MBA Syllabus PDF

CHADALAWADA RAMANAMMA ENGINEERING COLLEGE
(AUTONOMOUS)
(Approved by AICTE | NAAC Accreditation with ‘A’ Grade | Permanently Affiliated to JNTUA)
Chadalawada Nagar, TIRUPATI - 517506, Andhra Pradesh.
OUTCOME BASED EDUCATION

WITH
CHOICE BASED CREDIT SYSTEM
MASTER OF BUSINESS ADMINISTRATION

ACADEMIC REGULATIONS
UNDER AUTONOMOUS STATUS
DEPARTMENT OF MANAGEMENT STUDIES (MBA)
MBA Regular Two Years Post – Graduate Degree Programme

(For the batches admitted from the academic year 2017- 2018)
FAILURE TO READ AND UNDERSTAND THE REGULATIONS IS NOT AN EXCUSE

CONTENTS
S. No Page no.
1 Preliminary Definitions and Nomenclatures 04-05
2 Foreword 06
3 Choice Based Credit System 07
4 Medium of Instruction 07
5 Types of Courses 08
6 Semester Structure 08
7 Registration 09
8 Unique Course Identification Code 10
9 Curriculum and Course Structure 10
10 Evaluation Methodology 15
11 Make-up Examination 19
12 Attendance Requirements and Detention Policy 19
13 Conduct of Semester End Examinations and Evaluation 19
14 Scheme for the Award of Grade 20
15 Letter Grades and Grade Points 20
16 Computation of SGPA and CGPA 21
17 Illustration of Computation of SGPA and CGPA 21
18 Photocopy / Revaluation 22
19 Promotion Policies 22
20 Graduation Requirements 22
21 Betterment of Marks in the Courses Already Passed 23
22 Award of Degree 23
23 Temporary Break of Study from the Programme 24
24 Termination from the Program 24
25 With-holding of Results 24
26 Graduation Day 24
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27 Discipline 24
28 Grievance Redressal Committee 24
29 Transitory Regulations 25
30 Revision of Regulations and Curriculum 26
31 Program outcomes 27
32 Frequently asked Questions and Answers about autonomy 27
33 Malpractices Rules 31
“Take up one idea.

Make that one idea your life-think of it, dream of it, live on that idea. Let
the brain muscles, nerves, every part of your body be full of that idea and
just leave every other idea alone.
This is the way to success”
Swami Vivekananda
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VISION AND MISSION OF THE INSTITUTE
VISION
To impart academic training to students so that they become competent, motivated

engineers and scientists. The institute celebrates freedom of thought, cultivates vision and
encourages growth and also inculcates human values and concern for environment and
country.
MISSION
 To provide state-of-art and world class quality of education to sharpen the intellect of the
students.
 To produce full-fledged personalities who can contribute their knowledge and skills
learnt for benefit and development of the individual and state.
 To mould the students educationally, ethically, spiritually, physically and mentally
splendid.
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Preliminary Definitions and Nomenclatures
Academic Council: The Academic Council is the highest academic body of the institute and is responsible
for the maintenance of standards of instruction, education and examination within the institute. Academic
Council is an authority as per UGC regulations and it has the right to take decisions on all academic
matters including academic research.
Academic Committee: Academic Committee means the committee constituted by the Vice-Chancellor
under this regulation to monitor the running of the programme.
Academic Autonomy: Means freedom to an institute in all aspects of conducting its academic
programs, granted by UGC for Promoting Excellence.
Academic Year: It is the period necessary to complete an actual course of study within a year. It
comprises two consecutive semesters i.e., Even and Odd semester.
AICTE: Means All India Council for Technical Education, New Delhi.
Autonomous Institute: Means an institute designated as autonomous by University Grants

Commission (UGC), New Delhi in concurrence with affiliating University (Jawaharlal Nehru
Technological University, Anantapur) and State Government.
Backlog Course: A course is considered to be a backlog course if the student has obtained a failure
grade (F) in that course.
Betterment: Betterment is a way that contributes towards improvement of the student’s grade in any course(s). It
can be done by either (a) re-appearing or (b) re-registering for the course.
Board of Studies (BOS): BOS is an authority as defined in UGC regulations, constituted by Head
of the Organization for each of the departments separately. They are responsible for curriculum
design and updation in respect of all the programs offered by a department.
Choice Based Credit System: The credit based semester system is one which provides flexibility
in designing curriculum and assigning credits based on the course content and hours of teaching
along with provision of choice for the student in the course selection.
Compulsory Course: Course required to be undertaken for the award of the degree as per the program.
Commission: Means University Grants Commission (UGC), New Delhi.
Continuous Internal Examination: It is an examination conducted towards internal assessment.
Course: A course is a subject offered by the Institution for learning in a particular semester.
Course Outcomes: The essential skills that need to be acquired by every student through a course.
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Credit: A credit is a unit that gives weight to the value, level or time requirements of an academic
course. The number of 'Contact Hours' in a week of a particular course determines its credit value.
One credit is equivalent to one lecture hour perweek.
Credit Point: It is the product of grade point and number of credits for a course.
Cumulative Grade Point Average (CGPA): It is a measure of cumulative performance of a

student over all the completed semesters. The CGPA is the ratio of total credit points secured by a
student in various courses in all semesters and the sum of the total credits of all courses in all the
semesters. It is expressed upto two decimal places.
Credit Based Semester System (CBSS): Under the CBSS, the requirement for awarding a degree or
diploma or certificate is prescribed in terms of number of credits to be completed by the students.
Credit Point: It is the product of grade point and number of credits for a course.
Credit: A unit by which the course work is measured. It determines the number of hours of instructions
required per week. One credit is equivalent to one hour of teaching (lecture or tutorial) or two hours of
practical work/field work per week.
Curriculum: Curriculum incorporates the planned interaction of students with instructional

content, materials, resources and processes for evaluating the attainment of Program Educational
Objectives.
Department: An academic entity that conducts relevant curricular and co-curricular activities,
involving both teaching and non-teaching staff and other resources in the process of study for a
degree.
Dropping from the Semester: A student who doesn’t want to register for any semester can apply in
writing in prescribed format before commencement of that semester.
Detention in a Course: Student who does not obtain minimum prescribed attendance in a course
shall be detained in that particular course.
Elective Course: An Elective can be chosen from a set of Professional Electives.
Evaluation: Evaluation is the process of judging the academic performance of the student in her/his
courses. It is done through a combination of continuous internal assessment and semester end
examinations.
Grade: It is an index of the performance of the students in a said course. Grades are indicated by
alphabets.
Grade Point: It is a numerical weight allotted to each letter grade on a 10 point scale.
Institute: Means Chadalawada Ramanamma Engineering College, Tirupati unless indicated otherwise by
the context.
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Massive Open Online Course (MOOC): MOOC courses inculcate the habit of self learning. MOOC
courses would be additional choices in all the elective group courses.
Letter Grade: It is an index of the performance of students in a said course. Grades are denoted by letters
S, A+, A, B+, B, C, P and F.
Pre-requisite: A course, the knowledge of which is required for registration into higher level course.
Core: The courses that are essential constituents of management discipline are categorized as core
courses and specialisation.
Professional Elective: A course that is discipline centric. An appropriate choice of minimum

number of such electives as specified in the program will lead to a degree with specialization.
Program: Means, Post graduate programme Master of Business Administration (MBA)
Program Educational Objectives: The broad career, professional and personal goals that every
student will achieve through a strategic and sequential action plan.
Project work: It is a design or research based work to be taken up by a student during his/her
second year to achieve a particular aim.
Re-Appearing: A student can reappear only in the semester end examination for the theory
component of a course, subject to the regulations contained herein.
Registration: Process of enrolling into a set of courses in a semester of a Program.
Regulations: The regulations for MBA programs offered by Institute are designated as “CREC-
R17” and are binding on all the stakeholders.
Semester: It is a period of study consisting of 15 to 19 weeks of academic work equivalent to

normally 120 working days.
Semester End Examinations: It is an examination conducted for all courses offered in a semester
at the end of the semester.
Semester Grade Point Average (SGPA): It is a measure of performance of work done in a semester. It is
ratio of total credit points secured by a student in various courses registered in a semester and the total
course credits taken during that semester. It shall be expressed up to two decimal places.
S/He: Means “she” and “he” both.

Student Outcomes: The essential skill sets that need to be acquired by every student during her/his
program of study. These skill sets are in the areas of employability, entrepreneurial, social and
behavioral.
University: Means the Jawaharlal Nehru Technological University Anantapuramu, Anantapuramu.
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FOREWORD
The Autonomy is conferred to Chadalawada Ramanamma Engineering College (CREC),
Tirupati by University Grants Commission (UGC), New Delhi based on its performance as
well as future commitment and competency to impart quality education. It is a mark of its
ability to function independently in accordance with the set norms of the monitoring bodies
like J N T University Anantapuramu (JNTUA), Anantapuramu and AICTE. It reflects the
confidence of the affiliating University in the autonomous institution to uphold and
maintain standards it expects to deliver on its own behalf and thus awards degrees on
behalf of the college. Thus, an autonomous institution is given the freedom to have its own
curriculum, examination system and monitoring mechanism, independent of the
affiliating University but under its observance.
CREC is proud to win the credence of all the above bodies monitoring the quality in
education and has gladly accepted the responsibility of sustaining, if not improving upon
the standards and ethics for which it has been striving for more than a decade in reaching
its present standing in the arena of contemporary technical education. As a follow up,
statutory bodies like Academic Council and Boards of Studies are constituted with the
guidance of the Governing Body of the institute and recommendations of the JNTUA to
frame the regulations, course structure and syllabi under autonomous status.
The autonomous regulations, course structure and syllabi have been prepared after
prolonged and detailed interaction with several expertise solicited from academics,
industry and research, in accordance with the vision and mission of the institute to order to
produce a quality Master of Business Administration professionals to the society.
All the faculty, parents and students are requested to go through all the rules and
regulations carefully. Any clarifications needed are to be sought at appropriate time and
with principal of the college, without presumptions, to avoid unwanted subsequent
inconveniences and embarrassments. The Cooperation of all the stake holders is sought for
the successful implementation of the autonomous system in the larger interests of the
college and brighter prospects of Master of Business Administration professionals.
PRINCIPAL
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1. Preamble
The University Grants Commission (UGC) has initiated several measures to bring equity,
efficiency and excellence in the Higher Education System of the country. The important measures
taken to enhance academic standards and quality in higher education include innovation and
improvements in curriculum, teaching-learning process, examination and evaluation systems,
besides governance and other matters.
The UGC has formulated various regulations and guidelines from time to time to improve the
higher education system and maintain minimum standards and quality across the Higher
Educational Institutions (HEIs) in India. The academic reforms recommended by the UGC in the
recent past have led to overall improvement in the higher education system.
The autonomy is conferred on Chadalawada Ramanamma Engineering College, Tirupati, by

UGC based on its past performance as well as future commitment and competency to impart
quality education. It is a mark of its ability to function independently in accordance with the set
norms of the monitoring bodies like UGC and AICTE.
To impart quality education, statutory bodies like Academic Council and Boards of Studies are
constituted with the guidance of the Governing Body of the College and recommendations of the
JNTU Anantapur to frame the regulations, course structure and syllabi under autonomous status.
The autonomous regulations, course structure and syllabi have been prepared after prolonged and
detailed interaction with several expertise solicited from academics, industry and research, in
accordance with the vision and mission of the college in training talented and successful
managers for the benefit of the society.
2. Extent and Application:
Applicable to the students admitted into the First year MBA full time programme from the
academic year 2017-2018 onwards.
All the rules and regulations, specified herein after, shall be read as a whole for the purpose of
interpretation and when a doubt arises, the interpretation of the Chairman, Academic Council,
Chadalawada Ramanamma Engineering College (CREC) (Autonomous), Tirupati is final.
As per the requirements of the Statutory Bodies, The Principal, Chadalawada Ramanamma
Engineering College (CREC) (Autonomous), Tirupati shall be the Chairman of the College
Academic Council.
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3. Amendments to regulations:
The Academic Council of Chadalawada Ramanamma Engineering College (CREC)

(Autonomous), Tirupati, reserves the right to revise, amend, change or nullify the Regulations,
Schemes of Examinations, and/ or Syllabi or any other matter pertained that meets to the needs of
the students, society and industry without any notice and the decision is final.
4. The driving force for Academic Development:
With the upgraded status, Chadalawada Ramanamma Engineering College, Tirupati, the
Autonomous College is striving to implement academic and industry centric activities for future
managers.
The objectives that acts as the driving force are:-
1) Overall personality development of the students
2) Inculcate self study culture amongst students
3) Multi-disciplinary approach
4) Choice based courses/credits
5) International exposure
6) Enhance the effectiveness of teaching – learning process
7) Internationally compatible academic calendar
8) Develop the Students, not Examinees
9) Well planned Formative and Summative assessments
10) Reforms in Examination process
11) Publication of results within a short period
12) Involvement of industry in curriculum design and teaching – learning process.
To achieve the above objectives, several out-of-the-box innovative practices are being
implemented, such as:-
1. Home Assignment for all subjects

2. Communication and Soft Skill courses
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3. Major project for MBA
4. Need based remedial teaching
5. Regular Industrial visits
6. Guest lectures
7. Faculty Development Programme
8. Management games and events
5. Academic Council:
Constitution of the Academic Council
The Academic Council shall primarily be concerned with all the academic affairs of the college,
encompassing academic staff, academic planning, instructional issues, students, co-curricular
activities, halls of residence, discipline.
It is the responsibility of Academic Council to endeavour to ensure that best practices are
implemented and standards are maintained.
The Academic Council shall exercise the following functions:
1. To frame and revise the curriculum of every academic programme of the college.
2. To make arrangements for the teaching of all the courses required for completion of
various academic programmes.
3. To make arrangements for the conduct of examinations, as required.
4. To make recommendations to the Governing Council for conferment of degrees and
other academic titles.
5. To supervise the working of the Central Library of the college.
6. To promote research activity within the college.
7. To collaborate with other academic institutes and industry.
8. To create an environment conducive to the development of entrepreneurship
9. To provide for management of the hostel of the college.
10. To ensure discipline amongst the students.
11. To provide for and supervise the co-curricular activities of the students.
12. To award stipends, scholarships, medals and prizes to the students.
13. To provide effective guidance for placement and training of students.
14. To appoint Committees from amongst the teaching faculty of the college and experts from
outside, to advise on specific academic issues; and to act on the recommendations of such
committees after due consideration.
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15. To appoint a Review Committee periodically, to review all the academic activities of the
Institute, including the curricula and academic rules and regulations, and to act on its
recommendations after due consideration.
16. To plan and execute the overall academic growth of the college, including apprising and
making recommendations to the Governing Council, where necessary.
6. Objectives of the Programme:

The basic objectives of MBA Programme are:
 To make the students with managerial and professional skills to occupy decision making
positions of industry both in public and private sectors.
 To nurture basic values and attitudes among students to function effectively in the
business environment.
 To provide a right mix of business knowledge and exposure to disseminate decision

making skills effectively in various domains of business and management areas.
 To provide the knowledge, skills, attitudes and personal qualities necessary to serve as
foundation on which to build a solid career as a manager.
7. Aim and Purpose of the MBA Programme:
 The students who are to be completed the Master of Business Administration able to :
 Understanding of the business concepts and their applications to domestic and global
business models.
 Getting knowledge in the areas like financial, marketing, human resource and
organizational concepts, analysis and reporting systems.
 Identify customer needs and new product development and services to meet their
requirements.
 Realize production models, distribution systems, and their role in the value creation
process.
 Familiarizing the Business Environment in terms of political, environmental, sociological,

legal, technological and regulatory settings of the organization.
 Understanding the importance of multicultural, ethnic, ethical and gender issues in the
organization.
 Acquire leadership skills, understand group and individual dynamics, and be able to work
in teams.
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 Enhance oral and written communication skills and develop comprehensive problem
solving and decision making skills.
 Appreciate the inter-relationships and resource planning among functional areas of

management.
8. Regulations Governing the Master of Business Administration

8.1 Choice Based Credit System
The Indian Higher Education Institutions (HEI‘s) are changing from the conventional
course structure to Choice Based Credit System (CBCS) along with introduction to
semester system at first year itself. The semester system helps in accelerating the teaching
learning process and enables vertical and horizontal mobility in learning.
The credit based semester system provides flexibility in designing curriculum and
assigning credits based on the course content and hours of teaching. The choice based
credit system provides a cafeteria type approach in which the students can take courses of
their choice, learn at their own pace, undergo additional courses and acquire more than the
required credits and adopt an interdisciplinary approach to learning.
Choice Based Credit System (CBCS) is a flexible system of learning and provides choice
for students to select from the prescribed elective courses. A course defines learning
objectives and learning outcomes and comprises of lectures / tutorials / laboratory work /
field work / project work / comprehensive examination / viva / seminars / assignments /
presentations / self-study etc. or a combination of some ofthese.
Under the CBCS, the requirement for awarding a degree is prescribed in terms of number
of credits to be completed by the students.
The CBCS permits students to:
1. Choose electives from a wide range of elective courses offered by the
department ofthe Institute.
2. Undergo additional courses ofinterest.
3. Adopt an inter-disciplinary approach in learning.
4. Make the best use of expertise of the available faculty.
8.2. Medium of Instruction
The medium of instruction shall be English for all courses, examinations, seminar
presentations and project work. The curriculum will comprise courses of study as given in
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course curriculum in accordance with the prescribed syllabi.
8.3 Title of the Course
The course shall be called Master of Business Administration course which is abbreviated as
MBA.
8.4 Duration of the Course

The MBA course shall be of two years’ duration, spreaded over four semesters:
The candidates shall be allowed a maximum of four years (8 semesters) of duration to be

eligible for the award of MBA degree, failing which he / she shall have to register once again
as a fresh candidate.
9. Admission process for MBA:
Admission into first year of two year full time MBA Degree Program.
9.1 Eligibility:
Admission to the MBA programme shall be made subject to eligibility, qualification and
specialization as prescribed by the University from time to time.
Admissions shall be made on the basis of merit/rank obtained by the candidates at the qualifying
Entrance Test conducted by the Government of AP or on the basis of any other order of merit as
approved by the University, subject to reservations as laid down by the Govt. of Andhra Pradesh
from time to time.
9.1. Qualifying Degree Examination:
A student should be eligible to join in the MBA programme is minimum 50% in qualifying
degree examination, and 45% for SC/ST candidates.
9.2. Award of MBA Degree:
A student shall be declared eligible for the award of the MBA Degree, if he/she pursues a course
of study in not less than two and not more than four academic years. However, he is permitted to
write the examinations for two more years after two academic years of course work, failing which
he shall forfeit his seat in MBA programme.
10. Academic Schedule for the full time MBA Programme:
Duration of the fulltime MBA Programme is Two Academic Years. An academic year is
constituted into two semesters. The total number of working days in an academic year shall be
>180; each semester shall consist of a minimum of 90 instruction days. Academic schedules
prescribed by the college shall be adhered to by all the concerned.
Students failing in any course (s) shall register for the same again (re-register) and shall secure
SEE afresh in each course(s). This shall continue until a pass grade is obtained in the said
course(s).
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No preparatory holidays for semester-end examinations. Next semester starts immediately after
the end of previous semester end examinations. Semester-end examinations are conducted every
working day without gap between two examinations.
10.1.MBA Two Years Programme Schedule:
S.No Activity Description

I Duration of the MBA
Two Academic Years Full Time
Programme
II Number of Semester in an
Two
Academic Year
III Regular Semester duration in
21
Weeks
IV Academic Activities Schedule
Course Work 17 Weeks
Examination Preparation 1 Week
Examinations 2 Weeks
Practical Examinations 1 week
V Minimum number of Instruction The total number of working days in an Academic
Days Year shall be >180
Each Semester shall consist of a minimum of 90

instruction days.
VI The medium of instruction and
examinations English.
VII Evaluation Continuous Internal Evaluation (CIE) with a

weightage of 40%. Semester End Examinations.
(SEE) with a weightage of 60% of the student’s
performance in course/laboratory work and other
activities, if any.
11.0 Types of Courses

Courses in a programme may be of two kinds: i) Core and ii) Elective.
11.1 Core Course:

There may be a core course in every semester. This is the course which is to be
compulsorily studied by a student as a core requirement to complete the requirement of a
programme in said discipline of study.
11.2 Elective Course:

Electives provide breadth of experience in respective branch and applications areas.
Elective course is a course which can be chosen from a pool of courses. It may be:
11.2.1 Supportive to the discipline of study
11.2.2 Providing an expanded scope
11.2.3 Enabling an exposure to some other discipline/domain
11.3 Nurturing student’s proficiency/skill.
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An elective may be discipline centric (Professional Elective) focusing on those courses
which add generic proficiency to the students.
There shall be two professional elective groups out of which students can choose not more
than two courses from each group. Overall, students can opt for two professional elective
courses which suit their project work in consultation with the faculty advisor/mentor.
12.0. Semester Structure
The institute shall follow semester pattern. An academic year shall consist of a first
semester and a second semester. Each semester shall be of 23 weeks (Table 2) duration and
this period includes time for course work, examination preparation and conduct of
examinations. Each main semester shall have a minimum of 90 working days; out of which
number of contact days for teaching / practical shall be 75 and 15 days shall be for
examination preparation. The duration for each semester shall be a minimum of 17 weeks
of instruction. The Academic Calendar is declared at the beginning of the academic year as
given in Table 2.
Table 2: Academic Calendar

I Spell Instruction Period 8 weeks
I Mid Examinations 1 week
I-year II Spell Instruction Period 8 weeks 19weeks
First semester II Mid Examinations 1 week
(21 weeks) Preparation and Practical Examinations 1week
Semester End Examinations 2 weeks
Semester Break 2 weeks
I-year I Mid Examinations 1 week
Second semester
(21 weeks) II Spell Instruction Period 8 week 19 weeks
II Mid Examinations 1 Week
Preparation & Practical Examinations 1 week
Summer 6 weeks
Vacation and
Project
I Spell Instruction Period 8weeks
I Mid Examinations 1 week
II-year II Spell Instruction Period 8weeks 19 weeks
Third semester II Mid Examinations 1 week
(21 weeks) Preparation and Practical Examinations 1 week
Semester Break 1 week
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II-year I Mid Examinations 1 week
Fourth semester
(21 weeks) II Spell Instruction Period 8 weeks 21 weeks
II Mid Examinations 1 Week
Preparation & Practical Examinations 1 week
13 Attendance Requirements
13.1 Each semester of the course shall be treated as a separate unit for calculation of the
attendance.
13.2 A candidate shall be considered to have satisfied the attendance requirement if he / she has
attended not less than 75% of the classes in each subject of the respective semesters
(Theory,
Seminars, Practical Training, etc) actually conducted up to the end of the semester.
13.3 For cases of medical issues, deficiency of attendance in each course to the extent of
10% may be condoned by the College Academic Committee (CAC) on the recommendation
of Head of the Department if his/her attendance is between 75% to 65% in every course,
subject to submission of medical certificate and other needful documents to the concerned
department.
13.4 A candidate, who does not satisfy the attendance requirement, mentioned as above, shall not
be eligible to appear for the Examination of the semester and shall be required to repeat that
semester along with regular students during the subsequent year.
13.5 If a candidate, for any reason, discontinues the course after the first / third semester he / she
may be permitted to register for the second /fourth semester, after one year with the
immediate subsequent batch, subject to the condition that he / she shall complete the class
work and seminar including the project / internship within maximum stipulated period of four
years from the date of commencement of the course.
13.6 The Principal of the College shall display regularly, the list of such candidates who fall short
of attendance, on the notice boards.
13.7 The list of the candidates falling short of attendance shall be sent to the University at least
one
week prior to the commencement of examination.
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14. Evaluation of the Candidate:
The performance of the candidate in each semester shall be evaluated subject wise, with a
maximum of 100 marks for Theory and 100 marks for practicals, on the basis of Internal
Evaluation and Semester End Examination.
For the theory subjects 60% of the marks will be for the Semester End Examination and 40% of
the marks will be for Internal Evaluation.
15 Examinations Pattern:
Paper setting and evaluation of theory answer papers. Question papers in theory subjects shall be
set by the Examiners appointed for that purpose by the Institution. There shall be double
evaluation of theory papers in the Semester End Examinations.
15.2. Common Internal Assessment (CIA) (Mid Term-Examinations):
Common Internal Assessment (CIA) is also known as Mid Term-Examinations Evaluation is
based on the 80/20 rule of the marks secured in the Two Common Internal Assessment (CIA)
held. 80/20 rule refers that In the I & II CIA, the student who secured highest marks, 80% marks
will be considered for final evaluation and 20% marks will be added to the lowest marks of CIA.
Finally, AAT (Alternative Assessment Test) marks will be added for every subject. The first mid-
term examination shall be conducted for the first 50% of the syllabus, and the second mid-term
examination shall be conducted for the remaining 50% of the syllabus.
The First CIA (Mid Term) Examinations will be held in the middle of the Semester for 1 to 2.5
Units. The Second CIA (Mid Term) Examinations will be held immediately after the completion
of instruction for 2.5 to 5 Units.
Three will be 3 questions out of 5 to be answered in 2 hours, evaluated for 30 marks. All the
Questions shall have equal weightage of 10 marks.
Common Internal Assessment (CIA) (Mid Term) Examinations

CIA (MID) Syllabus Questions Maximum
Exam Marks
I and II Unit 2.5 Units 3 30
CIA (MID)
Total 2.5 3 30
Duration 120 minutes
15.2.1: There will be alternative assessment Test (AAT) that contains of Assignments, Seminar
and Case studies for every Course that refers submission of all above where 10 marks will be
awarded in every Course at the final.
15.3 Semester End Examinations (SEE):
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The external Semester End Examinations (SEE) shall be conducted at the end of the semester
for 60 marks for a total duration of 180 minutes. The question paper shall be set by the examiner,
from the list of external examiners approved by EC in the following pattern:
15.4 Theory and Case Study:

SEE to be conducted for 180 minutes duration with 5 questions with 10 marks each, and the 6th
Question Case Study is compulsory Question with 10 marks. Questions 1 to 5 should be with internal
choice from Unit-I to Unit V covering all the 5 Units. Case Study should be relevant and within the
purview of the subject.
Semester End Examinations (SEE)
Syllabus Questions Maximum Pass

Semester Marks Marks %
End 5 Units 5 50
Examination Case Study 10 40%
Total 5 1 60
Duration 180 minutes
16. Semester End Examination for Laboratories :
If there is a Laboratory in any semester internal evaluation for 40 marks shall be awarded. And 60
marks for Semester End Examinations. There is no pass marks for CIA examinations. But 80/20
rule can be applied for both I & II CIA Examinations. However, a candidate has to secure a
minimum of 50% of marks (put together Internal and External) to be declared successful. If
student fails to fulfil minimum marks, the student has to re-appear the same during the
supplementary examinations. In the SEE for Laboratories out of 60 marks, 45 marks are awarded
for experiments and 15 marks are awarded for Viva-voce examination.
Semester End Examination for Computer/Language Lab

Maximum Pass
Practicals Marks Marks %
Experiments 45
40%
Viva-voce 15
Total 60
Duration 90 minutes
Semester End Examination for lab shall be conducted as per the examination schedule approved
by EC. For conducting laboratory end examinations of MBA Programme, one internal examiner and one
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external examiner are to be appointed by the Principal of the College and the same to be informed to the
Controller of Examination in two weeks before for commencement of the Semester End Laboratory
Examinations.
17. Alternative Assessment Test – (AAT):-

