Cuj 5 Year Syllabus

Consolidated Syllabus
[2013]
Centre for Business Administration

Central University of Jharkhand
Ranchi-835205
Page 1 of 104
Integrated MBA Program Structure (Draft)
(For session July 2013)
Semester I Semester II Semester III Semester IV Semester V Semester VI
Principles of Principles of Principles of Production & Summer Project Supply Chain
Management Marketing – I Marketing – II Operations Report & Management
Management Presentation-I
Micro Economics Behavioural Business Law Management Elective – I Operations
Sciences Information Research
System
Financial Statistics for Quantitative Research Elective – II Entrepreneurship
Accounting Managers Techniques Methodology Development
Fundamentals of Financial Organizational Project Elective – III Product
Computers Management Behavior Management Management
Business Environmental Management Human Elective – IV Business Ethics
Mathematics Studies Accounting Resource
Management
Business Macro Economics Business Consumer Elective – V Comprehensive
Communication Environment Behavior Viva-Voce
Communicative Personality Growth Interpersonal Field Project Elective – VI Industry Project
English Lab skills & Working
in teams
Electives To be opted from following in semester V

Cost Accounting Corporate Social Brand Management Human Resource Creativity and
Responsibility Planning Innovation
Materials and Industrial Relations E- Commerce Service Marketing
Purchase Management and Labour Laws
Semester VII Semester VIII Semester IX Semester X

Analysis & Decision Making Business Laws – II Strategic Marketing Corporate Governance and
Management Public Policy
Strategic Management Total Quality Management Foreign Language -I Foreign Language –II
(Chinese/ Korean) (Chinese/ Korean)
Organization Development & F E –A/B/C- I F E –A/B/C- IV Enterprise Risk Management
Change
Logistics Management F E –A/B/C- II F E –A/B/C- V Entrepreneurial Business and
Management
Business Process F E –A/B/C- III F E –A/B/C- VI Business Simulations
Reengineering
Financial Statement Analysis SE – I SE – II Management by Human
Values
Summer Project Report & Summer Project Report & Summer Project Report & Comprehensive Viva-Voce
Presentation-II Presentation-I Presentation-I
Functional and Sectoral Electives (F E/ SE)

FUNCTIONAL ELECTIVES
SECTORAL ELECTIVES
Financial Human Resource
Marketing Management
Management Management
Management of Financial Global HRM Hospitality & Tourism
Global Marketing
Services Management
Portfolio Management Retail Management Advanced Labour Laws Co-operative Management
Integrated Marketing Human Resources International Business
Taxation
Communication Development
Derivatives and Risk Negotiation & Conflict Event Management
Sales Management
Money Market & Capital Compensation Management of Nonprofit
New-Age Marketing
market Management Organizations
International finance Customer Relationship Performance Management
Management Systems
Security Analysis Rural Marketing Strategic HRM
Advance Corporate HRIS & HR Audit
B2B Marketing
Finance
Page 2 of 104
Semester-I
Subjects
1) Principles of Management
2) Micro Economics
3) Financial Accounting
4) Fundamentals of Computers
5) Business Mathematics
6) Business Communication
7) Communicative English
Page 3 of 104
Semester I Credits - 03
Principles of Management
Course Objectives
This course presents a thorough and systematic coverage of management theory and practice and focuses
on the basic roles, skills and functions of management, with special attention to managerial responsibility
for effective and efficient achievement of goals.
Course Content
Unit-1
Management- An Overview: Definition – Managerial Roles - The Functions of Managers-Planning,
Organizing, Staffing; Leading and Controlling. The Levels of Management - Management skills and
organizational hierarchy
Evolution of Management Thought:

Early approaches to Management, Classical approach: Scientific Management, Administrative Theory,
Bureaucratic management - Behavioral approach, Quantitative approach, Modern Approaches to
Management: Systems Theory, Contingency Theory, Emerging approaches in management thoughts.
Unit-2
Fundamentals of Planning: Definitions, – Nature and Significance of Planning – Types of Plans, Planning
Process, Pre-requisites for Effective Planning – Limitations of Planning.
Objectives Strategies and Policies: Nature of Objectives, MBO, MBO Process – Benefits and limitations of
MBO – making MBO Effective –Nature and Purpose of Strategies and Policies – Strategic Planning,
Characteristics and limitations of Strategic Planning
Fundamentals of Organizing: Definition, Benefits of Organizing; Closed system Vs Open system view of
Organization – Formal Vs Informal Organization - Span of management – Prerequisites for Effective
Organizing.
Strategic Organization Design: Designing Organizational Structures - Major Structural Alternatives:

Functional, Divisional, Hybrid and Matrix – Bases for Departmentation – Choosing the Pattern of
Departmentation. Line & Staff Authority and Decentralization:
Unit-3
The Human Factor:
Human Resource Management: An Overview: Human Resource planning: Staffing; Training and
Development; Performance Appraisal; Compensation – The Nature of People: McGregor’s Theory X and
Theory Y – Harmonizing Objectives: The Key to Leading.
The Control Function: Planning and Controlling, Importance of Controlling, Levels of controlling:
Strategic control; Tactical control; Operational control, The Basic Control Process, Requirements for
Effective Controls. The Control Techniques: Major Control Systems: Managerial Level; Nature of timing-
Financial Control: Financial Statements; Ratio Analysis, Budgetary Control: Quality Control, Inventory
Control.
Text and Reference Books

 Essentials of Management: An International Perspective Harold Koontz, Heinz Weihrich; Tata
McGraw-Hill
 Management”, James A F Stoner, R Edward Freeman and Daniel R Gilbert; Prentice Hall of India
 Management : Tasks Responsibilities Practices; Peter F Drucker; Allied
 The Practice of management; Peter F Drucker; Butterworth-Heinemann
 Management challenges for the 21st century Peter F DruckerHarper Collins
Page 4 of 104
Micro Economics
Course Objectives
The goal of this subject is to introduce the students of business management about the fundamental
theories and principles of microeconomics and their applications in business and industry.
Course Content
Unit-1:
Introduction to Microeconomics – Meaning and Scope of Microeconomics, Demand Theory and Analysis
– The Law of Demand, Elasticity of Demand, Demand Estimation and Forecasting; Theory of Supply –
The Law of Supply, and Elasticity of Supply.
Unit-2:
Economics of Decision Making – Consumption Decisions – Cardinal and Ordinal Approaches (Law of
Equi-marginal Utility and Indifference Curve Approach); Production Decisions – Production with one and
Two Variable Inputs (Law of Variable Proportions, Returns to Scale and Optimal Input Combinations);
Economics of Cost of Production and Break-Even Analysis.
Unit-3:
Theory of the Firm – Objectives of Firms – Profit Maximization, Sales Maximization, Staff Maximization,
Growth Maximization, Satisfying Behaviour, Long-Run Survival and Market Share Goals.
Market Structure – Price and Output Determination under Perfect Competition, Monopoly, Monopolistic
Competition and Oligopoly;
Factor Market Pricing – Marginal Productivity Theory, and fundamentals of the determination of factor
prices.
 Microeconomics, J. M. Perloff, Pearson Education, India

 Microeconomics, B. D. Bernheim and M. D. Whinston, TMH, India
 Modern Microeconomics, A. Koutsoyiannis, MacMillan Publishing Ltd.
 Economic Analysis – Theory and Applications, S. C. Maurice and O. R. Phillips, UBS Publishing,
New Delhi
 Managerial Economics, D. N. Dwivedi, Vikash Publishing House, India
Page 5 of 104
Financial Accounting
Course Objectives
The objective of this course is to introduce students to the study of accounting which is known as the
language of business. The main purpose of financial accounting is to measure and report the performance
of a business to interested parties both outside and inside of the business.
Course Content
Unit-1
Introduction to Accounting; The Language of Business (Definition), Accounting: An Information System
Users of Accounting Information, Branches of Accounting, Basic Accounting Terms: Assets, Liabilities,
Equity, Revenue, Expenses, Definition of Capital, Types of Businesses: Sole Proprietorship, Partnership,
LLCs, Corporations, Guarantee company, Objectives of Financial Accounting , Limitations of Financial
Accounting, Accounting and Book Keeping.
Financial Accounting Framework: Basic Accounting Equation, Concept of Trial Balance, Balance Sheet,
Profit & Loss Account, (Transaction Analysis introduction), Linkage between the Balance Sheet and Profit
& Loss Account, Debit Credit Rules, Dual Entry Accounting vs Single Entry Accounting, Types of
accounts and their relevance, Accounting Period and fiscal year, Accrual Basis of Accounting , Double
Entry Vs Single Entry –Significance of Debit & Credit in Accounts, Accounting Standards & Conventions:
Money Measurement Concept, Entity Concept, Going Concern Concept, Cost Concept, Dual Aspect
Concept, Accrual Concept, Conservatism, Materiality Concept, Consistency concept, Disclosure Concept
Unit-2
The Accounting Cycle: Journal: General Principles, Journal Proper, Purchase Day Book, Sales Day Book,
Cash Book, General Ledger, Trial Balance (With focus on recording transactions and analysis), Bank
Reconciliation Statement & Cash Book. Preparation of Trading account: Profit and Loss Account &
Balance Sheet of Sole proprietorship business, Introduction to preparation of financial statements of joint
stock companies.
Basic Principles of preparing final Accounts: Brief review of Accounting Standards in India (Generally
Accepted Accounting Principles etc), Valuation of Inventories, Events occurring after Balance sheet date,
Provisions & Reserves: Provision of Doubtful Accounts, Provision for Depreciation. Accounting for fixed
assets and depreciation, Capital & Revenue expenditure. Rectification of errors & Adjustment entries.
Departmental Accounting – Branch Accounts – Receipts and Payments Account & Income and
Expenditure Account, Accounting for Tax Expense, Deferred Tax Asset and Deferred Tax Liability.
Unit-3
Preparation of Final Financial Statements: Form and Preparation of Income Statement and Statement of
Financial Position, Adjustments, Closing Entries, Statement of Cash Flows, Statement of Stock Holders
Equity. Dividend Accounting, Interim Dividend, Balance Sheet as per Schedule VI format – Finalization
of Accounts. Forfeiture of Shares, Surrender of Shares, Issue of Two Classes of Shares, Right Shares, Re-
issue of shares, Debentures
Partnership Accounts, Admission of Partner, Retirement of a Partner, Death of a Partner, Dissolution of

Partner, Piecemeal Distribution, Amalgamation and sale of Firms.Shares, Share Capital, Accounting
Entries, Under subscription, Oversubscription, Calls in Advance, Calls in Arrears, Issue of Share at
Premium, Issue of Share at Discount.
 Dr.S.N.Maheshwari,S.K.Maheshwari,Financial Accounting for BBA,Vikas Publishing,New Delhi
 P.C. Tulsian (2009), Financial Accounting, Pearson Education, New Delhi.
 Financial Accounting for Business Managers, Ashish K Bhattacharya (2008), PHI New Delhi
 P. Ltd. New Delhi.
Page 6 of 104
Fundamentals of Computers
Objectives:
To provide computer skills and knowledge for students and to enhance their understanding of usefulness of
information technology tools for business operations.
Course Content
Unit-1
Basic Concepts: · Characteristics of a Computer, its Advantages and Limitations. Types of Computers.
Applications of computers. Essential components of Computers = Hardware, Firmware, Live-ware,
Software, their inter-relationship, System Software: Operating system, Translators, interpreter, compiler,
assemblers, linkers.
Overview of operating system, function of operating system, o Application software: General Purpose
Packaged Software and tailor made software.
Introduction to Internet, its meaning and growth, Anatomy of Internet, Basic Internet Terminology, Net
Etiquette, World Wide Web, Internet Protocols, Usage of Internet to society, Search Engines.
Unit-2
Introduction to word Processing, Word processing concepts, Use of Templates, Working with word
document, Opening an existing document/creating a new document, Saving, Selecting text,Editing text,
Finding and replacing text, Closing, formatting, Checking and correcting spellings, Bullets and numbering,
Tabs, Paragraph Formatting, Indent, Page Formatting, Header and footer, Practicals
Spreadsheet and its Business Applications, Spreadsheet concepts, Creating a work book, saving a work
book, editing a work book, inserting, deleting work sheets, entering data in a cell, formula Copying,
Moving data from selected cells, Handling operators in formulae. Rearranging Worksheet, Project
involving multiple spreadsheets, Printing worksheet, enerally used Spread sheet functions, Mathematical,
Statistical, Financial and Logical. Practicals
Unit-3
Presentation Software, Creating a presentation. Templates, Editing, Sorting, Inserting a worksheet object,
Inserting a graph and editing, Inserting drawing objects, Layout, Graphical representation of data,
Practicals.
 Rajaraman, Introduction to Information Technology, 2003 PHI.

 R. Hunt, J. Shelley, Computers and Commonsense, Prentice Hall of India, 2002.
 A. Leon, M. Leon, Fundamentals of Information Technology, Leon Vikas, 2002
Pradeep K. Sinha and Preeti Sinha, Foundation of Computing, , BPB, Publication,
2003
 Deepak Bharihoka, Fundaments of Information Technology, Excel Book, 2000.
 Sanjay Saxena, A First Course in Computers, Vikas Publishing House, 1998
Page 7 of 104
Business Mathematics
Objective:
The objective of this subject is to familiarizing the students of business management with the basics of
mathematics required in the process of problem solving and decision making.
Course Content
Unit-1:
Elementary Algebra – Linear and Quadratic Equations, Solutions to Simultaneous Linear Equations,
Concept of Logarithms and Anti-Logarithms; Set Theory – Definition, Types of Sets, Set Operations and
their Properties; Number System; Relation and Functions Required in Business Decision Making; Simple,
Compound, and Annuity Calculations.
Unit-2: Elementary Geometry - Rectangular Cartesian Co-ordinates in a Plane, Location of Points,

Distance Between Points, Locus of a Point, Change of Origin, Slope of a Line, General and Standard form
Equations of Straight Line, Rectangular Hyperbola; Simple Applications in the Fields of Business and
Industry.
Unit-3: Vectors, Determinants and Matrices – Algebra of Vectors; Determinants – Expansion and
Properties; Minors and Cofactors; Matrices – Types, Matrix Operations – Addition and Multiplication of
Matrices, Transpose of Matrix, Inverse of a Square Matrix, Solutions to Simultaneous Linear Equations –
Cramer’s Rule and Matrix Inversion Method; Simple Applications in the areas of Business Decision
Making.
 Business Mathematics, P. N. Arrora and P. C. Bagga, Wiley Eastern Ltd.

 Business Mathematics, S. Saha, New Central Book Agency, India
 Business Mathematics, V. K. Kapoor, Sultan Chand and Sons, India
 Business Mathematics, R. S. Soni, Pitamber Publishing House, India
 Quantitative Techniques in Business, B. B. Roy, Indian Book Distributing Co. Ltd.
Page 8 of 104
Business Communication
Objective:
The objective of this subject is to enable students to understand the fundamental principles of effective
business communication, apply the critical and creative thinking abilities necessary for effective
communication in today's business world; organise and express ideas in writing and speaking to produce
messages suitably tailored for the topic, objective, audience, communication medium and context; and
demonstrate clarity, precision, conciseness and coherence in your use of language.
Course Content
Unit-1
Introduction to Business communication: Meaning, Importance & Objectives - Principles of
Communication, forms of communication, Communication Process, Barriers of effective communication,
Techniques of effective communication.
Nonverbal communication: Body Language, Gestures, Postures, Facial Expressions, Dress codes. The
Cross Cultural Dimensions of Business Communication. Listening & Speaking, techniques of electing
response, probing questions, Observation; Business and social etiquettes
Unit-2
Managerial Oration: Principles of Effective Speech & Presentations. Technical & Non-technical
presentations; Speech of introduction - speech of thanks – Speeches for specific occasions - Theme speech;
Design and Use of audio visual aids; Analyzing the audience; Non-verbal dimensions of presentation
Interview Techniques: Mastering the art of conducting and giving interviews, Placement interviews -
discipline interviews - appraisal interviews – exit interviews – interviewing to elicit information for
decision making
Group communication: Group Decision making- Importance, Meetings - notice, agenda, minutes, opening
the meeting, conducting the meeting, concluding the meeting, follow-up; group discussions;
Videoconferencing.
Unit-3
Managerial writing
Business letters: Inquiries, Circulars, Quotations, Orders, Acknowledgments, Complaints, Claims &
adjustments, Collection letter, Banking correspondence, Agency correspondence, Bad news and
persuading letters, Sales letters
Writing for Employment: Bio-data, Resume, Curriculum Vitae, Job application letters, Covering Letter,
Interview Letters, Letter of Reference
On the Job writings: Memos: Types of memos; request memo; confirmation memo; periodic report memo;
informal study results memo; memos about unpleasant; persuasive memos
Reports: Types of Business Reports - Format, Choice of vocabulary, coherence and cohesion, paragraph
writing, organization reports by individual, Report by committee.
 Lesikar, R.V. & Flatley, M.E. Business Communication, Tata McGraw Hill Publishing Company
Ltd.
 Aruna Koneru. Professional Communication, Tata McGraw Hill Publishing Company Ltd
 Locker K.O. & Kaczmarek SK. Business Communication. Tata McGraw
 Hill Publishing Company Ltd Lehman. Business Communication Cengage Learning
Page 9 of 104
Communicative English
Objective:
The course is intended to familiarise students with different skills of the English language and enable them
to acquire linguistic and communicative competence in English. It aims to develop in them the competence
to read and comprehend books in their subject area written in English, write reports, papers and projects in
English and discuss and present their point of view orally in English..
Course Content
Unit-1
Parts of speech; articles; auxiliary verbs; prepositions
Unit-2
Phrases; clauses; sentences; tense; voice; narration; functional elements in sentences
Unit-3
Paragraph writing, summary writing; paraphrasing; précis writing; letter writing; resume; CV; job
applications; report writing; note taking; dictation
Unit-4
Reading Comprehension (From the subject area)
Unit-5
Functional use of language; situational use of language; academic use of language
Unit-6
Listening and speaking; conversation; language laboratory
Suggested Reading
1) Quirk R, Greenbaun S., Leech G., and Svartvik J. A.(1973), University Grammar of English,
London, Longman
2) Quirk R (1962), The Use of English, London, Longman
3) Krishna Mohan and Banerjee Meera (1990), Developing Communication Skills, Madras
MacMillan
4) Wallace, Michael J (1980), Study Skills in English, Cambridge, CUP
5) Liz and John Soars (2003), New Headway Upper Intermediate Students’ Book, OUP
Page 10 of 104
Semester-II
Subjects –
1) Personality Growth Lab
2) Principles of Marketing I
3) Behavioral Sciences
4) Statistics for Managers
5) Financial Management
6) Macro Economics
7) Environmental Studies
Page 11 of 104
Semester II Credits - 03
Personality Growth Lab
Objective:
The objective of this course is to enable students to be aware of the personality traits required to be a good
manager and inculcate those traits in a conscious manner to become effective in their worklife.
Course Content
Unit-1
Introduction to personality development: Definition and basics of personality; Personality analysis; Indian
concept of personality development; Mapping personality types; Assessment of personality
Improving personal traits: Time management, stress management, attitude, responsibility, ethics, integrity
and values, self confidence and courage, consistency and predictability
Working on interpersonal traits: Teamwork and interpersonal skills, communication and networking,
empathy and listening skills, leadership
Unit-2
Body Language: Emotions displayed by body language; Interpreting body language gestures; Desirable
and undesirable body language under different professional situations
Projecting a positive social image: Definition and importance of social image, looking attractive, grooming
basics, voice modulation, proper e-mail and telephone etiquette, international and social etiquettes; social
grace and table manners
Unit-3
Group discussions: Key personality traits during group discussion: communication, teaming, active
listening, leadership, assertiveness, reasoning, ability to influence, lateral thinking, flexibility; group
discussion types, Initiating and closing a group discussion, guidelines for participating in a group
discussion
Job interviews: Types of interviews, groundwork before the interview, importance of dress code, body
language in interviews, communication skills, typical questions and answers, guidelines for effective
telephonic and video interviews
 Barun K. Mitra, Personality Development and Soft Skills, Oxford University Press
 R.C. Bhatia, Personality Development, Ane Books Pvt. Ltd.
 John Aurther, Personality Development, Lotus Press
 Pease, Allan, Body Language, Sheldon Press
Page 12 of 104
Principles of Marketing I
Objective:
This course introduces the students to the basic concept of marketing, evolution of marketing thought and
the conceptual base for understanding the customer, market and interaction between company and
customer.
Course Content
Unit I
Understanding Marketing, Evolution of Marketing, Scope and Importance of Marketing; Core Marketing
Concepts: Needs, Wants and Demands, Value and satisfaction; Marketing vs. Sales, Exchange and
Transactions, Relationships and Networks, Competition: Types of Competition; Company Orientation
Towards the Marketplace: Production Concept, Product Concept, Selling Concept, Marketing Concept,
Holistic Marketing Concept; Introduction to Marketing Environment; Challenges to marketing – Major
Societal forces, New company capabilities; Introduction to traditional Marketing Mix (4Ps); Definition and
basic overview of Product, Price, Promotion and Place
Scanning the Marketing Environment: Macro and Micro Environment – Economic, Political, Legal,
technological, natural, social, cultural environments;
Unit II
Marketing Information system: Internal Records, Marketing Intelligence, Forecasting Demand: Market
demand, current demand, future demand, measures of market demand; Conducting Marketing Research:
Marketing Research Process, Measuring Marketing Productivity
Customer Value, Loyalty and Satisfaction; Understanding Consumer markets and buying behaviour;
Understanding Organizational Markets and buying behaviour; Market segmentation and target markets:
Bases of Segmentation: Demographic, Psychographic, Behavioural and Geographic, Identifying Target
markets, choosing target markets
Unit III
Product Life Cycle Marketing Strategies; Marketing in a economic downturn; Developing and establishing
a brand positioning; Differentiation strategies: Product and Service Differentiation; Creating, Measuring
and Managing Brand Equity, Devising a Branding strategy

 Kotler, P. Marketing Management, 14e. Prentice Hall of India, New Delhi.
 Ramaswamy, V.S. and Namakumari, S., Marketing Management, Planning and Control.
Macmillan India Ltd., New Delhi
 David Louden, Robert Stevens, Bruce Wrenn, Marketing Management: Text and Cases, New
York
Page 13 of 104
Behavioural Science
Objective:
The objective of this course is to help students understand why human beings react as they do and the
importance of behaviour in shaping the personality. The course shall also help students to develop a sense
of empathy, credibility and transparency while dealing with people for organizational excellence.
Course Content
Unit – I
- Behavioural science: Definition, Meaning of the term behaviour, Scope of BS, Methods of
behavioural sciences, Physiological basis of behaviour
- Motivational aspects of behaviour, what is motivation? Theories of motivation (Maslow,
McClelland, McGregor, Herzberg, Vroom, Porter & Lawler, Adam’s equity theory)
Unit – II
- Emotional aspects of behaviour,

- Values, attitudes and beliefs,
- Perception and illusion –perception: meaning and nature, process, perceptual organisation,
perceptual constancy, perceptual errors and illusion, Perception and behaviour, social perception
& attribution, attribution errors.
Unit-III
- Learning: meaning and nature, Learning curve, types of learning curves, Types of learning, Laws
of learning, Reinforcement, factors affecting learning;
- Thinking: nature, elements of thought, Types of thinking, stages of creative thinking, Concepts,
Reasoning, Problem solving
- Environmental (family, school and work environment), determinants of Behaviour and Process of
Socialisation.
1. Introduction to behavioural science for business, Kolasa, Blair J, John Wiley & Sons Inc., 1969.
2. Pyschology by S K Mangal, Sterling Publication, New Delhi
3. Robbins, S P Sanghi, S. Organizational Behaviour(latest edition). Delhi: Pearson Education.
4. Luthans,F.(2001). Organizational Behaviour,( latest edition), New Delhi: McGraw Hill Irwin
5. K. Ashwathapa, Organizational Behaviour, Himalaya Publishing, New Delhi
6. Management of Organisation Behaviour- Hershey & Blanchard
7. Keith Davis, Human Behaviour at Work- McGraw Hill Publication
8. Newstrom ,Organizational Behaviour- McGraw Hill Publication
Page 14 of 104
Statistics for Managers
Objective:
This course prepares students to describe, gather and analyze business data, and to use statistical and
management science tools to make effective business decisions in operations, finance, marketing,
management, and new product development
Course Content
Unit-I
Introduction, Definition, Characteristics, Functions, Importance, Limitations and Distrust of statistics;
Collection of data: Primary and Secondary, Methods of collection, Advantages& Disadvantages.
Classification of data, Tabulation of Data; Data types, Frequency Distributions, Cumulative Frequency
Distribution, Graphs: Histogram, Frequency Polygon; Diagram: Bar Chart, Multiple bars, Subdivided bar,
Pie Chart.
Unit-II
Measures of Central Tendency: Meaning and Definition; Types of Averages, Median, Mode, Arithmetic
mean, Geometric mean, Combined mean for (Grouped & Ungrouped data), Advantages and Disadvantages
of these measures.
Measures of Dispersion; Absolute and relative measures of dispersion, range, Mean absolute deviation
about the mean, Standard deviation, Quartile deviation and Quartile deviation and Coefficient of Variation.
Unit-III
Measures of Correlation: Meaning, Definition, Significance, Karl Pearson’s coefficient of correlation,
Rank method,
Measures of Regression: Meaning, Definition, Significance, Difference between Correlation and
Regression; Regression coefficient & their applications.
Analysis of time series: Meaning, Need. Components of Time Series data, Moving average method & least
square method to estimate the trend line.
 Statistics for Management, Beri, TMH

