Syllabus MBA (Gen)

Master of Business Administration Programme Code: MBA Duration 2 Years Full Time
Programme Structure And Curriculum & Scheme of Examination 2011
AMITY UNIVERSITY
MADHYA PRADESH
PREAMBLE
Amity University aims to achieve academic excellence by providing multi-faceted education

to students and encourage them to reach the pinnacle of success. The University has designed a system that would provide rigorous academic programme with necessary skills to enable them to excel in their careers. This booklet contains the Programme Structure, the Detailed Curriculum and the Scheme of Examination. The Programme Structure includes the courses (Core and Elective), arranged semester wise. The importance of each course is defined in terms of credits attached to it. The credit units attached to each course has been further defined in terms of contact hours i.e. Lecture Hours (L), Tutorial Hours (T), Practical Hours (P). Towards earning credits in terms of contact hours, 1 Lecture and 1 Tutorial per week are rated as 1 credit each and 2 Practical hours per week are rated as 1 credit. Thus, for example, an L-T-P structure of 3-0-0 will have 3 credits, 3-1-0 will have 4 credits, and 3-1-2 will have 5 credits. The Curriculum and Scheme of Examination of each course includes the course objectives, course contents, scheme of examination and the list of text and references. The scheme of examination defines the various components of evaluation and the weightage attached to each component. The different codes used for the components of evaluation and the weightage attached to them are: Components Case Discussion/ Presentation/ Analysis Home Assignment Project Seminar Viva Quiz Class Test Attendance End Semester Examination Codes C H P S V Q CT A EE Weightage (%) 05 - 10 05 - 10 05 - 10 05 - 10 05 - 10 05 - 10 10 - 15 05 70
It is hoped that it will help the students study in a planned and a structured manner and promote effective learning. Wishing you an intellectually stimulating stay at Amity University. July, 2011
PROGRAMME STRUCTURE
FIRST SEMESTER Course Course Title Lecture (L) Hours Per Week 3 3 3 2 3 3 3 1 1 Tutorial (T) Hours Per Week Practical /Field work (P) Hours Per Week 2 2 2 2 2 Total Credits Page No.
MBA101 MBA102 MBA103 MBA104 MBA105 MBA106 MBA107 MBA142 MBA143
Organization Behaviour Accounting for Management Economic Analysis Marketing Management Information Technology for Managers Quantitative Techniques in Management Legal Aspects of Business Business Communication I Behavioural Science I TOTAL
4 4 4 3 3 4 3 1 1 27
SECOND SEMESTER
MBA201 MBA202 MBA203 MBA204 MBA205 MBA206 MBA207 MBA208 MBA242 MBA243 MBA244 MBA245 MBA246 MBA247 MBA248 Human Resource Management Financial Management International Business & Practices Marketing Research Operations Management Management Science Knowledge Management Managerial Competency & Career Development (Non-Credit course) Business Communication II Behavioural Science II Foreign Language II French German Spanish Japanese Chinese TOTAL 3 3 2 3 3 2 3 1 1 1 2 2 2 2 2 2 1 4 4 3 4 4 3 3 1 1 2
29
SUMMER INTERNSHIP (8 -10 WEEKS) THIRD SEMESTER

MBA301 MBA302 Strategic Management 3 Managing Excellence (Non Credit 1 Course) MBA342 Business Communication III 1 MBA343 Behavioural Science III 1 Foreign Language III 2 MBA344 French MBA345 German MBA346 Spanish MBA347 Japanese MBA348 Chinese MBA350 Summer Internship (Evaluation) ELECTIVE (Any six courses out of any two programmes in a combination of 4+2 or 3+3) ENTREPRENEURSHIP & LEADERSHIP MBA303 Entrepreneurship Process & Behaviour 2 2 MBA304 Innovation in Business & Enterprise 2 2 MBA305 Evaluating Business Opportunities 2 2 3 1 1 2
3 3 3
MBA306
Emerging Business Sectors & Technologies FINANCE & ACCOUNTING MBA307 Cost and Management Accounting MBA308 Project Planning, Appraisal & Control MBA309 International Finance MBA310 Management of Financial Services MBA311 Security Analysis & Portfolio Management HUMAN RESOURCE MBA312 Industrial Relations & Labour Laws MBA313 Organizational Change & Development MBA314 Performance & Competency Management MBA315 Talent Acquisition & Development MBA316 Strategic Human Resource Management INTERNATIONAL BUSINESS MBA317 International Trade Finance MBA318 International Commodity Management MBA319 International Economics & Policy MBA365 International Trade Procedures & Documentation MBA366 Foreign Exchange Management INSURANCE MANAGEMENT MBA367 Application of General Insurance MBA368 Life Insurance Underwriting & Claims MBA369 Regulatory Framework of Insurance MBA370 Risk Management & Insurance INFORMATION TECHNOLOGY MBA371 Business Process System MBA372 Management of Software Projects MBA373 Decision Support & Business Intellegence Systems MBA374 Service Oriented Architecture & IT Service Management MBA375 Web-enabled Business Processes MARKETING & SALES MBA376 Consumer Behaviour MBA377 Distribution &Logistics Management MBA378 Sales Management MBA379 Product & Brand Management MBA380 Rural Marketing OPERATIONS MANAGEMENT MBA381 Management of Technology & Innovation MBA382 Supply Chain Management MBA383 Project Management MBA384 Manufacturing Competitiveness MBA385 Total Quality & Competitive Advantage RETAIL MANAGEMENT MBA386 Fundamentals of Retailing MBA387 Merchandising Management MBA388 Retail Supply Chain & Logistics Management MBA389 Franchising in Retailing MBA390 Retailing of Insurance Products & Financial Services
2 2 2 2 2
2 2 2 2 2
3 3 3 3 3
2 2 2 2 2
2 2 2 2 2
3 3 3 3 3
2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2
2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2
3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3
2 2 2 2 2
2 2 2 2 2
3 3 3 3 3
TOTAL
34
FOURTH SEMESTER
MBA401 Management in Action Social, 3 1 4 Economic & Ethical Issues MBA442 Business Communication IV 1 1 MBA443 Behavioural Science IV 1 1 Foreign Language IV 2 2 MBA444 French MBA445 German MBA446 Spanish MBA447 Japanese MBA448 Chinese MBA455 Dissertation (Commencing Sem III) 9 ELECTIVE (Any six courses out of any two streams (same as in Sem III) in a combination of 4+2 or 3+3) ENTREPRENEURSHIP & LEADERSHIP MBA402 Managing Corporate Entrepreneurship 2 2 3 MBA403 Family Business Management 2 2 3 MBA404 Small Business Management & 2 2 3 Strategies MBA405 Financing New Ventures & Businesses 2 2 3 FINANCE & ACCOUNTING MBA406 Corporate Tax Planning 2 2 3 MBA407 Financial Engineering 2 2 3 MBA408 Management of Financial Institutions 2 2 3 MBA409 Strategic Financial Management 2 2 3 MBA410 Commercial Banking 2 2 3 HUMAN RESOURCE MBA411 Compensation & Reward Management 2 2 3 MBA412 Measurement in Human Resource 2 2 3 MBA413 Global Human Resource Management 2 2 3 MBA414 Organizational Design & Structural 2 2 3 Processes MBA415 Managerial Counselling 2 2 3 INTERNATIONAL BUSINESS MBA416 MBA417 Foreign Trade Policy International Supply Chain Management MBA418 International Cross Culture & Diversity Management MBA419 Global Outsourcing: Issues & Perspective MBA465 Global Business Operations INSURANCE MANAGEMENT MBA466 Commercial Insurance Underwriting & Operations MBA467 Insurance Accounts & Fund Management MBA468 Insurance Marketing & Client Management MBA469 Product Development & Pricing INFORMATION TECHNOLOGY MBA470 System Analysis & Design MBA471 Enterprise Management MBA472 Information Security & Risk Management MBA473 Marketing of IT Solutions MBA474 Software Quality Assurance MARKETING & SALES MBA475 Advertising & Sales Promotion MBA476 Customer Relationship Management 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3
MBA477 Industrial Marketing MBA478 International Marketing MBA479 Marketing of Services OPERATIONS MANAGEMENT MBA480 Service Operations Management MBA481 Operations Strategy MBA482 Lean Six Sigma MBA483 Facility Planning & Total Productive Maintenance MBA484 Process Analysis & Theory of Constraints RETAIL MANAGEMENT MBA485 Mall Dynamics & Real Estate Management MBA486 Visual Merchandising & Space Planning MBA487 Retail Sales & Category Management MBA488 Retail Branding & CRM MBA489 E-Retailing TOTAL
2 2 2 2 2 2 2 2
2 2 2 2 2 2 2 2
3 3 3 3 3 3 3 3
2 2 2 2 2
2 2 2 2 2
3 3 3 3 3 35
Notes: 1. For non-credit courses, evaluation will be done but no credit units will be assigned. They will be reflected in the grade sheet with result as satisfactory or Unsatisfactory. 2. In semester III & IV, a student can opt for one course of BSI/ EMC 2 either as an alternative to one of the elective courses or as an additional course. In case these are taken as an alternative to an elective course, each of these courses will have 4 credit units and if taken as an additional course, then each will be treated as non-credit course.
Curriculum & Scheme of Examination

ORGANIZATION BEHAVIOUR
Course Code: MBA 101 Course Objective:
To help the students gain knowledge about the functions and responsibilities of the manager and to provide students an understanding of Human Behaviour in organizations at individual, group and organizational level so as to enhance their managerial effectiveness.
Credit Units: 04
Course Contents:
Module I: Introduction to Self and Management The Transactional Analysis, Managing and Managers, The Challenges of Management, The Practice and Study of Management, Schools of Management Module II: Individual Learning, Perception, Personality, Conflict Management, Motivation and Job Performance Module III: Individual in the Group Group Processes, Introduction to team, Leadership, Power and Politics Module IV: Individual in the Organization Organizational Structure, Organizational Design, Organizational Culture
Examination Scheme:
Components Weightage (%) CPA 5 TP 5 Q/S 5 A 5 ME 10 EE 70
Text & References:

Greenberg, J. & Baron, R.A. (2005), Behaviour in Organizations, Pearson Education. John W. Newstrom and Keith Davis, (1993), Organizational Behaviour: Human Behaviour at Work, Tata McGraw Hill, New Delhi Luthans, F. (2005), Organizational Behaviour, McGraw Hill International Edition. R. D. Agarwal, (1995), Organisation and Management, Tata McGraw Hill, New Delhi Robbins, S.P. (2005), Organizational Behaviour,(11th Edn.), Prentice Hall India. Schermerhorn, J.R. Jr.; Hunt, J.G. & Osborn, R.N. (1985), Managing Organizational Behaviour, John Wiley & Sons. Srivastava, S. (2000), Organizational Behaviour, Galgotia Publications.
ACCOUNTING FOR MANAGEMENT

Participants in this course will develop the essential ability of all managers, to use complex accounting information as a platform for decision-making. As the course unfolds, participants will build an increasingly sophisticated level of understanding of the language of accounting and its key concepts. In addition the course develops skills in interpreting earnings statements, balance sheets, and cash flow reports. This ability to analyze financial statements will enable participants to deal more effectively with strategic options for their businesses or business units.
Credit Units: 04
Course Contents:
Module I: Accounting Basics Introduction, Foundations, Accounting policies, Accounting and management control, Branches of accounting, Recording of transactions and classification, Trial Balance & Errors, Cash book Module II: Final Accounts Preparation, Adjustments, Analysis, Depreciation Accounting, Reserves & Provisions. Form and contents of financial statements with reference to Indian Companies Act. Module III: Financial Statement Analysis Relation and Comparison of Accounting data and using financial statement information, Ratio Analysis, Cash flow analysis. Determination of Existing and future capital requirement. Module IV: Cost Accounting Elements of cost, Cost Classification and Allocation, Cost Sheet Module V: Management Accounting Emergence of Management Accounting, Marginal Costing and Cost Volume Profit Analysis, Budgeting & Variance Analysis.
Examination Scheme:
Text & References:

Bhattacharya, S.K. and Dearden, J ( 2006),Accounting for Management, Vikas Publishing House Narayanaswamy R (2005),Finanacial Accounting A Managerial Perspective, Prentice Hall of India. Maheshwari S N and S K Maheshwari (2006), Accounting for Management, Vikas Pub. House. Tulsian, P.C (2006),Financial Accounting, Tata McGraw Hill. Banerjee, A (2005), Financial Accounting, Excel Books. Ghosh,T.P (2005), Fundamentals of Management Accounting, Excel Books
ECONOMIC ANALYSIS
Course Code: Course Objective:
To familiarize the students with theoretical concepts of modern Economic Analysis so that they can use these as inputs in managerial decision making process. Emphasis would be laid on the understanding of key economic variables both at micro and macro level which influence the business operations and strategies of the firm and the business environment under which they operate.
MBA 103
Credit Units: 04
Course Contents:
Module I: Theory of Demand and Supply Nature and scope of economic analysis: its relevance for managerial decision making, Demand analysis: nature of demand for a product- individual demand and market demand, demand by market segmentation. Demand function and determinants of demand. Supply function: determinants of supply of a product, law of supply. Elasticity of supply. Concept of elasticity of demand- income, cross, price and advertizing elasticity. Theorems on the price elasticity of demand. Applications of the concept of price elasticity of demand in business decisions. Demand forecastingneed for forecasting and techniques of forecasting. Cost concepts: costs relevant for management decision making. Economies of scale: internal and external. Cost function: cost and output relationship. Module II: Theory of Production and Cost Production analysis: Production function-neo-classical, Cobb- Douglas, Leontief. Least cost combination of inputs for a firm. Concept of an isoquant-smooth curvature and right angle. Returns to scale and returns to a factor. Expansion path of a firm. Cost Analysis: Cost relevant for management decision making. Economies of scale: Cost Function: Cost and output relationship. An Analysis of the Objectives of a Business Firm: Profit Maximization Model, Baumouls Sales Maximization Model, Marriss Model of Managerial Enterprise Williamsons Model Of Managerial Discretion. Module III: Market Structure: Price and Output Decisions Pricing and Output decisions Perfectly Competitive and Monopoly Market Pricing and Output DecisionsUnder Monopolistically Competitive Market- Product Differentiation; Price Discriminating Monopolist; Models of Oligopolistic Market: Price Rigidity The Kinky Demand Curve Model Interdependence - The Cournot Model, Price Leadership Models, Cartels and Collusion. Module IV: Macro Economics Analysis Economic Policy and Analysis: Macro Economic Variables and Functional Relationships. Business Environment: Factors Influencing the Business Environment. National Income Analysis. Models of Circular Flow of Money-Incorporating Savings Investment, Foreign Trade and Government Sector. Consumption Function, Saving Function and investment Function. Concepts of Investment Multiplier. Factors Influencing Consumption Function. Demand and Supply of Money: Transaction, Precautionary and Speculative Demand for Money; Liquidity preference function; Components of Money Supply. Business Cycles: An Analysis of Fluctuation in the level of Economic Activity. Phases of Business Cycles. Inflation and Deflation: Demand Pull and Cost Push Inflation. Impact of Inflation . Analysis of Policies to control inflation. Deflation. Monetary Policy: Objectives of Monetary Policy. Function of Central Bank. Credit Policy and its implications on the Corporate Sector. Fiscal Policy: meaning, objectives and impact on economy. Money Market, Capital Market and Foreign Exchange Market.
Examination Scheme:
Text & References:

Gupta, G.S. (2006), Managerial Economics, Tata McGraw Hill Peterson, H.C and Lewis, W.C. (2005), Managerial Economics, Prentice Hall of India R Ferguson, R., Ferguson, G.J and Rothschild, R. (1993) Business Economics, Macmillan India. Chandra, P.(2006), Project: Preparation, Appraisal, Implementation and Review, Tata McGraw Hill.
MARKETING MANAGEMENT
The objective of this course is to provide the students exposure to modern marketing concepts, tools, and techniques, and help them develop abilities and skills required for the performance of marketing functions.
Credit Units: 03
Course Contents:
Module I: Understanding Marketing in New Perspective Fundamentals of Marketing, Customer Value and Satisfaction, Customer Delight, Conceptualizing Tasks and Philosophies of Marketing Management, Value Chain, Scanning the Marketing Environment, Marketing Mix Elements, Difference between marketing and Selling, Relationship marketing, Social marketing, Strategic Planning in marketing, formulating the marketing plan. Module II: Analyzing Consumers & Selecting Markets The factors influencing consumer behavior. The stages in the buying process, the buying decision making process, factors effecting the buying decision., Market Segmentations, Levels of Market Segmentations, Patterns, Procedures, Requirement for Effective Segmentation, Evaluating the Market Segments, Selecting the Market Segments, Tool for Competitive Differentiation, Developing a Positioning Strategy. Module III: Managing Product & Pricing Strategies Classification of products, New Product development, stages of product development, Adoption process, Product mix decisions and line management, Length, width and depth of a line, line analysis, and brand management, product life cycle, stages in lifecycle and factors affecting each stage, Managing product life cycles. Setting the price, adapting the price, initiating and responding the price changes, Module VI: Designing: Managing the Integrated Communication Channel functions and flows. Channel design decisions. Channel management decisions. Channel dynamics; vertical horizontal and multi channel marketing systems. Market Logistics decisions. Effective Communication, Integrated Marketing Communication, Marketing Communication Process, Promotion mix, Advertising, Personal Selling, Sales Promotion and Publicity and Public Relations, Direct Marketing, Module V: Emerging Trends in Marketing An Introduction to Internet Marketing, Multi Level Marketing, E-Marketing, Green Marketing, Event Marketing, Types of Events, Sponsorship, Cause Related Marketing, Marketing for Non Profit Organizations Marketing Strategies for Leaders, Challenges, Followers and Nichers
Examination Scheme:
Text & References:

Kotler, Keller, Koshy, Jha, (2008), Marketing Management A South Asian Perspective, Pearson India Pvt. Kurtz, (2008) Principles of Marketing, Cengage Learning, India, S. Neelamegham, (2009), Marketing In India,Vikas publishing house, Biplo Bose, (2008), Marketing Management, Himalaya Publishing House. Paul Baines, Chris Fill, Kelly Page, (2009), Marketing, Oxford University Press Winner (2009), Marketing Management, Pearson India Pvt. William L. Pride and O.C. Ferrell, (1993) Marketing Concepts and Strategies, Boston, Houghton Mifflin. Czinkota and Kotabe, ( 2007) Marketing Management, Cengage Learning, India Evans, (2008), Marketing Management, Cengage Learning,India Rajan Saxena, (2010) , Marketing Management,Tata McGraw Hill
INFORMATION TECHNOLOGY FOR MANAGERS

This course will expose students to developments in computer technology and understand the working of a computer system. It will introduce end-user computing and build skills in using IT and understanding various technologies like internet, telecom, DBMS concepts, e-commerce etc. The course will expose the students to the latest trends in computer.
Credit Units: 03
Course Contents:
Module I: Modern Computer Systems Evolution of Computer Systems, Input, output and storage technologies, Computer Assisted Control and Automation, (e.g. Delhi Metro , Digitally Controlled Car engines etc.), Computer Controlled Biometric/RFID based Access Control , Contemporary hardware and software platforms(Open Source, Web Software etc.), Storage of Data Resources Module II: Data Resource Management Introduction to DBMS, Benefits of DBMS over traditional file system, Types of DBMS, Application of DBMS using MS-ACCESS / ORACLE as a tool for understanding of DBMS concepts. SQL Query handling, Forms, Concept of Data Warehouses and Data Marts, Introduction to Data Centers. Storage Technologies and Architecture (DAT, NAS, SAN etc. ). Live examples of storage strategies of companies like Google, Amazon Wal-Mart dealing with storage crisis Module III: Telecommunications and Computer Networks Networked Enterprise :- Components, Types of networks, Advantages of Network Environment, Business Uses of Internet, Intranet and Extranet, Web 2.0/3.0, Distributed/Cloud/Grid Computing, GSM & CDMA, GPRS ,3G & 4G technologies, VOIP and IPTV. Module IV: Electronic Commerce Systems Introduction to e-Commerce and M-Commerce, Advantages and Disadvantages of each. Concept of B2B, B2C, C2C , with examples. Concept of Internet Banking and Online Shopping, Electronic Payment Systems. Project Discussion:- Development of e-commerce store (Web Site Development, Internet Publicity, Payment Gateway, Packaging & Delivery , After Sales Support) . Module V: e-governance Concept of e-governance, World Perspective, Indian Perspective, Technologies for e-governance, e-governance as an effective tool to manage the countrys citizens and resources, Advantages and Disadvantage of Egovernance, E-governance perspective in India. Discussion on MCA21 Project, Bhoomi etc. . Module VI: Security Management The Information Security, System Vulnerability and Abuse, Security Threats (Malicious Software, Hacking etc.) and counter measure. Definition of Cyber Crime and Types. Antivirus, Firewalls, Anti-Spyware, Security Audit, Discussion on Overview of IT-ACT 2000.
Examination Scheme:
Text & References:

