taking ownership and charge during crises
• Move from “IT for business” to “Business of IT”
• Act like a business executive instead of a pure delivery executive
Pre-requisite
✓ Preferably, an appreciation of IT operations
Employability
This course is expected to equip the students for senior level management positions in IT
functions. By completing this course, they can also be successful advisors and thought
leaders in management and IT consulting firms.
224
Ability to think and talk like a CIO will make the students more attractive to firms who want
to hire IT management professionals. Having mastery of IT leadership aspects will help the
students to be immune to a great extent to changes in technology.
Unit I Introduction and Overview (1.5 Hrs)

IT Leadership vs General Leadership, Technology Management vs IT Leadership.
CIO Challenges. CIO Leadership. Stakeholder Analysis for Architecture Leadership in IT.
Unit II IT Leadership – Strategic Decision Areas (4.5 Hrs)

IT Costs Mapping to IT Services, Chargebacks, Cost Leadership for IT.
Strategic Budgeting for IT.
IT Investment Portfolio Management approaches
.Setting IT Priorities and Aligning to Business Strategy. IT Value Delivery.
Unit III Leadership and Decision Making During IT Operations and Crisis (4.5 Hrs)
Executive Leadership for Projects.
Engagement with C-suite Leaders, CEO and Board of Directors.
IT Crisis Management.
Approaches to Post-Crisis Closures - Doctrine of Completed Staff Work.
Unit IV Sustainable IT Leadership (1.5 Hrs)

Emerging Technologies Leadership.
Vendor Partnering and Control.
Managing Talent.
Standardization and Innovation.
Unit V IT Governance, Risk and Compliance (3 Hrs)

RiskIT framework.
Governance of Enterprise IT, COBIT5 framework.
Ensuring Compliance.
Unit VI Digital Leadership (3 Hrs)

Transforming and Leading IT for the Digital Era.
Habits and Facets of a Digital CIO.
Unit VII Emerging Trends and Current Issues in IT Leadership * (2 Hrs)

Bimodal operating models for IT.
From Delivery Executive to Business Executive.
Becoming organizational change agents. Taking charge of business innovation.
[Total 20 Hours]
Essential Reading
1. The Adventures of an IT Leader, 2016, Austin, R.D., Nolan, R.L., O'Donnell, S., Harvard Business
Review Press, 2nd ed.
Recommended Reading
1. Corporate Information Strategy and Management: Text and Cases, 2017, Applegate, L.M.,
Austin, R.D., Soule, D., McGraw Hill, 8th ed.
2. The CIO Paradox – Battling the Contradictions of IT Leadership, 2012, Heller, M., Perseus
Books.
3. Death March, 2015, Yourdon, E., Yourdon Press, 3 rd ed.
4. Transformation Strategy for the Digital CIO, 2018, Vishnu, V., Authors UpFront
225
Marketing
MBA641M Brand Management 3 Credits
Course Description
This paper is offered as a marketing elective in the sixth trimester. This course aims to
develop conceptual knowledge of branding as part of marketing decision making and to
familiarize concepts of developing a brand, manage brand portfolios, brand lifecycles, brand
extensions & rebranding decisions.
Course Objective
This course attempts to develop conceptual knowledge of branding as part of marketing
decision making and to familiarize varied concepts related to branding.
Learning Outcomes
Knowledge
• Develop a deep understanding of brand management tools and concepts and be
prepared for careers in the areas of strategic brand management.
• Acquire an understanding of real time brand development and re-structuring,
focusing on every aspect of branding (identity, objectives, positioning etc).
Skills
• Practically diagnose strategic brand management issues for a firm and evaluate a
series of potential branding solutions to those issues, arriving at a preferred branding
solution that takes account of the solution’s wider implications for marketing and
strategy within the firm.
• Synthesise the elements of the chosen brand management solution into a
professional, focused and persuasive pitch presentation , that is effectively
communicated and delivered.
Attitude
• Appreciate and understand the big picture of branding and its connect to marketing,
organization and society.
Unit I Brand Definition and Success (4 Hrs)

Strategic Success and Pioneer advantage, Successful brands, Concept of Market re-
definition, Brand success
Unit II Brand Equity (6 Hrs)

Cost based methods, Price based methods, Customer based brand equity,
Brand asset management strategy
Unit III Brand Identity (8 Hrs)

Brand Identity, The Identity structure, Developing Brand Identity system
Clarifying & elaborating Brand identity system
226
A strategic process for Building Integrated brands, Brand Vision, Brand Objectives
Choosing brand Elements, Designing & Implementing Branding Strategies
Leveraging Secondary brand knowledge
Unit IV Brand extension & Brand Portfolio strategy (8 Hrs)

Types of brand extension, Need for brand extension Pros & Cons of brand extension
Category of related extensions & unrelated extensions
Brand portfolio strategy. Creating relevance, differentiation, leverage & clarity
Unit V Brand Personality &Brand Repositioning (4 Hrs)

Self learning Module
Importance of Brand Personality Emotion centered definitions Brand image
Brand Image and country of origin, celebrity, user status,
Positioning and repositioning Relevance to consumers Search for a viable position
Making the brand serious, contemporary Brand as a differentiator
[Total 30 Hours]
Essential Reading
Lane Kevin Keller., (2006).Strategic Brand Management. Pearson education
Recommended Reading
1. Richard, E., Percy,L. (2007). Strategic Brand Management. Oxford University press
2. Aaker, D. S. &Shcuster,(2005). Building Strong Brands
3. Kapfererl, J. N. (2009). The New Strategic Brand management. New Delhi - Kogan page.
227
Finance
MBA642AF Insurance 3 Credits
Course Description
The course offers basic knowledge about the uniqueness of the Insurance business. It
enables the participants to understand the multi-disciplinary functions of an Insurance
organization. The course creates the interest among the participants in the legal / regulatory
aspects of the insurance business and in the emerging areas like Underwriting, Actuarial,
and Loss assessment.
Course Objective
This course attempts to enable the participants to understand the multi disciplinary
functions of an Insurance organization.
Learning Outcomes
Knowledge
• Develop the knowledge of various aspects of risk management through life and non-life
insurance products including their structure.
• Understand Insurance management.
• Understand the developments in the Insurance industry
Skill
• To manage risk.
Attitude
• Appreciate and practice the ethical and social dimensions relevant to Insurance
industry, particularly while selling insurance products.
• Display confidence in taking risk and insurance related matters at the tactical as well as
strategic level.

Define risk from an insurance perspective, Understand uncertainty and risk, Degree of risk,
Perils & Hazards, Categories of risks from an insurance perspective pure Vs speculative risk,
fundamental Vs particular risk, Types of insurance, Risk Management approaches.
Unit II Key Insurance Concepts (7 Hrs)
The insurance mechanism, What is Insurance? Place in financial system – concept & role,
purpose & need, social security, role in economic development, Insurable risks, Self & Social
Insurance, Fundamental Principles – Indemnity, Insurable interest, Actual Cash Value
(ACV), Subrogation, Personal Contract, Conditional Contract, Contract of Adhesion,
Aleatory Contract, Contract of Utmost Good Faith, Misrepresentation, Warranties,
Concealment, Waiver & Estoppel, Parole Evidence, Reasonable Expectations, Contribution,
Proximate Cause, Vicarious Liability, Assignment.
Unit III Life Insurance Products (7 Hrs)
Life Insurance contracts not contracts of indemnity, Types of Life Insurance covers – Term,
Variable, Adjustable, Participating, Non Participating, Life Insurance Products –Term,
Endowment, Money back, Unit linked, Annuities, Standard Life Insurance Clauses and
Riders, Free Look Up Period, Grace Period, Treatment of Suicides.
228
Unit IV Non Life Insurance Products (4 Hrs)
Non Life insurance products – Fire, Health, Motor Vehicle -third party – personal accident,
Liability - Employers’ liability, Public Liability linked to other types of insurance such as
property, vehicle etc., Product Liability, Professional Indemnity. Property damage:
residential building, moveable property, commercial building, land vehicles, marine craft
and aircraft. Financial Loss: Pecuniary loss, Fidelity guarantee, Business interruption cover
(consequential loss).
Reinsurance: Proportional Reinsurance - Quota Share, Surplus, Non-Proportional
Reinsurance - Excess of loss, Stop loss.
Unit V Underwriting (3 Hrs)
Underwriting and Actuarial Framework: Basics of underwriting in Life Insurance, Rate
Making, Gross Rates, Mortality, Interest, Loading, Annual Premium, Net Single Premium,
Level Premium, Concept of Reserves, Types of Rates, Importance of Actuarial Framework in
Insurance (scope and basic application); Premiums and Product Pricing (basic difference in
Life and General Management Insurance methodology); Asset Liability Management (basic
difference between General Management and Life insurance); Valuations of Insurance
company and solvency.
Process, Documents & Premiums - Proposal – policy – renewals – claims – endorsements –
premium calculations - benefits - Underwriting - Rating risk – premium fixing.
Unit VI Indian Insurance Market & Regulations (3 Hrs)

