Syllabus Complete

Regulation for PGDM (SS) Programme
Regulations 02/ 2009 ON POST GRADUATE DIPLOMA IN MANAGEMENT (PGDM) PROGRAMME OF INDIAN INSTITUTE OF TOURISM AND TRAVEL MANAGEMENT Introduction 1. Post Graduate Diploma in Management (PGDM) is a programme of Indian Institute of Tourism and Travel Management (IITTM) approved by AICTE and is equivalent to MBA programme. This PGDM of IITTM shall focus on Service Sector, which is fastest growing and largest sector of Indian Economy. Objectives 2. The programme of study aims at preparing graduates for taking up employment in a business organisation, pubic sector companies or self employment and / or carrying forward their family businesses. The objectives of this programme of study are threefoldi. Enable young learners develop a business sense and sensitise them to nuances of business scenarios in service sector. ii. Introduce and train for managing different industries in service sector. iii. Learn principles and practice of business management with a holistic approach. Accordingly, the programme has a large component of working in real world situations under the careful guidance of mentors. Course Structure 3. i. This programme is a whole time programme of the Indian Institute of Tourism and Travel Management
ii. This is an intensive programme of study of 2 academic sessions. iii. The programme shall be divided into four semesters and there shall be an examination at the end of each semester. iv. Each semester shall comprise of courses as indicated in approved course structure each of three/ four hours per week equivalent teaching obligation and equal amount of self study. Projects, exercises and assignments will be an integral part of the pedagogy.
Regulation for PGDM (SS) programme of Indian Institute of Tourism and Travel Management/ 2009 1
Eligibility
4.
Candidates seeking admission to the PGDM programme shall be required to possess a bachelors degree in any discipline with 50 % marks in aggregate of a University or equivalent thereto (45 % for SC/ST/PH). Admission to the programme shall be through an admission process of 100 points. A weight of 70% shall be for the performance in a specified centralised All India Admission Tests. IITTM normally accepts scores of more than one such test/ examinations- moderated score would be used (for 70%). Another 15% points each are for Personal Interview (PI) and Group Discussion (GD) respectively. Merit for admission to the programme shall be determined by the institute.
Admission process
5.
Seats and reservation
6. 7.
Admission will be offered on 69 (sixty) seats in each batch. There will be reservation for SC/ST/OBC/PH candidates as per rules of the institute/ Government of India. For session 2008-10 distribution of seats is as follows: 47-UR, 07-OBC, 10-SC and 5-ST. i. There shall be four semesters of taught programmes. Each taught semester is of 4-5 months duration. Total credits for the programmes are equivalent to 32 courses. Each course of 3235 hours instruction and equal hours of self study. Each course of 3 to 4 hours duration (per week) is of 100 points. Each of first three semesters is of 900 marks. The total marks for whole programme are 3200.
Scheme of instruction
8.
ii.
iii.
Evaluation
9.
Evaluation of student in each course would be as follows: Attendance 10% Internal evaluation 40% External exam 50%
Regulation for PGDM (SS) programme of Indian Institute of Tourism and Travel Management/ 2009
Internal evaluation
10. Each course shall be continually evaluated in part on the basis of internal assessment by the concerned teacher. Details as in Annexure B. 11. There shall be a semester-end external examination of 50 points. Details as in Annexure B. Activity based courses may be evaluated as per scheme given in syllabus and programme structure. 12. Institute uses grading system for evaluation. For each course Actual Score is calculated on the basis of points in internal evaluation (40), External evaluation (50) and attendance (10). Moderation of total score of students for each course is done as follows as follows: MS = (AS/ HS)*100 MS = Moderated score AS = Actual score HS = Highest score in that course/ paper 13.
Grade A+ A B C D E F Moderated scores 90 plus 80 to up to 90 70 to up to 80 60 to up to 70 50 to up to 60 40 to up to 50 Less than 40 Description Excellent Very good Good Average Below average Poor Fail Grade point 10 9 8 6 4 3 0
External evaluation
Grading system
14. Cumulative grade point average (CGPA) may be calculated as follows: CGPA = Sum of all grade points/ number of courses Progression Allowing to keep term (ATKT) 15. To pass each course a student shall have to obtain a grade point of at least 3. 16. i. A student will be Allowed to Keep Term (ATKT) to next semester if s/he fails in not more than 4 courses of the semester.
ii. A student who fails in one or more courses will appear for the exams with the subsequent same semester examinations. iii. Wherever a student appears at an ATKT examination s/he will do so according to the syllabus at that time and fulfill the requirements of the course in force at that time.
Regulation for PGDM (SS) programme of Indian Institute of Tourism and Travel Management/ 2009 3
iv. A student can hold at most 6 ATKTs (back courses) of all previous semesters at any point of time to be promoted to next semester. v. A student who is allowed ATKT would carry forward his attendance points but would have to reappear for internal assessment. vi. In case of ATKT/ improvement a student can get a highest grade point of 8. vii. A student must pass all his/ her courses within 4 years of admission to the programme. Practical exercises and trainings 17. Programme shall increasingly depend up on practical exercises and trainings as a part of pedagogy. i. Intervening period between second and third semester shall be used for summer training for 6-8 weeks in an industrial/business unit
ii. During the fourth semester students shall undertake a project study under the supervision of the faculty Specializations to be offered 18. This programme shall offer dual specialization from electives as indicated in the programme structure. Institute however, depending upon its resources, shall decide whether or not to offer a particular specialisation in any academic session. Attendance 19. Students are expected to put in as much attendance as possible as it is an integral part of learning. A minimal attendance is mandatory. Attendance is also a part of evaluation. 20. A student to be eligible to appear at semester end examination must have at least 60% attendance in aggregate all the courses in the concerned semester. A relaxation of 10% may be considered on grounds on ill-health and other reasons and engagements. In this case the candidate shall have to undertake make-up assignments as decided by the programme coordination committee.
21. Attendance in each course shall have a 10% weight age in evaluation. Attendance may be evaluated as follows out of 10 points
Above 85% 75% to less than 85% 65% to less than 75% 60% to less than 65% Less than 60% 10 marks 08 marks 05 marks 03 marks 00 marks
Minimum number of classes per week/per paper
22. Each of the courses shall have an obligation normally equal to or equivalent to 3 to 4 hours per week. Chairperson shall organise non-credit course, seminars, syndicated exercises, assignments, etc. as and when required. 23. As in Annexure A Curriculum development is a continuous process. Course structures for Semester III and IV may change in the lager interest of industry, students and profession.
Programme structure
Annexure A:
Programme structure for PGDM (IB) programme of Indian Institute of Tourism and Travel Management, Gwalior
Attendance Internal assessment External assessment Hours per week
Course Code
Nomenclature Semester I Management concepts and organization behaviour Managerial economics IT for management Tourism concepts and Impacts Marketing management Decision science Business legislation Accounting for managers Soft skill laboratory Total Semester II
S-101 S-102 S-103 S-104 S-105 S-106 S-107 S-108 S-109
3 3 3 3 3 3 3 3 3
40 40 40 40 40 40 40 40 90
50 50 50 50 50 50 50 50
10 10 10 10 10 10 10 10 10
S-201 S-202 S-203 S-204 S-205 S-206 S-207 S-208 S-209
Contemporary issues inServices Business communication Financial Management Human resources management Business research methods Operations management Business environment Marketing of Services
Online marketing
3 3 3 3 3 3 3 3 3 Total Semester III
40 40 40 40 40 40 40 40 40
50 50 50 50 50 50 50 50 50
10 10 10 10 10 10 10 10 10
S-301 S-302 S-303 S-304 S-305
Information system for management Entrepreneurship and Business Plan Development Strategic management Business ethics and corporate social responsibility Functional elective- I
3 3 3 3 3
40 40 40 40 40
50 50 50 50 50
10 10 10 10 10
Total points
100 100 100 100 100 100 100 100 100 900
100 100 100 100 100 100 100 100 100 900
100 100 100 100 100
S-306 S-307 S-308 S-309
Functional elective- II Sectoral elective- I Sectoral elective- II Summer training project Total Semester IV
3 3 3
40 40 40 90
50 50 50
10 10 10 10
100 100 100 100 900
S-401 S-402 S-403 S-404 S-405
Functional elective- I Functional elective- II Sectoral elective- I Sectoral elective- II Project Report and Viva-voce Total Grand total
3 3 3 3
40 40 40 40 50
50 50 50 50 50
10 10 10 10
100 100 100 100 100 500 3200
List of elective courses

Total points Attendance Internal assessment External assessment Hours per week Course Code
M1 M2 M3 M4 M5 M6
Nomenclature Marketing Management Electives Product and brand management 3 Advertising and promotion management 3 Consumer behaviour 3 Sales and distribution management 3 Retail management 3 Marketing Research 3
40 40 40 40 40 40
50 50 50 50 50 50
10 10 10 10 10 10
100 100 100 100 100 100
F1 F2 F3 F4 F5
Financial Management Electives Security analysis and portfolio management 3 Income tax and tax planning 3 Project appraisal and financing 3 Corporate Restructuring 3 Management Control System 3
40 40 40 40 40
50 50 50 50 50
10 10 10 10 10
100 100 100 100 100
H1 H2 H3 H4 H5
Human Resources and Cross Cultural Management Electives Human resource development 3 40 50 Industrial relations and legislations 3 40 50 Compensation Management 3 40 50 Organisational change and development 3 40 50 International human resources management 3 40 50
10 10 10 10 10
100 100 100 100 100
TO1 TO2 TO3 TO4 TO5
Tourism Management Electives Sustainable tourism development 3 Destination management 3 Tourism and hospitality marketing 3 Finance for tourism and hospitality 3 Meetings, incentives, conventions and exhibitions 3 Financial Services Electives Management of Commercial Banks 3 Wealth management 3 Risk Management 3 Management of Financial Services 3 International Corporate Finance 3 Management of Insurance 3
40 40 40 40 40
50 50 50 50 50
10 10 10 10 10
100 100 100 100 100
S1 S2 S3 S4 S5 S6
40 40 40 40 40 40
50 50 50 50 50 50
10 10 10 10 10 10
100 100 100 100 100 100
Annexure B Evaluation policy