AAT consist of assignments, seminars and Case studies for every course.
Assignments – should be submitted within the syllabus or related of the syllabus. For assignments
3 marks shall be awarded.
Seminars - seminar on a topic of current relevance/emerging trends related to the discipline with
prior approval of faculty shall be presented. For Seminars 3 marks shall be awarded.
Case studies – should be submitted along with presentation in the course. For case studies 3 marks
shall be awarded.
Total 10 marks shall be awarded under AAT.
The assessment will be made by a Panel consisting of HOD and two internal experts at the end of
the semester instruction. And Decision of the Panel is final for AAT marks.
18. Project Work:
An Internal Departmental Committee (I.D.C) consisting of HOD, Supervisor and one Internal
senior expert shall monitor the progress of the project work.
18.1. Registration of Project Work:
Every candidate shall be required to submit thesis or dissertation after taking up a topic approved
by the Departmental Committees.
The work on the project shall be initiated in the penultimate semester and continued in the final
semester.
However, the student must spend their time from maximum 45 days to collect necessary data
from the industry. The students will be allowed to visit the industry immediately after last II
Semester End Examination.
The candidate can submit Project thesis with the approval of I.D.C. at the end of the IV semester
Instruction as per the schedule.
20
18.2. Project Synopsis Submission and Presentation:
At the end of the third semester a student must submit their Project work synopsis and should
present the same as seminar. The marks shall be awarded for synopsis 50 marks and for
presentation 50 marks.
18.3. Submission of Status Report:

The student must submit status report at least in two different phases during the project work
period. These reports must be approved by the I.D.C before submission of the Project Report.
18.4. Submission of Thesis:
Three copies of the Thesis / Dissertation certified in the prescribed form by the Project Guide &
Head of the Department shall be submitted to the Department.
18.4. Project Viva Voce Examination:
The Viva-voce examination may be conducted for all the candidates as per the IV semester
examination schedule. The End Semester Examination (viva-voce) shall be conducted by an
External examiner nominated by the CE, HOD & Supervisor as a committee.
The college shall submit a panel of three experts for a maximum of every 20 students. However,
the viva voce examiners will be nominated by the CE. The Head of the Department shall coordinate
and make arrangements for the conduct of Project Viva- Voce examination.
18.6. Evaluation of Project Work:
The evaluation of project work shall be conducted at the end of the IV semester. The Internal
Evaluation shall be made by the departmental committee, on the basis of reviews and
presentations given by each student on the topic of his/her project.
The examiners will examine the Problem Definition, Objectives, Scope and review of Literature
in the same domain. Out of a total of 200 marks for the project work, 100 marks shall be for
project internal evaluation and 100 marks for External evaluation.
The candidate has to secure minimum of 50 % marks out of 200 marks in the total Project
Evaluation examination put together III Semester and IV semester. If he/she fails to fulfil
minimum marks, he/she has to reappear during the supplementary examinations.
21
Pass Marks %
Project synopsis Project Report
Submission and Submission
Presentation and Viva Voce Total
(III Semester) Examination Marks (III Semester 50%
(IV Semester) +IV Semester 50%)
100 Marks 100 Marks 200
18.7. Extension of Time:

Extension of time within the total permissible limit for completing the programme is to be
obtained from the Head of the Institution.
19.0. Grading Process:

a) At the end of all evaluation components based on the performance of the student, each student
is awarded based on absolute grading system. The list of absolute grades and its connotation are
given below:
Grade Grade points Range
S
10 90 - 100
(Outstanding)
A+ 9 80 – 89
(Excellent)
A 8 70 – 79
(Very good)
B+ 7 60 – 69
(Good)
B 6 55 – 59
(Average)
P 5 50 – 54
(Pass)
F 0
Below 50
(Fail)
AB 0
AB
(Absent)
b) The SGPA is the ratio of sum of the product of the number of credit s with the grade points
scored by a student in all the courses and the sum of the number of credits of all the courses
undergone by a student, in a semester.
i.e SGPA (S i) = Σ(C i x G i) / ΣC i
Where ‘Ci’ is the number of credits of the ‘i’th course and ‘Gi’ is the grade point scored by the
student in the ‘i’th course.
22
c) The CGPA is also calculated in the same manner taking into account all the courses undergone
by a student over all the semesters of a program, i.e. CGPA = Σ (Ci x Si) / Σ Ci
Where S‘i is the SGPA of the ith semester and ‘Ci’ is the total number of credits in that semester.
d) The SGPA and CGPA shall be rounded off to 2 decimal points and reported in the transcripts.
e) CGPA can be converted to percentage of marks : 10 X CGPA - 7.5
f) A student who obtains ‘F‘grade has to reappear for all the components of Semester End
examination.
g) Audit/Certificate courses are graded as satisfactory or non-satisfactory only.
h) At the end of each semester, the University issues grade sheet indicating the SGPA and CGPA
of the student. However, grade sheet will not be issued to the student if he/she has any
outstanding dues.
19.1. Non-Credit (MOOCS) Course:-For non credit courses satisfactory or not satisfactory is
indicated instead of the letter grade and this will not be counted for the competition of SGPA and
CGPA.
20. Malpractices and Punishments:
The punishments shall be uniform and commensurate with the offence for all students committing
similar offences.
Nature of Malpractices/Improper conduct Punishment
1. If the candidate possesses or keeps accessible in Expulsion from the examination hall and
(a) examination hall, any paper, note book, cancellation of the performance in that subject
programmable calculators, Cell phones, pager, only.
palm computers or any other form of material
concerned with or related to the subject of the
examination (theory or practical) in which he is
appearing but has not made use of (material shall
include any marks on the body of the candidate
which can be used as an aid in the subject of the
examination)
(b) If the candidate gives assistance or guidance or Expulsion from the examination hall and
receives it from any other candidate orally or by cancellation of the performance in that subject
any other body language methods or only of all the candidates involved. In case of an
communicates through cell phones with any outsider, he will be handed over to the police
candidate or persons in or outside the exam hall in and a case is registered against him.
respect of any matter.
2. If the candidate has copied in the examination hall Expulsion from the examination hall and
from any paper, book, programmable calculators, cancellation of the performance in that subject
palm computers or any other form of material and all other subjects the candidate has already
relevant to the subject of the examination (theory appeared including practical examinations and
or practical) in which the candidate is appearing. project work and shall not be permitted to
23
appear for the remaining examinations of the
subjects of that Semester/year.
The Hall Ticket of the candidate is to be

cancelled and sent to the University.
3. If the candidate comes in a drunken condition to Expulsion from the examination hall and
the examination hall. cancellation of the performance in that subject
and all other subjects the candidate has already
appeared including practical examinations and
project work and shall not be permitted for the
remaining examinations of the subjects of that
semester/year.
4. If the candidate smuggles in the answer book or Expulsion from the examination hall and
additional sheet or takes out or arranges to send cancellation of performance in that subject and
out the question paper during the examination or all the other subjects the candidate has already
answer book or additional sheet, during or after appeared including practical examinations and
the examination. project work and shall not be permitted for the
semester/year.
The candidate is also debarred for two

consecutive semesters from class work and all
University examinations.
The continuation of the course by the candidate

is subject to the academic regulations in
connection with forfeiture of seat.
5. If the candidate leaves the exam hall taking away Expulsion from the examination hall and
answer script or intentionally tears of the script or cancellation of performance in that subject and
any part thereof inside or outside the examination all the other subjects the candidate has already
hall. appeared including practical examinations and
semester/year.
The candidate is also debarred for two

consecutive semesters from class work and all
University examinations.
The continuation of the course by the candidate
is subject to the academic regulations in
connection with forfeiture of seat.
6. If the candidate possess any lethal weapon or Expulsion from the examination hall and
firearm in the examination hall. cancellation of the performance in that subject
and all other subjects the candidate has already
appeared including practical examinations and
24
semester/year.
The candidate is also debarred and forfeits the

seat.
Note :
The academic regulation should be read as a whole for the purpose of any interpretation. In the
case of any doubt or ambiguity in the interpretation of the above rules, the decision of the
Principal is final.
The Institution may change or amend the academic regulations or syllabi at any time and the
changes or amendments made shall be applicable to all the students with effect from the dates
notified by the Institution.
***
25
(AUTONOMOUS)
(Affiliated to JNTUA, Approved by AICTE, New Delhi and Accredited by NAAC ‘A’ Grade)
Tirupati – 517506, Chittoor Dt. Andhra Pradesh.
MASTER OF BUSINESS ADMINISTRATION

Syllabus
I Semester
I Semester
Periods per Scheme of Examination
Code Subject week
Credits Maximum Marks
L P Internal External Total
17CE00101 Management and Organisational 4 - 4 40 60 100
Behaviour
17CE00102 Managerial Economics 4 - 4 40 60 100
17CE00103 Accounting for Managers 4 - 4 40 60 100
17CE00104 Business Statistics 4 - 4 40 60 100
17CE00105 Business Research Methods I 4 - 4 40 60 100
17CE00106 Business Communication 4 - 4 40 60 100
17CE00107 Information Technology for Managers 2 - 2 40 60 100
17CE00108 Business Communication Lab - I - 3 2 40 60 100
17CE00109 Information Technology Lab - 3 2 40 60 100
Total Marks 26 6 30 360 540 900
II Semester
II Semester
Code Subject week
17CE00201 Human Resource Management 4 - 4 40 60 100
17CE00202 Financial Management 4 - 4 40 60 100
17CE00203 Marketing Management 4 - 4 40 60 100
17CE00204 Operations Research 4 - 4 40 60 100
17CE00205 Business Environment 4 - 4 40 60 100
17CE00206 Operations Management 4 - 4 40 60 100
17CE00207 Management Information Systems 2 - 2 40 60 100
17CE00208 Business Analytics Lab - 3 2 40 60 100
17CE00209 Business Communication Lab –II - 3 2 40 60 100
Total 26 6 30 360 540 900
26
III Semester
III Semester
Periods per
Scheme of Examination
Code Subject week
17CE00301 Entrepreneurship Development 4 - 4 40 60 100
17CE00302 Business Research Methods II 4 - 4 40 60 100
17CE00303 Business Simulation Lab II - 3 2 40 60 100
17CE00304 Project Seminar, Presentation &
- 4 4 100 - 100
Synopsis submission
17CE00305 Elective I 4 4 40 60 100
Elective II 4 - 4 40 60 100
Elective III 4 - 4 40 60 100
Elective IV 4 - 4 40 60 100
17CE00306 MOOC I (DM, NIFM,SAP,BA,VML) - - - - - -
Total 24 7 30 380 420 800
IV Semester
IV Semester
Code Subject week
17CE00401 Strategic Management 4 - 4 40 60 100
17CE00402 International Business Management 4 - 4 40 60 100
17CE00403 Legal Aspects of Business 4 - 4 40 60 100
17CE00404 Project Viva-Voce & Report - 4 6 - 100 100
Presentation & Submission
17CE00405 Elective V 4 - 4 40 60 100
17CE00406 Elective VI 4 - 4 40 60 100
17CE00407 MOOC II (HBR & Other Prominent - - - - - -
Business Journal Case analysis)
Total 20 4 26 200 400 600
27
Specializations
III – Semester Electives
Marketing Area
Code No Title of the Paper
311 Services Marketing
312 Internet Marketing
313 Brand Management
314 Retail Management
Finance Area
321 Security Analysis &Portfolio Management
322 Financial Institutions and Markets
323 Cost and Management Accounting
324 Corporate Tax Management
Human Resource Management Area
331 Performance Management
332 Human Resource Development
333 Organisational development
334 Employee Engagement & Empowerment
Systems Area
341 E-Commerce
342 Enterprise Resource Planning
343 Decision Support systems
344 Data Mining and Data Warehousing
28
Operations Area
351 Advanced Production Management
352 Computer Simulation
353 Total Quality Management
354 Supply Chain Management
IV – SEMESTER Electives
Marketing Area
411 International Marketing
412 Consumer Behaviour and Customer Relationship

Management
413 New Product Development
414 Advertisement and Sales Promotion Management
Finance Area
421 Strategic Investment and Financial Decisions
422 International Financial Management
423 Financial Services Management
424 Financial Derivatives
Human Resource Management Area
431 Knowledge Management
432 International Human Resource Management
433 Change Management
434 Management of Industrial Relations
29
Systems Area
441 Business Intelligence
442 Information Systems audit &control
443 Objective Oriented Programming with C++
444 Visual Basic for Business Application
Operations Area
451 Advanced Materials Management
452 Service Operations Management
453 Project Management
454 Lean and Competitive Manufacturing

System
Semester Subjects Lectures Practicals Credits Internal External Total

I Semester 9 26 6 30 360 540 900
II Semester 9 26 6 30 360 540 900
III Semester 9 24 7 30 380 420 800
IV Semester 7 20 4 26 200 400 600
34 96 23 116 1300 1900 3200
30
Semester - I
31
(AUTONOMOUS)
Management & Organisational Behaviour
I MBA I Semester :
Course Category Hours/Week Credits Maximum Marks
Code
Foundation L T P C Internal External Total
17CE00101
4 - - 4 40 60 100
Contact Tutorial Practical classes: Nil Total classes:65
classes:50 Classes:15
Course Description:
The course is designed to understand the providing conceptual understanding of
management concepts and familiarizing of management concepts. This will enable the students
to study the various concepts related to contemporary issues of management and enabling them to
apply the concepts in the management organization.
Course Objectives:
 To understand the basic concepts of General Management principles
 To learn the theories of motivation
 To understand the concept of Organisation Culture
 To know the different leadership styles
 To learn the concepts of organisational behaviour
Unit - I Introduction to Management process Classes: 10
Introduction to Management – Differences between Management and Administration - Nature ,
objectives and scope of Management –Decision making process – Social responsibility of
Management – Ethics in management – Theory of Scientific management – Henri Fayol’s Theory
of Modern Management or Administrative management theory –systems approach to
management – Mc.Kinsey 7s Framework.
Unit - II Motivation Classes: 10

Introduction to Motivation – Maslow’s need of hierarchy – Hertzberg two factor theory – Vroom
theory – Goal setting theory – Equity theory - Elton Mayo’s Hawthrone effect – Max Weber
theory.
Unit - III Organisation culture Classes: 10

Introduction to organisation culture – Organisational change forces for change, planned change
and resistance to change, managing organisational change, organisational design – Organisational
structure- types of organisational structures – organisational design –Authority - delegation of
authority – Mechanistic Vs Adoptive structures – formal and informal organisational structure.
Unit - IV Leadership and Styles Classes: 10
Leadership – types of leadership – Leadership grid – Group dynamics – Power and politics –
Controlling- controlling techniques - Control Process – Methods, Tools and Techniques of control
– Design of techniques - Choice of Control.
32
Unit - V Organisational Behaviour Classes: 10
Introduction to Organizational Behavior – Foundations of Organizational behaviour – Perception
and learning – personality –personality development – Individual differences – Values – attitude –
beliefs.
Reference:
1. Koontz & Weirich: MANAGEMENT, McGraw-Hill.
2. Richard M. Hodgets: MANAGEMENT, Academic Press
3. Hampton: MANAGEMENT, McGraw-Hill.
4. Stoner & Wankel: MANAGEMENT, Prentice-Hall.
5. Peter F. Drucker: PRACTICE OF MANAGEMENT, Pan Books
6. Fred Luthans:Organisational Behaviour – McGraw Hill,
7. John I Pierce: Management and Organisational Behaviour ,Cengage
8. Stephen P Robbins : Organisational Behaviour, Pearson.
9. L.M.Prasad, Principles of Management.
10. Robin and Peter Rhodes, Organisational behavior, Oxford.
Mode of Evaluation: Assignments, Seminars, Written Examinations
***
33
(AUTONOMOUS)
Managerial Economics
I MBA I Semester
Code
17CE00102
4 - - 4 40 60 100
Course Description:
The objective of this course is to understand the pertinence of economics in business
concepts. This will enable the students to study the various concepts related to functional areas of
Demand of the products and services, Production, Market structures, Pricing and Costing from a
broader perspective.
Course Objective:
 To understand the basic fundamentals of Managerial Economics
 To learn Demand concepts
 To know production and cost concepts
 To understand Market structures
 To learn National Income concepts
Unit - I Introduction to Managerial Economics Classes: 10

Introduction to Managerial Economics : Importance, Nature and scope of Managerial
Economics -Role and responsibilities of Managerial Economist - revealed preference hypothesis
theory - Theory of firms - Managerial theories - Basic economics concepts - opportunity cost -
Scarcity - Marginalism- Equi - marginalism - discounting principle – Incremental concept – Risk
and Uncertainty.
Unit - II Demand Analysis Classes: 10
Introduction to Demand, demand schedule, demand determinants - Elasticity of demand -
types of elasticity - Demand forecasting - Types of techniques - Law of supply - supply
elasticity.-Introduction to Production - Production function - Cobb-Douglas Production function -
Law of variable proportions - Marginal Rate of Technical Substitution - Iso - quants - types of
Iso-quants - Returns to scale and returns to variable – Iso-costs - Economies of scale.
Unit - III Introduction to Cost Classes: 10
Introduction to Cost - cost function - types of costs – short run cost functions - relationship
between total cost and total revenue - Long run cost function (envelope curve) - concept of Break
34
even-Analysis - Introduction to Pricing - objectives of pricing - Multiple product pricing - Pricing
of new products - skimming and penetration - Pricing methods.
Unit - IV Market structures Classes: 10
Market structures - Monopoly - Duopoly - Oligopoly (Paul sweezy kinked demand curve) -
Perfect competition - Monopolistic competition - Price discrimination - Introduction to game
theory.
Unit - V National Income Classes: 10
National Income - Concepts-Gross Domestic Product, Gross National Product, Net National
Product-Measurement of National Income - Business Cycles and Contra cyclical policies. Factors
influencing International trade. Balance of payments - disequilibrium, methods to correct dis-
equilibrium.
Reference :
1. Samuel Paul, Mote and Gupta: Managerial Economics
2. Paul Samuelson Economics.
3. Craig Petersen & Cris Lewis: Managerial Economics
4. P.L.Mehta., Managerial Economics, Sultan chand
5. Paul G Keat, Phili KY Young., Managerial economics, Pearson,
6. H.Craig Peterson, W.Cris Lewis, Managerial economics, Pearson.
7. Dominic Salvatore, Oxford.
8. Koutsoyiannis, Modern Micro Economics
***
35
(AUTONOMOUS)
Accounting for Managers
I MBA I Semester :
Code
L T P C Internal External Total
17CE00103
4 - - 4 40 60 100
Course Description:
This course is designed to introduce and analyze the need, users, concepts and conventions
of Accounting. The course starts with preparation of books of Accounts. The course then
discusses preparation of Financial statements, their analysis and accounting standards and
emerging issues in Accounting.
Course Objectives:
 Explain fundamental accounting concepts, the elements of financial statements, and basic
accounting vocabulary
 Explain and use the accounting equation in basic financial analysis and explain how the
equation is related to the financial statements.
 Prepare basic entries for business transactions and present the data in an accurate and
meaningful manner
 Prepare basic financial statements and explain the articulation between the basic
statements.
 To analyze a company’s financial statements and come to a reasoned conclusion about the
financial situation of the company.
Unit – I Introduction to accounting Classes: 14
Introduction to Accounting: Need and Types of Accounting, Users of Accounting, concepts and
conventions of Accounting, Accounting Equation (problems on accounting equation), Generally
Accepted Accounting Principles (GAAP). Preparation of books of Accounts: Journals,
Subsidiary books, three column cash book, ledgers and trial balance. Depreciation- Straight line
and Written down Value Methods.
Unit – II Preparation of financial statements Classes: 13

Preparation of Financial Statements: Final Accounts: Meaning, Features, Uses and
Preparation of Trading Account, Statement of Profit and Loss and Balance Sheet – Adjusting and
Closing Entries. (Basic problems on Final accounts of companies) Rectification of Errors:
Types of Errors – Rectification of Errors before and after Preparations of Trial balance.
36
Unit - III Analysis of financial statements Classes: 14
Analysis of Financial Statements I: Ratio Analysis- solvency ratios, profitability ratios, activity
ratios, liquidity ratios, market capitalization ratios; Common Size Statement; Comparative
Balance Sheet and Trend Analysis. Bank Reconciliation Statement – Need – Reasons for
Difference between Cash Book and Pass Book Balances – Problems on Favourable and Overdraft
Balances.
Unit – IV Analysis of financial statements Classes: 14

Analysis of Financial Statements II: Funds Flow Statement: Meaning, Concept of Gross and
Net Working Capital, Preparation of Schedule of Changes in Working Capital, Preparation of
Funds Flow Statement and its analysis; Cash Flow Statement: Various cash and non-cash
transactions, flow of cash, difference between cash flow and fund flow, preparation of Cash Flow
Statement and its analysis.
Unit – V Accounting standards and IFRS and emerging issues in Classes: 10

accounting
Accounting Standards and IFRS: Need for accounting standards - IFRS and proposed changes
in Indian Accounting Standards. Emerging issues in Accounting: Corporate Governance and
clause 49 of the listing agreement, Human Resource Accounting, Forensic Accounting, Window
Dressing- Sustainability Reporting. Fundamentals of Taxation: Overview of Heads of Income,
deductions u/s 80C, Income Tax Rates and Returns – For Individuals only (Only Theory)
Reference :
1. Financial Accounting: A Managerial Perspective, Narayanaswamy R, 5/e , PHI, 2014

2.A Text book of Accounting For Management, Maheswari S. N,Maheswari Sharad K.
Maheswari , 2/e, Vikas Publishing house (P) Ltd.
3.Financial Accounting, Tulsian P. C, 1/e, Pearson Education.
4.Accounting for managers, Madegowda J, Himalaya Publishing House.
5.Advanced Accountancy, Gupta R. L & Radhaswamy M, Sultan Chand Publications.
6.Financial Accounting, Jain S. P and Narang K L, Kalyani Publishers.
7.Business Taxation, Akhileshwar Pathak and Savan Godiawala, 2/e, McGraw Hill
8.Financial Accounting for Management: An Analytical Perspective, Ambrish Gupta, 4/e,
9.Introduction to Financial Statement Analysis, Ashish K Bhattacharya, Elsevier India.
10.Financial Accounting – Raman B. S,Vol I & Vol II, 1 /e, United Publishers, 2009.
11.Financial Accounting (IFRS update), Gary A. Porter & Curtis L. Norton, 6/e, Cengage
12.Accounting For Management, Arora M. N, Himalaya Publishing House.
13.Essentials of Financial Accounting (Based on IFRS), Bhattacharya, 3/e, Prentice Hall
14.IFRS: A Practical approach, Jasmine Kaur, McGraw Hill.
Mode of Evaluation: Assignments, Seminars , Written Examinations

***
37
(AUTONOMOUS)
Tirupati – 517506,Chittoor Dt. Andhra Pradesh.
Business Statistics
I MBA I Semester :
Code
17CE00104
4 - - 4 40 60 100
Course Description:
This course is intended for students with no prior training in quantitative methods. It
introduces fundamental concepts and methods of statistics and mathematics, and specifically
develops students’ knowledge and skills in probability distributions and collecting, describing,
summarizing, and presenting statistical data. These quantitative techniques serve to form a solid
foundation in generic skills required for taking advanced courses in various disciplines.
Course Objectives:
 This course will enable the students to combine practice and theoretical knowledge of
Statitiscs.
 The students of this course will be active learners and develop awareness on correlation
and regression.
 The course will provide to understand the Probability.
 The students would learn testing of Hypothesis.
 To Understand non-parametric methods.