History of Insurance industry, Role of LIC and GIC, Insurance market now in India, Role of
Private life insurance companies in India, Private Non Life Insurance companies in India,
Private Reinsurance companies in India, FDI Norms in the Insurance Industry, Where is the
Insurance Industry headed?
History of Insurance Regulations in India, Insurance Laws now in force, IRDA, TAC,
Ombudsman, Deposit and Investment norms that life, non life and reinsurers must adhere
to.
Unit VII Financial Planning (3 Hrs)
Financial Planning - Needs analysis, Life cycle planning, HLV, Mapping of needs to choice
of Insurance products, Review of Insurance cover.
Need for socially relevant and ethical insurance advisory. Whither insurance agent? Role of
Micro insurance in inclusive industry growth. Government the direct insurer?
[Total 30 Hours]
Essential Reading
Vaughan, E. J., & Vaughan, T. (2012). Fundamentals of risk & insurance (9th ed.). Wiley India.
Recommended Reading
1. Life Insurance – IC 33 – Insurance Institute of India
2. Non Life Insurance – IC 34 - Insurance Institute of India – select chapters
3. George, R. E. (2008). Principles of risk management and insurance (10th ed.). Pearson Addison
Wesley.
4. The Actuary India Magazine from the Institute of Actuaries of India.
Websites:
Insurance companies in India
229
MBA XYZ Behavioural Finance 3 Credits
Course Description
This course seeks to provide comprehensive knowledge to the students about irrational
investor behavior and how to create individual investor portfolios that account for their
irrational behaviour. This course will also help students become more introspective about
their own behaviour and enable them to create a portfolio that works best for themselves.
Course Objective
This course seeks to provide comprehensive knowledge to the students about irrational
investor behavior and how to create individual investor portfolios that account for their
irrational behaviour.
Learning Outcomes
Knowledge
• Understand different behavioural biases exhibited by investors.
• Develop client portfolios that take into account these behavioural biases.
• Understand why clients make the decisions that they do and whether their behaviour
needs to be modified or adapted.
• Review work done by some of the key people who have shaped the current body of
behavioural finance thinking.
Skill
• Be able to design portfolios for different clients after taking their behavioural biases into
account.
Attitude
• Understand the importance of taking behavioural biases into account while designing
portfolios for different clients.
Unit I Introduction to Behavioural Finance (3 Hrs)

What is Behavioural Finance? – The Big Picture, Standard Finance v/s Behavioural Finance,
The Role of Behavioural Finance in Creating a Successful Advisory Relationship; The
History of Behavioural Finance – Historical Perspective on the link between Psychology and
Economics, Modern Behavioural Finance, Psychographic Models used in Behavioural
Finance; Introduction to Behavioural Biases – Definition and Categorisation, Differences
between Cognitive and Emotional Biases.
Unit II Belief Perseverance Biases (6 Hrs)

Cognitive Dissonance Bias, Conservatism Bias, Confirmation Bias, Representativeness Bias,
Illusion of Control Bias, Hindsight Bias – Description, Practical Application, Research
Review,
Diagnostic Testing and Advice.
Unit III Information Processing Biases (7 Hrs)

Mental Accounting Bias, Anchoring and Adjustment Bias, Framing Bias, Availability Bias,
Self-Attribution Bias, Outcome Bias, Recency Bias - Description, Practical Application,
230
Research Review, Diagnostic Testing and Advice.
Unit IV Emotional Biases (7 Hrs)

Loss Aversion Bias, Overconfidence Bias, Self-Control Bias, Status Quo Bias, Endowment
Bias, Regret Aversion Bias, Affinity Bias - Description, Practical Application, Research
Review, Diagnostic Testing and Advice.
Unit V Application of Behavioral Finance to Asset Allocation and Case Studies (4 Hrs)
Application of Behavioural Finance to Asset Allocation, Best Practical Allocation, Guidelines
for Determining Best Practical Asset Allocation, Investment Policy and Asset Allocation,
Case Studies.
Unit VI Behavioural Investor Types (3 Hrs)

Behavioural Investor Type Diagnostic Process, Background of the Development of
Behavioural Investor Types, Psychographic Models of Investor Behaviour, Early
Psychographic Models, The Behavioural Alpha Process – A Top-Down Approach,
Behavioural Investor Types – Preserver, Follower, Independent, Accumulator.
[Total 30 Hours]
Essential Reading
Michael M Pompian, Behavioural Finance and Wealth Management, Wiley Finance.
Recommended Reading
1. Daniel Kahneman, Thinking, Fast and Slow, Penguin Books.
2. Hersh Shefrin, Beyond Greed and Fear, Oxford University Press.
231
MBA642CF Financial Engineering 3 Credits
Course Description
This course deals with the application aspects related to structured products (PE, REIT,
Venture Capital, Notes, Reverse Mortgage and Estate Planning) in the area of investment
finance. This course has been decided and constructed on specific demand from large
financial conglomerates, keeping the knowledge of complex financial structure and their
operation in mind. Management students, who will be working in these areas, in the
dynamic global scenario will find it fairly industry centric and in-depth course at the same
time.
Course Objective
This course attempts to understand the process and techniques of structured products and
their varied implications in the area of investment finance as a whole.
Learning Outcomes
Knowledge
• Understand the process and techniques of structured products and their varied
implications in finance domain.
• Understand the ethical components of the same in the financial service industry.
Skills
• Develop proficiency of modeling of various complex financial models according to the
requirement of the situation faced.
• Develop unbiased data observational and result interpretation skills.
Attitude
• Develop an attitude that allows out of box thinking.
• Develop an unbiased interpretation of outcomes and results.
• Appreciate the ethical and social dimensions of decision making using analytics in the
realm of finance and its related areas.
Unit I Introduction to Financial Engineering (3 Hrs)
Concept of Financial Engineering by deploying customized and Special Structures, Concept
of Private Placements
Unit II Risk Modeling (3 Hrs)
Risk Aspects of Financial Engineering, Concept of Gap Guarantee, Regulatory aspects
Unit III Structured Solutions (6 Hrs)

Difference between Retail and Private and Investment Banks and the requirement of
Structures, Constant Proportion Portfolio Insurance, Reverse Mortgage, Estate Planning
Unit IV Industry Specific Solutions Part I (6 Hrs)

Efficient Multi Asset Portfolios, Nifty Linked Debentures (with fixed coupon and without
fixed coupon)
Unit V Industry Specific Solutions Part II (6 Hrs)
Mezzanine Debt Structures, Interest Rate SWAP structures, LBO structures, Structured
Obligation
232
Unit VI REIT and its applications (3 Hrs)

Real Estate Investment Trust in India and in USA, Taxation aspects, ethics and deferment
clause.
Unit VII Private Equity structures and Venture Capital (3 Hrs)
Standard Private Equity Structures, Real Estate Private Equity Funds, Venture Capital
Funding.
[Total 30 Hours]
Essential Reading
1. Reverse Mortgage https://www.linkedin.com/pulse/reverse-mortgage-all-u-wanted-
know-itadvisable-manju-mastakar?trk=hp-feed-article-title-like
2. CPPI http://www.deltaquants.com/Introduction-to-risks-in-CPPI-products
3. GAP http://www.protectiveassetprotection.com/Products/GAP.aspx
4. Estate Planning
http://www.mondaq.com/unitedstates/x/461262/wills+intestacy+estate+planning/A+
Guide+To+Estate+Planning
5. EMAP (AAP)
http://www.benchmarkfunds.com/gs/Documents/DisclosureDocument.pdf
6. NLD http://www.kotaksecurities.com/pdf/pdfs/productnote-kmp-n011-36.pdf
7. MEZZ http://mediaedge.imirus.com/Mpowered/book/vprivcap12/i3/p10
8. Interest Rate SWAP
http://www.actuariesindia.org/%28S%28cghcfxfmeyh5t455345eltup%29%29/IFS/21IFS
/ppt/ApplicationofinterestrateswapsinIndianInsuranceIndustry_Group7.pdf
9. LBO http://www.edupristine.com/blog/dells-leveraged-buyout-real-life-case-study
10. Structured Obligation
http://www.icra.in/rating.aspx?ck=Al1zZU0jCxnnNzwL5uegvxOYYCGmewlEnrkTRw
4W72jzuSJw1FnjS90119011P3SITT9J2f/6H54LKNQ3248HCfA5EFK7c/vYiBbpgUU6xfTta
xAT0xZcfZljWNP8cwZQ4XG1p0
11. REIT https://www.reit.com/
12. Private Equity http://www.interviewprivateequity.com/what-do-private-equity-
investors-do/
13. Regulatory Impact http://www.telegraph.co.uk/finance/rate-swap-
scandal/12115125/Interest-rate-mis-selling-under-the-spotlight-in-judicial-review.html
14. Private Wealth Management: The Complete Reference for the Personal Financial Planner,
Ninth Edition (McGraw-Hill, 2015) G. Victor Hallman and Jerry S. Rosen bloom, both
affiliated with the Wharton Business School
233
MBA642AL Business Analysis II 3 Credits
Course Description
The purpose of this course is to provide the students with a deep understanding of the
approach, tools, technique and best practices required to facilitate definition of stakeholders,
Requirements for IT solutions to business problems.
Course Objective
This course attempts to provide the students with a deep understanding of the approach,
tools, technique and best practices required to facilitate definition of stakeholders,
Requirements for IT solutions to business problems.
Learning Outcomes
Knowledge
• Learn how to define the scope of the solution using visual modeling technique called
scope modeling.
• Understand business processes, their modeling, analysis and design
• Understand the nuances involved in eliciting stakeholder vs. solution requirements.
• Understand the information to be maintained using the business domain modeling
technique
Skill
• Polish their presentation skills for stakeholder and team interactions
• Develop Written business communication
• Develop Visual thinking and representation skills
Attitude
• Interact as an IT professional with stakeholders and team members at all levels
Level of Knowledge: Conceptual and Working Knowledge
Unit I Scope modelling (5 Hrs)