A. External evaluation There shall be a semester-end external examination of 50 points for all course other than activity based courses. The pattern of question paper will be as follows:
The question paper should consist of two parts, A and B. Part-A will have 05 short answer
questions of 2 marks each or 10 short questions of 1 mark each. Part-B will have 10 long answer/essay type questions of 08 marks each. Part-A will carry questions covering the whole syllabus. The short answer type questions will call for a single/ direct and brief answer. Case studies may be included in Part- A in lieu of short questions. The maximum marks for a case study will be 10 marks. Part-B will carry 02 questions from each unit. Candidates will be required to attempt 5 questions (one from each unit) of Part B. The essay type questions/case studies will give adequate opportunity to the candidates for interpretation, analysis, synthesis and application. Caselets may be included in Part B in place of essay type questions.
B. Internal evaluation Each course shall be evaluated in part on the basis of internal assessment by the concerned teacher administering 3 feedback tests normally after 10-11 hours of teaching. Each test shall be of 15 points; two best out of these three shall determine the internal assessment score of the candidate in the course concerned (total 30 points). a. Continuous evaluation work shall be made on the basis of the students performance in (i) tests organized for this purpose by the faculty/instructor (ii) written assignments and/or seminars, field work, quizzes etc. The internal evaluation shall be done on the basis of the three tests and counting the marks of the best two. b. However, activity based courses may be evaluated as per scheme given in syllabus and programme structure. c. The schedule for the tests shall normally be made known to the students at the beginning of the semester and each test shall assess the student on that part of the course, which is covered during the period preceding the test. The tests shall preferably be evenly spaced out throughout the semester. d. The marks awarded for internal test shall normally be made known to the candidates within fifteen days of the conduct of the test. Candidates may discuss and seek queries, if any, about their performance from the concerned faculty member within a week of the declaration of marks.
Programme structure for PGDM (IB) Semester - I programme of Indian Institute of Tourism and Travel Management, Gwalior
Internal assessment
Course Code S-101 S-102 S-103 S-104 S-105 S-106 S-107 S-108 S-109
Nomenclature Semester I Management concepts and organization behavior Managerial economics Information technology for management International Tourism Marketing management Decision Science Business legislation Accounting for managers Soft skill laboratory Total
3 3 3 3 3 3 3 3 3
40 40 40 40 40 40 40 40 90
External assessment
50 50 50 50 50 50 50 50
10 10 10 10 10 10 10 10 10
10
Total marks
Attendance
Hours per week
100 100 100 100 100 100 100 100 100 900
Code of course and semester Name of course What is the role of proposed learning in managing businesses?
S-101/ Sem I Management Concepts and Organization Behavior
This is the basic introductory course for learners of business management. This course helps learners to use management skills and techniques in all routine managerial activities in all aspects of businesses effectively and efficiently. Besides, the awareness about human behavior enhances the managers aptitude in handling the individuals in an organization. Griffins , Management ,Houghton Miffin Company. Luthans, F (2002). Organisation Behaviour. Prentice Hall of India, New Delhi. Robbins, S. (2003). Organisational Behaviour. Pearson Education, New Delhi. Stoner, Freeman and Gilbert Jr. (2002). Management. Prentice Hall of India, New Delhi. Certo, Samuel (2003). Modern Management. Pearson Education, New Delhi. Robbins, Management . Pearson education , New Delhi Wurech Koontz , Essentials of Management , Mc Graw Hill
Reference books
Note: There will be three evenly paced internal examinations as part of continuous evaluation. Each test would be after 10-13 hours of teaching. Each of the units should be designed to have 7-8 hours of teaching load.
Unit I
Nature, meaning and significance of management; managerial processes, functions, skills, and roles in organisation; evolution of management thought. Overview of functions of planning, organising, staffing, directing and controlling; Social responsibility of business. Understanding and managing individual behaviour- personality, perception values, attitude, learning, work motivation, individual decision making and problem solving. Understanding and managing group processes- interpersonal and group dynamics, group communication; application of emotional intelligence in organisation, group decision making; leadership and influence process. Understanding and managing organisational system; structure and design; organisation culture; conflict and stress, organisational change and development.
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Unit II
Unit III
Unit IV
Unit V
S-102/ Sem I
Managerial Economics
Most of managerial decision making has to have economic considerations. It is therefore important for a manager to understand the concepts of economics and refer to same in managing, planning and controlling. The objective of this course is to acquaint the participants with concepts and techniques used in economics both at micro and macro levels. Varshney, R.L. and Maheshwari K.L. (2005). Managerial Economics. 11/e, Sultan Chand and Sons, New Delhi. Adhikary, M. (2005). Business Economics. Excel Books, New Delhi.
Reference books
Unit I
Managerial economics-definition, nature and scope; nature of business decision making, conventional decision rules, Economic decision making in multinational setting. Theory of demand- demand functions, determinants, elasticity, income and substitution effect, demand distinctions, concept of consumers equilibrium; demand forecasting- techniques, demand forecasting for new products; supply- basic concepts and equilibrium. Production and cost analysis- production function, laws of production, cost curves, cost relationships, producers equilibrium; breakeven analysis (introductory concepts) Market structure, pricing theory and practice- perfect competition, monopoly, monopolistic competition, oligopoly; general and export pricing strategies and practices-marginal pricing, cost plus pricing, skimmed pricing, penetration pricing ,transfer pricing, dual pricing, etc. Macro economic aggregates and concepts- GNP, GDP; concept and measurement of national income; monetary and fiscal policy.
Unit II
Unit III
Unit IV
Unit V
12
Code of course and semester Name of course What is the role of proposed learning in managing businesses? Reference books
S-103/ Sem I Information technology for management The primary aim is to help prepare students to assume an active and significant role in design, use and management of information systems and technology. Lucas Jr., H. C. ( 2005) Information Technology For Management McGraw Hill. Burch, J. and Grudnitski G. (1989). Information Systems: Theory and Practice. 5th ed., John Wiley, New York. David, V. (1992). Foundations of Business Systems, Dryden Press, Fort Worth. Eliason, A. L. (1987). On-line Business Computer Applications, 2nd ed., Science Research Associates, Chicago. Estrada, S. (1993). Connecting to the Internet, O'Reilly, Sebastopol, CA.
Unit I Information technology basic concepts- information age; todays economic environment- roles and goals of IT; role of information technology in business transformation; national IT policy, managing IT functions. Networks and electronic commerce- introduction, types; communication media, communication hardware; network topologies, intranet, extranet, internet and WWW, E-Commerce. Creating Business value through information technology; management challenges of the new infrastructure, rethinking technology investments; approaches to information technology infrastructure investment. Emerging trends and technologies; web2.0 tools for business, database, data mining and data warehousing. Information protection; information threats and safeguarding, information security, internal control, physical security, environmental hazards, logical security, data security, computer crimes and forensics.
Unit II
Unit III
Unit IV
Unit V
13
Code of course and I- 104, S-104, TT-104, TL-104/ Sem -1 semester Name of course Tourism concepts and impacts This course shall introduce learner to tourism What is the role of phenomenon. The course also highlights the role of proposed learning in tourism as an economic intervention and its significance in managing businesses? economy; Course discusses the global nature of tourism and government support to it. It is also important to appreciate the socio-economic, ecological impacts of tourism. Learners at IITTM would be able to relate to the fast Why is this course growing tourism industry. Whenever courses related to important for learner? business management are discussed, learners would be able to link it with tourism. Tourism concepts, demand and supply, impacts, Focus and relatedness sustainability, etc. Lectures, presentations, group activities. Pedagogical approach Main text Other references To be given by instructor Holloway, J. C. (1994), The Business of tourism, Pitman Publishing, London. Medlik, S. (1997), Understanding tourism, Butterworth Hinemann, Oxford. Annual Report (2006-07), Ministry of Tourism, Government of India, New Delhi. Note: There will be three evenly paced internal examinations as part of continuous evaluation. Each test would be after 10-13 hours of teaching. Each of the units should be designed to have 7-8 hours of teaching load. Unit 1 Concepts, definitions and historical development of tourism & leisure in India. Types of tourist: tourist, traveller, excursionist. Forms of tourism: inbound, outbound, domestic, international. Tourism system: Nature, characteristic and components of tourism industry, viz. attractions, accommodation, transportation, F & B, Shopping, entertainment, infrastructure and hospitality (types and characteristics of components). 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. Introduction to tourism supply; Elements of tourist destination; Influences of elements on tourist flows and patterns of tourist destination views; Objectives and respective role of ITDC, STDC, ASI, Ministries of Railways and Civil Aviation in development; An overview of National and
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Unit 2
Unit 3
International organizations and associations: IATO, TAAI, FHRAI, WTO, ICAO and IATA. Unit 4 Tourism & Leisure vis--vis Impacts. Range of Impacts. Costs and benefits of tourism (i.e. socio cultural, economic and physical). Introduction to Tourism Satellite Accounting (TSA): Impacts assessment & management: Social Impact assessment, environmental impact assessment and environmental audit. Sustainable tourism, eco-tourism; concept of carrying capacity; Govt. of India guidelines for ecotourism development. Case studies Goa, Kullu (HP), Sikkim.
Unit 5
S-105/ Sem I Marketing management.
This course shall introduce the learner to the basic marketing concepts, functions; market environment and decision variables. Sensitise learners as to how marketing has an important role to play in overall strategy of an organisation. Kotler, P. (2006). Marketing Management. Prentice Hall of India, New Delhi. Ramaswamy, V.S. and Namakumari, S. (2004). Marketing Management, Planning and Control. Macmillan India Ltd., New Delhi. Kumar, A. and Meenakshi, N. (2006). Marketing Management. Vikas Publishing House Pvt. Ltd., New Delhi.
Unit I Nature and scope of marketing; management philosophies; marketing environment; consumer behavior; consumer markets and industrial markets; market measurement and forecasting. Market segmentation, targeting and positioning; segmenting markets- bases and process, market segmentation and product differentiation; target market selection; positioning- nature and importance; and process of marketing research. Marketing mix decision; product decisions- new product development; product mix, branding and packaging decisions; product life cycle; pricing decisions- objectives and determination, methods of setting price and pricing strategies. Promotion; promotion mix- advertising, sales promotion, personal selling; and public relations; direct marketing and relationship marketing; placement- channels of distribution, levels and types of channels, functions and management of channel
15
Unit II
Unit III
Unit IV
members, channel selection and motivation; management of physical distribution; current trends in wholesaling and retailing; marketing organisation and control Unit V Emerging trends and issues in marketing- rural marketing, CRM, services marketing, B2B marketing, internet marketing, consumerism, legal issues, broadening the marketing concept.
16
S-106/ Sem I
Decision Science. An important pert of a managers job is to take decisions. Informed managers are likely to take better decision. To assimilate information into useable form a lot of quantitative tools could be useful. Kapoor, V.K. (2000). Operations Research. Sultan Chand, New Delhi. Render, B. and Stair, R.M. (2002). Quantitative Analysis for Management, Prentice Hall of India, New Delhi. Sharma, J.K. (2001). Fundamentals of Operations Research. Macmillan India Ltd., New Delhi.
Unit I
Linear programming- problem formulation; graphical and simplex modelsincluding duality and minimization problems; sensitivity analysis. Assignment problem- including traveling salesman problems; transportation initial feasible solutions NW corner rule, least cost method and Vogels approximation method; Optimal solutions to transportation problemsMODIs method; Game theory; sequencing; elementary queuing theory- single server, single channel models. Markov Analysis; Monte Carlo simulation; replacement models- individual and group replacement. Network techniques- CPM- drawing networks, calculating critical path, calculating floats; PERT- expected duration of project completion; crashing.
Unit II
Unit III
Unit IV
Unit V
17
S-107/ Sem I Business legislation. Legal context is important for any business. Legal framework would determine how businesses have to be conducted and/ or restricted to be relevant to the societys needs and expectations.
Tuteja, S.K. (1998), Business Law for Managers, Sultan Chand, New Delhi. Bare acts Singh, A. (1996). Company Law, 11/e, Eastern, Lucknow. Khergamwala, J.S. (1980). The Negotiable Instruments Act, N.M. Tripathi, Bombay.
Note: There will be three evenly paced internal examinations as part of continuous evaluation. Each test would be after 10-13 hours of teaching. Each of the units should be designed to have 7-8 hours of teaching load. Unit I Contract Act: Indian Contract Act 1872: Essentials of contract- meaning; nature of contract, performance of contract; discharge of contract, breach of contract and its remedies quasi contract; Legality of the object-void agreement, voidable agreement
Unit II
Companies Act, 1956: Company- meaning and characteristics and kinds, Registration & Incorporation, Memorandum of Association, Articles of Association, Doctrine of Ultravires, Prospectus Shares, Shareholders & Members, Directors : Position, appointment, removal, power & duties, Meetings, Prevention of oppression and mis-management, Winding up Partnership Act, 1932: Nature of partnership, Relation of partners n Inter se, Relation of partners to third parties, Incoming and outgoing partners, Dissolution of firm Registration of firms Law relating to Sale of Goods- an overview: Essentials of the contract of sales; bailment, contract for work and labour and hire purchase; conditions and warranties; transfer of title; doctrine of caveat emptor; performance of the contract of sale; underpaid seller and his rights against the goods and the buyer. Law relating to Negotiable Instruments- an overview : Definition of the negotiable instruments; instruments negotiable by law and by custom; types of negotiable instruments; material alteration; crossing of cheques; payment and collection of cheques and demand drafts; presumption of law as to negotiable instruments