Norton P (2010), Introduction to Computers, Tata McGraw-Hill Potter T (2010), Introduction to Computers, John Wiley & Sons (Asia) Pvt Ltd Morley D & Parker CS (2009), Understanding Computers Today and Tomorrow, Thompson Press Jawadekar, WS (2009); Management Information System; Tata Mc Graw Hill Mclead R & Schell G (2009), Management Information Systems; Pearson Prentice Hall OBrein, JA (2009); Introduction to Information Systems; Tata Mc Graw Hill
QUANTITATIVE TECHNIQUES IN MANAGEMENT

The aim of this course is to develop the understanding of various statistical tools used for decisions making and how each applies to and can be used in the business environment using contemporary software.
Credit Units: 04
Course Contents:
Module I: Introduction Application of Statistics in Business; Classification of Data; Interpretation of computer output of diagrammatic and graphical presentation of data, measures of central tendency, measures of dispersion and skewness. Module II: Probability and Probability Distributions Concepts of Probability, Probability Rules, Probability of an event under condition of Statistical Independence and Statistical dependence, Bayes Theorem; Probability Distributions: Mean or Expected value of random variable, Variance and Standard Deviation of random variables; Binomial Probability Distribution, Poisson Probability Distribution and Normal Probability Distribution. Module III: Sampling and Sampling Distribution Sampling: Basic Concept, Types of Sampling Errors and Precautions, Parameter and Statistic, Sampling Distribution of the mean, Sampling distribution of proportion, Estimation point estimation, Interval Estimation of the mean - known & unknown cases, interval estimation of the proportion, determining of sample size for estimating population mean , determination of sample size for estimating proportion p. Module IV: Tests of Hypothesis Null and Alternative hypothesis, One-Tailed and Two-Tailed tests of hypothesis, Type I and Type II error, population mean : known, population mean : unknown, population proportion, rejection rule using p Value approach, rejection rule using critical value approach. Hypothesis Testing to compare two populations: Test for two population means (Independent Samples), Tests for two population means (Dependent Samples), Tests for two population proportions (Independent Samples), Tests for two population variances (Dependent Samples), Ftest, Interpretation of computer output of ANOVA, Chi Square Test Module V: Forecasting Techniques Correlation - Karl Person, Spearmans Rank methods, Regression Analysis Estimated regression equation, least squares method, coefficient of determination, interpretation of computer output for Regression, Time Series Analysis- Variation in Time Series, Numerical application of trend analysis.
Examination Scheme:
Text & References:

Anderson D.R; Sweeny D.J, Williams T.A (2002), Statistics for Business and Economics, Cengage learning. Kazinier L.J., & Pohl N.F. (2004), Basic Statistics for Business and Economics, New York: McGraw Hill. Levin Richard I. & Rubin David S.(1998), Statistics for Management, Pearson Education India Stephen .K.C. (2002), Applied Business Statistics: Text, Problems and Cases. New York: Harper and Row. Sharma, J.K. (2007), Business Statistics, Pearson Education India.
LEGAL ASPECTS OF BUSINESS

To give insight to various Legal Aspects of Business so that the students are able to interpret the provisions of some of the important laws and apply the same in commercial and industrial enterprises.
MBA 107
Credit Units: 03
Course Contents:
Module I: Indian Contract Act, 1872 Nature and kinds of Contracts, Concepts related to offer, Acceptance and Consideration, Principles Governing Capacity of Parties and Free Consent, Legality of Objects, Performance and Discharge of Contract, Breach of Contract and its Remedies,Special contracts of Bailment and Pledge, Indemnity and Guaratnee, Contract of Agency. Module II: Sale of Goods Act, 1930 Sale and Agreement to Sell, Hire Purchase Pledge Mortgage Hypothecation Lease.Goods Different types of Goods, Passing of Property in Goods, Conditions and Warranties, Doctrine of Caveat emptor, Rights of an unpaid Seller. Module III: Negotiable Instruments Act, 1881 Meaning of Negotiability and Negotiable Instruments Cheques Bill of Exchange and Promissory Note Crossing of Cheques Endorsement Dishonour of Cheques. Module VI: Company Law Companies Act, 1956-Meaning and types of companies, Formation of a company, Memorandum and Articles of Association, Share Capital and Shareholders, Prospectus and Issue of Shares, Buy Back of Shares, Debentures, Company Meetings and Proceedings, Powers, Duties, Liabilities of Directors and Winding up of Company. Module V: Indian Partnership Act, 1932 Meaning and definitions, Registration of partnerships, Types of partners, Dissolution, Limited Liability Partnership Act, 1932 Meaning & definitions, Meaning of designated partner, Registration of LLP, Types of partners, Dissolution Module VI: Intellectual Property Laws (IPR) Overview of Law & Procedure relating to Patents, Trade marks & Copyrights, Infringement
Examination Scheme:
Text & References:

Gulshan SS (2003), Elements of Mercantile Law, Excel Books, N. Delhi. Kuchhal MS (2010), Business Law, Vikas Publication Tulsian PC, (2002), Relevance of Business Law, Tata McGraw Hills. Singh Avtar, (2006), Elements of Mercantile Law, S.Chand & Sons.
BUSINESS COMMUNICATION - I
One cannotnot communicate. This course is designed to facilitate our young Amitians to communicate effectively by emphasizing on practical communication through refurbishing their existing language skills and also to bring one and all to a common take-of level.
MBA 142
Credit Units: 01
Course Contents:
Module I: Fundamentals of communication Relevance of communication Effective communication Models of communication Effective use of language Module II: Tools of communication Proficiency in English The international Language of business Building vocabulary (Denotative & connotative) Extensive vocabulary drills (Synonyms / Antonyms / Homonyms) One Word substitution Idioms & phrases Mechanics and Semantics of sentences Writing sentences that really communicate (Brevity, Clarity, and Simplicity) Improving the tone and style of sentences Module III: Barriers to Effective use of language Avoiding clichs Removing redundancies Getting rid of ambiguity Euphemism Jargons Code switching Note: 2 tests of 20 marks of one hour duration each will be conducted over and above the teaching hours. They will have to be programmed accordingly.
Examination Scheme:
Components Weightage (%) CT1 20 CT2 20 CAF 25 V 10 GD 10 GP 10 A 5
CAF Communication Assessment File GD Group Discussion GP Group Presentation
Text & References:

Working in English, Jones, Cambridge Business Communication, Raman Prakash, Oxford Echoes: Jha Madhulika: Orient Longman Practical English Usage, Swan M , Cambridge
BEHAVIOURAL SCIENCE - I (SELF-DEVELOPMENT AND INTERPERSONAL SKILLS)

This course aims at imparting an understanding of: Self and the process of self exploration Learning strategies for development of a healthy self esteem Importance of attitudes and their effect on work behaviour Effective management of emotions and building interpersonal competence.
MBA 143
Credit Units: 01
Course Contents:
Module I: Understanding Self Formation of self concept Dimension of Self Components of self Self Competency Module II: Self-Esteem: Sense of Worth Meaning and Nature of Self Esteem Characteristics of High and Low Self Esteem Importance & need of Self Esteem Self esteem at work Steps to enhance Self Esteem Module III: Emotional Intelligence: Brain Power Introduction to EI Difference between IQ, EQ and SQ Relevance of EI at workplace Self assessment, analysis and action plan Module IV: Managing Emotions and Building Interpersonal Competence Need and importance of Emotions Healthy and Unhealthy expression of emotions Anger: Conceptualization and Cycle Developing emotional and interpersonal competence Self assessment, analysis and action plan Module V: Leading Through Positive Attitude Understanding Attitudes Formation of Attitudes Types of Attitudes Effects of Attitude on Behaviour Perception Motivation Stress Adjustment Time Management Effective Performance Building Positive Attitude Module VI: End-of-Semester Appraisal Viva based on personal journal Assessment of Behavioural change as a result of training Exit Level Rating by Self and Observer
Examination Scheme:
Components SAP A Mid Term Test (CT) VIVA Journal for Success (JOS)
Weightage (%)
20
05
20
30
25
Text & References:

Towers, Marc: Self Esteem, 1st Edition 1997, American Media Pedler Mike, Burgoyne John, Boydell Tom, A Managers Guide to Self-Development: Second edition, McGraw-Hill Book Company. Covey, R. Stephen: Seven habits of Highly Effective People, 1992 Edition, Simon & Schuster Ltd. Khera Shiv: You Can Win, 1st Edition, 1999, Macmillan Gegax Tom, Winning in the Game of Life: 1st Edition, Harmony Books Chatterjee Debashish, Leading Consciously: 1998 1st Edition, Viva Books Pvt Ltd. Dr. Dinkmeyer Don, Dr. Losoncy Lewis, The Skills of Encouragement: St. Lucie Press. Singh, Dalip, 2002, Emotional Intelligence at work; First Edition, Sage Publications. Goleman, Daniel: Emotional Intelligence, 1995 Edition, Bantam Books Goleman, Daniel: Working with E.I., 1998 Edition, Bantam Books.
FRENCH - I
To familiarize the students with the French language with the phonetic system with the accents with the manners with the cultural aspects To enable the students to establish first contacts to identify things and talk about things
MBA 144
Credit Units: 02
Course Contents:
Unit 1, 2: pp. 01 to 37 Contenu lexical: Unit 1: Premiers contacts 1. Nommer des objets, sadresser poliment quelquun 2. se prsenter, prsenter quelquun 3. entrer en contact : dire tu ou vous, peler 4. dire o on travaille, ce quon fait 5. communiquer ses coordonnes Unit 2: Objets 1. identifier des objets, expliquer leur usage 2. Dire ce quon possde, faire un achat, discuter le prix. 3. Monter et situer des objets 4. Dcrire des objets 5. comparer des objets, expliquer ses prfrences Contenu grammatical: 1. articles indfinis, masculin et fminin des noms, pluriel des noms 2. Je, il, elle sujets, verbes parler, habiter, sappeler, tre, avoir, masculin et fminin des adjectifs de nationalit 3. tu, vous sujets, verbes parler, aller, tre, cest moi/cest toi 4. verbes faire, connatre, vendre, cest/il est + profession, qui est-ce ? questce que ... ? 5. article dfini, complment du nom avec de, quel interrogatif 6. adjectifs possessifs (1), pour + infinitif 7. verbe avoir, ne...pas/pas de, question avec est-ce que ?, question ngative, rponse Si 8. Prpositions de lieu, il y a/quest-ce quil y a 9. accord et place des adjectifs qualificatifs, il manque... 10. comparatifs et superlatifs, pronoms toniques, pronom on
Examination Scheme:
Components Weightage (%) CT1 20 CT2 20 C 20 I 20 V 15 A 5
C Project + Presentation I Interaction/Conversation Practice
Text & References:

le livre suivre : Franais.Com (Dbutant)
GERMAN - I
To enable the students to converse, read and write in the language with the help of the basic rules of grammar, which will later help them to strengthen their language. To give the students an insight into the culture, geography, political situation and economic opportunities available in Germany
MBA 145
Credit Units: 02
Course Contents:
Module I: Introduction Self introduction: heissen, kommen, wohnwn, lernen, arbeiten, trinken, etc. All personal pronouns in relation to the verbs taught so far. Greetings: Guten Morgen!, Guten Tag!, Guten Abend!, Gute Nacht!, Danke sehr!, Danke!, Vielen Dank!, (es tut mir Leid!), Hallo, wie gehts?: Danke gut!, sehr gut!, prima!, ausgezeichnet!, Es geht!, nicht so gut!, so la la!, miserabel! Module II: Interviewspiel To assimilate the vocabulary learnt so far and to apply the words and phrases in short dialogues in an interview game for self introduction. Module III: Phonetics Sound system of the language with special stress on Dipthongs Module IV: Countries, nationalities and their languages To make the students acquainted with the most widely used country names, their nationalitie and the language spoken in that country. Module V: Articles The definite and indefinite articles in masculine, feminine and neuter gender. All Vegetables, Fruits, Animals, Furniture, Eatables, modes of Transport Module VI: Professions To acquaint the students with professions in both the genders with the help of the verb sein. Module VII: Pronouns Simple possessive pronouns, the use of my, your, etc. The family members, family Tree with the help of the verb to have Module VIII: Colours All the color and color related vocabulary colored, colorful, colorless, pale, light, dark, etc. Module IX: Numbers and calculations verb kosten The counting, plural structures and simple calculation like addition, subtraction, multiplication and division to test the knowledge of numbers. Wie viel kostet das? Module X: Revision list of Question pronouns W Questions like who, what, where, when, which, how, how many, how much, etc.
Examination Scheme:
Text & References:

Wolfgang Hieber, Lernziel Deutsch Hans-Heinrich Wangler, Sprachkurs Deutsch Schulz Griesbach, Deutsche Sprachlehre fr Auslnder P.L Aneja, Deutsch Interessant - 1, 2 & 3
Rosa-Maria Dallapiazza et al, Tangram Aktuell A1/1,2 Braun, Nieder, Schme, Deutsch als Fremdsprache 1A, Grundkurs
SPANISH I
To enable students acquire the relevance of the Spanish language in todays global context, how to greet each other. How to present / introduce each other using basic verbs and vocabulary.
MBA 146
Credit Units: 02
Course Contents:
Module I A brief history of Spain, Latin America, the language, the cultureand the relevance of Spanish language in todays global context. Introduction to alphabets. Module II Introduction to Saludos (How to greet each other. How to present/ introduce each other). Goodbyes (despedidas) The verb llamarse and practice of it. Module III Concept of Gender and Number Months of the years, days of the week, seasons. Introduction to numbers 1-100, Colors, Revision of numbers and introduction to ordinal numbers. Module IV Introduction to SER and ESTAR (both of which mean To Be).Revision of Saludos and Llamarse. Some adjectives, nationalities, professions, physical/geographical location, the fact that spanish adjectives have to agree with gender and number of their nouns. Exercises highlighting usage of Ser and Estar. Module V Time, demonstrative pronoun (Este/esta, Aquel/aquella etc) Module VI Introduction to some key AR /ER/IR ending regular verbs.
Examination Scheme:
Text & References:

Espaol, En Directo I A Espaol Sin Fronteras
JAPANESE - I
To enable the students to learn the basic rules of grammar and Japanese language to be used in daily life that will later help them to strengthen their language.
MBA 147
Credit Units: 02
Course Contents:
Module I: Salutations Self introduction, Asking and answering to small general questions Module II: Cardinal Numbers Numerals, Expression of time and period, Days, months Module III: Tenses Present Tense, Future tense Module IV: Prepositions Particles, possession, Forming questions Module V: Demonstratives Interrogatives, pronoun and adjectives Module VI: Description Common phrases, Adjectives to describe a person Module VII: Schedule Time Table, everyday routine etc. Module VIII: Outings Going to see a movie, party, friends house etc.
Learning Outcome
Students can speak the basic language describing above mentioned topics
Methods of Private study /Self help

Handouts, audio-aids, and self-do assignments and role-plays will support classroom teaching
Examination Scheme:
Text & References:

Text: Teach yourself Japanese References: Shin Nihongo no kiso 1
CHINESE I
There are many dialects spoken in China, but the language which will help you through wherever you go is Mandarin, or Putonghua, as it is called in Chinese. The most widely spoken forms of Chinese are Mandarin, Cantonese, Gan, Hakka, Min, Wu and Xiang. The course aims at familiarizing the student with the basic aspects of speaking ability of Mandarin, the language of Mainland China. The course aims at training students in practical skills and nurturing them to interact with a Chinese person.
MBA 148
Credit Units: 02
Course Contents:
Module I Show pictures, dialogue and retell. Getting to know each other. Practicing chart with Initials and Finals. (CHART The Chinese Phonetic Alphabet Called Hanyu Pinyin in Mandarin Chinese.) Practicing of Tones as it is a tonal language. Changes in 3rd tone and Neutral Tone. Module II Greetings Let me Introduce The modal particle ne. Use of Please qing sit, have tea .. etc. A brief self introduction Ni hao ma? Zaijian! Use of bu negative. Module III Attributives showing possession How is your Health? Thank you Where are you from? A few Professions like Engineer, Businessman, Doctor, Teacher, Worker. Are you busy with your work? May I know your name? Module IV Use of How many People in your family? Use of zhe and na. Use of interrogative particle shenme, shui, ma and nar. How to make interrogative sentences ending with ma. Structural particle de. Use of Nin when and where to use and with whom. Use of guixing. Use of verb zuo and how to make sentences with it. Module V Family structure and Relations. Use of you mei you. Measure words Days and Weekdays. Numbers. Maps, different languages and Countries.
Examination Scheme:
Text & References:

Elementary Chinese Reader Part I Lesson 1-10
HUMAN RESOURCE MANAGEMENT

The objective of this course is to help the students develop an understanding of the dimensions of the management of human resources, with particular reference to HRM policies and practices in India.
Credit Units: 04
Course Contents:
Module I: Human Resource Management in Perspective Nature and scope of HRM, HRM functions, HRM models, understanding concepts of Personnel Management, Human Resource Development and Strategic Human Resource Management, HR Environment, Changing Role of HR. Module II: Meeting Human Resource Requirements Job Analysis, Job Description, Strategic Human Resource Planning, Recruitment, Selection Process, Methods Interview, Tests, Placement and Induction Module III: Training & Developing of Employees Training and Development, Understanding of Performance Management Systems, Potential Appraisal, Career Development Module IV: Managing Compensation Job evaluation, Methods of Job Evaluation, Strategic Compensation, Equity Theory, Components of Pay Structure, Designing and Administration of Wage and Salary Structure, Wage Regulations in India Module V: Employee Relations Overview of Industrial Relations, Industrial disputes, Collective Bargaining, Workers Participation and Management, Grievance handling Module VI: Emerging Trends in HRM Overview of Human Resource Information System (HRIS), Introduction to HR Audit, IHRM Practices, CrossCultural and Diversity Management, Work-life integration, Human Resource Outsourcing
Examination Scheme:
Text & References:

Aswathappa. K, (2011), Human Resource Management - Text & Cases, (6 th Edn.), McGraw Hill, New Delhi Dessler G (2005). Human Resource Management, Pearson Education, India Mathis R L and Jackson J H (2006). Human Resource Management, (10 th Edn.) Cengage Learning, Indian Print. Snell S and Bohlander G (2007). Human Resource Management, Cengage Learning (Thomson Learning), Indian Edition
FINANCIAL MANAGEMENT
The objective of this course is to develop an understanding of short-term and long-term financial decisions of a firm and various financial tools used in taking these decisions. It is also aimed to develop the understanding of the financial environment in which a company operates and how it copes with it.
Credit Units: 04
Course Contents:
Module I: Introduction A Framework for Financial Decision-Making- Financial Environment, Changing Role of Finance Managers, Objectives of the firm. Module II: Valuation Concepts Time Value of Money, Risk and Return, Financial and Operating Leverage. Module III: Financing Decisions Capital Structure and Cost of Capital, Marginal Cost of Capital. Module IV: Capital Budgeting Estimation of Cash Flows, Criteria for Capital Budgeting Decisions, Issues Involved in Capital Budgeting, Risk analysis in Capital Budgeting An Introduction. Module V: Working Capital Management Factors Influencing Working Capital Policy, Operating Cycle Analysis, Management of Inventory, Management of Receivables, Management of Cash and Marketable Securities, Financing of Working Capital. Module VI: Dividend Policy Decisions An introduction: Different Schools of Thought on Dividend Policy.
Examination Scheme:
Text & References:

Chandra, P. (2006), Financial Management: Theory and Practice, Tata McGraw Hill. Damodaran, A.(2004), Corporate Finance: Theory and Practice, Wiley & Sons. Van Horne, J.C. (2006), Financial Management and Policy, Prentice Hall of India. Brearly, R. A. and Myers, S. C. (2006), Principles of Corporate Finance, Tata McGraw Hill Pike, R and Neale, B. (1998), Corporate Finance and Investment: Decisions and Strategies, Prentice Hall of India Rustagi, R.P. (1999), Financial Management: Theory, Concepts and Problems, Galgotia Publishing Company. Pandey, I.M. (1999), Financial Management, Vikas Publishing House
INTERNATIONAL BUSINESS AND PRACTICES

This course provides a comprehensive overview of the role that international business plays in the global economy. This knowledge shall help to understand the complexities, risks and opportunities of international business and provide a global perspective on international trade, including foreign investments, impact of financial markets, international marketing, and the operation of MNCs. Learn business practices organizations adopt to tap global opportunities. Create awareness on career opportunities that exist in international business.
Credit Units: 03
Course Contents:
Module I: Globalisation & Multinational Corporations Globalisation - Meaning and implications ; Globalisation of markets and production ; Drivers of Globalisation ; Modes of entry into international business; The globalisation debate - arguments for and against ; Differences between domestic and international business ; Multinational Corporations- Definition, Types, Organisation, Design & Structures, Head quarters and Subsidiary relations. Module II: Introduction to International Trade Theories- Theory of Mercantilism, Absolute advantage, Comparative advantage, Hecksher-Ohlin theory, The new product life cycle theory, The new trade theory, Porters diamond model ; Instruments of International trade policy tariffs, subsidies, local content requirements, administrative policies, anti dumping policies, political and economic arguments for intervention ; GATT, WTO, IPR, TRIPS, TRIMS, GATS, Ministerial Conferences, Uruguay round of negotiations; Introduction to International Supply chain management & Logistics; Introduction to current EXIM policy. Module III: International Business Environment Implication of environment differences: a) Economic factors the determinants of economic development ; b) Political and Legal factors c) Cultural factors -Culture, Values, Norms, Social, Religious, Ethical, Language, Education; Regional Integrations, Trading Blocks - European Union, ASEAN, APEC, NAFTA, SAARC, ANDEAN PACT and MERCOSUR ; Global sourcing and its impact on Indian Industry - Indias competitive advantage & potential threats in industries like IT, Textiles, Gems & Jewellery, Engineering etc. Module IV: Introduction to International Financial Systems International Financial Markets Equity, Debt, Foreign Exchange & Commodities; Role & funding facilities of World Bank & International Monetary System; International Financial Risks of Trade Payments, FDIs, FIIs, Expatriation, Repatriation, Currency fluctuations etc.; Introduction to Foreign Exchange Market functions, nature, trading, rate determination, currency convertibility; Introduction to Export and Import Finance Methods of payment in International Trade. Module V: Introduction to International Business Practices Country Risk Analysis How to assess Political, Social & Economic risks; International Marketing Potential, Barriers, Entry strategies, Market selection, localization, organizational structures in order to compete effectively globally; Decision-making and controlling practices; Developing individual/team/organizational skills, knowledge & capabilities in intercultural communication, international marketing, cross-cultural operations, Indian companies becoming Multinationals Potential, Need and Problems; International negotiations & settlement of international business disputes; International Regulatory & Dispute Settlement Mechanisms; Practices in Social Responsibility and Ethics in International operations.
Examination Scheme:
Components Weightage (%) 0 CPA 5 TP 5 Q/S 5 A 5 ME 10 EE 70
Text & References:
Daniels, J.D.,Radebaugh L.H.,Sullivan D.P. & Prashant Salwan (2011), International Business: Environments and Operations, Pearson Hall, Delhi Sundaram and Black, (2009), International Business Environment, Prentice-Hall of India Pvt. Ltd. Bhalla and Raju, (2010), International Business Environment, Sage Publication
Apte, P. G. (1998), International Financial Management, Tata McGraw Hill Francis Cherulinam, (2008), International Business, Himalaya Publishing House Charles Hill,(2007), International Business, McGraw Hill
MARKETING RESEARCH
MBA 204 Credit Units: 04
The aim of this course is of providing the relevant inputs of Business Research Methods to the students so that they could study systematically various complex management problems and derive solutions for the same. Besides the course work, the students shall be required to undertake a research project incorporating the research techniques studied during the semester
Course Contents:
Module I: Nature and Scope of Marketing Research Marketing research as input in decision making process, Marketing research and marketing information system. Applications of marketing research, Planning a research project: Problem identification and formulation. Research Design: Exploratory, Descriptive and Experimental research designs, Market research on the Internet Module II: Data Collection Methods Observation Methods and Questionnaire Method, Questionnaire Design: Steps in constructing a questionnaire, types of questions, Attitude measurement and Scaling techniques: Ratio, interval, ordinal and nominal scales. Sampling frame, Review of sample selection methods- Probability and non- probability, sample size. Module III: Data Collection and Field Force Field work procedure. Common sources of Error in the Field Work. Minimizing Fieldwork Errors, Tabulation of the Collected Data. Module IV: Data Analysis Multivariate Techniques-Factor Analysis, Conjoint Analysis, Cluster Analysis. Discrimental Analysis, Multidimensional Scaling. Module V: Report Writing Pre-Writing Considerations, Format of the Marketing Research Report, Common Problems Encountered when Preparing the Marketing Research Report. Presenting the Research Report. Module VI: Selected applications of marketing research Identifying market segments, Product Research, Sales Research and Advertising Research.
Examination Scheme:
Text & References:

Malhotra, Naresh (2007); Market Research,Prentice Hall of India Churchill, Gilbert A, Lacobucci, Dawn (2008); Marketing Research: Methodological Foundations, South Western Luck, David J And Rubin, Ronald S, Marketing Research, Prentice Hall Of India Beri, Gc., Marketing Research, Tata McGraw Hill Thomas H. Wancott and R. Wancott, Introductory Statistics for Business and Economics, John Wiley and Sons, New York. Burns, Alvin C and Bush, Ronald F: Marketing Research, Pearson Education
Software: Students can use SPSS 15.0 for analyzing the data for marketing research. The software is available in the computer lab.
OPERATIONS MANAGEMENT
The aim of this course is to develop understanding of the strategic and functional issues in the operational environment of any organization, of the various decisions involving the operational activities, and of the methods which enable taking the best possible alternative decision.
MBA 205
Credit Units: 04
Course Contents:
Module I: Introduction Introduction of Operations Function and Operations Management; Input/output transformation; Operations as Competitive Advantage Module II: Strategic Decisions Planning and Designing the Products/Services; Process Design and Planning; Designing the Facility Location and Layout; Selection and Management of Product Technology; Long-term and Short-term Capacity Planning, Project Management (PERT/CPM)-Critical Path, Activity time estimation, Crashing of project duration Module III: Operating Decisions Operations Scheduling and Sequencing, Aggregate Planning and Master Production Scheduling, Probabilistic Inventory Control Models, Materials Requirement Planning. Module IV: Controlling and Improvement Decision Productivity, Efficiency and Effectiveness; Measuring and Improving the Operations Processes; Green operations management
Examination Scheme:
Text & References:

Chase, Jacob, Aquilano, Agarwal (2008),Operations Management for Competitive Advantage, Tata McGraw-Hill Evans & Collier (2007), Operations Management: An Integrated Goods and Service Approach, Cengage Heizer, Render, Jagadeesh (2009), Operations Management, Pearson Education, India Klassen & Manor (2007), Cases in Operations Management, Sage Publishers Krajewski, Ritzman, Malhotra (2007), Operations Management: Processes and Value Chains, Prentice-Hall Mahadevan (2007), Operations Management: Theory and Practice, Pearson Education, India Russell and Taylor (2009), Operations Management along the Supply Chain, Wiley Shroeder (2009), Operations Management: Contemporary Concepts and Cases, Tata McGraw-Hill
MANAGEMENT SCIENCE
The course is designed to introduce the fundamental tools of management science and their application to real life business problems.
Credit Units: 03
Course Contents:
Module I: Linear Programming Management Science Basic concepts and its role in managerial decision making, Linear Programming Problems Modeling and Solution Methods, Duality and its Managerial Interpretation; Transportation and Assignment Models including Travelling Salesman Problem. Module II: Sensitivity Analysis of LP Model Introduction, Change in Objective Function Coefficients, Change in Right Hand Side Values, Change in Availability of resources and Addition of a new variable. Module III: Game Theory and Decision Theory Two-Person Zero Sum Games, Pure Strategies: Games with Saddle Point, Mixed Strategies: Games without Saddle Point, Principle of Dominance, Solution Methods for Games without saddle point Algebraic Method, Arithmetic Method, Graphical Method. Decision Making under Uncertainty and risk, EMV, EOL, EVPI, Decision Tree Analysis Module IV: Queuing Theory The structure of queuing system, performance measures of a queuing system, classification of queuing models, {(M/M/1): (/FCFS)}, {(M/M/1): (N/FCFS)}, numerical applications of queuing models. Module V: Markov Chains Characteristics of a Markov Chain, State and transition probabilities, Steady state (equilibrium conditions), absorbing states and other applications of Markov Analysis.
Examination Scheme:
Text & References:

Anderson David R, Sweeny Dennis J, Williams Thomas A (2007), An Introduction to Management Science Quantitative Approaches to Decision Making, Cengage Learning. Render Berry, Stair Ralph M., Hanna Michel E.(2008),Quantitative Analysis for Management, Pearson Education Sharma J.K. (2010), Operations Research: Theory & Application, Mac Millan India Ltd. Taha H.A (1998), Operations Research: An Introduction, Prentice Hall of India. Vohra N.D.(1998), Quantitative Techniques in Management, Tata McGraw Hill
KNOWLEDGE MANAGEMENT
Information Systems (IS) enables new approaches to improve efficiency and efficacy of business models. This course will equip the students with understanding of role, advantages and components of an Information System. The objective of the course is to help students integrate their learning from functional areas, decision making process in an organization and role of Information Systems to have a vintage point in this competitive world.
MBA 207
Credit Units: 03
Course Contents:
Module I: Information Systems in Business and Decision Support Process in Business Business Process, and role of Information Systems in Business Processes, Types of Management Support Systems, (Transaction Processing System, Management Information System, Decision Support Systems, Executive Support Systems and Strategic Information Systems, Components of Information Systems, Centralized and Decentralized Information Systems Role of Information in Decision Making Process, Steps in Decision Making, Levels of Decision Making, Types of Decision (Structured, Semi structured & Non Structured Decisions). Module II: Knowledge Management Concepts Introduction to life in organizations, Concept and Characteristics of Knowledge Based Organizations. Managing Knowledge for organizational effectiveness- Process and Methods; Concept of Intellectual Capital and Learning Orientation in the Organizaitons; Knowledge and Role related issues Module III: Knowledge Management and Expert Systems Introduction to KM, Technology behind KM, Implementation of KM in an organizations, Various parameters of implementation, Expert Systems, DVS, OLAP Online Analytical Processing, Data Mining and warehousing . Module IV: Functional Business Systems Information and Communication Technology in Knowledge Based Organizations: HRIS Human Resource Information Systems for a Knoweldge Based Organizations/ Interactive and Targeted Marketing, Sales Force Automation/ Computer Integrated Manufacturing /Online Accounting Systems, Financial Management Systems Module V: Cases in Knowledge Based Organizations Comprehensive Case Study in a Knoweldge Based Organizations-Collection and Compilation of the material by the participants under the guidance of the Resource Person.
Examination Scheme:
Text & References:

Jawadekar, WS (2009); Management Information System; Tata Mc Graw Hill Publication Mclead R & Schell G (2009), Management Information Systems; Pearson Prentice Hall OBrein, JA (2009); Introduction to Information Systems; Tata Mc Graw Hill Publication Lauden KC & Lauden JP (2010), Management Information Systems Managing the Digital Firm, Pearson Prentice Hall Oz E (2009), Management Information Systems, Cengage Learning Turban E, EAronson J et al. (2006), Decision Support and Business Intelligence Systems, Prentice Hall of India Fernandz !B & Sabherwal R (2010); Knowledge Management systems and Processes; PHI Learning.
MANAGERIAL COMPETENCY AND CAREER DEVELOPMENT

In this course, students will actively learn and practice job-related skills vital to becoming a successful manager in contemporary organizations. Class sessions will consist of diverse exercises, self-assessments, role plays, etc., which help students evaluate and develop their skills. It will help the students to perform well at an acceptable entry level in each skill area; and better interact with other students, faculty, alumni and industry professionals.
Non Credit Course
Course Contents:
Module I: Introduction to Managerial Competencies Business Service Performance Management and Future Managers, managerial Competencies. Values for managerial effectiveness and competencies in career development. Individual career goals and action plan. Module II: Identification of Career Opportunities in Various Industries Industry scenario and identifying career opportunities. Key position competencies at entry level in different industries and growth prospects. Career Recruitment / selection processes in various industries and companies. Module III: Career Development Process Diagnostic instruments. Steps in career Development, Career Counseling. Seeking, giving and receiving faceto-face feedback. Strategies for improving managerial competencies. Opportunities and tactics for developing managerial competencies. Module IV: Developing Skills for Career Prospects How to succeed in interviews, Mock interviews and GDs. Special focus areas. Career Clusters, Role of Mentor in career development. Importance of Entrepreneurial and leaderrship skills in career development. Module V: Enhancing Learning Through Experience Sharing Experience sharing of successful industry professionals, entrepreneurs, alumni and career specialists.
Examination Scheme:
1. Individual Growth and Team Performance 15 Marks 25 Marks 30 Marks 30 Marks
2. Individual Diagnostic File (Pre & Post Semester)

3. Group Discussion
4.
Personal Interview Skills
Text & References:

Kolb, Osland, & Rubin,(1995), Organizational Behavior, Prentice Hall Harnold R.Wallace,(2004) ,Personal development for life and work, Thompson Learning Greenhaus ,(2004), Career Management , Thompson Learning
BUSINESS COMMUNICATION - II
This course is designed to hone the PR skills of the budding managers and enable them to be an integral part of the corporate communication network. The Verbal Communication (oral and written) will be the lingua franca of this endeavour.
MBA 242
Credit Units: 01
Course Contents:
Module I: Communication in Practice Verbal Communication Communication Networks Developing writing skills Inter- office communication The business letters E mail Netiquette (etiquette on the mail) Intra- office communication Memos Notices Circulars Agenda and Minutes Business Report writing Resume writing Module II: Cross Functional Communication Marketing/ integrated marketing communication Project management communication Human Resource communication Financial Communication Module III: Communication for Public Relations Functions and activities of PR Reputation Management Building Corporate Image and Identity Negotiation Techniques
1. 2.
Examination Scheme:
Text & References:

Business Communication, Raman Prakash, Oxford The Oxford Handbook of Commercial Corrospondence, Ashley A, Oxford Business Communication for Managers: An Advanced Approach, Penrose, Thomson Business Communication, Krizan, Thomson Understanding Human Communication, 9/e, Adler R Oxford
BEHAVIOURAL SCIENCE - II (BEHAVIOURAL COMMUNICATION AND RELATIONSHIP MANAGEMENT)

This course aims at imparting an understanding of: Process of Behavioural communication Aspects of interpersonal communication and relationship Management of individual differences as important dimension of IPR
MBA 243
Credit Units: 01
Course Contents:
Module I: Behavioural Communication Scope of Behavioural Communication Process Personal, Impersonal and Interpersonal Communication Guidelines for developing Human Communication skills Relevance of Behavioural Communication in relationship management Module II: Managing Individual Differences in Relationships Principles Types of issues Approaches Understanding and importance of self disclosure Guidelines for effective communication during conflicts Module III: Communication Climate: Foundation of Interpersonal Relationships Elements of satisfying relationships Conforming and Disconfirming Communication Culturally Relevant Communication Guideline for Creating and Sustaining Healthy Climate Module IV: Interpersonal Communication Imperatives for Interpersonal Communication Models Linear, Interaction and Transaction Patterns Complementary, Symmetrical and Parallel Types Self and Other Oriented Steps to improve Interpersonal Communication Module V: Interpersonal Relationship Development Relationship circle Peer/ Colleague, Superior and Subordinate Initiating and establishing IPR Escalating, maintaining and terminating IPR Direct and indirect strategies of terminating relationship Model of ending relationship Module VI: End-of-Semester Appraisal Viva based on personal journal Assessment of Behavioural change as a result of training Exit Level Rating by Self and Observer
Examination Scheme:
Components Weightage (%) SAP 20 A 05 Mid Term Test (CT) 20 VIVA 30 Journal for Success (JOS) 25
Text & References:

Vangelist L. Anita, Mark N. Knapp, Inter Personal Communication and Human Relationships: Third Edition, Allyn and Bacon Julia T. Wood. Interpersonal Communication everyday encounter
Simons, Christine, Naylor, Belinda: Effective Communication for Managers, 1997 1st Edition Cassell Harvard Business School, Effective Communication: United States of America Beebe, Beebe and Redmond; Interpersonal Communication, 1996; Allyn and Bacon Publishers.
FRENCH - II
To enable the student to talk about his time schedule to talk about travel
MBA 244
Credit Units: 02
Course Contents:
Unit 3, 4: pp. 42 to 72: Contenu lexical: Unit 3: Emploi du temps 1. demander et donner lheure, des horaires 2. raconter sa journe 3. parler de ses habitudes au travail, de ses loisirs 4. dire la date, parler du temps quil fait 5. fixer rendez-vous (au tlphone par e-mail), rserver une table au restaurant Unit 4: Voyage 1. rserver une chambre dhtel, demander la note 2. expliquer un itinraire 3. parler de ses dplacements, situer sur une carte 4. exprimer un conseil, une interdiction, une obligation 5. acheter un billet de train, consulter un tableau dhoraires Contenu grammatical: 1. question avec quelle heure ? adjectifs dmonstratifs 2. verbes pronominaux au prsent, les prpositions et de : aller venir de 3. adverbes de frquence, pourquoi... ? Parce que ... ? 4. expression indiquant la date, verbes impersonnels 5. verbe pouvoir + infinitif, le lundi, lundi prochain 6. adjectifs possessifs (2), adjectif tout 7. impratif prsent (1), nombres ordinaux 8. questions avec est-ce que ? et en + moyen de transport, en/au+pays 9. verbes devoir+infinitif, il faut+ infinitif, il est interdit de 10. verbes: aller, venir, partir, questions avec do, o,par o, quel, de quel
Examination Scheme:
Text & References:

GERMAN II
To enable the students to converse, read and write in the language with the help of the basic rules of grammar, which will later help them to strengthen their language. To give the students an insight into the culture, geography, political situation and economic opportunities available in Germany Introduction to Grammar to consolidate the language base learnt in Semester - I
MBA 245
Credit Units: 02
Course Contents:
Module I: Everything about Time and Time periods Time and times of the day. Weekdays, months, seasons. Adverbs of time and time related prepositions Module II: Irregular verbs Introduction to irregular verbs like to be, and others, to learn the conjugations of the same, (fahren, essen, lessen, schlafen, sprechen und hnliche). Module III: Separable verbs To comprehend the change in meaning that the verbs undergo when used as such Treatment of such verbs with separable prefixes Module IV: Reading and comprehension Reading and deciphering railway schedules/school time table Usage of separable verbs in the above context Module V: Accusative case Accusative case with the relevant articles Introduction to 2 different kinds of sentences Nominative and Accusative Module VI: Accusative personal pronouns Nominative and accusative in comparison Emphasizing on the universal applicability of the pronouns to both persons and objects Module VII: Accusative prepositions Accusative propositions with their use Both theoretical and figurative use Module VIII: Dialogues Dialogue reading: In the market place At the Hotel
Examination Scheme:
Text & References:

Wolfgang Hieber, Lernziel Deutsch Hans-Heinrich Wangler, Sprachkurs Deutsch Schulz Griesbach, Deutsche Sprachlehre fr Auslnder P.L Aneja, Deutsch Interessant- 1, 2 & 3 Rosa-Maria Dallapiazza et al, Tangram Aktuell A1/1,2 Braun, Nieder, Schme, Deutsch als Fremdsprache 1A, Grundkurs
SPANISH II
To enable students acquire more vocabulary, grammar, Verbal Phrases to understand simple texts and start describing any person or object in Simple Present Tense.
MBA 246
Credit Units: 02
Course Contents:
Module I Revision of earlier modules. Module II Some more AR/ER/IR verbs. Introduction to root changing and irregular AR/ER/IR ending verbs Module III More verbal phrases (eg, Dios Mio, Que lastima etc), adverbs (bueno/malo, muy, mucho, bastante, poco). Simple texts based on grammar and vocabulary done in earlier modules. Module IV Possessive pronouns Module V Writing/speaking essays like my friend, my house, my school/institution, myself.descriptions of people, objects etc, computer/internet related vocabulary
Examination Scheme:
Text & References:

Espaol, En Directo I A Espaol Sin Fronteras
JAPANESE - II
To enable the students to converse in the language with the help of basic particles and be able to define the situations and people using different adjectives.
MBA 247
Credit Units: 02
Course Contents:
Module I: Verbs Transitive verbs, intransitive verbs Module II: More prepositions More particles, articles and likes and dislikes. Module III: Terms used for instructions No parking, no smoking etc. Module IV: Adverbs Different adverbial expression. Module V: Invitations and celebrations Giving and receiving presents Inviting somebody for lunch, dinner, movie and how to accept and refuse in different ways Module VI: Comprehensions Short essay on Family, Friend etc. Module VII: Conversations Situational conversations like asking the way, At a post office, family Module VIII: Illness Going to the doctor, hospital etc.
Learning Outcome
Students can speak the language describing above-mentioned topics.
Methods of Private study/ Self help

Handouts, audio-aids, and self-do assignments. Use of library, visiting and watching movies in Japan and culture center every Friday at 6pm.
Examination Scheme:
Text & References:

CHINESE II
Chinese is a tonal language where each syllable in isolation has its definite tone (flat, falling, rising and rising/falling), and same syllables with different tones mean different things. When you say, ma with a third tone, it mean horse and ma with the first tone is Mother. The course aims at familiarizing the student with the basic aspects of speaking ability of Mandarin, the language of Mainland China. The course aims at training students in practical skills and nurturing them to interact with a Chinese person.
MBA 248
Credit Units: 02
Course Contents:
Module I Drills Practice reading aloud Observe Picture and answer the question. Tone practice. Practice using the language both by speaking and by taking notes. Introduction of basic sentence patterns. Measure words. Glad to meet you. Module II Where do you live? Learning different colors. Tones of bu Buying things and how muchit costs? Dialogue on change of Money. More sentence patterns on Days and Weekdays. How to tell time. Saying the units of time in Chinese. Learning to say useful phrases like 8:00, 11:25, 10:30 P.M. everyday, afternoon, evening, night, morning 3:58, one hour, to begin, to end .. etc. Morning, Afternoon, Evening, Night. Module III Use of words of location like-li, wais hang, xia Furniture table, chair, bed, bookshelf,.. etc. Description of room, house or hostel room.. eg what is placed where and how many things are there in it? Review Lessons Preview Lessons. Expression yao, xiang and yaoshi (if). Days of week, months in a year etc. I am learning Chinese. Is Chinese difficult? Module IV Counting from 1-1000 Use of chang-chang. Making an Inquiry What time is it now? Where is the Post Office? Days of the week. Months in a year. Use of Preposition zai, gen. Use of interrogative pronoun duoshao and ji. Whose??? Sweater etc is it? Different Games and going out for exercise in the morning. Module V The verb qu Going to the library issuing a book from the library Going to the cinema hall, buying tickets Going to the post office, buying stamps Going to the market to buy things.. etc Going to the buy clothes . Etc. Hobby. I also like swimming. Comprehension and answer questions based on it.
Examination Scheme:
Text & References:

Elementary Chinese Reader Part I Lesson 11-20
STRATEGIC MANAGEMENT
The course is designed to help students to understand the concept of strategy and strategic management process. Acquaint students with basic concepts and principles of strategic management, develop and prepare organizational strategies that will be effective for the current dynamic environment and likewise to impart the strategic management conceptual framework which will increase students skills and knowledge in identifying and describing organizations strategic posture and direction.
MBA 301
Credit Units: 03
Course Contents:
Module I: Introduction and Purpose of Strategy Formulation Evolution and Introduction of strategic management. Concept and Classification of Corporate and Business Strategy with Hierarchy definition; Purpose of Strategy Formulation: Concept of Vision, Mission and Business Definition. Importance of Stakeholders in Business. Module II: Strategic Analysis PESTLE Analysis, Environmental Threat and Opportunity Profile (ETOP), Strategic Advantage Profile (SAP), Porters Value Chain Analysis, Resource Based View of the Firm-VRIO Framework; Market Analysis-David Aaker Model,Competitor Analysis, Industry Analysis using Porters five forces Model; Scenario analysis and SWOT Analysis. Strategic implications of company decisions and Strategic response to changes in business environment. Module III: Strategic Choice Traditional Approach Portfolio Analysis using BCG, GE Nine Cell Matrix, Hofers Model, Making Strategic Choices using Stricklands Grand Strategy Selection Matrix; Ansoffs Product Market Grid; Choosing Generic Strategies using Porters Model of competitive advantage. Module IV: Industry Structures and Competitive Strategies Industry Structures and Lifecycle stages, Marketing Warfare and Dominance Strategies: Advantages and Disadvantages of Defensive and Offensive strategies; Innovation as Blue Ocean Strategy. Module V: Strategy Implementation and Evaluation Issues in implementation: Resource Allocation, Organization Structure, Social responsibilities Ethics. Measuring performance and establishing strategic controls.
Examination Scheme:
Text & References:

Wheelen and Hunger,(2008), Essentials of Strategic Management, Prentice Hall India. Ramaswamy and Namakumari,(1999), Strategic Planning: Formulation of Corporate Strategy Text and Cases, Macmillan India Ltd., Jausch & Glueck,(1988), Business Policy and Strategic Management, (5th Ed.), McGraw Hill. Thomson & Strickland,(2008), Business Policy and Strategic Management, (12th Ed.), McGraw Hill. Pearce John A & Robinson R.B,(1997), Strategic Management: Strategy Formulation and Implementation, (3rd Ed.), AI.T.B.S. Publishers & Distributors Regular reading of all latest Business journals: HBR, Business World, Business India, Business Today
MANAGING EXCELLENCE
To help the students of Business Management believe in excellence and create an environment that cultivates the same. It aims at focusing on the basics and establishes a flexible strategic direction with a team-based organizational concept as they work to advance their team and their department. This course is designed to provide hands on experience for professional success. This common sense approach combining self-examination surveys, class exercises, practical exposure and team work is applicable. The main area to provide the practical exposure include small activities to a mega event such as guest lectures, industry visits, placements, seminars, conferences, management competitions, corporate meet, alumni meet, publications etc. The course will be delivered as under: Class room 20% Practical 80%
MBA 302
Non Credit Course
Course Contents:
Module I: Introduction to Excellence Self-evaluation, Definition of Excellence, Cultivating the Attitude &Developing the Habit for achieving excellence Module II: Excellence for Everyone & Excellence for Everything Recognizing the Qualities, Excellence for Everything: External vs. Internal, Obstacles to Excellence, Excellence Ethics, Professional Characteristics Module III: Achieving Excellence Instilling Excellence, Managing Excellence, Rewarding Excellence Module IV: Excellence Indicators Types of Indicators, Building Models, Distinguishing Characteristics Module V: Applying Excellence Application of Excellence, Practical Steps, Self-evaluation of achievements
Examination Scheme:
1. Indivdual Diagnostic File (carry forward of MCCD) 15 Marks 25 Marks 30 Marks 30 Marks
2. Presentations
3. Group Discussion
4. Personal Interview Skills Text & References:

English ,Gary, (2005) Phoenix without the ashes: achieving organization .Excellence through common sense Management, CRC Press
BUSINESS COMMUNICATION - III

Actions speak louder than words. Every business communicator needs to understand the nuances of body language and voice. This course is designed to enable the young Amitian to decipher the relevance of Kinesics, Proxemics and Para Language that cater to the fundamental requirements of effective business presentations and speeches.
MBA 342
Credit Units: 01
Course Contents:
Module I: Non-Verbal Communication Principles of nonverbal communication Kinesics Proxemics Paralanguage and visible code Module II: Speaking Skills Pronunciation drills (Neutralizing regional pulls) Conversational English Guidelines to an effective presentation Module III: Interviews and GDs
Examination Scheme:
Text & References:

Business Communication, Raman Prakash, Oxford Business Communication for Managers: An Advanced Approach, Penrose, Thomson Business Communication, Krizan, Thomson Understanding Human Communication, 9/e, Adler R Oxford
BEHAVIOURAL SCIENCE - III (LEADING THROUGH TEAMS)

This course aims to enable students to: Understand the concept and building of teams Manage conflict and stress within team Facilitate better team management and organizational effectiveness through universal human values.
MBA 343
Credit Units: 01
Course Contents:
Module I: Teams: An Overview Team Design Features: team vs. group Effective Team Mission and Vision Life Cycle of a Project Team Rationale of a Team, Goal Analysis and Team Roles Module II: Team & Sociometry Patterns of Interaction in a Team Sociometry: Method of studying attractions and repulsions in groups Construction of sociogram for studying interpersonal relations in a Team Module III: Team Building Types and Development of Team Building Stages of team growth Team performance curve Profiling your Team: Internal & External Dynamics Team Strategies for organizational vision Team communication Module IV: Team Leadership & Conflict Management Leadership styles in organizations Self Authorized team leadership Causes of team conflict Conflict management strategies Stress and Coping in teams Module V: Global Teams and Universal Values Management by values Pragmatic spirituality in life and organization Building global teams through universal human values Learning based on project work on Scriptures like Ramayana, Mahabharata, Gita etc. Module VI: End-of-Semester Appraisal Viva based on personal journal Assessment of Behavioural change as a result of training Exit Level Rating by Self and Observer
Examination Scheme:
Text & References:

Organizational Behaviour, Davis, K. Hoover, Judhith D. Effective Small Group and Team Communication, 2002,Harcourt College Publishers LaFasto and Larson: When Teams Work Best, 2001, Response Books (Sage), New Delhi Dick, Mc Cann & Margerison, Charles: Team Management, 1992 Edition, Viva books
J William Pfeiffer (ed.) Theories and Models in Applied Behavioural Science, Vol 2, Group (1996); Pfeiffer & Company Smither Robert D.; The Psychology of Work and Human Performance, 1994, Harper Collins College Publishers
FRENCH - III
To furnish linguistic tools to talk about work and problems related to work to perform simple communicative tasks (explaining a set back, asking for a postponement of appointment, give instructions, place orders, reserve) to master the current social communication skills oral (dialogue, telephone conversation) Written (e-mails, reply to messages)
MBA 344
Credit Units: 02
Course Contents:
Unit 5, 6: pp. 74 to 104 Contenu lexical: Unit 5: Travail 1. manger au restaurant, comprendre un menu, commander 2. engager une conversation tlphonique 3. parler de sa formation, de son exprience, de ses comptences 4. Raconter des vnements passes 5. consulter sa boite e-mails, rpondre aux messages Unit 6: Problmes 1. identifier un problme, demander des prcisions 2. expliquer un contretemps, dplacer un rendez-vous 3. demander de laide (par tlphone, par e-mail) 4. donner des instructions 5. expliquer un problme, suggrer une solution Contenu grammatical: 1. futur proche, articles partitifs, un peu de, beaucoup de, une bouteille de, un morceau de 2. pronoms COD, venir de + infinitif, verbes appeler (au prsent) 3. pass compos avec avoir, affirmatif et interrogatif, savoir et connatre 4. pass compos avec tre, accord du participe pass, ngation 5. pronoms COI, tre en train de 6. nerien, nepersonne, neplus, nepas encore, quest-ce que/ quest-ce qui/qui est-ce que/qui est-ce qui 7. pass compos des verbes pronominaux 8. si/quand+prsent, neplus, ne pas encore 9. impratif prsent (2) place du pronom et verbes pronominaux 10. trop/pas assez, verbe devoir au conditionnel prsent
Examination Scheme:
Text & References:

le livre suivre: Franais.Com (Dbutant)
GERMAN - III
To enable the students to converse, read and write in the language with the help of the basic rules of grammar, which will later help them to strengthen their language. To give the students an insight into the culture, geography, political situation and economic opportunities available in Germany
MBA 345
Credit Units: 02
Course Contents:
Module I: Modal verbs Modal verbs with conjugations and usage Imparting the finer nuances of the language Module II: Information about Germany (ongoing) Information about Germany in the form of presentations or Referat neighbors, states and capitals, important cities and towns and characteristic features of the same, and also a few other topics related to Germany. Module III: Dative case Dative case, comparison with accusative case Dative case with the relevant articles Introduction to 3 different kinds of sentences nominative, accusative and dative Module IV: Dative personal pronouns Nominative, accusative and dative pronouns in comparison Module V: Dative prepositions Dative preposition with their usage both theoretical and figurative use Module VI: Dialogues In the Restaurant, At the Tourist Information Office, A telephone conversation Module VII: Directions Names of the directions Asking and telling the directions with the help of a roadmap Module VIII: Conjunctions To assimilate the knowledge of the conjunctions learnt indirectly so far
Examination Scheme:
Text & References:

Wolfgang Hieber, Lernziel Deutsch Hans-Heinrich Wangler, Sprachkurs Deutsch Schulz Griesbach, Deutsche Sprachlehre fr Auslnder P.L Aneja, Deutsch Interessant- 1, 2 & 3 Rosa-Maria Dallapiazza et al, Tangram Aktuell A1/1,2 Braun, Nieder, Schme, Deutsch als Fremdsprache 1A, Grundkurs
SPANISH III
To enable students acquire knowledge of the Set/definite expressions (idiomatic expressions) in Spanish language and to handle some Spanish situations with ease.
MBA 346
Credit Units: 02
Course Contents:
Module I Revision of earlier semester modules Set expressions (idiomatic expressions) with the verb Tener, Poner, Ir. Weather Module II Introduction to Gustarand all its forms. Revision of Gustar and usage of it Module III Translation of Spanish-English; English-Spanish. Practice sentences. How to ask for directions (using estar) Introduction to IR + A + INFINITIVE FORM OF A VERB Module IV Simple conversation with help of texts and vocabulary En el restaurante En el instituto En el aeropuerto Module V Reflexives
Examination Scheme:
Text & References:

Espaol, En Directo I A Espaol Sin Fronteras -Nivel Elemental
JAPANESE - III
To enable the students to converse in the language with the help of basic verbs and to express themselves effectively and narrate their everyday short encounters. Students are also given projects on Japan and Japanese culture to widen their horizon further. Note: The Japanese script is introduced in this semester.
MBA 347
Credit Units: 02
Course Contents:
Module I: Verbs Different forms of verbs: present continuos verbs etc Module II More Adverbs and adverbial expressions Module III: Counters Learning to count different shaped objects, Module IV: Tenses Past tense, Past continuous tense. Module V: Comparison Comparative and Superlative degree Module VI: Wishes and desires Expressing desire to buy, hold, possess. Usage in negative sentences as well. Comparative degree, Superlative degree. Module VII: Appointment Over phone, formal and informal etc.
Learning Outcome
Students can speak the language and can describe themselves and situations effectively They also gain great knowledge in terms of Japanese lifestyle and culture, which help them at the time of placements.

Handouts, audio-aids, and self-do assignments. Use of library, visiting and watching movies in Japan and culture center every Friday at 6pm.
Examination Scheme:
Text & References:

CHINESE III
Foreign words are usually imported by translating the concept into Chinese, the emphasis is on the meaning rather than the sound. But the system runs into a problem because the underlying name of personal name is often obscure so they are almost always transcribed according to their pronciation alone. The course aims at familiarizing the student with the basic aspects of speaking ability of Mandarin, the language of Mainland China. The course aims at training students in practical skills and nurturing them to interact with a Chinese person.
MBA 348
Credit Units: 02
Course Contents:
Module I Drills Dialogue practice Observe picture and answer the question. Introduction of written characters. Practice reading aloud Practice using the language both by speaking and by taking notes. Character writing and stroke order Module II Measure words Position words e.g. inside, outside, middle, in front, behind, top, bottom, side, left, right, straight. Directional words beibian, xibian, nanbian, dongbian, zhongjian. Our school and its different building locations. What game do you like? Difference between hii and neng, keyi. Module III Changing affirmative sentences to negative ones and vice versa Human body parts. Not feeling well words e.g. ; fever, cold, stomach ache, head ache. Use of the modal particle le Making a telephone call Use of jiu and cal (Grammar portion) Automobiles e.g. Bus, train, boat, car, bike etc. Traveling, by train, by airplane, by bus, on the bike, by boat.. etc. Module IV The ordinal number di Mei the demonstrative pronoun e.g. mei tian, mei nian etc. use of to enter to exit Structural particle de (Compliment of degree). Going to the Park. Description about class schedule during a week in school. Grammar use of li and cong. Comprehension reading followed by questions. Module V Persuasion-Please dont smoke. Please speak slowly Praise This pictorial is very beautiful Opposites e.g. Clean-Dirty, Little-More, Old-New, Young-Old, Easy-Difficult, Boy-Girl, Black-White, BigSmall, Slow-Fast etc. Talking about studies and classmates Use of it doesnt matter Enquiring about a student, description about study method. Grammar: Negation of a sentence with a verbal predicate.
Examination Scheme:
Text & References:

Elementary Chinese Reader Part I, Part-2 Lesson 21-30
SUMMER INTERNSHIP
Course Code: MBA 350 Credit Units: 09
There are certain phases of every Interns professional development that cannot be effectively taught in the academic environment. These facets can only be learned through direct, on-the-job experience working with successful professionals and experts in the field. The internship programme can best be described as an attempt to institutionalize efforts to bridge the gap between the professional world and the academic institutions. Entire effort in internship is in terms of extending the program of education and evaluation beyond the classroom of a university or institution. The educational process in the internship course seeks out and focuses attention on many latent attributes, which do not surface in the normal class room situations. These attributes are intellectual ability, professional judgment and decision making ability, inter-disciplinary approach, skills for data handling, ability in written and oral presentation, sense of responsibility etc. In order to achieve these objectives, each student will maintain and submit a file (Internship File) and a report (Internship Report) INTERNSHIP FILE The Internship File aims to encourage students to keep a personal record of their learning and achievements throughout the Programme. It can be used as the basis for lifelong learning and for job applications. Items can be drawn from activities completed in the course modules and from the workplace to demonstrate learning and personal development. The File will assess the students analytical skills and ability to present supportive evidence, whilst demonstrating understanding of their organization, its needs and his/her own personal contribution to the organization. The File is essentially a comprehensive documentation of how one proceeds while working on the assignment and should be regularly checked by the faculty guide/ supervisor, issues discussed with the students, doubts if any clarified and signed as having done so. This will form the basis of continuous evaluation of the project. The File will include five sections in the order described below. 1. 2. 3. 4. The Title Page An Internship Experience Report For (Your Name), name of internship organization, name of the Supervisor/Guide and his/her designation, date started and completed, and number of credits for which the report is submitted. Table of Content An outline of the contents of the file by topics and subtopics with the page number and location of each section. Introduction Short, but should include how and why you obtained the internship experience position and the relationship it has to your academic/professional and career goals. Main Body Should include a brief summary/ executive summary of the Internship Project Report that the student has worked on, an analysis of the company/organization in which the student is working, a personal review of the students management skills and how they have been developed through the programme, the daily tasks performed, major projects contributed to, dates and hours spent on a task, observations and feelings, meetings attended and their purposes, listing of tools and materials and their suppliers, and photographs if possible of projects, buildings and co-workers. Appendices Include pamphlets, forms, charts, brochures, technical and descriptive literature, graphs and other information related to your Internship experience.
5.
INTERNSHIP REPORT The Internship Report is the research report that the student has to prepare on the project assigned by the organization. (Incase a student is not assigned a specific research project in the organization, he has to select any one aspect of the organization and prepare a research report on it). The lay out of the report should be as per the standard layout prescribed by the organization wherein the student undertakes the Internship. In case, there is no layout prescribed by the organization the following components should be included in the report: Title or Cover Page The title page should contain Project Title; Students Name; Programme; Year and Semester and Name of the Faculty Guide. Acknowledgements Acknowledgment to any advisory or financial assistance received in the course of work may be given. It is incomplete without students signature.
Abstract A good "Abstract" should be straight to the point; not too descriptive but fully informative. First paragraph should state what was accomplished with regard to the objectives. The abstract does not have to be an entire summary of the project, but rather a concise summary of the scope and results of the project. It should not exceed more than 1000 words. Table of Contents Titles and subtitles are to correspond exactly with those in the text. Introduction Here a brief introduction to the problem that is central to the project and an outline of the structure of the rest of the report should be provided. The introduction should aim to catch the imagination of the reader, so excessive details should be avoided. Materials and Methods This section should aim at experimental designs, materials used (wherever applicable). Methodology should be mentioned in details including modifications undertaken, if any. It includes organization site(s), sample, instruments used with its validation, procedures followed and precautions. Results and Discussion Present results, discuss and compare these with those from other workers, etc. In writing this section, emphasis should be laid on what has been performed and achieved in the course of the work, rather than discuss in detail what is readily available in text books. Avoid abrupt changes in contents from section to section and maintain a lucid flow throughout the thesis. An opening and closing paragraph in every chapter could be included to aid in smooth flow. Note that in writing the various secions, all figures and tables should as far as possible be next to the associated text, in the same orientation as the main text, numbered, and given appropriate titles or captions. All major equations should also be numbered and unless it is really necessary, do not write in point form. While presenting the results, write at length about the the various statistical tools used in the data interpretation. The result interpretation should be simple but full of data and statistical analysis. This data interpretation should be in congruence with the written objectives and the inferences should be drawn on data and not on impression. Avoid writing straight forward conclusion rather, it should lead to generalization of data on the chosen sample. Results and its discussion should be supporting/contradicting with the previous research work in the given area. Usually one should not use more than two researches in either case of supporing or contradicting the present case of research.
Conclusion(s) & Recommendations A conclusion should be the final section in which the outcome of the work is mentioned briefly. Check that your work answers the following questions: Did the research project meet its aims (check back to introduction for stated aims)? What are the main findings of the research? Are there any recommendations? Do you have any conclusion on the research process itself? Implications for Future Research This should bring out further prospects for the study either thrown open by the present work or with the purpose of making it more comprehensive. Appendices The Appendices contain material which is of interest to the reader but not an integral part of the thesis and any problem that have arisen that may be useful to document for future reference. References References should include papers, books etc. referred to in the body of the report. These should be written in the alphabetical order of the author's surname. The titles of journals preferably should not be abbreviated; if they are, abbreviations must comply with an internationally recognised system. Examples For research article
Voravuthikunchai SP, Lortheeranuwat A, Ninrprom T, Popaya W, Pongpaichit S, Supawita T. (2002) Antibacterial activity of Thai medicinal plants against enterohaemorrhagic Escherichia coli O157: H7. Clin Microbiol Infect, 8 (suppl 1): 116117. For book Kowalski,M.(1976) Transduction of effectiveness in Rhizobium meliloti. SYMBIOTIC NITROGEN FIXATION PLANTS (editor P.S. Nutman IBP), 7: 63-67 The Layout Guidelines for the Internship File & Internship Report A4 size Paper Font: Arial (10 points) or Times New Roman (12 points) Line spacing: 1.5 Top and bottom margins: 1 inch/ 2.5 cm; left and right margins: 1.25 inches/ 3 cm
Examination Scheme:
Continuous Evaluation by faculty guide Continuous evaluation by CRC Feedback from industry guide Report, Presentation & Viva Voce TOTAL 15% 15% 35% 35% 100%
ENTREPRENEURSHIP PROCESS AND BEHAVIOUR

The course is designed to understand Organizational and Entrepreneurial behaviour - how it differs from that of professional management, organizational and Entrepreneurial processes - the activities involved in taking ideas to the commercial realization, group project to develop an appreciation for the special challenges in entrepreneurial companies that are important for today's innovative climate.
Credit Units: 03
Course Contents:
Module I: Entrepreneurial Psyche Psychology of Enterprise, The entrepreneurial urge, Concept of Entrepreneurship, Entrepreneur as an Individual, Motivation, Attitudes, Attributes, Skillsets, Competencies, Types of Entrepreneurs, Enterprenurship models Module II: Entrepreneurship Development Understanding the Entrepreneurial Perspective in Individuals, Developing Creativity and Understanding Innovation, Ethical and Social Responsibility, Challenges for Entrepreneurs; Developing Entrepreneurship in the Corporation; Assessment and Examination of Entrepreneurial Opportunities, Structuring the New Business Venture, Module III: Growth and Development of Entrepreneurial Ventures Strategic Planning for Emerging Ventures, Managing Entrepreneurial Growth, Global Opportunities for Entrepreneurs. Contemporary Challenges in Entrepreneurship and Continuous Challenges for Entrepreneurs, Module IV: The Entrepreneur as Individual Learning, Perception, Personality, Conflict Management, Motivation and Job Performance, Group Processes, Introduction to team, Leadership, Power and Politics. Organizational Structure, Organizational Design & Organizational Culture. Module V: Analysis of Entrepreneur and Entrepreneur Behaviour Profiling the Entrepreneur/Entrepreneur - Traits, Skills and Activities Analysis; Innovation and the Entrepreneur/ Intrapreneur. Risk and Rewards to the Entrepreneur; Entrepreneurial Stress and Coping Mechanisms, Entrepreneurship Models - Aspiring Entrepreneurs, Opportunistic Entrepreneurs, Collaborative Affiliation, Venture Incubator.
Examination Scheme:
Text & References:
Histrich D. Robert and Peters P. Michal Shepherd A Dean (2007); Entrepreneurship, McGraw Hill Timmons A. Jethrfy and Jr. Stephen Spinell (2009), New Ventures Creation; Entrepreneurship for the 21st Century, McGraw Hill. Amabile, T. (1988),Model of Creativity and Innovation in Organizations, in Staw, B & Cummings L., Research in Organizational Behaviour, Vol.10, Jai Preee, Greenwich. Luthans, F. (1998),Organizational Behaviour, McGraw Hill Gnyawali D & Fogel D, (1984),Environments for Entrepreneurship Development: Key Dimensions and Research Implications, Entrepreneurship theory and Practice, Spring
INNOVATION IN BUSINESS AND ENTERPRISE

The objective is to introduce, to the students, an important new expression of Innovation and to familiarize its usefulness in management. To make them familiar with several proven principles, and processes. The aim is also to make them familiar with Innovation management systems suitability for generating superior degrees of short and long term profitability, employment stability and stakeholder loyalty through innovation.
MBA 304
Credit Units: 03
Course Contents:
Module I: Introduction Introduction to Innovation, Importance of Innovation, types of Innovation, various lateral & horizontal technique of innovation. Module II: Idea Generations Creativity &Innovation, Generation of ideas, Environment to create & capture sparks, pressing business needs. Business drivers, Capturing & Processing of thoughts. Module III: Idea Conversion Conversion of ideas, Business Dimension of Innovation, Lasting & Differentiating Leadership, Motivation & Success of Morale. Module IV: Models of Innovation Static and dynamic models of Innovation, Incremental versus Radical innovation, Abernatty- Clark Model, Henderson Clark Model, Disruptive Technological Changes .
Examination Scheme:
Text & References:
Frederick Betz (2004), Managing Technological Innovation, Competitive Advantage from Change. Afuah Allan (2009), Innovation Management, Oxford University Press. Foster R. (1999), Innovation, The Attackers Advantages New York Submit Books. Damanpour, F (2000), Organizational Innovation Academy of Management Journal.
EVALUATING BUSINESS OPPORTUNITIES

The Course is designed to understand the principles behind new venture planning how to evaluate the various opportunities for business. The skills required to develop a credible business plan. Business planning theory to real life situations. To develop a business plan for the identified opportunity. How to present their business plan to venture capitalist Fls/Bank Evaluation for Examination
MBA 305
Credit Units: 03
Course Contents:
Module I: Initiating Entrepreneurial Ventures Identifying the Business opportunities, Assessment and Examination of Entrepreneurial Opportunities Structuring the New Business Venture Legal Issues Related to Emerging Ventures. Module II: Developing the Entrepreneurial Plan Environmental Assessment: Preparations for a New Venture Marketing Research for New Ventures Financial Preparation for Entrepreneurial Ventures Developing an Effective Business Plan. Module III: Evaluation of Business Plan Sources of Capital Formation for Entrepreneurs Presenting the Business plan to Venture Capitalist, Financial Institutions/ Banks, Assessment of Business plan by Venture capitalist and other funding agencies.
Examination Scheme:
Text & References:

Timmons, J. (1999), New Venture Creation (edn.), McGraw-Hill Blackwell, E. (1998), How to Prepare a Business Plan, Kogan Page Stutely, R. (2002), The Definitive Business Plan, FT Prentice Hall West, A (1998), A Business Plan , Financial Times Management Practical guides to new venture planning Kuratko F. Donald and Hornsby S. Jeffery (2009), New Ventures Management, The Enterprenurs is Road Map, Pearson Education.
EMERGING BUSINESS SECTORS AND NEW TECHNOLOGIES

This course provides a strategy framework for managing new, entrepreneurial high-technology or emerging sector businesses. The emphasis throughout is on the development and application of conceptual models, which clarify the interactions between competition, patterns of technological and market change, and the structure and development of internal firm capabilities as well as new business sectors emerges. The emphasis is on new enterprises in new industries. This is not a course in how to manage product or process development. The main focus is on critical analysis the of a business strategy. The course should be of particular interest to those interested in creating and managing a new enterprise with significant technical content, and to those interested in venture capital, incubation and industry analysis in new sectors.
MBA 306
Credit Units: 03
Course Contents:
Module I: Introduction Emerging technologies & opportunities, Industry life cycles. Module II: Creative Value through Emerging Technology Emerging technologies and markets, Technology dynamics, and their assessment, markets and organizational needs. Module III: Emerging Business Sectors Overview of emerging business sectors, challenges and opportunities in each sector. Impact of industry on other sector. Module IV: Delivering Value Organsiational competencies, universities and commercialization, incumbents and universities, incubents and venturing. Module V: A detailed master case to be developed on an emerging business sector and technologies, covering following Overview of industry sector, SWOT analysis of industry sector, Major players in the Industry sector, SMEs in the industry sector, employment opportunities & key persons in major organization, emerging technologies in the sector & their viability/feasibility analysis, companies adopting new & emerging technologies, challenges faced for implementing new technologies, acceptance of new technology by venture capitalists/financial institutions Once the master case is developed, specific functional cases will be developed as per the need
Examination Scheme:
Text & References:

No Text & Reference being prescribed. Entirely left on the discretion of Faculty.
COST AND MANAGEMENT ACCOUNTING

To develop an understanding of basic elements of cost and its classification, allocation and how the costing techniques are useful in the process of managerial decision-making. To expose the students to the latest techniques to facilitate the process of decision making in todays dynamic business world.
MBA 307
Credit Units: 03
Course Contents:
Module I: Cost Accounting Introduction & Elements Cost concepts and cost object, cost classification, cost organization and its relationship with other departments. Elements of cost and cost determination: Cost accounting records cost ledgers, reconciliation of cost and financial accounts. Module II: Process Costing Process costing treatment of normal and abnormal losses and gains, valuation of work-in-progress using firstin first-out and average methods (equivalent production), inter-process transfer and pricing, concepts and accounting for joint products, by-products, waste, scrap, spoilage and defectives, research and development expenses. Module III: Cost Analysis for Planning, Control & Decision making Cost-Volume-Profit Analysis, Using CVP analysis for decision making ( Short run and Long Run), CVP analysis in Service and Non-Profit Organizations. Pricing decisions and Cost Management. Module IV: Specialized Costing Service or operating costing unit costing and multiple costing, application, identification of cost unit and cost determination and control; Uniform costing, Interfirm comparison, cost reduction, value analysis/engineering including value management Module V: Costing Methods and Accounting Systems Costing and accounting systems - activity based costing, customer profitability analysis; direct product profitability; just-in-time and back flush accounting; Target costing; life cycle costing, parametric cost control.
Examination Scheme:
Text & References:

Horgren, Datar, Foster, Rajan, Ittner, Cost Accounting- A Managerial Emphasis, Prentice Hall Jain, S.P. & Narang, K.L., Cost Accounting- Principles and Practice, Kalyani Publishers Lal, Jewarh (2011), Cost Accounting, Tata McGraw Hill Khan,M.Y. & Jain P.K. (2010), Cost Accounting, Tata McGraw Hill
PROJECT PLANNING, APPRAISAL AND CONTROL

The objective of the course is to make the students familiar with the planning, analysis, selection, implementation and review the capital expenditure investments. The aim is to acquaint the student with the application of mathematical and statistical tools for analyzing managerial problems in order to arrive at a decision w.r.t. the capital expenditures.
MBA 308
Credit Units: 03
Course Contents:
Module I: Planning of Projects Capital Expenditures, Phases of Capital Budgeting, Levels of Decision Making, Facets of Project Analysis, Portfolio Planning Tools, Strategic Position and Action Evaluation (SPACE), Generation of Ideas, Monitoring the Environment, Corporate Appraisal, Project Rating Index, Demand Forecasting, Market Planning Module II: Technical Analysis Material Inputs and Utilities, Manufacturing Process, Product Mix, Plant Capacity, Location and Site, Machineries and Equipments, Structures and Civil Work, Project Charts and Layouts, Work Schedule Module III: Financial Analysis Cost of Project, Means of Finance, Estimates of Sales and Production, Cost of Production, Working Capital Requirements and its Financing, Profitability Projections, Break Even Point, Projected Balance Sheets, Muti Year Projections, Basic Principles for Measuring Project Cash Flows, Components of the Cash Flow Stream, Biases in Cash Flow Estimation Module IV: Project Risk Types and Measures of Project Risk, Sensitivity Analysis, Scenario Analysis, Optimal Timing, Social Cost Benefit Anaysis, Net Benefit in terms of Economic Prices, Measurement of the Impact on Distribution, Savings Impact and its value, Income Distribution Impact, Little-Mirrlees Approach, Shadow Prices Module V: Project Management and Review Forms of Project Organization, Project Planning, Project Control, Human Aspects of Project Management, Prerequisites for Successful Project Implementation, Performance Evaluation, Abandonment Analysis, Administrative Aspects of Capital Budgeting
Examination Scheme:
Text & References:
Chandra P.(2002), Projects: Planning, Analysis, Financing, Implementation & Review, Tata McGraw-Hill Publishing. Meredith J.R. & Mantel S.J., Jr.( 2000), Project Management: A Managerial Approach, Ed. John Wiley & Sons. Machiraju H.R.(2001), Introduction to Project Finance: An Analytical Perspective, Vikas Publishing House Pvt. Ltd. Patel B.M.(2000),Project Management: Strategic Financial Planning Examination & Control, Vikas Publishing House Pvt. Ltd. Finnerty J. D.(1996), Project Financing: Asset-Based Financial Engineering, Wiley Newbold C.R.,(1998), Project Management in the Fast Lane: Applying Theory & Constraints, St. Lucie Press Anthony R.N. & Govindrajan V.(1998), Management Control Systems, Tata McGraw-Hill
Desai V.(1997), Project Management, Himalaya Publishing House
INTERNATIONAL FINANCE
The possibility for companies to look beyond domestic markets while making the financial decisions has given new dimensions to the way these decisions are taken. This has essentially led to changes in financial environment by linking domestic markets to global markets causing unprecedented increase in opportunities as well as risks. Management in such environment requires understanding of innovative conceptual and physical tools for better financial decision-making. The course on International Finance aims at equipping the financial manager with concepts, tools that enable financial decisions making in a global market and help better achieve the objectives of the firm.
MBA 309
Credit Units: 03
Course Contents:
Module I: International Financial Environment Finance function in global business scenario, International Monetary System, International Financial Markets and Instruments, Balance of Payments, Recent Developments. Module II: Foreign Exchange Markets Spot and Forward Foreign Exchange Markets, Speculation and Arbitrage in Foreign Exchange Markets and Implications of Market Efficiency, Currency Swaps, Currency Futures and Options. Module III: Foreign Exchange Rate Determination Theories of Exchange Rate Determination, Fundamental International Parity Conditions Purchasing Power and Interest Rate Parity, Forecasting Exchange Rates - Technical Forecasting, Time Series Modelling, Fundamental Forecasting. Module IV: Foreign Exchange Rate Exposure and Risk Management Transaction, Translation and Operating Exposure, Exposure from Equity and Borrowing in International Financial Markets, Hedging tools for Management of Transaction Exposure and Interest Rate Exposure, Degree of Hedge. Module V: Issues in Foreign Investments Analysis Examination of International Investment Proposals, Discounted Cash Flow Analysis, Tax Adjusted Present Value Approach, Political Risk Analysis, External Investment Decision Measuring Total Returns on Foreign Investments, Optimal International Asset Allocation. Module VI: Finance of Foreign Trade Income terms, foreign letters of credit, export & import finance, rules governing letters of credit, export import policy (Case Studies)
Examination Scheme:
Text & References:

Levi, M. D. (1996), International Finance, McGraw Hill International. Apte, P. G. (1995), International Financial Management, Tata McGraw Hill Errunza, V.R., Singh, D. and Srinivasan, T.S. (1994), International Business Finance,Global Business Press. Seth, A.K.(2000), International Financial Management, Galgotia Publishing Company. Hull, J. C. (1999), Introduction to Futures and Options Markets, Prentice Hall of India. Edwards, F. R. and Ma, C. W. (1992), Futures and Options, McGraw-Hill International. Kolb, R. W. (1997), Understanding Futures Markets, Prentice Hall of India. Rebonato, R. (1996), Interest Rate Option Models: Understanding, Analysing and Using Models for Exotic Interest Rate Options, John Wiley and Sons. Kohn, M.(1998), Financial Institutions and Markets, Tata McGraw Hill Publishing Articles from selected journals and magazines.
MANAGEMENT OF FINANCIAL SERVICES