 S.C. Gupta – Fundamentals of Statistics - Sultan chand& Sons, Delhi.
 D.N. Elhance – Fundamentals of Statistics – KitabMahal, Allahabad.
 Basic Statistics, B. L. Agarwal, New Age International.
Page 15 of 104
Financial Management
Objectives:
The objective of this course is to introduce the students to the fundamentals of finance. This will include
gaining an understanding of Financial Systems: India and the world, Time value of money, Capital
Expenditure Decisions, Valuation of Bonds and Shares, Capital Structure and Working Capital
Management.
Course Content
Unit-1
Introduction
Finance and its functions, Objectives and scope of financial management, Shareholders’ Wealth
maximization objectives, Agency Problem
Financial Systems: India and the world

Capital Markets Efficiency, Financial Markets in India, Participants: Financial Institutions, Insurance
Companies, Investment Institutions, Regulatory Authorities, Comparison with world markets, Time value
of money, Practical application of Compounding, Annuity, Present Value, Future Value, Effective rate of
Interest, Present Value of Annuity
Unit-2
Capital Expenditure Decisions
Process of Capital Budgeting, Basic Principles of Cost and Benefits, Appraisal Criteria, Payback Period,
Discounted Pay Back Period, Average Rate of Return, Net Present Value, Internal Rate of Return, Basic
Ratio Analysis, Profitability Ratios, ROE, ROI, EPS, Dupont Analysis
Valuation of Bonds and Shares

Concept of Value, Yield to Maturity, Bond Values and Interest Rate, Introduction to Equity Valuation, P/E
Ratio
Unit-3
Capital Structure
Introduction, Leverage Analysis, Net Income Approach, Net Operating Income Approach
Traditional Position, MM Position
Source of Long Term Finance

Equity Capital, Term Loans, Debentures, Internal Accruals
Working Capital Management

Introduction, Cash Management, Credit Management, Inventory Management , Working Capital Financing
 Prasanna Chandra (2010) Financial Management published in New Delhi by Tata McGraw Hill.
 I.M. Pandey (2010) Financial Management, published in Noida by Vikas Publishing House.
 Khan & Jain (20010) Financial Management, published in New Delhi by McGraw Hill
 Howells and Bain, Financial Markets and Institutions
 Van Horne, Fundamentals of Financial Management, Prentice Hall.
Page 16 of 104
Macro Economics
Objective:
The objective of this paper is to familiarise the students of business administration with the basic tools,
theories, and issues of macroeconomics relevant in the course of decision making at the aggregate level.
Course Content
Unit-1:
Introduction to Macroeconomic Analysis – Concept and Focus of Macroeconomic Analysis; Micro and
Macroeconomic Analysis; Measures of Output, Prices and Employment; The Circular Flow Models of
Economy.
Concept of Aggregates – Aggregate Demand and Aggregate Supply; Consumption, Saving and Investment
Functions; Two Sector Model of Spending Equilibrium; Concept of Investment Multiplier and its
implications.
Unit -2:
Macroeconomic Models – Classical Macroeconomics; Keynesian System; The IS-LM Model in Two
Sector Economy; Extension of IS-LM Model with Government Sector; Relative Effectiveness of Monetary
and Fiscal Policies.
Unit -3:
Output, Inflation and Unemployment – Concepts of Inflation, Deflation and Reflation; Demand-Pull and
Cost-Push Inflation; Keynesian and Monetarist Approaches to Inflation; Phillips Curve Analysis; Theories
of Business Cycle; Big Global Events: The Economics of Depression, Hyperinflation and Global
Recession of 2008-09; Euro-area Problems of 2011-12; Policy Measures to Control Business Cycle.
 R. Dornbusch and S. Fischer, Macro Economics, 9th Edition, 2010, Tata McGraw Hill, India.
 Shapiro, E., Macroeconomic Analysis, Galgotia Publications, 4th Edition, 1990, New Delhi.
 W. A. Branson, Macroeconomic Theory and Policy, Harper and Row, New York, 1989.
 D. L. Romer, Advanced Macroeconomics, McGraw Hill Company Ltd., New York, 1996.
 Hall, R.E. and J.B. Taylor, Macroeconomics, W.W. Norton, 1986, New York.
 N. G. Mankiew, Principles of Macroeconomics, 4th Edition, Cengage Learning, 2007.
 D. N. Dwivedi, Macro Economics – Theory and Policy, 3rd Edition, 2010, Tata McGraw Hill,
India.
Page 17 of 104
Environmental Studies
The course is common to all students of semester-II and is offered by the Centre for
Environmental studies.
Page 18 of 104
Semester-III
Subjects-
1) Principles of marketing II
2) Business Law
3) Quantitative Techniques
4) Organizational Behavior
5) Management Accounting
6) Business Environment
7) Interpersonal skills & Working in Teams
Page 19 of 104
Semester III Credits - 03
Principles of Marketing II
Objective:
The objective of this course is to make the enable students to understand the concept, process and
application of configuring new product strategies, pricing decisions, Marketing Channel and product/
service distribution choice, sales force management and marketing research methods.
Course Content
Unit-1
New Product Development Strategies and its applications in marketing, Role of Marketing
Communications, Marketing Communication Mix, Advertising decisions, Creating Brand Equity, Crafting
the Brand Positioning, Promotional Mix, Deciding the Marketing Communication Mix
Product decisions: Concept of Product, Product Hierarchy, Product-Mix Decisions – Width, Depth and
Consistency of the Product Mix, Product Line Decision, Product Line Analysis, Product-Line Length,
Line-Stretching Decision, Branding Decision, Brand Repositioning Decisions, Customer Service
Decisions.
Unit-2
Pricing Decisions: Setting Prices, Pricing Objectives, Pricing policies and Constraints, Pricing Procedures,
Initiating Price Changes, Responding to Price Changes, Pricing the Product Line
Marketing Channel Decisions: Nature of Marketing Channels- Number, Types, Use of Middlemen,
Channel Functions)Channel Dynamics, Horizontal vs. Vertical Marketing Channels, Channel Cooperation,
Conflict and Competition, Channel Design decisions, Channel Management and Modification Decisions.
Physical Distribution Decisions: Scope of Physical Distribution, Physical Distribution Objective, Physical
Distribution Strategies, Inventory Decisions, Location Decisions, Organizational Responsibility for
Physical Distribution
Unit-3
Sales Force Decisions: Sales Force Tasks and Objectives, Sales Force Size, Sales Force Design, Recruiting
and Selecting Sales Force, Sales Force Training, Compensating Salesmen, Supervising, Motivating and
Evaluating Sales Force.
Marketing Research: Marketing Research System, Procedure, Characteristics of Good Marketing
Research, Design and Applications of an Effective Marketing Research Framework.
 Kotler, P. (2006). Marketing Management. Prentice Hall of India, New Delhi.

 Ramaswamy, V.S. and Namakumari, S. - Marketing Management, Planning and Control.
Macmillan India Ltd., New Delhi.
 David Louden, Robert Stevens, Bruce Wrenn, Marketing Management: Text and Cases, New
York
Page 20 of 104
Business Law
Objective:
The objective of this course is to describe the students the nature, meaning and fundamental tenets of law
and various acts and laws applicable to managing business.
Course Content
Unit-1
Nature meaning & significance of Law. Society State & Rule of Law, Sources of Business Legislation,
Indian Contract Act, 1872, Basic concept of a) Valid Concept b) Void, Voidable and Illegel Agreements
c) Quasi Concept, Offer and Acceptance, Consideration, Capacity of the Parties to Contract, Free Consent-
Coercion , Undue Influence , Misrepresentation , Fraud and Mistake, Legality of Object and
Consideration(Basic Rules), Performance of Contract (Basic Rules), Breach of Contract- Remedies,
Damages, Concepts of Contingent Contract, Agency, Bailment and Pledge, Indemnity and Guarantee,
Practical Assignment : ICA, 1872; ‘Mock court’/ Role play exercises
Sale of Goods Act, 1930Formation of Contracts of Sale- Goods and their Classification- Conditions and
Warranties – Caveat Emptor- Transfer of Property in Goods- Performance of the Contract of Sales- Unpaid
seller and his rights- Remedies for breach of contract of Sale of Goods.
Unit-2
Company Law: Origin of companies Act 1956; Definition of company; Essential features of company;
statutory Company. Registered Company , Private Limited Company, Public Limited Company.
Definitions of Memorandum of Association and Articles of Association ; Alteration of Memorandum of
Association and Articles of Association; Doctrine of indoor management.
Prospectus- Definition, Contents, Misstatements in the prospectus, Statement in lieu of prospectus.
Promotion and Incorporation of Company; Steps involved in Formation Procedure for Registration and
Incorporation; Certificate of Incorporation;
Commencement of Business; Promoters’ Liabilities.Capital- Shares and Debentures; Equity Preference
shares, Rights and Bonus shares; Shares Certificates; Share Warrant; Reserve Capital; Debenture-
Classification .
Unit-3
Directors- Definition ; Mode of Appointment; Retirement, Registration, Removal and Remuneration of
Dissectors, Power of the Board, Legal Position,
Power and Liabilities of Dissectors; Managing Director, whole-time Director; Executive Committee.
Company Meeting; Kinds of Meeting- Statutory
Meeting, Annual General Meeting and Extra Ordinary General meeting; Rules reading meeting; Notice ;
Quorum; Voting; Resolution; Minutes

 N.D.Kapoor – Commercial Law Sultan Chand & Sons, New Delhi.
 R.S.N. Pillai and Bagavathi – Business Law S.Chand & Co, NewDelhi.
 N.D. Kapoor – Company Law Sultan Chand & Sons, New Delhi.
 M.C. Shukla - Commercial Law Sultan Chand & Sons, New Delhi.
 M.C. Shukla and S.S.Ghulsan – Principles of Company Law.
 Business Legislation for Management- M.C. Kuchhal
Page 21 of 104
Quantitative Techniques
Objective:
The objective of the course is to equip the student with basic quantitative tools required to perform the role
as a manager. This will enable him to do analytical evaluation and arrive at logical conclusions &
inferences to the decisions
Course Content
Unit-1
Quantitative Techniques: Meaning and Definition, Classification of Quantitative Techniques,
Mathematical Quantitative Techniques and Statistical Quantitative Techniques, Functions, uses and
limitations of Quantitative Techniques.
Correlation Analysis: Definition, Correlation Coefficient, Significance of Correlation Analysis,
Classification of Correlation, Positive and Negative Correlation, Simple, Partial and Multiple Correlation,
Linear and Non-linear Correlation, Degrees of correlation, Methods of measuring correlation
Unit-2
Regression Analysis: Definition, Types of Regression, Regression Equations and methods of computing
Regression Equations
Theory of Probability: Definition, Terms, Different Approaches of Probability, Probability Distribution:
Definition, Classification of Probability Distribution,
Binomial Distribution: Meaning & Definition, Mean and Standard Deviation of Binomial Distribution,
Fitting a Binomial Distribution
Poisson Distribution: Meaning & Definition, Properties of Poisson Distribution, Practical situations where
Poisson Distribution can be used,
Unit-3
Normal Distribution: Definition, Properties and Importance of Normal Distribution, Fitting of a Normal
Distribution
Testing Of Hypothesis: Statistical Inference, Procedure for Testing of Hypothesis, Parametric Tests, Types
of Errors in Testing of Hypothesis
Non-Parametric Tests: Chi-Square Test, Wilcoxon Matched Pairs Test, Signed Rank Test
Analysis Of Variance: Definition, Characteristics, Types of Variance Analysis
 N D Vohra, Quantitative Techniques in Mathematics, Tata Mcgraw- Hill

 Gupta, S.P., and Gupta, M.P., (1997), Business Statistics, Sultan Chand, New Delhi
 P.N. Arora, S. Arora, Statistics for Management, S. Chand
 Sharma, J.K. (2001), Fundamentals of Operations Research, Macmillan, New Delhi
Page 22 of 104
Organizational Behaviour
Objective:
This course is designed to acquaint students with the theories of behavior of people in social organizations.
Specifically it aims to analyze behavior patterns in work places and how to make use of this to improve
organizational performance, gain understanding of factors that influence an employee's relationships to
superiors, coworkers and subordinates, acquire insight into the functioning of teams and understand why
the norms and values of teams, contribute to overall organizational goals
Course Content
Unit – I
Understanding Organization Behaviour (OB), Goals of OB, Scientific foundation of OB and Features of
OB, Psychological contract and Organizational citizenship.
Personality meaning of personality, development of personality, attributes of personality, Theories of
personality, Emotional Quotient, Spiritual Quotient, Personality & job fit.
Work motivation, need pattern in India, Factors affecting work motivation within work organizations in
India.
Unit – II
Thresholds of interpersonal behavior: The behavior and skills approach to Interpersonal Relationships,
Interpersonal Relationships and Management of Boundaries, Role of Threat and Trust Formation in
Interpersonal Relationships, Interpersonal Styles – Firo B2, Transactional styles in Interpersonal
Relationships, Johari Window
Understanding Groups and Teams: What are Groups and how are they formed, Synergies of Group
Working – Group Process gains and Losses and their contributors, Roles in Groups – member dispositional
and functional roles, Factors affecting Group effectiveness; Teams, its types and how to make teams
effective; Leadership Theories and types of leadership
Unit - III
Managing Conflicts and Negotiations: Understanding Conflict, Meaning and Causes, Sources of Conflict
at various levels, Styles of handling Interpersonal Conflict;
Negotiation: meaning, elements and factors affecting it, Integrating Conflict and negotiations from the
Gandhian perspective.
Understanding Power and Organizational Politics : Meaning and Definition of power & politics, Nature of
Power, Bases of Power, Using Power and Politics.

 Robbins, S P Sanghi, S. Organizational Behaviour(latest edition). Delhi: Pearson Education.
 Luthans,F.(2001). Organizational Behaviour,( latest edition), New Delhi: McGraw Hill Irwin
 K. Ashwathapa, Organizational Behaviour, Himalaya Publishing
 Management of Organisation Behaviour- Hershey & Blanchard
 Keith Davis, Human Behaviour at Work- McGraw Hill Publication
 Newstrom ,Organizational Behaviour- McGraw Hill Publication
Page 23 of 104
Management Accounting
Objective:
The objective of is course is to enable the students to have knowledge about the conceptual framework of
management accounting, fundamentals of management accounting, Statements of Financial Accounting,
ratio analysis, cash flow statements and costs and their types.
Course Content
Unit-1
Introduction: Major types of Accounting: 1) Financial Accounting 2) Cost Accounting 3) Management
Accounting. Management Accounting: Definition, Need, Process, Objectives, Scope, Functions, Tools of
Management Accounting, Benefits/Importance, Limitations.
Cost Accounting: Definition of cost and cost accounting. History of management and cost accounting,
Role of a controller/comptroller. Distinction between Financial Accounting and Management Accounting,
Distinction between Cost Accounting and Management Accounting.
Unit-2
Financial Statement and Ratio Analysis- Introduction, Methods of Analysis: Comparative Statements,
Common Size Statement, Trend Ratios (Horizontal Analysis), Fund Flow Statement: Definition
Ratio Analysis: Meaning of Ratio, Necessity and Advantages of Ratio Analysis, Interpretation of Ratios,
Types of Ratio: i) As per nature of items, a) Balance Sheet Ratios, b) Revenue Statements or Profit and
Loss Account Ratios: c) Inter Statement or Composite Ratios
ii) Functional Classification: a) Liquidity Ratios, b) Leverage Ratios, c) Activity Ratios, d) Profitability
Ratios, Fund Flow Statement and Cash Flow Statement, Fund Flow Statements: Meaning and concept of
fund – Current and Non- Current Accounts – Flow of Fund –Preparation of Fund flow statements, uses,
Significance
Unit-2
Cash Flow Statement : Difference between fund flow statement and cash flow statements – Preparation of
cash flow statements as per AS-3 Norms – Direct and Indirect methods.(Stress on problems), Working
Capital, Meaning, Objectives and Importance, Factors affecting requirements, Sources of Working Capital,
Computation of Working Capital.
Costs and their types, Definition and examples of Direct/Indirect , Overheads, Fixed/Variable/Semi
Variable, Marginal Cost, Standard Cost, Opportunity cost et al.
Managerial decision making with the help of C.V.P. Analysis: Marginal Costing- Contribution, P/V ratio,
Break Even Analysis – Algebraic and Graphic presentation – Decision making: Fixation of Selling Price –
Introduction only
Unit-3
Budget and Budgetary Control, Meaning of Budget and Budgetary Control, Definition, Nature of Budget
and Budgetary Control, Objective of Budget and Budgetary Control, Limitations of Budget and Budgetary
Control, Steps in Budgetary Control, Types/classification of Budgets: According to Time, i) Short Term/
ii) Long Term; According to Flexibility- i) Flexible/ ii) Fixed, Responsibility Accounting –Concept –
Significance – Responsibility centres- Activity Based Costing (General outline only)
 MY Khan, PK Jain, Management Accounting, Text, Problems & Cases, McGraw Hill New Delhi
 S K. Gupta, R. K. Sharma, Management Accounting, Principles & Practice, Kalyani Publishers New Delhi
 Charles T. Horngren, Gary L Sundem, William O. Stratton, Jeff Schatzberg, Introduction to Management
Accounting, 14/e (Indian edition), PHI, New Delhi
 B Bannerjee Financial Policy and Management Accounting 8th Edition (2010) PHI New Delhi
 Dr. S.N. Maheshwari ,Cost and Management Accounting , S Chand and Sons. New Delhi
Page 24 of 104
Business Environment
Objective:
The objective of is course is to enable the students to understand the overall business environment and
evaluate its various components in business decision making. It will also help students to familiarize with
the nature of business environment and its components. The course contents facilitate the students to
develop conceptual framework of business environment and generate interest in international business.
Course Content
Unit-1
Business Environment – types of environment– environmental analysis and strategic management –
classification of industries – goals of business – environmental analysis and forecasting – techniques for
environmental analysis; Economic Environment – Nature of economy – structure – economic policies –
economic conditions - Capitalistic, Socialistic & Mixed Economy; Industrial Policy
Unit-2
Political, Legal and Regulatory Environment; Technological Environment; Natural Environment; Social
and Cultural Environment: Societal Environment; Social Responsibility of Business; Consumer Rights
Unit-3
Demographic Environment; Labour Environment; Labour Laws – Trade Unions; Quality Circles;
Introduction to International Business Environment – GATT and WTO; IPR, TRIPS, TRIMS,
Globalization – Liberalization – Privatization– Role of MNCs in India – Flow of foreign Capital, export
and import policy – foreign exchange FERA and FEMA -corporate governance –social responsibility and
business.
 Francis Cherunilam, Business Environment – Text and Cases, Himalaya Publishers House
 K Aswathappa, Business Environment, Himalaya Publishers House
 Justin Paul, Business Environment – Text and Cases, Tata McGraw Hill
 Shaikh Saleem, Business Environment, New Delhi, Pearson, 2006
Page 25 of 104
Interpersonal Skills and Working in Teams

Objective:
The objective of this course is to make the students understand the tenet of Inter-personal skills and its
importance, Inter-personal relationship and organizational effectiveness; Foundations of Professional
Relationships, Dimensions of Inter-personal skills; Co-orientation (Role Negotiation); some examples of
Inter-personal skills. The course also aims at developing the diverse management skills and competencies ,
necessary for a good manager.
Course Content
Unit-1
Understanding Inter-personal skills and its importance; Inter-personal relationship and organizational
effectiveness; Foundations of Professional Relationships, Dimensions of Inter-personal skills; Co-
orientation (Role Negotiation); some examples of Inter-personal skills;
Human Relations Skills; Power expectations in Human Relationship
Self-disclosure; Resistance to self-disclosure; Awareness of Self and Others and the Development of
Interpersonal Competence; Creating Trust; Relationship between Positive Emotions and Success
Unit-2
Communicating effectively; the process of communication, Elements of communication; Its barriers,
Verbal & Nonverbal Communication, Listening & Response Skills.
Managing Cultural Diversity; cultural preferences and self-perception; Managing Relationships with
Subordinates, Peers and Bosses;
Developing Sustainable, Ethical Power and Influence Creating High Performing Teams
Forming Effective Teams, Foundations of High –Performing Teams, Group thinking; Team Growth and
Evolution Leadership, Technical Teaming, Oration activities for interpersonal skill development; Debates,
discussions for team work development.
Unit-3
Conflict, its sources, Positive and negatives of conflict, the development and evolution of conflict; Conflict
resolution, its tools and techniques, its benefit and its application in team work.
Awareness of Self and Others and the Development of Interpersonal Competence
Leadership; types of leadership; situational approach to managing people, how to become a good leader,
from follower to leader. Active and passive leadership dynamics .
 Interpersonal skills (1993), Philippa Levy, Library Association Pub.,Michigan, USA

 Interpersonal skills at work place (2002) by John HayesRoutledge, New York
 Interpersonal skills (1991), John Hayes, Routledge, USA
 Interpersonal skills (2003), Marlene Caroselli, South-Western Publishers, USA
 Skilled Interpersonal Communications (2004), Owen D. W. Hargie, David Dickson, Routledge,
USA
Page 26 of 104
Semester IV
Subject-
1. Production and Operations Management
2. Management Information System
3. Research Methodology
4. Project Management
5. Human resource management
6. Consumer Behaviour
7. Field Project
Page 27 of 104
Semester IV Credits - 03
Production and Operations Management

Objective:
The objective of is course is to introduce the students to the concepts and issues related to Production and
Operations management, describe the basic tenets of materials management, and explain them to
Productivity and Quality Management.
Course Content
Unit-1
Introduction to Production & Operations Management:
Meaning and definition of production and operations management, Nature and scope of production
management, production analysis, objective and functions of production management, types of
manufacturing processes, job shop production, batch processing, mass production, flow production,
Facility layout planning, plant location decisions, plant size, assembly line balancing. Production Planning
and Control (PPC), Project management, Production scheduling, principles of scheduling and methods/
techniques of production scheduling, assembly line balancing.
Unit-2
Materials Management: Introduction, meaning, definition, and scope of materials management, Inventory
control, relevant inventory costs, methods of inventory management, economic lot size, reordering point,
ABC analysis and other classifications of materials.
Manufacturing Planning & Control: Forecasting: concept, methods, Managerial issues in design and use of
forecasting systems, Aggregate Planning: concept, relevant costs, methods , Material Requirements
Planning (MRP): Introduction, Material Requirements Planning, Capacity Planning, Mid-term review,
Operations Scheduling & Shop Floor Management, Push and Pull approaches to planning & control of
operations, Operations Scheduling in Pull type systems
Unit-3
Productivity and Quality Management: Definition and concept of productivity management, factor
productivity, productivity measurement, methods of productivity measurement, productivity
improvements, business process reengineering, benchmarking, continuous improvements, product
development and design, maintenance of production facilities, Introduction to quality management, quality
tools statistical quality control, tools, advanced techniques for production management, Automation,
Robotics, integration of computers in manufacturing.
 Production and Operations Management, by S.N. Chary, Tata McGraw Hill

 Operations Management for competitive advantages by Richard B. Chase, Tata McGraw Hill
 Production and operations management by Everett E. Adam, Ronald J. Ebert, Prentice Hall of
India.
 Operations Management, by Gaither & Fraizer, Thomson South Western.
 Production and operations management, by P. Ramamurthy. New Age Publication
Page 28 of 104
Management Information Systems

Objective:
The course provides students a fundamental understanding of management information systems concepts
and their role in contemporary business. At the end of this course students should be able to participate in
information systems development as an informed person
Course Content
Unit-1
Introduction to Information Systems: Meaning and Role of MIS, System Approach, Systems View of
Business, Characteristics of an Open System, Information and the Systems Approach, Attributes of
Information, Manual Information System, Types of Information Systems,
Role of Information in Management problem solving, Evolution of an Information System, Management
Information Systems, Office Automation Systems, Transaction Processing Systems, Management
Information Systems, Organizational Information Systems, Decision Support Systems, Executive Support
Systems, Enterprise Resource Planning Systems
Unit-2
Computer Hardware: Evolution of Computers, Moore’s Law, Introduction to Computer Architecture,
Introduction to Communications Architecture, Input, Output and Storage Devices, Processors, Multimedia,
Personal Computing Devices, Networks
Software: System software, Application software: Communication Infrastructure: Protocols for
Communication, Packets, Network Types – LAN, WAN, Internet, VPN, Convergence of Computing and
Communication
People: Information Specialists, End-User Computing, Users as an Information Resource, Careers in
Information systems, Office Automation, Virtual Office
Managing Information and Data: Concept of Data and Information, Knowledge, Wisdom; Database
Management, Objectives of a DBMS, Data Organization, Database Structures, Creating a database, Using
a database, People managing database – Database administration, database programmer, end user,
Advantages and Disadvantages of DBMS, Data warehousing, Data Mining
Unit-3
Planning, Design and Implementation of MIS: System Development: The systems approach, System
Development Life Cycle, Traditional SDLC, Prototyping, Rapid Application Development, Business
Process Redesign, System Development Tools, Process Modelling
Information Security: Organization needs for security and control, information security management, types
of threats, risk management, information security policy, technical controls, formal and informal controls,
industry certification, Business Continuity Management
Decision Support Systems” Decision Making, problem solving and decision making, problem solving
phases, frameworks, Types of decisions, DSS models, Mathematical Modeling, Types, Uses, Classes,
Simulation, Artificial Intelligence, Expert Systems, Decision Making and MIS, MIS as a Technique for
Making Programmed Decisions, Decision-Assisting Information Systems; Herbert Simon Model of
Decision Making.
 Raymond McLeod, Schell, George P; Management Information Systems, 10e, PHI

 Robert G. Murdock, Ross, James R. Claggett, Information Systems for Modern Management, PHI
 James O’ Brien, Introduction to Information systems, 8e, Galgotia
 Gordon B Davis & Margrethe H Olson, Management Information Systems, TMH
Page 29 of 104
Research Methodology
Objective
The objective of this course is to familiarize students with the different aspects of research and provide an
idea of good scientific writing and proper presentation skills. The course shall also provide an
understanding of philosophical questions behind scientific research.
Course Content
Unit 1:
Introduction to Research Methodology: Meaning, characteristics, and importance of research

methodology; Types of research: Fundamental & applied; Research Process: An overview of the research
process, steps in the research process.
Unit 2:
Research Problem and Design: Meaning and components of a research problem, stages of formulation of
a research problem, characteristics of a good research problem; formulation of Hypothesis, Fundamental
understanding of the meaning of a research design - Need, Problem Definition, variables, research design
concepts,, Components of a research design and criteria of a good research design. Literature survey and
review, Research design process, Errors in research.
Unit 3:
Sampling, Methods of Data collection and Report Writing: Fundamental concept of sampling, types of
sampling methods: random and non-random etc.; Primary and secondary Data collection, use of survey,
questionnaire and observation methods; An overview of editing and tabulation; Characteristics and types
of report writing, the basic format of report writing.