Unit III
Unit IV
Unit V
Introductory concepts- Patents and Copyright Act; Law Relating to Consumer Protection; Law relating to e-Commerce and Cyber Crimes.
18
S-108/ Sem I
Accounting for managers. Accounting is the key information system tool for any business organisation. The most visible control system in any organisation is through accounting. It is a must for a student of business to have an understanding of accounting. Maheshwari, S.N. (2001). Management Accounting and Financial Control. Sultan Chand and Sons, New Delhi. Bhattacharya, S.K. and Dearden, J. (1996). Accounting for Management: Texts and Cases. Vikas Publishing, New Delhi. Maheswari, S.N. (2005). Financial Accounting. Vikas Publishing House Pvt. Ltd. Grewal, T.S. (2004). Introduction to Accounting. S. Chand & Company. Jain, S.P. and Narang, K.L. (2002). Cost Accounting. Kalyani Publishers.
Reference books
Unit I
Conceptual framework of Accounting. Generally accepted accounting principles (GAAP). Measurement of business income and financial position: Constructing corporate financial statements i.e. Journal, Ledger, Trial Balance, Profit and Loss Account, Balance Sheet , Cash flow statement. Asset Valuation: Fixed Assets; Depreciation; Goodwill; Inventories; and Investments. Analysis and interpretation of Corporate Financial Statements Quality of Earnings, window dressing in the financial statements, multi step, Horizontal , common sized and trend analysis , ratio analysis , intra firm and inter firm comparison. Basic Cost Concept. Marginal costing and profit planning; cost-volumeprofit analysis; Standard Costing, budgeting and budgetary control.
Unit II
Unit III
Unit IV
Unit V
19
S-109/ Sem I
Soft skill laboratory. Effective communication and interpersonal skills are crucial to increase employment opportunities and to compete successfully in the business environment. The real key to the effectiveness of professionals is their ability to put their domain knowledge into effective practice. In this context, soft skills have a crucial role to play. Barker. A (2006). Improve your communication skills. New Delhi: Kogan Page India Pvt Ltd. Seely, John (2004) The Oxford guide to writing and speaking. New Delhi, Oxford University Press.
Reference books
Unit I
Basic communication skills- listening skills and barriers; JAM sessions, debates, elocution, etc.; persuasive communication, convincing Skills, conversations Focus on English skills: Vocabulary-word power; grammar-common errors and sentence building, phonetics; reading comprehension and vocabulary building psychometrics; aptitude and personality assessment and testing. Presentation skills and techniques; Personal grooming and business etiquettes- corporate etiquette, social etiquette and telephone etiquette, role play and body language, impression management. Personality development: Group discussions- structure of a GD, moderatorled and other GDs, strategies in GD, team work , mock GD; personal interviews- types of interviews, required key skills, mock interviews; developing resumes and CVs. Leadership and communication activities- Motivation activities, leadership activities, team building activities, assertiveness activities, time management techniques, Stress management techniques, creativity and ideation.
Unit II
Unit III
Unit IV
Unit V
20
Programme structure for PGDM (IB) Semester - II programme of Indian Institute of Tourism and Travel Management, Gwalior
Internal assessment
Nomenclature Semester -II Contemporary issues in Tourism Business Communication Financial Management Human Resources Management Business Research Methods Operations Management Global Economic Environment International Marketing Export Import Procedure and Documentation Total
3 3 3 3 3 3 3 3 3
40 40 40 40 40 40 40 40 40
External assessment
50 50 50 50 50 50 50 50 50
10 10 10 10 10 10 10 10 10
21
Total marks
Attendance
Hours per week
100 100 100 100 100 100 100 100 100 900
S-201/ Sem II Contemporary issues in Tourism To know the new trends in tourism and the environment of travel business. Pearce D.G and Batler R.W. 1999, Contemporary issues in Tourism Development, Routledge, New York. Lew, A.A., Hall, C.M. and Williams, ALL, 2004, Companion to Tourism, Backwell, Austrailia. World Tourism Organization Business Council (WTOBC), 1998, Tourism Taxation Striking a Fair Deal, World Tourism Organization Madrid, Spain, WTOBC. Journal, Magazines and Industry/Govt. publications.
Note: There will be three evenly paced internal examinations as part of continuous evaluation. Each test would be after 10-13 hours of teaching. Inclusive growth & Tourism: Relationship and Challenges GATS and Tourism: Concept & its Implications on Indian Tourism Industry. STZ- Special Tourism Zones: Features, Operations & Implications Micro Enterprises, Micro Finance: Its turns in Tourism Women & Child Issues in Tourism Financial Crises: Structural Causes & Impact on Tourism Consumer Preferences & Challenges in Product Development in Tourism Social Responsibility and Other Ethical Concerns of Tourism Business Terrorism & Tourism and Other Safety & Security Issues in Tourism Strategic Alliance & Airline Industry: Types & Operations Impact of Merger & Acquisitions in Tourism Industries Tourism Taxation in India: Present Scenario and Future Challenges
22
S-202/ Sem II Business Communication The primary objective of Business Communication is to introduce the student to various forms of written and oral communication that are necessary in real-life business situations, perfecting verbal and non-verbal communication skills. Murphy, H.A. and Peck, C.E.(2006) Effective Business Communications , New Delhi: Tata McGraw Hill. Sharma R.C. and Mohan K. (2005) Business Report Writing and correspondence, New Delhi: Tata McGraw Hill. Peanre, C.G. (2007) Principles of Business Communications.
Reference books
Note: There will be three evenly paced internal examinations as part of continuous evaluation. Each test would be after 10-13 hours of teaching. Unit I Communication Fundamentals: Business Communication in todays world, Communication Process & Channels, Barriers to Communication, Types, Verbal & non-verbal communication. Oral Communication: Elements of Good Oral Communication, Speaking and Listening Skills, Professional use of the telephone, Effective presentation skills. Written communication: Report writing and presentation, Business Correspondence: Letters layout and types, Memo, Proposals, Job application letters, Legal aspects. Interpersonal and Group Communication: Decision-making and problem-solving, Handling Interpersonal Conflict. Customer care: Effective customer care, Managing customer complaints & negotiating with the customer, Counseling skills.
Unit II
Unit III
Unit IV
Unit V
23
S-203/ Sem II Financial Management The objective of this course is to acquaint student with concepts of financial management and the broad framework of financial decision making in a business organisation.
Reference books
Chandra, P. (2000). Financial Management. Tata McGraw Hill, New Delhi. Bhattacharya (2003). Financial Accounting for Business Managers. Prentice Hall of India, New Delhi. Pandey, I.M. (2003). Finance: A Management Guide for Managing Company Funds and Profits. Prentice Hall of India, New Delhi.
Note: There will be three evenly paced internal examinations as part of continuous evaluation. Each test would be after 10-13 hours of teaching. Unit I Meaning, scope, aims and objectives of financial management; finance function; objectives of firm and valuation of firms. Capital budgeting- concepts, risk analysis of capital investments, cost of capital. Long term financing- sources of long term funds, primary market for long term securities in India, stock market. Working capital management, Cash management, Inventory management, receivable and payable management. Capital structure and dividend policy- theory of capital structure, planning capital structure; dividend policy.
Unit II Unit III
Unit IV
Unit V
24
S-204/ Sem II Human Resource Management The objective of this course is to sensitize students to the various facets of managing people and to create an understanding of various policies and practices of human resource management Dessler (2000). Human Resource Management. Prentice Hall of India, New Delhi. Aswathappa, K. (1997). Human resources and Personnel Management. Tata McGraw Hill, New Delhi.
Reference books
Note: There will be three evenly paced internal examinations as part of continuous evaluation. Each test would be after 10-13 hours of teaching. Unit I Concept of HRM, need and importance of HRM, strategic and functional aspects of HRM, HRD challenges and strategies for meeting the HRD challenge. Role of human resource management in our competitive business environment. Human resource planning, job analysis, employee recruitment and selection, interviews, internal mobility. Training and development: identification of training, need and importance of training, techniques of training; Compensation Management Performance appraisal, need and importance of performance appraisal, techniques of performance appraisal, potential appraisal and career planning. Collective bargaining and industrial relation. Grievance handling and discipline. Safety, health and employee assistance Programme.
Unit II
Unit III
Unit IV
Unit V
25
S-205/ Sem II Business Research Methods The objective of this course is to make the student acquaint with the research methodology which will help in developing business strategies.
Gaur, A.S. and Gaur, S.S. (2006). Statistical methods for practice and research, New Delhi: Response books. Krishnaswami, O.R. and Ranganatham, M. (2005). Methodology of research in social sciences, 2/e, Mumbai: Himalaya Publishing House. Punch, Keith, F. (2003). Survey research the basics, New Delhi: Sage Publications. Walliman, Nicholas (2006). Social research methods, New Delhi: Sage Publications. Chandan, J.S. (1998). Statistics for business and economics, New Delhi: Vikas Publishing House Pvt. Ltd.
Note: There will be three evenly paced internal examinations as part of continuous evaluation. Each test would be after 10-13 hours of teaching. Unit I Fundamentals of Statistics; Descriptive Statistics: Measures of Central tendency and dispersion, Correlation analysis and regression analysis, Index Number and Time Series. Foundation of research: Introduction of Research, Its Types, Research Planning, Types of variables in research, Scaling and measurement techniques. Doing research: Sampling; methods of data collection; tools of data collection including construction of schedules and questionnaires, scales; field-work. Analysis: Processing of data, statistical analysis of data- multivariate analysis. Probability Distribution and Hypothesis testing: Z-test, Chi-square test, T-test, Fratio and other techniques. Report writing: Types of report; planning report writing; research report format; documentation- footnotes and bibliography; writing and typing a report.
Unit II
Unit III
Unit IV
Unit V
26
S-206/ Sem II Operations Management Transformation of inputs into desired outputs in added value for customers of any business. Managing transformation is therefore central to any business. This is discussed in course on Operations Management. Operations management is directly related to marketing strategy and structural positioning of a firm. It relates all functions in any business. Adam, E.E. and Ebert, R.J. (2005). Production and Operations Management, Prentice Hall of India, New Delhi.
Reference books
Note: There will be three evenly paced internal examinations as part of continuous evaluation. Each test would be after 10-13 hours of teaching. Unit I Introduction- concept and development of scientific management school/ practices; strategies for competitive operations management; types of operations systems; economic analysis; facilities location and layout issues. Production planning and control- concepts; forecasting, Aggregate production planning; master scheduling; MRP; material handling; introduction to supply chain concept. Quality- introduction and concepts; statistical quality control- acceptance sampling and control charts; quality control tools; introduction to TQM. Maintenance management- preventive vs. break-down maintenance; total productive maintenance. Inventory management- introduction, concepts and types of inventory; inventory models including price break models; selective control including ABC control. Just in time concepts; Kanban system. Introduction to work study; method study; work measurement; productivity and value engineering. 5S, Business process reengineering, ERP, FMS, Lean manufacturing; etc.
Unit II
Unit III
Unit IV
Unit V
27
S-207/ Sem II Business Environment Understanding the nature, characteristics of business environment is required for managing business at national and international level . Mittal, Vivek, (2007). Business Environment, New Delhi: Excel Books. Cherunilam, F. (2003). Business Environment Text & Cases, New Delhi: Himaliya Publishishing House. Aswathappa, K. (2001). Essentials of Business Environment, New Delhi: Himaliya Publishing House.
Note: There will be three evenly paced internal examinations as part of continuous evaluation. Each test would be after 10-13 hours of teaching. Unit I
Unit II
Unit III
Unit IV Unit V
Business Environment: Nature of Business Environment, Environment Scanning, Components of Business Environment, Significance of business environment, Environmental Analysis and forecasting ,business and society Social responsibility of business. Economic and Political Environment: Economic and Political system, Monetarypolicy, Fiscal Policy, Economic reforms, FRBM, New Industrial Policy. Technological Environment: Components of Technology, Technology transfer, Technology and globalization, Competitive advantage and technology. Demography and Socio-Cultural Environment: . Demographic Environment in Business, Socio-Cultural Environment in business. Legal, Financial and International Environment: Globalisation and growth of Multinational Corporations (MNC), FEMA, Indian Stock Market and SEBI,Competition Bill 2001, Laws relating to Intellectual Property Rights (TRIPS).
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S-208/ Sem II Service Marketing The course aims to introduce students to service marketing as part of the foundations of their business education. The central question that course addresses is: how is the traditional theoretical framework of marketing being broadened to meet the needs of service organisations? The course is structured to assist students to understand how marketing concepts, introduced in the marketing theory can be applied and adapted in the service environment. The course will also be complimentary to the application of these conceptual frameworks in the other marketing courses such as Promotions management, Marketing strategy and the International marketing. Upon completion of this course, students shall be able learn theory and apply to practice.
Reference books
Chowdhary, Nimit and Chowdhary, Monika (2005): Textbook of Marketing of Services- The Indian Experience, Macmillan India Ltd., New Delhi. Valarie Zeithaml and Mary Bitner (2000): Services Marketing, 2/e, Irwin-McGraw Hill, New York James Fitzsimmons and Mona Fitzsimmons (2000): Service Management- Operations, Strategy and Information Technology, 3/e, Irwin-McGraw Hill, New York. K. Rama Mohna Rao (2004): Services Marketing, Pearson Education, New Delhi. James L. Heskett (1986): Managing in the Service Economy, Harvard Business School Press, Boston Christopher Lovelock (2002): Services Marketing, 4/e, Prentice Hall, New Jersey