Unit – I Introduction of Statistics Classes: 13
Measures of Central Tendency- Arithmetic – Weighted mean – Median, Mode –
Geometric mean and Harmonic mean – Measures of Dispersion, range, quartile deviation, mean
deviation, standard deviation, coefficient of variation – Application of measures of central
tendency and dispersion for business decision making.
Unit - II Correlation & Regression Classes: 14
Meaning of Correlation, Types of Correlation, Scatter Diagram, Karl Pearson’s Coefficient of
Correlation, Coefficient of Determination, Probable Error of Correlation Coefficient and
Spearman’s Rank Correlation Coefficient. Regression-Lines of Regression, Regression
Coefficients and its properties.
Unit – III Probability Classes: 14
Meaning and definition of probability – Significance of probability in business application –
Theories of probability –Addition and multiplication – Conditional laws of probability –
Binominal – Poisson – Uniform – Normal and exponential distribution..
38
Unit – IV Testing of Hypothesis Classes: 10
Hypothesis testing: one sample and two sample tests for means and proportions of large samples
(z-test), one sample and two sample tests for means of small samples (t-test), F-test for two
sample standard deviations. ANOVA one and two way – Design of experiments.
Unit – V Non-Parametric Methods Classes: 10
Chi-square test for single sample standard deviation. Chisquare tests for independence of
attributes and goodness of fit - Sign test for paired data.
Reference :
1. S. C. Gupta and V. K. Kapoor, Sultan Chand & Sons New Delhi, Fundamentals of
Mathematical Statistics.
2. Business Statistics, S. P. Gupta and M. P. Gupta, Sultan Chand &Co.
3. Business Statistics, J. K. Sharma, Pearson’s Education.
4. Fundamental of Applied Statistics, S. C. Gupta & V. K. Kapoor, Sultan Chand & Co.
5. Statistics for Management, Richards I. Levin & Rubin, Pearson Education.
6. Quantitative Methods in Business, Anderson, Thomas Learning.
7. Kashyap Trivedi & Chirag Trivedi- Business Mathematics..
8. Practical Statistics, Shiv Kumar, Sultan Chand & Co.
Mode of Evaluation: Assignments , Seminars, Written Examinations
***
39
(AUTONOMOUS)
Business Communication
I MBA I Semester :
Code
17CE00105
4 - - 4 40 60 100
Course Description:
The course is designed to understand the communication concepts and to develop the
students’ competence in communication at an advanced level. Assuming that the students are
fairly proficient in the basic communication skills of listening, speaking, reading and writing in
English the course aims to train them in communicating efficiently in the workplace and
professional contexts.
Course Objectives:
 To learn concept of Communication
 To understand verbal and Oral Communication
 To know interpersonal and Barriers of Communication
Unit – I Concept of Communication Classes: 14

Significance, Scope and functions of Business Communication – Process and dimensions of
communication – Essentials of good communication – Channels of communication – Formal,
informal communication – Upward, Downward, Horizontal communication – Grapevine
Phenomenon.
Unit – II Types of communication: Verbal – Oral Communication Classes: 13
Verbal – Oral Communication: Advantages and limitations of oral communication, written
communication – Characteristics, significance, advantages & Limitations of written
communication, Non verbal Communication: Sign language – Body language – Kinesics –
Proxemics – Time language and Haptics: Touch language.
Unit - III Interpersonal communication Classes: 14
Communication models: Johari window – Transactional analysis, Communication styles,
Managing Motivation to Influence Interpersonal communication – Role of emotion in inter
personal communication.
Unit – IV Barriers to communication Classes: 14
Types of barriers – Technological – Socio-Psychological barriers – Overcoming barriers, Types
of listening – Tips for effective listening.
40
Unit – V Report writing Classes: 10
Formal reports – The elements of clear writing – Writing effective letters – different layouts of
business letters – Informal reports – Writing good news and bad news – Meetings and oral
presentations, Interview techniques – Communication etiquettes.
Reference:
1. Business communication, Shalini Varma, VIkas
2. Business Communication, Meenakshi Raman, Oxford University Press.
3. Business Communication, Raymond V.Lesikar, Neeraja Pandit et al.,TMH
4. English for Business Communication, Dr.T.M Farhatulla, Prism books Pvt. Ltd.
5. Business Communications, Hudson, Jaico Publications
6. Business communication for managers, Penrose, Raspbery, Myers, Cengage
7. The Skills of Communication, Bills Scot, Gower publishing company Limited,London.
Mode of Evaluation: Assignments , Seminars , Written Examinations
***
41
(AUTONOMOUS)
Business Research Methods - I
I MBA I Semester :
Code
17CE00106
3 - - 4 40 60 100
Course Description:
To familiarize the students to the principles of scientific methodology in business enquiry;
to develop analytical skills of business research; to develop the skills for scientific
communications.
Course Objectives:
Students would become acquainted with the scientific methodology in business domain.
They would also become analytically skillful. They would become familiar with the nuances of
scientific communications.
Unit - I Introduction to Business Research Classes: 10

Definition and Significance – types of business research. Scientific investigation: The
building blocks of science in research – Deduction and induction. The language of research:
concepts, constructs, definitions, variables, propositions and hypothesis, theory and models.
Unit - II Technology and Business Research Classes: 15
Information needs of business – Technologies used in Business Research: The Internet, E-
mail, Browsers and Websites. Role of Business Research in Managerial Decisions. Ethics in
Business Research: Ethical Treatment of participants – Informed consent, Rights to privacy,
Confidentiality.
Unit - III The Research Process Classes: 15

Problem Identification: Broad problem Area- Preliminary Data Gathering. Literature
Survey – Online Data Bases Useful for Business Research – Problem Definition – Theoretical
Framework – Components of Theoretical Framework – Hypothesis Development.
Unit - IV The Research Design & measurements Classes: 15

Types of Research Designs: Exploratory, Descriptive, Experimental Designs and Case
Study -Measurement of Variables- Operational Definitions and Scales-Nominal and Ordinal
Scales- Rating Scales- Ranking Scales- Reliability and Validity.
42
Unit - V Data Collection Classes: 10
Types of data – Primary Vs Secondary data – Methods of primary data collection – Survey
Vs Observation – Experiments – Construction of questionnaire and instrument – Validation of
questionnaire – Sampling plan – Sample size – determinants optimal sample size – sampling
techniques – Probability Vs Non–probability sampling methods.
Reference:
1.Donald R. Cooper, Pamela S. Schindler and J K Sharma, Business Research methods, TMH
2.Alan Bryman and Emma Bell, Business Research methods, 3rdEdition, Oxford Press,
3.Uma Sekaran and Roger Bougie, Research methods for Business, 5thEdition, Wiley India,
4.Research methods, A South Asian Perspective, 8th Edition, Cengage Learning, 2012.
5.Levin, R.I. and D.S. Rubin, Statistics for Management, Prentice-Hall of India.
6.Aczel, Amir D., and Sounderpandian, J., Complete Business Statistics, Tata McGraw Hill
7.Anderson, Sweeny and Williams, Statistics for Business and Economics, Cengage
8.Vohra, N. D., Business Statistics, Tata McGraw Hill Publishing Company, New Delhi
9.Levine, D. M., et al., Statistics for Managers, Prentice-Hall of India
10.Research Methodology- C R Kothari, Vishwa Prakashan,2002
11.Business Research Methods. Donald R. Cooper & Pamela s Schindler, TMH/9e/2007
12.Business Research Methods-SL Guptah and HeteshGuptha, McGraw hill - 2012
13.Marketing Research- Naresh K Malhotrs- Pearson Education /PHI/5e/2007
14.Business Research Methodology – J K Sachdeva – HPH-2e-2011
15.Research Methods- William M C Trochi,- Biztantra, 2/e, 2007
16.Methodology of Research in social Sciences- O R Krishnaswami, M Ranganatham, HPH,
17.Research Methodology – concepts and cases – Deepak Chawla and NeenaSondhi -Vikas
18.Research Methodology –C Murthy- Vrinda Publication – 2011.
Mode of Evaluation: Assignments, Seminars, Written Examinations.
***
43
(AUTONOMOUS)
Information Technology for Managers
I MBA I Semester :
Code
17CE00107
4 - - 4 40 60 100
Contact Tutorial Practical classes: 20 Total classes:65
Course Description:
This course is to understand the providing conceptual understanding of Information
Technology concepts. This will enable the students to study the various concepts related to
applications of technology and enabling them to apply the concepts in the management
organization.
Course Objectives:
 To understand basic concepts of computers
 To learn different concepts of softwares
 To understand MS –Office
 To learn MS - Excel
Unit - I Introduction to computers Classes: 10
Computer systems, Five generations of computers – classification of digital computers –
hardware – Central processing unit – memory organization – storage devices – Information
technology role in different organizations.
Unit - II Software Classes: 10
Types System software – Operating system, windows, application software - Introduction
to world wide web – Internet operations, Emerging communication technologies.
Unit - III Introduction to MS office Classes: 10

MS Word – Basic editing, formatting, paragraph formatting, borders & sharing, tables,
lists, page formatting, inserting pictures, clip arts, mail merge.
Unit- IV MS Excel Classes: 10

MS Excel - work sheet, work book, templates, entering data, formatting, headers &
footers, data analysis, charts, filters, sort, macros.
Unit - V MS Power point Classes: 10

MS Power point - Developing basic presentation (PPT) slide design, themes and styles,
charts, graphs and tables, media clips & animation. Networks: LAN – MAN – WAN – Internet :
intranets and extranets, the evolution of the internet.
44
Reference:
1. Rajaraman, Introduction to Information technology, PHI.
2. Microsoft office reference guide – Tom Bunzel.
3. Foundations of IT – Dhraj Sharma.
4. Ms. J.J.L.R. Bharathi Devi, Information technology, Maruti book depot, Guntur.
Mode of Evaluation: Assignments, Lab, Written Examinations.
***
45
(AUTONOMOUS)
Business Comunication Lab - I

II MBA III Semester :
Code
14CE00108
3 - - 4 40 60 100
Course Description: Aim is to enable students understand how to write business letters and
improve written communication.
Course Objectives:
 English language skills for effective written business communication (‘s).
 Will be able to understand how to write project report.
Unit – I Business Writing Classes: 9
Introduction, Importance of Written Business Communication, Direct and Indirect Approached to
Business Messages, Five Main Stages of Writing
Unit – II Business Correspondence Classes: 9
Introduction, Business Letter Writing, Effective Business Correspondence, Common Components
of Business Letters, Strategies for Writing the Body of a Letter, Kinds of Business Letters,
Writing Effective Memos. Practice Exercises.
Unit – III Instructions Classes: 9
Instructions: Introduction, Written Instructions, General Warning, Caution and Danger, Format in
Instructions, Oral Instructions, Audience Analysis, Product Instructions. Practice Exercises.
Unit – IV Business Reports and Proposals Classes: 9
Business Reports and Proposals: Introduction, What is a Report, Steps in Writing a Routine
Business Report, Parts of a Report, Corporate Reports, Business Proposals.
Unit – V Careers and Resumes Classes: 9
Careers and Resumes : Introduction, Career Building, Understanding yourself, setting a career
goal, job search / looking at various options, preparing your resume, resume formats, traditional,
electronic and video resumes,online recruitment process. Write your resume to market yourself.
Reference:
1. Lesikar: Basic Business Communication, TMH.
2. Stephen Bailey, Academic Writing for International Students of Business, Routledge.
3. David Irwin: Effective Business Communications, Viva-Thorogood.
4. Rajendra Pal, J S KorlahaHi: Essentials of BusinessCommunication:Sultanchand
5. Sailesh Sengupta, Business and Managerial Communications, PHI.
Mode of evaluation: Assignments, Lab, Mid Examinations.

***
46
(AUTONOMOUS)
Information Technology Lab
I MBA I Semester :
Code
17CE00109
- - 4 2 40 60 100
Contact Tutorial Practical classes: Nil Total classes: 31
classes: 31 Classes: 0
Course Description: This course is to provide basic understanding of applications of information

technology and hands on experience to students in using computers for data organization and
addressing business needs.
Course Objectives:
To understand the evolution of computers
To practical knowledge of MS Word
To learn knowledge of MS Excel and powerpoint
UNIT – I Study of Evolution of Computers Classes: 5

Generations – Assembling & Dissembling of Computer Components, Computer Networks –
Applications of computers in Management –Internet, E-Commerce, E-Business.
UNIT – II Ms-Word Classes: 8
Creation of Document- Format Document-Text editing and saving-Organizing information with
tables and outlines-Inserting tables – clip art – borders/shadings -Mail merge, Macros.
UNIT - III Ms Excel Classes: 6
Creating and editing worksheets-Cell formatting-Creating and using formulas and functions-Use
of Macros –Sorting and querying data-Working with graphs and charts. Data Analysis with
Statistical Tools - Mean, Median, Average, Skewness, Correlation, Regression, Chi-Test -Use of
Financial Tools-Use of other functions in Excel for data analysis.
UNIT – IV Ms Power Point Classes: 6
MS Power Point-Creation of slides-Use of templates and slide designs for creating power point
slides- use of drawings and graphics. Developing a Professional presentation on Business Plans,
Institutions, Products, People etc,
UNIT – V MS ACCESS Classes: 6
Create Databases, Tables, and Relationships- Create forms to enter data-filter data-use of queries
in data manipulation-Generating reports.
47
Reference:
1. Peter Norton, Introduction to Computers and Communications, -Sixth Edition-TMH,2009
2. V.Rajaraman, Introduction to Information Technology, Prentice Hall India, 2008
3. Cox et al, 2007 Microsoft Office System Step-by- Step, First Edition, PHI, 2007.
4. Winston, Microsoft Office Excel 2007 Data Analysis and Business Modeling,PHI
6. Lambet, Lambert III & Prepernau, Microsoft Office Access 2007 Step-by-Step, PHI
7. David Whigam, Business Data Analysis Using Excel, First Edition, Oxford University
Mode of Evaluation: Assignments , Lab , Written Examinations
***
48
Semester - II
49
(AUTONOMOUS)
Human Resource Management

I MBA II Semester
Code
17CE00201
4 - - 4 40 60 100
Course Descriptive: The course is designed to provide basic knowledge of functional area of
Human Resource Management. This will be the prerequisite for enabling students to take any
HRM stream electives offered in third and fourth semesters.
Course Objective:
 To understand the basic concept of HRM
 To learn designing and developing of HR Systems
 To know compensation management
 To learn Human Resource Development
 To understand Industrial relations
Unit - I Introduction to Human Resource Management Classes: 15
Introduction:- Evolution and growth-Personal Management-HRM- concepts& Significance of
HRM, functions of HRM Principles and objectives, policies and practices, Strategies of HRM.
Unit - II Designing and Developing HR systems Classes: 10
Human Resource Planning, Job Analysis, Job Evaluation, Job Design, Job Enlargement, Job
Rotation, Job Enrichment, Recruitment, Selection, Placement, Induction, Transfer and Promotion,
Separation.
Unit - III Compensation Management Classes: 15
Introduction, objectives, influencing factors, different forms of employee compensation for
executives and non-executives.
Unit - IV Human Resource Development Classes: 10
Human Resource Development:- Concepts, Different Techniques, Development function,
Training and Development, Performance Appraisal &career Development.
Unit - V Industrial Relations Classes: 10
Industrial Relations:- Outsourcing, Introduction and Essentials of work life, Productivity
concepts in context to HRM, Total Quality Management, Kaizen, Quality circle.
Reference:
1.Human Resource Management, Aswathappa, 4th Edition, TMH 2006
2.Human Resource Management, Noe A.Raymond, John Hollenbeck, Barry Gerhart and
Patrick Wright, Tata McGraw Hill.
50
4.Human Resource Mangement, Ian Beardwell & Len Holden-Macmillan India Ltd.
5.Personnal and Human Resource Management – Text and cases, Subbarao, Himalaya.
6.Managinig Human Resources: Productivity, quality of work life, profits- Wayne F.
Cascio TMH.
7.Strategies HRM by Rajeev Lochan Dhar, Excel Books.

***
51
(AUTONOMOUS)
Financial Management
I MBA II Semester :
Code
17CE00202
4 - - 4 40 60 100
Course Description:
This course is designed to introduce and analyze the objectives of financial management
and goals of a finance manager. The course starts with an analysis of various sources of finance,
computation of cost of capital and understanding Time value of money. The course then discusses
about various financing, investment and dividend decisions.
Course Objectives:
 To explain the basic functions and responsibilities of a financial department in a
business/ firm;
 To elaborate the key decision areas in financial management-investment, financing,
dividend and working capital management
 To explain the various techniques of evaluation of investment proposals
 To discuss the various factors to be considered in designing the target capital
structure.
Unit – I Introduction to Financial Management Classes: 15
Introduction to financial management: scope, objectives, functions, role of financial
manager, interface of financial management with other functional areas, the financial
environment: markets and institutions. Profit vs wealth maximization. Fundamental concepts in
financial management: risk and return trade off, risk in a portfolio context, measuring portfolio
risk, capital asset pricing model, time value of money.
Unit – II Investment Decisions Classes: 15
Nature and importance of capital budgetary process, Basic principles in estimating costs
and benefits of investments, Appraisal criteria – Pay- back period, Average rate of return, Net
present value, Benefit cost ratio, Internal rate of return.
52
Unit – III Financing Decisions Classes: 18
The Financing Decision: Sources of Finance – A brief survey of financial instruments.
The Capital Structure Decision in practice: EBIT-EPS analysis. Cost of Capital: The concept,
Measurement of cost of capital – Component Costs and Weighted Average Cost. The Dividend
Decision: Major forms of Dividends
Unit – IV Introduction to Working Capital Classes: 13
Introduction to Working Capital: Concepts and Characteristics of Working Capital,
Factors determining the Working Capital, Working Capital cycle- Management of Current Assets
– Cash, Receivables and Inventory, Financing Current Assets
Unit – V Corporate Restructures Classes: 8

Corporate Restructures: Corporate Mergers and Acquisitions and Take-overs-Types of
Mergers, Motives for mergers, Principles of Corporate Governance.
Reference:
1. Financial Management - Prasanna Chandra, 8/e, TMH, 2011.
2. Financial Management, Shashi K Gupta and R K Sharma, 8th Revised Edition, Kalyani
Publishers, -2014
3. Financial Management, Khan M. Y.& Jain P. K, 6/e, TMH, 2011.
4. Financial Management, Rajiv Srivastava and Anil Misra, Second edition, Oxford
University Press,2011
5. Financial Management , I M Pandey, 10th Edition, Vikas Publishing House -2014
6. Financial Management & Policy- Vanhorne, James C., 12/e, Pearson, 2002
7. Financial Management, V K Bhalla ,1st Edition- S.Chand 2014,
8. Fundamentals of Financial Management, Brigham & Houston, 10/e, Cengage
Learning.
9. Corporate Finance, Damodaran , 2/e, Wiley India (P) Ltd., 2004
10. Financial Management, Paresh P., Shah 2/e, Biztantra.

***
53
(AUTONOMOUS)
Marketing Management
I MBA II Semester :
Code
17CE00203
4 - - 4 40 60 100
Course Description:
The course aims at making students understand concepts, philosophies, processes and
techniques of managing the marketing operations of a firm.
Course Objectives:
 To understand the concepts of Marketing
 To learn Product and Pricing decisions
 To know Promotion and Distribution decisions
 To understand the Consumer markets
Unit - I Introduction to Marketing: Classes: 15

Meaning and Scope of Marketing; Marketing Philosophies; Marketing Management
Process-An Overview; Concept of Marketing Mix; Understanding Marketing Environment;
Consumer and Organization Buyer Behavior; Demand Forecasting; Market Segmentation,
Targeting and Positioning.
Unit - II Product and Pricing Decisions: Classes: 14
Product Concept; Types of Products; Product Levels; Major Product Decisions; Brand
Management; Product Life Cycle, New Product Development Process; Pricing Decisions:
Determinants of Price; Pricing Process, Policies and Strategies.
Unit - III Promotion and Distribution Decisions: Classes: 14
Communication Process; Promotion Tools-Advertising, Personal Selling, Publicity and
Sales Promotion; Emerging Channels of Distribution, Distribution Channel Decisions-Types and
Functions of Intermediaries; Channel Design; Selection and Management of Intermediaries.
Unit - IV Consumer Markets Classes: 10
Model of Consumer Behavior, Seven Os Structure, Factors Affecting Consumer Behavior.
Stages in the Adoption Process, Industrial Markets - Characteristics, Industrial Buyer Behavior,
Services Markets-Characteristics, and Strategies.
54
Unit - V Emerging Trends and Issues in Marketing: Classes: 12
Consumerism, Rural Marketing, Social Marketing; Direct Marketing; Online Marketing,
Green Marketing.
Reference:
1. Kotler,P., Keller, K.L. Koshy, A. and Jha, M., (2009). Marketing Management: A
South Asian Perspective, 13th Edition, Pearson Education, New Delhi.
2. Etzel, M., Walker, B., Stanton, W. and Pandit, A (2009) Marketing Management, Tata
McGrawHill, New Delhi
3. Ramaswamy, V.S and Namakumari, S. (2009) Marketing Management: Global
Perspective Indian Context, 4th Edition, Macmillan Publishers India Ltd., New Delhi
4. Saxena, Rajan (2009), Marketing Management, Fourth Edition, Tata McGraw Hill
Education Pvt. Ltd. New Delhi.
5. Louis E. Boone and David L. Kurtz (2007). Principles of Marketing, 12 th Edition,
Cengage Learning.
6. Pride, William, M., and O.C. Ferrell (2010). Marketing Planning, Implementation and
Control, Cengage Learning, New Delhi.
55
(AUTONOMOUS)
Operations Research
I MBA II Semester :
Code
17CE00204
4 - - 4 40 60 100
Course Description:
The course introduces main concepts and models of classic and modern operations
research. These models are widely illustrated by examples.
Course Objectives:
 To introduce the use of linear programming for decision making
 To introduce transportation algorithm for making allocation related decisions
 To explain methods for solving sequencing and making decision under uncertainty
 To explain various types of simulation methods for business decisions
 To explain project management methods for managing projects
Unit – I Introduction to Operations Research Classes: 15
Meaning, Nature, and Scope - Typical applications of Operations Research.The Linear
Programming Problem – Introduction, Formulation of Linear Programming problem, Limitations
of L.P, Graphical solution to L.P.P, Simplex Method.
Unit – II Transportation and Assignment Problems Classes: 20
Transportation problem-mathematical model, IBFS by north-west corner rule, least cost
entry method and Vogel’s Approximation method, Unbalanced Transportation Problem,
Transportation problem with maximization, Optimal solution by MODI’s method, Assignment
problem, mathematical model, Hungarian’s algorithm for solving Assignment problem,
Travelling salesman problem.
Unit - III Job Sequencing Classes: 10

Introduction to Job Sequencing problems, processing n jobs through two machines, processing n
jobs through three machines, processing n jobs through m machines processing two jobs through
m machines problem.
56
Unit – IV Game Theory Classes: 10
Introduction to theory of games, Two-person zero-sum games, pure strategies-games with
saddle point, mixed strategies- games without saddle point rules of dominance, solution method
games without saddle point by algebraic method, arithmetic method and matrix method.
Significance of Game theory in Managerial Application.
Unit – V Project Management Classes: 10

Net work analysis- Rules for drawing the Net work diagram, Applications of CPM and
PERT techniques in Project Planning and Control.
Reference Books:
1. Kanti Swaroop, Gupta P.K. Man Mohan, “Operations Research”, Sultan Chand and Sons.
2. S.D. Sharma – Kedarnath / Operations Research.
3. J K Sharma, Operations Research: Theory and Practice, Macmillan Publishers India Ltd,
5th Edition, 2013
4. FS Hillier and GJ Lieberman, Introduction to Operations Research, TMH, 8/E, 2006.
5. JC Pant, Introduction to Optimization: Operations Research, Jain Brothers, New, 6/E,
2004.
6. A Ravindran, DT Philips and JJ Solberg, Operations Research: Principles and Practice,
John Wiley & Sons, Singapore, Second Edition.
57
(AUTONOMOUS)
Business Environment
I MBA II Semester :
Code
17CE00205
4 - - 4 40 60 100
Course Description:
This course is designed to understand the factors of business environment in the current scenario.
Students will get broad level view about the dynamic business environment both national and
International.
Course Objective:
 To provide students with the knowledge of business environment and industrial policies
 To provide students with a conceptual and practical framework of the globalization &
balance of payments
 To provide students with working knowledge about fiscal policy
 To provide students with a conceptual and analytical framework of the monetary policy
 To provide students with the knowledge of money and capital market & its legal
frameworks
Unit - I Introduction to Business Environment Classes: 10
Introduction to Business Environment: Definition, scope and nature of Business,
Characteristics of today’s Business, Objectives of Business, Environment of Business, Internal &
External Environment. A brief review of industrial policies since independence, Industrial policy
of 1991 and recent developments, Policy on foreign direct investment in Indian industry. EXIM
policy.
Unit - II Introduction to Globalization – Factors of Foreign Trade Classes: 10
Globalization trends and challenges; balance of payments trends; environment for foreign
trade and investment; exchange rate movements and their impact; India’s competitiveness in the
world economy; external influences on India’s business environment. Trade blocks. Structure,
Major components, Causes for dis-equilibrium in Balance of Payments, correction measures,
Impact of New Economic Policy on Balance of Payments, Recent trends.
58
Unit - III Introduction to Fiscal Policy Classes: 10
Public revenues, public expenditure, public debt, development activities financed by
public expenditure - An evaluation of recent fiscal policy of Government of India – Highlights of
Budget.
Unit - IV Monetary Policy Classes: 10
Demand for and supply of money, Objectives of monetary and credit policy, Recent
trends- Role of Finance Commission.
Unit - V Money And Capital Market & Legal Framework Classes: 10

Features and components of Indian Financial system, objectives, features and structure of
Money market and capital market, recent developments- Stock Exchanges, Investor Protection
and Role of SEBI. Special features of The SICA (Special Provisions) 1985, BIFR, Consumer
Protection Act, 1986,
References:
1. Essentials of Business Environment, K.Aswathappa, Himalaya, 2008.
2. Indian Economy, Misra and Puri, Himalaya, 2009.
3. Recent Economic Survey Report of Government of India.
4. Agarwal P. N. (2001) A Comprehensive History of Business in India, Tata MacGraw-Hill
5. Cherunilam, Francis (2007) Essential of Business Environment, Himalaya Publishing
6.Indian Economy, Dutt and Sundaram, S. Chand, New Delhi, 2009.
***
59
(AUTONOMOUS)
Operations Management
I MBA II Semester :
Code
17CE00206
4 - - 4 40 60 100
Course Description:
This course is an introduction to the concepts, principles, problems, and practices of
operations management. Emphasis is on managerial processes for effective operations in both
goods-producing and service-rendering organization. Topics include operations strategy, process
design, capacity planning, facilities location and design, forecasting, production scheduling,
inventory control, quality assurance, and project management. The topics are integrated using a
systems model of the operations of an organization.
Course Objectives:
1. To develop an understanding of and an appreciation for the production and operations
management function in any organization.
2. To understand the importance of productivity and competitiveness to both organizations
and nations.
3. To enable students to understand the production Planning and Controlling aspects of a
typical production and operations organization. To understand the relationship of the
various planning practices of capacity planning, aggregate planning, project planning and
scheduling.
4. To understand the roles of inventories and basics of managing inventories in various
demand settings.
5. To study understand the concepts of work study and Quality management.
Unit – I Introduction to Production and Operations Management Classes: 10
Introduction to production and operations management: Overview of Production and

Operations Management (POM) Function, Historical Development of POM, POM scenario today.
Product and Process Design - Product and Process Development, Manufacturing Process
60
Technology, CAD/CAM analysis; Productivity: Basic Concepts, Productivity Cycle,
Productivity Engineering and Management, Total Productivity Model.
Unit - II Facilities Management &Aggregate Planning Classes: 12
Facilities Management &Aggregate Planning: Location of Facilities, Layout of Facilities,
Optimization of Product/Process Layout, Flexible Manufacturing and Group Technology :
Aggregate planning - Preparation of aggregate demand Forecast, Specification of
Organizational Policies For Smoothing Capacity Utilization, Determination of
feasible Production Alternatives ;Economies of scale, cost-benefit analysis.
Unit - III Scheduling Classes: 15
Scheduling : Scheduling-techniques, Scheduling In Job, Shop Type Production, Shop-
Loading, Assignment and Sequencing, Scheduling In Mass, Line of Balance, Methods
of Production Control ,World class production
Unit - IV Work Study & Quality Management Classes: 13

Work Study & Quality Management : Method Study, Work measurement, Work
Design, Job Design, Work Sampling. Economics of Quality Assurance Inspection and
Quality Control, Acceptance Sampling, Theory of control charts, control charts for variables
and control charts for attributes -Total Quality Management - ISO 9000 series standards, Six
Sigma.
Unit - V Inventory Management &Materials Management Classes: 14

Inventory Management: importance, Techniques – ABC analysis, EOQ. Materials
Management: Introduction, Objectives, Importance of Materials Management- Issues in Materials
Management – Functions – Activities –Selection of Materials-Advantages of Materials
Management
REFERENCE:
1. Operations Management and control, Biswajit Banerjee-S.Chand.
2. Production and Operations Management, R. Panneerselvam: PHI
3. Modern Production/Operations Management, Elwood S.Buffa and Rakesh
K.Sarin,Wiley .
4. Production and Operation Management, Aswathappa K Himalaya Publishing.
5. Chase, Aquilano, Jacobs: “Operations Management for Competitive Advantage”,
Tata McGraw Hill, New Delhi, 2007
6. James R.Evans and David A. Collier: “Operations Management “, Cengage Learning
India Private Limited, New Delhi,2009.
7. SN Chary: “Production and Operations Management”, Tata McGraw Hill, 2008.
61
8. Mahadevan: “Operations Management”, Pearson Education, New Delhi.
9. Upendra Kachru: “Production and Operations Management-Text and Cases”, Excel
Books, New Delhi.
10. Nair NG: “Production and Operations Management “,Tata McGraw Hill, 2009.
11. William J Stevenson: “Operations Management”, Tata McGraw Hill, 2009.
***
62
(AUTONOMOUS)
Management Information Systems
I MBA II Semester :
Code
17CE00207
4 - - 4 40 60 100
Contact Tutorial Practical classes: nil Total classes:65
Course Description:
The course is designed to understand the providing conceptual understanding of
Information Systems concepts. This will enable the students to study the various concepts related
to applications of technology and enabling them to apply the concepts in the management
organization.
Course Objectives:
 To understand the basic concepts of MIS
 To learn structure of MIS
 To know System Methodology
 To learn concept of Information Technology
 To understand pitfalls in MIS
UNIT - I Introduction to Management Classes: 10
Definition, need and objectives – importance for management decision – use of

information for competitive advantage – information system architecture – MIS as an instrument
for the organizational change.
UNIT - II Structure of MIS Classes: 10
Structure of MIS : formal and informal information systems – MIS office automation –
decision support system – expert system – knowledge work systems, artificial intelligence, group
decision support system (GDSS).
UNIT - III System methodology Classes: 10
System methodology , implementation, evaluation, maintenance and control of MIS:
SDLC approach; prototyping approach; system methodology – objectives – time and logic,
knowledge and human dimensions, verification and validation, testing security – coding
techniques – detection of error, cost benefit analysis – assessing the value and risk of information
systems.
63
UNIT - IV Information technology Classes: 10
Information technology : Definition, IT capability and their organizational impact – tele
communications and networks – types and topologies of networks – IT enabled services such as
call centers, geographical information systems etc. – managing global information systems.
UNIT - V Pitfalls in MIS development Classes: 10
Pitfalls in MIS development : Software engineering qualities – design, production, service,

software specification, software metrics, software quality assurance. An outline of database
management system, Applications of MIS with case studies.
Reference:
1. Management information systems, Jawadekar, Tata Mc Graw hill