At the end of this course the students will understand: Role of Financial Services in producing and maximizing value. Understanding basic Financial Services and their need. Factors determining dynamism in the Financial Services industry. Understanding the interface of regulators and managers for quantifying and dealing with critical factors affecting the Financial Services industry.
MBA 310
Credit Units: 03
Course Contents:
Module I: Introduction Financial services and Value production, Value added in Financial Services, ROI in Financial Services, Elements in the Financial Services value chain, Role of Financial Services in Economic Development Module II: Merchant & Investment Banking Meaning, Importance & Role in the Indian Financial System, Corporate Counselling, Project Counselling and Appraisal, Loan Syndication and Accessing Debt and Capital Markets, Procedural aspects of public issues, bought out deals, Book Building, Pre-Issue Decision; Post Issue Management and related provisions of Companies Act and SEBI guidelines for Protection of Interests of Investors, New Products in Capital Markets Module III: Leasing Hire Purchase and Consumer Credit Development of Leasing Hire Purchase and Consumer Credit, Types of Leasing, Pricing Methodology and Financial Analysis, Taxation, Legal Framework for Leasing and Hire Purchase Companies, Leasing Vs. BuyingNPV, Securitization, Banking Services related to leasing Module IV: Venture Capital Financing International Experiences in Venture Capital Financing, Venture Capital Financing in India, Pitfalls to be Avoided, Private Equity and growth of Entrepreneurship Module V: Mutual Funds Mutual Funds types, Exchange Traded Funds, Fund of Funds, Organization and Management, Regulations of Mutual Funds Module VI: Other Financial services Factoring Services - Features, Merits and Demerits, Cost Benefit Analysis, Forfeiting Features, Merits and Demerits, Credit Rating: Concept of Credit Rating, Types of Credit Rating, Advantages and Disadvantages of Credit Rating, Credit Rating Agencies and Their Methodology and Process, Individual Credit Rating, Sovereign Credit Rating Practices, Indian Experience up to now, Housing Finance, Custodial Services. Module VII: An introduction to marketing of Financial Services Features Marketing Of Financial Services, Cross Selling of Banking Services, Up-Selling, Wealth Management
Examination Scheme:
Text & References:
Khan M Y, (1999), Indian Financial System, Tata McGraw Hill Chandra, P.(1999), Financial Management: Theory and Practice, Tata McGraw Hill. Dietrich J Kimball,(1996), Financial Services & Financial Institutions, Value Creation in theory and Practice, Prentice Hall Pandey, I.M. (1999), Financial Management, Vikas Publishing House Sriram, K. (1996), Handbook of Leasing, Hire Purchase and Factoring, ICFAI. Bhole L M, (2000), Financial Institutions and Markets: Structure, Growth & Innovations, Tata McGraw Hill Regular reading of the Financial & Business Journals, Analyst, Economist is essential.
SECURITY ANALYSIS AND PORTFOLIO MANAGEMENT

This course aims at providing a clear understanding of the changing domestic and global investment scenario in general and Indian capital market in particular with reference to availability of various financial products and operations of stock exchanges. Important theories, techniques, regulations and certain advancements in theory of investment will be covered with an aim of helping the participants make sound investment decisions both in the context of individual security and portfolio investment.
MBA 311
Credit Units: 03
Course Contents:
Module I: Background of Capital market/Corporate Governance and Methods of Fund Raising Importance of Strong Capital market in Economy, Investment opportunities available to Investors, relation of demographic characteristics with investment pattern of individuals, Process of investment in Financial assets, intermediaries and Role of SEBIOTCEI//ROC/Stock exchanges-Listing agreement, clause 49, Importance of Corporate Governance and changes taking place/required in the law.Salient features and operation of stock exchanges,Trading arrangements, Changing scenario of Indian stock market.Relationship of Primary market with Secondary market, raising of Funds by IPO/FPO/Right issue and intermediaries involved. Merchant banking and its functions, contemporary issue in Capital market. Module II: Debt Malkiels's Law, Interrelationship of Bond Market and Stock market, International events and its impact on security market Risk and return in the context of Portfolio, , Common stock valuation models, Term structure of Interest Rates,Role of FII"S, DII/MF /QIB in Capital market.Participatory notes and its Impact, index formation.. Module III Fundamental analysis-Economic &industry analysis, concept of Business Cycles, Indicators of economic prosperity, Industry analysis, Company analysis, Company valuation.DOW"s Theory, Various Technical analysis tools like Moving averages, Volume Analysis, Indicators, RSI, Patten analysis,Candle sicks,Market breadth analysis, Trend analysis,Elliot wave Rules Fibonacci numbers, ROC/RSI, CAPM and Fama and French challenge, lagging indicators and leading indicators analysis, reading and interpretations of technical patterns and charts,Other tools to Forecast the market and take Entry and exit decisions. Module VI Arbitrage pricing theory, Generating the efficient frontier,Efficient market theory, Valuation by PE ratio /Book value to price value analysis,Motivation for partitioning of risk, Markowitz Risk -return optimisation, Module V Types of Mutual Funds--SIP/ELSS, Tax Implications. , Investment Banking, Role of Fund Manager, Portfolio management services, Churning and revision of Portfolio, Portfolio re balancing and up gradation, Sharpe"performance Index, Trennor"performance Index, Jensen's performance Index.
Examination Scheme:
Text & References:

Chandra, P.(2002), Investment Analysis, Tata McGraw Hill Fischer, D.E. and Jordan, R.J. (1995), Security Analysis & Portfolio Management, Prentice Hall of India Bhat, Sudhindra;(2009); Security Analysis & Portfolio Management; Excel Books Dash, A.P.;(2009); Security Analysis & Portfolio Management; I.K. International Bhatt, S.N.;(2011); Security Analysis & Portfolio Management; Biztantra Rangnatham M., Madhumalathi, R.,(2006); Security Analysis & Portfolio Management; Pearson Education Khatri, Dhanesh; (2010); Security Analysis & Portfolio Management; MacMillan India Ltd.
INDUSTRIAL RELATIONS AND LABOUR LAWS

The objective of the course is to acquaint students with the main provisions of labour standards, concepts, institutions and approaches to industrial relations and collective bargaining. The course will develop skills of dealing with unions, negotiating collective agreements and to identify approaches to promotion of sound labour management relations.
MBA 312
redit Units: 03
Course Contents:
Module I: Industrial Relations and Collective Bargaining Industrial Relations-conceptual and legal framework, Collective Bargaining-an overview, Bargaining and Negotiating skills, Workers Participation in Management, ILO conventions, Sound Labour Management Relations, Grievance Redressal Machinery, Industrial Relations after globalization Module II: Introduction to Labour Laws Labour Law Origin - Purpose - Role of the State - Constitutional Provisions Fundamental Rights and Directive Principles of State Policy Module III: Health and Safety, Conditions of Employment Factories Act, 1948, Industrial Employment (Standing Orders) Act, 1946. Discipline and Disciplinary Procedure Module IV: Laws for handling Industrial Disputes and Contract Labour Industrial Disputes Act 1947, Contract Labour (Regulation & Abolition) Act, 1970 Module V: Trade Unions Trade Unions: Meaning, Functions, Problems, Trade Unions Act, 1926 Module VI: Wage Related Laws Minimum Wages Act, 1948, Payment of Wages Act 1936, Equal Remuneration Act 1976, Payment of Bonus Act 1965 Module VII: Employee Benefits and Social Security related laws Payment of Gratuity Act, 1972: Provident Fund Act 1952, Workmens Compensation Act 1923, E.S.I.C. Act, 1948, Maternity Benefit Act 1961, The Apprentices Act 1961.
Examination Scheme:
Text & References:

Bagri, P.R. (2006), Law of Industrial Disputes,Kamal Law House. C.S. Venkata Ratnam (2006), Industrial Relations, Oxford Higher Education Kumar H.L. (2010) Labour Laws - Everybody Should Know, Universal Law Publishing Company Malhotra, O.P (1985), Law of Industrial Disputes, N.M. Tripathi Pvt. Ltd. Malik, P.L (2008), Industrial Law-Eastern Book company. Mamoria CB (1998), Dynamics of Industrial Relations, Himalaya Publishing House.
ORGANIZATIONAL CHANGE AND DEVELOPMENT

The aim of this course is to familiarize students with the rapidly growing scope of OD and the approaches which are becoming more and more diversified. A wide range of interventions are discussed as there is a critical need for them in organizations facing volatile and competitive global environment.
MBA 313
Credit Units: 03
Course Contents:
Module I: Organizational Development: An Introduction Nature, Assumptions, Characteristics & techniques. Historical framework of Organizational Development. The Lab training stem, The survey research and feedback stem, The Action Research stem, Steps involved in Organizational Development, Role of Managers, Factors affecting Organizational Development. Module II: Typology of Organizational Development Interventions Interventions designed at Individuals, Dyads/Triads, Team and Groups, Inter-group Relations, Total organization, Weisboard Model. Module III: Action Research & Organizational Design Introduction to Action Research, Action Research as a Process and as an Approach, Determinants of Organizational Design, Components of Organization Design, Organization - The Environment Interface, Organizational Decision Making Module IV: Organizational Development Interventions Team Interventions, Inter-group Interventions, Comprehensive Interventions, Structural Interventions, Issues in Consultant - Client Relationship; Power, Politics and Organizational Development Module V: Change Management Why Organization Change, Need for change, Factors causing change- Environmental, Technological, Legal, Political, Social, &, Cultural factors of change, Models & techniques involved in change management, Total Quality Management, Business Process Reengineering, Guidelines for Facilitating change. Module VI: Future of Organizational Development Changing values, Cultural Models & theories of planed change, organizing for the Future, Organizations as learning systems, and Implications for future managers
Examination Scheme:
Text & References:

Palmer I, Dunford R, Akin G, (2010), Managing Organizational Change a multiple perspectives approach, Tata McGraw Hill Publication, New Delhi. Thomas G. Cummings and Christopher G. Worley (2002). Organizational Development and Change, Thompson learning- India, New Delhi. Wendell L. French and Cecil N. Bell Jr., (2008),Organization Development and Transformation New Delhi, Prentice Hall.
PERFORMANCE AND COMPETENCY MANAGEMENT

This course will help students to understand the significance of appraisal for an Organization and Individual. It will develop an understanding of various appraisal methods and measurements to manage the performances of employees. It would also provide an insight into the fundamentals of competency management.
MBA 314
Credit Units: 03
Course Contents:
Module I: Introduction to Performance Management Conceptual Approach to Performance Management, Determinants of Job Performance: Person and System Factor, Components of Effective Performance Management, Performance Management Cycle Module II: Process of Performance Appraisal Need And Methods for Performance Appraisal, RSDQ Model, Performance Review - Reengineering Performance Appraisal System, Performance Analysis, Performance Review Discussion, Performance Monitoring and Feedback. Module III: Competency Mapping Concept and Definition of Role and Competency, Characteristics of Competency, Competency Versus Competence, Performance Versus Competency, Types of Competencies, Context and Relevance of Competencies in Modern Organizations. Module IV: Competency Management Framework Macro View of Competency Management Framework, Strategic Framework, Lancaster Model of Managerial Competence, Competency Modeling Framework Module V: Competency mapping as a performance management tool Building Competency Models, The McBer Generic Managerial Competency Model, Competency Causal Flow Model, Ftors Affecting The Human Performance System, Profiling Competency Framework for a Particular Role, Competency Gap
Examination Scheme:
Text & References:

Armstrong, Michael and Berron, Angela (2008), Performance Management and Development, Jaico Publications Cardy Robert L. (2008), Performance Management Concepts, Skills and Exercises, Prentice Hall India Rao T V (2008), Performance Management and Appraisal Systems-HR Tools for Global Competitiveness, Response Books Sahu R K (2007) Performance Management System, Excel Books
TALENT ACQUISITION AND DEVELOPMENT

The course aims at clear understanding of the concepts of recruitment, selection, retention and development of human capital from the perspective of organizational excellence.
MBA 315
Credit Units: 03
Course Contents:
Module I: Job Analysis and HR Planning Job Analysis, Writing Job Descriptions, Job, Specification, Job Analysis in a Jobless World and Human Resource Planning and Forecasting Module II: Recruiting and Selection Developing and Using Application Forms: The Application Blank, Information Technology and HR: Recruiting on the Internet, Global Talent Search, The Selection Process, Basic Selection Model: The Decision Theory Approach, Basic Testing Concepts and Interviewing Candidates Module III: Retention Management Basics of Absenteeism, Turnover, Attrition and Retention of HR ,Importance of retention, Retention Determinants, Retention Management Process, Retention interventions Module IV: Process and evaluation of Training and development Establishing objectives, preparing the parameters, designing the programs, methods, trainers and training styles, Training for Trainers, Trainer Certifications, Training Evaluation Need for evaluation, Concept of Return on Investment, Cost Benefit Analysis, Developing Models of Training Evaluation for Technical and Behavioural Training Module V: Training and Development for Modern Organizations Concept and Need for Learning Organizations, Creativity, Managing Change, Leadership, Team Playing and Effective Group Dynamics, Managing differences at workplace, Effective Communication, Managing Cultural Diversity, Sensitivity Training, Total Quality Management, Computer Based Training.
Examination Scheme:
Text & References:

Dessler, G. (1997), Human Resource Management, Prentice Hall of India Lynton R.P and Pareek U (1990). Training for Development. Vistaar Publications, New Delhi Ramnarayan, S. & Rao, R.M., (1996), Managerial Dilemmas: Cases in Organizational Behaviour, Tata McGraw-Hill, India. Srivastava, S., (1999), Recruitment, Selection & Retention, ABS Course pack Wexley, K & Lathan Gary, (2002), Developing & Training HR in Organization., Prentice Hall India
STRATEGIC HUMAN RESOURCE MANAGEMENT

This subject provides an understanding of the strategic contribution of the Human Resource Management (HRM) function. This course will place previous studies of human resource management within a strategic dimension so as to illustrate the concept of competitive advantage applied to human resources.
MBA 316
Credit Units: 03
Course Contents:
Module I: The Concept of Strategy Strategy Defined, Key Concepts of Strategy, Formulations of Strategy, Strategic Management, The Process Of Strategic Management Module II: The Concept of Strategic HRM An Investment Perspective of HRM, Strategic HRM, Aims of SHRM, Strategic HR Vs Traditional HR, Challenges in SHRM, Approaches and Models to SHRM and the Evolving Strategic Role of HR, Barriers to Strategic HR. Module III: Strategic HRM in Action HR Strategy defined, Purpose, Types of HR Strategies, Content of HR Strategies, Formulating HR Strategy, Criteria for an Effective HR Strategy, Integrating the Business and HR Strategies. Module IV: Impact of HRM on Business Performance Human Resource Evaluation- Definition and Overview, Rationale for HR Evaluation, Measures of HRM Performance, Approaches to HR Evaluations Module V: Future trends in Strategic HRM Approaches Career Management, Mentoring Relationship, Work-life Integration
Examination Scheme:
Text & References:

Agarawala Tanuja (2007) Strategic Human Resource Management Oxford University Press. Armstrong Michael (2007), Strategic Human Resource Management: Strategy and Action, Kogan Page Mahey C and Salman G., (1996), Strategic Human Resource Management, Oxford Blackwell. Mello Jeffrey A., (2008), Strategic Human Resource Management, Thompson Press Publishing. Srinivas R. Kandula, (2002), Strategic Human Resource Development, Prentice Hall of India.
INTERNATIONAL TRADE FINANCE

Understand ways in which International Trade is undertaken, settled and financed; Appreciate the need and role of various entities engaged in International Trade and Finance; Recognise the terminology used in International Trade, Finance and commercial contracts; Know how to avail finance from International Financial Markets & Institutions for trade and global business; Understand international payment systems & Regulatory compliances; Study Global Mergers & Acquisition trends.
MBA 317
Credit Units: 03
Course Contents:
Module I: Globalization, Trade & Finance Complexities of international trade, Meaning of Intl Trade Finance, need of various entities like exporters, importers, merchants, traders, overseas representatives, banks, borrowers, lenders, Logistics, Forwarders etc. International Commercial Terms (INCOTERMS), Protection against credit, political, economic and transit risks. Module II: Global Financial Ecosystem Worlds major Financial Markets for Equity, Debt, Foreign Exchange & Commodities. International lending institutions World Bank, IMF, ADB, EBRD, Export-Import Banks, foreign Governments & agencies. Financing global trade, Buyers credit, Supplier credit, Role of credit-rating agencies, ECGC & EXIM Banks. Module III: International Trade Finance & Payment Systems Modes of Payments in Trade, obtaining payments through Documents against Payment, Documents against Acceptance, Bills of Exchange, Letters of Credit & Stand-by Letters of Credit. Bill discounting with Banks, Factoring & Forfeiting agencies. Foreign currency cheques, drafts, telegraphic transfers (TTs) & SWIFT. Regulations to prevent fraud and money laundering. Remittances permitted by RBI for individuals & corporates. Module IV: International Banking Role of International Banks, Correspondent Banking, Nostro/Vostro Accounts. Bid/Ask rate determination for Bills, TTs, Travelers Cheques. Risks of OTC products & ISDA regulations. Availing pre-shipment & postshipment finance, Fixed vs. Floating rate borrowing & External Commercial Borrowing (ECBs). Payment, settlement and clearing systems in foreign currency including SWIFT, CHIPS, CHAPS & Electronic banking. RBI Regulatory compliances, late payments & bad debts. Module V: Global Mergers & Acquisition & (M&A) FDI & FII statistics, FDI & reverse FDI within & outside India. Examination of international investment proposals. Case studies on corporate Indias acquisitions & mergers abroad. Role of International Banks, Investment Banks, Hedge Funds, Private Equity, Pension Funds etc. ECBs, ADRs GDRs, Bonds in global A&Ms.
Examination Scheme:
Text & References:

Paul Cowdell and Derek Hyde (Feb 2003) International Trade Finance, Institute of Financial Services Apte, P. G. (1998), International Financial Management, Tata McGraw Hill Levi, M. D. (1996), International Finance, McGraw Hill International. UCPDC-600, International Chamber of Commerce, Paris
INTERNATIONAL COMMODITY MANAGEMENT

Knowing which countries dominate world trade in commodities; Familiarization with international commodity markets; Functions and mechanism of Indian and International Commodity Exchanges; Learning to identify commodity risks and formulating suitable strategies to minimize it.
MBA 318
Credit Units: 03
Course Contents:
Module I: International Commodity Trading Changing Intl Trade scenario & in 21st Century; Commodities Definition, Features, History, Participants, Structure; systems of commodity, Top Exporter & Importer countries of Worlds most traded commodities, Indias place in World Markets. Module II: .Worlds Commodity Exchanges Major Commodity Exchanges in World - USA, Canada, Latin America, Europe, China, Asia, Africa & Oceanic: History, Shareholding, Products & contract specifications. Module III: Indian Commodity Exchanges Turnover, Evolution, Forward Market Commission, Contracts Act: Regional & National Commodity Exchanges, Structure, Shareholding, Turnover, Products Traded on National Exchanges MCX, NCDEX, NMCE, ICEX. Module IV: Commodity Derivatives Derivatives - Definition, Types, OTC vs Exchange Traded, Participants, Evolution, Economic Functions & benefits, Risks. Commodity Futures & Options - Characteristics, Terminologies, Margins, Physical Delivery, Assignment, Warehousing, Quality specifications, Membership, Charges; Trading, Clearing & Settlement; Strategies for Hedging, Speculation & Arbitrage. Types of Orders, Difference between & Options & Futures, Right/Obligation of Buyer/Seller, Call/Put Options. Module V: Worlds Most Traded Commodities Presentations on Cotton, Edible oils (Rapeseed, Soy, Palm Oil), Tea, Coffee, Sugar, Wheat, Crude Oil, Steel, Rice, Pulses, Rubber, Gold, Silver, Copper etc - World Trade, Indias share, Production, Global demand & supply, Consumption & price patterns, Quality, Trading, Contract specifications, substitutes etc.
Examination Scheme:
Text & References:
Niti Nandini Chatnani, Commodity Markets - Operations, Instruments and Application, Tata McGraw Hill Education Private Limited, New Delhi NCDEX Institute of Commodity Markets & Research (NICR), Study Manual for Commodity Trading
INTERNATIONAL ECONOMICS AND POLICY