Note: There will be three evenly paced internal examinations as part of continuous evaluation. Each test would be after 10-13 hours of teaching. Unit I Unit II Introduction; Relationship management perspective; Characteristics of services; The service economy- trends and opportunities; Service quality- concept, Gaps model, SERVQUAL, etc. Services marketing triangle- external marketing, internal marketing, interactive marketing; Introduction to services marketing mix- traditional elements and contextual cues; Service product- concept, service blueprinting, QFD (optional), differentiation, etc. Managing service transactions- location decision, distribution options, franchising, etc.; Promotion- need for communication in services; Advertising, sales promotion, personal selling, publicity and word-of-mouth. Pricing in services, different approaches to pricing services; People element- managing employees, employee roles, people strategy; Managing customers; Organizing physical evidence, service-scape, etc. Managing service processes- matching demand and supply; Strategic positioning and service strategy.
Unit III
Unit IV
Unit V
29
S-209/ Sem II Online Marketing The course will create awareness about online marketing among the students and it will develop grasping about the on-line marketing amongst students. Again this course is designed to encourage students for net-preneurship. Bajaj Kamlesh K. and Nag Debjani ( 2000), 'E-Commerce', Tata McGraw Hill, New Delhi Shaw Paul ( 2001), 'E-Business Privacy and Trust', John Willley and Sons, New York Cheffey Dave, Internet Marketing, ( 2008), Prentice Hall, U.K. Strauss Judy et. Al, ( 2006), 'E-marketing', PHI, New Delhi
Reference books
Note: There will be three evenly paced internal examinations as part of continuous evaluation. Each test would be after 10-13 hours of teaching. Unit I Online Marketing: Introduction, Development, Concept and Meaning. Electronics for online marketing. Network and Internet. Website, Portal, Homepage, Internet Protocols. ECommerce, E-Business, E-Marketings Online marketing Environment: Global Market, Legal Issues, Online marketing Environment. Online marketing strategy: Online marketing knowledge development, Consumer bahaviour, Segmentation strategy, Differentiation and market positioning, Online marketing strategy. Online marketing management: Product, Price, Customer Relationship Management ( CRM), E-Marketing Management.
Unit II
Unit III
Unit IV
Unit V
30
Programme structure for PGDM (IB) Semester - III programme of Indian Institute of Tourism and Travel Management, Gwalior
Internal assessment
Nomenclature Semester -III Information system for management Entrepreneurship and business plan development Strategic management Business ethics and corporate social responsibility Functional elective- I Functional elective- II Sectoral elective- I Sectoral elective- II Summer training project Total
3 3 3 3 3 3 3 3 3
40 40 40 40 40 40 40 40 90
External assessment
50 50 50 50 50 50 50 50
10 10 10 10 10 10 10 10 10
31
Total marks
Attendance
Hours per week
100 100 100 100 100 100 100 100 100 900
S-301/ Sem III Information system for management Contemporary business is leveraged on ICTs. From routine activities to aggressive marketing and environmental scanningalmost all business related activities are information intensive. It is therefore a must that a business student must make oneself comfortable with role and capabilities of information system in managing businesses. Kenneth, Laudon and Jane Laudon (2005). MIS: Managing the Digital Firm. Pearson Education. James, A. OBrien (2005). Introductio n to Information Systems. Tata McGraw Hill. Turban, E., McLean, E. and Wetherbe, J. (2001). Information Technology for Management: Making Connections for Strategic Advantage. John Wiley and Sons. Jawadekar, W. S. (2004). Management Information Systems. Tata McGraw Hill.
Reference books
Note: There will be three evenly paced internal examinations as part of continuous evaluation. Each test would be after 10-13 hours of teaching. Unit I Concept of information, concept of system; importance of information and information systems for organizations specially business enterprises; operating elements of a computer based information system; introduction to office automation system (OAS), transaction processing system (TPS), management information system (MIS), decision support system (DSS), executive information system (EIS), knowledge based system (KBS), expert system, etc. Decision is making process- stages in decision making, individual and organizational decision making models; information system support for decision making phases; definition, characteristics, subsystem of MIS, MIS and top management, structure of MIS (conceptual and physical structure). MIS planning and control; MIS master plan-content and description; Nolan stage model, three stage model of planning process- the strategic planning stage, organizational information requirements analysis and resource allocation stage; myths of MIS, pitfalls of MIS, limitations of MIS; Development and implementation of MIS- system development life cycle, different approaches (waterfall, prototyping, evolutionary approaches, and risk based approaches). Resource requirements for information systemshardware and capacity planning, software needs, and procurement options make or buy decisions, outsourcing as an option. Decision support system definition, relationship with MIS, evolution of DSS; characteristics, classification, objectives, components, functions and development of DSS; artificial intelligence for MIS problems- use of expert systems, use of neural networks. Emerging concepts and issues in information systems- supply chain management, customer relationship management, ERP; introduction to Data Warehousing, Data Mining and its applications; emerging concepts in information system design and application; E-commerce, B-to-B, B-to-C transactions; security issues, EDI- format, international protocol etc.
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Unit II
Unit III
Unit IV
Unit V
SS-302/ PGDM SS/ Sem III Entrepreneurship and business plan development The objective of the course is to enable the learner to start and manage small enterprise. This includes: How to scout for a good business idea? How to analyse the business environment specially customers and competitors? How to analyse feasibility? How to prepare a Business Plan? How to start a business? Based on academic inputs and training, the candidates working as individuals/ teams would develop a business plan that can be submitted for funding. The candidate will undertake the necessary research, survey and field work to develop a viable business plan in a format acceptable to financial institutions. This will be evaluated by the concerned teacher. External experts from other institutions can also be invited. Mohanty, Sangram Keshari (2005). Fundamentals of entrepreneurship, New Delhi: Prentice Hall of India. Sido-online. Portal of MSME, Government of India (www.smallindustryindia.com)
Pedagogical approach
Main text
Other references
Desai, Vasant (2003). Small-Scale Industries and Entrepreneurship. Himalaya Publishing House, Delhi. Kaulgud, Aruna (2003). Entrepreneurship Management. Vikas Publishing House, Delhi. Chandra, Ravi (2003). Entrepreneurial Success: A Psychological Study. Sterling Publication Pvt. Ltd., New Delhi. Balaraju, Theduri (2004). Entrepreneurship Development: An Analytical Study. Akansha Publishing House, Uttam Nagar, New Delhi. David, Otes (2004). A Guide to Entrepreneurship. Jaico Books Publishing House, Delhi.
Internal evaluation would be based on business plan development and defense. The details would be provided by the instructor. Unit 1 Unit 2 Entrepreneurship- concept and definitions; entrepreneurship and economic development; MSME Act 2006. Opportunity / identification and product selection- entrepreneurial opportunity search and identification; criteria to select a product; conducting feasibility studies; project finalization; sources of information. Conceptualising a business; business model; business strategyunderstanding customers and analyzing competition; Form of organization and legal considerations; networking and collaboration; good business practices; Writing a business plan- marketing, financial, operations, people, etc. planning;
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Unit 3
Unit 4
Unit 5
Setting up an enterprise- steps, procedures, licenses, registration etc.; Institutional support for MSMEs.
S-303/ Sem III Strategic management.
Reference books
Strategic management is an integrative capstone course the only course that challenges students to study and experience sets of multifunctional problems that confront top management. The course will allow students to bring together all of their learned functional skills (i.e., accounting, finance, marketing, etc.) and use them to study organizational problems within the context of real-world business case studies. Azhar Kazmi (2007). Business Policy, Tat McGraw Hill. R.M. Srivastava (2006). Management Policy and Strategic Management (Concepts, Skills and Practices), Himalayan Publishing House. Ramaswamy (2005). Strategic Planning Formulation of Corporate Strategy.
Note: There will be three evenly paced internal examinations as part of continuous evaluation. Each test would be after 10-13 hours of teaching. Unit I Concept of strategic management Characteristics of strategic management Defining strategy. Strategy formulation Stakeholders in business Vision, mission and purposeBusiness definition, objectives and goals Environmental appraisal Types of strategies Guidelines for crafting successful business strategies. Tailoring strategy to fit specific industry. Strategic analysis and choice Environmental Threat and Opportunity Profile (ETOP) Organizational Capability Profile Strategic Advantage Profile corporate Portfolio Analysis SWOT Analysis Synergy and Dysergy GAP Analysis Porters Five Forces Model of competition Mc Knseys 7s Framework GE 9 Cell Model Distinctive competitiveness- Selection of matrix. Strategy implementation Issues in implementation- Project implementation Procedural implementation Resource Allocation- Budgets Organization StructureMatching structure and strategy Behavioural issues Leadership style- Corporate culture Values Power Social responsibilities Ethics Building a capable organization Functional issues Functional plans and policies Financial, Marketing, Operations and Personnel plans and policies. Strategy Evaluation Importance, Symptoms of malfunctioning of strategy Organization anarchies Operations Control and Strategic Control Measurement of performance Analyzing variances Role of organizational systems in evaluation.
Unit II
Unit III
Unit IV
Unit V
34
S-304/ Sem III Business ethics and corporate social responsibility.
This course aims at helping students think about some of the important ethical implications of the day-to-day happenings and practices of Indian industry and business. It is designed to stimulate discussion and debate rather than to formulate principles, and to raise further questions rather than to dictate answers. Velasquez, Manuel, G. (2002). Business ethics. New Delhi: Pearson Education. Chakraborty, S.K. (2002). Ethics in Management. New Delhi: Oxford India. William B. Werther Jr. And Davind Chandler. Strategic Corporate Social Responsibility- Stakeholders in a Global environment. SAGE Publication.
Note: There will be three evenly paced internal examinations as part of continuous evaluation. Each test would be after 10-13 hours of teaching.
Unit I
Business ethics- nature, characteristics and need, ethical practices in management; Values- importance, sources of values systems, types, loyalty and ethical behaviour; Ethical value system-universalism, utilitarianism, distributive justice, social contracts, individual freedom of choice, professional codes; relationship between law and ethics; other bodies in enforcing ethical business behavior; impact of laws on business ethics. Individual, group and corporate ethics; Application- marketing ethics, ethics in advertising, research ethics, ethics in financial matters, ethics in IT and system usage. Social responsibilities of business environmental protection, fair trade practices, fulfilling all national obligations under various laws, safeguarding health and well being of customers, employees and community. Aligning corporate social responsibility strategies and goals with organisational goals; embedding corporate social responsibility strategies within the company culture and communicating the impact of CSR to various stakeholders.
Unit II
Unit III
Unit IV
Unit V
35
S-309/ Sem III Summer training project
Students must earn a feel of real life working in business enterprises so that they may appreciate class room business discourses. Therefore, students must undertake a 6-8 week summer internship project with some reputed business company and learn business nuances. 1. Students must learn how businesses organize themselves, relate to their business contexts, and structure themselves. 2. Students must participate and experience work cultures/ environments. 3. Students must work on projects assigned to them as part of their internships. 4. Students must prepare at least three copies of summer internship report and submit one to the concerned organisation, one to the institute (on dates specified by chair) and keep one for self.
Faculty of the programmes in consultation with chairpersons would organize student presentations based on their summer projects. Presentations would be organized weekly according on predetermined schedule. Panel of teachers would evaluate the presentations, reports and participation out of 100 points.
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Programme structure for PGDM (IB) Semester - IV programme of Indian Institute of Tourism and Travel Management, Gwalior
Internal assessment
Course Code S-401 S-402 S-403 S-404 S-405
Nomenclature Semester IV Functional elective-I Functional elective- II Sectoral- III Sectoral - IV Project Report and Viva-voce Total
3 3 3 3
40 40 40 40 50
External assessment
50 50 50 50 50
10 10 10 10
37
Total marks
Attendance
Hours per week
100 100 100 100 100 500
S-405/ Sem IV Project Report and Viva-voce. This course shall evaluate the learner on a holistic basis. This course typically has two parts a dissertation where learner carries a minor business research; part two is term end viva-voce exam which shall evaluate the overall learning by the student. 1. Undertake a small dissertation as apart of this project under the supervision of a faculty member. 2. Students must prepare at least three copies of dissertation report and submit two to the institute (on dates specified by chair) and retain one for self.
The dissertation is an excellent opportunity to analyse a business or management issue in depth as an independent research project. The dissertation could be carried out in conjunction with a business or students can use a primary or secondary research to understand a business problem of relevance to ones own professional or national background. Students will be assigned a supervisor who will be able to offer advice and suggestions about their chosen filed of inquiry, your methods and analysis. The supervisor will also provide support and encouragement to assist students in completing this challenging and final component of the PGDM programme. Dissertation will be evaluated from 50 points and viva-voce shall be of another 50 points.
38
Marketing Management Electives