 Kothari, C.R. Research Methodology – Methods and Techniques ( New Age : New Delhi)
 Taylor, Sinha and Ghoshal. Research Methodology – A guide for Researchers in Management &
Social Sciences. (PHI, New Delhi).
 Krishnaswamy, K.N., Sivakumar, Appa Iyer and Mathiranjan M. (2006), Management
 Resarach Methodology; Integration of Principles, Methods and Techniques ( Pearson
 Education, New Delhi)
 The complete reference Office Xp – Stephan L. Nelson, Gujulia Kelly (TMH)
Page 30 of 104
Semester IV Credits – 03
Project Management
Objective:
This course will enable students to know the basics of Project Management, project analysis, technical
analysis, Networking and scheduling in Project Management & project report writing.
Course Content
Unit 1:
Introduction to Project Management and Project Initiation: Definition, characteristics, types of project
management. Major forces affecting project management; the concept of sustainable development in
projects. Basic understanding of the project life cycle, Project Selection, idea generation, tools for idea
generation, project selection models; Project management soft skills, negotiation, scope for change and
conflict management. Organization and project Management. Project controlling, its activities and types of
control, Project review and auditing.
Unit 2:
Project Analysis: Market and demand analysis: Market survey, demand forecasting & its uncertainties.
Technical Analysis: Product mix, plant capacity, raw materials, location, machinery & equipments,
Financial Analysis: Cost of project, cost of production, break even analysis, means of project financing,
taxation in projects finance, and role of financial institutions in project finance. Project Appraisal
techniques like Net Present Value, Internal Rate of return, Benefit cost ratio., Social Cost Analysis
Unit 3:
Networking and scheduling in Project Management & project report writing, CPM and PERT analysis;
float times, crashing activities, contraction of Network for Cost optimization, updating; Cost analysis for
resource allocation.
 Chandra, P. (2011) Project Management, TMH, New Delhi.

 Nagarajan, K. (2010) Project Management, New Age Publishing House, New Delhi.
 Wysocki, Robert K., Bick Robert and Crane David B. (2000). Effective Project Management.
John Wiley and Sons. USA.
Page 31 of 104
Human Resource Management

Objective:
This course on Human Resource Management (HRM) shall enable students to learn about the policies,
practices, and decisions to make effective and efficient use of the employees of an organization to achieve
the organization’s objectives.
Course Content
Unit-1
Human Resource Management: -Introduction & Importance, - Evolution of Human Resource
Management, - Difference between Personnel Management & Human Resource Management, - HRM
functions and objectives, - Organization of the HR Department
Human Resource Planning: Concept & Definition , Nature, Importance, Factors affecting HRP, The
Process of Human Resource Planning , Requisites of Successful HRP, Barriers to HRP
Unit-2
Job Analysis: Job Description, Job Evaluation, Brief idea about Job enlargement, Job enrichment and Job
Rotation
Recruitment and selection process: Purpose and importance of recruitment, Recruitment process, -
Selection process Selection, placement and Induction: meaning, definition of selection, Essentials of
selection procedure, significance of election process and Organizational relationship, selection procedure, -
Barriers to effective recruitment and selection
Unit-3
Performance Appraisal Performance management: Introduction, meaning, need, purpose, - Objectives,
Different methods of appraisal, Uses of performance appraisal, limitations and problems of Performance
Appraisal.
Human Resource Development: Introduction, Definition, Concepts, Activities, Training and Development:
meaning of T & D, Importance of Training, Benefits of Training, Assessment of Training Needs, Training
Methods, On-the job and Off-the-job training,.
Employee Mobility: Internal mobility: Introduction, Meaning, Different types; Promotion, Transfer and
Demotion. External mobility
Career planning and Development: Brief concept, meaning and need, Career Development.
 Dessler Gary (2010), Human Resource Management, Prentice Hall, New Delhi
 Aswathapa K (2005), Human resource Management , Tata McGraw Hill, New Delhi
 Arun Monapa, Managing Human Resource –
 Anjali Ghnekar, Human Resource Management –
 Cynthia D. Fisher, Lyle F. Schoenfeldt, and James B. Shaw, Human Resource Management, 6th
Edition, Boston: Houghton Mifflin, 2006
Page 32 of 104
Consumer Behavior
Objective:
The objective of this course is to develop the student’s knowledge and understanding of
consumer behavior leading to the ability to apply the knowledge in developing effective
marketing strategies.
Course Content
Unit-1
Defining Consumer Behaviour, its Significance, Application of Knowledge of Consumer Behaviour,
Consumers & Market Segmentation, Benefits/ Limitations of Segmentation Product Positioning,
Environmental Influences on Consumer Behaviour –Culture, Sub-culture & Social Class, Social Groups &
Family, Personal Innovation & Diffusion of Innovation
Unit-2
Personality Theories & Applications: Psychographics & Self Concept, Nature & Role of Motives & its
Classification, Motive Arousal & Structuring, Motivation Research Information Processing, Learning & its
classification, Additional Consumer Learning Topics, Memory, Attitude, its characteristics, Functions,
Strategies for changing attitudes
Unit-3
Consumer decision & its kinds , Consumer decision Process Model, Marketing Implication of Problem
Recognition, Search & Evaluation, Purchasing Processes, Post purchase behavior
Modelling & Researching Consumer Behaviour, Organizational buying behavior

 Loudon, David L. and Bitta, AJD (2009), Consumer behavior : Concepts and Applications, New
Delhi, Tata McGraw Hill Book Company
 Schiffman L & Kanuk (2003), Consumer Behaviour, New York, Prentice Hall
 Kumar, S. Ramesh (Prof.) (2003), Conceptual Issues in Consumer Behaviour: The Indian
Context, Delhi, Pearson Education Pte. Ltd.
 Sternthal, B. and Craig, CS 1982), Consumer behavior : an information processing perspective,
New Jersey, Prentice Hall
 Wallendorf, M. and Zaltman (1979), Readings in consumer behavior : Individuals, groups, and
organizations, New York, John Wiley & Sons
 Zaltman, G. and Wallendorf M (1983), Consumer behavior : Basic findings and management
implications-2nd ed., New York: John Wiley & Sons
Page 33 of 104
Field Project
Objective:
The objective of is course is to enable the students to have an understanding of business in greater detail in
practical life situation.. The course shall also provide an opportunity to students to have an in-depth view
of a particular and learn the practical aspects from the same.
Course Content
In this course, each student shall prepare to study a particular area of the small project studied by him in
the preceding semester. The selection of area shall be done under the guidance of the faculty members,
who shall continuously guide them to understand the practical aspect of business and relate it to the
theories learnt by them. The study shall be selected in area of business with approval of respective faculty
member. The study shall run through the entire semester with periodical reviews and end with submission
of a report by each student for evaluation of his understanding
Page 34 of 104
Semester V
Subjects –
1) Project Report & Presentation -I

2) Elective I
3) Elective II
4) Elective III
5) Elective IV
6) Elective V
7) Elective VI
8) Elective VII
Electives to be opted from following in semester V

1. Cost Accounting
2. Materials and Purchase Management
3. Creativity and Innovation
4. Corporate Social Responsibility
5. Brand Management
6. Human Resource Planning
7. Industrial Relations and Labour Laws
8. E- Commerce
9. Service Marketing
Page 35 of 104
Semester V Credits - 03
Project Report & Presentation-I
Objective:
The objective of this course is to have a thorough understanding of a discipline of business management by
involving self and learning by doing.
Course Content
This is part of the four to six week summer internship programme to be done by each student in a business
organization and learn by doing a project assigned to him/ her either by that organization or by the Centre
and agreed to by the organization.
This internship programme done by the students during the summer is followed by a submission of a
detailed Project Report and followed by a thorough presentation and question answer session. The
presentation is to be given by each student before the faculty members and the whole class wherein he/ she
will present learning imbibed during the internship.
The presentation is to be done to ascertain the level of learning of the student and determine the depth of
his/ her understanding of the subject.
Page 36 of 104
Cost Accounting
Objective
The objective of this course is to introduce the concepts of cost, material and labour, make
the students understand the concept of overheads, and do unit costing, job and contract
costing and process costing.
Course Content
Unit 1
Introduction: Cost Concept And Cost Object, Types Of Costs, Cost And Expense, Classification Of
Costs, Cost Management, Methods Of Costing, Techniques Of Costing, Comparison Of Costing Methods
And Techniques, Materials And Labour, Pricing Issue Of Materials, Methods Of Remuneration,
Overheads:Definition And Classification, Meaning And Importance, Classification, Production Overheads
Introduction, Distribution To Production And Service Departments, Redistribution Of Service Department
Costs, Allocation And Apportionment Of Costs, Absorption Of Overheads By Production Units, Methods
Of Absorption, Choice Of Appropriate Overhead Rate, Under Or Over Absorbed Overheads,
Administration, Selling And Distribution Overheads (In Brief)
Unit 2
Unit Costing
Meaning And Applicability, Preparation Of Statement Of Cost/Cost Sheet, Preparation Of Statement Of
Quotation/Tendering Price, Comprehensive Illustrations
Job And Contract Costing, Job Costing: Definition And Characteristics, Applicability, Procedure,
Evaluation, Practical Problem, Contract Costing: Definition And Characteristics, Difference Between Job
And Contract Costing, The Procedure, Treatment Of Important Items, Profit On Uncompleted Contracts,
Contractee’s Account, Work-In-Progress, Comprehensive Illustration
Unit 3
Process Costing
Introduction, Objectives, Meaning And Application, Difference Between Job Costing And Process
Costing, Main Characteristics, Costing Procedure, Process Losses (Normal Process Loss, Abnormal
Process Loss), Comprehensive Illustrations
Service Costing
Meaning And Concept, Transport (Detail With Comprehensive Problems),Boiler House, Canteen, Hospital
( Concept And Format Only)
 Dr. Bhabatosh Banerjee: Cost Accounting Theory and Practice, PHI Learning Private Ltd., New
Delhi
 M. N. Arora : Cost and Management Accounting, Himalay Publishing House
 Jain and Narang: Cost Accountancy
 Horngren, Datar, Foster, Rajan and Ittner: Cost Accounting A Managerial Emphasis, Pearson
Page 37 of 104
Corporate Social Responsibility
Objective
The objective of this course is to enable the students to understand the shifting role of
business in society, roles and responsibilities of business as a part of the society and an
urgent need for ethical groundings of CSR.
Course Content
Unit-1
Global Economic Outlook, Shifting Role of Business in Society, The Concept of CSR, Corporate
Sustainability and CSR, Drivers of Corporate Building Blocks of CSR / Sustainability, The Triple Bottom-
line Approach, Sustainability corporate sustainability orientation of different organizations and industries
Unit-2
Strategy and Society, Link between Competitive Advantage and CSR, Corporate Strategy and CSR,
Challenges of building sustaining corporations, Integrating corporate responsibility principles and
stakeholder approaches into mainstream strategy, CSR and Implementation Issues
Unit-3
CSR and Business Ethics, CSR and Corporate Governance, Leadership Issues and Corporate Social
Responsibility, CSR and the role of Managers, Best Practices Sharing in CSR
 Corporate responsibility from a socio-institutional perspective: The impact of national culture on

corporate social performance by Dimo Ringov and Maurizio Zollo
 Entrepreneurship for social impact: encouraging market access in rural Bangladesh by Johanna
Mair and Ignasi Marti
 Developing a conceptual framework to identify corporate innovations through engagement with

nonprofit stakeholders by Sara Holmes and Lance Moir
 Strategic management, corporate responsibility and stakeholder management: Integrating

corporate responsibility principles and stakeholder approaches into mainstream strategy: a
stakeholder-oriented and integrative strategic management
Page 38 of 104
Materials and Purchase Management

Objectives:
The objective of this course is to introduce the students with the principles, procedures and methods used
in managing materials in different types of businesses and to learn Inventory Management and Purchase
management to understand basic concepts of inventory and purchase management.
Course Content
Unit-1
Introduction to Materials Management:
Materials Management: An Overview; Objectives of materials management; Materials management as a
Profit Center; Evolution of materials management as function; Strategies for managing materials;
Production Planning System; Standardization and codification; Cost Reduction by Codification; Master
Scheduling; Material Requirements Planning; Capacity Management; Spare Parts Management;
Forecasting in materials management; Financial Aspects in Materials Management; Ethics in Materials
Management.
Unit-2
Fundamentals for Managing Inventory:
Inventory Management objectives and Scope; Demand Forecasting; Lead‐ time; Safety Stock; Fixed
Quantity Reorder System; Fixed Period Reorder System; Independent Demand Ordering Systems; JIT
systems; Inventory Valuation; Order Quantities; Physical Inventory and Warehouse Management; Physical
Distribution; Materials Management and Computers;; Value Analysis and Materials Management; Role of
Learning Curve in Materials Management; Financial Discipline of Inventories.
Unit-3
Purchase Management:
Objectives of Purchase Management; Types of Materials; Important Aspects; Procedures; Right Quality;
Right Quantity; Right Time; Right Price and Right Source; Ordering Systems ; Buying Under Uncertainty;
Make or Buy Decisions; Purchasing Cycle;; Vendor development; Vendor Rating; Right Buyer-Seller
Relations ;Legal Aspects of Buying; Contract Management; Insurance & Risk Management; Negotiations;
Institutional, Government & International Buying; Capital Equipment Purchases; Stock Valuation and
Verification; Disposal of Obsolete and Scrap Items Warehousing and Transportation: Warehouse Location;
Transportation; Receiving, Issuing and Store Keeping;
 Materials Management: Text and Cases by A. K. Chitale, R. C. Gupta; Prentice Hall of India.
 Purchasing and Materials Management by P. Gopalakrishnan; Tata McGraw Hill
 Introduction to Materials Management,5/e By J. R. Tony Arnold; Pearson
 Agarwal D.K. - A Text Book of Logistics and Supply chain management
Page 39 of 104
Industrial Relations & Labour Laws

Objectives:
The objective of this course is to enable students to learn the basics of Industrial relations, Trade Unions,
Industrial Conflict and its resolution and learn the different methods of Settlement of Disputes
Course Content
Unit-1
Industrial relations: Meaning, Objectives, Concept and scope, Conditions for congenial IR
Trade Unions: Meaning of Trade Union, The Trade Inions Act of 1926: Objective scope & coverage,
Definition of Trade Unions, Registration , Registered vs recognized Trade Union, Obligations &Rights of
Registered Trade Union, Why do workers join Trade Union, Functions & Role of Trade Unions,
Objectives of Trade Unions, Unions Structure and pattern in India, Problems of Trade Union in India
Unit-2
Industrial Conflict: Definition of Disputes, conflict, causes, Types- strikes, lockouts, Consequences of
industrial conflict, Prevention, Prevention and settlement of Industrial Disputes & conflicts, Joint
Consultations – Works committee a and Joint Management Councils, a) Grievance Procedure– Need for
grievance procedure , Model grievance procedure, b) Discipline & Disciplinary action Need , meaning,
Code of discipline, Disciplinary Procedure, c) Industrial Employment Standing Orders Act 1946- A very
brief overview of the Act and how it helps to prevent Industrial disputes, d) Welfare Officers
Unit-3
Settlement of Disputes: a) Collective Bargaining, Definition, Characteristics, Forms & scope of Collective
Bargaining, Pre requisites for Collective Bargaining, The Process b) Other Settlement machineries –
Arbitration, Conciliation, Adjudication (Brief Overview), c) Industrial Disputes Act- Main provisions
 Collective Bargaining & the Indian Science – SK Tandon

 Exploring Participation – John Wiley & Sons
 Personnel Management & Industrial Relation – Kumar Surinder&PadhyPrasantha.
 Bare Acts- Universal Book Depot – with latest amendments- Industrial Disputes Act 1948, Trade
Unions Act 1926, Factories’ Act 1948, Industrial mployment (Standing Orders) Act, 1946
 Mamoria, Dr. C. B and Mamoria,Dr.S, Dynamics of Industrial Relations, Himalaya Publishing
House
 Jha, S. C, Indian Trade Unions Movement, K L Mukhopadhyay
 Basu, Dr. J N, Industrial Relations, Thackes Spink
 Nair, N G and Nair, Lata, Personnel Management and Industrial Relations, S Chand and Co.
 P. R. N sinha, I. B. Sinha and S P S. Shekhar, Industrial Relations, Trade Unions and Labour
Legislations
 Ratnam, C S Venkata, Industrial Relations, Oxford University Press
 Sinha, G P and Sinha P R L, Industrial Relations and Labour Legislations, Oxford and IBH
Company
 Sharma, A M, Industrial Relations: Conceptual and Legal Framework, Himalaya Publishing
House
Page 40 of 104
Brand Management
Objectives:
The objective of this course is to enable students to learn the basics of Brands and Brand Management,
learn Customer-Based Brand Equity and know about Brand Positioning. The course shall also help
students to learn about developing a Brand Equity Measurement & Management System, corporate
branding and Branding of Ethical Standards.
Course Content
Unit-1
Brands and Brand Management: What is a Brand? Product Vs. Brands, Can Everything Be Branded?,
Managing Brand Architecture and Brand Portfolios, Branding Challenges & Opportunities, Strategic
Brand Management Process,
Customer-Based Brand Equity: Making a Brand Strong, Sources of Brand Equity, Steps of Strong Brand
Building, Creating Customer Value
Brand Positioning: Establishing Brand Positioning, Positioning Guidelines, Internal Branding
Choosing Brand Elements to Build Brand Equity, Criteria for Choosing Brand Elements, Options &
Tactics for Brand Elements
Unit-2
Brand Equity and Integrating Marketing Communications, The New Media Environment, Marketing
Communication Options, Developing IMC Programs
Leveraging Brand Associations to Build Brand Equity, Country of Origin Effects, Channels of
Distribution, Co-Branding, Celebrity Endorsement
Developing a Brand Equity Measurement & Management System, The Brand Value Chain, Designing
Brand Tracking Studies, Brand Equity Management System
Designing and Implementing Branding Strategies, Brand Architecture, Brand Hierarchy, Designing a
Branding Strategies
Unit-3
Corporate Branding, Introduction, Luxury Brands, and Brand Building, Branding of Ethical Standards
Introducing and Naming New Products and Brand Extensions, Brand Extensions, Advantages and
disadvantages of Brand Extensions, Consumer Evaluation of Brand Extensions, Models of Consumer-
Based Brand Equity, Measuring Brand Equity, Measuring Brand Equity and Brand Audits.
 The New Strategic Brand Management -by Jean-Noel Kapferer (Kogan Page, 2011)
 Brand Positioning: Strategies for Competitive Advantage-by Subrato Sengupta (TMH, 2005)
 Managing Brand Equity -by David A Aaker (Free Press,1991)
 Building Strong Brands -by David Aaker (Free Press, 1996)
 Brand Leadership: The Next Level in the Brand Revolution -by David A Aaker and Eric
Joachimsthaler (Free Press, 2002)
 Brand Portfolio Strategy -by David A Aaker ( Free Press, 2004)
 Brand Relevance- by David A Aaker (Jossey-Bass,2011)
Page 41 of 104
E- Commerce
Objectives:
The course imparts understanding of the concepts and various application issues of e-business like Internet
infrastructure, security over internet, payment systems and various online strategies for e-business.
Course Content
Unit I
Introduction to e-business: Electronic Business, Electronic Commerce, Types of Electronic Commerce,
Benefits, Limitations and Barriers of E-commerce, Electronic Commerce Models, Value Chains in
Electronic Commerce, E-Commerce in India., Web Based Tools for Electronic Commerce, Intranet,
Composition of Intranet, Business Applications on Intranet, Extranets, Electronic Data Interchange,
Components of Electronic Data Interchange, Electronic Data Interchange Communication Process.
Unit II
Security Issues in e-business, Security Overview, Electronic Commerce Threats, Encryption,
Cryptography, Public Key and Private, Key Cryptography, Digital Signatures, Digital Certificates,
Securing E-commerce Networks: Security Protocols such as HTTP, SSL, Firewalls, Personal Firewalls,
IDS, VPNs, Public Key Infrastructure (PKI) for Security.
Electronic Payment System: Concept of e-Money, Electronic Payment System, Types of Electronic
Payment Systems, Smart Cards, Stored Value cards and Electronic Payment Systems, B2B Electronic
payments, Infrastructure Issues in EPS, Electronic Fund Transfer.
Unit IV
e-Business Applications & Strategies: Business Models & Revenue Models over Internet, Emerging
Trends in e-Business, e-Governance, Digital Commerce, Mobile Commerce, Strategies for E-Commerce,
Internet based Business Models; Legal, Ethical and Societal Impacts of E-Commerce.
 Dave Chaffey (2009). E-Business and E-Commerce Management- Strategy, Implementation and
Practice, 3rd Edition, Pearson Education.
 Bharat Bhaskar (2009). Electronic Commerce- Framework, Technologies and Applications, 3rd
Edition, Tata McGraw Hill.
 Efraim Turban, David King, Dennis Viehland, Jae Lee, (2009): Electronic Commerce – A
 Managerial Perspective, 4th Edition, Pearson Education.
 Elias M. Awad (2007). Electronic Commerce- From Vision to Fulfillment, 3rd Edition. PHI
 Learning.
 Joseph, P.T. and S.J. (2008). E-Commerce – An Indian Perspective, 3rd Edition, PHI.
 Schneider Gary P. and Perry, James T (2007). Electronic Commerce Strategy, 1st Edition,
Cengage Learning.
 J. Christopher Westland and Theodore H. K Clark, Global Electronic Commerce- Theory and Case Studies
University Press
Page 42 of 104
Human Resource Planning
Objective:
The objective of the course is to impart the basic principles of strategic human planning, Forecasting
methods for demand and supply of human resources and plan induction and competence building of human
resource for achieving organizational goals.
Course Content
Unit-1
Human Resource Planning – Introduction, Definition, Objectives, HRP Model, Process of Human
Resource Planning, Importance of HRP; Perspectives of HRP, Changes in attitudes of people, Significance
of HRP, Significance of HRP
Organization Strategy – Strategic Planning – Human Resource Planning –manpower inventory, Macro
Manpower Planning; Econometric model for National Manpower Planning. Micro Manpower Planning;
Talent management, Career planning, Career Systems, linking HR plans with strategic plans
Unit-2
Forecasting methods for demand and supply of human resources, Job Analysis: concept, process, Methods
of job analysis, Job Description, Job Specification; Uses and Issues in
Job analysis, Competency framework, Job design, approaches to job design, job rotation, job enlargement,
job enrichment, Employee Competency Framework,
Unit-3
Executive Resources Planning, Succession Planning, Training and Development of Human resources for
better utilization; role of appraisal system in HRP; Human Resource information systems
 Arthur, M. (1991), Career Theory Handbook, Englewood Cliffs, Prentice Hall Inc.
 Manpower Management - R. S. Dwivedi
 Manpower Planning and Control - Gorden and Mcbeath
 Manpower Planning Strategy and Techniques - Edward Leek, LoveridgeLumbey and Morgan
Silver
 Geometry of HR – S Sadri, S Jayashree, M Ajaonkar – Himalaya Publishing House
 Mabey, C. and Salama, G, (1995), strategic Human Resource Management, Blackwell, Oxford
 Greenhaus, J.H. (1987), Career Management, Dryden, New York
 Thomson, R and Mabey, C, (1994), Developing Human Resource, Butterworth-Heinemann,
Oxford.
Page 43 of 104
Service Marketing
Objectives:
The objective of this course is to introduce students to the concepts and techniques of service marketing.
The course is designed to cover all-important aspects of marketing of services, increase students
understanding of marketing practices and strategies as applied in the service sector. Although all major
aspects of services marketing are covered, the course is designed with the needs of marketers of financial
services in mind.
Course Content
Unit-1
Overview of Service Marketing: What is service, Framing the Service: The Servuction Model, Why study
services; The Service Economy, Ethical considerations for service marketers, Difference between product
and Service. Consumer Decision-making in Service
Services Marketing Mix: Focus on Service Processes; Stages of Operational competitiveness; Applying
Efficiency Models to Service Firms;
Considerations for Services Pricing, Special Consideration for Service Pricing, Emerging Service Pricing
Strategies;
Unit-2
Effective Service Promotion: Introduction; Managing the Service Communication Process; PLC and
Communication Objectives; Setting Communications Budget; Formulating Service Firm’s Positioning
Strategy; Establishing Message & Media Strategies
Managing the Servicescape and other Physical Evidence: What is Servicescape; Strategic role of
Servicescape; The SOR Model; Developing Servicescape; Managing the senses when creating
Servicescape
Managing Service Consumers; Consumer performance and operational efficiency, Consumer Performance
and IT, Consumer Satisfaction and Consumer Performance, Managing consumer service perceptions
Implementing Successful Service Strategies: Essentials of customer satisfaction measurement, Measuring
Customer Satisfaction,
Unit-3
Service Quality: Definition, Diagnosing failure gaps service quality, Measuring Service Quality: The
SERVQUAL Measurement Scale, Service Quality information Systems
Managing Service Failures and Implementing Effective Recovery Strategies: The psychology of customer
complaining behaviour Developing a service recovery management programme
Strategy for facilitating customer loyalty and retention: Understanding customer loyalty, retention and its
benefits, customer retention programmes
 Bateson J E G and Hoffman D (2008), Services Marketing, Cengage Learning, Canada