Learn the significance of International Trade & Globalization; Introduction to International Economic Indicators & Terminologies; Exposure to World Economies, Transformations & Emerging markets; Visualize & cope with Global Changes in Business scenario; Understanding the role of Govt., International Institutions & Trade Policies
MBA 319
Credit Units: 03
Course Contents:
Module I: Globalization & Emerging Trends Theory of Comparative Advantage, Product Cycle Theory, New Trade Theory, Competitive Advantage of Nations, International Investment, FDI, FII, Major developments in World economy Emerging Markets - China, Africa, Asia, East Europe, Latin American & Russia. Module II: International Economic Indicators Free Trade, BOP, GNP, GDP, Per-Capita Income, Purchasing Power, Economic/Political/Legal Systems, Debt Problem, Macro Economic Issues. BarriersTariff & Non Tariff, Dumping, Antidumping, Appeal and Appellate procedures, Role of State. Module III: Global Trade & Policy Economic, Commercial, Political, Financial, Marketing, Cultural, Legal & Policy issues & their management, Global Trade of major economies- U.S., EU, China, Japan, India, Latin America, Russi.Conflict between Industrialized & Developing Countries, Export-Import Restrictions and Promotion, Investment Policies, Relevance to Indias Economy. Module IV: WTO & Global F. Is Evolution of GATT and WTO, Tariff Conversions, MFN, Membership, Structure, Uruguay & other Rounds, Agreement on a) Agriculture b) Trade-in-Services c) TRIMS d) Intellectual Property Rights; Dispute Settlement Mechanism Problems. Bretton Woods, World Bank, IBRD, IDA, IFC, MIGA, ICSID, IMF, ADB, EXIM Bank, Forfeiting & Project Exports Module V: Regional Economic Integration & Economic Transformation Levels of Economic Integration & Trade Blocks- EU, EFTA, NAFTA, CARICOM, ACM, ECSCA, ASEAN, SAARC, SAPTA, Cartels, OPEC. Transformation of Europe, Russia, East Europe, China, Africa
Examination Scheme:
Text & References:
Schmiltoft, Sweet & Mexwell (2000), Export Trade
Rao, M.B., and Manjula Guru, WTO and International Trade, Vikas Publishing House Pvt. Ltd. Charles W.H. Hall, International Business, Competing in the Global Market Place, Tata McGraw Hill UCPDC-600, International Chamber of Commerce, Paris Cateora & Hess, International Marketing, Richard D Irwin Inc. Eitleman & Stonehill, Multinational Business Finance, Wesley Pub. Co. IMF References, The World Economic Outlook
INTERNATIONAL TRADE PROCEDURES AND DOCUMENTATION

Learning the importance and procedural & documentation aspects of export-import of goods and services ; impart knowledge of governments, departments, international institutions involved ; teach an Export Manager to develop a systematic methodology to handle exports ; understand the relevance and importance of various government policy measures for export as well as import.
MBA 365
Credit Units: 03
Course Contents:
Module I: Introduction Export documentation Framework the need, entities & documents as per requirement of (a) the contract (b) Govt. of India (c) Importing country d) for claiming export assistance. Module II: Documents for processing export order and legal implications Processing of Product enquiry/quotation, Purchase/Export Order, Letter of intent, Payment Terms, International Transport Modes, INCOTERMS, advising & scrutiny of a Letter of Credit (L/C), seeking L/C amendments, International Chamber of Commerces UCPDC articles. Module III: Export/Import Documents How to make Commercial, Financial, Transport, Title, Official, Insurance, Export assistance Documents & Certificates for Exports. Ensuring error-free export documentation as per L/C. How to open L/C, apply for license and make Customs/ Sales Tax documents for imports. Module IV: Central Excise, Sales Tax & Customs Clearances Clearance of Export & Import Cargo, Role of Clearing and Forwarding Agents, Shipment of Export Cargo, Excise, Sales Tax & Customs Department regulation compliance. Module V: EXIM Policy Framework EPCG Scheme, Duty Exemption Pass Book Scheme, Export Oriented Units, Export houses, Trading houses, Export Processing Zones, Special Economic Zone, Negotiation of Export Bills, Bank realization, late payment follow-up. Bank, RBI, DGFT, Customs & FEMA regulatory compliances.
Examination Scheme:
Text & References:

Nabhi (2011-12)1999, How to Export, Nabhi Publications RBI Mumbai, Export Procedures and Documentation Handbook of Exim Procedures and Documentation Govt. of India Publication Division Handbook of DGFT Publications Ministry of Commerce, Govt. of India.
FOREIGN EXCHANGE (FX) MANAGEMENT

Understand the basics & trading mechanics of Indian & International FX Markets ; Read, understand, covert, calculate rates and negotiate FX rates ; Understand linkages of money markets, interest rates, economic & world events to FX rates ; Understand FX Hedging, Speculation & Arbitrage trading strategies ; Use FX Derivatives (Forwards/Futures/Options/Swaps) to hedge FX risk ; Know Regulatory compliances
MBA 366
Credit Units: 03
Course Contents:
Module I: Foreign Exchange in Global Business Importance of FX in International Business & Financial Markets ; Volume, Participants, Risk from Currency Volatility and experiences of MNCs in cross border transactions. Module II: Foreign Exchange Markets & Regulatory Compliances Spot and Forward Markets, Trading Terminologies & Mechanism, Currency Convertibility, Major/Minor currencies. ISO Currency codes, linkages to other Global Markets & Events, Using benchmark rates LIBOR/MIBOR. Reserve Bank of Indias remittance guidelines for individuals & Corporates. Module III: Foreign Exchange Rate Determination Exchange Rate Determination, Cross-currency calculations, Interest Rate & Purchasing Power Parity, Negotiating FX rates for inflow/outflow for different international transactions, Exchange Arithmetic. Module IV: Foreign Exchange Rate Exposure & Trading Strategies Transaction, Translation and Operating Exposure. FX Trading Strategies for Hedging, Speculation & Arbitrage. Module V: Foreign Exchange Risk Management using Derivatives Concept of Hedging, Hedging strategies of Corporates, FX Risk Management using Currency Derivatives like Forwards, Futures, Options & Swaps.
Examination Scheme:
Text & References:

Apte P.G. (1998), International Financial Management, Tata McGraw-Hill Publication Thummuluri Siddaiah (2010), International Financial Management, Pearson Education Levi, M.D. (1996), International Finance, McGraw Hill International Errunza, V.R., Singh, D. and Srinivasan, T.S. (1994), International Business Finance, Global Business Press Hull, J.C. (1999), Introduction to Futures and Options Markets, Prentice Hall of India Edwards, F.R and Ma C.W. (1992), Futures and Options, McGraw-Hill International. Kolb, R.W. (1997), Understanding Futures Markets, Prentice Hall of India Rebonato, R. (1996), Interest Rate Option Models: Understanding, Analysing and Using Models for Exotic Interest Rate Options, John Wiley and Sons Kohn, M (1998) Financial Institutions and Markets, Tata McGraw Hill Publishing
APPLICATION OF GENERAL INSURANCE

The subject is designed by keeping in view about the requirement of knowledge of History of the Insurance in India, various aspects of the insurance, basic principles of Insurance along with their implementation in to operation with the help of legal and financial principals. Basic and mandatory activity of any Insurance Organization.
MBA 367
Credit Units: 03
Course Contents:
Module I The Conceptual Framework, The Insurance Device, The Professional Approach, The Classification of Insurance Business, Financial Aspects of Insurance Business Other Special Need Plans Application and Acceptance Investment and Accounting Module II The Basic Principles - Utmost Good Faith, Insurable Interest, Indemnity, Corollaries of Indemnity, Proximate Cause. Legal Principles of the insurance The Indian contract Act 1872, WC Act, Arbitration Act, Motor Vehicle Act. Assignment, Nomination, Loans, Surrenders, Foreclosure, M.W.P. Act. General Insurance (nationalization) Act 1972. IRDA Notification. Module III Policy Document-Need & Format, Insurance forms-proposalscover note-policy-endorsement. Premium Payment, Lapse and Renewal. Miscellaneous documents. Rating-Premium Module IV Underwriting practice in India and other countries Co-insurance and Re-insurance practice. Claim procedure Surveyors regulation and requirements, Self survey and In-house survey. Survey protocol and MOU. Module V Introduction to Information Technology to Insurance industry, The Evolution of Computers, Computer Hardware Software - Concepts. System Life cycle analysis and design. Functions of IT Personnel and IT Department. Brief on Insurance applications.
Examination Scheme:
Text & References:

Dowd, Kevin, Beyond value at Risk, Wiley, John & Sons, Vaughan, Emmett J and Vaughan, Fundamentals of Risk and Insurance, Therese M. Wiley,John & Sons. Harvey W. Rubin ,Dictionary of Insurance Terms; Barron's Educational Series Vazir Ahmed Khan ,All About Insurance, The Insurance Times publication
LIFE INSURANCE UNDERWRITING AND CLAIMS

The course will provide an understanding of the basic concepts and principles of life insurance, its functions and benefits. Besides product pricing method, the broad features of individual and group products, social security schemes, reinsurance etc. will help students develop and understanding of different facets of life insurance. The course also provides understanding of policies of health, property and assets insurance.
MBA 368
Credit Units: 03
Course Contents:
Module I: Introduction Basic concepts of life insurance, its functions and need and its role in the economy of the country, Principles of life Insurance, Pricing of life insurance products. Module II: Individual Plans / Products Salient features of plans of individual insurance Term Assurance Plans. Whole Life Plans. Endowment Plans, Combination of Whole Life and Endowment Plans. Childrens Plans, Annuity Plans etc. Module III: Personal Insurance Principle of Health Insurance. Health Insurance Products, Group Insurance Products Pension Policies, Personal Accident Policy, Motor Vehicle Policy. Module IV: Social Security Schemes Social Dimensions of insurance and the main features of Social Security Schemes launched by the Government. Module V: Other Types of Insurance Salary Saving Schemes Keyman Insurance Partnership Insurance. Overseas mediclaim insurance. Module VI: Reinsurance Module VII: Personal Insurance Health Insurance Pension Group Insurance Products.
Examination Scheme:
Text & References:

Life Insurance Underwriting, IC-22, Insurance Institute of India. Manual for Agents, Life Insurance Corporation of India. Gene Stone, Insurance Company Operations, (LOMA) Barbara Foxenberger & Jane Lightcap Brown, Life and Health Insurance Underwriting, LOMA
REGULATORY FRAMEWORK OF INSURANCE

The course will provide an understanding of insurance regulations in pre and post nationalization period with latest updating. Details of various Acts, their implications and limitations will also be discussed with real life case.
MBA 369
Credit Units: 03
Course Contents:
Module I Ingredients of a contract and legal aspects of insurance with special reference to insurable interest, contracts of indemnity, principle of utmost good faith indisputability of policies Proximate course etc... Module II Insurance Act 1938 (With Special Reference to Actuarial Valuation. Surplus Nomination, Assignment, Investment of Funds etc.) and LIC Act 1956 Genesis Expectations and Objectives, Postal Life Insurance and Reinsurance. Module III General Insurance Business Nationalization Act 1972 and the Malhotra Committee Report 1994. Its Embarrassing Recommendations Tariff Advisors Committee. Module IV IRDA Act 1999 Its Provisions in full Module V Registration of Insurance Companies Regulations, Agency Regulations Accounting and Investment Regulations Rural Business Regulations Actuaries Regulations Code of Conduct for Advertisement Regulations Surveyors Brokers IPA Regulations etc. Module VI Consumer Protection Act ISO and OMBI DSM
Examination Scheme:
Text & References:

Study Material on Relevant Acts and Commentaries given as handouts.
RISK MANAGEMENT AND INSURANCE

This course Aim is to introduce student to the concept and application of systematic risk identification and measurement. Concept of Risk Control and Examination of various risk control option. Second part of the course is to introduce students to the principles and practice of insurance, including an examination of the main type of Insurance policies currently available to develop an understanding of the use of insurance as an effective risk management tool.
MBA 370
Credit Units: 03
Course Contents:
Module I: Introduction Risk and uncertainty, subjective attitudes to risk Acceptable risks versus unacceptable risk classification of risk. The cost of risks, Handling cost, Loss cost, Private and social Cost, Handling of risks. Avoidance, Risk Retention, Reduction and Transfer. Module II: Practice of Risk Management Risk Management process and administration, Risk identification, Perception, Organization Chart, I/O analysis, operative causes. Risk reduction and control, Loss reduction Measure, Education and Training Contingency Planning. Risk avoidance. Statistical methods and probability concepts. Module III: Process and Technique Risk Analysis: Nature of risk and human behaviour, fundamental statistical analysis. Risk retention and controldiscuss hazards and risk, major area of control and measures. Risk Transfer, Corporate risk management function, importance. Characteristics and developing tools. Influence factors. Module IV: Insurance Introduction Concept of Insurance Classification of Insurance life and non life (General) basic principle of insurance- utmost good faith insurable interest, material Facts, indemnity, proximate cause. Acceptance of Proposals, Physical and Moral Hazards. Module V: Economics of Insurance Economic principal of Insurance, sharing, subrogation, contribution, co-insurance. Reinsurance concept and methods. Premium Rates calculations Bonus /malus in Premium investments, Funds management. Module VI: Documentation Insurance forms - proposal form cover note certificate of insurance, policies, endorsement renewal receipts, Special class of Insurance Oil and Energy, Satellite insurance, Contingency policy, Industrial All Risk policy, Project insurance and Loss of Profit policy. Warranties Conditions. Claim procedure and survey.
Examination Scheme:
Text & References:

Peter L, Against the Gods, Wiley John & Sons, Inc. Dowd, Kevin, Beyond Value at Risk, Wiley John & Sons, Inc.
BUSINESS PROCESS SYSTEM

This course will expose the students to describe process development by making a distinction between the development processes, the management process and supporting process in line with evolving standards. It also introduces object- oriented approach to provide a better balance with conventionally structured systems approach. It then describes the use of models to precisely define systems, processes, data and their co-relation.
MBA 371
Credit Units: 03
Course Contents:
Module I: Business Process Optimization Understanding Business Process and e Process, Business Process Optimization, Business Modeling and Business Strategy for IT, Understanding Work Flow Automation and Value Chain. Module II: Implementation of Business Process Life Cycle Various Parameters that effect business process and their significance Module III: Introduction to Data Modeling Techniques Methodology, tools and techniques. Systems Modeling, Logical and Physical Models, Data Modeling, Entity relationship Diagram, Entity, Attributes, Domain, Key Relationships, Cardinality notations, Degree Generalization, Strategic Data Model, Data modeling during Systems Analysis. Module IV: Introduction to Modern Structured Analysis Methodology, tools and techniques, process and concepts - Decomposition, Decomposition Diagram, Logical Process and conventions, Structured English, Decision Table, Event Decompositions Diagram, DFD, information engineering, Prototyping Module V: Introduction to Object Oriented Analysis & Modeling Reading and interpreting an object model, describing object modeling in the context of systems analysis with the help of class diagram state diagram and event diagram.
Examination Scheme:
Text & References:

Awad (2009), Systems Analysis & Design Methods, Galgotia Publications Hoffer (2009), Systems Analysis & Design Methods, Tata Mc Graw Hill Whitten JL (2009), Systems Analysis & Design Methods, Tata McGraw Hill
MANAGEMENT OF SOFTWARE PROJECTS

This course is to familiarizing students the concept of Software Project Management, which is an umbrella activity within software engineering.. It begins before any technical activity is initiated and continues throughout the definition, development and maintenance of computer software.
MBA 372
Credit Units: 03
Course Contents:
Module I: Software Project Management Concepts Management Spectrum, People, product, process, project The W5HH Principle. Module II: Software Process and Project Metrics Measures, Metrics and Indicators, Metrics in the process and project domain, software Development, Metrics for s/w quality, integrated Metrics within the s/w process, metrics for small organization, establishing a s/w metrics program Module III: Software Project Planning Observation on estimating, s/w scope. Resources, s/w project estimation, decomposition techniques, Empirical Estimation Models, Make/Bye Decision, Automated Estimation Tools. Module IV: Risk Strategic Risks, Risk Identification, Risk Projection, Risk Refinement, Risk Mitigation, Monitoring & Mgmt., Safety Risks and Hazards, RMMM Plan. Module V: Project Scheduling and Tracking Concepts of Lateness and basic principles Relationship between People and Effort, Defining a Task Set for s/w project, selecting s/w engg. Tasks, Major Task, task n/w, Earned value analysis, error tracking, project plan. Module VI: Software Configuration management Baselines, SCM Process, Identification of objects in s/w conf., version control, change control, configuration audit, status reporting. hands-on on MS-Project.
Examination Scheme:
Text & References:

Hughes B & Cotterell M (2010), Software Project Management, Tata McGraw-Hill Leffingwell D (2009), Managing Software Requirements: A Unified Approach (The Addison-Wesley Object Technology Series) Henry J (2009), Software Project Management, Pearson Education
DECISION SUPPORT AND BUSINESS INTELLEGENCE SYSTEMS

This course can help students to have a more comprehensive knowledge of the factors affecting the business. The Business Intelligence focuses on learning how analytics and technology can be used to enhance, decisionmaking, and performanceThis course is designed to train students in skills, methodologies, and knowledge how to accomplish data management tasks with the applications of BI tools and techniques
MBA 373
Credit Units: 03
Course Contents:
Module I Decision Support Systems and Business Intelligence, Computerized Decision making, Concepts and principles of data ware housing, ETL (extraction transformation and loading) Process, OLAP Module II Business Intelligence, Special Introductory Section: The Essentials of Business Intelligence, Business Analytics and Data Visualization, Data mining and techniques; Text, and Web Mining, Neural Networks for Data Mining Module III Business Performance Management, Collaborative Computing-Supported Technologies and Group Support Systems, Knowledge Management, Intelligent Systems- Artificial Intelligence and Expert Systems. Module IV Advanced Intelligent Systems, Intelligent Systems over the Internet, Implementing Decision Support SystemsSystems Development and Acquisition, Integration, Impacts, and the Future of Management Support Systems. Module V Data Mining and BI, Next generation BI, BI strategy, BI and Performance Management, Implementation of BI Project-Reason for the failure and Success of BI tools in industry with examples and case studies
Examination Scheme:
Text & References:

Turban E, EAronson J et al. (2006), Decision Support and Business Intelligence Systems, Prentice Hall of India Dunham MH (2009), Data Mining Introductory and Advanced Topics, Pearson Education Howson C (2010),Successful Business Intelligence: Secrets to Making BI a Killer App ;Tata Mac-Graw Hill
SERVICE ORIENTED ARCHITECTURE AND IT SERVICE MANAGEMENT

SOA is a core part of the service-oriented computing platform that brings with it new concepts, technologies and challenges. First two modules of this paper will explore key parts of this platform to provide well rounded coverage of the multi-faceted world of building service-oriented automation solutions. Now days providers of IT services can no longer afford to focus on technology and their internal organization, they now have to consider the quality of the services they provide and focus on the relationship with customers, ITSM provides you with customer's perspective of IT's contribution to the business. ITSM stands in deliberate contrast to technology-centered approaches to IT management and business interaction, the third and fourth modules of this paper will talk about the ITSM as concept and ITIL for the implementation of the same.
MBA 374
Credit Units: 03
Course Contents:
Module I: SOA Concepts Common characteristics of contemporary SOA, Misperceptions about SOA, benefits of using SOA, From XML to Web services to SOA, SOA Standards and specifications, SOA architecture Module II: Advance SOA Concepts Web Services and Primitive SOA, Web Services and Contemporary SOA, SOA and Service Orientation, Service Layers Module III: IT Service Management Service Management as a Practice, The Service Lifecycle, ITSM Frameworks, ISO 20000, IT Governance concept and models. Module IV: ITIL Framework Introduction ITIL, Versions of ITIL, Comparison between different versions, Overview of ITIL V2 and ITIL V3, SERVICE SUPPORT- Configuration Management, Service Desk, Incident Management, Problem Management, Change Management, Release Management; SERVICE DELIVERY- Service Level Management, Capacity Management, IT Service Continuity Management, Financial Management for IT Services, Availability Management, Criticisms of ITIL
Examination Scheme:
Text & References:

Cerf V et al (2010) Service Oriented Architecture (SOA) Compas; Pearson Education SOA Concepts - Technology and Design, Pearson Education
WEB-ENABLED BUSINESS PROCESSES