Code of course and semester Name of course What is the role of proposed learning in managing businesses? Reference books M1 Product and brand management. This will be an opportunity for students to learn the nuances of product related decisions including brand management in hyper-competitive markets. YLR Moorthi (2001). Brand Management , Vikas. Subrata Sen Gupta ( 2003). Brand Positioning . Macmillan India Ltd. Ramanuj Majumder (2004). Product Management in India., Prentice Hall. S.A. Chunawala (2005), Product Management .,Himalaya Publication. Note: There will be three evenly paced internal examinations as part of continuous evaluation. Each test would be after 10-13 hours of teaching. Unit I Product Management product organization , Product idea generation , concept testing & evaluation ;product planning , portfolio techniques , PLC concept , new product development process & techniques; Launching strategy for a new product. Product Positioning perceptual mapping , innovation , diffusion and adoption , role of Packaging; packaging as competitive advantage. Understanding Brands - Brand Hierarchy, Brand Personality, Brand Image, Brand Identity, Brand Positioning, Brand Equity. Value addition from Branding - Brand-customer Relationships, Brand Loyalty and Customer Loyalty; Managing Brands; Brand Creation, Brand Extensions, Brandproduct Relationships, Brand Portfolio. Brand Assessment through Research - Brand Identity, Position, Image, Personality Assessment and Change; Brand Revitalization; Financial Aspects of Brands; Branding in Different Sector- Customer, Industrial, Retail and service.
Unit II Unit III Unit IV
Unit V
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M2 Advertising and promotion management The objectives of teaching this subject is to provide an approach to the management of advertising that is professional, thoughtful, and state of the art while being practical and relevant to the latest requirement of corporate sectors. Aaker, David A. and John G. Myers; Advertising Management: Prentice Hall of India Pvt. Ltd., Nw Delhi. Beleh. George E and Beleh. Michael A., (1995), Introduction to Advertising and Promotion. Irwin. Chieago. Clow and Baack, (2003), Integrated Advertising - Promotions and Marketing Communication, Prentice Hall of India, New Delhi. Chunawallah Sethia: Foundation of Advertising Mahendra Mohan : Advertising
Unit I
Advertising - Concept, objectives, role, benefits and functions; Economic and Social implications of advertising; Product advertising, Service advertising, Global advertising, Institutional advertising, Industrial advertising, Corporate image building through Advertising, Public service advertising, Social advertising. Advertising strategy planning and organization; Campaign planning and creativity in advertising; Decision areas in advertising, Emerging Trends in Indian advertisement; Determination of Target Audience. Evaluating advertisement Effectiveness. DAGMAR approach. Advertising agency function, selection and coordination, Advertisement Agency and Advertiser Agency Relations, working of advertisement agency. Advertising budget. Media selection, planning, scheduling and strategy; The AIDA Model, Considerations in Media Planning, types of media, Indoor media, outdoor media. Legal aspects of Advertising Management; advertising art-the layout of advertisements, preparation of layout.
Unit II
Unit III
Unit IV
Unit V
40
M3 Consumer behaviour.
The manager of today must be well versed with all the factors that influence the purchase behavior of the consumer. Besides, he must be equally vigilant about the process the consumer undergoes in reaching out for the final decision. Schiffman, L. and Kanuk, L. (2003). Consumer behaviour. New York: Prentice Hall. Laudan, D. and Bitta, A. (1993). Consumer behaviour. New York: McGraw Hill. Chunawala S. A. (2000) Commentary on Consumer behaviour. Mumbai: Himalaya Publishers.
Unit I
Definition, nature and scope of consumer behaviour; understanding consumers and market segments; consumer research. Environmental influences on consumer behaviour- culture, social class, social groups , family; personal influence and diffusion of innovation; Individual determinants of consumer behaviour- personality and self concept, learning and memory , attitudes , motivation and involvement, information processing. Consumer decision process- recognition, search, evaluation, purchasing, process, post purchase behaviour. Additional dimensions- modelling and researching consumer behaviour; o organisational buying behaviour, marketing communication and persuasion; marketing regulation.
Unit II
Unit III
Unit IV
Unit V
41
M4 Sales and distribution management.
The purpose of this paper is to acquaint the learner with concepts which will develop an aptitude and understanding to organize and manage sales force and marketing channels. This module should help in formulating sales and distribution policy. Still,Cundiff and Govoni (2002). Sales management: Strategies and cases. New Delhi: Prentice Hall of India. Jobber & Lancaster. (2004). Selling and sales management. Pearson Education. Coughlan , Sten & El-Ansary. (2001). Marketing channels. New Delhi: Prentice Hall of India. Kapoor & Kansal , (2003). Distribution management. New Delhi: Prentice Hall of India.
Unit I
Nature and scope of sales management, evolution of sales function, role and function of sales management; Types of sales function, sales force management, the personal selling process; Challenges in 21st century. Recruiting and selecting sales personnel, developing and conducting sales training program, compensation for sales force, motivation of sales force, sales organizations, and essential qualities of sales man. Designing territories, sales quota, beat, beat plan, sales budget, concept of primary, secondary; primary scheme, secondary scheme, supervisory style evaluation and control of sales personnel, effective selling. Concepts of marketing channels, functions and relationship with other departments within the organisation, types of channels , criteria for choosing channel, criteria for selection of channel members ( dealer / whole seller) Interface between sales force and channel, distribution objective and strategy, channel power and conflicts, channel design, evaluation of channel, changing scenario of distribution in India.
Unit II
Unit III
Unit IV
Unit V
42
M5 Retail management. In this course the learners will identify and understand the significance of retailing in the current business environment. They would also- identify the competition in the market and develop strategies for retailing business accordingly; identify significant characteristics of the end consumer, understand its significance for the retailing business and develop strategies accordingly; identify the paradigm shifts in retailing business with increasing scope of technology / e-business and develop strategies accordingly. Berman,B. and Evans, J.R. (2006) Retail Management, Pearson Education, New Delhi Gilbert, D. (2007) Retail Marketing Management, Pearson Education, New Delhi Bajaj,C., Tuli,R. and Srivastava, N.V. (2008) Retail Management, Oxford University Press, New Delhi Pradhan, S. (2007) Retailing Management, Tata McGraw Hill, New Delhi Bruce,M., Moore,C. and Birtwistle,G. (2008) International Retail Marketing, Elsevier, New Delhi
Reference books
Unit I Introduction to Retail-Definition, The Retail Environment, Characteristics and Functions of Retailing, Functions of Retailer, The Rise of Retailer. Retail in IndiaEvolution of Retail in India, Drivers of retail change in India, The size of retail in India, Traditional Retail Formats, Modern Retail Formats in India. Retailing in Rural India. Theories of Retail Development-Environmental theory, Cyclical theory, Conflict theory. Business Models in Retail, Concept of Life Cycle in Retail, Understanding the Retail Consumer, Retail Market Segmentation. Retail Franchising , Retail Store Locations-types of retail locations, steps involved in choosing in retail location, methods of evaluating a trading area. Basics of Retail Merchandising, The process of Merchandise Planning, Methods of Merchandise Procurement. Retail Pricing- elements of retail price, determining the price, retail pricing policies/strategies. Retail Promotion Strategy. Consumerism and ethics in retailing-Criticism of marketing activity, Product misuse and safety issues, Green issues. The future of retailing.
Unit II
Unit III
Unit IV Unit V
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Financial Management Electives
F1
Security analysis and portfolio management. The basic objective of the course is to acquaint the students in respect to the investment decisions related to financial assets, the risks and the returns involved, to make aware about the functioning of securities market alongside the theories and concepts involved in portfolio management. Bhalla, V.K. (2003). Investment Management: Security Analysis and Portfolio Management. 9/e. New Delhi: S. Chand & Co. Ltd. Chandra, Prasanna (2002). Investment Analysis and Portfolio Management. New Delhi: Tata McGraw Hill. Punithavathy, Pandian (2003). Security Analysis and Portfolio Management. New Delhi: Vikas Publishing House. Avdhani, V.A. (2003). Security Analysis and Portfolio Management. 6/e. Mumbai: Himalaya Publishing House. Fischer, Donald E. and Jordan, Ronald J. (2004). Security Analysis and Portfolio Management. New Delhi: Prentice Hall of India.
Unit I
Meaning, nature and scope of investment, types of investment, investment v/s speculation, investment process, sources of investment, Indian capital market. Various risk-diversifiable, non-diversifiable, CAPM, efficient frontier, capital market line, security market line Fundamental analysis, technical analysis, efficient market theory Basic valuation models, valuation of equity and bond Portfolio analysis, optimal portfolio construction, sharp portfolio optimization, portfolio revision, portfolio evaluation, classification of investment companies.
Unit II
Unit III Unit IV Unit V
44
F2 Income tax and tax planning.