2. Analysis and design of information systems, Rajaraman, prentice hall.
3. Management information systems, sadagopan, prentice hall.
4. Management information systems, laudon and laudon, 7th edition, pearson education
5. Management information systems, Dharminder and sangeetha, excel books.
6. Introduction to information systems, rainer, turbon,potter,wiley-India
7. Management information systems, gordon b, daris & margerethe, tata macgraw hill.
***
64
(AUTONOMOUS)
Business Analytics Lab

I MBA II Semester :
Code
17CE00208
4 - - 4 40 60 100
Contact Tutorial Practical classes: nil Total classes:65
Course Description:
The course is designed to understand the providing conceptual understanding of Business
analytics under various functions of management. This will enable the students to study the
various concepts related to applications of analytics and enabling them to apply the concepts in
the management organization.
Course Objectives:
 To understand the basic concepts of business analytics
 To learn financial, marketing experiments
 To learn HRM, systemes experiments
 To understand the concepts of Information Technology
UNIT - I Introduction to Business Analytics – Accounting Classes: 10
experiments
Introduction to Business Analytics – functions – concepts. Creation of company –
Preparation of Ledger - Posting Trial Balance – Profit and Loss Account – Balance sheet sole
traders.
UNIT - II Financial Experiments Classes: 10
Capital budgeting decisions – Calculations of NPV – Calculations of IRR –
Calculations of Profitable Index
UNIT - III Marketing Experiments Classes: 10
Storing and retrieving of data of customers - Storing and retrieving of data of sales - Storing and
retrieving of data of dealers - products and geographical areas (Tables and Graphs)
UNIT - IV HRM Experiments Classes: 10

Creation of Employees data base - Demonstrating the salary administration
UNIT - V Systems Experiments Classes: 10

Understanding the Information Systems – Design of MIS - Overview of Internet and Internet
tools.
Reference:
1. Ms Office-Sanjay Saxena
2. Ms Office Excel-Frye, PHI publications
3. Ms Office Access- Step by step, PHI publications
65
(AUTONOMOUS)
Business Communication Lab-II

I MBA II Semester :
Code
17CE00209
4 - - 4 40 60 100
Course Description:- The course is designed to understand the introduction of Communication

Lab is considered essential at I year II semester level. At this stage the students need to prepare
themselves for their careers which may require them to listen, to read, speak and write in English
both for their professionals and interpersonal communication in the globalised context.
Course Objectives:
 To understand the need of communication skills
 To learn about Phonetics
 To learn listening exercises
 To understand speaking skills
 To understand writing and reading exercises
Unit - I Understanding the need of Communication Skills Classes: 15
Understanding the need of Communication Skills for Managers and the importance of
effective communication through different social/work related situations and role play activities,
Recognizing the barriers through case studies related to organizational communication Role plays
to understand nonverbal communication and activities to
identify effective use of body language, paralanguage and spatial communication
Unit - II Phonetics Classes: 10
Phonetics – Introduction to sounds of speech, vowels and consonants, phonetic
transcription, orthographic transcription, syllabification, word stress, Innovation, Accent,Rhythm,
Oral Skills, Situational Dialogues, Role Plays.
Unit - III Listening exercises Classes: 10
listening with a focus on pronunciation (ear training) : segmental‐ sounds, stress, eak
forms, intonation - listening for meaning (oral comprehension) listening to talks, lectures,
conversations, discussions, jokes, riddles etc.
66
Unit - III Speaking Skills Classes: 10
Speaking about the future plans, expressing opinions, Telephone conversations, PPT
Presentations, Poster Presentations, Public Speaking, Welcome Address (Inviting Dignitaries to
department workshops, symposiums and university functions proposing vote of thanks, Interview
Skills and Mock Interviews.
Unit - V Writing and Reading exercises Classes: 10
Reading and comprehension of the texts supported by suitable exercises Use of
Dictionary, Note making after reading a text, showing the main idea and supporting ideas and the
relationships between them -Practice in writing paragraphs, short essays and summaries. Skills
Training:- Non-Verbal communication, Decision Making, Goal Setting, Etiquettes and grooming,
Stress Management, Time Management, Problem Solving.
Reference Books:
1. Basic Business Communication Skills for empowering the internet generation, Lesikar
Flately, Tata McGraw Hill.
2.Business Communication for Managers, Penrose, Rasberry and Myers, Cengage.
3. A Text Book of English Phonetics for Indian Students by, T. Balasubramanian, McMillan.
***
67
Semester - III
68
(AUTONOMOUS)
Entrepreneurship Development
Code
17CE00301
3 - - 4 40 60 100
Course Description:
This course presents the concepts, characteristics of entrepreneurship in India and various
institutions that are promoting entrepreneurship at national level and state level. Further, it also
represents the importance of women entrepreneurship in the globalization scenario. It also
describes the project management and processes of project management.
Course Objectives :
 To provide theoretical concepts of entrepreneurship.
 To give an overview of various organizations that promotes entrepreneurship in India.
 To learn the concept of women entrepreneurship in India.
 To provide awareness on Role of Government both in centre and state level in
executing various entrepreneurial activities.
Unit - I Introduction to Entrepreneurship Classes: 10

Introduction to Entrepreneurship: Characteristics, qualities and skills of an Entrepreneur,
functions of entrepreneur, entrepreneur scenario in India and abroad, forms of entrepreneurship,
small business enterprises - importance of Indian economy, first mover – advantages and
disadvantages, risk reduction strategies - market scope strategies, imitation strategies and
managing newness.
Unit - II Promotional Strategies Classes: 15
Promotional strategies: Generation of new entry opportunities, SWOT analysis, technological
competitiveness, legal regulatory system, patents and trademarks, intellectual property rights,
project planning and feasibility studies, major steps in product development. Financial aspects,
sources of rating capital, debt-equity, financing by commercial banks, government grants and
69
subsidies, entrepreneurship promotion, schemes of department of industries - DICs, KVIC,
SIDBI, NABARD, NSIC, APSFC, IFCI and IDBI.
Unit - III Corporate Governance Classes: 15
Corporate governance: Corporate governance, capitalism at crossroads historical perspective of
corporate governance, issues of corporate governance, theoretical basis of corporate governance,
corporate governance mechanisms, Indian model of governance good corporate governance,
corporate governance committees, OECD principles, Indian committee and guidelines, the
confederation of Indian industry’s initiative, corporate governance models.
Unit - IV Role of Government Classes: 15
Role of Central Government and State Government in promoting Entrepreneurship with
various incentives, subsidies, grants etc. – with special reference to ‘Export oriented units’ Role
of the following agencies in the Entrepreneurship Development. District Industrial Centre (DIC),
Small Industries Services Institute (SISI), Entrepreneurship Development Institute of India
(EDII), National Institute of Entrepreneurship and Small Business Development (NIESBUD),
National Entrepreneurship Development Board (NEDB).
Unit - V Process of Project Management Classes: 10
Project management: Concept of project and classification of project identification, project
formulation - project design, project planning, and social cost benefit analysis, financial analysis.
PROJECT APPRAISAL: Project report and guidelines for preparing a project report, project
Appraisal, Significance of project appraisal, Profitability appraisal, and project financing.
References:
1. Robert D. Hisrich, Michael P. Peters, Decin A. Shephered(2009), Entrepreneurship, TMH.
2. Vasanth Desai, Dynamics of Entrepreneurship Development – Himalaya Publishing
3. David H. Holt, Entrepreneurship: New Venture Creation – PHI, 2009
4. H. Nandan, Fundamentals of Entrepreneurship, PHI, First/e, New Delhi, 2009.
5. Satish Taneja, S.L.Gupta, Entrepreneurship Development New Venture Creation, Galgotia
6. Bholanath Dutta (2009), Entrepreneurship, Excel Publication, New Delhi, India.
7. Mathew, J. Manimala (2009), Entrepreneurship Theory at the Crossroads, Wiley India,
8. N. Venkat Rao (2011), Entrepreneurship and good governance, Students Helpline Publishing
9. Tabarrok (2009), Entrepreneurial Economics, Oxford University Press, New Delhi.
10. Jain (2009), Hand Book of Entrepreneurs, Oxford University Press, New Delhi.
11.Dr. S.S. Khanka, Entrepreneurial Development, - S. Chand & Co. Ltd., Ram Nagar,
12.Raj Shankar, Entrepreneurship Theory and practice,- Vijay Nicole and Tata McGraw Hill,
13. A. Sahay, M.S.Chhikara, New Vistas of Entrepreneurship: Challenges & Opportunities,
70
14. Siropolis, Entrepreneurship and Small Business Management
15. Gurmeet Naroola, The Entrepreneurial Connection, Gurmeet Naroola; Special edition
16.. Vijay Sathe, Corporate Entrepreneurship, February 2007
***
71
(AUTONOMOUS)
Business Research Methods - 2

Code
17CE00302
4 - - 4 40 60 100
Course Description:
To familarise the students to the principles of scientific methodology in business enquiry;
to develop analytical skills of business research; to develop the skills for scientific
communications.
Course Objectives:
Students would become acquainted with the scientific methodology in business domain.
They would also become analytically skillful. They would become familiar with the nuances of
scientific communications.
UNIT - I Introduction to Data Collection Classes: 10

Sources of Data – Primary Sources of Data – Secondary Sources of Data – Data
Collection Methods – Interviews: Structured Interviews and Unstructured Interviews – Face to
face and Telephone Interviews.
UNIT - II Observational Surveys Classes: 15
Questionnaire Construction: Organizing Questions – Structured and Unstructured
Questionnaires – Guidelines for Construction of Questionnaires.
UNIT - III Data Analysis Classes: 15

An Overview of Descriptive, Associational and Inferential – Statistical Measures.
Analysis of Variance and Chi-square Tests: One-factor ANOVA (Completely Randomized
Model) and two-factor ANOVA without replication (Randomized Block Model). Chi- square test
for Independence and Goodness-of-fit. Correlation and Regression Analysis: Simple linear
correlation and regression analysis. Rank correlation. Multiple linear regression analysis,
involving up to three variables.
72
UNIT - IV SPSS (Statistical Package for the Social Sciences) Classes: 15
Introduction to SPSS – Merits of SPSS, Data Handling in SPSS, Univariate Analysis of
SPSS, Transforming the data in SPSS, Comparing Similar Variables. Comparing Mean and
Distribution, ANOVA. Graphs and Charts: bar chart, pie chart, histogram, scatter plot. Hypothesis
analysis with SPSS, Testing dependence/Independence Pearsons chi-square, Levels of
Significance.
UNIT - V The Research Report Classes: 10

Research Reports – Components – The Title Page – Table of Contents – The Executive
Summary – The Introductory Section – The Body of the Report – The Final part of the Report –
Acknowledgements – References – Appendix – Guidelines for preparing a Good Research report.
Oral Presentation – Deciding on the Content – Visual Aids – The Presenter – The Presentation
and Handling Questions.
REFERENCE:
1. Donald R. Cooper, Pamela S. Schindler and J K Sharma, Business Research methods, 11th
Edition, Tata McGraw Hill, New Delhi, 2012.
2. Alan Bryman and Emma Bell, Business Research methods, 3rdEdition, Oxford University
Press, New Delhi, 2011.
3. Uma Sekaran and Roger Bougie, Research methods for Business, 5thEdition, Wiley India,
New Delhi, 2012.
4. Research methods, A South Asian Perspective, 8th Edition, Cengage Learning, New Delhi,
2012.
5. Levin, R.I. and D.S. Rubin, Statistics for Management, Prentice-Hall of India.
6. Aczel, Amir D., and Sounderpandian, J., Complete Business Statistics, Tata McGraw Hill
Publishing. Department of Commerce, University of Delhi.
7. Anderson, Sweeny and Williams, Statistics for Business and Economics, Cengage
Learning, New Delhi
8. Vohra, N. D., Business Statistics, Tata McGraw Hill Publishing Company, New Delhi
9. Levine, D. M., et al., Statistics for Managers, Prentice-Hall of India
10. Research Methodology- C R Kothari, Vishwa Prakashan,2002
11. Business Research Methods. Donald R. Cooper & Pamela s Schindler, TMH/9e/2007
12. Carver, R.H., & Nash, J.G (2000). Doing data analysis with SPSS10.0. Pacific Grove,
CA:Duxbury/Thomson Learning.
73
13. Cronk, B.C. (2002). How to use SPSS: A Step-by-Step guide to analysis and interpretation
(2nd Ed.) Los Angeles, CA: Pyrczak.
14. Norusis, M.J. (2002). SPSS 11.0 guide to Data Analysis. Upper Saddle River, NJ: Prentice
Hall
Mode of Evaluation: Assignments (20%), Seminars (20%), Written Examinations (60%)
***
74
(AUTONOMOUS)
Business Simulation Laboratory

Code
17CE00303
- - 3 2 40 60 100
Contact Tutorial Practical classes: 42 Total classes:42
classes:Nil Classes:Nil
Course Description:
This course presents the knowledge of various MS office softwares like Excel sheets and
usage of the computer tools etc. further it also gives the knowledge of using Statistical tools and
techniques.
Course Objectives:
 The main aim is to understand statistical tools learning in ms-excel and spss.
 The learning outcome is that the students will be able to:
a) analyse the data to draw inference for decision making.
b) understand the application of statistical measures of central tendency.
c) understand the application of anova, analyse trends and test hypotheses
Unit - I Introduction MS Excel – Working with data Classes: 10
Customizing the quick access toolbar - Creating and using templates - Entering, editing, copy,
cut, paste, paste special - Formatting data - Using the right mouse click – Saving - Page setup and
printing..
Unit - II Excel Lessons Classes: 15
Using headers and footers -. Manipulating data:.- Using data names and ranges - Filters - Sort -
.Validation lists . . Data from external sources - Using and formatting tables -. Basic formulas -.
Use of functions.- Data analysis using charts and graphs - Managing, inserting, and copying
worksheets -. Securing the excel document (protect cells and workbook).
Unit - III Advanced Excel Lessons Classes: 15
Advanced formulas and functions - Advanced worksheet features - Advanced data analysis using
- Pivottables - Pivot charts
Unit - IV Over view of SPSS and Simulation of frequency Classes: 15
distribution
Uses - Data analysis - Making students/learn familiar with main menu and other features of spss
package – Binomial - Poisson – Exponential.- Weibull - Normal distributions.
Unit - V Statistical tools for execution using excel Classes: 10
Tabulation - Bar diagram - Multiple bar diagram - Pie diagram - measure of central
tendency - Mean Median -. Mode.- Measure of dispersion – Variance - Standard deviation -.
Coefficient of-variation Correlation - Regression lines - T- test - F-test - Anova one way
classification, - Chi square test - Independence of attributes.
75
Reference:
1. Glyn Davis & Branko Pecar “business statistics using excel” oxford university press.
2. David Whigham “business data analysis using excel’’ oxford university press.
3. Winstion “Excel 2010 data analysis and business modelling” phi learning private limited.
4. Bajpai “Business statistics” pearson.
5. D P Apte : Statistical Tools for managers using ms excel, excel books.
6. David M Levine, david. F. Stephan & kathryn a. Szabat, statistics for managers – using ms
7. Bruce Bowerman, Business Statistics in practice, tmh.
8. Shelly, MS Office, 2007, Cengage.
Web reference:
1) https://www.tutorialspoint.com/excel_data_analysis/excel_data_analysis_tutorial.pdf
2)https://corporatefinanceinstitute.com/resources/excel/formulas-functions/advanced-excel-
formulas-must-know/
3)http://www.temida.si/~bojan/mps/materials/data%20analysis%20using%20sql%20and%20excel. Pdf
4)https://www.tutorialspoint.com/advanced_excel/advanced_excel_instant_data_analysis.htm
5) http://www.excel-easy.com/data-analysis.html
6)http://chandoo.org/wp/advanced-excel-skills/analysis
7) http://people.umass.edu/evagold/excel.html
8) http://www.excel-easy.com/examples/descriptive-statistics.html
Mode of Evaluation : Practicals , Record , Viva-Voce
***
76
Semester - IV
77
(AUTONOMOUS)
Strategic Management
II MBA IV Semester :
Code
17CE00401
3 - - 4 40 60 100
Course Description:
The content of the course is to enable students have a grasp of various business strategies
in general and functional management areas. It will provide a strategic orientation in conduct of
the business
Course Objectives:
 Students will gain the knowledge about basic concepts of strategic management
 Knowledge of Strategic analysis through advanced tools and techniques.
 Getting of knowledge of strategy formulation through different models.
 Quality management systems that will influence the implementation of strategy.
 Evaluation of the strategy through auditing
Unit - I Introduction to Strategy and Strategic Management Classes: 10

Introduction - Basic Concepts in Strategic Management: - Introduction to Strategic
Management – Definitions -Vision, Mission, Objectives, Policies – Factors that shape a
company’s strategy – Environmental Scanning - Concepts of Core Competence, Crafting a
strategy for competitive advantage.
Unit - II Strategic Analysis – Choice; Tools and Techniques Classes: 10

Strategic Analysis - Choice: Tools and techniques – Mc Kinsey 7-S framework, Porter's Five
Force Model, BCG Matrix, GE Model, SWOT Analysis and TOWS Matrix,. Market Life Cycle
Model - Organisational Learning, and the Experience Curve.
Unit - III Strategy Formulation Classes: 10

Strategy Formulation : Formulation of strategy at corporate, business and functional levels.
strategic planning institute matrix, Arthur D Little company’s matrix, Hofer’s Product/market
evolution matrix, Shell’s directional policy Matrix, The PIMS Model, International Portfolio
78
analysis (GD Harrel and RO Keifer, Multinational strategic Market Portfolios), Parenting Fit
Matrix (Campbell Corporate parenting).
Unit - IV Strategic Analysis – Choice; Tools and Techniques Classes: 10

Strategy Implementation : Types of Strategies : Stability Strategy, Growth Strategy,
Retrenchment Strategy, and Combination Strategy, Offensive strategy, Defensive strategy,
vertical integration, horizontal strategy; Tailoring strategy to fit specific industry and company
situations, Strategy and Leadership, Resource Allocation as a vital part of strategy – Planning
systems for implementation – BPRE –Executive succession – Downsizing – TQM – MBO.
Unit - V Strategic Evaluation and Control Classes: 10

Strategy Evaluation and control – Establishing strategic controls - Role of the strategist -
benchmarking to evaluate performance - strategic information systems – Guidelines for proper
control- Strategic surveillance -strategic audit - Strategy and Corporate Evaluation and feedback
in the Indian and international context.
References:
1. Crafting and Executing Strategy: Concepts and Cases,Thompson, Gamble, Jain, TMH.
2. Strategic Management Concepts and Cases ,FredR.David, PHI.
3. Strategic Management,Hill, Ireand, manikutty, Cengage.
4. Concepts in Strategic Management and Business Policy,Wheelen& Hunger, Pearson
Strategic Management – Text and Cases, V.S.P. Rao, Excel.
5. Strategic Management, Ireland, Hoskinsson, Hitt, Cengage.
6. Strategic Management – Theory and Application, Habergerg, Rieple, oxford .
7. Strategic Management, P. SubbaRao, Himalaya.
8. Business policy and strategic management, SukulLomash, P.K.Mishra, Vikas.
9. Strategic Management – The Indian Context, r.Srinivasan, PHI.
***
79
(AUTONOMOUS)
International Business Management

Code
17CE00402
3 - - 4 40 60 100
Course Description:
This course is designed to understand international environment and evolving challenges over the
period of time along with national differences in political economy. Further, this course also
gives emphasis on global dynamics along with cross and corporate cultures.
Course Objectives:
 To understand international environment challenges

 To understand National differences in political economy and governance
 To learn strategies and structure of international business
 To have knowledge on global dynamics and business operations
 To learn cross culture and corporate culture
Unit - I Introduction to International Environment Challenges Classes: 10

International environment challenges – Globalization - International business environment - The
global trade - Foreign direct investment - National and regional competitiveness - Regional
economic integrations - Global growth generators (emerging economies) - The implications of
economic inequality - Bottom of the pyramid markets - Differences in national cultures.
Unit - II National differences in political economy - governance Classes: 10
National differences in political economy - Understanding formal state institutions - Emphasizing
informal institutions - Politics and policy making - Commodities and natural resources - The
challenges to effective business governance -The CAGE distance framework - Companies
navigating through international political and business environment - Ethics in international
business - Intellectual property rights - Managing political risk.
Unit - III The strategy and Structure of International business Classes: 10

The strategy and structure of international business - Understanding global strategy - Global
value creation - the ADDING value scorecard - Strategies for global value creation - Adaptation –
80
adjusting to differences - Aggregation – overcoming differences - Arbitrage – Exploiting
differences - Playing the differences – The AAA triangle - Diagnosing industry global potential.
Unit - III Managing Global Competitive Dynamics Classes: 10
Managing global competitive dynamics - Leveraging resources and capabilities - Entering foreign
markets - Making strategic alliances and networks work - Diversifying, acquiring, and
restructuring - Strategizing with corporate social responsibility.
Unit - IV International Business Operations Classes: 10
International business operations - Designing global products and services - Global production,
outsourcing and logistics - Global marketing - Global R&D - Global human resource management
- Accounting in the international business
Unit - V Cross Culture and Corporate Culture Classes: 10
Cross Culture – Negotiation & Decision Making; Process of Negotiation and Needed Skills &
Knowledge Base – Overview with two illustrations from multi cultural contexts [India – Europe/
India – US settings, for instance]; International and Global Business Operations – Strategy
Formulation & Implementation; Aligning Strategy, Structure & Culture in an organizational
Context. Corporate Culture: The Nature of Organizational Cultures; Quality and Cross-Culture;
Diagnosing the As-Is Condition; Designing the Strategy for a Culture Change Building; Adjusting
in a New Culture – Stages of Cultural Adjustment and Stages of Culture Shock; Successful
Implementation of Culture Change Phase; Measurement of ongoing Improvement.
Reference:
th
1. International Management: Managing Across Borders and Cultures, 4 Ed., “Deresky
Helen”, Prentice Hall of India, ISBN:81-203-2227-4.
2. Daniels, Raderbaugh & Sullivan: Globalization and Business, Prentice-Hall India, 2002.
3. Hill, C. W. L. (2011). International Business: Competing in the Global Marketplace (8th
ed.). McGraw-Hill.
***
81
(AUTONOMOUS)
Legal Aspects of Business

Code
17CE00403
3 - - 4 40 60 100
Course Description: The course is designed to facilitate the students about the concepts of Legal
aspects of the business where different laws would be familiarized to the students.
Course Objectives:
 To understand Law of contract 1872
 To learn Sale of Goods Act 1930
 To understand Companies act 1956
 To learn Income Tax Act 1961
 To know Basic Concept of GST 2017
Unit - I Law of Contract 1872 Classes: 10

Introduction, Meaning and Nature of Law, Sources of Indian Law, Legal Environment of
Business, Mercantile Law, Some Basic Legal Concepts, Essentials of Law. Law of Contract - 1872
(Part-I): Nature of Contract and essential elements of a valid Contract, Offer and Acceptance. Law of
Contract – 1872 (part-II): Consideration, Capacity to Contract and free consent, Legality of the object.
Unit - II Sale of Goods Act 1930 Classes: 10
Law of sales of Goods – Contract of sale, Goods and their classification, Meaning of price,
Conditions and Warranties, Passing of property in goods, Transfer of title by non-owners,
Performance of a contract of sale, Unpaid seller and his rights, Remedies for breach of contract.
Unit - III Companies Act 1956 Classes: 10

Companies Act, 1956 (Part-I): Kinds of Companies, Formulation of Companies, Incorporation,
Company Documents. Company Act, 1956 (Part-II): Company Management, Directors, Company
meetings, Resolutions, Auditors, and Modes of Winding-up of a company.
Unit - IV Income Tax Act 1961 Classes: 10

Introduction to Income tax act 1061 – scope – dividend – capital gains – applicable on certain
income – anti avoidance rules of income tax – special cases of income tax – capital gains and
short term gains.
82
Unit - V Basic Concepts of GST-2017 Classes: 10
Goods and Services Tax (GST) -Central Excise Duty - Service Tax - Additional Excise Duties
CVD (levied on imports in lieu of Excise duty) - SAD (levied on imports in lieu of VAT) Excise
Duty levied on Medicinal and Toiletries preparations - Surcharges and cesses - Central Sales Tax.
At State level VAT/Sales tax Entertainment tax (unless it is levied by the local bodies) Luxury
Tax Taxes on lottery, betting and gambling Entry tax not in lieu of Octroi - Cesses and
Surcharges
Reference:
1. Mercantile Law - N.D.Kapoor, Sultan Chand & Sons.
2. Mechantile Law- Garg, Sareen, Sharma, Chawla, Kalyani publishers
3. Mercantile Law, S.S. Gulshan, 3/e, Excel Books,
4. Legal Aspects of Business, Ravinder Kumar, Cengage.
5. A Manual of Business Laws, S.N.Maheshwari & Maheshwari, Himalaya.
6. Business law for management, K.R.Bulchandani-Himalaya Publishing.
7. Business law, R.S.N Pillai, Bhagavathi, S.Chand
***
83
(AUTONOMOUS)
Project Viva Voce & Report Submission

Code
Project Viva Voce Total
Foundation L T P C
17CE00404 Report Examination
- - 3 4 75 25 100
Contact Tutorial
Practical classes : 25 Total classes : 25
Students are required to take up a project work, in which the student can choose any
specific problem of Industry or Industry based project work. Alternatively it can be secondary
source based or Field based project work. Before the commencement of the project work each
student is required to submit a synopsis indicating the objectives, Methodology, Framework for
analysis, Action plan with milestones in order to have clarity for the subsequent work. The project
should have an internal faculty as guide. The student shall initiate project work immediately after
II semester and evaluation shall take place in IV semester
References:
1. Business Essentials: Research Project, Viva.