 Lovelock, C. (2003). Services Marketing: People Technology, Strategy 5/e, Pearson Education,
New Delhi.
 Zeithaml, V. and Bitner, M. (2011) Services Marketing, 5th edition, McGraw Hill, New York.
Page 44 of 104
Creativity and Innovation
Objectives:
The main objectives of this course are to enable students to understand the nature of creativity and
innovation processes, highlight the latest trends in innovation research and practices and draw upon the
students work experience, gain insight into organizational systems and structures which facilitate creativity
and innovation and acquire understanding about Innovation practices in industries outside of our domain of
expertise.
Course Content
Unit-1
Concept of Creativity, Definition, Creativity Vs. Intelligence, Creative abilities, Determinants of
Creativity, Sources of Innovation, Open/closed Innovation, Impact of Experimentation on Innovation,
The Creative Process, Major Blocks to Creativity, The Creative Process:- The creative outcomes, creative
problem solving, problem structuring, convergent and divergent thinking.
Unit-2
Personality, Motivation and Creativity- Model of Creative Personality, Traits congenial to Creativity,
Motivation and Creativity, Blocks to Creativity, Techniques of creative problem solving : Brainstorming,
Attribute Listing, Checklist of Questions, Synectics
Unit-3
The Creative Environment: Environment conducive to creativity, Formative Environment and Creativity,
Facets of Environment that Stimulate Creativity, The Creative Organization: Forces that stimulate
organizational innovativeness, Designs of an innovative organization, Management of Innovation: Nature
of Innovation, Technological innovations, Management innovations, Innovative social programmes,
Innovative entrepreneurship, Agents of Innovation.
 Kobayashi S, 1971. Creative Management. New York: American Management

 Association,
 Perters. T J Waterman, R H. 1982 . In Search Of Excellence. London: Harper &Row 1982
 Shapero A. 1985. Managing Professional People. New York : Free Press.
 Fourth Eye : Excellence through Creativity by Pradip N. Khandwalla, Wheeler
 Publishing, New Delhi.
 Innovation and Creativity: Psychological and Organizational Strategies by West Michael A and
Chichester, James L (eds) New York: Wiley
 Handbook of Creativity by Steinberg, Robert (ed) Cambridge University Press.
Page 45 of 104
Semester VI
Subject –
1) Supply Chain Management
2) Operations Research
3) Entrepreneurship Development
4) Product Management
5) Business Ethics
6) Comprehensive Viva-Voce
7) Industry Project Report & Presentation
Page 46 of 104
Semester VI Credits - 03
Supply Chain Management
Objectives:
The objective of every supply chain is to help students to conceive innovative strategies and deploy
differentiated solutions that can help your organisation serve customers in an optimal fashion and
maximize the overall value for the firm. The course shall address these issues through key concepts that
underpin supply chain development. These are supported by three guiding principles: value, alignment and
sustainability.
Course Content
Unit-1
Understanding the supply chains: Supply Chain Management – introduction, meaning, definitions,
concepts of supply chain management, evolution of supply chain management, flows in supply chain
(cash, value and information) decision phases in supply chain, process view of supply chain, supply chain
drivers and obstacles, planning demand and supply in supply chain, demand forecasting in a supply chain,
Aggregate planning in a supply chain, customer service and cost trade-offs, supply chain performance
measures, enhancing supply chain performance.
Unit-2
Decisions in designing Supply Chain Network and Materials Flow: Inventory management, types of
inventory, inventory costs, managing cycle stock, safety stock, transportation, modes of transportation,
devising strategy for transportation, Purchasing & Vendor management, centralized and decentralized
purchasing, functions of purchase department and purchase policies, Use of mathematical model for
vendor rating / evaluation, single vendor concept, management of stores, accounting for materials, Supply
chain network operations planning, designing problem, cost minimization model, profit maximization
model, network design and operations models, dimensions of network design decisions.
Unit-3
Supply Chain Innovations and Restructuring:
Supply chain Integration, internal integration and external integration, Building partnerships and trust in
supply chains, information technology in supply chain management, enabling supply chains through
information technology, strategic management framework for IT adoption in supply chain management,
supply chain restructuring, supply chain mapping, supply chain process restructuring, changing the shape
of value addition curve, restructuring supply chain architecture, agile supply chains, pricing & revenue
management is supply chains.
 Supply Chain Management, by Janat Shah Pearson Publication

 Supply Chain Management- Sahay B.S. (Macmillan)
 Sunil Chopra and Peter Meindl, Supply Chain Management – Strategy, Planning and
Operation, Pearson/PHI.
 Coyle, Bardi, Longley, The Management of Business Logistics – A Supply Chain
Perspective, Thomson Press
 Raghuram G. - Logistics and Supply Chain Management (Macmillan)
 Agarwal D.K. - A Text Book of Logistics and Supply chain management (Macmillan)
Page 47 of 104
Operation Research
Objectives:
This course aims to introduce students to use quantitative methods and techniques for effective
decisions–making; model formulation and applications that are used in solving business decision
problems.
Course Content
Unit 1
Linear Programming I: Formulations and Graphic Solutions:
Linear Programming II: Simplex Method, Solution to Maximization Problem, Solution to Minimization
Problem, Big-M method , Unique solutions, Multiple Optimal Solutions, Infeasibility, Unboundedness,
Degeneracy
Linear Programming III (Duality and Sensitivity Analysis), Duality in LPP, Economic interpretations of
dual, Sensitivity Analysis, Transport and Transhipment Problems, Problem statement, Solution to the
Transport Problem, Initial Solutions with NWC rule, Initial Solutions with Least Cost method, Initial
Solutions using VAM method, Finding Optimal Solution using MODI, Unbalanced Transportation
Problem, Prohibited Routes, Unique vs Multiple Optimal solutions, Degeneracy, Maximization Problem,
Transhipment Problem, Assignment Problem, Problem statement, Hungarian Assignment Method (HAM),
Unbalanced Assignment Problems, Constrained Assignment Problems, Unique vs Multiple Optimal
solutions, Solving Maximization problem using HAM
Unit 2
Integer Programming Introduction to Integer Programming, Integer Programming solution space, Branch
and Bound Method
Theory of Games: Two Person Zero-Sum Games, Pure Strategies (Minimax Maximin Principles) Games
without Saddle Point, The Rules( Principles) of Dominance, Solution Methods without Saddle Point , m x
2 and 2 x n game problem
Inventory Management: Introduction, types of inventory and inventory decisions and inventory costs,
Inventory management systems, The Classical EOQ model, EOQ with price breaks, EOQ models for
production runs, Inventory Models with shortages, Safety Stock, Selective approaches to Inventory
Control (ABC, VED, HML, FSN, XYZ)
Unit 3
Sequencing: The sequencing problem and the assumptions, Solutions to sequencing Problems
Queuing Theory: Introduction, General structure of queuing systems, Operating Characteristics of
queuing systems, Queuing Models , Probabilistic Queuing Models (Poisson – Exponential single server
model – Infinite Population), Cost Analysis
Simulation: Concept, Steps of Simulation Process, Advantages and Disadvantages of Simulation, Monte
Carlo Simulation, Application to Management Problems
 Quantitative Techniques in Management by N. D. Vohra, 4th edition , Mc Graw Hill, 2010

 Operations Theory and Applications by J K Sharma, 4th edition, Macmillan, 2010
 Operations Research (Quantitative Techniques for Management) by V. K. Kapoor
 Operations Research by Kanti Swarup, P. K. Gupta, Man Mohan
Page 48 of 104
Entrepreneurship Development
Objectives:
The objective of this course is to enable students to acquire knowledge to become a successful
entrepreneur and avoid common pitfalls by exploring own entrepreneurial strengths and weaknesses build
own business. It will also help to prepare to define and refine the idea, develop the opportunity, and plan
and deliver the business venture planning..
Course Content
Unit-1
Entrepreneurs – Definition and Concepts – Entrepreneurial skills & competencies, Characteristics of
entrepreneurs, woman entrepreneurs, Entrepreneur vis-à-vis Professional Manager, Intrapreneurs -
Functions of entrepreneurs, role of entrepreneurs – The Entrepreneurial Culture
Significance of Entrepreneur in Economic Development; Economic, social and psychological need for
entrepreneurship; Characteristics, qualities and pre-requisites of entrepreneur; The function of the
entrepreneur in economic development of a Country; Methods and procedures to start and expand one’s
own business; Life cycle of new business and relationship with large enterprises; Achievement motivation;
Environmental Factors affecting success of a new business; Reasons for the failure and visible problems
for business.
Unit-2
Entrepreneurship- concepts- Phases of entrepreneurship- entrepreneurship and economic growth – barriers
to entrepreneurship, the theories of entrepreneurship
Entrepreneurship Development – entrepreneurship environment – approaches to entrepreneurship
development – ED Process – EDP- Feasibility Study – Preparation of Feasibility Reports : Selection of
factory location, Demand Analysis, Market potential measurement, Capital saving and project costing,
Working capital requirements, profit and tax planning; Economic, Technical, Financial and Managerial
Feasibility of Project.
Unit-3
The process of setting up small scale enterprise - Support Institutions/ organisations promoting / funding
for entrepreneurship development – NIESBUD, EDII,MDI, STEPS, SIDBI, NABARD –Specialised
Training Institutes – entrepreneurial Marketing – Entrepreneurial Strategies
Govt. Support to new enterprise; Incentives; source of Finance; Role of Govt. and Promotional agencies in
entrepreneurship development, Entrepreneurship Development Programmes; Role of various institutions
in developing entrepreneurship in India (A brief description only).

 Baporikar Neeta, Entrepreneurship Development & Project Management- Text and Cases. Himalaya
Publishing House
 Cliffton, Davis S and Fyfie, David E,: “Project Feasibility Analysis”.1977 John Wiley, New York.
 Desai Vasant, Dynamics of Entrepreneurship Development and Management. Himalaya Publishing House
HPH
 Drucker, Peter,:”Innovation and Entrepreneurship”, 1985.Heinemann, London.
 Jain Raiv: Planning a small Scale Industry: A Guide to Entrepreneurs,1984.S.S.Books, Delhi.
 Kumar, S A. :”Entrepreneurship in Small Industry”. 1990, Discovery, New Delhi.
 McClelland C and winter, W G.: “Motivating Economic Achievement”.1969. Free Press, New York.
 Pareek, Udai and Venkateswara Rao, T. : “Developing Entrepreneurship –A Handbook on Learning
Systems” 1978, Learning System, Delhi.
Page 49 of 104
Product Management
Objectives:
The objective of this course is to familiarize students with applications of relatively recent new product
planning techniques. The course will emphasize use of market research data and marketing models for new
product development and management.
Course Content
Unit-1
Introduction to Product Management, Product Strategy as an element of competitive strategy, Category

Attractiveness Analysis, Competitor Analysis, Customer Analysis Chapter, Market Potential and Sales
Forecasting, New Product Planning, Strategic Elements of Product Development The New Products
Process, Conjoint Analysis, Multidimensional Scaling
Unit-2
Strategic Branding, Market Segmentation, Positioning and Differentiation Strategies, Product Marketing
Planning Process, Advertising Planning, Pricing concepts and strategies, Distribution structure and
strategies, Service and Direct Customer-Based Marketing
Unit-3
Product Market Analysis, Market-specific Product Management and Specific analysis of Cases in
Consumer Durable Sector, FMCG Sector, Automobile Sector, B2B Sector, New Market Challenges and
Response of Product management
 Product Management in India, Prof. Ramanuj Majumdar, Prentice Hall India Limited, New Delhi
 The Product Manager’s Handbook, Linda Gorchels, NTC Books, New Delhi
 Product Management by Donald Lehmann and Rusell Winer, McGraw Hill, USA
 Managing Product Management, Steven Haines, McGraw Hill, USA
Page 50 of 104
Business Ethics
Objectives:
The purpose of this course is to enable students to consider the role of ethics in business
administration in a complex, dynamic, global environment. Specific course objectives include
recognition of ethical issues in business situations, appreciating the role of ethics as central in
business decision making and applying important frameworks for moral reasoning to complex
business issues.
Course Content
Unit-1
Ethics in Business: An Introduction, Issues and Challenges in Business Ethics, Ethical
Principles in Business – Utilitarianism, Justice and Fairness, The Ethics of Care, Business
System: Government, Markets and International Trade, Free Markets and Rights – John
Locke, Adam Smith, David Ricardo and Karl Marx
Unit-2
Ethics in the Marketplace: Ethics in the Marketplace: An Introduction, Perfect Competition,
Monopolistic Competition, Oligopolistic Competition, Oligopolies and Public Policy,
Business Ethics and the Environment, Dimensions of Pollution and Resource Depletion,
Unit-3
Consumer Production & Marketing, Ethics of Job Discrimination, Individual and the
Organization, Business and its Internal Constituencies, The ethics of job discrimination, The
individual in the organization.
 Business Ethics: Concepts and Cases, Manuel Valesquez, Prentice Hall of India Pvt.
Ltd., New Delhi-110015
 Business Ethics: Principles and Practices, Daniel Albuquerque, Oxford University
Press.
Page 51 of 104
Comprehensive Viva-Voce
There will be a comprehensive viva voce in the VI semester end semester examination.
This shall be a full 100 marks viva and shall cover every subject covered during semester Ist to VI (i.e. 1st
and 3rd year) of the 5 year Integrated MBA Programme.
Each student shall have to present before a examination board that shall comprise of atleast three faculty
members. The board may also have external experts as per the need. The external experts can be drawn
from academics or can be senior professionals from the industry.
Page 52 of 104
Industry Project
Each student shall have to do a live project. The project spread over the entire semester shall be done in a
comprehensive manner.
Guidelines for the Live Project
 The live project would be undertaken as a compulsory component of the IMBA curriculum in the
sixth semester.
 The evaluation of the student under this live project would consist of the following parameters:
 Comprehension of the problem, identification of sample, Preparation of research instrument (s),
Collection of data, analysis and interpretation of data and arriving at conclusion.
 The students would submit hand written report as a part of their evaluation.
 The student must pass separately in both the components of the comprehensive viva voce.
 The allotment of project to be done by faculty, under the guidance of the Head of the department.
The project would be undertaken under the guidance of faculty member.
Page 53 of 104
Semester VII
1) Analysis and decision making
2) Strategic Management
3) Organisational Development and Change
4) Logistics Management
5) Business Process re-engineering
6) Financial statement analysis
7) Summer Project Report & Presentation-II
Page 54 of 104
Semester VII Credits - 03
Analysis and Decision Making
Objectives:
The purpose of this course is to enable students to understand the significance of adopting a
rational process for decision-making and learn the different tools and techniques for arriving at a
objective decisions.
Course Content
Unit-1
Decision-Making: Importance, Decision Making Process, Single criterion vs. multiple criteria, finite
number of alternatives vs. infinite, number of alternatives.
Traditional approaches to decision-making; Decision making under certainty; Introduction to
decision-making under uncertainty; decision tree; Elementary methods
Unit-2
Managerial Decision Making Under Risk and Uncertainty, Conjoint analysis, Paired comparison
analysis, The Vroom-Yetton-Jago Decision Model, Grid Analysis, Force Field Analysis, Group-aided
decisions; Brain storming; reverse brain storming. Other types of brain storming, Creativity - creative
problem solving, Six hat analysis
Unit-3
The ladder of inference, Cost-benefit analysis, Pareto Analysis, Blindspot Analysis-Avoiding
common “fatal flaws” in decision making, Linear programming , Monte Carlo Analysis- Bringing
uncertainty and risk into forecasting, Reactive Decision Making, Making good decisions under
pressure
The Impact of Ethics and Values, The Foursquare Protocol, Learning to manage ethical decisions,
What Are Your Values?-Deciding what's most important in life
Spiral Dynamics -Understanding how people's values may affect their decision making, Group
Decision Making- Creative methods of decision making
 Whatever it Takes: The Realities of Managerial Decision Making (2nd Edition) by Morgan W.
McCal
 Making Hard Decisions with Decision Tools (Book and CD) by Robert T. Clemen
 Value-Focused Thinking: A Path to Creative Decision making by Ralph L. Keeney
 Wharton on Making Decisions -by Robert Gunther
 Making Choices: A Recasting of Decision Theory by Frederic Schick
 Whatever it Takes: The Realities of Managerial Decision Making (2nd Edition) by Morgan W.
McCal
 Making Hard Decisions with Decision Tools (Book and CD) by Robert T. Clemen
 Value-Focused Thinking: A Path to Creative Decision making by Ralph L. Keeney
 Wharton on Making Decisions -by Robert Gunther
 Making Choices: A Recasting of Decision Theory by Frederic Schick
Page 55 of 104
Strategic Management
Course Objective
The objective of this course is to enable students integrate knowledge of various functional areas and
other aspects of management, required to develop strategies based on organizational perceived
opportunities and threats.
Course Content
Unit-1
Understanding Strategic Management- Concept, Components and Levels of Strategic Planning, Strategic
Management Process; Strategic decision-making; Limitations of the Strategic Management; Company
Mission and Vision Statements: Formulating Mission Statements
Analyzing the Business Environment: Industry analysis= Learning Curve and Experience Curve –
Vulnerability Analysis - Strategic Analysis: The GE nine cells planning Grid – Arthur D. Little Life Cycle
Approach – SWOT Analysis – Profit Impact of Market Strategies
Formulating long-term Strategies; Generic Competitive Strategy: Cost Leadership – Differentiation –
Focus; Pitfalls of Generic Strategies; Gaining and Sustaining Competitive Advantage: Defining the Value
Chain and sources of Competitive Advantage.
Unit-2
Principles of Strategy Implementation: Strategy and Structure; Managing Strategic Change:
Reengineering, Restructuring, Innovation; Successful Change of Strategy; Establishing Strategic Controls
Implementation Control, Strategic Surveillances, Operationalizing the Strategy: Annual Objectives,
Linkage to Long-term Objectives, Benefits of Annual Objectives; Developing Functional Strategies;
Differences between Grand and Functional Strategies,
Corporate Restructuring: Forms of Corporate Restructuring: Expansion, Sell-offs, Corporate Control, Joint
Ventures and Strategic Alliances; Strategic Alliances; Motives and types of Strategic Alliances; Making
Alliances Work: Partner Selection; Alliance Structure; Managing the Alliance; Advantages and
Disadvantages of Strategic Alliance
Mergers & Acquisitions; Historical Perspectives; Rationale; Industry Lifecycle and Merger Types;
Reasons; Diversification and Mergers in a Strategic Long Range Planning Framework; Diversification
Planning, Mergers and the Carry-over of Managerial Capabilities; Strategic Reasons for Mergers and
Acquisitions
Unit-3
Value Creation; Divestitures and Spin Offs; Voluntary Liquidation and Sell-Offs; Motives for Divestiture;
Disadvantages of Spin Offs; Equity Carve-Outs; Porter’s Analysis of Divestiture/Acquisitions percentages;
Measurement of Effects on Shareholder Values
Challenges for the 21st Century: Global Competitiveness in the New Millennium: Competitive Strengths
of Major Industrialized Countries, Considerations for Strategies in the 21st Century: Corporate Strategy,
Ethics, Public Values and Social Responsibility, An Alternative View of Corporate Strategy - Concept of
Core Competency.
Strategic Management – Strategy Formulation and Implementation by John Pearce & Richard Robinson / AITBS
Publication
Business Policy and Strategic Management, 6e by Jauch, Gupta and Glueck/ Frank Bros and Co.
Strategic Management – An Integrated Approach by Charles Hill & Gareth Jones/ Biztantra
Competing for the Future by Prahalad and Hamel/ TMH
Making Strategy by Colin Eden & Ackermann / Sage Publications
Competitive Advantage of Nations by Michael Porter
Strategy Safari by Mintzberg, Ahlstrand and Lampel, Pearson
Page 56 of 104
Organizational Development and Change

Course Objectives
The objectives of this course are to acquaint the students with the importance of Organization
Development, and to offer insights into design, development and delivery of OD programmes.
Course Content
Unit -1
Introduction to Organizational Development & Change: Organizational Change-meaning,
nature, types; theories of planned change; Organizational change agents; resistance to change;
Attitude measurement for change; Power, leadership, Technology, culture & Organizational change;
Organizational development – nature and characteristics; process of organizational development.
Unit –2
Models of Organizational Change & OD Process and Interventions: Managing change process,
Models of Organizational change; Organizational diagnosis; Classification of interventions: person
focused, role focused and team focused; OD intervention techniques: sensitivity training, team
building, survey feedback, grid training, process consultation, MBO, role analysis technique, role
negotiation technique and force field analysis.
Unit – 3
Contemporary Issues and Applications: Organizational development in global context,
organizational development in service sector, OD Practioners – role, competencies requirement,
professional ethics and value and experiences; future trends in OD.

 Bhattacharya D K (2011), Organizational Change and Development, Oxford University Press.
ISBN: 0-19-806646-5
 Pathak H ( 2011), Organizational Change, Pearson Publication, ISBN: 978-81-775-8431-8
 Cummings, T.G., Worley, C.G. (2004). Organizational Development and Change (8th Ed.)
 ISB: 0 324 224 93-1
 Ashkanasy, N.M., Wilderom, C.P.M., & Peterson,M.F. (2000).Handbook of Organizational
Culture and Climate. Sage Publications, Thousand Oaks, CA.
 Cameron, K.S., & Quinn, R.E. (1999). Diagnosing and Changing Organizational Culture: Based
on the Competing Values Framework. Addison-Wesley Publishing Company, Inc.
 Schein, E. H. (2004). Organizational Culture and Leadership. Jossey-Bass, San Francisco, CA.
Page 57 of 104
Logistics Management
Course Content
Unit-1
Introduction to Logistic System: Concepts of Logistics, Scope and Objectives of Logistics,
System Elements, Importance of Logistics, Logistics as part of SCM, Logistics costs,
different models, logistics sub-system, inbound and outbound logistics, bullwhip effect in
logistics, Distribution and warehousing management.
Unit-2
Purchasing & Vendor management: Centralized and Decentralized purchasing, functions of
purchase, Department and purchase policies. Use of mathematical model for vendor rating /
evaluation, single vendor concept, management of stores, accounting for materials
Relevance of Logistics to Expert Management, Logistics Excellence.
Unit-3
Indian Shipping and Containerization: Ports in India, Developments in India Shipping, Ports
Infrastructure Development, Shipping Association, Shipment of Govt. Controlled Cargo.
Concept of Containerization, Classification of Constraints in Containerization, I.C.D’s.
Principles of Freight Rates, Linear Freight Structure, Tramp Freight Structure, Shipping
Agents, Freight Brokers,
Freight Forwarders Stevedores. Different type of Ships, Shipping Routes, Operating Ships-
Linear and Tramp, Organization of a Shipping Company.
 Johnson J, Wood D- Contemporary Logistics.