To provide thorough knowledge of various concepts and their application relating to Income Tax Act 1961 with a view to integrating the relevance of this law with financial planning and management decisions. Modern Law Publications, 8, Hastings Road (near High Court) Allahabad-211001 Tax planning under Direct Taxes, Acharya Shuklenra & M.G. Gurtha. Tata MacGraw Hill Publishing Co. (P) Ltd., New Delhi Corporate Tax Planning , E.A. Srinivas. Orient Law House, Post Box No. 1094, Opp. High Court, Allahabad 211 101 Corporate Taxation A Hand Book , H.P. Ranina
V.K. Singharia and Dr. Kapil Singhania Direct Taxes Law & Practice, Taxmann Publications. Dr. V.K.Singhania and Dr. Monica Singhania , Corporate Tax Planning and Business Tax Procedure, Taxmann Publications.
Unit I
Unit II
Unit III
Unit IV Unit V
Introduction: The Income Tax Act 1961: Concepts and definitions. Determination of the Residential status and Incidence of Tax, Tax Free Incomes. Head of Income: Computation of Income from salaries, Income from house property, Profits and gains of business or profession, Capital gains and income from other sources. Clubbing of incomes, Set off and carry forward of losses. Deductions from gross total income. Calculation of taxable income of individuals, Hindu undivided families and companies. Tax Administration: Income tax authorities, Procedure for assessment, Deduction of tax at source. Appeals, Prosecution and Penalties. Tax Planning: Introduction, concepts of tax evasion and tax avoidance, Tax planning for individuals, HUF , firms and Companies.
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F3 Project appraisal and financing. Projects are non-recurring activities requiring a different set of skill for planning as compared to regular and operative activities. The course is aimed at developing understanding of project activities and relevant skills. Patel, B.M. (2000). Project Management: Strategic Financial Planning Evaluation and Control. New Delhi: Vikas Publishing House Pvt. Ltd. Chandra, P. (2005). Projects. New Delhi: Tata McGraw Hill. Wysocki, Robert K., Bick Robert and Crane David B. (2000). Effective Project Management. New York: John Wiley and Sons. Maylor, Harvey (2004). Project Management, 3/e. Pearson Education, New Delhi.
Note: There will be three evenly paced internal examinations as part of continuous evaluation. Each test would be after 10-13 hours of teaching. Unit I Project finance: Basics; project planning- ideas, preliminary feasibility and project identification; project cycle. Project Formulation, Analysis and Appraisal in the context of the requirements of all India Financial Institutions. Network Analysis: CPM, PERT. Financial Analysis and Appraisal: Coverage, Details of Capital Cost of the Project and Methods of Appraisal, Key Parameters considered by the Financial Institutions; Sensitivity Analysis, SEBI Guidelines on Issue Eligibility. Project Risks, Credit Risk Determination Model, Term Loan Pricing and Project Risk Management. Project Report and its Contents. Issues in project management- project audit, project monitoring and MIS, cost control, real time planning, intangibles; project report making; Development of an EXCEL BASED INTEGRATED FINANCIAL MODEL for a detailed financial feasibility study of any selected project.
Unit II
Unit III
Unit IV
Unit V
46
F4 Corporate Restructuring. To provide an understanding of all aspects of law and practical issues affecting and arising out of corporate restructuring. Majumdar A.K. and Kapoor G.K.Company law and Practice (2006) Taxmann. Krishna Murti Chandrashekhar and Vishwanath S.R. (2006). Mergers , Aquisitons and Corporate Restructuring, Saga Publication. P.Mohan Rao (2007). Mergers and Acquisitions , Deep and Deep Publication. Machiraju (2005). Mergers and Acquisitions , New Age Publishers. Varma D.C. (2006). Corporate Mergers and Takeovers . Bharat Publishing House. Vadapalli, Ravinderar (2007) Mergers, Acquisitions and Business Valuation, Excel Book publishing.
Unit II Unit III
Unit IV
Opening up of the economy, Global View, Indian scenario, Economic liberalization and Corporate Restructuring: Mergers, Acquisitions and Demergers, Objectives and Motivations. Mergers and Amalgamations, Search for a merger partner, Negotiations, Steps and formalities. Demergers: Divestitures, Spin off, Equity carved out, Split off, Split up, Reconstruction, Modes of Demerger, Tax aspects, Advantages and Procedure, Reverse merger: Requirements, Takeover by reverse bid. Valuation and Exchange Ratio, Modes of valuation, Fixing price for acquisition, Determination of share, exchange ratio on merger, Feasibility analysis for cash acquisition, Valuation practices in India, Funding of Merges and Acquisitions: Financing alternatives, Management buyouts, Leveraged Buy - Outs.
Legal and regulatory framework of M & A provisions of companys act 1956, Indian Income Tax Act 1961, Provisions of Competition Act. Accounting standard, and provision of other Acts.
Unit V
47
F5 Management Control System. This course aims to introduce the learners to the control sytems used in the organizations. It will help them to understand the implementation of the control systems to plan and control the performance of the organization. Anthony and Govindrajan, Manangement Control Systems Tata Mcgraw Hill. New Delhi Merchant Kenneth, Modern Management Control System (text and cases) Prentice Hall New Delhi Sharma Subhash, Management Control System Text and Cases Tata Mcgraw Hill New Delhi Tondon B.N. Practical Auditng. Sultan Chand and Sons. New Delhi Chandra Prasanna, Financial Management, Tata Mcgraw Hill. New Delhi
Unit I Unit II Management control system: evolution and introduction, characteristics and elements of MCS. Strategic planning and management control. Management control and operational control : goal congruence. Designing management control system attributes, meaning and implications, behavioural aspects. Responsibility centres - profit centres, expense centres, investment centres Performance evaluation for responsibility centres, responsibility accounting. Budgeting and reporting, bench marking and total cost management. Transfer pricing criteria for deciding transfer price, methods of transfer price ( market price based and cost price based ). Rewards and compensation: objectives and incentive plans. Performance measurement ( balance score card and G.E. measurement project ); New techniques of management control ( TQM, Business Process Reengineering, Enterprise Resource Planning, ABC, Value Added Analysis, MBO, Programme and Performance Budgeting); Audit for control : financial audit, internal audit, cost audit and management audit (principles and objectives)
Unit III
Unit IV
Unit V
48
Human Resources and Cross Cultural Management Electives
H1 Human resource development.
An organizations success is determined in large part by its people. It is essential that organization members have the knowledge, skills, and abilities (KSAs) needed to help the organization reach its goals. Given the rapid pace of change (e.g., technology, competition, workforce reduction), the KSAs employees need will also change. One important way to ensure that organizational members have the competencies to meet current and future job demands is through a set of systematic and planned activities known as Human Resource Development (HRD). Dayal, I. (1996). Successful applications of HRD. New Delhi, Concepts. Pareek, U and Rao, T.V. (1981). Designing and managing human resource systems. New Delhi, Oxford & IHB.
Reference books
HRD- concept, need, objectives; difference between HRD and traditional personnel function; HRD mechanisms, HRD culture-OCTAPACE; planning and designing HRD system; tasks of HRD department; role and qualities of HRD managers Performance appraisal-traditional and modern approaches, 360 degree feedback; potential appraisal-process and application; counseling and mentoring; career planning and counseling; giving and receiving feedback. Organisation development- concept, objective, process, limitations; various OD interventions-sensitivity training, grid OD, team building, transactional analysis, MBO, survey feedback and other OD interventions. Training and development- meaning, distinction between training and development, types; training process-training need assessment, design and development of training programs; training methods and skills, evaluation, essentials of effective training. Emerging HRD concepts- learning organisations, empowerment, quality circles, retention management, HRD audit and other related concepts; HRD in India, emerging trends and perspectives.
Unit II
Unit III
Unit IV
Unit V
49
H2 Industrial relations and legislations. This course is aimed at imparting students with advanced knowledge and skills of managing employee relations at places of work . Malik. P.L, Hand Book of Labour & Industrial Law, 10th Edition 2006. Sinha ,P.r.n, Industrial Relations Trade Unions and Labour Legislations, India, Pearson Education 2004 Monappa, Arun Industrial Relations New Delhi (Mc Graw Hill).2003
Note: There will be three evenly paced internal examinations as part of continuous evaluation. Each test would be after 10-13 hours of teaching. Unit I Introduction to Industrial Relations: Determinants of Industrial relations ; the role of state, trade unions and employees organization in Industrial relations; forms & trends of industrial unrest in India. Trade Unionism: Trade union structure, role and functions, problems of trade unions: politicalisastion, multiplicity and Intra and inter-union revelry; registration and recognition of trade unions; trends in Collective Bargaining and Negotiation. Employee empowerment and participative decision-making, Changing role of IR. Evolution of Labour Legislations in India: Industrial Disputes Act 1947: Preliminary Procedure, Powers and Duties of Authorities, Strikes, Lockout , Layoff and Retrenchment, Unfair Labour Practices. The Industrial Employment (Standing Orders) Act, 1946 Trade Unions Act 1926: Preliminary, Registration, Rights and Liabilities, Recognition of Trade Unions. Factory and Wage Legislations: Factories Act 1948: Preliminary, Healthy, Safety, Welfare and Working Hours. Welfare Legislations and Service: Workman Compensation Act 1923, Employees State Insurance Act 1948,
Unit II
Unit III Unit IV
Unit V
50
H3 /Sem IV Compensation Management This is an interesting course that would help learners to: Describe compensation strategies and their linkage to business strategies Explain how and why job analyses and evaluations are conducted Discuss external competitiveness and how market forces influence compensation Design compensation structures such as person-based and graded structures Take a well-reasoned position on the effectiveness of incentive plans and pay-for-performance Illustrate benefit options Discuss issues in executive and international compensation
Reference books
Milkovich, G. & Newman, J. (2005). Compensation (8th ed.). McGraw-Hill/Irwin.
Unit I Unit II Unit III
Conceptual and theoretical understanding of economic theory related to reward management; competitive imperatives: productivity, quality, service, speed, learning; Planning for improved competitiveness; diagnosis and bench marking, obtaining commitment; Determination of inter and intra-industry compensation differentials; internal and external equity in compensation systems; understanding tools used in designing, improving and implementing compensation packages; Compensation designs for specific type of human resources like compensation of chief executives, senior managers, R&D staff, etc.; understanding different components of compensation packages like fringe benefits, incentives and retirement plans; Compensation practices of multinational corporations and strategic compensation systems; statutory provisions governing different components of reward systems; working of different institutions related to reward system like wage boards, pay commissions.
Unit IV
Unit V
51
H4
Organisational change and development. This course is geared towards developing a better understanding of the challenges, techniques, burdens, and successes associated with initiating and implementing major changes within organizations. Therefore, the objective of the course is to prepare managers and their consultants to meet the challenges of organizational changes. Cummings, T. and Worley, C. (2004) Organizational Development and Change 8th Edition French and Bell (1999) Organizational Development: Behavioral Science Interventions for Organization Improvement Upper Saddle River New Jersey: Prentice Hall.
Note: There will be three evenly paced internal examinations as part of continuous evaluation. Each test would be after 10-13 hours of teaching. Unit I Unit II Unit III Unit IV Unit V Organization change - an overview; approaches to problem diagnosis; Major techniques of planned change Organizational structure and development, meaning and definition, OD in perspective, assumptions and values in OD Operational component of OD, characteristics and foundation of OD process OD interventions, structural and comprehensive intervention.
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H5 International human resources management. This module evaluates the political, economic and social factors that impact on international human resource management. It will focus on identifying the human resource challenges and opportunities that face multinational enterprises, evaluating international human resource management strategies and policies in various operational areas. International Human Resource Management-Peter J Dowling, Denice E Welch, Cengage Learning. International Human Resource Management, K Aswathappa, Sadhna Das, Mc Graw Hill Companies.
Reference books
Introduction to IHRM: Emergence, Models of IHRM-Matching model, Harvard Model, Contextual Model, 5P Model European Model, Models of HRM in Multinational Companies, Internationalization of HRM, Challenges of International Human Resource Management. Strategies for International Growth: Global integration- Differentiation, Mastering expatriation,limits of global integration. Responding to diversity, the challenges of localization. Managing alliances and joint ventures. Recruitment, Selection and Staffing in International context: International Managers- parent country nationals, third country nationals, host country nationals, different approaches to multinational staffing decisions, recruitment methods using head-hunters, cross-national advertising, erecruitment. Issues and challenges in international performance management, country specific performance management practices. Current scenario in international training and development, types of expatriate training, HCN training, Career Development, repatriate training. HRM practices in different countries- USA, UK, ,India and China.
Unit II
Unit III
Unit IV
Unit V
53
Tourism Management Electives