2. Paul Oliver:Writing Your Thesis, Sage.
3. M.K.Rampal&S.L.Gupta: Project Report Writing, Paragon International.
4. Michael Jay Polonsky: David S Waller: Designing and Managing a Research Project,
Sage.
5. Surendra Kumar: An Aid to Project Work, Paragon International.
Mode of Evaluation : Project Report, Viva-Voce Examination.
84
Marketing
Specialization
III Semester
85
(AUTONOMOUS)
Services Marketing
Code
17CE00311
3 - - 4 40 60 100
Course Description: To facilitate the students about the concepts of Services Marketing through
cases.
Course Objectives: Students will be to understand
 Marketing Management of companies offering Services
 Characteristics of services,
 To understand consumer behaviour in services,
 Align service design and standards,
Delivering service, managing services promises
Unit- I Introduction to Services Marketing Classes: 15

Introduction to Services Marketing: Scope and Definition- Services Marketing
Environment- Definition- Goods and Services- Components of Service- Characteristics- Service
Delivery as a System- Service Facility Design and Layout- HRM Issues- -Building Services
Aspirations- Tracking Customer Behavior-.
Unit - II Services Marketing Planning Classes: 15
Services Marketing Planning process – Developing an effective service Strategy –
Market segmentation – Positioning and differentiation of services..
Unit - III Customer Expectations of service Classes: 10
Customer Expectations of service: Service expectations, types of expectations, factors
that influence customer expectations of service. Issues in involving customers service
expectations, Customer defined service standards.
Unit - IV Management of Services Marketing Classes: 15
Management of Services Marketing: Introduction- Marketing Mix- Developing a
Package- Product Attractiveness- Components of Promotion Mix- Strategic Services Marketing-
Service Target Segments- Positioning the Services- Creating and Maintaining Value
Relationship- Market Leadership Strategies.
86
Unit - V Service Marketing Practices Classes: 15
Service Marketing Practices- Marketing of Financial and Insurance Services- Marketing
of Hospitality, Travel and Tourism Products- Marketing of Educational and Professional
Services- Marketing of Healthcare Services.
Reference:
1. Rajendra Nargundkar: “Services Marketing”, Tata McGraw Hill, New Delhi, 2011.
2. Ram Mohan Rao: Services Marketing (Pearson Education)
3. Christoper Lovelock, Jochen wirtz, Jayanta Chatterjee, Services Marketing, Pearson,2015
4. Johan M. Rathmoll: Marketing in the Service Sector (Winthrop)
5. Adrienne Payne: The Essence of Services Marketing (Prentice Hall)
6. K. Douglas Hoffman and John E.G.Bateson: Essentials of Services Marketing
***
87
(AUTONOMOUS)
Internet Marketing
Code
17CE00312
3 - - 4 40 60 100
Course Description:
The course is designed to understand today's business marketing efforts require an internet
presence, an active campaign and a steady attention to the details of your company's internet
marketing efforts. This course will help you to easily understand the importance of such things as
your company's email marketing list, search engine advertising and blogs. The course would be
helpful in gaining an understanding of how to make your B2B relationships help you to build an
increased internet presence and how such relationships help to build your online marketing
efforts.
Course Objectives:
 To understand the framework of internet marketing
 To learn planning of internet strategy
 To understand the basics of internet market intelligence
 To learn internet marketing mix
 To understand internet marketing mix
 To learn special issues in internet marketing
Unit - I Introduction to internet marketing Classes: 10
framework for internet marketing - Commercial beginnings of the Web – Internet

Business models – marketing in a connected world – Internet as a marketing platform:
opportunities and challenges – critical success factors for internet marketing – benefits of and
barriers to Internet marketing – market opportunity analysis in the new economy – delivering
customer value.
Unit - II Strategic Internet marketing Classes: 10

Planning the internet strategy – Stages of Internet marketing – Segmenting the internet
market, Niche marketing strategies, On-line positioning and competitive analysis – Internet
marketing scenarios – pure-play, bricks-and-clicks, bricks-and-mortar.
88
Unit - III Internet market intelligence and user behaviour Classes: 10
Internet demographics: On-line user behaviour and characteristics – navigation behaviour
(click-o-graphics) – Market research on the internet, Web tracking audits and demand forecasting
Trends in internet marketing – acquiring customers on the web – contextual marketing.
Unit - IV Internet marketing mix Classes: 10

Product development: influence of interactivity and individualization – new product
development process – Brand building on the web – Designing on-line services – Customer
interface design issues Pricing on the internet – the economics of pricing, pricing process,
dynamic pricing and pricing strategies Internet as distribution channel – disintermediation – the
role of Internet intermediaries – Designing channel systems – Managing distribution channels:
Creating and Managing Online Partnerships: Affiliate marketing Online advertising: models and
types, On-line promotion: direct marketing, viral marketing, developing campaigns, eCRM
Unit - V Special issues in Internet marketing Classes: 10

The design of the customer experience (web design issues relevant to marketing) –
managing eService encounters.Internet communities and marketing: the creation and transfer of
value within communities Legal, security and ethical issues in internet marketing
Reference:
1. Mohammed, Fisher, Jaworski and Cahill: Internet marketing – building advantage in a
networked economy (Tata McGraw-Hill)
2. Strauss and Frost: E-Marketing (Prentice-Hall)
3. Vassos: Strategic Internet Marketing – Practical e-commerce and branding tactics (Que
Books)
4. Chaffey, Meyer, Johnston and Ellis-Chadwick: Internet Marketing (Prentice-Hall/Financial
Times)
***
89
(AUTONOMOUS)
Brand Management
Code
17CE00313
3 - - 4 40 60 100
Course Description: The course is designed to provide students with detailed knowledge of
Classification of brands, Brands in New economy – Brand Hierarchy, Brand Personality, Brand
Image, Brand Identity and Brand ambassadors and celebrities.
Course Objectives:
 To understand Brand decisions
 To learn Brand management
 To have knowledge of Branding Decisions
 To create and managing brand equity
 To learn branding in different sectors
Unit - I Introduction Classes: 10

Basic understanding of Brands – Definitions – Branding concepts – Functions of Brand –
Significance of Brands – Different types of brands – Co Branding – Store brands.
Unit - II Brand Strategies Classes: 10

Strategic Brand management process – Building a strong brand – Brand positioning -
Establishing brand Values – Brand vision – Brand elements – Branding for global markets –
Competing with foreign brands.
Unit – III Brand Communications Classes: 10

Branding Decisions : Essentials of Good Brand Name – Types of Brands – Advantages
of branding – Brand Loyalty – Brand Valuation Methods – Brand Revitalization – Brand
promotion methods – Role of Brand ambassadors and Celebrities – Online brand promotions.
90
Unit – IV Managing Brand Equity- Brand Extension Classes: 10
Creating and Managing Brand Equity : Advantages of Brand Equity – Brand equity
measurement - Brand Building Strategies – Brand Extension – New Brand Failures - Brand
adoption practices – Different types of Brand extension – factors influencing decisions for
extensions – re-branding and relauching.
Unit – V Brand performance - Branding in Different Sectors Classes: 10

Measuring brand performance – global branding strategies – Brand audit - Brand leverage
–
Branding in Industrial sector, Retail Sector, Service sector, Banking Sector and Insurance Sector
– role of brand managers – Branding challenges and opportunities.
Reference:
1. Product & Brand Management – Text & Cases, Prof.K.Venugopal Rao,Himalaya
2. Compendium of Brand Management,Chunawalla. S.A, Himalaya
3. Product & Brand Management,Mathur.U.C , Excel
4. Brand Positioning, Subroto Sengupta, TMH.
5. Marketing and Branding, S.Ramesh Kumar, Pearson.
6. What’s in a Brand? , John Philip Jones, TMH
7. Brand Management – Text & Cases , Harsh V Verma , Excel
8. Become the Brand of Choice, Jason Hartman, Jaico.
9. Marketing Management –Philip Kottler,Kevin Lane Keller ,15th Edition, Pearson.
10. Strategic Brand Management , building; measuring and Managing, Prentice hall,
11. Brand Management, Moorti, YLR Vikas publishing house, 1 edition.
12. Asian Branding, A great way to fly, Lan Bately, PHI.
13. Branding in Asia, Paul Timepoal, John Willey.
14. Managing Indian brands, Ramesh Kumar,Vikas Publication.
15. Brandex Biztranza,Jagadeesh kapoor,
16. Brand Management, Mahim sagar, Deepali singh,DP Agarwal,A Gupta ,Ane Books Pvt
Ltd.
***
91
CHADALAWADA RAMANAMMA
ENGINEERING COLLEGE
(AUTONOMOUS)
(AUTONOMOUS)
(AffiliatedtotoJNTUA,
(Affiliated JNTUA, Approved
Approved by
by AICTE,
AICTE, New
NewDelhi andand
Delhi Accredited by NAAC
Accredited ‘A’ Grade)
by NAAC ‘A’ Grade)
Retail Management

Course
Category Hours/Week Credits Maximum Marks
Code
17CE00314
4 - - 4 40 60 100
Course Description:
Retailers today must make complex decisions about selecting the appropriate target
market and locations, determining what merchandise and service to offer, training and motivating
retail employees, and deciding how to price products and present merchandise.
Course Objectives:
 Understand strategic planning and analytical procedures for retailer.
 Understand the nature of retail buying processes and their influence on marketing strategy.
 Analyze the retailing process, the environment within which it operates, and institutions
and functions that are performed
Unit - I Introduction to Retailing Classes: 10
An overview of Global Retailing – Challenges and opportunities – Retail trends in India –

Socio economic and technological Influences on retail management – Government of India policy
implications on retails.
Unit - II Retail Formats Classes: 10
Organized and unorganized formats – Different organized retail formats – Characteristics

of each format – Emerging trends in retail formats – MNC's role in organized retail formats.
Unit - III Retailing Decisions Classes: 15
Choice of retail locations - internal and external atmospherics – Positioning of retail shops –
Building retail store Image - Retail service quality management – Retail Supply Chain
Management – Retail Pricing Decisions. Mercandising and category management – buying.
92
Unit - IV Retail Shop Management Classes: 15
Visual Merchandise Management – Space Management – Retail Inventory Management –

Retail accounting and audits - Retail store brands – Retail advertising and promotions – Retail
Management Information Systems - Online retail.
Unit - V Recent Trends in Retailing Classes: 10
Ethics in Retailing – CRM in Retailing – Research in Retailing - Common woes of

Retailing – consumerism in Retailing
References:
1. Michael Navy, Boston, Aweitz and Ajay Pandit, Retail Management, Tata McGraw Hill, Sixth
2. Ogden Integrated Retail Management, Biztantra, India, 2008.
3. Suja R.Nair – Retail Management. Himalaya book Publishers.
4. Patrick M. Dunne and Robert F Lush, Retailing, Thomson Learning, 4th Edition 2008.
5. Chet an Bajaj, Rajnish Tow and Nidhi V. Srivatsava, Retail Management, Oxford University
6. Swapna Pradhan, Retail Management -Text and Cases, Tata McGraw Hill, 3rd Edition, 2009.
7. Dunne, Retailing, Cengage Learning, 2nd Edition, 2008
8. Ramakrishna and Y.R.Srinivasan, Indian Retailing Text and Cases, Oxford University Press,
9. Dr.Jaspreet Kaur, Customer Relationship Management, Cogent solution.
Mode of Evaluation: Assignments, Seminarsm, Written Examinations
***
93
Marketing
Specialization
IV Semester
94
(AUTONOMOUS)
International Marketing
Course
Code
17CE00411
4 - - 4 40 60 100
Course Description :
To understand the principles & concepts in Marketing, to provide the knowledge of
marketing management in the international perspective to develop marketing strategies for the
dynamic international markets.
Course Objectives:
 This course is designed to provide knowledge of marketing management in the
international scenario.
 To enable the student to appreciate the nuances of international marketing environment
and develop marketing strategies for the dynamic international markets.
Unit - I Introduction to International Marketing Classes: 10

Meaning Nature of international marketing:, Framework for International Marketing-
Barriers for International Marketing The importance of world trade - Scope and challenges of
international marketing - Recent trends and developments in international trade- protectionism,
trade barriers, easing trade restrictions, role of the IMF and World Bank, WTO and TRIPS,
TRIMS and liberalization of service industries.
Unit - II International Marketing Environment and Pricing decisions Classes: 10
The international marketing environment - Political and legal systems – Multilateral and
Geographical Groupings - Culture and Business Customs - Economic and Financial dimensions.
International Marketing Decisions:product Planning,Designing and Development for international
markets-Pricing Decisions:Pricing Strategies And Price setting For International Markets
95
Unit - III Market Opportunities, Research and Strategies Classes: 10
Assessing international market opportunities - marketing research - International
marketing management - planning and organization - Market entry strategies - export, joint
ventures and direct investments.
Unit - IV Global Product management – Planning and Development Classes: 10
Global product management - standardisation vs. differentiation - Product planning and
development - Marketing industrial products and services globally - Pricing for international
markets.
Unit - V Global Logistics Management and Distribution systems Classes: 10
Global logistics management - International distribution systems - Global advertising and
promotional strategies - Sales management - Developing marketing strategies and programs for
international markets.
Reference:
1. Philip R.Cateora and John L.Graham : International Marketing, (Irwin McGraw-Hill,
2. Micheal R.Czinkota and llkka A.Ronkainen: Global Marketing, (The Dryden Press, 1996).
3. Terpstra & Sarathy: International Marketing, Thomson Press.
4. Daniels and Raderbaugh: International Business
5. Daniels, Raderbaugh & Sullivan: Globalization And Business, PHI, 2002.
6. Svend Hollensen (2010): Global Marketing: A Decision-Oriented Approach- 3rd Ed, Pearson
7. Ramasamy, Namakumari (2010) Marketing Management, McMillan Publishers
8. Saxena: Marketing Management (Tata McGraw-Hill)
***
96
(AUTONOMOUS)
Consumer Behaviour and Customer Relationship Management
Course
Code
17CE00412
3 - - 4 40 60 100
Course Description:
Consumer behaviour is based around a model of human cognition rooted in sequential
mental processing steps (e.g., awareness, interpretation, attitude, etc.) that intervene between the
marketing mix (input) and purchaser behavior (output). It is dynamic and changes are based on
certain attitude and circumstantial factors. Understanding consumer behavior through major
issues like attitudes, impulsive vs. deliberative purchase, brand loyalty, experiential marketing,
self identity and product satisfaction, give the necessary tools to managers to strategize their
product design and marketing methods.
Course Objectives:
 To understand and apply the psychological processes that intervenes between marketing
mix and consumer purchase behavior
 To understand and apply a knowledge base that enables critical assessment of current and
future research technologies
 To understand and apply a "toolbox" of psychological principles applicable to marketing
Strategy
Unit - I Introduction to Consumer Behaviour Classes: 10
Introduction to Consumer Behaviour – Definition – Nature and Scope of Consumer Behaviour-
Consumer vs Customer – buyer and user - Consumer behaviour and its applications in Marketing –
consumer Research Process – Models of Consumer Behaviour.
Unit - II Individual and Group Determinants Classes: 15
Perception – Learning – Memory – Motivation – Personality and Emotion – Attitudes – Self concept and
Life style – social class – Reference Group & Family influence – Cross cultural variations in Consumer
Behaviour.
97
Unit - III Consumer Decision Making and Relationship Management Classes: 15
Issues in Consumer Decision Making Process – Out let Selection and purchase – Post Purchase
Process – Customer Satisfaction & Commitment – Relationship management: customer
Acquisition – Customer Retention – Managing and Delivering customer expectation – customer
loyalty – analysing profitability of customers – Models of CRM.
Unit - IV Consumer Behaviour Applications Classes: 15
Consumerism – Definition – Evolution of consumer society – Buyer and Seller rights –
effects of consumerism – the consumer protection Act (1986) – Monopolies Restrictive trade
practices Act (1969)
Unit - V Organisational Buying Classes: 10

Organisational Purchase Process – Concept and Comparison with Consumer Buying –
Economic Influence – Legal Influence – Supplier Influence – Technology Influence – Customer
Influence – Government Influence – labour influence – Analysing Buyer Strength and
Negotiation
Reference:
1. Leon G.Schiffman and Leslie Lasar Kanuk, Consumer Behavior, Pearson 2002.
2. Paul Peter et al., Consumer Behavior and Marketing Stratergy, Tata McGraw Hill,.2005.
3. S.Sajahan – Relationship Marketing: Text and Cases, Tata McGraw Hill, New Delhi,
2007.
4. Schiffman & Kanuk: Consumer Behaviour (Pearson)
5. Blackwell, Miniard & Engel: Consumer Behaviour (Thomson)
6. Hawkins, Best and coney: Consumer Behaviour (Tata McGraw Hill)
7. LeonG.Schistman & Leslie Leaserkarmal: Consumer Behaviour (Prentice Hall)
8. Suja R.Nair: Consumer Behaviour in Indian Perspective (Himalaya)
9. Subhash Mehta: Consumer Behaviour (Tata McGraw Hill)
10. Satish K Batar Shhkazmi: Consumer Behaviour (Excel)
11. Rajeev Kumar: Consumer Behaviour (Himalaya)
***
98
(AUTONOMOUS)
New Product Development

Code
17CE00413
3 - - 4 40 60 100
Course Description:
This course introduces students to the methods that companies use to develop and release
new products. New product development is a challenging, rewarding activity that requires
multifunctional cooperation and inter-disciplinary skills. For technology companies, successful
product development is critical to success.
Course Objectives:
 To design thinking techniques
 To learn new creativity skills that can be applied in all aspects of life.
 To learn link between company strategy and product development.
 To learn through several of the activities of product development in small teams.
 To find immediate applications if they work in product development, program
management, product management, or in operations or service related to new products
Unit - I Introduction to New Product Development Classes: 10

Introduction to New Product Development Product Development Methodologies and
Organization Team assignments Identifying Market Opportunities Product Planning
Understanding Customer and User Needs.
Unit - II Design Thinking Techniques Classes: 10

Design Thinking Techniques - Developing and Selecting - Product Concepts - Product
Specifications - Product Architecture - Industrial Design - User Interface Design.- Idea
generation - Needs assessment based on secondary and primary research (including observation
of consumers)
99
Unit - III Market Assessments - Development Classes: 10
Market and competitive assessment - Market potential and risks - Assessment and
selection of a business models - Concept development and positioning - Design (including design
for use, and platform design if relevant -Costing and pricing.
Unit – IV Market Assessments - Development Classes: 10

Prototyping - Program Management for Product Development - Product Development
Economics - Design for Manufacturing Product Testing and Reliability Simulation and Design
Tools Product Launch Design for the Environment Product Lifecycle Management Portfolio
Management
Unit – V Market Assessments - Development Classes: 10

Information Technology Intellectual Property Crowd sourcing and Open Innovation
Software Development Methodologies.
Reference:
1. Ulrich, Karl & Eppinger, Steven (2012) Product Design and Development, Fifth edition, McGraw-
Hill.
2. Crawford, M. and Di Benedetto, A. (2011) New products management, McGraw Hill
3. Verganti, R. (2009) Design driven innovation: Changing the rule of competition by radically
innovating what things mean, Harvard Business Press, Boston
4. Von Stamm, B. (2008) Managing innovation, design and creativity, 2nd edition, Wiley
5. Key Journal: Journal of Product Innovation Management
***
100
(AUTONOMOUS)
Advertising and Sales Promotion Management
Code
17CE00414
3 - - 4 40 60 100
Course Description:
The course is designed to provide students with detailed knowledge of some of the
marketing mixes such as Sales and Promotion and advertising through various media.
Course Objectives:
 To learn basic concepts of advertising and role of advertising.
 To get knowledge of advertising and organizing.
 To learn about budget of advertising and effectiveness.
 To know various methods of sales promotion.
 To understand the public relations and publicity.
Unit - I Introduction to Advertising, Classes: 10
Advertising: Meaning, Role of advertising, types of advertisement, industrial, institutional,

retail, trade and professional, marketing mix, Advertising department and advertisement manager
.
Unit – II Organizing for Advertising Classes: 10
Organizing for Advertising: Objectives and functions - Role and functions of

advertisement agencies. Advertising agency and services, client agency relationship. Visual
layout, art work, production traffic copy, effective use of words, devices to get greater readership
interrelation.
Unit – III Advertisement Budgets and Effectiveness Classes: 10

dvertisement budgets and effectiveness: Types, optimal expenditure, decision models, sales
response and decay, competitive share, Pre-testing, post testing, experimental designs.
101
Unit – IV Sales Promotion Classes: 10
Sales Promotion: Importance and scope; Need and objectives of sales promotion;
Consumer promotion; channel promotion; Timing of sales promotion; Measurement of impact of
sales promotion; sales promotion budgeting - sales promotion techniques – Trade oriented and
consumer oriented.
Unit – V Publicity and Public Relations Classes: 10

Publicity and public relations: Scope and importance. Methods of publicity, Power of
Publicity, advantages and disadvantages of Publicity, Process of Public relations- Marketing
public relations functions; Public relations officer- role and functions - case studies.
Reference:
1. Advertising & Promotion : George E.Belch,THM
2. Advertising and Promotion- An Integrated Marketing Communication approach, Shimp,
Cengage
3. Integrated Advertising, Promotion and Marketing Communications, Clow, Baack,
Pearson.
4. Integrated Advertising, Promotion and Marketing Communications,Kruti shah, Alon
D’Souza, TMH.
5. Advertising & Sales Promotion ,SHHKazmi, Satish Batra, Excel.
6. Advertising Management with integrated Brand Promotion, O’Guinn, Allen, Semenik,
Cengage.
7. Advertising Management, Jethwaney, Jain, Oxford.
8. Contemporary Advertising, Arens, TMH.
9. Advertising, Sales and Promotion Management, S.A.Chunawalla, Himalaya.
10. Sengupta, Subroto: Brand Positioning, Strategies for Competitive Advantages, Tata
McGraw Hill
11. Advertising, Principles & Practice, Wells, Moriarty & Burnett, Pearson Education 7th Ed,
2007.
12. Integrated Advertisements, Promotion and Marketing communication Kenneth Clow.
Donald Baack, , Prentice Hall of India, New Delhi, 2003.
***
102
Finance
Specialization
III Semester
103
(AUTONOMOUS)
Security Analysis and Portfolio Management

Code
17CE00321
4 - - 4 40 60 100
Course Description:
This course is designed to understand security analysis and portfolio management. The course
starts with an introduction to Capital market, Investment, Speculation and types of investors. The
course then discusses about calculation of risk and return, fundamental and technical analysis,
valuation of stock, Portfolio selection and evaluation.
Course Objectives:
1. To develop a thorough understanding of process of investments.
2. To familiarize the students with the stock markets in India.
3. To provide conceptual insights into the valuation of securities.
4. To provide insight about the relationship of the risk and return and how risk should be
measured to bring about a return according to the expectations of the investors.
5. To familiarize the students with the fundamental and technical analysis of the diverse
investment avenues
Unit – I Overview of Capital Market Classes: 10
Overview of Capital Market: Market of securities, Stock Exchange and New Issue Markets -
their nature, structure, functioning and limitations; Trading of securities: equity and debentures/
bonds. Regulatory Mechanism: SEBI and its guidelines; Investor Protection, Saving, investment,
speculation. Type of investors, Aim & Approaches of security analysis.
Unit – II Risk And Return ; Fundamental and Technical Analysis Classes: 12

Risk & Return: Concept of Risk, Component & Measurement of risk, covariance, correlation
coefficient, measurement of systematic risk. Fundamental Analysis: Economic, Industry,
Company Analysis, Technical Analysis: DOW Theory, Support and Resistance level, Type of
charts & its interpretations, Trend line, Gap Wave Theory, Relative strength analysis , Technical
Versus Fundamental analysis.
Unit – III Valuation of Stock Classes: 15

Nature of Stock Markets: EMH (Efficient Market Hypothesis) and its implications for investment
decision. Valuation of Equity: Nature of equity instruments, Equity Valuation Models.
Approaches to Equity Valuation: Valuation of Debentures/Bonds : nature of bonds, valuation,
Bond theorem, Term structure of interest rates, Duration. Valuation of Derivatives (Options and
futures): concept, trading, valuation.
104
Unit – IV Portfolio Analysis and Selection Classes: 13
Portfolio Analysis and Selection: Portfolio concept, Portfolio risk and return, Beta as a measure
of risk, calculation of beta, Selection of Portfolio: Markowitz’s Theory, Single Index Model,
Capital market theorem, CAPM (Capital Asset Pricing Model) and Arbitrage Pricing Theory.
Unit – V Portfolio Management and Performance Evaluation Classes: 10

Portfolio Management and Performance Evaluation: Performance evaluation of existing
portfolio, Sharpe, Treynor and Jensen measures; Finding alternatives and revision of portfolio;
Portfolio Management and Mutual Fund Industry
Reference:
1. Investment Analysis and Portfolio management – Pras anna Chandra, 3/e, TMH, 2010.
2. Investments – ZviBodie, Kane, Marcus & Mohanty, 8/e , TMH, 2010.
3. Investment Management – Bhalla V. K, 17/e, S.Chand, 2011.
4. Security Analysis & Portfolio Management – Fisher a nd Jordan, 6/e, Pearson, 2011.
5. Security Analysis & Portfolio Management – Punithav athy Pandian, 2/e, Vikas, 2005.
6. Investment Management – Preethi Singh, 17/e, Himala ya Publishing House 2010.
7. Security Analysis & Portfolio Management- Kevin S, PHI, 2011.
8. Investments: Principles and Concepts – Charles P. J ones, 11/e, Wiley, 2010.
9. Security Analysis & Portfolio Management – Falguni H. Pandya, Jaico Publishing, 2013.
10. Fundamentals of Investment – Alexander, Sharpe, Bai ley, 3/e, PHI, 2001.
st
11. Security Analysis & Portfolio Management – Nagaraja n K & Jayabal G , 1 Edition, New
Age international, 2011.
st
12. Investment – An A to Z Guide, Philip Ryland, 1 Edition, Viva Publishers, 2010.
nd
13. Guide to Investment Strategy-Peter Stanyer, 2 Edition, Viva Publishers, 2010.
st
14. Security Analysis & Portfolio Management – Sayesh N . Bhat, 1 Edition, Biztantra, 2011.
st
15. Security Analysis & Portfolio Management– Dhanesh K hatri, 1 Edition, Macmillan, 2010.
16. Security Analysis & Portfolio Management – Avadhani V. A, HPH.
17. Investment Analysis & Portfolio Management– Reilly, 8/e, Cengage Learning.
***
105
(AUTONOMOUS)
Financial Institutions, Markets and Services

Code
17CE00322
3 - - 4 40 60 100
Course Description:
This course is designed to introduce and analyze the structure, operations and functions of the
financial system. The course starts with an introduction to financial markets’ role in the economy.
The course then discusses various financial markets including money markets, bond markets,
mortgage markets, stock markets and derivatives markets. Financial institutions will be discussed
with an emphasis on their major functions and operations.
Course Objectives:
1. To provide an insight into the functioning of Indian financial system
2. To make students understand the various components of Financial System, the inter-
relationship among different components and the impact on business enterprise.
3. To impart basic understanding of Financial Markets of India, the role of banking and nature
of Financial Services.
Unit – I Overview of Financial System Classes: 10

Overview of financial system: Indian Financial System - Features, functions, components of
Financial System and Economic development. Overview of Global Financial System. Regulatory
and Promotional Institutions; RBI -Functions and role of RBI, Monetary policy – recent policy
developments ; SEBI.
Unit – II The Banking and Non-Banking Institutions Classes: 15