 Khanna K K - Physical Distribution Management : Logistical Approach (Himalaya,
2007)
 Krishnaveni Muthiah- Logistics Management and World Seaborne Trade (Himalaya,
2007)
 Agarwal D.K. - A Text Book of Logistics and Supply chain management
 Raghuram G. (I.I.M.A.) - Logistics and Supply Chain Management
Page 58 of 104
Business Process Re-engineering

Objectives
The objectives of this course are to acquaint the student with understanding process orientation in business
management and develop skills and abilities in re-engineering and business process for optimum
performance.
Course Content
Unit-1
What is BPR, Conceptual Foundation of Business Process Re-engineering,
Considerations in BPR, Role of Information Technology in Business Process Re-engineering, Process
Improvement And Process Redesign,
Unit-2
Business Process Re-engineering Experiences in Indian Industry, Process Identification and Mapping,,
Role/ Activity Diagrams for business process re-engineering, Process Visioning and Benchmarking.
Unit-3
Business Process Improvement, Business Process Redesign. Man Management for BPR Implementation,
Re- organizing People and Managing Change
 Jayaram, M.S., etc. Business Process Re-engineering, Tata McGraw Hill

 Coulson-Thomas, Business Process Re-engineering: Myth & Reality, Kogan Page
 Carr and Johansson, Best Practices in Re-engineering, New York, McGraw Hill
 Champy, James., Re-engineering Management: The Mandate for New Leadership, Harper Collins
Page 59 of 104
Financial Statement Analysis
Objectives:
The course provides a broad framework for using financial statement analysis to evaluate a firm’s business
operations and to predict its future condition. It is designed to achieve two main objectives. The first is to
appreciate and understand the connections between firms’ operation strategies and their financial
statements. This understanding then serves as the basis for the second objective, which is to develop a
critical, user’s perspective to analyze and interpret financial statements to gain further insights into firms’
performance.
Course Content
Unit 1
Basics of Financial Statements: Accounting Concepts, Journal, Ledger, Voucher, Components of Balance
Sheet and P&L Account, Users of Financial Statements
Techniques of Financial Statement Analysis: Comparative Financial Statement Analysis, Common Size
Financial Statement Analysis, Index Number Trend Analysis
Ratio Analysis: Meaning, Objective, Interpretation of Ratios, Terminology, Classification, Return on
Investment, An Observation on NOPLAT, Operating Performance, Short Term Activity Analysis, Long
Term (Investment) Activity Ratios, Credit(Risk Analysis)- Liquidity Ratios, Long term Debt and Solvency
Ratio, Decomposition of Return on Investment, Decomposition of Return on Equity
Unit-2
Analysis and Interpretation: Benchmark Ratios, Trend Analysis, Cross Section Analysis, General
Guidelines on Interpretations,
Earnings Per Share: Presentation and Calculation of EPS Under AS-20, Financial Instruments and
Potential Equity Shares, Presentation, Measurement of Basic EPS, Measurement of Diluted EPS-earnings
Attributable to Equity Shareholders, Measurement of Diluted EPS-weighted Average Number of Shares
Performance Metrics: ROIC and Growth Rate, Economic Profit, Earnings Per Share(EPS), Total Returns
to Shareholders(TRS),Market Value Added, Price-Earnings(P/E) Ratio
Fund Flow Statement: Sources and Application of Funds, Funds from Operations, nalysing the Fund Flow
Statement
Unit-3
Cash Flow Statement “ Operating Activities, Investment Activities, Financing Activities, Analysis,
Revenue and Expenses Analysis: Revenue Recognition-Fundamental Principles, Revenue Recognition on
Sale of Goods, Revenue Recognition from Sales of Services, Accounting for Construction Contracts,
Revenue Recognition Issues, Analysing the Revenues, Accounting for Expenses, Analysing Expenses
Distress Analysis” Summary of Bankruptcy Prediction Models, Altman’s Z Score Model Limitations of
Financial Statements: GAP Inadequacy, GAAP Avoidance

Asish K Bhattacharyya Introduction to Financial Statement Analysis, Elsevier India Pvt. Ltd.
Fridson Martin, Alvarez Fernando (2010) Financial Statement Analysis A Practitioner’s Guide
Third Edition published in New Yorki by John Wiley and Sons
Sinha Gokul (2009) Financial Statement Analysis published in New Delhi by PHI Learning
Pvt Ltd .
Woelfel Charles (2011 Reprint), Financial Statement Analysis: The Investor's Self-Study to
Interpreting & Analyzing Financial Statements, Revised Edition, Published in New Delhi by
McGraw Hill Publications
Bhattacharya Debarshi(2011) Financial Statement Analysis, published in New Delhi by Pearson
Education South Asia
Page 60 of 104
Project Report & Presentation-II
Objective:
The objective of this course is to have a thorough understanding of a discipline of business management by
involving self and learning by doing.
Course Content
This is the second of the four to six week summer internship programmes to be done by each student in a
business organization and learn by doing a project assigned to him/ her either by that organization or by
the Centre and agreed to by the organization.
This internship programme done by the students during the summer is followed by a submission of a
detailed Project Report and followed by a thorough presentation and question answer session. The
presentation is to be given by each student before the faculty members and the whole class wherein he/ she
will present learning imbibed during the internship.
The presentation is to be done to ascertain the level of learning of the student and determine the depth of
his/ her understanding of the subject.
Page 61 of 104
Semester VIII/ IX
Compulsory
1) Business Law-II
2) Total Quality Management
3) Project
F E –A/B/C- I
F E –A/B/C- II
F E –A/B/C- III
SE – I
Functional and Sectoral Electives (F E/ SE) for Semester VIII and IX

FUNCTIONAL ELECTIVES
SECTORAL
Financial Human Resource ELECTIVES
Marketing Management
Management of Global HRM Hospitality & Tourism
Global Marketing
Financial Services Management
Advanced Labour
Portfolio Management Retail Management Co-operative Management
Laws
Integrated Marketing Human Resources International Business
Taxation
Communication Development
Derivatives and Risk Negotiation & Conflict Event Management
Sales Management
Money Market & Compensation Management of Nonprofit
New-Age Marketing
Capital market Management Organizations
International finance Performance
Rural Marketing
Management Systems
Customer Relationship Strategic HRM
Security Analysis
Management
Advance Corporate HRIS & HR Audit
B2B Marketing
Finance
Page 62 of 104
Semester VIII Credits - 03
Business Laws – II
Objectives:
The course provides a basic understanding about the partnerships, Consumer Protection Act, Negotiable
Instrument Act, Arbitration and Conciliation Act and different statutes applicable to business firms.
Course Content
Unit-1
1. Partnership:
a) Nature of partnership: definition, distinct advantages and disadvantages vis-à-vis partnership and
private limited company
b) Mutual relationship between partners, Authority of partners, Admission of partners, Outgoing of
partners.
c) Registration of Partnership, Dissolution of Partnership, Requirements in a partnership deed.
d) Limited liability partnership act, 2008.
2. Consumer Protection Act, 1986
a) Consumerisation in India (Historical Background), Consumers: the concept, definition and scope,
objective of C.P. Act, Rights of Consumers. Unfair Trade Practice, Restriction Trade Practice, Defect
in goods, Deficiency in service: Medical, Lawyering, Electricity, Housing, Postal services etc.
b) Enforcement of Consumer Rights: Consumer Forum under C.P. Act- Jurisdiction, Powers and
functions, Exceptions of order, Judicial Review, PIL, Remedies, Appeal, Administrative Remedies,
C.P.Courts.
Unit-2
1. Negotiable Instrument Act, 1881
a) Definition and characteristic of Negotiable Instruments, Types of Negotiable Instruments, Definition
and Essentials of Promissory Note, Bill of Exchange and Cheque, Liabilities and Capacity of Parties
of Negotiable Instrument, Holder and Holder in due course, Transfer and Negotiation of Negotiable
Instrument.
b) Crossing of Cheques and payment, Dishonour of Cheques, Presentment and Payment, Dishonour,
Noting and Protest of Negotiable Instrument, Endorsement: Definition, Essential of a valid
endorsement and its kinds, Rules of evidence and compensation.
2. Arbitration and Conciliation Act, 1996
a) Concept, Need and Development, Advantages. Arbitration and Conciliation Act, 1996: Object,
Development and Salient features, Arbitration: Definition, Sources, Kinds, Scope and Differences to
Court, Arbitration Agreement, Composition of Arbitral Tribunal
b) Jurisdiction of Arbitral Tribunal, Conduct of Arbitral Proceeding, Making of Arbitral Award and
Termination of Proceedings
c) Recourse against Arbitral Award, finality and Enforcement of Arbitral Award, Appeal, Enforcement
of Certain Foreign Awards
d) Conciliation, Mediation, Lok-Adalat
Unit-3
a) Overview of following statutes: Right to information act, 2005; Information Technology act,
2000; Intellectual property rights.
 Bare acts of all the statutes.
Sanjiv Agarwal and Rohini Agarwal, Limited Liability Partnership : Law and Practice (2009).
Avtar Singh, Law of Partnership (3rd ed., 2001 with supplement 2003)
P.M.Bakshi, Consumer Protection Laws, (1st ed., 2005)
Avtar Singh, Negotiable Instruments (4th ed., 2005)
O.P. Malhotra, Indu Malhotra, The Law and Practice of Arbitration and Conciliation (2nd ed., 2006)
H.C. Johari, Commentary on Arbitration and Conciliation Act, 1996 (2nd ed., 2002)
Page 63 of 104
Semester VIII Credits - 03
Total Quality Management
Objective
The key objective of this course is to acquaint the students with the conceptualization of Total Quality
(TQ) from design assurance to processes’ assurance to service assurance
Course Content
Unit-1
Introduction
Definition of Quality, Dimensions of Quality, Quality Planning, Quality costs - Analysis Techniques for
Quality Costs, Basic concepts of Total Quality Management, Historical Review, Principles of TQM,
Leadership – Concepts, Role of Senior Management, Quality Council, Quality Statements, Strategic
Planning, Deming Philosophy, Barriers to TQM Implementation.
TQM Principles
Customer satisfaction – Customer Perception of Quality, Customer Complaints, Service Quality, Customer
Retention, Employee Involvement – Motivation, Empowerment, Teams, Recognition and Reward,
Performance Appraisal, Benefits, Continuous Process Improvement – Juran Trilogy, PDSA Cycle, 5S,
Kaizen, Supplier Partnership – Partnering, sourcing, Supplier Selection, Supplier Rating, Relationship
Development, Performance Measures – Basic Concepts, Strategy, Performance Measure.
Unit-2
Statistical Process Control (SPC)
The seven tools of quality, Statistical Fundamentals – Measures of central Tendency and Dispersion,
Population and Sample, Normal Curve, Control Charts for variables and attributes, Process capability,
Concept of six sigma, New seven Management tools.
TQM Tools
Benchmarking – Reasons to Benchmark, Benchmarking Process, Quality Function Deployment (QFD) –
House of Quality, QFD Process, Benefits, Taguchi Quality Loss Function, Total Productive Maintenance
(TPM) – Concept, Improvement Needs, FMEA – Stages of FMEA.
Unit-3
Quality Systems
Need for ISO 9000 and Other Quality Systems, ISO 9000:2000 Quality System – Elements,
Implementation of Quality System, Documentation, Quality Auditing, TS 16949, ISO 14000 – Concept,
Requirements and Benefits.
 Dale H.Besterfiled, et al., Total Quality Management, Pearson Education, Inc. 2003. (Indian
reprint 2004)
 James R.Evans & William M.Lidsay, The Management and Control of Quality, (5th Edition),
South-Western (Thomson Learning), 2002 (ISBN 0-324-06680-5).
 Feigenbaum.A.V. “Total Quality Management, McGraw-Hill, 1991.
 Oakland.J.S. “Total Quality Management Butterworth – Hcinemann Ltd., Oxford. 1989.
 Narayana V., Sreenivasan, N.S. Quality Management – Concepts and Tasks, New Age
International 1996.
 Zeiri. “Total Quality Management for Engineers Wood Head Publishers, 1991
Page 64 of 104
Semester IX Credits - 03
Strategic Marketing Management
Objective
The key objective of this course is to acquaint the students with the concept of strategic marketing as a
holistic concept and enable them to understand their critical role in competitive markets.
Unit-1
Overview: Concept of Strategy, Marketing and the concept of Strategy, Strategic Business Units (SBUs),
Concept of Strategic Marketing, Marketing’s Role in the Organization, Strategic Marketing And
Marketing Management, Importance of Strategic Marketing, Characteristics of Strategic Marketing, The
Process Of Strategic Marketing, Drawbacks in Strategic Marketing, Future of Strategic Marketing
Corporate Appraisal: Meaning, scope, factors in Corporate Appraisal, Corporate Response to Different
Publics, Corporate Publics: Analysis of Expectations; Corporate Publics and Corporate Strategy; Value
Orientation of Top Management, Corporate Resources, Past Performance Of Business Units
Understanding Competition: Meaning of Competition, Theory of competition, Classifying Competitors,
Intensity/ Degree, of Competition, Competitive Intelligence, Seeking Competitive Advantage, Sustaining
Competitive Advantage.
Unit-2
Focusing on the Customer: Identifying Markets, Customer Need, Measurement of Market Potential,
Defining Market Boundaries, Customer Segmentation
Scanning the Environment: Importance of Environment Scanning, The Concept Of Environment, Types Of
Environment, Environmental Scanning And Marketing Strategy, Concept Of Synergy
Developing Marketing Objectives and Goals: Framework For Defining Objectives, Corporate Strategic
Direction, SBU Objectives, Business Mission, Goals and Objectives, Product/Market Objectives, Process
of Setting Objectives
Strategy Selection: Framework for Formulating Marketing Strategy, Product/Market Strategy, Determining
SBU Strategy, Choice of strategy, Strategy evaluation
Unit-3
Portfolio Analysis: Product Life Cycle, Portfolio Matrix, BCG, GE Models, Relationship between Product
Portfolio Matrix and Product Life Cycle, A New Product Portfolio Approach: Porter’s Generic Strategies
Framework
Organization Structure: The Traditional Organization, Creating Market-Responsive Organizations, Role Of
Systems In Implementing Strategy, Measuring Strategic Performance, Achieving Strategic Planning
Effectiveness
Strategic Tools: Profit Impact of Marketing Strategy (PIMS), Measuring Value Of Marketing Strategies,
Game Theory, Delphi Technique, Trend-Impact Analysis, Cross-Impact Analysis, Scenario Building,
Other Tools
Creating Market Driven Strategies: Characteristics of Market-Driven Strategies, Becoming a Market-
Oriented Organization, Identifying and Developing Organizational Capabilities, Creating Value for
Customers, Market Sensing and Customer Linking Capabilities, Aligning Structure and Processes
1. Jain Subhash C (1999, Ed 6), Marketing Planning & Strategy, Cengage South-Western, USA
2. Whalley Andrew (2010), Strategic Marketing, Andrew Whalley & Ventus Publishing, USA
3. Wilson Richard MS, Gilligan Colin (2003), Strategic Marketing Planning, Butterworth Heineman,
USA
4. Day George, Market Driven Strategies, Free Press, USA
Page 65 of 104
Semester VIII/ IX Credits - 03
Management of Financial Services

Objective
The objective of this course is to enable students to understand the fundamentals of financial services and
its management in real life situations. The course also aims at describing the different financial services
and ways to ensure its effective management.
Course Content
Unit –I
Role and Importance of Financial services. Features of Financial services. Features of efficient market.
Factors affecting the financial services. Functions of financial services.
Role functions and importance of depository system, and its mechanism
Types of financial services-Merchant banking- its origin, services of merchant bankers, significance of
merchant banking, its scope in Indian market, and its evolution.
Hire purchase- Features, legal position, origin and development, hire purchase Vs leasing,
Leasing- Types of lease- financial lease, operating lease, leverage lease, sales and lease back, advantages
and disadvantages of leasing, sales tax provisions, accounting treatment, methods of ascertaining lease
value
Unit II
Venture capital- concept, meaning, features, services by venture capital, scope of venture capital, its
significance, methods of venture capital financing, Indian context.
Mutual funds- meaning and scope, origin of mutual funds, types and classification of funds, significance
of mutual funds, performance evaluation of mutual funds, investors rights, Indian mutual fund sector.
Discounting, factoring and forfaiting- meaning, terms and conditions, functions, types of factoring Vs
Discounting, cost and benefits of factoring in India, Factoring Vs Forfaiting, costs of forfaiting, pricing of
factoring services, its benefits.
Securitisation of debt- definition, securitization Vs Factoring, securitisable assets, benefits of
securitisation, future prospects, Indian context, and securitization abroad.
Unit III
Credit rating- Definition, meaning, functions of credit rating, benefits of Credit rating, credit rating
agencies in India, limitations, and future scope.
Credit card- meaning, types, merits and demerits, Indian context and future scope.
Financial system reforms, financial services -Pre-liberalization, Post liberalization.
Banking Reforms, Capital account convertibility. Reforms in Mutual fund service, reforms in merchant
banking, establishment of IRDA, changes in derivatives market, FDI and FII changes. and its impact.
WTO and financial services.

• Financial markets and Services- E Gordon, K Natarajan , Himalaya Publishing House.
• Financial Services and markets – Dr P Pandian, Vikas Publication.
• Financial Institutions and markets – LM Bhole, Jitendra Mahakud, Tata McReaw Hill.
• Indian Financial System – Bharati V. Pathak
• Financial Services –Khan and Jain, Tata-McGraw Hill
Page 66 of 104
Portfolio Management
Objective:
A training course aims at introducing the concept of portfolio, describing theories associated with it,
explains stock market basics and enables evaluation and revision of investment portfolios in an effective
manner.
Course Content
Unit 1
Introduction:
Concept of Portfolio, Quantifying Portfolio Returns and Risk, Systematic and Unsystematic Risk relating
to portfolio, Beta Factor for a Portfolio, Portfolio Diversification and Reduction of Risk. Characteristic
Regression Line (CRL) for measuring Risk.
Portfolio Theory I:
Markowitz Model and Efficient Frontier, Mean Variance Criteria(MVC) for portfolio selection, Evolution
of Capital Asset Pricing(CAPM) Model, Capital Market Line, Security Market Line, Application of CML
and CAPM.
Unit-2
Stock Market Basics:
Concept, Usefulness of indices, Computation of Stock Index, Differences between the Indices, The BSE
Sensitive Index, NSE-50 index(Nifty) , Trading Procedure
Portfolio Theory II
The Sharpe Single Index Model, Multifactor Model of Risk and Return, Arbitrage Pricing Theory
Unit-3
Portfolio Evaluation:
Mutual Fund, Sharpe's Performance Index, Treynor's Performance Index, Jensen's Performance Index.
Portfolio Revision:
Passive Management, Active Management, The Formula Plans, Assumptions of the Formula Plan,
Variable Ratio Plan, Revision and the Cost
 S. Kevin, Security Analysis & Portfolio Management, PHI Learning Pvt. Ltd.
 Fischer & Jardan, Security Analysis & Portfolio Management, Printice – Hall of India Private
Limited
 Prasanna Chandra, Investment Analysis & Portfolio Management, Tata McGraw Hill
 V.K. Bhalla, Security Analysis & Portfolio Management, S. Chand & Company Limited
 Punithavathy Pandian, Security Analysis & Portfolio Management, Vikash Publishing
 M. Ranganathan & R. Madhumathi, Investment Analysis and Portfolio Management, Pearsons
Education (Singapore) Pvt Ltd.
 Reilly & Brown, Investment Analysis & Portfolio Management, Thomson (South Western)
Page 67 of 104
Taxation
Objective
The objective of this course is to develop knowledge of various kinds of taxation in India and enable
students to apply them effectively in a business situation.
Course Content
Unit 1
Basic Definitions:
Assessee, Previous Year, Assessment Year, Income, Gross Total Income, Agricultural Income, Tax
Planning
Residence and Tax Liability:
Types of Residents, Residential Status
Income Exempted from Tax:
(Non- Taxable Income)
Income from Salaries: Allowances (Taxable, Non Taxable), Perquisites (Taxable in all cases, Taxable in
the case of specified employees only, Non Taxable), Gratuity, Pension, Computation of Salary Income
Unit 2
Income from House Properties: Concept, Annual Value (Buildings Let out, Buildings Self-occupied for
Residential Purposes, Deductions), Computation of Income from House Property
Profits and Gains of Business and Profession: Incomes chargeable to tax, Deductions Expressly
Allowed, Expenses Expressly Disallowed, Expenses Allowable only on Actual Payment, Maintenance of
Accounts, Compulsory Audit of Accounts, Depreciation, Computation of Income Under this head
Capital Gains: Concept of Capital Assets, Self-generated Assets, Transfer of Capital Assets, Capital
Gains Exemption from Tax, Computation of Capital Gains
Unit 3
Income from Other Sources: Incomes chargeable under this head, Deductions Allowable under this head,
Amounts not deductible, Computation of Taxable Income under this head
Deemed Incomes and Clubbing of Incomes: Deemed Incomes, Clubbing of incomes, Effect on
computation of Total Income
Set Off & Carry Forward of Losses: Principles, Meaning, Order of Set-off, Effect on Computation of
Total Income
Deduction in Computing Total Income : 80C, 80 CCC, 80CCD, 80 CCF, , 80CCG, 80 D, 80 DD, 80 E,
80G, 80 GGA, 80 IA , 80 IAB, 80 U
Computation of Total Income of Individuals; Computation of Tax Liability of Individuals
Procedure for Assessment: Voluntary Return of Income, Compulsory Return, Steps for E-Filing of
Income Tax Return, PAN, Assessment
 Dr. H. C. Mehrotra and Dr. S. P. Goyal: Income Tax Law & Accounts Sahitya Bhawan
Publications
 Dr. V. K. Singahnia: Direct Taxes, Taxman
 Lal & Vasisht: Direct Taxes, Pearson Education
Page 68 of 104
Derivatives and Risk Management
Objective
The objective of this course is to familiarise the participants with the various instruments available for risk
management. It covers rather simpler instruments such as options, futures, swaps, and credit derivatives.
Besides discussing the pricing of these instruments and hedging principles the course would also aim at
introduction of some complex instruments such as options on futures and swaps etc
Course Content
Unit 1
Introduction to Derivatives: Definition, Types, General Characteristics, Derivatives Vs Shares, Functions
of Derivative Markets, Traders in Derivative Markets
Forward Contracts: Introduction, Classification, Mechanism, Uses, Features, Advantages and
Disadvantages, Valuation, Pricing, Hedging, Limitations
Future Contracts: Introduction, Nature of Future Contracts, Characteristics, Types, Comparison between
Futures and Badla, Evolution of Future Markets, Pricing, Value of a Forward Contract, Future Markets in
India, Characteristics of the Future Market, Margin Requirement in Future Trading, Settlement of Futures
Position, Significance of the Futures Market, Distinguishing Forwards from Futures, Advantages of
Futures Trading, Interest rate futures, No arbitrage Principle, Approaches to Pricing Futures
Unit 2
Hedging Strategies Using Futures: Definition, Features, Significance and Types of Hedging, Managing
Hedge, Concept of Hedge Ratio, Methods of calculating Hedge-Ratio. Cash and Carry Arbitrage, Reverse
Cash and Carry Arbitrage Model.
Options: Definition, Types, Related terminologies(In-the Money, Out-of-the Money, Strike Price,
European and American Option, Naked Option etc.), Markets; Payoffs; Risk Neutral Valuation; Binomial
Option Pricing Model (One step, two step both call and put);
Unit 3
Black Scholes Option Pricing Model (including Assumptions), Ordinary Share as an Option, Use of Black
Scholes to value the ordinary shares as an option, Put Call Parity; Uses of Options; Building Blocks (Long
call, Long put, Short call, Short put), Option Trading Strategies(Covered call, Straddle, Strips and Straps,
Strangle, Butterfly Spread) .
Options Hedging Strategies – Stop loss; Delta hedging; Theta; Gamma; Vega; Rho; Scenario Analysis;
Portfolio insurance, VAR
Swaps: Introduction, Features, Advantages and Disadvantages, Uses, Interest Rate Swaps with
application
 Hull, Options, Futures and Other Derivatives, Pearson Education

 S.S.S. Kumar, Financial Derivatives, PHI
 Bishnupriya Mishra, Sathya Swaroop Debasish, Financial Derivatives, Excel, New Delhi
 Varma, Derivatives and Risk Management, Tata McGraw-Hill
 Gupta, Financial Derivatives, Theory, Concepts and Valuation, PHI
Page 69 of 104
Money Market & Capital Market

Objective:
The objective of this course is to introduce the students to the concepts and practices of money markets
and capital markets and enable them to apply them effectively in their work areas.
Course Content
Unit 1
Introduction to Indian Financial System. Function of Financial system. Constituents of Indian Financial
system. Role of each constituent. Regulatory and promotional Institutions- RBI, SEBI- their role in proper
functioning and growth of financial markets and institutions. Types of Financial markets. Foreign
exchange market- nature organisation and participants, Exchange rates, currency convertibility.
Unit 2
Money Market, Call money market – India, US, UK. Size, volatility, and call rates, Money market
instruments, Treasury Bills Market- Its nature and characteristics, types of treasury Bills, Size and
participation, Funding of treasury bills, Bank deposits, and monetary policy, 182, 364, 14 day treasury bill
market, T-Bills under MSS scheme, Commercial Bills Market- Bills of exchange, classification purpose,
size of bill market in India, Characteristics of well-developed bill market, Commercial Papers and
certificate of deposits – nature, size and development in India, Reforms in Money Market
Unit 2
Capital market: Functions of Capital market, primary and secondary of capital market in India. Role and
functions of primary and secondary market. History of capital market in India. Capital market scams.
Primary market- Primary issues, its types- public issue, rights issue, private placement. Book building
mechanism & its limitations. Reverse book building process. Green shoe option. Resource mobilization
from international capital markets –GDRs, ADRs, ECBs, FCCBs. Secondary market- organisation,
management and membership of stock exchanges- Stock exchanges regional and national. Methodologies
of calculating the index. Trends at BSE, NSE. Government securities market- features, importance,
implications for monetary policy. Recent developments, Reforms in Capital market