Introduction, distinguish from project scope. Concepts- Actors, System, Sub system, External
system. Developing level 1 and 2 Distinguish Context vs. Architecture diagram
Unit II Case modelling and Business Domain modelling (5 Hrs)

Use case modelling: Use Case overview - modeling principles and relationships
Business Domain Modelling – basic and advanced principles
Unit III Use case specification (5 Hrs)

Use case specification Structure, 4D Approach, Basic Validation, Capturing –Assumptions,
Interface requirements, and dependencies
Unit IV Business rules and User experience principles (5 Hrs)

Rationale for Business Rules*, Structural and Operative Business rules, wording Business
rules, Embedding Business rules. User experience Principles- User persona,
wireframes/prototypes, user experience in use case specification
234
Unit V Non functional requirements and requirement analysis (5 Hrs)
Non functional requirements: definition, types, practices in eliciting NFR
Requirement Analysis: Organizing a requirements repository, requirements verification,
validation, Documenting User stories
Unit VI Requirement management and Planning (3 Hrs)

Requirements Management and planning**- traceability matrix, change management and
impact analysis, requirements transition, Managing issues/clarifications
Unit VII Current Trends (2 Hrs)

Trends in Business Analysis, Requirements Engineering, Digital transformation, SEMAT
[Total 30 Hours]
Essential Reading
IIBA (2009).A Guide to the Business Analysis Body of Knowledge Version 2.0 (BABOK Guide, Version 2.0)
Bittner, K. and Spence, I. (2006)Use Case Modeling. Pearson Education.
Recommended Reading
3. Hull, E., Jackson, K.., and Dick, J. (2011) Requirements Engineering. (3rd ed.) Springer.
4. Carkenord, B.A.. (2009) Seven steps to mastering business analysis. Cengage.
5. Leffingwell, D., Widrig, D. (2003). Managing Software Requirements. (2nd ed.) Pearson.
235
MBA642BL International Logistics 3 Credits
Course Description
This paper offers a extensive coverage of the logistics infrastructure of India's foreign trade
system. Beginning with an overview of India's trade scenario, it also provides an in-depth
discussion on the factors affecting the choice of mode of transport, information and order
processing in trade logistics, functions of packing and packaging, labelling and marking,
inventory, and warehouse management, unitization, palletization, and stowing of cargo.
Knowledge about India’s transport infrastructure, ocean transportation, India shipping and
the documentation practices.
Course Objective
This course attempts to offer an extensive coverage of the logistics infrastructure of India's
foreign trade system and provide students concepts and practices related to International
Logistics. This will enable students to nurture their career in the Logistics area.
Learning Outcomes
Knowledge
• Get exposure to the requirements and concepts of International Logistics.
• Learn the concepts of Logistics for International trade, warehouse management and
additional value added services that Logistics players can offer the customers.
• Gain Knowledge about International Logistics options - Ocean transportation, Air, Land
and multi-modal logistics options.
• Gain Knowledge about documentation practices and India’s transport Infrastructure
Skill
• Develop the students in the area of International Logistics that enable students to work
out the best logistics solution for any given requirements.
• Acquire skill to manage logistics operations and value added services.
Attitude
• Develop Confidence to take up jobs in the area of International Logistics
• Develop complete understanding of documents required to do the Logistics operations
both for domestic and International trade.
Level of Knowledge
Students should have basic knowledge of Supply chain Management. They should have
undergone course dealing with fundamentals of MIS and operations management.

Introduction to International Trade Logistics, Integrated Logistics and Sub-system Elements
Unit II Transport and packaging (4 Hrs)

Choice of Mode of Transport, Information and Order Processing, Packing and Packaging,
Labelling and Marking in International Logistics
Unit III Inventory Management and warehousing in logistics (4 Hrs)

Inventory Management in Trade Logistics, Warehousing Unitization, Palletization, and
Stowing of Cargo
Unit IV India ‘s transport Infrastructure and containerization (4 Hrs)

Role of Dry Ports in Trade Logistics, Incorporating Shipping Terms India's Transport
236
Infrastructure, Air Transport, Ocean Transportation Containerization in Trade Logistics,
Multimodal Transportation
Unit V Shipping practices , Freighting principles and clauses (4 Hrs)

Liner Shipping and Freighting Practices, Tramp Shipping and Chartering Clauses
Freighting Principles and Practices in Trade Logistics
Unit VI Documentation , Risks and Insurance (5 Hrs)

Documentation in Trade Logistics, Risks in International Trade Logistics
Cargo Insurance and Claim Procedure, Understanding and Preventing Maritime Frau
Role of Intermediaries in Trade Logistics
Unit VII Current Trends: Green logistics and Reverse logistics (6 Hrs)
Green Logistics, Reverse Logistics, Commercial Incotex, vehicle routing and
scheduling(models),International Transportation - Defn, concept & importance include
transportation cost structure, Ethical aspects of Logistics and Documentation.
[Total 30 Hours]
Essential Reading
International Trade Logistics By Ram Singh, Oxford Higher education
237
Marketing
MBA642AM Digital Marketing 3 Credits
Course Description
Developing a successful digital marketing strategy and implementation is both an art and
science. It involves in-depth knowledge of dynamics of new media (Social Media, Mobile)
and utilizing the right resources and marketing skills to design and launch successful
customer engagement campaigns. Digital Marketing course has been designed to help
students to understand both functional and management roles required to plan and execute
effective Digital Marketing campaigns. The course also helps students gain an insight how
to plan and implement Digital Marketing initiatives
Course Objective
This course attempts to help students to understand both functional and management roles
required to plan and execute effective Digital Marketing campaigns.
Learning Outcomes
Knowledge
• Understand the growing importance of consumption and communication of value on
digital platforms
• Learn digital and social media marketing goals, plan campaigns/ projects, assign
resources, implement and measure effectiveness/ROI
Skills
• Effectively design and manage digital campaigns
• Use Google Adwords, Facebook ads, Blog and other platforms
Attitude
• Appreciate the significance of digital media in marketing strategy
Level of Knowledge: Conceptual and Skill-based
Unit I Marketing in the Digital Era (5 Hrs)

The virtual world and the changing marketing landscape; Web and the new corporation,
Online Marketing Domains, The Behavioural Internet and Behavioural Targeting; Digital
marketing optimization.
Ethical Challenges: Frauds on the Web, Data and Identity Theft, Issue of Privacy
Unit II The Online Marketing Mix and the Online Consumer (8 Hrs)
Creating customer value in an Online World- Segmentation (different methods in the virtual
space), Popularity of brand pages, Consumer psychographic profiles; Targeting – Consumer
targeting, online targeting, deterministic targeting, predictive behavioural and non-
deterministic; Positioning Online, E-price, E-promotion; Digitization and Implications to
Online marketing mix decisions; Emerging consumer segments in India.
The Digital Ecosystem, Online Consumer Behaviour, Models of website visits, Behavioural
targeting vs. contextual targeting; New Online Consumers
Unit III Business Drivers in the Virtual World (8 Hrs)