Banking institutions - Banks – Operations, types and special role of banks – specialized financial
institutions – Universal banking Innovations – Securitization – RTGS and ECS – Narasimhan
committee recommendations – SEBI regulations.non-banking institutions - Meaning, registration,
principal business of NBFC’s, other measures, mutual funds – Growth of Indian mutual funds and
its regulation, Insurance companies – Role of IRDA – Privatization of insurance business in India.
Unit - III Financial Markets in India Classes: 15

Financial Markets in India - The stock market in India – Primary and Secondary markets – OTC
markets – regulations – New issues market – underwriting – Call money market , Treasury bill
market – Commercial bill market – market for Commercial paper and Certificate of deposit – The
Discount market – The Government securities market – SEBI regulations – derivative market –
foreign exchange market.
106
Unit – IV Financial Services Classes: 10
Financial services - Fund based services: Lease, Hire purchase, Consumer credit and Factoring,
Venture capital financing, Housing finance. Fee based services: Stock broking, Credit rating,
Merchant banking, Portfolio services, Underwriting, Depository services, Challenges faced by
Investment bankers.
Unit – v Stock Exchange Classes: 10

Meaning and definition, Role and function, regulatory framework of stock exchange, profile of
Indian Stock exchanges, listing, trading.
References:
1. Financial Markets and services, Appannaiah, Reddy and Sharma, HPH

2. Financial services, Gorden & Natarajan, Himalaya publishers.
3. Financial Markets & Services, Vasanth desai, Himalaya.
4. Financial Institutions and Markets, Gupta Agarwal, Kalyani publishers.
5. Financial Services and markets, Dr.Punithavathy Pandian, Vikas
6. Indian Financial System, Ramachandra and others, HPH
7. Financial Institutions and Markets, L. M. Bhole, 4/e Tata McGraw Hill.
8. Investment Institutions and Markets, Jeff Madura, Cengage, 1st Edition.
9. Financial services, Thirpati, PHI.
10. Management of Financial Services ,C.Rama Gopal ,Vikas.
***
107
(AUTONOMOUS)
Cost and Management Accounting

Code
17CE00323
3 - - 4 40 60 100
Course Description:-
The course is designed to understand the concepts of cost accounting The subject ‘Cost and
Management Accounting’ is very important and useful for optimum utilization of existing
resources. These are branches of accounting and had been developed due to limitations of
financial accounting. It is an indispensable discipline for corporate management, as the
information collected and presented to management based on cost and management accounting
techniques helps management to solve not only specific problems but also guides them in
decision making.
Course Objectives:-
 To understand basic concepts of cost accounting

 To learn material concepts and techniques
 To know meaning and classification of Labour and Accounting
costs
 To understand activity and marginal based costing.
Unit - I Introduction to Cost Accounting Classes: 10

Cost Accounting: Evolution, Meaning, Objectives and Scope, Concepts of Costs , Classifications
and Elements of Cost, Cost Centre and Cost Unit, Methods and Techniques of Costing, Cost
Accounting Standards, Installation of a Costing System, - Role of Cost Accountant in Decision
Making, Management Accounting: Evolution, Meaning, Objectives and Scope, Tools and
Techniques of Management Accounting, Relationship of Cost Accounting, Financial Accounting,
Management Accounting and Financial Management, Conflicts in Profit versus Value
Maximisation Principle - Role of Management Accountant in Decision Making.
Unit - II Material Control Classes: 10

Materials Control – Concept and Techniques - Procurement Procedures and Documentation:
Methods of Purchasing; Procedure of Purchases, Stores and Issue of Material; Stock Verification
- Methods of Pricing of Material: FIFO, LIFO, Averages - Accounting and Control of Material
108
Losses, Wastage, Scrap, Spoilage and Defectives - Inventory Management: Techniques of fixing
of minimum, maximum and reorder levels, Economic Order Quantity, ABC Analysis ; Stock
Verification and Perpetual Inventory.
Unit - III Meaning and Classification of Labour and Accounting costs Classes: 10
Meaning and Classification of Labour Costs Accounting and Control of Labour Costs - Time
Keeping and Time Booking - Attendance and Payroll Procedures, Time Recording, Overtime and
Idle Time - Labour turnover and Remedial Measures - Efficiency Rating Procedures;
Remuneration Systems and Incentive Schemes - Direct Expenses: Functional Analysis: Factory
Administration, Selling, Distribution, Research and Development Behavioural Analysis: -
Preparation of Cost Sheet.
Unit - IV Activity Based Costing Classes: 10
Meaning, Importance, Characteristics - Elements and Steps involved - ABC vs. Traditional
Costing Uses and Limitations - Cost Ledgers – Job Costing - Batch Costing: - Contract Costing:
Contract Profit and Accounting Entries - By-Products and Accounting - Service Costing: Features
and Applications, Unit Costing and Multiple Costing, Application, Identification of Cost Unit and
Cost Determination and Control.
Unit - IV Marginal Costing and Financial Statements Classes: 10

Meaning, Advantages, Limitations and Applications - Breakeven Analysis - Cost-Volume Profit
Analysis - P/V Ratio and its Significance - Margin of Safety - Stock Valuation - Difference
between Marginal Costing and Absorption Costing - Various Types of Standards - Recent
Trends in Presenting Financial Statements - Financial Statements Analysis: Types, Methods,
Objectives, Limitations - Ratio Analysis Cash Flow Statement - Fund Flow Statement -
Difference between Cash Flow and Fund Flow Statement - Management Reporting.
Reference:
1. N.S. Zad : Cost & Management Accounting Taxmann Publications Pvt. Ltd.
2. Deepak Jain : Cost & Management Accounting Taxmann Publications Pvt. Ltd.
3. S.P. Jain & K.L. Narang : Cost and Management Accounting; Kalyani Publishers.
4. V.K. Saxena& C.D. Vashist : Cost and Management Accounting; Sultan Chand & Sons,
5. M.N. Arora : Cost and Management Accounting (Theory and Problems); Himalaya Publishing
6. S.N. Maheshwari : Cost and Management Accounting; Sultan Chand & Sons,
7. I.M. Pandey : Management Accounting;Vikas Publishing House (P) Ltd. 8. Ravi M. Kishore :
8.Advanced Management Accounting; Taxmann’s, Taxmann Publication (P) Ltd.
9. M.Y. Khan & P.K. Jain : Theory and Problems of Management and Cost Accounting;
McGraw-Hill
10. JawaharLal : Cost Accounting; McGraw-Hill Education (India) Ltd.
11. C.T. Horngren : Cost and Management Accounting - A Managerial Emphasis; Pearson
Education.
12. B.M. Lall Nigam & I.C. Jain : Cost Accounting Principles and Practice;Prentice Hall of India,
13. Drury Colin : Management and Cost Accounting; International Thomson Business Press,
London.
14. K.S. Thakur : Cost Accounting – Theory & Practice; Excel Books,
15 B.M. Lall Nigam and I.C. Jain Cost Accounting Principles and Practice – PHI Learning
16. Ashish K. Bhattacharyya Principles and Practice of Cost Accounting- PHI Learning .
Mode of Evaluation: Assignments, Seminarsm, Written Examinations
***
109
(AUTONOMOUS)
Corporate Tax Management

Code
17CE00324
3 - - 4 40 60 100
Course Description:
This course is designed to introduce and analyze the corporate tax management. The course
focuses on financial
Basic concepts of income and knowledge of general principles of corporate tax. Further it also
provides some general considerations of foreign collaborations.
Course Objectives:
 To examine and learn of basic concepts of Income.
 Learning about general principles, Profits and gains
 To understand taxation processes
 To understand managerial decisions
 To understand foreign collaboration
Unit – I Introduction to Basic Concepts of Income Classes: 10

Basic concepts- assessment Year- Previous Year-Person- Assesse- Income-Gross Total income- Total
Income- Capital Asset- Company- Capital Receipts Vs Revenue Receipts-Capital Expenditure Vs
Revenue Expenditure- Methods of Accounting- Amalgamation. Residential Status and Tax Incidence-
Incomes Exempt from Tax.
Unit – II General principles – Computation of Profits and Gains Classes: 10
Computation of Profits and Gains of Business or Profession- General Principles- Deductions and
Allowances- Deemed Profits- Income from Undisclosed Sources- Valuations of Stock- Problems on
Computation of Income from Business or Profession.
Unit – III Taxation of Companies Classes: 10
Taxation of Companies: Definitions of Indian Company-Domestic Company, Foreign Company,
Industrial Company, Widely Held Company, Closely Held company, Investment Company,
Consultancy, Service Company and Trading company. Deductions available Company- Carry
Forward and Set off of Losses in the cases of certain companies-Tax on undistributed Profits of
Domestic Companies- Problems on Computation of Taxable Income of Corporate Assessees.
110
Unit – IV Taxes – Managerial decisions Classes: 10
Tax Consideration in Specified Managerial Decisions and Their Implications on Cash Flow, Make or
Buy, Own or Lease, Retain or Replace, Export or Domestic Sales, Shutdown or Continue, Purchase
by Installation or Hire, Expand or Reduce the Size of Business.
Unit – V Tax consideration – Foreign Collaboration Classes: 10
Tax Consideration in Special Areas- Foreign Collaboration Agreements, Mergers, Amalgamation,
Reconstructions, Acquisition, Capital Structure, Dividend Policy-Depreciation and Other Allowances-
New Industrial Undertakings and Tax Relieves- Personal Compensation Plan.
Reference:
1. Vinod K. Singhania, Direct Taxes; Law And Practice, Taxmann Publications, New Delhi.
2. Mehrotra and Goyal, Income Tax Law And Practice, Sahitya Bhawan, Agra.
3. Lakhotia, R. N., and S. Lakhotia, Corporate Tax Planning Hand Book, Vision Books,
4. Palkivala, N.A., And Palkivala B. A., Kanga And Palkivila’s Law & Practice Of Income Tax,
5. N.M. Tripathi, Bhagwati Prasad, Direct Taxes Law And Practice, Wishwa Prakash, New Delhi.
6. B.B. Lal, Direct Taxes Practice And Planning, Konark.
***
111
Finance
Specialization
IV Semester
112
(AUTONOMOUS)
Strategic Investment and Financial Decisions
Course
Code
17CE00421
4 - - 4 40 60 100
Course Description: This course is designed for to get the knowledge of investment decisions
under various conditions and strategical analysis of investments. Further, this course also
designed for to learn more about appraisal technics to get better understanding of the investments.
Course Objectives: The student will gain the knowledge of:
 investment decisions under uncertainty

 different types of investments and disinvestments with various techniques
 critical appraisal techniques and international capital structure with different
modelling techniques.
Unit - I Introduction to Investment Decisions Classes: 10
Project Investment Management vs. project management-introduction to selection of
profitable projects. Evaluation of investment opportunities, basic issues, replacement decisions,
traditional methods of appraisal and discounted cash flow techniques, equivalence of NPV and
IRR, The case of intangible benefits and costs. Profitability Index and Excess present value Index.
Unit - II Investment Decisions Under Conditions of Uncertainty Classes: 10
Discussion on risk and uncertainty. Risk Analysis in Investment Decisions. Risk adjusted
rate of return, certainty equivalents, probability distribution of cash flows, decision trees,
sensitivity analysis and Monte Carlo Approach to Simulation.
Unit - III Types of Investments and Disinvestments Classes: 10
Project abandonment decisions, Evidence of IRR. Multiple IRR, Modified IRR, Techroin,
Robichek and Mordalbasso (TRM) solution in dealing with pure, simple and mixed investments.
Lorie Savage Paradox. Adjusted NPV and impact of inflation on capital budgeting decisions.
Unit - III Critical Analysis of Appraisal Techniques Classes: 10
Discounted pay back, post pay back, surplus life and surplus pay back, Bail-out pay back,
Return on Investment, Equivalent Annual Cost, Terminal Value, single period constraints, multi-
113
period capital constraint and an unresolved problem, NPV mean variance analysis, Hertz
Simulation and Hillier approaches. Significance of information and data bank in project
selections.
Unit - IV Investment Decisions and Strategic Analysis Classes: 10
Capital Rationing Vs. Portfolio. Portfolio Risk and diversified projects. Lease Financing,
Leasing Vs. Operating Risk, borrowing vs. procuring. Hire purchase and Instalment decisions.
Mergers and acquisitions in Capital Budgeting, cash vs. equity for financial mergers.
Unit - V International Capital Structure and Modelling Classes: 10
International Capital Structure. Modigliani Miller Model: Hamada Model of Market Risk:
The Miller Model: The Trade-Off Models and Agency Costs: Capital Structure Theory -the
Signaling Model. Consequences, Issues, bankruptcy, settlements, reorganization and Liquidation
in Bankruptcy
.References:
1. Prasanna Chandra, Financial Management, 5/e, Tata McGraw-Hill, 2003
2. Prasanna Chandra, Projects: Planning, Analysis, Financing Implementation and Review, 5/e
TMH, New Delhi, 2003
3. Bodie, Kane, Warcus: Investments Tata McGraw-Hill, New Delhi, 2002,
4. Brigham E.F & Houston J.F., Financial Management, Thomson Publications, 2003.
5. V.K. Bhalla, Financial Management and policy., Anmol Publications Pvt. Ltd.,
6. I.M. Pandey, Financial Management, Vikas Publishing House,2003.
7. MY Khan and PK Jain, Financial Management: Text and Problems, Tata Mc Graw-Hill
Publishing Co, 2003.
8. V. K. Kapoor, Operations Research, Sultan Chand & Sons, New Delhi, 2003.
9. Richard Pike & Bill Neale: Corporate Finance & Investment-Decisions and Strategies, 2/e,
PHI, New Delhi, 2002.
10. Alexander : Fundamentals of Investment 3/e Pearson Education.
114
(AUTONOMOUS)
International Financial Management

Code
17CE00422
3 - - 4 40 60 100
Course Description:
The Course is designed to understand financial management in global perspective, including
foreign exchange market structures, Risk and economic exposure, Long term borrowing i n
international markets.
Course Objectives:
 To understand financial management in a global perspective
 To learn the foreign exchange market structures and participants
 To learn about foreign exchange exposure and risk
 To understand working capital management in a multinational context.
Unit - I Introduction to Financial management in Global perspective Classes: 10

Financial Management in a Global Perspective: Globalisation. Trends in international Trade
and Cross Border Financial Flows. India in the Global Economy. Challenges of International
Financial Management. International Monetary System and Financial Markets: Balance of Payments.
International Monetary System. An Overview of International Financial Markets. Exchange Rate
Determination and Forecasting. Purchasing Power Parity. The Fishers’ Effect. Interest Rate Parity.
Unit – II The Foreign Exchange Markets and Structures Classes: 10

The Foreign Exchange Market: Structure and the Participants, Types of Transactions,
Mechanics of Currency Dealing, Exchange Rate Quotations, Arbitrage, Forward Rates, Evolution of
Exchange control and the foreign Exchange Market in India, Exchange Rate Computations.
Currency Derivatives: Currency Futures, Currency Options.
115
Unit – III The Foreign Exchange Markets and Structures Classes: 10
Foreign exchange Exposure and Risk: Economic Exposure, Transaction Exposure, Translation
Exposure, Management of Exposures.
Unit – IV Working Capital Management in Multinational Context Classes: 10

Working Capital Management in a Multinational Context: Short-term Borrowing and
Investment, Centralised Vs. Decentralised Cash Management, Cash Transmission. International
Equity Investment: Risk and Return, The International CAPM, Equity Financing in the International
Markets. Long-term Borrowing in International Capital Markets: The Major Market Segments, The
International Financing Decision, International Leasing.
Unit – V International Project appraisals, Accounting and Taxations Classes: 10

International Project Appraisal: Review of NPV approach, Adjusted Present Value Framework,
Project appraisal in the International Context, Exchange Rate Risk and Cost of Capital,
International Joint Ventures. An Introduction to Financial Swaps: Major Types, Motivations
Underlying Swaps, Application of Swaps, Valuation of Swaps. International Accounting and
Taxation: Accounting for Foreign Currency Transactions, Accounting for Foreign Operations.
Reference:
nd
1.Apte,P.G., INTERNATIONAL FINANCIAL MANAGEMENT, 2 Ed., Tata mcgraw Hill, 1998.
th
2.Jeff Madura, INTERNATIONAL FINANCIAL MANAGEMENT, 6 Ed., South-Western, 2000.
rd
3.Maurice D. Levi, INTERNATIONAL FINANCE, 3 Ed., mcgraw Hill, 1996.
4.Alan C. Shapiro, MULTIMATIONAL FINANCIAL MANGEMENT, Prentice Hall of India.
5. Cheol S.Eun, Bruce G. Resnick, INTERNATIONAL FINANCIAL MANAGEMENT, Irwin mcgraw
Gill, 1998.
***
116
(AUTONOMOUS)
Financial Services Management

Code
17CE00423
3 - - 4 40 60 100
Course Description:
This course is designed to introduce and analyze the Financial services management. The
course focuses on financial services industry along with new financial products and services.
Course Objectives:
 To examine Financial Services management.
 To understand the various financial services and their future
 To determine the most suitable financial service, given the situations and contingencies
 To appreciate the role of management in superior Financial Services
Unit – I Introduction to Financial services Industry Classes: 10
Introduction – Financial Services Industry – Emergence – Developments – Fund Based
and Non-fund based activities – modern activities – New Financial Products and Services,
Innovative Financial Instruments – Challenges Ahead.
Unit – II Merchant Banking Classes: 10
Merchant Banking: Origin, growth and services rendered by merchant bankers: Issues
Management and other services – Problems and scope of merchant banking in India – Mergers
and Acquisitions: Motives, Merger Analysis, Terms of Exchange, Cash purchase, Stock Exchange
Acquisitions, Leverage Buyouts and Management Buyouts.
Unit – III Leasing and Lease financing Classes: 10
Leasing: Concept, Types, Lease Agreements – Potentiality of Leasing as a means of
financing – Advantages and Disadvantages – Accounting Treatment and sales tax provisions –
Lease Financing in India – Factoring: Meaning, Modus operandi, types, functions – Factoring in
India.
117
Unit – IV Mutual funds and Venture capital Classes: 10
Mutual Funds: Meaning, Origin, Types/Classification of Funds, Importance, Mutual
Funds Industry in India – Venture Capital: Meaning, Origin, Importance, Methods, India
Scenario.
Unit – V Insurance and other Financial Services Classes: 10
Insurance: Meaning, Types, Insurance Industry in India and related reforms – Other
Financial Services: Hire Purchase, Commercial paper, Credit Cards, Credit Rating, Recent trends
in marketing financial services.
Reference:
1. Khan, M.Y., Financial Services, Tata McGraw Hill, 2001.
2. Gordon,E., and Natarajan, K., Financial Markets and Services, Himalaya Publishing
House, 2003.
3. Avadhani, V.A., Marketing of Financial Services, Himalaya Publishing House.
4. All relevant journals and periodicals.
5. Reports of relevant Committees or workgroups published by RBI.
6. Reports and guidelines of RBI and SEBI on different types.
***
118
(AUTONOMOUS)
Financial Derivatives
Code

17CE00424
3 - - 4 40 60 100
Course Description: The design of this course is to make students efficient in the area of
Financial Derivatives, giving them the knowledge of basics in Financial Derivatives,
Future Markets, Option
Strategies, etc.
Course Objectives:
To understand derivatives and derivative markets
 To learn Future and Forward market
 To understand the concept of options and futures strategies
 To learn Swaps and major types.
Unit - I Introduction to Financial Derivates Classes: 10

Introduction to Derivatives:Development and Growth of Derivative Markets, Types of
Derivatives, Uses of Derivatives, Financial and Derivative markets -Fundamental linkages
between spot & Derivative Markets, The Role of Derivatives Market in India.
Unit - II Futures and Forward Markets Classes: 10

Future and Forward Market: structure of forward and Future Markets, Mechanics of future
markets, Hedging Strategies, Using futures.Determination of forward and future prices - Interest
rate futures, Currency futures and Forwards
Unit - III Options and Options Market Classes: 10

Options: Distinguish between Options and Futures, Structure of Options Market, Principles of
Option Pricing, Option Pricing Models: The Binomial Model, The Black Scholes Merton Model.
119
Unit - IV Basic Option Strategies Classes: 10
Basic Option Strategies: Advanced Option Strategies, Trading with Options, Hedging with
Options, Currency Options.
Unit - V Swaps –Major Types Classes: 10
Swaps: Concept and Nature of Swaps—Major Types of Financial Swaps –Interest Rate Swaps –
Currency Swaps –Commodity Swaps – Credit Risk in Swaps.
* Standard discounting and statistical tables to be allowed in the examinations.
Reference:
1. Financial Derivatives and Risk Management, OP Agarwal, HPH
2. Commodities and Financial Derivatives, Kevin, PHI
3. Fundamentals of Financial Derivatives, Swain.P.K, HPH
4. Financial Derivatives, Mishra: Excel.
5. Risk Management & Derivatives, Stulz, Cengage.
6. Derivatives and Risk Management, Jayanth Rama Varma: TMH.
7. Risk Management Insurance and Derivatives, G. Koteshwar: Himalaya
8. Financial Derivatives, Gupta, 1st Edition, PHI.
9. Fundamentals of futures and options market, John C Hull: Pearson Education
***
120
Human Resource
Specialization
III Semester
121
(AUTONOMOUS)
Performance Management

Code
17CE00331
- - - 4 40 60 100
Course Description:
Performance management is one of the important function in the corporate organisations
today. It helps in determining goals and objectives of the organisation and evaluation of the
performance of the employees at various levels.
Course Objectives:
The objective of the course is to apprise the students about the importance of Performance
Management in organizations and impart an understanding of the process of managing
performance to achieve the organization’s current and future objectives.
Unit - I Foundations of Performance Management: Classes: 10

Concept and Philosophy underlying Performance Management, Significance, Objectives,
Pre-Requisites, and Characteristics of Effective Performance Management; Performance
Management versus Performance Appraisal; Performance Management and Strategic Planning,
Performance Management Process-Conceptual Model, Overview of Strategies for Performance
Management.
Unit - II Planning and Implementation of Performance Management: Classes: 10
Overview of Performance Planning, Defining Performance and Selecting a Measurement
Approach, Developing Job Descriptions, Defining Performance Standards, Key Result Areas,
Competencies and Skills, Characteristics of Effective Performance Metrics.
Unit - III Performance Appraisal and Monitoring: Classes: 10

Characteristics of effective Appraisals; Methods of Performance Appraisal; Designing
Appraisal Forms; Implementing Performance Appraisal Process, Performance Review
Discussions; Improving Quality of Performance Ratings; 360 Degree Appraisal; eAppraisal;
122
Performance Monitoring; Performance Management Documentation; Annual Stock Taking,
Performance Management Audit.
Unit - IV Other Performance Management and Development Issues: Classes: 10

Coaching, Counseling and Mentoring; Potential Appraisal, Competency Mapping;
Performance Related Pay; Implementing Performance Management System- Strategies and
Challenges; Role of HR professionals in Performance Management; Ethical and Legal Issues,
Appraisal and Management Practices in Indian Organizations.
Unit - V Indian and Western thoughts Classes: 10
Indian and Western Thoughts - Performance Management in the perspective of Indian Ethos –
Ethical Issues and Dilemmas in Performance Management.
Reference:
1. Agunis, H. (2008), Performance Management, Second Edition. Pearson Education, New

Delhi
2. Kohli, A.S. & Deb, T. (2009). Performance Management. Oxford University Press, New
Delhi
3. Bagchi., S.N. (2010). Performance Management, Cengage Learning, New Delhi.
4. Smither, J.W. (2009). Performance Management: Putting Research into Practice. Wiley
5. Rao, T.V. (2008). Performance Management and Appraisal Systems: HR Tools for Global
Competitiveness. Response Books: A division of Sage Publications
6. Kandula, S.R.(2007). Performance Management. PHI of India, New Delhi
***
123
(AUTONOMOUS)
Human Resource Development

Code
17CE00332
- - - 4 40 60 100
Course Description: The objective of the course is to make student aware of the concepts,
techniques and practices of human resource development. This course is intended to make
students capable of applying the principles and techniques as professionals for developing human
resources in an organization.
Course Objective:
 To understand basic concepts of Human resource development
 To learn process of HRD in the organisations
 To get knowledge of HRD activities
 To understand HRD applications and trends
 To know HRD current practices in the organisations.
Unit - I Introduction to Human Resource Development Classes: 10

Introduction to Human Resource Development: Concept; Relationship between,human
resource management and human resource development; HRD mechanisms, processes and
outcomes; HRD matrix; HRD interventions; Roles and competencies of HRD professionals;
Challenges in HRD.
Unit - II Human Resource Development Process and Design Classes: 10
HRD Process: Assessing need for HRD; Designing and developing effective HRD
programs; Implementing HRD programs; Evaluating effectiveness of HRD Programs; HRD audit;
HRD culture and climate.
Unit – III Human Resource Development Activities Classes: 10
HRD Activities: Employee development activities- Approaches to employee development,
leadership development, action learning, assessment and development centres; Intellectual capital
124
and HRD; HRD mechanisms for workers; Role of trade unions; Industrial relations and HRD;
Influence of motivation on development activities.
Unit - IV Human Resource Development Applications and Trends Classes: 10
HRD Applications and Trends: Coaching and mentoring; Career management and
development; Employee counselling; Competency mapping; PCMM, Balanced Score Card,
Appreciative inquiry; Integrating HRD with technology, Employer branding and other emerging
trends.
Unit - V Human Resource Development in Organizations Classes: 10
HRD in Organizations: Selected cases covering HRD practices in government,
organisations manufacturing and service industries and MNCs; International experiences of
human resource development.
Reference:
1. Werner J. M., DeSimone, R.L., Human resource development, South Western.
2. Nadler, L., Corporate human resources development, Van Nostrand Reinhold.
3. Mankin, D., Human resource development, Oxford University Press India.
4. Haldar, U. K., Human resource development, Oxford University Press India.
5. Rao, T.V., Future of HRD, Macmillan Publishers India.
6. Rao, T.V., HRD Score Card 2500: Based on HRD audit, Response Books, SAGE Publications.
7. Rao, T.V., Hurconomics for talent management: Making the HRD missionary business-driven,
Pearson
8. Curtis, B., Hefley, W. E., Miller, S. A., The people capability maturity model: Guidelines for
improving workforce, Pearson Education.
9. Kaplan, R.S., and Norton, D.P. 1992, The Balanced Scorecard: Measures that drive
performance, HBR
***
125
(AUTONOMOUS)
Organisational Development