 Financial Institutions and markets – LM Bhole, Jitendra Mahakud, Tata McReaw Hill.
 Indian Financial System – Bharati V. Pathak
 Financial markets and Services- E Gordon, K Natarajan , Himalaya Publishing House.
 Financial Services and markets – Dr P Pandian, Vikas Publication.
Page 70 of 104
International Finance
Objective
This course focuses on international financial management and international trade Topics in financial
management, viewed primarily from the perspective of managers doing business overseas and cover areas
pertaining to management of foreign exchange exposure, foreign direct investment decisions, and
multinational capital budgeting.
Course Content
Unit-I
International Finance Meaning, Foreign Exchange Markets, Exchange Rate Determination in spot Market,
Factors influencing exchange rates determination, Exchange Rate Theories Mint Parity Theory, Purchasing
Power Parity Theory, Balance of Payment Modern Theory, fixed versus flexible exchange rate, Arbitage
and Hedging
Unit-II
International monetary System past present and future; Gold Standard, Rise of Bretton Wood system,
Collapse of Bretton Wood system present
International monetary System, International Currency Market Optimum currency area and European
Experience, Euro currency market, Euro bond market, Financial Crisis in emerging market economics,
Asian crisis, , International Financial System
Unit-III
Balance of Payment (BOP), definition, Accounting concepts, Difference and adverseness between Balance
of Trade and Balance of Payment, Measures to correct this, Structure of BOP, Does BoP always balance,
Cause of Disequilibrium in BOP, Method of correcting disequilibrium, open economy identities and
foreign trade or export multiplier, devaluation, Elasticity and absorption approach to BOP,
Marshall learner condition, J curves effect, effect of devaluation, Mundel- Fleming Model.
 Krugman, R. Paul and Obstfeld Maurice, “ International Economics,

 Theory and Policy” World Student Series Publishers
 Pilbeam Keith , “International Finance” Macmillan Publishers, 2010
 Salvatore Dominick, “ International Economics” , Wiley Student Edition, 2010
Page 71 of 104
Security Analysis
Objective:
The objective of this course is to introduce the concept of Investment and Securities, explain Risk and
Return, elucidate Bond Return and Valuation and Stock Return and Valuation and do its technical analysis
effectively.
Course Content
Unit-1
Introduction to Investment and Securities: Meaning of Investment, Investment Avenues (Financial
Assets, Physical Assets, Marketable Assets), Objectives of Investment, Investment Process, Characteristics
of Investment, Sources of Investment Risk, Investment Vs Speculation, Investment Vs Gambling, Types of
Investors, Concept of Securities and its Analysis.
Risk and Return: Define Risk and Return relating to Securities, Measurement of Risk and Return
incorporating Probabilities, Decision for investment on the basis of Risk and Return. Components of Risk
(Systematic Risk, Unsystematic Risk), Measurement of Market Risk, Determination of Beta. Relationship
between Risk and Return and its application.
Bond Return and Valuation: Bond Basics, Bond Risk, Valuation of Bond, Yield to Maturity, Duration,
Present value of a Bond, Immunization, Decision for investment/sale of Bonds on the basis of valuation.
Unit-2
Stock Return and Valuation: Return, Dividend discount model, Constant growth model, Two stage
growth model, Three-Phase model, Valuation through P/E Ratio, Preferred Stock Valuation. Decision for
investment/sale of Bonds on the basis of valuation
Fundamental Analysis: Economic Analysis, Industry Analysis, Company Analysis, Earnings of the
Company, Financial Analysis, Growth in Earnings.
The Securities and Exchange Board of India: Objectives of SEBI, Functions of SEBI, Organisation of
SEBI, SEBI's Role in Primary Market, Secondary Market and SEBI, Mutual Funds and SEBI
Unit-3
Technical Analysis: Assumptions, History of Technical Analysis, Technical Analysis (Charts, Line
Charts, Point and Figure Charts, Bar Chart, Candlestick Chart, Various Patterns, Dow Theory & Elliot
Wave Theory) Primary Trend, The Secondary Trend, Minor Trends, Support and Resistance Level
Efficient Market Theory: Basic Concepts, The Random-Walk Theory, Weak Form of EMH, Semi-strong
Form, Strong Form, The Essence of the Theory, Market Inefficiency
Options and Futures (Basics): Call Option, Put Option, Factors affecting the value of Call Option,
Futures, Forward and Futures

 V.A. Avadhani, Investment Management, Himalaya Publishing House
 Fischer & Jardan, Security Analysis & Portfolio Management, Printice – Hall of India Private Limited
 Prasanna Chandra, Investment Analysis & Portfolio Management, Tata McGraw Hill
 V.K. Bhalla, Security Analysis & Portfolio Management, S. Chand & Company Limited
 Punithavathy Pandian, Security Analysis & Portfolio Management, Vikash Publishing
 M. Ranganathan & R. Madhumathi, Investment Analysis and Portfolio Management, Pearsons
Education (Singapore) Pvt Ltd.
Page 72 of 104
Advanced Corporate Finance
Objective:
This course aims to provide MBA students with a comprehensive and intensive understanding of corporate
financial management. It focuses on both theoretical and practical sides of managerial finance. The six
main areas to be addressed are Capital Budgeting Decisions, Cash Flows for Investment Analysis and
Investment Decisions and Corporate Restructuring, Mergers and Acquisitions, Valuation,
Course Content
Unit-1
Introduction to Corporate Finance: Objectives, Role of Finance Manager – Financial Goal: Profit
Maximisation Versus Wealth Maximisation, Agency Problems: Managers Versus Shareholders Goals,
Investment Decisions:
i) Capital Budgeting Decisions:Introduction, Nature of Investment Decisions, Types of Investment
Decisions, Investment Evaluation Criteria, Discounted Payback Period, NPV Versus IRR, The
problems of multiple rates of returns, Reinvestment Assumption and Modified Internal Rate of Return
(MIRR), NPV Versus PI
ii) Cash Flows for Investment Analysis and Investment Decisions :
Objectives, Cash Flows Versus Profit, Incremental Cash Flows, Components of Cash Flows, Calculation
of Depreciation for Tax Purposes, Additional Aspects of Incremental Cash Flow Analysis, Investment
Decision under Inflation, Financing effects in Investment Evaluation, Projects with different lives,
Replacement of an existing Assets
Unit-2
Risk Analysis in Capital Budgeting: Objectives, Introduction, Nature of Risks, Statistical Techniques for
Risk Analysis, Conventional Techniques of Risk Analysis, Sensitivity Analysis, Scenario Analysis, Monte
Carlo Simulation, Decision Trees for Investment Decisions.
Alignment of Managers and Owners Goal: Practical aspects of Capital Investment Process, Information
and Capital Investment, Incentives and their role in agency problem, Measuring and Rewarding
Performance; EVA, Pros and cons of EVA
Dividend Policy: Objectives, Share Split, Bonus Share Versus Share Split, Buyback of Shares, Methods of
Share Buybacks, Effects of Share Buybacks, Financial Consequences of the Share Buybacks, Evaluation
of the Share Buyback.
Unit-3
Corporate Restructuring, Mergers and Acquisitions, Valuation: Objectives, Corporate Restructuring,
Types of Business Combination, Merger or Amalgamation, Acquisition, Forms of Merger, Motives and
Benefits of Mergers and Acquisitions, Value Creation Through Mergers and Acquisitions, Valuation
Under Mergers and Acquisitions: DCF Approach, Financing a Merger (Cash offer, Share Exchange),
Impact on EPS, Merger Negotiation: Significance of P/E Ratio and EPS Analysis (Share Exchange Ratio,
Earnings Growth), Related items ( Concept only): Divestiture, Crown jewels, Poison Pill, Green Pill,
White knight, Golden Parachutes, Leveraged Buy-Outs(LBO), Divestment, Sell-off, Spin-offs
 I.M. Pandey (2010) Financial Management, Vikas Publishing House, Noida

 Jeffrey Jaffe, Randolph Westerfield, Ross (2009), 7th ed, Corporate Finance, by Tata McGraw
Hill Publishing Company Pvt Ltd, New Delhi
 Khan & Jain (2010) Financial Management, published in New Delhi by McGraw Hill Publications
 Prasanna Chandra (2010) Financial Management published in New Delhi by Tata McGraw Hill.
 Van Horne, Fundamentals of Financial Management, Prentice Hall.
Page 73 of 104
Global Marketing
Objective
This course will present an overview of the unique aspects of marketing in the global business
environment and provide the framework upon which multinational marketing management can be based.
Emphasis will be placed on the role of the global marketing manager in the development of marketing
strategies for a variety of markets in diverse cultural, political and economic situations. Focus will be on
the decision making process in the areas of foreign market analysis, target identification, product planning,
promotion and channels of distribution.
Course Content
Unit-1
Introduction to Global Marketing: Marketing – A Global Discipline, From Domestic to
Global/Transnational Marketing, Theory of Comparative Advantage, Driving and Restraining Factors,
Underlying forces of International Business: Orientation of Management, World Trading System, The
Global/ Transnational Corporation
The Global Marketing Environment: The Global Economic Environment, The Social and Cultural
Environment, The Political, Legal, and Regulatory Environments of Global Marketing.
Global Marketing Planning: Analyzing and Targeting Global Market Opportunities: Global Customers,
Global Marketing Information Systems and Research, Global Targeting, Segmenting and Positioning,
Stages of Development of a Transnational Corporation.
Unit-2
Foreign Exchange & Financial Decisions: Overview of International Financial System, Business
Implications of Exchange Rate Fluctuations, Managing Exchange Rate Exposure
Global Marketing Information System: Elements of Global Information System, Sources of Information,
Marketing Research, Analytical Techniques for Research in International Markets
Sourcing Decision and Value Chain: The sourcing challenge, The value system, Value Chain and strategic
role of global marketing, Sourcing and the trade cycle, decision criteria.
Unit-3
Global Marketing Strategy: Entry and Expansion Strategies: Marketing and Sourcing, Cooperation and
Global Strategic Partnerships, Competitive Analysis and Strategy.
Creating Global Marketing Programs: Product Decisions, Pricing Decisions, Global Marketing Channels
and Physical Distribution, Global Advertising, Global Promotion: Personal Selling, Public Relations, Sales
Promotion, Direct Marketing, Trade Shows, Sponsorship, Global e-marketing.
Managing The Global Marketing Program: Leading, Organizing, and Monitoring the Global Marketing
Effort, The Future of Global Marketing.
 Global Marketing Management by Warren J Keegan. PHI, New Delhi
 International Marketing: Analysis and Strategy, Sak Onkvisit, Johan J. Shaw / PHI
 The Essence of International Marketing, Stanley J. Paliwoda
Page 74 of 104
Retail Management
Objective
The objective of this course is to develop knowledge of contemporary retail management issues and
describe and analyze the way retailing works, specifically the key activities and relationships. The course
also aims at providing an academic underpinning to the above through the application of retailing theory
and research.
Course Content
Unit-1
- Domain of retailing: Retailing defined, Retailing and development, Utilities of retailing, History of retailing,
Theories of retail development, Retail management process. Case Study: FoodWorld -A Market Entry Strategy
- Indian retail industry: Structure of Indian retail industry, Drivers of growth, Key challenges
- Retailing in other countries: Global scenario, Retailing in US, Asia, European retailing
- Understanding Shopping and shoppers: Concept of shopping, shopping process, shopping behaviour,
demographics of Indian shoppers, psychographic profile of Indian shoppers, value and lifestyle of Indian
shoppers, media-graphics of Indian shoppers, behaviour-based segmentation, attitude/ orientation based
segmentation. Case Study: Muebles: The Home Building Store
- Delivering value through retail formats: Classification of formats, value-based format of retail choice. Case
Study: Planet Health
Unit-2
- Deciding the location: The process of deciding the location, Methods of estimating demand. Case:
Aakash Book Store
- Category Management: Factors affecting growth of category management, the category management
process. Case: Girish Book Store
- Supply-chain Management: Factors for successful SCM, Drivers of SCM, SCM and Competitive Advantage,
Framework for SCM
- Retail Buying: Objectives of buying, organizational buying, retail buying behaviour, becoming a buyer,
Merchandising and Assortment Plans, Retail buying groups.
- Store Layout and Design: Objectives of Layout and Design, elements of store layout, planning and circulation,
storefronts and entrances, merchandise display, materials and finishes, lighting, music, graphics. Case: Prerna
Stores
Unit-3
- Point of purchase communication: Convergent or internal communication, Role of packaging, Designing PoP
communication. Case Study: Khodiyar Kirana Store
- Establishing a Pricing Strategy: Factors affecting pricing decisions, price setting, reference pricing.
- Shop as a social entity: Shop as a society
- Technology in Retailing: Different technologies used in retailing, ECR and technology, Adoption of technology:
issues and challenges
 Piyush Kr Sinha, Dwarika Prasad Uniyal, Managing Retailing, Oxford University Press, New
Delhi
 Berman, Barry and Joel R Evans, Retail Management a Strategic Approach, Prentice Hall, 11th
edition
 Levy, Michael Barton A. Weitz, Retailing Management, Irwin /McGraw Hill
 Hasty and Ron James Reardon, Retail Management, Tata McGraw Hill, Intnl
Page 75 of 104
Integrated Marketing Communications

Objective:
The objective of this course is to enable students to learn a holistic approach to Integrated Marketing
Communication and apply the principles, tools and techniques in real-life situations in the industries.
Course Content
Unit-1
Overview of integrated marketing communication (IMC), Concept and Process of IMC, Marcoms
challenges: enhancing brand equity influencing behavior, Elements of IMC & Developing respective
communication campaign
Origins and evolution of IMC, A focus on brands and branding, Lesser importance of the classical 4 Ps.,
Technology and e-commerce, Customization vs. massification, Measurement and Accountability,
Globalization, The impact of new technology, Stages of IMC development
Unit-2
Identifying customers and prospects, Customers aggregated in behavioral groups, Finding data for
planning., Understanding customers and Prospects, Databases for IMC, Combining and Sharing Customer
Data, Generating Customer Insights
The value of customers and prospects, Customers are assets and communication an investment.
Customer/prospect valuation, Creating customer and marketplace value, 5Rs: Recognition, Relevance,
Receptivity, Response, Relationship, Marketer-customer reciprocal relationship.
Unit-3
Planning Marketing Communication Delivery, Brand contacts, Brand contact audits, Alternative
communication paths, Brand networks; Planning Marcom Content: Understanding customer insights,
Matching organizational capabilities with costumer insights, Strategy development
Advertising, Sales Promotion, Publicity, Personal Selling, Direct marketing and direct response methods,
Event Management, E-Commerce, Corporate Communication, Stakeholders’ Relations. Crisis
Management, Trade Fairs and Exhibitions
IMC Message Design: AIDA model Considerations for creative idea Visualizationm, Media Management
– Media Process – Media Jargons – Media Buying – Strategies and execution; Managing Suppliers in
IMC: Hoarding Contractors/Printers etc., Ad. Agency – Departments of Ad. Agency, Client Servicing-
client Agency relationship, account Planning; Ethics and social responsibility in IMC campaigns;
Evaluating Marketing Communication Programs
 Integrated Marketing Communications – Kenneth Clown& Donald Bach

 Advertising and Promotions – Belch & Belch, Tata McGraw Hill
 Advertising Management – Rajeev Batra, John G.Myers & David A Aaker-PHI
 Otto Kleepner’s advertising Procedure – PHI
 International Edition – Contemporary Advertising Irwin/McGraw –Hill
 Integrated Marketing Communications – Duncon- TMH
 Foundations of Advertising Theory & Practice- S.A.Chunawalla & K.C.Sethia- Himalaya
Publishing
Page 76 of 104
Sales Management
Objective:
The purpose of this course is to familiarize students with the principles, structures, strategies and skills of
selling and managing the selling function and impart skills required to plan, organize, implement and
control selling and marketing channels.
Course Content
Unit-1
Sales: Theoretical Constructs:
- Understanding sales and sales management, Evolution of the sales concept, Integrating sales and
marketing management, Objectives, Environmental changes affecting sales management
- Role of a sales organization, Types of organizations, Basis for designing a sales organization, Types of
sales force structure, Role and Responsibilities of a sales manager,
- Importance of assessing market potential, Need to determine market potential, Analysing market
potential, Sources of data, Importance and uses of sales forecasts, Sales forecasting methods,
- Importance of sales planning, sales planning process, Causes of unsuccessful sales planning, Accuracy
of sales planning.
- Purpose of sales budgets, Benefits of budgeting, Types of budgets, Methods of budgeting for sales,
Requirements for successful budgeting, Developing a sales budget
- The Art of Distribution, Need for Distribution Channels, role of Channel members, Channel functions,
Designing channels, Channel flows and costs, Sources of Conflict and its management
Unit-2
Selling
- Concepts of Selling - Commonly Held Beliefs About Selling, Selling vs. Marketing, Modern Concept
Of Selling, What Is Salesmanship? How Does Salesperson Work
- Understanding Consumer Behaviour, The Consumer ‘Black Box’, Spectrum Of Consumer Purchase
Decisions, Ways To Address Consumer Needs
- Selling: Traits And Tasks - Why Salespeople Fail, An The Effective Salesperson, Secrets Of Super
Successful Sales Professional
- Selling Process - Looking for New Customers, Validating Sales Leads, Preparation for the Sales Call,
The Sales Meeting, Handling Buyer Resistance, Closing the Sale, Account Maintenance
- Customer Service, ABC of customer service, Steps for Customer Service Excellence
- Sales Presentation Skills, Key Factors For An Effective Presentation, Handling Questions
Unit-3
Sales Management
- Territory Management and its importance, Criteria and Methods for designing territories, operating
territory management system.
- Hiring and Training Sales Personnel: Recruitment and its importance, Sales personnel selection
process, Importance of sales training, Types of sales training, Benefits of sales training,
- Compensating Sales Personnel: its Objectives and Characteristics, Types of compensation plans,
Designing and implementing compensation plans
- Motivating Sales Force: Concept of motivation, Motivational theories, Motivation and productivity of
the sales force, Effect of personal characteristics on sales force motivation, Sales motivational mix
- Sales and Cost Analysis: Ensuring profits, Nature of sales control, Sales analysis, Sales audit,
Marketing cost analysis, Marketing audit, Profitability analysis, Principles of analysis.
- Evaluating Sales Force Performance: Sales force performance, Determinants of sales force
performance, Methods of sales forces evaluation, Reviewing sales force performance.
- Leading Sales Force: Nature of leadership, Characteristics, Leadership styles, Skills of a leader.
 Sales Management-Decisions, Strategies and Cases, 5e, Richard R Still, Edward W Cundiff, Norman A P Govoni/
Prentice-Hall,India
 Marketing Channels, 5e, Louis W Stern, Adel I EI-Ansary & Anne T Coughlan/ Prentice-Hall, India
 Strategic Logistics Management, 3e, Douglas Lambert & James R Stock/ Tata Mc Graw Hill
 Marketing Channels: A Relationship Approach, Lou E Pelton, David Strutton & James R Lumpkin
Page 77 of 104
Semester VIII/ IX Credit -03
New-Age Marketing
Objectives:
The objective of this course is to enable students to understand the dynamically shifting trends in
marketing and radical corporate responses to the market needs. This course shall also cover the
organizational responses to the influences of technology, socio-cultural changes on marketing practices.
Course Content
Unit-1
The New Markets and Customers: The New Business Environment; Changing Profile of Markets and
Customers, Shifting Marketing Trends of 21st century; The New - Age Corporations, the New Framework
of Marketing
Unit-2
New Processes for Marketing Excellence: Customer experience management (CEM), Digital Marketing
- E-commerce, marketing through social media network, online marketing, On-demand marketing;
Relationship Marketing; Complexity to Simplicity; Social CRM; Entrepreneurship development; Value-
based Marketing, Innovation & creativity, technology-based marketing, symbiotic marketing, Efficiency
based Marketing,
Unit-3
Re-defining Marketing: On the changing framework of marketing, Co-creation of value; knowledge as a
source of competitive advantage, building humanistic capabilities for the future, societal marketing,
Marketing Accountability, Lean and Green Marketing, Internal Customers satisfaction; creating marketing
excellence through holistic Approach to Markets and customers.
 Theodore Levitt, Marketing Imagination, The Free Press, New York

 C K Prahalad, Venkat Ramaswamy, The Future of Competition, Harvard Business School Press
 Abaete De Azevedo, By (author) Ricardo Pomeranz, Customer Obsession: How to Acquire,
Retain, and Grow Customers in the New Age of Relationship Marketing, McGraw-
Hill/Contemporary, New York
 Jacquelyn A. Ottman, Green Marketing Challenges Opportunities for the New Marketing Age,
McGraw-Hill/Contemporary, New York
Page 78 of 104
Rural Marketing
Objective
To help the students understand and appreciate the differences and similarities between urban and rural
Indian markets. To make them understand and develop marketing strategies that are unique to rural India
Course Content
Unit-1
Rural Marketing: Concept-characteristics-approaches to rural marketing-profile of rural market-emerging
profile of rural markets in India- Opportunities and challenges of rural marketing
Rural marketing environment: Understanding social, economic, technological and political environmental
factors and its implications on rural marketers
Researching Rural Market: Selecting appropriate research design- survey techniques-PRA approach- rural
Vs urban marketing research
Unit-2
Rural Consumer behaviour: Buying behaviour of rural consumer- Buying decision process-Influence of the
larger environment on rural consumers-buying behaviour patterns
Selecting and attracting markets: Rural market segmentation- bases and strategies-targeting and
positioning in rural markets
Designing product strategy: Product design decisions- product innovation strategies-customer value
strategies-branding and packaging- product life cycle strategies-encounter strategy for fighting fakes
Unit-3
Pricing strategy: Pricing methods-rural pricing strategies for value conscious and price conscious
segments- pricing decisions in relation to distribution, promotion, product life cycle and environmental
factors
Distribution Strategy: Distribution trends in rural markets-distribution decision –direct Vs indirect
marketing-channel levels- traditional channel members-emerging channel members in rural India
Communication strategy: Challenges in rural communication-designing the communication strategy-
deciding the promotion mix, creating advertisement for rural audiences- selecting communication
channels-non conventional media-IMC strategy-importance of two step flow of communication in rural
markets
 C.S.G.Krishnamacharyulu & Lalitha Ramakrishnan, Rural Marketing: Text and Cases, Pearson
Education Ltd (2nd edition)
 Sanal Kumar Velayudhan, Rural marketing, Sage Publications
 Pradeep Kashyap, Rural Marketing, Pearson Education Ltd.
Page 79 of 104
Customer Relationship Management

Objective:
The objective of this course is to introduce the concept of Customer Relationship Management (CRM) and
process of CRM implementation in organizations.
Course Content
Unit I
Introduction to CRM; CRM as a Business Strategy; Elements of CRM; CRM processes and systems;
Strategy and Organization of CRM: History and Description of Customer – Supplier Relationships,
Dynamics; CRM as a integrated business strategy: nature and context CRM strategy; The relationship
Oriented Organization: Mission, People, Culture, Structure, Communication and Information, Systems
Marketing Aspects of CRM: Customer Knowledge; Privacy Issues, Information Policy; Communication
systems for CRM, Customization, Individualization of product offering, pricing; Relationship Policy,
translating the relationship policy into contact moments
Unit II
Analytical CRM: Relationship Data Management – Customer Identification, Customer Profiling, Data
Analyses and Data Mining, Segment selection, Segmentation as a input for marketing strategy, Customer
Retention and Cross Selling, Customer Value and Marketing Activities under relationship marketing, Life
time value, balance scorecard as a mechanism for evaluation of CRM
Unit III
Operational CRM: Call Centre Management – Capacity Planning in Call Centres, Service Levels,
Satisfaction through telephone contact and other modes of contacts; Website traffic, creating value during
the visit, visit to transaction to delivery to retention management of customer, measuring of results, Direct
Mail: process of developing, producing, sending and following-up direct mailings; effective direct
mailings
CRM Systems and Implementation: Overview, call centre, websites, data warehouse, content management
systems, campaign management systems; Implementation of CRM Systems: CRM road map, CRM Project
Management; Integrating CRM with ERP systems; Factors influencing the future of CRM