238
Social Media – The Social Media Model by McKinsey, Marketing with Networks, The Social
World, Social Media Tools and Analytics; Viral Marketing, Social Curation and Brands,
Inbound Marketing and Co-creation
Online Branding – The Digital Brand ecosystem, Brand experience, Using consumer brand
knowledge and consumer brand emotion to develop consumer engagement; brand customer
centricity and consumer brand emotion
Traffic Building – The Diamond-water Paradox; Internet Traffic Plan, Search marketing
Methods for Traffic building, Traffic Volume and Quality; SE Marketing; Site Optimization;
Keyword Advertising, Value and Portfolio Evaluation; Internet Marketing Metrics; Website
and Internet Marketing
Web Business Models – Customer-centric Web Business Models; Web Chain of Events, Web
Chain Analysis; Business Models and Revenue Benefits; Price effects in Online Domain; Role
of Internet in Impacting Consumer Price Sensitivity
Unit IV Online Tools for Marketing (6 Hrs)
Engagement Marketing; Social Plugins and their contribution to Marketing; Building
consumer engagement through content management; finding top loyalty drivers
Online Campaign Management; Campaign Management using Facebook, Twitter,
Corporate Blogs; Tagging and Folksonomies, Sentiment Mining, Measuring Campaign
Effectiveness
Consumer-generated Media, Opinion Leaders and Consumer Behaviour; Peer Reviews,
Word of Mouth, and the Dissatisfied Customer; Sales and Power of Influence; Mining
Consumer-generated Media
Unit V Contemporary Digital Revolution (3 Hrs)

Online Communities and Co-creation: Co-creation communities;
Eight Different versions of Facebook; The Anatomy of Facebook, Netiquette, The Impact of a
Facebook Fan, Brand Post Popularity
Gamification and Game-based Marketing; Consumer Motivation for Playing Online Games;
Consumer Brand Affinity Spectrum; The Anatomy of Gamification; Use of Games as
Marketing Tools; The World of Apps and the Indian Diaspora
[Total 30 Hours]
Essential Reading:
Ahuja, V. (2015). Digital Marketing. New Delhi: Oxford University Press.
1) Evans. D. & Bratton, S. (2008). Social Media Marketing: An Hour a Day (2nded.). Wiley.
2) Ryan, D. & Jones, C. (2012). Understanding digital marketing: Marketing strategies for
engaging the digital generation. Kogan Page.
3) Teixeira, J. (2010). Your Google Game Plan for Success: Increasing Your Web Presence with
Google AdWords, Analytics and Website Optimizer. Wiley.
4) Paul M. Rand, Harnessing the Power of Word of Mouth and Social Media to Build your Brand
and your Business, (2013)McGraw Hill
239
MBA642BM Customer Relationship Management (CRM) 3 Credits
Course description:
CRM: This paper is offered as an elective course in marketing in the sixth trimester. Students
will be able to understand various aspects of customer relationships. This course aims to
provide students with the knowledge of the fundamental aspects of developing and
managing customer relationships. The course builds on the foundation of the core
Marketing Management course by introducing students to the concepts and tools used for
developing and implementing CRM programs. It will help them appreciate the strategic role
of CRM that leverages technological tools to improve business performance.
Learning Outcomes:
Knowledge
• Acquire an understanding of the concept and meaning of customer relationship, the
relationship process and various models of customer value and satisfaction.
Skills
• Demonstrate an understanding of the principles and practices of customer
relationship management for building effective organization – customer relationship
continuum.
Attitude
• Develop a positive customer relationship attitude and be prepared for careers in the
areas of customer facing roles.
Unit IConcepts and Context of CRM & Understanding Customers (3 Hrs)

Definitions, Evolution, Transactional Vs Relationship Approach, CRM as a strategic
marketing tool, CRM significance to the stakeholders, B2B, B2C and services context for
CRM, Models of CRM.
Unit IIManaging Customer Relationships (7 Hrs)

Understanding relationships, Customer Lifetime value- goals and measurement , Managing
the customer Lifecycle-Customer acquisition and customer retention, customer portfolio
management, managing customer experience-Customer journey, Moments of truth, channel
experience , Customer co-creation.
Unit III Technological tools for CRM (7 Hrs)

Sales force Automation, Marketing Automation, Services Automation, Supplier Relationship
Management (SRM), Mobile CRM.
Unit IV Analytical CRM (7 Hrs)

Developing customer related database, Analytics of structured and unstructured data,
Analytics throughout the customer lifecycle-segmentation, propensity, sequences and buyer
journey, Customer tracking, Privacy and ethical issues.
Unit V Implementing CRM (6 Hrs)

CRM implementation process, CRM project management, implementation issues, trends in
CRM
[Total 30 Hours]
Prescribed Textbooks:
Buttle F., (2009) Customer Relationship Management: Concepts &Technologies, New Delhi, Reed
Elsevier.
240
Additional reference books:
1. G. Shainesh & Jagdish Sheth (2006) Customer Relationship Management A Strategic Perspective, Laxmi
Publications (P) Ltd.
2. Wincaid, J. (2007), Customer Relationship Management, Pearson Education Publications.
3. Kumar A, Sinha C, Sharma R (2007), Customer Relationship Management: Concepts & Application,
Biztantra
241
MASTER THESIS/ALTERNATIVE OPTIONS (ALL SPECIALIZATIONS)
MBA Master Thesis 4 Credits
MBA582 (1 Credit - Fifth Trimester)

MBA682 (3 Credits - Sixth Trimester)
Course Description: Master Thesis is an optional three-credit research based course that is
done by students during their 5th and 6th trimesters. The course is open to all MBA
students. A guide is allocated to every student to advise and guide him/her in conducting
literature review, formulating the research problem, collection of data, analysis and
preparation of report.
Course Objective
This course attempts to enable the student to identify and formulate relevant research
questions, to get them trained in report writing and to prepare them for a consulting career.
Learning outcomes
• To enable the student to identify and formulate relevant research questions by
integrating knowledge from different sources.
• To help the students to get trained in report making which focuses on problem
solving based on empirical evidence and data visualization techniques.
• To prepare the student for a consulting career.
Components
Research topic and problem: The research problem should be more relevant to the latest
business area, it should be grounded in theory and literature review. It should have
potential significance or importance and should be do-able within the time frame and
budget
Review of Literature: The literature used should support the researcher’s arguments
relating to his/her research question and aim and objectives of the study. It should uphold
methodology. The literature review should be comprehensive and up-to-date. All the papers
referred for literature review has to be properly referred strictly following the APA
guidelines.
Methodology: The research methodology has to be predominantly survey based research

and primary data. The use of secondary data will be encouraged only if valid justifications
are provided. The methodology should include data collection methods, type of data, tools
used, pilot study details, method of analysis.
Analysis: Analysis should be done using SPSS/ Excel or any other tool appropriate for the
study. Qualitative research alone should not be encouraged. However, a mixed
methodology approach (qualitative study along with a quantitative study) is acceptable.
Presentation and analysis of qualitative data and quantitative data have to be done as
appropriate.
Discussion: While discussing the results, they should be linked to the literature review. It
should be discussed how similar/ different is the study result with reference to literature
review and what could be the reasons for such similarity/difference. The implications of the
study should be discussed at two levels- academic implications and industry implications.
Reporting: The thesis should be of minimum 70 pages (30000 words) and maximum 100
pages (35000 words).Theses should be printed only on one side of the paper.APA formatting
242
style should strictly be followed for referencing. The reporting (formatting, styling, structure
of report) should be in adherence to the APA (6th ed.).
Assessment focus and evaluation: Assessment and evaluation of the master thesis will be
based on the parameters as discussed in detail below. The marks for master thesis is split
over 5th and 6th trimester. The final evaluation comprises of 50 marks by research guide in
the 5th trimester and the average of external evaluation and internal evaluation (100 marks)
in the 6th trimester.
[Total 45 Hours]
Bibliography
1. American Psychological Association. (2009)). Publication manual of the American
Psychological Association (6th ed.). Washington, DC.
2. Chawla, D. (2011). Research Methodology Concepts and Cases. New Delhi: Vikas
Publications.
3. Cooper, D., & Schindler, P. (2009). Business research methods (4th ed.). New Delhi: Tata
McGraw Hill Publications
243
Customer Centricity 4 Credits
MBA545ACustomer Centricity (1 Credit (Fifth Trimester)