Code
17CE00333
- - - 4 40 60 100
Course Description:-
The purpose of this course is to learn to plan and implement change at the individual,
group and organisational level. The course is designed to help the students develop as potential
change agents and OD professionals. After completing this course you should: be able to
understand the theory and practice relating to the processes of organisation development and
change.- develop insight and competence in diagnostic and intervention processes and skills for
initiating and facilitating change in organizations.- gain necessary self-insight, skills and
techniques to become effective change agents and internal OD consultants.
Course Objective:
 To understand basic concepts of organisational development
 To learn process of OD in the organisations
 To get knowledge of planned change
 To understand OD practices
 To know Diagnosing models.
Unit - I Introduction to Organisation Development Classes: 10
General Introduction To Organization Development - Definition -Organization
Development - foundations- Growth and Relevance of Organization Development - Short History
of Organization Development - Evolution in Organization Development
Unit - II Theories of Planned Change Classes: 10
The nature of planned change -Theories of Planned Change - General Model of Planned
Change - Different Types of Planned Change - Critique of Planned Change - Techostructural
interventions – restructuring organizations - Structural Design - Downsizing - Reengineering
What is It? - Types of Employee Involvement Interventions work design - The Engineering
Approach - The Motivational Approach - The Socio-technical Systems Approach.
126
Unit - III OD Practices Classes: 10
The OD practioner - Who is the OD practitioner? - Competencies of an Effective OD Practitioner
- The Professional OD Practitioner - Professional Values - Professional Ethics – Individual and
interpersonal interventions – Team group interventions –Intergroup and comprehensive
inteventions .
Unit - IV OD Process Classes: 10
Entering and contracting - Entering into an OD Relationship - Developing a Contract -
Interpersonal Process Issues in Entering and Contracting - organisational transformation.
Unit – V Diagnosis and Future of OD Classes: 10
Diagnosing organizations- need for diagnostic models – individual diagnosis – group level
diagnosis – feedback diagnostic information – future directions of organization development
Reference:
1. Dale, H. Besterfield – Organization Development, London: Prentice Hall.
2. P.Subba Rao - Human Resource Mangement, Himalya Publishing House
3. Gary Yukl – Leadership in Organisations. Singapore: Pearson.
4. J B Mondros and S M Wilson, Organising for Power and Empowerment, Columbia
5. Ian Beardwell & Len Holden (Eds). - Organization Development. UK: Pitman Publishing.
Mode of Evaluation: Assignements, Seminars, Written Examinations
127
(AUTONOMOUS)
Employee Engagement and Empowerment

Code
17CE00334
- - - 4 40 60 100
Course Description: To familiarize the students about the relevance and significance of not only
attracting but more importantly retaining talented people in organizations with a special focus on
career management, benefits administration, managing workforce diversity, and health and safety
administration.
Course Objectives:
 To learn HRM practices in employee engagement and empowerment
 To understand employee motivation and recent trends
 To learn key elements of employee empowerment
 To understand best practices in industry
Unit - I Introduction to Employee Engagement and Empowerment Classes: 10

Employee Engagement and Empowerment: An overview – Definition, objectives, Scope –
Key Players in Engagement and Empowerment-, - HRM and Employee Engagement and
Empowerment – Recent trends.
Unit - II Theorising Employee Engagement and Empowerment Classes: 10

Theorising Employee Engagement and Empowerment: Maslow’s Need Hierarchy,
Herzberg’s Two-Factor Theory, Theory X & Y, Achievement Motivation Theory, Expectancy
Theory, ERG Theory, Socio-Technical Theory, Job Characteristics Theory, LMX Theory, Theory
Z, and Social Cognitive Theory – Recent trends.
Unit - III Key Elements of Employee Empowerment Classes: 10

Employee Empowerment: Key elements: Power, Information, Reward and Knowledge
(PIRK) – Process of Employee Empowerment – Benefits of Employee empowerment - Levels of
Employee Involvement: Enabling, Involving and Encouraging - Principles of Employee
Empowerment- Recent Trends in Empowerment.
128
Unit - IV Elements of Engagement Classes: 10
Employee Engagement: Meaning - Types of Employee- Components and Engagement -
Elements of Engagement–Engagement framework: People, Reward, Company practices, Work,
quality of life, Opportunities– Consequences of engagement – Roll of Top Managers in Employee
Engagement - Employee Engagement using Social Media- Recent Trends in Engagement.
Unit - V Best Practices – Improvement of Performance Classes: 10

Employee Engagement and Empowerment: Basic Issues and concern- Best Practices -
Key Improving Performance - Impact on Organisation Performance- Engagement Strategies –
Drivers of Employee Engagement - Recent Trends
Reference:
1. C. Argyris, On Organisational Learning, Blackwell.
2. Christopher Rice& Fraser Marlow, The Engagement Equation: Leadership Strategies for an
Inspired Workforce.
3. Cotton, J. L. – Employee Involvement: Methods for improving performance and work
attitudes. CA: Sage.
4. Dale, H. Besterfield, Carol, Besterfield, Glen, H. Besterfield & Mary Besterfield – Total
Quality Management. London: Prentice Hall.
5. DBM Fetterman, Foundation of Empowerment Evaluation, Sage.
6. E E Lawler III, The Ultimate Advantage: Creating High Involvement Organisation, Jossey
Boss.
7. Gary Yukl – Leadership in Organisations. Singapore: Pearson.
8. Gerald, R. Ferris & Ronald, M. Buckley – Human Resource Management: Perspective, context,
functions & outcomes. Prentice Hall Inc.
9. Ian Beardwell & Len Holden (Eds). - Human resource Management: A contemporary
perspective. UK: Pitman Publishing.
10. J B Mondros and S M Wilson, Organising for Power and Empowerment, Columbia University
Press.
11. Jim Haudan, The Art of Engagement: Bridging the Gap Between People and Possibilities.
12. John Storey (ED.) – Human Resource Management. USA: Routledge.
13. Kevin Kruse, Employee Engagement for Everyone: 4 Keys to Happiness and Fulfillment at
Work.
14. Lawler, E. E. III - High Involvement Management. San Francisco: Jossey-Bass.
129
15. Lawler, E. E. III - Ultimate Advantage: Creating the High-Involvement Organisations. San
Francisco: Jossey-Bass.
16. Mark Royal and Tom Agnew, The Enemy of Engagement: Put an End to Workplace
Frustration-- and Get the Most from Your Employees, Amacom.
17. Michael Armstrong – A Handbook of Human Resource Management and Practice. London:
Kogan Page Ltd.
18. P. Block, The Empowered Manager, Jossy Boss.
19. Simon L. Albrecht, Handbook of Employee Engagement: Perspectives, Issues, Research and
Practice; Edward.
20. Stephen, P. Robbins – Organisational Behaviour: Concepts, controversies & applications.
London: Prentice Hall.
21. William H. Macey, Benjamin Schneide), Karen M. Barbera, Scott A. Young, Employee
Engagement: Tools for Analysis, Practice, and Competitive Advantage, Wiley-Blackwell.
***
130
Human Resource
Specialization
IV Semester
131
(AUTONOMOUS)
Knowledge Management
Code
17CE00431
3 - - 4 40 60 100
Classes:50 Classes:15
Course Description:
This course focuses on how knowledge is created, captured, represented, stored and reused
so as to fully leverage the intellectual assets of a firm. The tools and techniques for knowledge
acquisition, assessment, evaluation, management, organization and dissemination are applied to
business situations. Topics include knowledge generation, knowledge coordination and
codification, knowledge transfer and reuse, technologies and knowledge management and
knowledge management strategies.
Course Objectives
The students will:
 Analyze the role of knowledge management in attainment of financial objectives, quality
and process improvement, and innovation.
 Apply knowledge management models and technologies to business situations.
 Use a knowledge management system for an organization.
 Create a knowledge management plan to leverage opportunities to create, capture,
represent and share knowledge within an organization.
Unit - I Introduction to Knowledge Management Classes: 10
An Introduction to Knowledge Management - The foundations of knowledge
management- including cultural issues- technology applications organizational concepts and
processes- management aspects- and decision support systems. The Evolution of Knowledge
management : From Information Management to Knowledge Management - Key Challenges
Facing the Evolution of Knowledge Management - Ethics for Knowledge Management.
Unit - II Creating the Culture of Learning and Knowledge Sharing Classes: 10
Organization and Knowledge Management - Building the Learning Organization. Knowledge
Markets: Cooperation among Distributed Technical Specialists – Tacit Knowledge and Quality
Assurance.
132
Unit - III Knowledge Management-The Tools Classes: 10
Telecommunications and Networks in Knowledge Management - Internet Search Engines
and Knowledge Management - Information Technology in Support of Knowledge Management -
Knowledge Management and Vocabulary Control - Information Mapping in Information
Retrieval - Information Coding in the Internet Environment - Repackaging Information.
Unit - IV Knowledge Management - Application Classes: 10
Components of a Knowledge Strategy - Case Studies (From Library to Knowledge Center,
Knowledge Management in the Health Sciences, Knowledge Management in Developing
Countries).
Unit - V Future Trends and Case Studies Classes: 10
Advanced topics and case studies in knowledge management - Development of a
knowledge management map/plan that is integrated with an organization's strategic and business
plan - A case study on Corporate Memories for supporting various aspects in the process life -
cycles of an organization.
Reference:
1. Srikantaiah.T. K., Koenig, M., “Knowledge Management for the Information
Professional” Information Today, Inc., 2000.
2. Nonaka, I., Takeuchi, H., “The Knowledge-Creating Company: How Japanese Companies
Create the Dynamics of Innovation”, Oxford University Press, 1995.
3. Knowledge Management, Sudhir Warier: Vikas Publishing House.
4. Web Warehousing & Knowledge Management,Mattison: Tata McGraw-Hill.
5. Knowledge management: An Evolutionary view, Becerra Fernandez: PHI.
6. Knowledge Management,Fernando: Pearson.
7. Knowledge Management, B.Rathan Reddy: Himalaya.
8. Knowledge Management, Tapan K Panda: Excel.
9. Knowledge Management systems, Barnes: Cengage.
10. The Knowledge Management tool kit, Tiwana: 2/e, Pearson Education.
11. Knowledge Management,Sislop: Oxford University Press,.
12. Knowledge Management, Debowski: Wiley Student Edition, Wiley Ind
13. Knowledge management, A Thothathri Raman, Excel books
***
133
(AUTONOMOUS)
International Human Resource Management
Course
Code
17CE00432
4 - - 4 40 60 100
Course Description:
Globalization, growing presence of multinationals with expatriate managers, cross border
mergers and acquisitions and increasing diversity of workforce demands human resource to be
more sensitive to cross-cultural issues and understanding of international approaches to dealing
with people in organisations. The course seeks to look at HRM in a broader, comparative and
international perspective to deal with complex issues and manifold risks.
Course Objective:
 To learn basic concepts of International human resource Management
 To understand aspects of International recruitment
 To understand international compensation structures and repatriation
 To understand the issues through case studies
Unit - I Introduction to International Human resource management Classes: 10
Human Resources in a Comparative Perspective - Introduction to International HRM
(IHRM) - Cultural context of IHRM - Organizational context - IHRM in cross-border M&As,
international alliances, and SMEs.
Unit - II International Recruitment and selection Classes: 10
International Recruitment and Selection - International staffing, recruitment and selection
- Developing Multinational Teams - International performance management - Cultural
Factors/Issues in Performance Management - International training, development and careers -
International compensation.
134
Unit - III International Compensation and Repatriation Classes: 10
Approaches to International Compensation – Repatriation - Managing Global, Diverse
Workforce - Industrial Relations in a Comparative Perspective - Global Unions, Regional
Integration and Framework Agreements - Emerging Trends in Employee Relations and Employee
Involvement.
Unit – IV International Industrial Relations Classes: 10
International industrial relations - IHRM trends and Comparative HRM - IHRM: Theory
and practice - International Labour Standards - HR/IR issues in MNCs and Corporate Social
Responsibility.
Unit – V Emerging Trends in International HRM Classes: 10
Case studies - Emerging trends in International HRM - Sensitivity to Cultural Diversity -
Global Organisation Structures - Emerging Trends in Employee Relations and Employee
Involvement - Convergence or divergence in personnel management in developed and developing
economies - International HRM and Strategic Research.
Reference:
1.International Human Resource Management-P.Subba Rao, Himalya Publishing House
2. International Human Resource Management-S.K.Bhatia, Deep and Deep Publications
3. International Business and Globalisation – John D. Daniels, Jeffrey A. Krug
4. Executive Skills for Global Managers – Upinder Dhar and S. Ravishankar
5. Global Business – Avadhani – Himalaya Publication.
***
135
(AUTONOMOUS)
Management of Change
Code
17CE00433
3 - - 4 40 60 100
Course Description:
The course is designed to understand management of Change in the organizations through
stimulating forces, factors. Change programmes, organisational developments through interventions
etc.
Course Objectives:
 To understand the forces that stimulate change
 To understand the necessity for change
 To understand the resistance to change
 To manage the change process and
 To understand the concept and techniques of OD
 To enable the skills for the application of OD in organizations.
Unit - I Introduction to Change and stimulating forces Classes: 10

Change – stimulating forces – planned change – change agents – unplanned change – Model
of organisational change – Lewin’s three Step Model.
Unit – II Individual factors – change programmes Classes: 10

Resistance to change – individual factors – organisational factors – techniques to overcome
change.
Unit - III Change Programmes – processes Classes: 10

Change programs – effectiveness of change programs – change process – job redesign – socio-
technical systems.
136
Unit – IV Organsiational Developments – Values Classes: 10
OD – basic values – phases of OD – entry – contracting – diagnosis – feedback – change plan –
intervention – evaluation – termination.
Unit – V Organisational Developments - Interventions Classes: 10

OD intervention – human process interventions, structure and technological interventions and
strategy interventions – sensitivity training – survey feedback, process consultation – team building –
inter-group development – innovations – learning organizations.
Reference:
1. French & Bell: Organisational Development, Mcgraw-Hill.

2 .Vinayshil Gautham & S.K.Batra: Organisation Development System, Vikas Publishing
House.
3. Rajiv Shaw: Surviving Tomorrow: Turnaround Strategies In Organisational Design
And Development, Vikas Publishing House.
***
137
(AUTONOMOUS)
Management of Industrial Relations

Course
Code
17CE00434
4 - - 4 40 60 100
Course Description:
The course is designed to get complete knowledge of industrial relations in the current
scenario. The importance of grievance redressal mechanisms has become more important and
prime in the business environment.
Course Objectives:
• To provide an exposure of theories, techniques and approaches to manage industrial
relations.
• To provide an exposure to the management students who intend to take up HRM & IT as
their vocation.
Unit - I Introduction to Industrial Relations Classes: 10
Introduction - Concept and Determinants of Industrial Relations – Industrial Relations in India
– Managing IR Changes – IR and Productivity – Technology and IR – Effective Communication
Systems and IR Management – Indian Culture & IR.
Unit - II Trade Unions, Productivity and Social responsibility Classes: 10
Trade Unions – Purpose, Functions and Structure of Trade Unions – Trade Union Legislation
– Multiplicity of Trade Unions – Conflict Resolutions – Industrial Relations – Welfare and
Productivity – Social Responsibility of Trade Unions – IR Management and Management of Trade
Unions.
Unit - III Employee counselling and development Classes: 10
Employee Counseling – Types, Methods, Content, Problems, Consultative Bodies (Bipartite,
Tripartite) and IR Strategies – A Discussion – Worker Development & Worker participation.
138
Unit - IV Grienvance Redressal Mechanism and Procedure Classes: 10
Discipline and Grievance Redressal Machinery – Purposes and Procedures of Disciplinary
Action – Grievance Redressal Procedures – Conciliation – Arbitration and Adjudication – Collective
Bargaining(Perspective, Bargaining Structure, Procedure and Machinery for Collective Bargaining) –
The Bargaining Process – Strengths and Skills.
Unit - V Labour Administration and Trends Classes: 10
Labor Administration – ILO, ILC and Indian Constitutional Provisions in Relation to
Labor Administration – Central Machinery of Labor Administration – Labor Administration at
the State, District and Local Levels. Contemporary Trends and Future of Industrial Relations in
India.
Reference:
1. Arun Monappa: INDUSTRIAL RELATIONS; Tata mcgraw Hill Publishing Company Ltd.
2. Pramod Verma: MANAGEMENT OF INDUSTRIAL RELATIONS – READING AND
CASES;
Oxford and IBH Publication.
3. T.N. Bhagoliwala: ECONOMIC OF LABOR AND SOCIAL WELFARE.
4. Relevant Reports of Government of India such as REPORT OF NATIONAL
COMMISSION LABOR – FIVE YEAR PLANS.
5. B.O. Sharma: ART OF CONCILIATION AND INDUSTRIAL UNREST; Labor
Consultancy Bureau, Bombay, 1985.
6. Journals: INDIAN LABOR JOURNAL and INDIAN JOURNAL OF INDUSTRIAL
RELATIONS.
***
139
Systems
Specialization
III Semester
140
(AUTONOMOUS)
E-Commerce
Code
17CE00341
3 - - 4 40 60 100
Course Description:
This course is designed to introduce the concepts of Electronic Commerce and to provide
to understand the concepts of Electronic Commerce through case studies.
Course Objectives:
 To understand the foundations of Electronic Commerce
 To understand internet Consumers and market research
 To learn E Commerce in service industries
 To have the knowledge in Internet and Extranet
 To understand strategy and implementation
Unit - I Foundations of E-Commerce Classes: 10
Foundations of Electronic Commerce - Retailing in Electronic Commerce
Unit - II Internet Consumers and Market Research Classes: 10
Internet Consumers and Market Research - Advertisement in Electronic Commerce
Unit – III E-Commerce and Service Industries Classes: 10
Electronic Commerce for Service Industries - Business-to-Business Electronic Commerce
Unit – IV Intranet and Extranet – Uses Classes: 10
Intranet and Extranet - Electronic Payment Systems
Unit – V E-commerce Strategy and Implentation Classes: 10
EC Strategy and Implementation - Public Policy: From Legal Issues to Privacy
Reference:
1.Electronic Commerce A Managerial Perspective by Efraim Turban, Jae Lee, David King and
H. Michael Chung, Prentice Hall Inc, International Edition.
141
(AUTONOMOUS)
Enterprise Resource Planning

Code
17CE00342
3 - - 4 40 60 100
Course Description:
This course is designed to introduce and analyze the Enterprise resource planning and to
understand the business processess and systems. The course then discusses various to improve
service experience, enhance competitiveness, to modernize the business processes and systems.
Further it also provides the knowledge of automate business solutions, increase in operating
efficiency and to provide access to standardized data.
Course Objective:
The objective of the course is to provide the basic concepts of Enterprise Resource
Planning, ERP Implementation and maintenance.
Unit – I Introduction to Enterprise Resource Planning Classes: 10

Introduction to ERP: Overview of ERP,MRPI,MRPII and Evolution of ERP, Business
Modeling, ERP related technologies,Business PROCESS Re-engineering (BPR) – BPR Process,
Myths regarding BPR, ERP Architecture.
Unit – II Business Intelligence systems Classes: 10

Business Intelligence Systems-Data Mining, Data Warehousing, On-line Analytical
Processing (OLAP), On-line Transaction Processing (OLTP)
Unit – III Enterprise Resource Planning -modules Classes: 10

ERP Modules :Finance Controlling, Accounting System, Manufacturing and Production
Systems.Sales and Distribution Systems, Human Resource Systems. Plant Maintenance System,
Material Management System, Quality Management System,
Unit – IV Enterprise Resource Planning -Implementation Classes: 10
ERP Implementation: ERP Implementation life cycle, ERP package selection, ERP
Implementation process, ERP project teams, ERP operation and Maintenance.
142
Unit – IV Enterprise Resource Planning -Products Classes: 10
ERP Products: SAP, Oracle, Microsoft Dynamic, People Soft, Baan and their impact on
enterprise applications.
References:
1. Enterprise Resource Planning, Singla, Cengage Learnings.

2. Enterprise Resource Planning,Mahadeo Jaiswal & Ganesh Vanapalli,Macmillan
3. Enterprise Resource Planning, Alexis Leon, TMH.
4. Enterprise Resource Systems,Motiwala,Pearson.
5. ERP in practice, Jagan Nathan Vaman, TataMc.GrawHill.
6. Enterprise Resource Planning and MIS,Venugopal Rao, Excel.
7. ERP concepts &Practice,Vinod Kumar Kard arid NK Venkata Kristean, PHI.
8. Concepts in ERP ,Monk,2/e Thomson.
9. Managerial Issues of ERP, David L.Olson , TMH
***
143
(AUTONOMOUS)
Decision Support Systems

Course
Code
17CE00343
4 - - 4 40 60 100
Course Description:
The course is designed to gain knowledge of information systems management and to
understand the decision support systems to facilitate efficient executive decision making.
Course Objectives:
 To learn different models of DSS database
 To have the knowledge in DSS hardware and software
 To understand development tools and applications in various functions.
Unit - I Introduction to Decision Support systems Classes: 10

Decision Support Systems – Definition – Characteristics & capabilities of DSS – Components
of DSS-database, Model base, Communication subsystem & User – Classes of DSS.
Unit - II DSS hardware and software - process Classes: 10
DSS hardware and software – Group DSS – components & typology – Constructing a DSS –
development process.
Unit - III DSS Developmental tools and Executive information Classes: 10
DSS development tools – Yardsticks for choosing DSS software – Executive information and
support systems.
Unit - IV DSS Applications in various functions Classes: 10
Illustrative DSS applications – Portfolio Management – Human Resource Management,
Marketing Decision Support System, Small Business Application, Manufacturing DSS.
Unit - V Developing Executive Systems Classes: 10
Expert Systems – fundamentals – Types of expert systems – Developing ES – Problems &
Limitations of ES.
144
Reference:
1. Ralph H. Sprange, Jr. and Eric. D.Carlson: Building Effective ESS, Prentice Hall.
2. Ralph H. Sprange, JR. & Huga, J. Watson (Eds.): DSS-Putting Theory Into Practice, Prentice
Hall.
3. R. Jayshankar: Decision Support Systems, Tata McGraw Hill.
4. Janakiraman and Sarukesi, Decision Support Systems, Prentice Hall of India, New Delhi.
5. Efralm Turbon: Decision Support System and Expert Systems, Macmillan.
Mode of Evaluation: Assignments, Seminars , Written Examinations
***
145
(AUTONOMOUS)
Data Warehousing and Data Mining

Code
17CE00344
3 - - 4 40 60 100
Course Description: The course is designed to give an understanding Data Warehousing and
Data Mining concepts.
Course Objectives:
 The concepts of Data and managing data
 The importance of Database systems in the organisation
 Analyzing the contexts of the data warehouse
 Getting the different types of data into warehouse
Unit - I Introduction to data and Managing data Classes: 10

1. Managing Data: Individual Data Management, Organisational Data Warehousing and Data
Management, Components of Organisational Memory, Evaluation of Database Technology.
Unit – II Database systems in the organisations Classes: 10

2. Database Systems in the Organisation: Data Sharing and Data Bases – Sharing Data
Between Functional Units, Sharing Data Between Different Levels of Users, Sharing Data
Between Different Locations.
Unit – III The Data Warehouse Data base Classes: 10

4. The Data Warehouse Data Base: Context of Data Warehouse Data Base, Data Base
Structures – Organizing Relational Data warehouse – Multi-Dimensional Data Structures –
Choosing a Structure. Meta Data: Human Meta Data, Computer Based Meta Data for people
to use, Computer based Meta Data for the Computer to use.
146
Unit – IV Analyzing the context of the Data Warehouse Classes: 10
4. Analyzing the Contexts of the Data warehouse: Active Analysis, User Queries – OLAP
Constructing a Data warehouse System: Stages of the Project – Developing a Project Plan, Data
warehousing Design Approaches – The Architecture Stage.
Unit – V Analyzing the context of the Data Warehouse Classes: 10

5. Getting Data into the Data warehouse – Extraction, Transformation, Cleaning, Loading
and Summarization. Data Mining, Creating a Decision Tree, Correlation and Other Statistical
Analysis, Neural Networks, Nearest Neighbor Approaches, Putting the Results to Use.
Reference:
1. Decision Support Systems and Data warehouse Systems, Efram G. Mallach: TMH.
2. Data Mining Techniques and Tasks, T.H.M.Sivanandam, Thomson.
3. Data Management, Data Bases and Organizations, Richard T Watson : Wiley.
4. Modern Data Warehousing, Mining and Visualization Core Concepts, Marakas, Pearson
5. Data warehousing, Data Mining OLAP, Berson Smith, TMH
6. Data Mining – Concepts and Techniques - Jiawei Han &MichelineKamber, Morgan
Kaufmann Publishers, 2nd Edition, 2006.
7. Data Mining Introductory and advanced topics –Margaret H Dunham, Pearson education.
***
147
Systems
Specialization
IV Semester
148
(AUTONOMOUS)
Business Intelligence
Code
17CE00441
- - - 4 40 60 100
Course Description:
This Course is designed to understand business intelligence concepts like data,
information knowledge and role of mathematical models. Business intelligence types is also could
be learned through user types and methods.
Course Objectives:
The student should be made to:
 Be exposed with the basic rudiments of business intelligence system
 understand the modeling aspects behind Business Intelligence
 understand of the business intelligence life cycle and the techniques used in it
 Be exposed with different data analysis tools and techniques

Unit – I Business Intelligence Classes: 10
Effective and timely decisions – Data, information and knowledge – Role of mathematical
models – Business intelligence architectures: Cycle of a business intelligence analysis – Enabling
factors in business intelligence projects – Development of a business intelligence system – Ethics
and business intelligence.
Unit – II Knowledge Delivery Classes: 10
The business intelligence user types, Standard reports, Interactive Analysis and Ad Hoc
Querying, Parameterized Reports and Self-Service Reporting, dimensional analysis,
Alerts/Notifications, Visualization: Charts, Graphs, Widgets, Scorecards and Dashboards,
Geographic Visualization, Integrated Analytics, Considerations: Optimizing the Presentation for
the Right Message.
149
Unit – III Efficiency Classes: 10
Efficiency measures – The CCR model: Definition of target objectives- Peer groups –
Identification of good operating practices; cross efficiency analysis – virtual inputs and outputs –
Other models. Pattern matching – cluster analysis, outlier analysis.
Unit – IV Business Intelligence Applications Classes: 10
Marketing models – Logistic and Production models – Case studies.
Unit – V Future Of Business Intelligence Classes: 10
Future of business intelligence – Emerging Technologies, Machine Learning, Predicting
the Future, BI Search & Text Analytics – Advanced Visualization – Rich Report, Future beyond
Technology.
References:
1. Efraim Turban, Ramesh Sharda, Dursun Delen, “Decision Support and Business Intelligence
Systems”, 9th Edition, Pearson 2013.
2. Larissa T. Moss, S. Atre, “Business Intelligence Roadmap: The Complete Project Lifecycle of
Decision Making”, Addison Wesley, 2003.
3. Carlo Vercellis, “Business Intelligence: Data Mining and Optimization for Decision Making”,
Wiley Publications, 2009.
4. David Loshin Morgan, Kaufman, “Business Intelligence: The Savvy Manager‟s Guide”,
Second Edition, 2012.
5. Cindi Howson, “Successful Business Intelligence: Secrets to Making BI a Killer App”,
McGraw-Hill, 2007.
6. Ralph Kimball , Margy Ross , Warren Thornthwaite, Joy Mundy, Bob Becker, “The Data
Warehouse Lifecycle Toolkit”, Wiley Publication Inc.,2007.
***
150
(AUTONOMOUS)
Information Systems Audit and Control
Code
17CE00442
- - - 4 40 60 100
Course Description:
Course is designed to understand fundamental concepts related to an information systems
audit. Principles and practices related to secure operation of existing information technology.
Information security accountability, development of internal control objectives and framework,
and identification of appropriate audit procedures for a secure information system.
Course Objectives:
 To understand the concepts of Governance and management of IS
 To learn basic concepts of Systems concepts
 To get knowldge on IT controls
 To gain knowledge on auditing of Information systems
 To understand regulations and emerging technologies
Unit - I Concepts of Governance and Management of Information Classes: 10
Systems
Governance, Risk and Compliance and relationship between governance and management. Role
of information technology and IS strategy in business, operations and control, business value from
use of IT, IS risks - different types of information systems Risks, IS Risk management review –
IT compliance overview – Role and responsibilities of top management as regards IT-GRC. Role
of information systems assurance. Overview of Governance of enterprise IT and COBIT.
Unit - II Information systems concepts Classes: 10