Code of course and semester Name of course What is the role of proposed learning in managing businesses? TO1 Sustainable Tourism Development.
Reference books
This course covers both issues and methods in planning for tourism development from the perspective of sustainable development. Sustainable development is generally defined as using resources to meet the needs of society today in such a way as to ensure the availability of resources to meet the needs of future generations. To accomplish this requires the application of many traditional public planning methods, with an emphasis on community participation and ecosystem management models. Sustainable Tourism A Marketing Perspective, Victor T.C. Middleton and Rebecca Hawkins Sustainable Tourism, Salah Wahab and John J. Pigram, Sustainable Development Economic and Policy, P.K. Rao Tourism Planning: An Integrated and Sustainable Development Approach, Edword Inskeep Tourism and Sustainability New Tourism in Third WorldMartin Mowforth, Lan Munt Eco-Tourism a Sustainable Option, Erlet Cater and Crwen Lowman
Unit II
Unit III
Unit IV Unit V
Sustainable Development Introduction, Concept, Definition, Dimensions. Types of Sustainability - Social, Economic, Environmental; Stockholm Conference 1972, Brundtland Commission 1987, Rio Declaration 1992, Agenda 21 for Travel and Tourism Industry, WSSD 2002; Global Warming & Sustainable Development. Sustainable Tourism- Meaning, Definition, Sustainable Tourism Planning, Sustainable Tourism Product Development; Benefit of Sustainable Tourism Development; Development and Design Standard, Tourist Facility and Quality Standards; monitoring Mechanism and Coping with Saturations; Globe 90 Conference, World Conference on Sustainable Tourism 1995; Berlin Declaration on Biological Diversity and Sustainable Tourism. Global Significance of Sustainable Tourism; Sustainable Tourism and Poverty Alleviation; Environmental Design and Land use Pattern (EIA, EIS, EMS); Setting up of Experience Objective Zones. Eco-tourism Concept, Definition, Importance; Qubec City Declaration 2002- Oslo Declaration 2007; Responsible Tourism. Sustainable Practices ISO 14000 Role of WTTC, UN-WTO, PATA, UNEP, IUCN; Sustainable Economy, Ecology Over Economics; Restructuring Sustainable Economy; Eco-friendly Practices Energy, Waste Management.
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TO2
Destination management.
The objective of this course is three fold:
To understand how destinations are chosen To know how destinations are created and managed To appreciate the roles of various organizations and their interactions
Dvaid Pike (2004), Destination Marketing Organisations, UK: Elsevier David Pike (2008), Destination Marketing, UK: Butterworth-Hinnemann Frank Howie (2003), Managing the Tourist Destination, London: Continuum. Ernie Heath and Geoffrey Wall (1992), Marketing Tourism Destinations, John Wiley and Son, Inc.
Tourism Destination: Definition, Concepts, and Perspectives. Destination Systems. Patterns of destination use, tourist behaviour. Determinants of destination choice. Destination Visioning, Destination Life Cycle, Destination Planning and Analysis- Planning Tools- carrying capacity, environmental audit. Destination Competitiveness. Typologies of Tourism Destination Historic-cultural, Tourist city, Villages, Resort, Protected Areas, Health/Wellness, Tourist Circuits. Destination Marketing: Understanding Travel Trends, Research and Evaluation, Destination Marketing Strategy and Plan, Destination Branding: cases of Incredible India, Gods Own Country, Go Goa, etc,. Destination Management Organisations (DMOs) and their role. Role of Stakeholders in destination image building. Promotion of destination through special eventscases. Strategic Issues in Destination Management: Global forces and impacts on destinations- safety and security, health, economic, accessibility. Critical success factors of destination management organisations, the future of tourism destination.
Unit II
Unit III
Unit IV
Unit V
55
TO3 Tourism and Hospitality Marketing. This course applies the general principles of marketing to the hospitality and tourism industries, comparing and contrasting the specifics of each field. The study provides a foundation for those specializing in the marketing of these services. Marketing research, consumer behavior, targeting and positioning are covered in depth. Pricing, distribution channels, principles of promotion, and product development are addressed as well. The study culminates with an outline for development of a marketing plan, preparing the learner for a comprehensively effective role in marketing management. Philip Kotler, John Bowen, and James Makens (2006). Marketing for Hospitality and Tourism, Prentice Hall/ Pearson Education, New Delhi. Morrison, A.M. 2002. Hospitality and Travel Marketing (3rd Edition). Delmar Thomson Publishing.
Reference books
Note: There will be three evenly paced internal examinations as part of continuous evaluation. Each test would be after 10-13 hours of teaching. Unit I Understanding Marketing and Marketing Process: Marketing Concepts, Nature and Scope of Marketing, Marketing Mix, Marketing Environment, Strategic Planning and Marketing Process. Tourist Behaviour, Business Markets and Buyer Behaviour, Market Segmentation Targeting and Positioning for competitive Advantage. Services Marketing Concepts, Definition, Characteristics, Services Marketing Mix. Service Quality and Service Gap Analysis Model. Market Targeting, Market Segmentation and Leisure Market. Identifying Market Segments and Selecting Target Market. Identifying & Developing Market Activities of Leisure Market. Marketing mix for travel and tourism. Managing the Product / Service, Product Decisions-Product Line, Product Mix, Product Life Cycle, New Product Development, Branding and Packaging Decisions. Pricing Tourism Products Pricing Considerations and Approaches, Pricing Strategies and Methods. Destinations & Attractions. Marketing the Small Tourism Business. Distribution Channel and Logistics Management-Channel Selection, Cooperation and conflict Management, Vertical Marketing System, Promotion Decision Promotion Mix : Advertising, Sales Promotion, Personal Selling, and Publicity.
Unit II Unit III
Unit IV
Unit V
56
TO4 Finance for tourism and hospitality. Finance for Tourism and Hospitality Industry will help the learners to understand fundamental concepts, develop solid financial analysis abilities, and apply them to comprehend and improve the operational performance of a hotel or restaurant. This includes developing the ability to perform all financial aspects of their position efficiently and correctly including.
Hospitality Financial Management Agnes L. DeFranco and Thomas W. Lattin, John Wiley & Sons Accounting and Financial Analysis in the Hospitality Industry by Jonathan A. Hales (Author) Butterworth-Heinemann publisher Financial management for the hospitality, tourism and leisure industries. Authors: Messenger, S., Shaw, H. Macmillan Press Ltd. ACCOUNTING ESSENTIALS FOR HOSPITALITY MANAGERS, By Chris Guilding Butterworth-Heinemann publisher
Reference books
Note: There will be three evenly paced internal examinations as part of continuous evaluation. Each test would be after 10-13 hours of teaching. Unit I Finance and Hospitality Industry: Introduction; key characteristics of financial issues in tourism and hospitality industry; financial reporting. Financial growth: need for capital, financial trend and schemes in hospitality industry. Financial Analysis; Performance measures used in hotel companies; Methods for predicting financial failure in the hotel industry; Operational analysis in hotels; Financial Planning; Statistical cost estimation and prediction in hotels; Risk assessment in capital investment; Risk and return analysis; Financial strategy formulation; Financial Information and Control; Identifying managers' information needs in hotel companies; Management control in the hospitality industry: behavioral implications; The use of accounting information in hotel marketing decisions; role of Financial Markets in Tourism and Hospitality Industry. Role of Mergers and Acquisitions in restructuring tourism and hospitality industry, identification of such cases and their analysis of financial success.
Unit II
Unit III
Unit IV
Unit V
57
TO5 Meetings, incentives, conventions and exhibitions.
Note: There will be three evenly paced internal examinations as part of continuous evaluation. Each test would be after 10-13 hours of teaching. Unit I The corporate sector and business traveler; incentive travel; Meetings, workshops, seminars and conferences; understanding trade fairs and exhibitions. Planning MICE; linkages with tourism; travel agency and hotel operations for business travelers. Convention management- Significance of convention and meeting business, site selection, convention centers, convention centers location, types of centers, centers environment, sponsors, marketing and promotion; Process of convention management, negotiations and contracts, design, printing and mailing of convention materials, on site management, administration, providing services and marketing, spot management, post convention meeting, evaluation, post convention behavior, benchmarking and post convention tasks. Purpose of exhibitions and trade shows, shows manager/ show organizer, show producer, exhibition solicitation and management, contractors attendees, exposition as a marketing tool, exposition or show manager, marketing research, developing a marketing plan. Tours operations business, incentive planners checklist, sample incentive programme.
Unit II
Unit III
Unit IV
Unit V
58
Financial Services Electives
FS1 Management of Commercial Bank Banking is the need of the day. Right from a common man from a village to a well established businessman needs the services of banking and insurance. Every person makes use of these services in its own way but it is important to understand the exact functioning of this sector so as to make efficient use of these services in managing the businesses properly. Maheshwari S.N., Banking law and Practice Bhole, L.M. (2004).Financial institutions and markets. Tata McGraw-Hill , New Delhi
Reference books
Unit 1 Unit 2 Unit 3 Unit 4 Unit 5
Fundamentals of Banking, Evolution of universal banking: nature, structure, forms, working and its relevance to financial sector. Important Banking Regulations: Banking regulation Act 1949, RBI Act1934; KYC (know your customers); BASEL norms. Payment Instruments; payment systems; cash management services; and ALM. Corporate banking and Retail banking (retail deposits and retail lending such as Housing Loans, Auto loans, Personal loans, educational loans etc) Micro finance; banking frauds; challenges and recent development in Banking Industry such as restructuring etc.
Code of course and semester Name of course What is the role of
FS-2 Wealth Management Giving an insight into the perspectives, principles and practices of personal financial planning industry.
59
proposed learning in managing businesses?
Examining the present status and developments that are taking place in the personal financial planning industry and developing an integrated knowledge for application of personal financial planning process in an understandable, step-by-step format. Harold R. Evensky ,Wealth Management: The Financial Advisor's Guide to Investing and Managing Your Client's Assets, McGrawHill; 1 edition 1996 Deena B. Kat and Deena Katz on Practice Management: For Financial Advisers, Planners, and Wealth Managers Bloomberg Press; 1st edition 1999 Jack R Kapoor, Les R Dlabay and Robert J Hughes, personal finance , McGrawHill/Irwin; 8 edition 2005 Arthur J. Keown, Personal Finance: Turning Money into Wealth and Student Workbook, Prentice Hall; 4th edition 2006
Reference books
Unit I
Fundamentals of Personal Financial Planning. Behavioural Aspects of Personal Finances. Anthropology of Wealth. Financial Aspects of Career Planning. Risks in Personal Financial Planning. Marketing Strategies for Wealth Management Services. Personal Financial Planning Process. Money Management Strategy: Recognising relationship among financial documents and money management activities; creating a system for maintaining personal financial records; developing personal financial statements; Creating and implementing budget etc.
Unit II
Unit III Unit IV Unit V
Purchasing Decisions. Personal Debt Management Strategy. Personal Investment Strategy. Personal Risk Planning and Creating Emergency Funds. Retirement Planning. Estate Planning. Tax Planning, including Compensation Planning and Capital Gains Planning. Planning for Special Situations like Higher Education, Daughters Marriage etc.
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FS-3 Risk Management To provide a fair understanding of derivative instruments, their markets and their application as risk management strategies. Chance, Don M. (2007) Analysis of Derivatives for CFA Program, Published by AIMR (association for Investment Management and Research). Swaroop, Satya and Mishra, Bishnupriya (2007) Financial Derivatives, Excel Books Publishing. Parasuraman, N.R. (2008) Fundamental of Financial Derivatives, Wiley Precise Text Book Hull, John C. (2003) Options, Futures and other Derivatives, Tata Mc.Graw Hills Publishing House.
Reference books
Unit I
Unit II Unit III Unit IV Unit V
Risk Management: Introduction, types of risks, managing market risk, managing credit risk, managing other risks faced by an organization. Best practices in risk management. Derivative market and its instruments: types of derivatives, and the role of derivative market in India. Forward and Future Markets and Contracts: Introduction, types of contracts, and pricing and valuation of forward and future contracts. Option Markets and Contracts: introduction, types of contracts, principal of option pricing, discrete and continuous option pricing models. Swap Markets and Contracts: Introduction, types and pricing and valuation of swaps, credit risk and swaps, and role of swap markets.
FS 4 Management of financial Services This course aims at introducing to learners the nuances of dealing with various financial institutions in the country. An understanding of the role and working of these institutions would help a manager to better utilise the
61
financial options available to him/ her. Pedagogical approach Reference books Lectures and cases Bhalla, V.K. (2001) Management of Financial Services. New Delhi: Anmol. Srivastava, R.M. and Nigam, D. (2003). Management of Indian Financial Institutions. Mumbai: Himalaya Publishing House. Ennew, C., Watkins, T. and Wright, M (1990). Marketing of Financial Services. New York: , Heinemann Professional Publishing.
Financial services overview; Business and marketing strategies for financing companies. Fee based services: Issue management, Corporate advisory services, mutual funds, and asset securitization. Fund based services: leasing and higher purchase, housing finance, credit cards, venture capital, factoring, forfeiting and bill discounting. Insurance services: life products and non-life products. Broking services. Credit rating and credit information bureau; role and working of commodity exchanges.
FS 5 International Corporate Finance This course aims at introducing to learners the nuances of dealing with various financial institutions in the country. An understanding of the role and working of these institutions would help a manager to better utilise the financial options available to him/ her. Lectures and cases
Pedagogical approach Reference books
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International settlement of payments, Global financial markets, International flow of funds: BoP. Forex markets: Quotes, operations, and rate determination, exchange rate forecasting. Euro currency markets, forex risk management, transaction exposure, translation exposure, economic exposure. Sourcing long term and short term financing: ADRs and GDRs; debt financing ECBs, medium term notes, bonds. International investment appraisal, International portfolio management: glbal diversification and investment portfolio; Issues and challengs in international finance.
FS 6 Management of Insurance This course aims at introducing to learners the nuances of dealing with various financial institutions in the country. An understanding of the role and working of these institutions would help a manager to better utilise the financial options available to him/ her. Lectures and cases .
Pedagogical approach Reference books
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Unit 1
Introduction to Insurance industry, Status, prospects and structure of insurance business; Regulatory Norms, Role and structure of IRDA, Management of Risk, Insurance as intermediaries in risk. Life insurance business: principles, products, product pricing, and product innovations. Actuarial analysis. Capital structure of life insurance. General Insurance Business: status, prospects, principles, and its structure. Miscellaneous general insurance policies. Health insurance and TPAs: its products, pricing and innovations in general insurance. Performance analysis of insurance business and insurance marketing. Reinsurance business and strategies.
Unit 2 Unit 3 Unit 4 Unit 5
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Regulation for PGDM (SS) Programme