MBA645A Customer Centricity (3 Credits (Sixth Trimester)
Course overview:
This is a course that is offered to engage participants in developing meaningful perspective
on the significance of identifying customer as a stakeholder while taking business decisions.
The course employs a cross-functional approach by exploring how principles and ideas of
marketing could be effectively used in the conduct of varied functional decisions in business
such as human resources, research and development, mobilizing capital from the investment
markets.
The course adopts a participant centered learning approach where the content is largely
driven through engaging discussions on case studies, concepts and observable applications
of concepts in business situations. Participants are required to be prepared to read materials
suggested by the course anchor and make subsequent presentations to the peer group.
The competence of participants is evaluation using diverse approaches- case study analysis
and presentation, business simulation games and a term paper. This course offers 2 credits.
Learning outcome:
On completion of the course, participants will be able to;
Knowledge;
1. Appreciate cross-disciplinary nature of marketing decisions
2. Demonstrate deeper understanding of application of marketing principles in a
variety of business decisions
Skills;
3. Chart out the various customer engagement initiatives to be taken by managers of
various functions in business
4. Create a customer centric decision plan for business at the strategic level
Attitude;
5. Develop sensitization towards the significance of customers’ role in key business
decisions
6. Develop a multi-dimensional perspective on business with customer as the primary
stakeholder
Employability: Intentionally left blank
Entrepreneurship: Intentionally left blank
Syllabus:
Unit 1: Introduction to the cross-disciplinary nature of business decisions
Introduction and Ubiquity of customer centered decisions, Consumer capitalism, Customer
centric innovations in business
Unit 2: Market and market based decisions

Emerging trends in consumer markets and insights, Consumer behaviour models and its
application, Dynamics of digital natives
Unit 3: Strategic view on customer centricity
Beyond segmentation and targeting decisions, Positioning of differentiated value, Concept
of 3Vs (valued customer, value proposition & value network)
Unit 4: Going beyond marketing operations
Products and solutions, Pricing dynamics- value driven pricing, Inviting consumers to
access value effectively
Unit 5: Understanding and measuring intangibles of branding
Brands and branding, Brand extension and proliferation decisions, Brand value and brand
equity
Reading:
Books;
244
1. Kumar, N. (2004); Marketing as a Strategy. Harvard Business School Publishing
2. Bijapurkar, R. (2014); A Never Before World. Portfolio
Articles;
1. Marketing myopia
2. Smart customers, dumb companies
Case studies;
1. All the case studies prescribed
245
Personal Financial Planning 4 Credits
MBA545B Personal Financial Planning (1 Credit (Fifth Trimester)

MBA645B Personal Financial Planning (3 Credits (Sixth Trimester)
Course Description
This course is focused on sharing the best practices in the area of saving and investing as
practiced by high net-worth individuals in India and abroad.
Course Objective
This course attempts to help students to understand the conceptual and analytical
framework of financial planning process.
Learning Outcomes
Knowledge
• Understand the conceptual and analytical framework of financial planning process.
• Understand the conceptual and analytical framework of different financial / savings
instruments, their risk and return profiles and using these financial / savings
instruments in managing funds.
Skill
• Use value investing techniques and key asset allocation strategies commonly adopted by
wealth managers.
Attitude
• Develop an attitude towards savings and the financial discipline to do the same.
• Understand the importance of spreading the knowledge of financial discipline in the
context of managing risk.
• Understand and appreciate the ethical and social dimensions of Financial Planning.
Unit I Overview on Financial Planning and Wealth Management (3 Hrs)

Introduction to wealth management, concept of being rich, concept of asset classes, risk and
return trade-off and risk profiles. Introduction to financial planning, life cycle analysis,
financial planning process. Answering, why plan for the future?
Unit II Role of Insurance (3 Hrs)

Why buy insurance? Role of insurance as a risk mitigate. Introduction to various types of
risks, concept of insurable risks from an investor’s perspective. Various insurance products
available – Life and Non Life, Concept of Human Life Value (HLV) and methods of
computing HLV.
Unit III Mutual Funds as an Asset Class (4 Hrs)

What are Mutual Funds? Structure of a Mutual Fund, Mutual Funds in India, Type of
Mutual Funds available for investment – Income, Liquidity, Debt, Equity, Sectoral theme
based schemes and ETFs.
Unit IV Equities as an Asset Class (6 Hrs)

Investing philosophies for equities. Value investing, the long term strategy. Equity investing
versus equity trading. How to identify industry or sector and a specific equity for
investment? Importance of timing of investment. Alternate equity based investment avenues
like PMS.A discussion on Behavioral finance in the context of investing in equities.
246
Unit V Alternate Asset Classes (5 Hrs)
Gold as an asset class and how to invest in gold in India? Real Estate as an asset class.
Challenges of investing in real Estate. Urban Vs Rural, Residential Vs Commercial, Land Vs
Built Properties, REIT, Private Equity, Venture Capital, Structured Notes, Quant Funds and
Off-shore opportunities.
Unit VI Asset Allocation Strategies (3 Hrs)

Asset allocation decision from an Investor’s perspective, active Vs passive strategies, Asset
allocation strategies – Strategic Asset Allocation, Constant Weighting Asset Allocation,
Tactical Asset Allocation, Dynamic Asset Allocation, Insured Asset Allocation, Integrated
Asset Allocation.
Unit VII Taxation and Financial Planning (3 Hrs)

Income under the head Capital gains, Income from House property and Income from other
sources to the extent relevant to financial planning. TDS on various income concerning
Financial planning.
Unit VIII Service offering models in WM industry (3 Hrs)

Holistic approach to wealth management advisory, Integrity and Ethics the bedrock of long
term advisory roles, Investment philosophies of Benjamin Graham., Warren Buffet and Peter
Lynch.
[Total 30 Hours]
Project Work (15 Hrs)

Essential Reading
National Institute of Securities Market – Financial advisor’s workbook
Recommended Reading
1. Raja Sekharan S G, How to get rich and retire early, Maple Press
1. Ashiya Manish., Wealth Management. ICFAI Press.
2. Facrber Esme., All about Investing. Tata McGraw – Hill Publications.
3. Introduction to financial planning by Indian Institute of Banking & Finance. Taxmann Publications
P Ltd.
4. Kapoor Jack R., Dlabay L R, Huges R J,(2008). Personal Finance, New Delhi: Tata Mc-Graw
Hills Publications.

A team of two students will undertake a project related to ‘Personal Financial Planning’ and
submit a written report. The Project work provides a platform for students to practice and
experiment their learning. The student should identify a topic of interest in consultation
with teaching faculty. As far as possible the most relevant and current problems of the
industry related to personal financial planning must be addressed. Cross functional topics
are allowed with the consent of teaching faculty.
Procedure:
a. The project needs to be from Industry related to personal financial planning.

b. Project identification. Project identification should be based on industry
interaction carried out by the students during the first 30 days of the course.
c. Problem definition. Problem definition for the project and project
methodology needs to be submitted by every student within 30 days of starting of
the course.
247
d. Literature review. Students will carry out literature review and industry
survey with the aim to understand the existing theoretical frameworks, empirical
studies and methodologies and help the student develop critical review skills.
d. Project work. Project work will be completed within a period of 60 days from
the start date of the course.
e. Project report. A project report consisting of Problem Definition, Literature
survey, project Methodology, Results and analysis, recommendations and references
will be submitted in spiral bound form.
248
Sustainable Business Management 4 Credits
MBA545C Sustainable Business Management (1 Credits (Fifth Trimester)

MBA645C Sustainable Business Management (3 Credits (Sixth Trimester)
Course Description
This course provide a comprehensive overview of the concepts, strategies and practices of
sustainable business. Sustainable Business examines business strategies in response to
environmental and social challenges. The course assists students to understand the costs,
benefits and risks associated with driving toward sustainable businesses.
Course Objective
Students undergoing this course are expected to become the facilitators and drivers of
sustainability in their respective organizations.
Course Content
The pedagogy is based on case discussions, review of research papers on sustainability,
student assignment to evaluate sustainable initiatives of select businesses and class room
discussions. Thirty hours is dedicated to class room based pedagogy and fifteen hours
learning is based on project work.
Learning Outcomes
Knowledge
• Acquire an understanding of business risks and opportunities created by
sustainability initiatives in businesses.
• Understand the current industry practices and enforcement policies related to
sustainability.
• Appreciate the competitive advantage by practicing sustainability and thus
effectively deal with the sustainability challenges that they may encounter.
Skill
• Formulate and implement business responses and actions with regard to the triple
bottom line, sustainable development and Govt policies and enforcement laws on
environmental protection and sustainability.
• Provide a platform for students to practice and experiment their learning by way of a
seminar and project work.
Attitude
• Be drivers of sustainability in their respective organizations by generating awareness
of corporate social responsibility and good stewardship practices as business leaders.
• Encourage innovation in business practices and entrepreneurial opportunities
created by the “sustainability” movement by profiling business cases.
Level of Knowledge
Students are expected to have prior basic understanding of business practices, economics,
marketing and operations management before they undertake this course. The course
presents conceptual and application levels of knowledge in sustainable business practices.
Course Content
Unit I Sustainable Development - Introduction (3 Hrs)
Concept and definition of sustainable development, guiding principles of sustainability,
Social, Ecological and Economic indicators of sustainability, Global sustainability challenge.
249
Unit II Corporate Sustainability Strategies (5 Hrs)
Conventional vs. sustainable businesses, reasons for implementing sustainable businesses,
enablers and barriers of sustainable businesses. Risks, opportunities and challenges of
sustainable businesses. Innovation, Collaboration, Technology, Process improvement,
Carbon Trading, Cap and trade, Carbon offset schemes.
Unit III Sustainable Supply Chain Management (5 Hrs)