Peelan, Ed, Customer Relationship Management, Pearson Education
 Das, Subhasish, Customer Relationship Management, Executive Excellence
 Seth, Jagadish, CRM: emerging concept, tools and applications, Tata McGraw Hill
 Kincaid, Judith W, Customer Relationship Management – Getting in Right, Prentice Hall of India
 Kumar, Alok and Sinha, Chhabi, CRM, Biztantra
Page 80 of 104
B2B Marketing
Objective
The objective of this course is to understand how organizations make buying decisions; and the
organizational influences and the variety of methodologies for addressing the various concerns of these
influences. To understand the various occasions of organizational decision making, the role of B2B market
research and branding of B2B brands and the new field of B2B Services. Throughout the course, we will
also discuss marketing to the Government and Marketing to institutions.
Course Content
Unit-I
Introduction to B 2 B Marketing:
Introduction to industrial marketing; Nature of industrial markets; Markets and competitors the marketing
plan and marketing planning process. Organizational buying and customer analysis: Nature of
organizational buying; the buying center; the buying process; analyzing industrial customers. Legal,
political, and ethical issues of marketing: legal and regulatory environment of marketing; Ethical issues
and marketing; the marketer’s responsibilities.
Unit-II
Functions and Tools of B 2 B Marketing:

Assessing industries and competitors: Determining competitors; Market research; Competitor analysis;
Industry analysis. Forecasting demand: Market potential; Company potential; Forecasting industrial
markets. Making the key decisions: segmentation, positioning, strategy and objectives; Selecting a
marketing strategy; Determining marketing objectives; Life cycle strategies; Market segmentation; Product
positioning. Making Product, Pricing and Distribution decisions: Components of the product or service
decision; Relationship of product/service decisions to target market selection and product positioning
decision; Foundations of pricing; Pricing strategies and tactics; Bases of pricing; Value-based pricing;
Unit-III
Key issues and effectiveness of the B 2 B Marketing functions:

Sales and selling in industrial markets; The direct sales force; Organizing for direct selling; Nature and role
of channel partners; Making the channel decisions. Making the marketing communication decisions: Role
of communications; Key elements of marketing communications; Role of the Web, tradeshows, and other
forms of marketing communications; The financial aspects of the marketing plan: Relating demand,
forecasts, and costs to profitability; Evaluating Marketing Plans, Strategy, and decisions of Product, Price,
distribution and Marketing communications.
 Industrial Marketing, P K Ghosh, Oxford University Press, New Delhi

 Vitale, Robert P. & Giglierano, Joseph J.: Business to Business Marketing, South-Western,
2002, ISBN 0-324-07296-1
 Lehmann, Donald R. & Winer, Russell S.: Analysis for Marketing Planning, 6E, McGraw-
Hill Irwin, 2005, ISBN 0-07-286596-2
 Hutt & Speh, Industrial Marketing Managment
• H. Micheal, Hayes & Per Jenster, Business to Business Marketing, Irwin/ McGraw-
Hill.Robert R. Reeder, Edward G. Brierty & Betty H. Reeder, Industrial Marketing: Analysis,
Planning & Control, PHI
Page 81 of 104
Global HRM
Objective:
The course aims at understanding the nature of global HRM and appreciates how and why it has
become so critical to business competitiveness. It also focuses on developing greater sensitivity and
confidence in our own capacity to effectively impact the HRM process when working across cultures,
and foment a global mindset by experiencing, verbalizing, and writing thoughtfully about different
cultures and human resource issues impacting diverse environments while maintaining a linkage for
mutual benefit.
Course Content
Unit 1:
Introduction to Global Human Resource Management: Introduction to Global HRM, Global Business
Challenges, Differences between Domestic and Global HRM, Issues in International HRM, Developing
international HR strategies; Factors influencing the International HRM policies; expanding role of HRM in
international firms.
Unit 2:
Strategic International HRM: Introduction to integrated Strategic International HRM approach, Types of
international employees, International Labour market- Recruitment, Selection and staffing in International
HRM, Orienting employees for global assignments, Role and understanding of cultural differences at work
place, Types of cross- cultural training, Impact of styles of learning on training
Unit 3:
Compensation and Performance Management, Performance Management in MNC’s, emerging trends
in employee relations and employee involvement, International Labour Standards, Global Compensation
and benefits,
Expatriation & Repatriation: Meaning of Expatriation & Repatriation, Process of Repatriation, Issues in
Repatriation, Influence of Social factors on Repatriation, Designing a repatriation program, Future
challenges in International HRM
 P. Subba Rao, International Human Resource Management, Himalaya Publishing House.

 Tony Edwards and Chris Rees, International Human Resource Management, Pearson Education
Ltd.
 K. Aswathapa, International Human Resource Management, Tata Mc Graw Hill Publishing Co.
 Peter J. Dowling Denice E Wetch, Randall S. Schuler, International Human Resource
Management, Thomson South-Western Publishers.
 P.L. Rao, International Human Resource Management, Excel Books.
 P. Subba Rao, International Human Resource Management, Himalaya Publishing House.
 Tony Edwards and Chris Rees, International Human Resource Management, Pearson Education
Ltd.
Page 82 of 104
Advanced Labour Laws

Objective:
The objective of this course is to enable students to know the different labour related acts applicable in
business and interpret them clearly.
Course Content
Unit I
1) Factories Act 1948: Definition of Factory, Worker and Manufacturing Process, Health, Welfare
and Safety Provisions, Annual Leave with Wages, Working Hours of Adults.
2) Mines Act, 1952: Conceptual Idea about what is a Mine, Health and Welfare Facilities under
Mines Act (brief comparison with Factories Act)
Unit II
1. Payment of Wages Act 1936- Definitions of Industrial Establishment and Wages, Responsibility
of Payment of Wages, Fixation of Wage Periods, Time of Payment of Wages, Deductions.
2. Minimum Wages Act 1948- Concept of Living, Fair and Minimum Wages, Fixing of Minimum
Rates of Wages, Wages in kind, Payment of Minimum Rates of Wages, Section 13-20, 22D,23.
Unit III
1. The Workman’s Compensation Act,1923 ( Now Employees Compensation Act): Definitions of
Employees and Wages, Types of disablements, Employer’s liability for Compensation,
Calculation of Compensation.
2. Contract Labour Act : Definition of Contract Labour, Boards, Duties and Responsibilities of
Principal Employer and Contractor.
3. The Employees State Insurance Act, 1948: Applicability of the Act and Brief Overview of
Contributions and Benefits.
 Peelan, Ed, Customer Relationship Management, Pearson Education

 Das, Subhasish, Customer Relationship Management, Executive Excellence
 Seth, Jagadish, CRM: emerging concept, tools and applications, Tata McGraw Hill
 Kincaid, Judith W, Customer Relationship Management – Getting in Right, Prentice Hall of India
 Kumar, Alok and Sinha, Chhabi, CRM, Biztantr The Bare Acts of all the above mentioned Acts –
with latest amendments
 Mallik P.L., Industrial Law, Eastern BookmCo., Lucknow
 Jain S. P. and Agrawal Simmi, Industrial and Labour Laws, Dhanpat and Co., Pvt. Ltd.
 Singh Avatar, Introduction to Labour and Industrial Law, Wadhwa and Co., Nagpur.
 The Bare Acts of all the above mentioned Acts –with latest amendments
 Mallik P.L., Industrial Law, Eastern BookmCo., Lucknow
 Jain S. P. and Agrawal Simmi, Industrial and Labour Laws, Dhanpat and Co., Pvt. Ltd.
 Singh Avatar, Introduction to Labour and Industrial Law, Wadhwa and Co., Nagpur.
Page 83 of 104
Human Resource Development

Objective
The objective of this course is to enable students to learn about Human resource Development and its
significance in organizational growth and sustenance. The course shall also provide insights into the
various practices being adopted in HRD in organizations.
Course Content
Unit 1
Overview of HRD: Concept & Definition of HRD, Nature, need and importance of HRD, HRD functions,
History of HRD in India, Present status of HRD in India
HRD Process: The HRD system- HRD Process, Role & Competencies of HRD professionals, HRD
Challenges
HRD Need Assessment: Purpose and levels of need analysis, Strategic/organizational analysis, Task
Analysis, Person Analysis, Prioritizing HRD needs, Competency Mapping and Career Management
Unit 2
HRD Interventions: Role, Concept and analysis of HRD intervention, HRD intervention and its types,
Performance Management System & Potential appraisal, Mentoring
Implementing and Evaluating HRD Programs: Training delivery methods, On- job training methods,
Classroom Training approaches, Implementing Training Programs, Purpose of HRD evaluation, Models
and Framework of evaluation, Assessing impact of HRD Programs, Ethical issues concerning evaluation
Unit 3:
Contemporary Concepts in HRD: Multiskilling, Knowledge mapping, Motivational aspects of HRD,
Workplace competency development, Evaluation of training & skill development programs, HR Audit
Role of IT in HRD: Introduction, Need and importance, Present status of IT in HRD, Pre-requisites for
successful implementation of IT in HRD, Issues in usage of IT in HRD, Role of statistical packages in
HRD
• Aswathappa, K.(2002). Human Resource and Personnel Management (3rd edition). New Delhi:
Tata McGraw Hill.
• Rao T. V.(1999). HRD Audit: Evaluating the Human Resource Function for Business
Improvement. New Delhi: Sage Publications
• Jon Werner and Randy Desimone (2011), Human Resources Development, Cengage Learning
Page 84 of 104
Negotiation and Conflict Management
Course objective:
The objective of this course include exploring the concepts, theories, strategies, and techniques of conflict
management and understanding negotiation through enhancement of negotiation skills by learning to plan
for an effective negotiation.
Unit-1
Understanding Conflict in workplace: Meaning and Causes of Conflict, Sources of Conflict at various
levels, Managing conflict, Styles of handling interpersonal conflict, Conflict across cultures
Unit-2
Industrial Conflicts: Genesis of industrial conflicts, Concept and nature of Industrial Conflict, essential of a
dispute, classification of industrial dispute, Impact of industrial disputes, Causes of industrial conflicts,
Strikes- typology of strikes- when are strikes justified? Illegal strike- when do they amount to misconduct?
Right to strike-Lockouts.
Unit-3
Negotiation: Nature, Characteristics, Strategy and Tactics of Distributive Bargaining, Strategy and Tactics
of Integrative Negotiation; Strategy and Planning for Negotiation, Ethics in Negotiation, Mediation
Negotiation Sub processes: Perception, Cognition and Emotion
Best Practices in Negotiation – Fundamental Structure of negotiation and BATNA.
 Lewicki, Saunders & Barry - Negotiation (Tata McGraw Hill)

 Cohen S - Negotiation Skills for Managers (Tata McGraw Hill)
 Rao S.L. - Negotiation Made Simple (Excel Books)
 Shay Mc Connon- Conflict Management in the Workplace
Page 85 of 104
Compensation Management
Objective
The objective of this course is to familiarize students with the dynamics of wage and salary administration
in managing business and the current trends in India.
Course Content
Unit 1:
Introduction to Compensation management and its impact on productivity, Understanding Employee
Remunerations and Pay model
Components of remuneration: Basic, Dearness Allowance – System of DA payment, fixation and duration.
Allowances and reimbursements, Concept of retirement benefit: Employee PF, Gratuity, and Pension.
Non-Monetary Benefits.
Pay Model: Devising a pay model, compensation objectives, and factors affecting pay policy decision.
Unit 2:
Performance Related Pay (PRP)
Definition, advantages, pre-requisites for an effective PRP program, Types of PRP: Short term (merit pay,
individual incentive plans), straight piece work (team incentive plans, profit sharing plans and its
calculation), and long term (stock option plans, employee stock ownership plans). Theories of
Remuneration: Reinforcement theory, expectancy theory, equity theory and agency theory. Introduction to
executive compensation and related issues.
Unit 3:
Modern Techniques of Compensation
Incentive Schemes/ Payment –By-Results (PBR), Performance Linked Compensation, Tax Planning: Tax
Implication of Employee Compensation Package to the Employer, Tax Efficient Compensation Package;
Voluntary Retirement Scheme: Approaches to deal with the Workforce Redundancy, International
Compensation: Problems, Objectives, and Elements of Expatriate’s Compensation Package. Case Studies
• Milkovich and Newman: Compensation, TMH ( 8th edition, 2009)

• Aswathappa, K., Human Resource Management : Text and Cases, TMH ( 5th edition , 2008)
• Martocchio, J. (2004). Strategic Compensation: A Human Resource Perspective Approach.
Pearson Education.
• Henderson, R.I. (2009). Compensation Management in a Knowledge-based world 10/e.
Pearson Education
Page 86 of 104
Performance Management System

Objective
The objective of this course is to enable students to understand the basics of Performance Management,
System Implementation &Employee Development and Reward Systems, Legal Issues, and Team
Performance Management so that they are able to implement it successfully in real life situations.
Course Content
Unit – I Strategic & General Considerations

Performance Management: Definition, Dangers of poorly implemented PM Systems, definition of reward
systems & types, Aims & Role of PM Systems, Characteristics of an ideal PM Systems, Integration with
other HR activities. Performance Management Process: Pre-requisites, performance planning, execution,
assessment, review, renewal and re-contracting. Performance Management and Strategic planning: Linking
to strategic planning.
Unit – II System Implementation &Employee Development
Defining performance, Determinants of Performance – implications for addressing performance problems,
factors influencing determinants of performance, Performance dimensions, approaches to measuring
performance – Trait Approach, Behaviour Approach & Results Approach; Measuring results & behaviour;
Gathering Performance Information: Appraisal forms, characteristics of appraisal forms, rating, appraisal
period, performance information providers, model of rater motivation, preventing rating distortion;
Implementing PMS: Communication plan, Appeal process, training program for the acquisition of required
skills, Pilot testing, Monitoring & Evaluation. Employee Development: Personal development plans, direct
supervisors role, modern feedback systems; Coaching: Coaching styles, process, performance review
meetings.
Unit – III Reward Systems, Legal Issues, and Team Performance Management
Reward Systems & Legal Issues: Traditional & contingent pay plans, Issues with contingent pay plans,
selecting a contingent pay plan, putting pay in context, PM & law, legal principles affecting performance
management, Laws affecting performance management. Managing Team Performance: Definition &
introduction to teams, types of teams & implications for performance management, purpose & challenges
for team performance, including team performance in the performance management, rewarding team
performance.

1. Herman Aguinis, Performance Management, Second Ed. (2011), Pearson Publication, ISBN: 978-
81-317-2564-1
2. T V Rao , Performance Management and Appraisal Systems: HR Tools for Global
Competitiveness , Response Books, New Delhi, 2004
3. R K Sahu, Performance Management System, (2007), Excel Books, ISBN-13: 978-8174465122
4. Pawan S. Budhwar, Angelo S. Denisi, Arup Varma, NEW Performance Management Systems: A
Global Perspective Paper, Routledge, 2008
Page 87 of 104
Strategic Human Resource Management
Objective
This course is designed to provide students and opportunity to learn and explore the relationship between
the management of people and pursuit of an organisations strategic goals and objectives. Specific topics
covered include human resource planning and strategy, job analysis and job design, equipment and
selection, performance appraisal and performance-related pay, learning and career management,
employment relations, diversity management and international human resource management.
Course Content
Unit-1
Introduction to Strategic HRM :Definition, need and importance - Introduction to business and corporate
strategies - Integrating HR strategies with business strategies - Developing HR plans and policies
Human Resource Environment :Technology and structure - Workforce diversity - Demographic changes -
Temporary contract labour - Global environment - Global competition - Global sourcing of labour - WTO
and labour standards
Recruitment and retention strategies: Online recruitment - Employee referrals - Recruitment process
outsourcing - Head hunting - Executive education - Flexi timing – Telecommuting - Quality of work life -
Work life balance - Employee empowerment - Employee involvement - Autonomous work teams
Unit-2
Training and Development Strategies: Creating learning organization - Competency mapping –
Multiskilling - Succession planning - Cross cultural training
Performance Management strategies: Defining key result areas (KRA) - Result based performance -
Linking performance to pay - Merit based promotions
Reward and Compensation Strategies: Performance based pay - Skill based pay - Team based pay - Broad
banding - Profit sharing - Executive compensation - Variable pay
Unit-3
Retrenchment strategies: Downsizing - Voluntary retirement schemes (VRS) - HR Outsourcing - Early
Retirement plans - Project based employment -Human Aspects of Strategy implementation
Behavioural issues in strategic implementation -Matching culture with strategy - Human side of mergers
and acquisitions - Leadership, power and politics - Employee morale - Personal values and business ethics
Global HR Strategies: Introduction to global HR strategies - Developing HR as a value added function.
Charles R. Greer, Strategic Human Resource Management, Pearson Education Asia, New Delhi
Agarwala, Strategic Human Resource Management, Oxford University Press , New Delhi
Jeffrey Mello, Strategic Human Resource Management, Thompson Publication, New Delhi
Page 88 of 104
HRIS and Human Resource Audit
Objective
This course aims at providing students insight into the fundamentals of Human Resource Information
System and Human Resource Audit and acquaints them to the Human Resource Audit Instruments and its
Implementation.
Course Content
Unit – I Introduction to Human Resource Information System
Data and Information needs for HR Manager; Sources of Data; Role of ITES in HRM; IT for HR
Managers; Concept, Structure, and Mechanics of HRIS; Programming Dimensions and HR Manager with
no technology background; Survey of Software Packages for Human Resource Information System
including ERP Software such as SAP, Oracles Financials and Ramco’s Marshal (only data input, output &
screens)
Unit – II Introduction to Human Resource Audit

Definition, Importance & need of Human Resource Audit; scope of Human Resource Audit: competency
mapping, manpower audit, recruitment, induction, performance management, career planning &
development, job training, training & learning, organizational development interventions, 360 degree
feedback and leadership development. Octapace values.
Unit – III Human Resource Audit Instruments & Implementation

HR audit questionnaire, types of analyses, Preparation of an HR audit report, Prerequisites for a successful
implementation of HR Audit, Hindrances, Role of statistics & econometrics in HR audit
• “The Agenda: What Every Business Must Do to Dominate the Decade”, “Dr.Michael Hammer,
Hammer and Company, One Cambridge Center, Cambridge, MA, 02142.
• Managing and Measuring Employee Performance - Understanding Practice “Elizabeth
HOULDSWORTH, Dilum JIRASINGHE”, Kogan Page.
• Accountability in Human Resource Management, “Jack J Phillips”, Gulf Professional Publishing.
• HRD Audit: Evaluating the Human Resource Function for business Instruments, Udai Pareek
,1999,Sage Publication.
• HRD Score Card 2500 based on HRD audit, T. V. Rao, 2008, Sage Publication
Page 89 of 104
Hospitality & Tourism Management

Objective
The objective of this course is to enable students to learn the different aspects of Hospitality & Tourism
Management and be an effective manager in this area.
Course Content
Unit I:
Tourism: Concepts: Definitions and Historical development of tourism, Types of tourists, Forms of Tourism,
Tourism system: Nature, characteristic, Components of tourism and its characteristics.
Domestic and International tourism: Domestic tourism; features, pattern of growth, profile; International
tourism; Generating and Destination regions; Pattern of growth and Profile. Tourism Products: Definition,
Concept and classification; Health and rejuvenation tourism, Adventure and Ecotourism, Rural and cultural
tourism, Medical tourism, Recreational tourism, Resorts and Golf tourism, Cruise tours.
Cultural Heritage of India - Stages of evolution, continuity; Heritage – Meaning, types, of Heritage Tourism,
Heritage Management, Organisations- UNESCO, ASI, ICOMOS, INTACH; Architectural Heritage of India;
Popular Religious Centres of Hindu, Buddhist, Jain, Sikh, Muslim and Christian religions; World Heritage Sites
in India; Important Museum, Art Galleries and Libraries; Performing art of India: classical dances, folk dances
and folk culture; Handicrafts and textiles : important handicraft objects and centres, Fairs and Festivals: Social,
religious and commercial fairs of touristic significance.; Indian cuisine, regional variations; Major wildlife
sanctuaries, national parks and biological reserves.
Tourism Impacts: Positive and Negative Impacts of Tourism; Socio Cultural, Economic, Environmental and
Political- Impact Assessment: Social Impact Assessment, Environmental Impact Assessment and Environmental
Impact Assessment. – Environmental and Social Accounting and Auditing- Tourism Satellite Accounting
(TSA).
Unit II
Tourism Organizations: Objectives and Role of ITDC, ASI, TFCI; Ministries of Railways and Civil Aviation in
development; Overview of National and International organizations and associations: IATO, TAAI, FHRAI,
WTO, ICAO and IATA.GATS- Tourism: Concept & its Implications on Indian tourism scenario; Climate
Change: Issues & Implications on Tourism; Inclusive growth & Tourism: Relationship and Challenges;
Strategic Alliance & Airline Industry: Types & Operations; Corporate restructuring in Tourism industry; Time
Share Industry: Issues and challenges in India; Terrorism and Tourism and Safety and Security Issues in
Tourism; Social responsibility and ethical concerns of tourism business; Current Initiatives in Indian Tourism;
Tourism and Poverty alleviation;
Tourism Demand and Supply: Introduction to Tourism Demand; Determinants of tourism demands; Motivation
and tourism demand; Measuring the tourism demand; Tourism Statistics (National and International); Emerging
Trends and new thrust areas of Indian tourism. Economic Crisis: Structural Causes & Impact on Tourism;
Introduction to tourism supply; Elements of tourist destination; History and growth of travel agency business,
Emergence of Travel Intermediaries. Entrepreneurial skill for travel, tourism and hospitality trade; Careers in
Tourism Industry; Knowledge and Skills for Tourism jobs
Unit III
Organisation Structure of a Hotel – Departments – Facilities & Services – Different Forms of Organisation
Structure; Accommodation Department – Room Revenue – Front of the House – Reception – The Lobby –
Housekeeping; Food & Beverage Department – Beverages – Sales & Service – Production of Food – Restaurant
Organisation. Sales & Marketing Department; HR Department; Engineering & Maintenance Department
Organisation; Safety & Security Department Organisation; Miscellaneous Departments: Laundry & Linen –
Telephone & Telex – Garage & Parking – Gift Shops – Hair – Dressing Saloon – Florist & Horticulture;
Entertainment & Recreation Facilities; Banquets, Functions & Conferences – Outdoor Catering; Event
Management
Knowledge and Skills for Front Office Operations, Event Management, Accommodation Management,
Conferences and Functions, Catering Management

 Introduction to Tourism, M.A. Khan, Anmol Publications Pvt. Ltd.
 Professional Hotel Management, Jagmohan Negi. S.Chand Co
 Marketing for Hospitality and Tourism, Philip Kotler, Pearson Education
Page 90 of 104
Co-operative Management
Objectives:
The objective of this course is to familiarize students with the principles, theories, practices and different
types of co-operatives, to introduce students with specific managerial aspects applied to co-operative
management.
Course Content
Unit-I
Introduction to Co-operative Management: Meaning, definition and features of Co-operation; Co-operation
and other forms of system; Co-operation and capitalism; Co-operation and Socialism; Role of Management
in the Development of Co-operative Organizations; Organizational structure of a co-operative; Horizontal
and Vertical Integration in Co-operatives; Contribution of Robert Owen, Louis Blanc, Shri V. L. Mehta
and D. R. Gadgil in the sphere of Co-operation; State and the Co-operative movement in India - Role of
state in the development of Co-operatives – State Assistance; De-officialisation of the Co-operative
movement; Reconstructing Co-operative administration; Recent development in Co-operative movement
Unit-II
Principles and Practices of Co-operation: Principles of Co-operation by Rochdale Pioneers and
Reformulation of Principles by I.C.A.; Significance of Co-operation; Genesis and growth of Co-operative
Movement in India during pre-, post-independence; Weaker sections and Co-operatives – Tribal Co-
operatives, Women Co-operatives, Labour Co-operatives and after 1991; Urban Co-operative Banks –
Need for Urban Co-operative Banking, Origin, Role, Growth, Performance, Regulations and Reforms
Employees Co-operative Credit Societies – Objectives, functions, role, working, non-credit activity and
suggestions; Industrial Co-operative Banks; ; Legal Environment for Co-operatives; Non-Agricultural
Co-operatives in India (Consumer’s Co-operatives, Housing, Industrial); Institutions in support of Co-
operatives.
Unit-III
Managing Co-operatives in India: Governing; Genesis Growth and Stages of Co-operative Credit
Movement in India; Structure of Rural Co-operative Credit System; Primary Level Rural Cooperative
Credit Institutions - Primary Agriculture Cooperative Societies (PACS), Farmers Service Societies [FSS],
Large-sized Adivasi Multi-purpose Societies [LAMPS] ; Central Co-operative Banks (CCB), State Co-
operative Banks or Apex Banks, Agriculture and Rural Development Banks; Recent trends, development
and evaluation of the rural cooperative credit institutions; International Co-operative Movement ; Co-
operative Processing of Agricultural Produce; Introduction, Co-operative Processing in India (Co-operative
Sugar factories and Co-operative Dairy’s) Organisation pattern; Progress and Problems.