Seats and reservation

Minimum number of classes per week/per paper

S-101 S-102 S-103 S-104 S-105 S-106 S-107 S-108 S-109

S-201 S-202 S-203 S-204 S-205 S-206 S-207 S-208 S-209

3 3 3 3 3 3 3 3 3 Total Semester III

S-301 S-302 S-303 S-304 S-305

100 100 100 100 100

S-306 S-307 S-308 S-309

100 100 100 100 900

S-401 S-402 S-403 S-404 S-405

100 100 100 100 100 500 3200

List of elective courses

100 100 100 100 100 100

100 100 100 100 100

100 100 100 100 100

TO1 TO2 TO3 TO4 TO5

100 100 100 100 100

100 100 100 100 100 100

Annexure B Evaluation policy

Hours per week

S-101/ Sem I Management Concepts and Organization Behavior

S-105/ Sem I Marketing management.

Hours per week

Unit II Unit III

Hours per week

S-303/ Sem III Strategic management.

S-304/ Sem III Business ethics and corporate social responsibility.

S-309/ Sem III Summer training project

Course Code S-401 S-402 S-403 S-404 S-405

Hours per week

100 100 100 100 100 500

Marketing Management Electives

Unit II Unit III Unit IV

M4 Sales and distribution management.

Financial Management Electives

Unit III Unit IV Unit V

F2 Income tax and tax planning.

Unit II Unit III

Human Resources and Cross Cultural Management Electives

H1 Human resource development.

Unit III Unit IV

Milkovich, G. & Newman, J. (2005). Compensation (8th ed.). McGraw-Hill/Irwin.

Unit I Unit II Unit III

Tourism Management Electives

The objective of this course is three fold:

Unit II Unit III

TO5 Meetings, incentives, conventions and exhibitions.

Financial Services Electives

Unit 1 Unit 2 Unit 3 Unit 4 Unit 5

Code of course and semester Name of course What is the role of

proposed learning in managing businesses?

Unit III Unit IV Unit V

Unit II Unit III Unit IV Unit V

Unit 1 Unit 2 Unit 3 Unit 4 Unit 5

Pedagogical approach Reference books

Unit 1 Unit 2 Unit 3 Unit 4 Unit 5

Pedagogical approach Reference books

Unit 2 Unit 3 Unit 4 Unit 5

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