Conventional vs. sustainable operations, The Ecosystem Framework for Sustainable Supply
Chains, Forward-Backward Supply chains, Re-features in Supply Chain Design (Re-use,
Recycle, Re-manufacture), Green Procurement, Logistics : Freight Consolidation and mode
selection., Risks in sustainable Supply Chain Management; Cradle to Cradle Protocol
Unit IV Sustainability Reporting and Performance Measurement (4 Hrs)

Life Cycle Analysis (LCA), ISO 14040, Reporting and disclosure, Carbon footprint. Direct
and indirect emissions, Energy auditing, Performance measures for business sustainability.
Unit V Industrial Waste Management Challenges (4 Hrs)

Types and classification of industrial wastes, Hierarchy of waste management, Challenges in
Solid waste management, Hazardous waste management, e-Waste management, Nuclear
waste management. Cost benefits of waste management.
Unit VI International standards for compliance to sustainability (4 Hrs)

Environmental Management System (EMS), ISO 14001, OHSAS, ISO 26000, Pollution control
and regulatory agencies: State Level, National Level and International Level.
Unit VII Current Trends (5 Hrs)

Analysis of Annual Sustainability Reports of Indian as well as Multi National Businesses,
Latest trends and research in sustainability, Ethical aspects of Sustainability and
development, Corporate social responsibility practices, socially responsible businesses.
Concept of good stewardship practices as business leaders.

Brief instructions on project work are given in the last part of this document.
Text Books
1.Daniel C. Esty and Andrew S. Winston (2009). Green to Gold: How Smart Companies Use
Environmental Strategy to Innovate, Create Value, and Build Competitive Advantage, John Wiley &
Sons.
2.N. Viswanadham and S. Kameshwaran (2013). Ecosystem-Aware Global Supply Chain
Management, World Scientific Publishing Co. Pte. Ltd.
3.Paul, T. W.(2013). Waste treatment and disposal. John Wiley and sons.
4.Petra Molthan-Hill, (2014). The Business Student's Guide to Sustainable Management: Principles
and Practice, Greenleaf Publishing Ltd, UK.
5. H. M. Saxena, Environmental Ecology, Biodiversity and Climate Change: Towards Sustainable
Development. Rawat Publications.
Readings
1. Beamon, B. M. (2005). Environmental and sustainability ethics in supply chain management.
Science and Engineering Ethics, 11(2), 221-234.
2. Toffel, M. W., & Van Sice, S. (2011). Carbon Footprints: Methods and Calculations. Harvard
Business School Technology & Operations Mgt. Unit Case, (611-075).
3. Bergmiller, G. G., & McCright, P. R. (2009, May). Parallel models for lean and green operations. In
Proceedings of the 2009 Industrial Engineering Research Conference.
4. Sarkis, J. (2003). A strategic decision framework for green supply chain management. Journal of
cleaner production, 11(4), 397-409.
250
5. Linton, J. D., Klassen, R., & Jayaraman, V. (2007). Sustainable supply chains: an introduction.
Journal of Operations Management, 25(6), 1075-1082.
Case Studies
Case 1: Green IT Matters at Wipro Ltd.
Case 2: Cradle to Cradle Design at Herman Miller
Case 3: CSA at Christ University
Case 4: Sustainability at Tetra Pack: Recycling Post Consumer Cartons
Case 5: Renault Trucks: Remanufacturing as a strategic activity

A team of two students will undertake a project related to business sustainability and
submit a written report. The Project work provides a platform for students to practice and
experiment their learning. The student should identify a topic of interest in consultation
with teaching faculty. As far as possible the most relevant and current problems of the
industry related to sustainability must be addressed. Cross functional topics are allowed
with the consent of teaching faculty.
Procedure:
a. The project needs to be from Industry/ NGOs /Govt.organization/ socio-
economical issues related to sustainability.
b. Project identification. Project identification should be based on industry
interaction carried out by the students during the first 20 days of the course.
c. Problem definition. Problem definition for the project and project
methodology needs to be submitted by every student within 30 days of starting of
the course.
d. Literature review. Students will carry out literature review and industry
survey with the aim to understand the existing theoretical frameworks, empirical
studies and methodologies and help the student develop critical review skills.
the start date of the course.
survey, project Methodology, Results and analysis, recommendations and references
will be submitted in spiral bound form.
Marking Scheme for Project Work

Problem identification and definition : 20 Marks
Literature review : 20 Marks
Project work & Viva : 40 Marks
Report review : 20 Marks
Total : 100 Marks
Suggested topics for project work
(The list is indicative. Students should select appropriate topic based on industry visits and
their interest)
1. Assessing the environmental impacts of freight transport
2. Carbon auditing of companies/ products / supply chains.
3. Evaluating environmental costs of logistics/ product development/
production/ marketing
4. Reducing energy consumption in production/ logistics/ administration of
selected organization.
5. Stakeholder identification and engagement in selected business enterprises
6. Development of fair operating practices in selected areas of businesses.
7. Sustainability performance measurement in supply chains/ organizations.
251
Managing People At Work 4 Credits
MBA545D Managing People at Work (1 Credit (Fifth Trimester)

MBA645D Managing People at Work (3 Credits (Sixth Trimester)
Course Description
A major challenge for today's supervisors and managers is the ability to motivate and
manage people in an ever changing and increasingly complex workplace. In addition to
managing resources effectively and efficiently while achieving quality results, supervisors
and managers are also expected to be leaders with vision and have the ability to create a
work environment where their employees can thrive and succeed. The objective of this
course is to understand the key issues that people work with, and how to communicate
effectively with them. It offers students a balance between theory and application. It
provides tips and techniques as well as conceptual grounding to motivate participants to
learn and apply a particular skill.
The pedagogy is based on lectures, seminars, class room discussions, experiments and role
plays for experiential learning. Thirty hours will be dedicated to class room based pedagogy
and fifteen hours learning will be based on experiments and project work.
The course is offered as an optional subject to students other than from HR specialization
during the 5th and 6th trimesters in lieu of Master Thesis. Units I through V (amounting to 3
credits) will be held during the 5th trimester. Unit VI, which is the project work for 1 credit,
will be done during the 6th trimester.
Course Objective
This course attempts to provide tips and techniques as well as conceptual grounding to
motivate participants to learn and apply a particular skill to manage people at work
effectively.
Learning Outcomes
Knowledge:
• Lead teams successfully
• Enhance human relations skills for improved performance at the workplace
• Increase self efficacy in tasks and duties relating to human resource development
and management
• Engage in receiving feedback from others and encourage self-feedback.
• Mentor and coach subordinates and handle people issues at work.
Skill:
• Manage people at work effectively
• Lead teams effectively
• Deal with conflicts at work using effective interpersonal skills
Attitude:
• Evolve in to a people sensitive manager with a collaborative mind set.
• Receive feedback and use it constructively.
Level of Knowledge: Advanced, Understanding and Application
Unit I Managing Self (7 Hrs)

Self-awareness, Self-disclosure and trust – Personal & Interpersonal skills, Goal Setting and
self-management
252
Unit II Managing Others (9 Hrs)

Understand and working with diverse others and listening. Conveying and persuading
others. Negotiation and managing conflicts
Unit III Team building and Management (5 Hrs)

Building teams, work groups and facilitating team success. Effective meetings, making
decisions and solving problems.
Unit IV Leading Individuals and Groups (6 Hrs)

Power, politicking, networking and mentoring. Coaching, providing feedback and project
management. Leading and empowering self and others
Unit V Current trends (3 Hrs)