 Co-operative Management: Principles And Techniques By S. Nakkiran, Deep & Deep Publications
New Delhi.
 New Dimensions of Cooperative Management by Gopal Sadashiv Kamat, Himalaya Publishing
House.
 Co-operative movement in India by G.R.Madan, Mittal Publications Delhi.
 Co-operation in India: A Critical Analysis of the Co-operative Movement in India's Planned Economy
by B.S.Mathur, Sahitya Bhawan, Delhi.
 Co-operative Legislation, Trends and Dimensions by B.B.Goel , Deep & Deep Publications New
Delhi
 Zeuli and Cropp: Cooperatives: Principles and practices in the 21st century, Zeuli & Cropp, 2004
 Co-operative management by J. M. Rana, Herman Lamm, International Co-operation Alliance.
Regional Office and Education Centre for South-East Asia.
Page 91 of 104
International Business
Objective
This course offers students the opportunity to explore the risks and rewards of an international approach to
business from a theoretical point of view, to explore some of the cultural and ethical issues involved in
international business, and to research the experience of a range of firms which operate globally.
Course Content
Unit-1
Introduction to International Business: Meaning, definition of international business, international
orientations, stages of internationalisation, growing relevance of globalisation
Theories of International trade: Mercantilism, Absolute Advantage Theory, Comparative Advantage
Theory, Hecksher-Ohlin Theory, Product Cycle Theory.
International Business Environment: Significance of economic, socio-cultural, demographic, political,
regulatory, natural and technological environment on international business
Unit-2
International trade policies and institutions: Arguments for free trade; protectionism, methods of
protectionism; forms of economic integration; European Union, NAFTA, SAARC, India Singapore CECA,
India-Lanka FTA
International monetary system and foreign exchange market: Foreign exchange market, determination of
exchange rates, exchange rate systems, Eurocurrency market, convertibility of rupee, devaluation, FEMA
International economic institutions: WTO, IMF, World Bank, UNCTAD, International Finance
Corporation, Asian Development Bank
Unit-3
Entering International markets: Market entry strategies- exporting, licensing and franchising, contract
manufacturing, management contracting, turnkey contracts, joint ventures, countertrade, fully owned
subsidiaries, strategic alliance
Balance of Payment Account: Concept and significance of balance of payment account; current and capital
account components and accounting system; Balance of payment deficits and correction policies.
India in the global setting: India-an emerging market, globalisation of Indian business, direction of India’s
foreign trade
• Francis Cherunilam, International Business: Text and Cases, Prentice-Hall India

• Charles W. Hill, International Business, Tata McGraw- Hill
• Justin Paul, International Business, Prentice-Hall India
Page 92 of 104
Event Management
Objective
The objective of this course is to introduce the students to the concepts and practices of Event Management
and enable them to learn the tools and techniques of planning, organizing and managing events
successfully.
Course content
Unit I
Historical Perspective, Introduction to event Management, Size & type of event, Event Team, Code of
ethics, Principles of event Management, concept & designing.
Logistics of event. Event Planning & Team Management, Aim of event, Develop a mission, Establishment
of Objectives, Preparing event proposal, Use of planning tools.
Unit II
Event Marketing and Advertising, Nature of Marketing, Process of marketing, Marketing mix,
Sponsorship, Protocols, Dress codes, staging, staffing, Image, Branding, Advertising, Publicity and Public
relations
Unit III
Event Leadership & Communication: Leadership skills, Managing team, Group development, Managing
meetings, Written communications, (Official, demi-official). Verbal communications, Event Safety and
Security, Security, Occupational safety, Crowed management, Major risks and emergency planning,
Incident reporting, emergency procedures,
Basic Event Accounting, Budget, break even point, cash flow analysis, Profit & loss statement, balance
sheet, panic payments, financial control system
 Events Management, Edited by Glenn Bowdin, Donald Getz, Conrad Lashley, Elsevier Press,
USA
 Successful event management: a practical handbook, Cengage Learning EMEA, 2004
 Lynn Van Der Wagen, Brenda R. Carlos, Event Management: For Tourism, Cultural, Business,
and Sporting Events
 Ian D. OliverIan D. Oliver, Event Planning, LULU Press, USA, 2005
Page 93 of 104
Management of Non-Profit Organizations

Objectives:
management.
Course Content
Unit I:
Introduction: Role and significance of Non-Profit Organizations (NPOs), Understanding Non-Profit
Organizations, fallacies about Non-Profit Organizations. Trends and challenges of Non-Profit
Organizations, Formation and management of a society, Non-Government Organizations, (NPOs), Non-
Government Organizations (NPOs) and Government Policy, Emerging role of Non-Government
Organizations (NPOs).
Unit 2: Managing and Founding a NPOs: Management and organisation of NPO, Strategic management
in NPOs, Leadership in NPOs, Critical attributes of leadership for NPOs. Marketing Social Change.
Application of marketing approaches for welfare organizations, Understanding client's needs through
social research methodology. Managing Perceived Costs, Formulating Communication Strategies,
Concepts in staffing, Managing concerns in human resources in NPO, Organisation excellence through
HRM Working with new generation employees and retaining them.
Finance functions in NPOs, The World of Microfinance Deferred donations. Financial systems in NPOs
Management control and process, Management Accounting in NPOs Effective and reliable controls,
Techniques of managerial control, Accountability and financial transparency for NPOs. Project Planning
and Evaluation, Community Participation, Working with beneficiary groups. Scalability and Replication of
Non-Profit Success, The Board of Trustee as Guardian of the Social Mission
Unit 3: Evaluation of performance: Evaluation of NPOs performance process, A model for performance
assessment of Mutual expectations -- society and organizations. Scalability and Replication of Non-Profit
Success Social Entrepreneurship, Role of a Social Entrepreneur, Qualities of Social Entrepreneurs, Rural
Poverty and Rural Research.
Environmental Context: Managing cultural diversity in NPOs operations, Counselling for re-assurance to
face problem, Ethical concerns, Trends in NPOs. Legal Framework of NPOs in India, Government
involvement in the nonprofit sector, Government – nonprofit relationships, Tax exemption: requirements
for exemption, nature of exemptions, Charitable solicitations, Political activity.

 Management of Non-Profit Organisations : Towards Professionally Managing of Societies and A
Handbook for Governance of Voluntary Agencies/S.K. Bhatia. New Delhi, Deep and Deep Pub.,
2007
 Kotler, Philip and Alan Andreasen: Strategic Marketing for Nonprofit Organizations. Sixth
Edition. Pearson Hall Publishing, 2003.
 R. D. Herman : The Jossey Bass Handbook of NonProfit Leadership & Management, 2nd ed.
 Laws, Sophie, Caroline Harper and Rachel Marcus: Research for Development. Vistaar
Publications. New Delhi, 2003
 Bornstein David: How to Change the World: Social Entrepreneurs and the Power of New Ideas.
Penguin India. New Delhi, 2005.
Page 94 of 104
Management of Non-Profit Organizations

Objectives:
management.
Course Content
Unit I:
Introduction: Role and significance of Non-Profit Organizations (NPOs), Understanding Non-Profit
Organizations, fallacies about Non-Profit Organizations. Trends and challenges of Non-Profit
Organizations, Formation and management of a society, Non-Government Organizations, (NPOs), Non-
Government Organizations (NPOs) and Government Policy, Emerging role of Non-Government
Organizations (NPOs).
Unit 2: Managing and Founding a NPOs: Management and organisation of NPO, Strategic management
in NPOs, Leadership in NPOs, Critical attributes of leadership for NPOs. Marketing Social Change.
Application of marketing approaches for welfare organizations, Understanding client's needs through
social research methodology. Managing Perceived Costs, Formulating Communication Strategies,
Concepts in staffing, Managing concerns in human resources in NPO, Organisation excellence through
HRM Working with new generation employees and retaining them.
Finance functions in NPOs, The World of Microfinance Deferred donations. Financial systems in NPOs
Management control and process, Management Accounting in NPOs Effective and reliable controls,
Techniques of managerial control, Accountability and financial transparency for NPOs. Project Planning
and Evaluation, Community Participation, Working with beneficiary groups. Scalability and Replication of
Non-Profit Success, The Board of Trustee as Guardian of the Social Mission
Unit 3: Evaluation of performance: Evaluation of NPOs performance process, A model for performance
assessment of Mutual expectations -- society and organizations. Scalability and Replication of Non-Profit
Success Social Entrepreneurship, Role of a Social Entrepreneur, Qualities of Social Entrepreneurs, Rural
Poverty and Rural Research.
Environmental Context: Managing cultural diversity in NPOs operations, Counselling for re-assurance to
face problem, Ethical concerns, Trends in NPOs. Legal Framework of NPOs in India, Government
involvement in the nonprofit sector, Government – nonprofit relationships, Tax exemption: requirements
for exemption, nature of exemptions, Charitable solicitations, Political activity.

 Management of Non-Profit Organisations : Towards Professionally Managing of Societies and A
Handbook for Governance of Voluntary Agencies/S.K. Bhatia. New Delhi, Deep and Deep Pub.,
2007
 Kotler, Philip and Alan Andreasen: Strategic Marketing for Nonprofit Organizations. Sixth
Edition. Pearson Hall Publishing, 2003.
 R. D. Herman : The Jossey Bass Handbook of NonProfit Leadership & Management, 2nd ed.
 Laws, Sophie, Caroline Harper and Rachel Marcus: Research for Development. Vistaar
Publications. New Delhi, 2003
 Bornstein David: How to Change the World: Social Entrepreneurs and the Power of New Ideas.
Penguin India. New Delhi, 2005.
Page 95 of 104
Semester X
1. Corporate Governance and Public Policy

2. Foreign Language –II (Chinese/ Korean)
3. Enterprise Risk Management
4. Entrepreneurial Business and Management
5. Business Simulation
6. Management by Human Values
7. Comprehensive Viva-Voce
Page 96 of 104
Semester X Credit -03
Corporate Governance and Public Policy

Objectives:
The objective of this course is to enable students to understand the nuances of corporate governance and its
relationship with public policy. The course shall also cover the need for corporate social responsibility
factors and ethical dimensions of business.
Course Content
Unit-1
Importance of corporate governance and public policy to Managers – Models of CGPP relationships – Market
Capitalism Model, Dominance Model, Countervailing Forces Model and Stakeholder Model – Global
perspective – Historical Perspective) Historical Forces changing the Business Environment – Key environments
of Business – Power dimensions of Business – Theoretical perspective – Sociological perspective
Corporate governance: Introduction, Definition, Market model and control model, OECD on corporate
governance, A historical perspective of corporate governance, Issues in corporate governance, relevance of
corporate governance, need and importance of corporate governance, benefits of good corporate governance, the
concept of corporate, the concept of governance, theoretical basis for corporate governance, obligation to
society, obligation to investors, obligation to employees, obligation to customers, managerial obligation, Indian
cases
Unit-2
Public Policies The role of public policies in governing business, Government and public policy, classification
of public policy, areas of public policy, need for public policy in business, levels of public policy, elements of
public policy, the corporation and public policy, framing of public policy, business and politics levels of
involvement, business, government, society and media relationship 35 government regulations in business,
justification of regulation, types of regulation, problems of regulation
Unit-3
History of environmentalism, environmental preservation-role of stakeholders, international issues, sustainable
development, costs and benefits of environmental regulation, industrial pollution, role of corporate in
environmental management, waste management and pollution control, key strategies for prevention of pollution,
environmental audit, Laws governing environment
 Business and Society - Lawrence and Weber, 12/e, Tata McGraw- Hill, 2010.
 Business Ethics - Bajaj P. S & Raj Agarwal, Biztantra, 2012.
 Corporate Governance - Keshoo Prasad, 2/e, PHI.
 Corporate Governance, Ethics and social responsibility - Balachandran V, & Chandrashekharan V, 2/e,
PHI, 2011.
 Corporate Governance – Machiraju H. R, HPH.
 Business Ethics and Corporate Governance – Prabakaran S, Excel Books.
 Corporate Goverance – Badi N. V, Vrinda Publications, 2012.
 Civic Sense – Prakash Pillappa, Excel Books, 2012.
Page 97 of 104
Semester X Credit -03 (Each Semester)
Foreign Language
Objective
The objective of this course is to introduce students to a foreign language that would enable them to work
in China/ Korea considered one of the fastest growing economies of the world.
Course Content
The IMBA Programme offers a course of foreign language (Chinese/ Korean) spread over two semesters –
spread over two semesters IX and X. Course Content shall be delivered by the Centre of Far East
Languages.
Page 98 of 104
Enterprise Risk Management
Objective
The course aims at enabling students to learn the process of identifying, measuring, managing, and
disclosing all key risks to increase value to stakeholders. Through this course, students shall be able to
learn how ERM provides a better framework for fundamental risk-return decision-making at the highest
levels, elevating ERM to an advancement in business management.
Course Content
Unit-1
Introduction to ERM: Evolution of ERM, Challenges to ERM; Defining ERM: Definition of risk,
Definition of ERM, Key criteria, ERM process cycle, Fundamental benefits
ERM Framework: Challenges of traditional ERM frameworks, Value-based ERM framework,

overcoming the challenges with a value-based ERM framework, Lessons from the financial crisis
Unit-2
Risk identification: Risk categorization and definition, Qualitative risk assessment, Emerging risk
identification, Killer risks
Risk quantification: Practical modeling, Calculate baseline company value, Quantify individual risk
exposures, Quantify enterprise risk exposure
Unit-3
Risk decision-making: Defining risk appetite and risk limits, Integrating ERM into decision-making,
Decision-making with ERM, Risk-priority decision-making (e.g., mitigation), Return-priority
decision-making (e.g., strategic planning and other business decision-making)
Risk messaging, External risk messaging, Internal risk messaging, Integrating ERM into business
performance analysis, Integrating ERM into incentive compensation
ERM for non-corporate entities: Objectives-based ERM, Non-profit organizations (e.g., charities),
Government bodies (e.g., homeland security), Individuals (e.g., retail financial planning)
 Harrington, Scott and Gregory Niehaus, 2004, Risk Management and Insurance, Irwin-
McGraw Hill, New York, NY). 2d ed.
 Chisolm, Andrew, 2004, Derivatives Demystified: A Step-by-Step Guide to Forwards,
Futures, Swaps and Options (The Wiley Finance Series) # ISBN: 047009382X
 Carol Alexander and Elizabeth Sheedy, The Professional Risk Manager’s Handbook, Volume
III,
 Wilmington, DE: Professional Risk Manager’s International Association Publications, 2004
Page 99 of 104
Entrepreneurial Business and Management
Objective:
The purpose of this course is to enable students to learn the complexities of entrepreneurial business and
management and prepare them to take on entrepreneurial business themselves.
Course Content
Unit 1:
Introduction to Entrepreneurship: Definition of Entrepreneur, Entrepreneurial Traits, Entrepreneur vs.
Manager, Entrepreneur vs Intrapreneur. The Entrepreneurial decision process. Role of Entrepreneurship in
Economic Development, Ethics and Social responsibility of Entrepreneurs. Opportunities for
Entrepreneurs in India and abroad. Woman as Entrepreneur.
Unit 2:
Creating and Starting the Venture, Sources of new Ideas, Methods of generating ideas, creating problem
solving, product planning and development process.The Business Plan: Nature and scope of Business plan
, Writing Business Plan, Evaluating Business plans, Using and implementing business plans. Marketing
plan, financial plan and the organizational plan, Launching formalities.Financing and Managing the new
venture: Sources of capital, Record keeping, recruitment, motivating and leading teams, financial controls.
Marketing: and sales controls. E-commerce and Entrepreneurship, Internet advertising.
Unit 3: New venture Expansion Strategies and Issues, Features and evaluation of joint ventures,
acquisitions, merges, franchising. Public issues, rights issues, bonus issues and stock splits. Institutional
support to Entrepreneurship, Role of Directorate of Industries, District Industries, Centres (DICs),
Industrial Development Corporation (IDC), State Financial corporation (SFCs), Small Scale Industries
Development Corporations (SSIDCs), Khadi and village Industries Commission (KVIC), Technical
consultancy Organisation (TCO), Small Industries Service Institute (SISI), National Small Industries
Corporation (NSIC), Small Industries Development Bank of India(SIDBI) Text Books: 1. Robert Hisrich,
& Michael Peters: Entrepreneurship, TMH, 5th Edition. 2. Dollinger: Entrepreneurship,4/e, Pearson, 2004.
 Vasant Desal: Dynamics of Entrepreneurial Development and management, Himalaya Publishing

House, 2004.
 Harvard Business Review on Entrepreneurship. HBR Paper Back, 1999.
 Robert J.Calvin: Entrepreneurial Management, TMH, 2004.
 Gurmeet Naroola: The Entrepreneurial Connection, TMH, 2001.
 Bolton & Thompson : Entrepeneurs- Talent, Temperament, Technique, Butterworth Heinemann,
2001.
Agarwal :Indian Economy , Wishwa Prakashan 2005.
 Dutt & Sundaram : Indian Economy. S. Chand, 2005.
 Srivastava: Industrial Relations & Labour Laws, Vikas, 2005.
 Aruna Kaulgud: Entrepreneurship Management by. Vikas publishing house, 2003.
 Thomas W. Zimmerer & Norman M. Scarborough: Essential of Entrepreneurship and small
business management, PHI, 4/e, 2005
 Mary Coulter: Entrepreneurship in Action, PHI, 2/e, 2005
 Kaplan: Patterns of Entrepreneurship, Willey, 2005.
 ND Kapoor: Industrial Law, Sultan Chand & Sons, 2005
Page 100 of 104
Business Simulation
Objectives:
At the end of the course, students will be able to enhance marketing decision-making skills through
Brandmaps marketing simulation game, and take decisions in a competitive situation..
Course Content
The business simulation is conducted through BRANDMAPS…– a sophisticated marketing simulation
game for MS DOS personal computers that reflects a realistic approach to the complexities, uncertainties,
and challenges inherent in the marketing decision-making and analysis process. To the greatest extent
possible, BRANDMAPS…– is designed to represent “reality” to the participants, rather than being just a
“game.”
Format:
Each firm manufactures and markets three or four brands in four to eight market region.
o Highlights product design, pricing, communications (advertising, promotion, and sales force),
sales forecasting, cost structure, and operations management decisions (production ordering and
capacity management)
o Stresses interrelationships between marketing programs and operations capabilities
It features 50 “public” marketing research studies(described in the participants' manual), three “hidden”
instructor-operational marketing research studies (described only in the Instructor's Manual).
It contains various product design studies (including self- reported attribute preference, concept testing,
and conjoint analysis), perceptual positioning analysis, full-scale test marketing, competitive position
auditing, brand profile analysis, advertising and promotion experiments, price sensitivity analysis, market
structure analysis, and operating results and market data base, as well as competitive and market
monitoring studies.
Each BRANDMAPS…–industry consists of 2-9 firms -- and simultaneous (independent) industries may be
used to accommodate more than 9 firms.
The game covers a gamut of business activities including Industry, Product, Marketing Channels,
Marketing and Non-Marketing decision variables, Market Research, Product Related Costs and other costs
and it will lead to Performance evaluation
The game provides simulation of a competitive market with an abstract product being marketed in a highly
competitive environment. The firm is an SBU, separately incorporated with 50% stock owned by
corporate body, Personnel and finance functions at corporate level and Single plant operates as a separate
profit centre. The market demand patterns indicate 20 –30% Seasonal variation. It is low in winter and
high in summer. Product performance and convenience are major factors in brand selection.
The product is Vaporware, which is a unique product. The marketing channel consists of dealers. All sales
are through dealers. The marketing decision variable relate to product design, product introduction,
pricing, dealer rebates, R&D, advertising, promotion and sales forecasting.
Periodical reports are generated to see the performance of competing firms in terms of Product operating
statement report, Divisional operating statement, Balance sheet and finished goods inventory report,
Variable cost calculation and product cost analysis report, Sales forecasting accuracy, stock market report
and operating performance summary report .
Ultimately, the Performance Evaluation is done through Market share, Operating Efficiency, Inventory
management, Capacity management, Emergency premium, Unfilled orders, Spending support and
Profitability

Brandmaps, The Business Simulation Game, Prentice Hall India Pvt. Ltd, New Delhi
Page 101 of 104
Management by Human Values
Objective:
The objective of this course is to sensitise students to the significant importance of management by human
values as the ultimate level of management necessary for all respected corporations across the world.
Course Content
Unit-1
Values – Importance and sources of value systems, types, values, loyalty and ethical behaviour, values
across cultures; business ethics – nature, characteristics and needs, ethical practices in Management.
Indian values and ethics – respect for elders, hierarchy and status, need for security, non – violence,
cooperation, rights and duties, ethics in work life, holistic relationship between man and nature, attitudes
and beliefs; The ethical value system – universalism, utilitarianism, distributive justice, social contracts,
individual freedom of Choice, professional Codes.
Unit-2
Culture and ethics – ethical values in different cultures, culture and individual ethics, Law and Ethics –
Relationship between Law and Ethics, Other Bodies in enforcing Ethical Business Behavior, Impact of
Laws on Business Ethics
Social Responsibilities of Business – Environmental Protection, Fair Trade Practices, Fulfilling all
National obligations under various Laws, Safeguarding Health and well being of Customers.
Ethics and Corporate Excellence – Code of Ethics in Business Houses, Strategies of Organizational
Culture Building,
Unit-3
Relevance of values in management; Need for values in Global change – Indian perspective ;
Values for Managers, Holistic approach for managers in Decision making- Secular Vs Spiritual
values in management- Science and human values – Ethical issues relates to globalization

 S. K. Chakraborty : Values and Ethics in Organisation, OUP
 R. Roj : A study in Business Ethics, Himalaya Publishing.
 N. Tripathi : Human Values, New Age International
 L. T. Hosmer : The Ethics of Management, Universal Book.
 D. Murray : Ethics in Organizational, Kogan Page.Module-1
 Indian model of Management; Work ethos ; Indian heritage in Production and Consumption
 Indian insight to TQM; Teaching ethics; transcultural human values in management education
Page 102 of 104

Comprehensive Viva Voce

There will be a comprehensive viva voce in the X semester end semester examination.
This shall be a full 100 marks viva and shall cover every subject covered during semester VII to X (i.e. 4th
and 5th year) of the 5 year Integrated MBA Programme.
Each student shall have to present before a examination board that shall comprise of atleast three faculty
members. The board may also have external experts as per the need. The external experts can be drawn
from academics or can be senior professionals from the industry.
Page 103 of 104

The Syllabus - Preparation Team:
 Dr A K Sarkar, Associate Professor, Centre for Business Administration
 Mr C Nagapavan, Asst. Professor, Centre for Business Administration
 Mrs Pragyan Pushpanjali, Asst. Professor, Centre for Business Administration
 Mr Mahendra Singh, Asst. Professor, Centre for Business Administration
 Mr Nitesh Bhatia, Asst. Professor, Centre for Business Administration
 Dr P K Mishra, Asst. Professor (Economics), Deptt. of Economics
 Mr Abhishek Kumar, Centre for Human Rights & Conflict Management
 Mr Harshad Bajpai, Asst. Professor (Guest Faculty), Centre for Business Administration
 Ms Neha Kaur, Asst. Professor (Guest Faculty), Centre for Business Administration
 Prof. Taposh Ghoshal, Dean, School of Management Sciences and Head, Centre for Business
Administration
Page 104 of 104

Cuj 5 Year Syllabus

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Consolidated Syllabus

Centre for Business Administration

Electives To be opted from following in semester V

Semester VII Semester VIII Semester IX Semester X

Functional and Sectoral Electives (F E/ SE)

Evolution of Management Thought:

Strategic Organization Design: Designing Organizational Structures - Major Structural Alternatives:

Text and Reference Books

Text and Reference Books

 Microeconomics, J. M. Perloff, Pearson Education, India

Partnership Accounts, Admission of Partner, Retirement of a Partner, Death of a Partner, Dissolution of

Text and Reference Books

 Rajaraman, Introduction to Information Technology, 2003 PHI.

Unit-2: Elementary Geometry - Rectangular Cartesian Co-ordinates in a Plane, Location of Points,

Text and Reference Books

 Business Mathematics, P. N. Arrora and P. C. Bagga, Wiley Eastern Ltd.

Text and Reference Books

Text and Reference Books

Text and Reference Books

- Emotional aspects of behaviour,

Text and Reference Books

Text and Reference Books

 Statistics for Management, Beri, TMH

Financial Systems: India and the world

Valuation of Bonds and Shares

Source of Long Term Finance

Working Capital Management

Text and Reference Books

Text and Reference Books

Text and Reference Books

 Kotler, P. (2006). Marketing Management. Prentice Hall of India, New Delhi.

Text and Reference Books

Text and Reference Books

 N D Vohra, Quantitative Techniques in Mathematics, Tata Mcgraw- Hill

Text and Reference Books

Text and Reference Books

Interpersonal Skills and Working in Teams

Human Relations Skills; Power expectations in Human Relationship

Text and Reference Books

 Interpersonal skills (1993), Philippa Levy, Library Association Pub.,Michigan, USA

Production and Operations Management

Text and Reference Books

 Production and Operations Management, by S.N. Chary, Tata McGraw Hill

Management Information Systems

Text and Reference Books

 Raymond McLeod, Schell, George P; Management Information Systems, 10e, PHI

Introduction to Research Methodology: Meaning, characteristics, and importance of research

Text and Reference Books

Text and Reference Books

 Chandra, P. (2011) Project Management, TMH, New Delhi.

Human Resource Management

Text and Reference Books

Text and Reference Books

1) Project Report & Presentation -I

Electives to be opted from following in semester V

Project Report & Presentation-I

Text and Reference Books

Text and Reference Books

 Corporate responsibility from a socio-institutional perspective: The impact of national culture on

 Developing a conceptual framework to identify corporate innovations through engagement with

 Strategic management, corporate responsibility and stakeholder management: Integrating

Materials and Purchase Management

Text and Reference Books