Overview of IS in IT environment and practical aspects of application of information systems
in enterprise processes. Information as a key business asset and its relation to business objectives,
business processes and relative importance of information systems from strategic and operational
perspectives. Various types of business applications, overview of underlying IT technologies.
151
Protection of information systems – type of controls – IT general controls, logic access controls
and application controls. Technologies and security management features, IS security policies,
procedures, practices, standards and guidelines, IT controls and control objectives, role of
technology systems in control monitoring, segregation of duties.
Unit - III IT controls – Disaster and business continuity planning Classes: 10

Impact of IT controls on internals contrls over financial reporing, cyber frauds and control
failures. Assessing business contirnuity maagement, business impact analysis and business
continuity plans, disaster recovery from perspective of going concern, recovery strategies, SDLC,
business process design, Software procurement, RFP Process, Evaluatin of ITPoposals,
Computing ROI,Computing cost of IT implementation, Cost benefit analysis.
Unit - IV Auditing of Information systems Classes: 10

Different types of IS audit and assurance engagements. Evaluating of IT dependencies for audit
planning. Overview of continuous auditing. Auditing informatin systems – Approach
methodology – and standards for auditing information systems. IS audit planning, performing an
IS audit, rules of digital evidence, best practices and standards for IS audit – application control
reviews.- information technology regulatory issues – IT Act 2008 – rules as relevant assurance.
Unit - V Regulations and emerging technoogies Classes: 10

Need for systems audit as per regulations such as : SEBI Clause 49 listing requirements – and
internal controls, systems control and audit requirements as per RBI, SEBI, IRDA, concets of
cyber forensics/cyber fraud investigation, overview of information security standards ISO 27001,
ISAE 3402/SA 402,ITIL. Overview of cloud computing, software as a service, mobile computing
& BYOD, Web 2.0 and social media, Green IT and related security and audit issues
Reference:
1.Ron Weber, “Information System Control and Audit”, Prentice Hall, 1998. (Text Book)
2. Dube, D.P. and Gulati D.P., “Information System Audit and Assurance (Including Case Studies
and
st
Checklists from the Bank), Tata McGraw-Hill, 1 edition.
3. Frederick Gallegos, Daniel P. Manson, Sandra Senft, and Carol GonzalesGallegos,
“Information Technology Control and Audit”, Auerbach Publications, Second Edition, 2004
***
152
(AUTONOMOUS)
Object-Oriented Programming with C++
Code
17CE00443
- - - 4 40 60 100
Course Description:
Course is designed to understand making sense of core object concepts (Encapsulation,
Abstraction, Polymorphism, Classes, Messages Association, Interfaces) Implementation of class
in C++, C++ Objects as physical object, C++ object as data types constructor. Object as function
arguments. The default copy constructor, returning object from function. Structures and classes.
Classes objects and memory static class data.
Course objectives:
• To present the Concepts of Object-Oriented Programming using C++ language.
• To discuss briefly about Object-Oriented Analysis and Design of Systems.
Unit - I Introduction to Object-oriented Programming Classes: 10
Introduction to Object-Oriented Programming(OOP) – Organization of data and functions in
OOP – Concepts in OOP – Objects, Classes, Data Abstraction, Data Encapsulation, Inheritance,
Polymorphism, Dynamic binding, Message Passing – Benefits of OOP – Application of OOP –
Introduction to C++ Programming Language – Structure of a C++ Program – Keywords, Identifiers,
Data types, Operators in C++, Character strings, Arrays, Functions, Pointers and Structures.
Unit - II Classes and Objects Classes: 10
Classes and Objects - Constructors and Destructors
Unit - III Operator overloading - Conversion Classes: 10
Operator Overloading and Type Conversion - Inheritance
Unit – IV Operator overloading – Conversion Classes: 10
Pointers to objects, Virtual functions and Polymorphism - Managing Console Input/Output
Operations.
Unit –V Operator overloading - Conversion Classes: 10
Working with files – File pointers and Error handling - Object-Oriented Systems development
153
Reference:
Balagurusamy, E.(1995) OBJECT-ORIENTED PROGRAMMING WITH C++, New Delhi: Tata
McGraw-Hill Publishing Co. Ltd.
***
154
(AUTONOMOUS)
Visual Basic for Business Application

Code
17CE00444
3 - - 4 40 60 100
Course Description:
This course is designed Introduction to computer programming using VB.NET. Emphasis
on the fundamentals of structured design, development, testing, implementation, and
documentation. Includes language syntax, data and file structures, input/output devices, and files.
Course Objective:
 To provide the basic concepts Visual basic programming

 To learn VB programming
 To learn functions and interfaces
 To understand tools and techniques
 To learn fundamental of graphics
Unit – I Introduction to VB environment Classes: 10
VB environment; Tools; Bars; Different Menus; Customizing a Form – Setting Different
properties; Saving, Edit, Debug, Run and writing simple programs; user interface – Creating
Controls; Command buttons, simple event procedure; image controls, text boxes; Labels and
Navigation.
Unit – II VB Programming Classes: 10
VB Programming – Editing Tools; Statements; Variables; Data Types; Strings; Numbers;
Picture Boxes; Printer Object; Operators, Determinant and Indeterminant loops; Decision Making
Statements; Built-In-Functions; Date-Time functions.
Unit – III Functions - interfaces Classes: 10
Functions – Procedures – Arrays – Writing simple programs using above function(like
Searching, Sorting and etc.) – Control Arrays – List and Combo Box; Flex Grid control – VB
155
Object Browser – Introduction to Object Oriented Programming – Making user interfaces using
MS Window common control, MDI Forms.
Unit – IV Tools and Techniques of resting Classes: 10
Tools and Techniques for resting, Debugging and optimization; ActiveX Controls, Basic
file Handling – Workspace; Database; Recordset; Report Generation; Accessing with different
back end (MS Access, Oracle8i), Building Packages (like Student Information System, Library
Information System, Railway Reservation System, Inventory Control System etc.)
Unit – V Fundamentals of Graphics Classes: 10
Fundamentals of Graphics; Monitoring Mouse activity; File System Controls and File
System Object, Communicating with other Windows Applications VB Script, Programming to
Internet.
Reference:
1. Visual Basic 6 From The Ground Up, By Gary Cornell, Tata Mcgraw-Hill
2. Visual Basic 6.0 By Connell, Tata Mcgraw-Hill, 1999.
***
156
Operations
Specialization
III Semester
157
(AUTONOMOUS)
Advanced Production Management

Code
17CE00351
3 - - 4 40 60 100
Course Description:
Discussions of Advanced nature on the following topics reinforced by Case Analysis, Situation
Diagnosis, finding remedial alternatives, mathematical modeling, heuristics, etc. will form a major
component of the teaching methodology.
Course Objectives:
 To understand advanced production system concepts
 To know locational problems with algorithms
 To learn aggregate planning with different algorithms
 To understand Balancing Techniques
 To understand different Inventory techniques models
Unit – I Advanced Production System Concepts Classes: 10

Advanced Production System Concept – Forecasting using Multiple Regression (Matrix Method),
Productivity Improvement Strategies – Introduction to CIM – Recent Trends in Manufacturing
Process.
Unit – II Locational Problems Classes: 10
Single Facility Location Problem, Multifacility Location Problem – Minimax Location Problem –
Computerized Layout Techniques – ALDEP, CRAFT, Group Technology – Rank Order Clustering
Algorithm.
Unit – III Aggregate Planning methods Classes: 10
Aggregate Planning: Concepts, Mathematical model. Master Scheduling – Single Machine
Scheduling: SPT rule, EDD rule, Branch and Bound Algorithm to Minimize Mean Tardiness. Flow
Shop Scheduling: Johnson’s algorithm and its extension, Branch and Bound Technique to minimize
makespan, CDS heuristic – Job Shop Scheduling: priority rules, Active schedule generation –
Travelling Salesman Problem and its use to solve Single Machine Scheduling Problem with dependent
set up time.
Unit – IV Aggegate Balancing Classes: 10
Assembly Line Balancing: RPW technique, COMSOAL – Resource Allocation and Resource
Leveling in Project Networks – Replacement Analysis: - Due to Wear and Tear, Economic Life
Determination - Due to Complete Failure – Distinction between Break Down Maintenance and
Preventive Maintenance – Use of Simulation for Maintenance Management Decision.
Unit – V Inventory Models Classes: 10

Inventory Models – Quantity Discounts – Probabilistic Models – P&Q Systems of Inventory – ABC
Classification – VED Analysis – FSN Analysis – XYZ Analysis – Review of Control Charts for
Variables and Attributes – Introduction to Sampling – Design of Single Sampling Plan.
158
Reference:
1. Panneerselvam. R., Production and Operations Management, (Prentice Hall, New Delhi,
2005)
2. Everett E. Adam & Ronald J. Ebert: Production and Operations Management, (Prentice
Hall, 1994).
3. William J. Stevenson: Production/Operations Management, Richard Irwin.
4. Joseph G. Monks: Operations Mangement Theory and Problems, (Mcgraw Hill).
5. Norman Gaither: Production and Operations Management, (The Dryden Press).Jack R.
Meredith, The Management of Operation, (John Wiley & Sons).
***
159
(AUTONOMOUS)
Computer Simulation
Code
17CE00352
3 - - 4 40 60 100
Course Description: This Course is designed to learn a series of modeling methods used widely
throughout science and engineering. These models capture the behavior and dynamics of systems.
Course Objectives:
 To understand stochastic models
 To know the various aspects of simulation
 To use high level languages and GPSS etc. in a stochastic environment
Unit – I Concepts of Systems Classes: 10

Concept of systems – Concept of Simulation – Types of simulation – Simulation as a decision making
tool – Monte Carlo Simulation – Types of Models, Steps of Modelling, Need for Simulation,
Advantages of Simulation.
Unit – II Random Numbers Classes: 10
Method of generating Pseudo random numbers, Continuous probability distributions, Discrete
probability distributions – Characteristics of random numbers – Statistical Tests to test the
randomness of random numbers.
Unit – III Design of Simulation Experiments Classes: 10
Problem formulation – Data collection – Data reduction – Random variables – Logical flow chart –
Starting conditions – Validation – Experimental design – Output analysis. Simulation using High
Level Languages: Single server models, Multi-Server Models.
Unit – IV Discrete Simulation languages Classes: 10
Introduction to simulation languages, Comparison of simulation languages, Study of GPSS
Unit – V Case Studies Classes: 10
Development of simulation model using GPSS for systems like: Queueing Production, Inventory,
Maintenance, etc.
REFERENCE:
1. G. Gordon, System Simulation, Prentice-Hall
2. Banks & Carson, Discrete Event Simulation, Prentice-Hall
3. Michale Pid, COMPUTER SIMULATION IN MANAGEMENT SCIENCE, John Wiley.
4. R.E. Shannon, SYSTEM SIMULATION: THE ART OF SCIENCE, Prentice-Hall.
5. R. Panneerselvam, OPERATIONS RESEARCH, Prentice-Hall of India, 2006.
***
160
(AUTONOMOUS)
Total Quality Management

Code
17CE00353
3 - - 4 40 60 100
Course Description: After undergoing this course students will get clear idea about Total Quality
Management and will be able to work efficiently in a Total Quality Management organization.
Course Objectives:
 To learn the concepts of Total Quality Management
 To understand the role of the quality systems
 To know the TQM tools and Improvement cycle
 To understand the organisational communications requirements
Unit – I The Foundations - A Model for Total Quality Classes: 10
Management)
Understanding quality - Commitment and leadership - Design for quality - Case studies on
foundations
Unit – II (TQM – The Role of the Quality System) Classes: 10
Planning and processes for quality - System design and contents - Quality management system audit
and review and self-assessment - Case studies on process and systems
Unit – III (TQM – The Tools and the Improvement cycle) Classes: 10
Measurement of quality - Tools and techniques for quality improvement - Some additional techniques
for process design and improvement - Case studies on the tools and improvement cycle
Unit – IV (TQM – The organizational, Communications and Classes: 10
teamwork requirements)
(TQM – The organizational, Communications and teamwork requirements) - Organization for quality
- Culture change through teamwork for quality - Case studies on the organizational, communications
and teamwork requirements
Unit – V TQM – Implementation Classes: 10
(TQM – The implementation) - Communications and training for quality - Implementation of TQM
and management of change - Case studies on Implementation
REFERENCE:
1. Total Quality Management text with cases by John S. Oakland, Butterworth Heinmann,
Oxford/New Delhi (Text book)
2. Total Quality Management Text and Cases, Himalaya Publishing House, Delhi.
***
161
(AUTONOMOUS)
Supply Chain Management

Code
17CE00354
3 - - 4 40 60 100
Course Description: The course is to cover not only high-level supply chain strategy and concepts,
but also to give students an understanding of the tools necessary to solve supply chain management.
Course Objectives:
 To understand basic Supply chain management concepts
 To learn the value of Information
 To know measurement of quality
 To understand strategic alliances
 To understand Information Technology for supply chain
management
Unit – I Introduction to Supply Chain Management Classes: 10

Introduction to Supply Chain Management - Logistics Network Configuration – Inventory
Management and Risk Pooling
Unit – II The Value of Information Classes: 10
The Value of Information - Supply Chain Integration
Unit – III Measurement of Quality Classes: 10
Measurement of quality - Tools and techniques for quality improvement - Some additional techniques
for process design and improvement - Case studies on the tools and improvement cycle
Unit – IV Strategic Alliances Classes: 10
Strategic Alliances - Procurement and Out Sourcing Strategies - International issues in
Supply Chain Management - Coordinated Product and Supply Chain Design
Unit – V Customer Value and Supply Chain management Classes: 10
Customer value and Supply chain Management - Information Technology for Supply
Chain Management - Decision – Support Systems for Supply Chain Management
REFERENCE:
1. Designing and Managing the Supply Chain: Concepts, strategies and Case studies, by
Simchi-levi, D., P.Kaminsky, and E.Simichi-Levi, Irwin/McGraw-Hill, Newyork, 2003
(Text Book)
2. Supply Chain Management: Strategy, Planning and Operations by Sunil Chopra and Peter
Meindi, Prentice Hall, Inc, 2001.
3. Purchasing and Supply Management by Leenders, Fearon, Flynn, Johnson.
***
162
Operations
Specialization
IV Semester
163
(AUTONOMOUS)
Advanced Materials Management

Code
17CE00451
3 - - 4 40 60 100
Course Description: This course is to cover Integrated Materials Management concepts, and to
understand strategical decisions on purchasing, buying and selling process.
Course Objectives:
 To understand basic concepts in Integrated Materials Management
 To learn role of Information systems in Materials Management
 To learn strategical decisions on buying and selling
 To know design of stores layout and their performance
Unit – I Introduction to IMM Classes: 10
Concept of Integrated Materials Management (IMM) – Organising for IMM – Types of Inventories –
Inventory Problems in India.
Unit – II Computerisation and Information Systems Classes: 10
Codification – Computerisation and Information Systems – Standardisation and Variety Reduction –
Value Analysis: ABC, VED, XYZ and other methods of Selective Analysis
Unit – III Types of Inventory Systems Classes: 10
Q-Based Inventory System – P-Based Inventory System – S-S based Inventory System – Practical
Inventory Models – Inventory Valuation.
Unit – IV Strategical decisions on buying and selling Classes: 10
Purchasing – Source Selection – Vendor Rating – Purchase Budget – Systems – Tenders – Price
Negotiations – Forward Buying – Purchasing Capital Equipments – Seasonal Goods – Special Items –
Deferred Payment Schemes – Lending Institutions – Global Purchases – Government Buying – EGS
& D – Rate Contract – Insurance – Legal Aspects in Purchasing – Evaluation of Purchase
Performance.
Unit – V Layouts of stores and performance of stores Classes: 10
Stores Layouts – Stores Accounting Procedures and Forms – Stock Verification – Practical Problems
in Management of Dead Stocks – Surplus and Scraps – Evaluation of Stores Performance – Materials
Handing and Transportation Management.
REFERENCE:
1. Gopalakrishnan, P & Sundaresan, M: MATERIALS MANAGEMENT – AN INTEGRATED
APPROACH; Prentice Hall of Indian Private Ltd.
2. Gopalakrishnan, P & Sandilya, M.S: INVENTORY MANAGEMENT – TEXT AND CASES; The
Macmillan Company of India Ltd.
3. Ammer, D.S, MATERIALS MANAGEMENT; Irwin.
4. Datta, A.K: Materials Management – Procedures, Text And Cases; Prentice Hall 5. Gokaran, P.R:
ESSENTIALS OF MATERIALS MANAGEMENT; Somaiya Publications.
6. Menon,P.G: MATERIALS MANAGEMENT AND O.R. IN INDIA; M.M.J. Publication.
***
164
(AUTONOMOUS)
Service Operations Management

Code
17CE00452
3 - - 4 40 60 100
Course Description: This course is designed to make aware of students in various operational issues
and some of the tools for managing a service operation.
Course Objectives:
 To understand basic concepts in services
 To learn role computerisation and information systems
 To understand HRD for Services
 To learn services productivity of performance
 To know concept of Project Management
Unit – I Introduction to Services Classes: 10

Services in our Society. - The Nature of Services and Service Encounters. - Customers: The Focus of
Service Management. - Globalization of Services: Service Management in the International Arena.
Unit – II Computerisation and Information Systems Classes: 10

Service Strategy and Competitiveness. -. Positioning and Marketing of Services. -. Technology and Its
Impact on Services and Their Management. - Design and Development of Services and Service
Delivery Systems.
Unit – III Human Resource Development for Services Classes: 10
Human Resource Development for Services. - Locating Facilities and Designing their Layout.
Managing Demand and Supply in Services. - Service Quality and Continuous Improvement.
Unit – IV Services Productivity of performance Classes: 10
Service Productivity and Measurement of Performance. - Management of Public and Private
Nonprofit Service Organizations - Forecasting for Services. - Vehicle Routing and Scheduling.
Unit – V Project Management Classes: 10
Project Management. - Linear and Goal Programming for Service Operations Management.
Inventory Systems for Service Operations.
REFERENCE:
Cengiz Haksever, Barry Render, Roberta S. Russell & Robert G. Murdick, Service Management
and Operations, Pearson – Prentice Hall.
***
165
(AUTONOMOUS)
Project Management
Code
17CE00453
3 - - 4 40 60 100
Course Description: The course is to acquaint knowledge about the international developments
in the area of manufacturing, and the systems, tools and techniques required for achieving
competitive edge through world-class manufacturing.
Course Objectives:
 To learn the basic concepts of world-class manufacturing
 To have knowledge on Just – in- Time
 To learn the concepts in advances in manufacturing
 To understand factory of the future automated systems
 To learn the concept world class manufacturing
Unit – I Introduction to World-Class Manufacturing Classes: 10
Introduction to World-Class Manufacturing - Introduction, product development process,
process mapping, Information Age and its impacts, Competition , advances in manufacturing
technology.
Unit – II Concept of Just-in-Time Classes: 10
Just-in-Time - JIT – total quality strategies for manufacturing success and WCM model, MRP and
MRP II, developments, gaining competitive edge , advantages and implementation issues.
Unit – III Advances in Manufacturing Classes: 10
Advances in Manufacturing - Technological innovation in manufacturing, computer
integrated manufacturing , flexible manufacturing systems, group technology and cellular
manufacturing.
Unit – IV Factory of the future automated systems Classes: 10
Factory of the future automated systems - Human factors in automated systems, optimized
production technology, Modelling, optimizing and simulation of manufacturing systems
Unit – V World Class Manufacturing Classes: 10
World Class Manufacturing - International Scenario and Indian Scenario, manufacturing
innovations, quick response manufacturing, agile manufacturing, lean manufacturing, rapid
prototyping, concurrent engineering
Reference:
1. World Class Manufacturing: The Next Decade: Building Power, Strength, and Value, Richard
J. Schonberger, Free Press
2. World Class Manufacturing Casebook : Implementing JIT and TQC, Richard J. Schonberger,
Simon & Schuster.
***
166
(AUTONOMOUS)
Lean and Competitive Manufacturing Systems

Code
17CE00454
3 - - 4 40 60 100
Course Description:
To emphasize the knowledge on the quality improvement, automation, and advanced
manufacturing techniques to create the highest-caliber products quickly, efficiently,
inexpensively, and in synchronization with the marketing, sales, and customer service of the
company.
Course Objectives:
 To learn basic issues of manufacturing in a competitive environment
 To understand Automation of manufacturing process
 To learn Group technology and FMS
 To understand Computer software and database of firms
 To learn Lean manufacturing
Unit – I Manufacturing In A Competitive Environment Classes: 10
Introduction to Lean Manufacturing PowerPoint lecture -Industry Examples PowerPoint lecture
In-Class Assignment, Lean Manufacturing Complete & present.
Unit – II Automation of manufacturing process Classes: 10
Automation of manufacturing process - Numerical control - Adaptive control - material handling
and movement - Industrial robots - Sensor technology - flexible fixtures - Design for assembly,
disassembly and service.- characteristics of JIT - Pull method - quality -small lot sizes - work
station loads - close supplier ties – flexible work force - line flow strategy – preventive
maintenance - Kanban system - strategic implications - implementation issues – Lean
manufacture.
Unit – III Group Technology & Flexible Manufacturing Systems Classes: 10
Part families - classification and coding - Production flow analysis - Machine cell design -
Benefits. Components of FMS - Application work stations - Computer control and functions -
Planning, scheduling and control of FMS - Scheduling - Knowledge based scheduling - Hierarchy
of computer control - Supervisory computer.
Unit – IV Computer Software, Simulation And Database Of Fms Classes: 10
System issues - Types of software - specification and selection - Trends - Application of
simulation - software - Manufacturing data systems - data flow - CAD/CAM considerations -
Planning FMS database.
Unit – V Origin of Lean production system Classes: 10
Origin of lean production system – Customer focus – Muda (waste) – Standards – 5S system
–Total Productive Maintenance – standardized work – Man power reduction - Overall
efficiency - Kaizen – Common layouts - Principles of JIT - Jidoka concept - Poka-Yoke
(mistake proofing) - Worker Involvement – Quality circle activity – Kaizen training -
Suggestion Programmes -Hoshin Planning System (systematic planning methodology).
167
Reference:
1. Groover M.P. Automation, Production Systems and Computer Integrated Manufacturing
Third Edition, Prentice-Hall, 2007.
2. Jha, N.K. “Handbook of Flexible Manufacturing Systems ", Academic Press Inc., 1991.
3. Kalpkjian, “Manufacturing Engineering and Technology ", Addison -Wesley Publishing
4. Pascal Dennis, “Lean Production Simplified: A Plain-Language Guide to the World's Most
Powerful Production System”, (Second edition), Productivity Press, New York, 2007.
5. Taiichi Ohno, Toyota Production System Beyond Large-Scale Production,
6. Machine That Changed the World, by James Womack, Daniel Jones & Dan Roos
7. Lean Thinking, by James Womack & Daniel Jones.
8. Hitchhiker’s Guide to Lean, by Jamie Flinchbaugh & Andy Carlino
9. The Toyota Way, by Jeffrey Liker.
10. The Toyota Way Fieldbook, by Jeffrey Liker & David Meier
***
168
MOOCS
169
(AUTONOMOUS)
MOOCS
Code
Reviews+ Viva Voce Total
17CE00306 MOOC L T P C
Report Examination
- - 3 4 50+25 25 100
Contact Tutorial
Practical classes : 25 Total classes : 25
AS per specialisation of the students any one MOOC course can opt But HBR and other
Prominent Journal case studies is compulsory to all.
III Semester:
Digital Marketing
Business Analytics
NSFM Modules and GST
HR and IR Compliance
SAP Fico, SD,
Oracle Finance
For IV Semester: HBR and other Prominent Journals Case studies
***
170
171

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CHADALAWADA RAMANAMMA ENGINEERING COLLEGE

Chadalawada Nagar, TIRUPATI - 517506, Andhra Pradesh.

OUTCOME BASED EDUCATION

MASTER OF BUSINESS ADMINISTRATION

DEPARTMENT OF MANAGEMENT STUDIES (MBA)

MBA Regular Two Years Post – Graduate Degree Programme

FAILURE TO READ AND UNDERSTAND THE REGULATIONS IS NOT AN EXCUSE

1 Preliminary Definitions and Nomenclatures 04-05

3 Choice Based Credit System 07

8 Unique Course Identification Code 10

9 Curriculum and Course Structure 10

12 Attendance Requirements and Detention Policy 19

13 Conduct of Semester End Examinations and Evaluation 19

14 Scheme for the Award of Grade 20

15 Letter Grades and Grade Points 20

16 Computation of SGPA and CGPA 21

17 Illustration of Computation of SGPA and CGPA 21

21 Betterment of Marks in the Courses Already Passed 23

23 Temporary Break of Study from the Programme 24

24 Termination from the Program 24

28 Grievance Redressal Committee 24

30 Revision of Regulations and Curriculum 26

32 Frequently asked Questions and Answers about autonomy 27

“Take up one idea.

To impart academic training to students so that they become competent, motivated

Autonomous Institute: Means an institute designated as autonomous by University Grants

Commission: Means University Grants Commission (UGC), New Delhi.

Continuous Internal Examination: It is an examination conducted towards internal assessment.

Cumulative Grade Point Average (CGPA): It is a measure of cumulative performance of a

Curriculum: Curriculum incorporates the planned interaction of students with instructional

Elective Course: An Elective can be chosen from a set of Professional Electives.

Professional Elective: A course that is discipline centric. An appropriate choice of minimum

Program: Means, Post graduate programme Master of Business Administration (MBA)

Registration: Process of enrolling into a set of courses in a semester of a Program.

Semester: It is a period of study consisting of 15 to 19 weeks of academic work equivalent to

S/He: Means “she” and “he” both.

University: Means the Jawaharlal Nehru Technological University Anantapuramu, Anantapuramu.

The autonomy is conferred on Chadalawada Ramanamma Engineering College, Tirupati, by

The Academic Council of Chadalawada Ramanamma Engineering College (CREC)

4. The driving force for Academic Development:

1) Overall personality development of the students

2) Inculcate self study culture amongst students

4) Choice based courses/credits

6) Enhance the effectiveness of teaching – learning process

7) Internationally compatible academic calendar

8) Develop the Students, not Examinees

9) Well planned Formative and Summative assessments

10) Reforms in Examination process

11) Publication of results within a short period

12) Involvement of industry in curriculum design and teaching – learning process.

1. Home Assignment for all subjects

6. Objectives of the Programme:

 To provide a right mix of business knowledge and exposure to disseminate decision

7. Aim and Purpose of the MBA Programme:

 Familiarizing the Business Environment in terms of political, environmental, sociological,

 Appreciate the inter-relationships and resource planning among functional areas of

8. Regulations Governing the Master of Business Administration

8.2. Medium of Instruction

8.4 Duration of the Course

The candidates shall be allowed a maximum of four years (8 semesters) of duration to be

10.1.MBA Two Years Programme Schedule:

S.No Activity Description

Each Semester shall consist of a minimum of 90