Social network analysis, Virtual team management, Cross-cultural management, Diversity
Management
Unit VI Project (15 Hrs)
[Total 45 Hours]
Details of experiments
Unit Topic Experiment
Unit I Self Awareness, Self Impression formation by
disclosure and trust – Asch
Personal & Interpersonal Muller lyer illusion
skills
Unit II Negotiation and managing Socio metric experiment
conflicts
Unit III Building teams , work Belbin’s team roles
groups and facilitating team
success
Unit IV Power, politicking, Milgram experiment
networking and mentoring
Practical Record: Each student will maintain a practical record book duly signed by the
facilitator after the completion of each skill. The record will contain the name of the skill, the
conceptual frame work of the skill, at least two objectives to be achieved, at least two
methods adopted for achieving the objectives, the results, the interpretation and discussion
the results, the learning’s from the skill and at least two action plan with follow up details.
The course has no end term exam, and evaluation is based on continuous testing using
multiple components on conceptual knowledge, understanding and application of skills.
Essential Reading
1. De Janasz, S. C., Dowd, K. O., and Schneider, B. Z. (2013). Interpersonal skills in organizations.
3rd Edition, Tata McGraw-Hill Edition.
2. Robbins, S. P. and Hunsaker, P. L. (2013). Training in interpersonal skills: Tips for Managing
People at Work. 5th Edition. PHI Learning.
Recommended Reading
1. Gallagher, K (2011). Skills development for Business and Management students. Oxford University
Press.
2. Hegar, K. W. (2013). Modern Human Relations at Work. (11th edition). Cengage Learning.
3. Wallace, H. R. & Masters, A. (2013). Personal Development for Life and Work. Cengage Learning.
253
Project Work (15 hrs)
A team of two students will undertake a project related to HR skills for managing people at
work and submit a written report. The Project work provides a platform for students to
practice and experiment their learning. The research design of the project has to be
experimental in nature. The student should identify a topic of interest in consultation with
teaching faculty. As far as possible the most relevant and current problems of the industry
related to managing people at work must be addressed.
Procedure:
a. The project needs to be relevant to Industry
b. Project identification. Project identification should be based on industry interaction
and interaction with managers carried out by the students during the first 30 days of the
course.
c. Problem definition. Problem definition for the project and project methodology
needs to be submitted by every student within 30 days of starting of the course.
d. Literature review. Students will carry out literature review and industry survey with
the aim to understand the existing theoretical frameworks, empirical studies and
methodologies and help the student develop critical review skills.
the start date of the course. The research deign of the project should be experimental
in nature based on the classic experiments in social psychology.
survey, Research Methodology, Results and analysis, recommendations and
references will be submitted in spiral bound form.
254
Family Business Management 4 Credits
MBA545E Family Business Management (1 Credit (Fifth Trimester)

MBA645EFamily Business Management (3 Credits (Sixth Trimester)
Course Description
Family Businesses compose most of the businesses that operate in the country. The successes
of these businesses contribute to the over-all economic health of the country. The course is
designed for professionals who intend to manage their family business and for developing
the business. This course promotes the continuity of successful family businesses and
provides the knowledge necessary to support those family
es for whom continuity of family in business is a strategic objective. The best practices
examined provide a road map to enable the family business to avoid the universal “shirt
sleeves to shirt sleeves in three generations”. The issues and risks which lie at the
intersection of ownership, control, and management of family businesses and the practices
necessary to ensure effective optimization of business subsystems will be explored.
Course Objective
This course attempts to provide the participants an opportunity to understand their family
business better and to prepare them for expansion/diversification through phases of
transition so as to ensure the professionals growth.
Learning Outcomes:
Knowledge
• To provide the participants an opportunity to understand their family business
better,
• To prepare them for expansion/diversification through phases of transition
• To help the professionals grow in an environment of increased competition
Skill
• To prepare students in areas like planning, objective setting and astute management
of their family’s business.
• To build long term values for the family, the business and its stakeholders
Attitude
• To create an atmosphere of trust and values for the success of family business.

Meaning of family; Family Relationships and Family Systems; Characteristics of Family
Businesses; Successful Family Businesses. Family business system model, Five attributes of
enduring family business, 4 dimensions of family business, Five formal organizational
structures. Four stages of ownership.
Unit II Next Generation (6 Hrs)

Renewing Entrepreneurship; Building Understanding and Trust; Estate Planning, Trusts and
Other Devices; Theories of leadership coaching, new model of leadership development.
Unit III Valuation (6 Hrs)

Strategic Planning and Non-Family Managers; Family Business Governance; Family
Management - Human Capital; Family council (Harvard video: Family Governance);
Resolving conflicts in the family;
255
Unit IV Transition (6 Hrs)
Planning for Succession; Emotional transitions, Transferring entrepreneurship, Emotional
transitions, The Owner-Managed Business Stage ,The Sibling Partnership Stage , The Cousin
Collaboration, In-laws; Discussions on characteristics of successful transitions in family
businesses around the globe.
Unit V Family Business (6 Hrs)

Centennial Family Companies; Balancing family and business planning; planning process;
Family business planning questions; Professionalism in family business; building lasting
family business; synergy in vision, values and strategy; excellence in family business
Unit VI Project Based Learning (15 Hrs)

Individual research discussion in class; course integration; own family business experience;
submission of final project report.
Project Report
The project report will follow the course main topics on Family Business.
Project work within family business, investigation and response to family business relevant
problem or challenge, development of a formal succession plan or solution, industry
analysis about new trends and changes, use of project management tools, analysis of
employing technological innovations, project report and viva-voce, exchange of experiences
and best practices.
The students have to write about the family dynamics, which may include relationships,
systems, conflicts etc. On the family business include the characteristic of the founder, head
of the business, difficulties encountered by the business that are family related, etc. The
project should also include interdependence and integration of both the family dynamics
and family business, how each affect the other.
Essential Reading:
Ernesto J. Poza., Family Business, 3rd Edition, South-Western Cengage Learning.2010
1. Jakhete, Jyoti.Family Business Management, Prashant Publications, New Delhi. 2008
2. Carlock S, Randel. Ward L, John.Strategic Planning for the Family Business, Palgrave
Macmillan, New York. 2006
256
MBA683 Industry Practicum (Only for LOS specialization) 4 Credits
Course Description
The Institute of Management, Christ University (IoM CU) proposes to introduce Industry
Practicum as an alternative to Dissertation project for students and this is to be completed in
the sixth trimester. It gives students real life experience and exposure to industrial
environment. Having almost learnt and imbibed the knowledge in a specific specialization
area, students can now look into the practical aspects and see how best the concepts can be
put into practice.
Course Objective
The objective of this course is to provide industry exposure and environment for students to
enable them to learn practically. Students undergoing this course are expected to take up a
project in the industry and accomplish the set objectives. This will facilitates students to
apply the knowledge they have acquired in their specialization area.
Course Content
The curriculum integrates applied learning through the Industry Practicum. It provides an
avenue where the students can integrate concepts learnt, apply their learning, and gain new
perspectives on business. This is experiential learning and hands on, also known as
“learning by doing”. The Practicum is offered as an alternative to the Dissertation and the
Industry gets a lot of value in having bright people look at things in different ways. They
feel it is great to tap into younger minds and get the new ideas and the insight on new
trends. The pedagogy is based on practical work and the students have to identify a task
with set objectives and need to complete it in the industry so chosen for this industry
practicum.
Learning Outcomes
Knowledge
• Acquire an understanding of business processes, business working environment and
identification of problems or issues faced by the industry.
• Formulate and implement business solution for the problem identified and address
the objectives set out for the practicum.
• Familiarize innovation in business practices and learn the problem solving skills.
Skill
• Practice and experiment their learning by way of a project work.
• Develop Written and verbal communication for the 31st Century. Students can prepare
and present effective, well organized professional material in an effective manner,
both orally and in writing (including presentation decks, graphical displays of
numeric data, executive summaries, e-mails, etc.).
Attitude
• Solve large and complex technical challenges .Students are able to map large scale
business challenges and questions into structured problems, and apply analytical
techniques to solve them.
• Nurture Collaboration and able to work in groups. Students can navigate corporate
culture, and avoid potential obstacles to project success.
• Reflect on professional learning. Students gain a deeper understanding of their

personal strengths and weaknesses in the areas of technical skills, communication
skills, and leadership.
257
Level of Knowledge
Students are expected to have prior basic understanding of business practices, specialization
related concepts, application of such concepts in the area of operations and systems
management before they undertake this course. The course presents conceptual and
application levels of knowledge in industry practicum.
Course Content (45 Hrs)

Each student is allotted one faculty donning the role as Practicum Advisor. The Practicum
Advisor need not necessarily be the student’s Faculty Mentor. Appropriate Practicum
Advisor may be chosen by the student based on the area of expertise and the experience
that the faculty have in particular sector or domain that the student may want to work with.
Student opting for Industry Practicum instead of Dissertation should submit the proposal in
the form of Practicum Charter.
This document is about 6-10 page document and it outline the work to be done, brief insight
into the Literature review, a tentative engagement plan, and a timetable. On approval of the
Practicum Charter by the Head of Specialization and the Practicum Advisor, the Industry
Practicum could be taken up by the student and commence the work.
The student are required to submit a 5-15 page Interim Report about half-way through the
project indicating the activities completed thus far and highlighting any accomplishments
completed.
The Final Report would be a document of 30 - 50 page. The final report is generated after
completing the presentation about their findings and results to the corporate mentor and
obtaining the certificate of completion. Students are required to give an oral
presentation(Viva) to the Practicum Advisor or the panel highlighting the final results and
accomplishments.
The student also need to provide weekly progress reports in moodle (just like the Summer
Internship Project) in a format agreed upon by the Practicum Advisor.
The student is expected to put in minimum 75-80 hours of work (including Reports making
and other related documentation preparation) on the Practicum. Two days per week will be
freed up on in the Academic calendar in the sixth trimester for this purpose. No Practicum
related work will be taken up during exams (midterm and end term).
The Practicum Advisor may obtain feedback report from the Corporate Mentor before the
awarding the marks for the Practicum.
Readings
Journal research articles related to the topic chosen for the Industry Practicum. Students to
submit literature review as part of the final report.
258
MBA684 Industry Practicum (Marketing specialization) 4 Credits
Course Description
The Institute of Management, Christ University (IoM CU) proposes to introduce Industry
Practicum as an alternative to Dissertation project for students and this is to be completed in
the sixth trimester. It gives students real life experience and exposure to industrial
environment. Having almost learnt and imbibed the knowledge in a specific specialization
area, students can now look into the practical aspects and see how best the concepts can be
put into practice.
Course Objective
Course Content
avenue where the students can integrate concepts learnt, apply their learning, and gain new
perspectives on business. This is experiential learning and hands on, also known as
“learning by doing”. The Practicum is offered as an alternative to the Dissertation and the
practicum.
Learning Outcomes
On completion of this course, the participants must be able to achieve the following learning
outcomes.
Knowledge
• Enable students to acquire an understanding of business processes, business working
environment and identification of problems or issues faced by the industry.
• Equip students to formulate and implement business solution for the problem
identified and address the objectives set out for the practicum.
• Familiarize students with innovation in business practices and learn the problem
solving skills.
Skill
project work.
• Written and verbal communication for the 31st Century. Students can prepare and
present effective, well organized professional material in an effective manner, both
orally and in writing (including presentation decks, graphical displays of numeric
data, executive summaries, e-mails, etc.).
Attitude
• Critical thinking to solve large and complex technical challenges .Students are able to map
large scale business challenges and questions into structured problems, and apply
analytical techniques to solve them.
• Collaboration and work in groups. Students can navigate corporate culture, and avoid
potential obstacles to project success.
• Reflection on professional learning. Students gain a deeper understanding of their
259
Level of Knowledge
related concepts, application of such concepts in the area of marketing management before
they undertake this course. The course presents conceptual and application levels of
knowledge in industry practicum.
Course Content (45 Hrs)

Each student is allotted one faculty donning the role as Practicum Advisor. The Practicum
Advisor need not necessarily be the student’s Faculty Mentor. Appropriate Practicum
Advisor may be chosen by the student based on the area of expertise and the experience that
the faculty have in particular sector or domain that the student may want to work with.
completed.
accomplishments.
Readings
260
MBA685Industry Practicum (HR specialization) 4 Credits
Course Description
The Industry Practicum is an alternative to Master Thesis for students and this is to be
completed in the sixth trimester. It gives students real life experience and exposure to
industry environment. Having almost learnt and imbibed the knowledge in the HR
specialization area, students can now look into the practical aspects and see how best the HR
concepts and theories can be put into practice.
Course Content
avenue where the students can integrate HR / OB concepts learnt, apply their learning, and
gain new perspectives on business. This is experiential learning and hands on, also known
as “learning by doing”. The Practicum is offered as an alternative to the Dissertation and the
practicum.
The goal of the Course

Learning Outcomes
On completion of this course, the participants must be able to achieve the following learning
outcomes.
Knowledge:
• Enable students to acquire an understanding of business processes, business working
environment and identification of problems or issues faced by the industry.
• Equip students to formulate and implement business solution for the problem
identified and address the objectives set out for the practicum.
• Familiarize students with innovation in business practices and learn the problem
solving skills.
Skill:
project work.
• Written and verbal communication for the 21st Century. Students can prepare and
present effective, well organized professional material in an effective manner, both
orally and in writing (including presentation decks, graphical displays of numeric
data, executive summaries, e-mails, etc.).
Attitude:
• Critical thinking to solve large and complex technical challenges .Students are able to
map large scale business challenges and questions into structured problems, and
apply analytical techniques to solve them.
• Collaboration and work in groups. Students can navigate corporate culture, and
avoid potential obstacles to project success.
261
• Reflection on professional learning. Students gain a deeper understanding of their
Level of Knowledge
related concepts, application of such concepts in the area of operations and systems
management before they undertake this course. The course presents conceptual and
application levels of knowledge in industry practicum.
Syllabus (45 Hrs)

Each HR student is allotted one HR faculty as Practicum Advisor. The Practicum Advisor
need not necessarily be the student’s Faculty Mentor. Appropriate Practicum Advisor may
be chosen by the student based on the area of expertise and the experience that the faculty
have in particular sector or domain that the student may want to work with.
completed.
accomplishments.

262

MBA Syllabus 2019-21 PDF

Загружено:

Сведения о документе

Оригинальное название

Авторское право

Доступные форматы

Поделиться этим документом

Поделиться или встроить документ

Параметры публикации

Этот документ был вам полезен?

Это неприемлемый материал?

Авторское право:

Доступные форматы

MBA Syllabus 2019-21 PDF

Загружено:

Авторское право:

Доступные форматы

Master of Business Administration (MBA) - (Trimester Scheme) – Syllabus 2019-21

CHRIST (Deemed to be University), Bengaluru

Syllabus Master of Business Administration (MBA) (Trimester Scheme), prepared by

January 19, 2018

Master of Business Administration (MBA)

Introduction to the Programme

Analytical Skills General Awareness

MBA631A Leadership and Business Ethics 30 100 3

Ethics and Corporate Governance 10 50 1

MBA131 Financial Accounting for Managers 3 Credits

Level of Knowledge: Basic and Working

Unit I Introduction to Accounting (2 Hrs)

Unit II Financial Accounting – Concept, Conceptions, IGAAP & IFRS (5 Hrs)

Unit III Steps in Processing Transaction (10 Hrs)

UNIT IV Subsidiary Books (5 Hrs)

Unit V Preparation of Disclosure – Annual Report (8 Hrs)

MBA 132 Managerial Economics 3 Credits

Knowledge (CL 01) (CL02)

Skills (CLO 13) (CLO 15)

Attitude (CL0 21) (CLO 23)

Unit I Introduction (4 Hrs)

Unit II Demand and Supply Analyses (Application) (6 Hrs)

Unit III Consumer Behaviour (Application) (6 Hrs)

Unit IV Analyses of Production, Costs and Revenues (5 Hrs)

Unit V Market structures and decision making (9 Hrs)

MBA133 Managing IT, Data and Business Systems 3 Credits

and achieving competitive advantage. When interviewing potential employees, business

Unit I Introduction and Overview (3 Hrs)

DIKW hierarchy, Information as a Resource, Information in Organisational Functions, Types

Vendor Management, Role of CIO, IT Governance, Challenges for the Manager, IT

Overview of IT Security, Basics of IT Operations and Lean IT.

Unit III IT Infrastructure components (3 Hrs)

Overview of Networks, Data Centre concepts.

Unit IV Information Systems for Business (3 Hrs)

Unit V Managing Data Resources (4.5 Hrs$)

Data Warehouses, Data Mining, Big Data.

Unit VI Disrupting Technologies (6 Hrs)

Current developments and trends.

B) Evolution of Management Thought (3 Hrs)

Unit II Planning (6 Hrs)

Unit IV Staffing (3 Hrs)

Unit V Leading (3 Hrs)

Unit VI Controlling (3 Hrs)

Unit VII Social Responsibility, Ethics and Stress Management (6 Hrs)

• Know the practical application of selected statistical tools (CLO2)

• Work efficiently with statistical functions in MS Excel (CLO11, CLO13)

• Appreciate the use of statistical thinking in taking effective business

Level of Knowledge: Conceptual and Working

Unit I Data Visualization (3 Hrs)

Unit II Introduction to Probability (4 Hrs)

Unit III Probability Distributions (4 Hrs)

Unit IV Sampling Methods and Estimation (5 Hrs)

Unit IV Testing of Statistical Hypothesis (5 Hrs)

Unit V Chi-square Test and Analysis of Variance (4 Hrs)

Unit VI Correlation and Regression (5 Hrs)

MBA XXX Foundations of Marketing 1 Credit

On completion of the course, the participant will be able to;

Components of Environment; Macro Environment; Environment specific to the firm; Global

Marketing environment of India and the Marketing Challenges

Unit II Market Segmentation, Targeting, Differentiation & Positioning (4 Hrs)

Levels of Segmentation; Bases for Segmenting Consumer and Business Markets;

MBA181Organizational Structure Training (OST) 3 Credits

• Vision, mission and objectives of business organization