Students will be taught how to web-enable a real time business process. Students will learn how web-enabled business processes can increase profitability and performance and improve customer relationships. Business on the web provide enterprise-wide process integration as well as connect businesses with global business partners. These concepts will be put into practice through the industry specific project.
MBA 375
Credit Units: 03
Course Contents:
Module I: Introduction of Web Development Web Server, Applications Server, Database Server, Static & Dynamic Web Sites, Server Site & Client Site Technology, Various Search Engine Optimization tools and techniques, Web Hosting and administration. Module II: Building Dynamic web pages using Java Script & VB Script Embedding JavaScript & VBScript in HTML, Operators & Expressions, Programming statements, Functions, Handling Events, Working with Objects, Creating Frames & Windows, and Processing Forms. Module III: Database Connectivity using ASP Web Development with Active Server Pages, Interaction with users, Building & Processing Web Forms, Using Scriptlets, Getting Information about HTTP Request with the Request Object, Processing Web Data with the Server, Session & Application Objects, Programming for database connectivity Retaining Information between sessions using Cookies, working of Application Server and Web Server. Module IV: Introduction to E-Commerce E-commerce and E-business, models of traditional & modern commerce, online vs traditional commerce, categories and models of E-commerce, M-commerce, Electronic commerce applications, barriers and threats to E-commerce, Future of E-commerce Module V: E-Commerce Essentials EDI, hardware, software, networks, web-servers types of EPS, EBPP, review of veri-sign and pay-pal Module VI: E-Commerce Security Online threats, measures to counter threats with techniques like encryption, digital signature, cryptography, water marks etc.
Examination Scheme:
Text & References:

Ferris D and Whipple L (2001),Building an Intelligent e-Business, Prentice Hall
CONSUMER BEHAVIOUR
The course aims to explore the core concepts and theories of shopper behavior at individual, group and organizational level so that students may use these as inputs in marketing decision making.
MBA 376
Credit Units: 03
Course Contents:
Module I Consumer demographics, consumer life styles. Retailing implications of consumer demographics and lifestyle. Consumer profiles. Lifestyle marketing. Environmental factors and individual factors affecting consumers. Module II Consumer as an Individual, Motivation, Needs, Goals, Personality, Self and Self Images, Perception, Imagery, Learning, Cues, Response, Reinforcement, Behavioral Learning and Cognitive Learning Theory, Brand Loyalty. Module III Attitude, Attitude Formation and Change. Shopping attitudes and behavior, where people shop. Consumer Buying Decision Process, types of consumer decision making. Impulse purchases and customer loyalty. Module IV Group Dynamics and Reference Groups, Family Decision Making, Social Class, Culture, Subculture Module V Opinion Leadership Process, Diffusions of Innovations, Adoption Process.
Examination Scheme:
Text & References:

Assel Henry (2006), Consumer Behaviour and Marketing Action, Thompson Press Seth & Mittal (2003), Consumer Behaviour : A Managerial Perspective, Thompson Press Schiffman and Kanuk (2009), Consumer Behaviour, Prentice Hall of India
DISTRIBUTION AND LOGISTICS MANAGEMENT

The course is meant for managers under formation. Rapid innovations in technology, especially in the field of distribution and logistics, have made corporate operations complex. Thus, this course develops the framework for channel creation and formation. It reflects the importance of channel management issues and helps the students in understanding the companys route to markets and the downstream part of value chain.
MBA 377
Credit Units: 03
Course Contents:
Module I Distribution System- Role, Scope, Functions & Structure, Types of channels, Levels of channels, Cost, Control and Customer service, Selection of Channels, partners, Motivation of channels, Factors affecting channel design. Channel Design and Implementation segmenting, targeting, gap analysis, establishment of new channels or refining existing channels. Module II Channel Flows definition and concepts, Relevance of channel structure on Membership Issues. Vertical Integration of Marketing Channels costs, benefits, and need. Module III Retailing: Strategic Issues in Retailing. Merchandising Techniques: Franchising; nature and scope, Wholesaling, Assorting, Distribution of supplementary services, and Intermediaries for service delivery. New age technologies: SAP, ERP and Electronic channels. Module IV Channel Conflict nature and degree, sources, consequences, conflict resolution strategies, Channel Performance: Monitoring & evaluation, identifying power sources, and channel coordination. Module V Logistics System concept, objective and scope, the system elements, transportation, warehousing, inventory management, packing and unitization, communication and control, importance, Strategic Logistics Planning logistics strategy, implementation and management.
Examination Scheme:
Text & References:
Bert Rosenbloom, (2008), Marketing Channels, South Western Cengage Learning DK Agrawal, (2008), Logistics and Supply Chain Management, Macmillan India Havaldar and Cavale, (2008), Sales and Distribution Management- Text and Cases. Tata McGraw Hill Stern & El-Ansary, (2009), Marketing Channels. Prentice Hall of India. V.V. Sople, (2010), Logistics Management. Pearson Publication.
SALES MANAGEMENT
This course has been designed to help students learn sales management concepts and how to apply them to solve business problems and to function as effective managers. It deals with all important back end management of sales and front end personal selling issues with a view to handle the situations professionally and improve the outcome with result orientation.
MBA 378
Credit Units: 03
Course Contents:
Module I Changing world of Sales Management and Professionalism in sales. Classification of Personal Selling approaches. Sales jobs, Qualification and skill required for success. Organizational buyer behavior and buying situations. Contrasting Transactional and Relationship Selling models, Sales Teams. Sales management Competencies for effective and outstanding results. Developing Sales Management Strategy / Objectives and Sales Force Roles. Module II Recruitment planning process: Job analysis, description, qualifications, buyers perspective and methods of locating prospective candidates. Selection: Application forms, Types of Interviews, Testing and Validating the hiring process. Sales Training: Determining training needs, Training analysis, Methods of Evaluating sales Training and building a sales training program. Instructional methods used in training. Module III Motivation and the reasons for motivating sales people. Maslows Hierarchy of Needs related to the sales force motivators and companys actions to fill needs. Methods of giving status to sales people to motivate them. Sales force compensation. Components of compensation and their purpose. Comparison of various compensation plans. Optimizing sales compensation: Customer Product Matrix and relating it to the appropriate compensation plans. Module IV Sales territory; Reasons for establishing or revising Sales Territories, Setting up and revising Sales Territories: Market build-up and Work load method; optimizing sales territory. Sales quotas; Objectives in using Quotas, Types of Sales Quotas and Quota setting procedures. Reasons when not to use Quotas. Module V Personal Selling process: Prospecting: Developing a prospect base, Strategic prospecting, Sources of prospects, common causes of customer attrition, Preparing a prospect list and organizing information. Planning the initial sales call and approach: Pre call information on the Buyer and Organisation, Call Objectives, Planning the approach. Sales Presentation techniques: Types of presentation techniques, Presentation sequence, Adoptive Selling Model. Demonstrations: Demonstration plans, actions, custom fitting demonstrations, use of sales tools. Handling customer objections: types of objections, types of close, Trial Close. Closing the sales.
Examination Scheme:
Text & References:

Still, Cundiff and Govoni. (2009), Sales Management, Decisions, Strategies and Cases, Prentice Hall of India Pvt. Ltd. Ingram, Laforge, Avila, Schwepker Jr., Williams.(2009), Analysis and Decision Making, Segment Books Douglas J. Dalrymple, Cron and Decarlo.(2003), Sales Management, John Wiley & Sons Inc.
Charles M. Futrell (2010). Fundamentals of Selling. Tata McGraw Hill Gerald L Manning, Michael Ahearne and Barry L Reece (2011). Selling Today, Prentice Hall Pub.
PRODUCT AND BRAND MANAGEMENT

In congruence with the aim of marketing to convert a commodity into an identifiable product and to a subsequent brand, the course involves the objective of imparting comprehensive understanding of the process of product strategy and the fundamentals of building, measuring, and managing a brand.
MBA 379
Credit Units: 03
Course Contents:
Module I: Product Strategy Development Elements of Product Strategy, Product Mix and Line decisions. Positioning Strategy, Product Strategy over Life Cycle, New Product Development Process Module II: Introduction to Brand Management Concept of branding, the challenges faced by brand managers, the value of a brand to customers and the organization, Branding Challenges & Opportunities, Strategic Brand Management Process Module III: Elements to build Effective Brands Criteria to choose brand elements, Creation of brand personality, brand personality scale, brand image sources, Brand identity dimensions Module IV: Brand Re-vitalization Brand & Line Extensions, Marketing Mix for Brand Extensions, Co Branding. Upward and Downward stretching of brands. Module V: Managing the Brand Systems The brand equity concept, Brand Equity Models Customer Based Brand Equity, Aaker Model, Brand hierarchy Brand Awareness, Brand Loyalty, Brand Associations, Brand Recognition, Recall.
Examination Scheme:
Text & References:

Keller K.L. (2008), Strategic Brand Management: Building, Measuring, and Managing Brand Equity, Prentice Hall. Sengupta S. (2010), Brand Positioning, Tata McGraw-Hill Kapferer J. L. (1994), Strategic Brand Management, Free Press
RURAL MARKETING
The objective of this course is to evolve students understand the growing significance of rural marketing. It highlights the emerging trends in rural marketing and points to a steep learning curve for companies eyeing rural markets in India. The peculiarities of the rural customers in India are to be studied and the students are prepared to face the future challenges of rural India.
MBA 380
Credit Units: 03
Course Contents:
Module I Rural Marketing an Overview, Principles of Marketing as Relevant to Rural Marketing, Evolution of Rural Marketing, Rural Marketing Mix, Profiles of Urban & Rural customers and Differences in their Characteristics, Rural Consumer Behavior. Agricultural Marketing: Marketing of Agricultural Produce, Agricultural Inputs. Contract farming Module II Rural Environment, Rural Market Strategies with special reference to Segmentation, Targeting and Positioning, Innovation for Rural Market, Products and Services in the Rural Markets, Channels of Distribution and Trade Management, Rural Retailing. Module III Rural Communication: Advertising and Sales Promotion Strategies and New Product launch Techniques for Rural Markets. Pricing in Rural Markets. Module IV Rural Market Research and Market Information System, Marketing Strategies, Policy, Sales Management Practices, Training, Motivation .Sales Quota Strategies. Module V Social Marketing: Corporate Social Responsibility in Rural Markets. The Future of Rural Marketing in India. Role of Govt. In Rural & Agricultural Marketing. Case Studies: ITC eChaupal, HUL Project Shakti, Sagar, DCM Haryali
Examination Scheme:
Text & References:

Kashyap Pradeep & Raut Siddhartha, (2009) The Rural Marketing Book, Biztantra. Dogra B. & Ghuman K. (2010), Rural Marketing Concepts and Practices, Tata McGraw-Hill Publication. Krishnamacharyulu C.S.G. & Ramakrishnan Lalitha (2011), Rural Marketing Text & Cases, Pearson Education Magazines- Business World, Business India The Rural Marketing Journal
MANAGEMENT OF TECHNOLOGY AND INNOVATION

The objective of this course is to introduce the concepts and importance of technology management and innovation. The course seeks to emphasis further their strategic role and aspects of implementation in organisations.
MBA 381
Credit Units: 03
Course Contents:
Module I: Strategy and technology Introduction; Overview of technology and innovation management; Business cycles and technology waves; Continuous and breakthrough technologies; Technology as entrepreneurial advantage; Technology leadership and followership; Strategic technology attitudes and processes; Value dynamics in technology and innovation Module II: Technology forecasting, acquisition and absorption Technology S-curves; Forecasting market conditions; Rates and directions of technological change; Technological discontinuities; Acquisition processes: technology sourcing and transfer, collaboration, alliance; Innovation management at organisation and nation level; Redesigning organisational structures and processes; Technology diffusion characteristics and overcoming barriers Module III: Introduction to Innovation Creation & development of ideas; Environment to create & capture sparks pressing business needs; Innovation at workplace business drivers; Five steps to ideation capturing & processing of thoughts; Conversion of ideas; Business dimensions of innovation: From business of innovation to innovation of business; Innovative organisation: Lasting & differentiating leadership, motivation & success morale Module IV: Total innovation management Business context of Innovation; Innovation Models: Innovation as a management process; Innovation quality improvement; Managing innovation momentum and speed; Strategic Innovation; Collaboration, Open innovation; Incremental and breakthrough innovation; Innovation project management
Examination Scheme:
Text & References:

Afuah, (2008),Innovation Management, New Delhi: Oxford University Press Burgelman, Christensen, and Wheelwright,(2009), Strategic Management of Technology and Innovation, Tata McGraw-Hill Ettlie,(2009), Managing Innovation: New Technology,New Products and New Services, Elsevier India, Maithal and Seshadri,(2007), Innovation Management, New Delhi: Response Books Narayanan,(2009), Managing Technology and Innovation for Competitive Advantage, Pearson Education Rastogi,(2009), Management of Technology and Innovation, New Delhi: Response Books Schilling, (2007),Strategic Management of Technological Innovation, New Delhi: Tata McGraw-Hill Tidd, Bessant, and Pavitt,(2006), Managing Innovation, New Delhi: Wiley India Trott, (2008),Innovation Management & New Product Development, New Delhi: Pearson Education White and Burton,(2007), Management of Technology and Innovation, The, Cengage Learning Cetindamar (2010),Technology Management, Palgrave Macmillan Khalil (2010), Management of Technology, Tata McGraw-Hill
SUPPLY CHAIN MANAGEMENT

The aim of this course is to develop the understanding of the various components of the integrated supply chain. The learning is focused on developing the supply chain to suit domestic as well as global markets.
MBA 382
Credit Units: 03
Course Contents:
Module I: Introduction of Logistics and SCM Evolution of Logistics and Importance of Supply Chain Management in the Overall Organization Functioning, Customer Focus in Supply Chain, Developing Supply Chain as a Competitive Focus by Customer Satisfaction and Corporate Profitability, Supply Chain Logistics Operations Module II: Strategic Issues in Supply Chain Management Value chain and value delivery system, Concept of multi-modal transportation and infrastructure needs; Transportation Choices and Third Party Logistics, Fourth Party Logistics Distribution Channel Design, Strategic Alliances, Communication Flow of Supply Chain, Documentation needs and liabilities; Inter-functional coordination, Inter-corporate cooperation, Outsourcing in Supply Chain; Vendor Management & Development, Strategic Lead Time Management, Warehousing Module III: Managing the Supply Chain Performance SCM and Information Technology, IT Enabled Supply Chain Management, Inter-firm Integration: Implementation Issues, Application of ERP, JIT, Optimization of Supply Chain, Retailing Management, Waste Elimination and Lean Thinking in Supply Chain; Supply chain performance measurement systems; Supply Chain Balanced Score Card. Module IV: SCM in Indian and Global Perspective Supply Chain Management in the Indian Environment, Motives and Development of Global Markets, Supply Chain Reconsideration- to suit the Global Environment, Risk Involved in International Markets, Benchmarking Global Supply Chains.
Examination Scheme:
Text & References:

Agarwal (2010), Supply Chain Management, Macmillan India Bowersox, Closs and Cooper (2008), Supply Chain Logistics Management, Tata McGraw-Hill Chopra, Meindl and Kalra (2008), Supply Chain Management: Strategy, Planning, and Operation, Pearson Education Rangaraj, et al (2009), Supply Chain Management for Competitive Advantage, Tata McGraw-Hill Ray (2010). Supply Chain Management for Retail, Tata McGraw-Hill Shah (2009), Supply Chain Management: Text and Cases, Pearson Education Sharma (2010), Supply Chain Management, Oxford University Press Simchi-Levi, et al (2008), Designing and Managing the Supply Chain, Tata McGraw-Hill Wisner, Leong and Tan (2005), Principles of Supply Chain Management, Cengage
PROJECT MANAGEMENT
Project Management is a broad multi-level activity. The objectives of this course are to provide a thorough understanding of its various essentials to the student. At the completion of the course, the student should be able to apply criteria of selection for identification of a project and carry out a rational appraisal. He should be able to do project planning and be familiar with project control systems.
MBA 383
Credit Units: 03
Course Contents:
Module I: Context of Project Management Concept of Projects, Project Management, importance; Project Goals, Functions; Categories of Projects, Phases of Projects, 7S of Projects; Life Cycles Module II: Project Selection and Appraisal Criteria for selection: Checklist Model, Scoring Model, Analytic Hierarchy Process, Profile Model; identification of the project; Request for Proposal; Project appraisal: Technical, Commercial, Economic, Financial and Management appraisal; Feasibility Study: Payback Period, NPV, IRR, Options Model; Detailed Project Report Module III: Project Planning and Organization Project Planning: Planning steps, Master plan; Defining Project Scope, Developing Work Breakdown Structure, Project Activity, Project Coordination, Scheduling Charts; Schedule, Gantt Charts, Project Team, Role of the leader; Project Organization: Pure, Matrix, Mixed; Project Portfolio Management Module IV: Cost Estimation, Budgeting, Measurement of Risk Cost Estimating Process, Budgets and Estimates; Cost-Time Overrun; Risk analysis, Project Management Information System Module V: Project Review and Control Control Process, Cybernetic controls, Go-No-go Controls, Post controls; Project Quality Control; Critical Chain Project Management; Project Closeout; Project Termination and Abandonment Analysis; Project Audit
Examination Scheme:
Text & References:

Gray & Larson (2008), Project Management, Tata McGraw-Hill Harvard Business School Press (2007), The Essentials of Project Management (for HR Professionals) Kerzner (2008), Project Management, John Wiley Kloppenborg (2009), Contemporary Project Management, Cengage. Maylor (2008), Project Management, Pearson India Meredith,Mantel, (2008), Project Management, Wiley India Nagarajan (2008), Project Management, New Age Publishers Nicholas and Steyn (2008), Project Management for Business, Engineering, & Technology, Elsevier India Pinto (2009),Project Management: Achieving Competitive Advantage, Pearson India, Delhi
MANUFACTURING COMPETITIVENESS
The objective is to familiarize the students with manufacturing competitiveness, practices and importance to enhace it in international markets as well as the changes required in the operational technologies with rapidly changing environments. The aim is to develop understanding about the practical aspects of selection of process technology, management of technological resources.
MBA 384
Credit Units: 03
Course Contents:
Module I: Introduction to WCM The evolution of WCM; First principles of WCM; Halls framework of Value added Engineering; Schonbergers framework of WCM; Gunns model of WCM; Maskells model of WCM, Information Management Tools: Kanban; Bar Code; Materials Processing Tools: Flexible Manufacturing Systems; Lean Production, Poka Yoke; Rapid Prototyping; Customer Interface; Supplier Interface; Quality in WCM Demings Approach; Shingos Approach; Knowledge Management Module II: Benchmarking Competitiveness Performance measurement framework for analyzing manufacturing effectiveness. Measurement tools and techniques. Cost accounting based measurement and non-financial performance. World class manufacturing and bench marking. Module III: Attaining Competitiveness Manufacturing strategy in the global context. Global management paradigm and the extended enterprise. Internationalization strategies and core competence of co-operations. Alliance advantage and technology transfer. Module IV: Emerging Trends & Challenges The emphasis on this module shall be to discuss cases from various aspects of manufacturing compettiveness.The aim is to make students familarise with the practical and empirical aspects of manufacturing competitiveness.
Examination Scheme:
Text & References:

Brown, Steve, (1996), Strategic Manufacturing for Competitive Advantage, London: Prentice Hall. Carreira (2007), Lean Manufacturing that Works, Prentice-Hall of India Gopalakrishnan (2010), Simplified Lean Manufacture, Prentice-Hall of India Hill (2000), Manufacturing Strategy: Text and Cases, McGraw-Hill. Hill and Hill (2009), Manufacturing Operations Strategy: Text and Cases, Palgrave Macmillan. Hobbs (2004), Lean Manufacturing Implementation, Cengage Learning Keegan & OKelly (2008), Applied Benchmarking for Competitiveness, New Delhi: Jaico Mather (2001), Competitive Manufacturing, Butterworth-Heinemann. Mitenberg (2005), Manufacturing Strategy: How to Formulate and Implement a Winning Plan, Productivity Press. Nichloas (2007), Competitive Manufacturing Management, Tata McGraw-Hill
TOTAL QUALITY AND COMPETITIVE ADVANTAGE

The course deals with the integrative role and philosophy of Total Quality, Business Policy and resulting Competitive advantage between all areas of management in business; the prescriptive and descriptive ideas and the principles of management and their relevance in business; the methods and techniques of strategic choice and strategic implementation in operational areas. It also underscores measurement of performance in various business and effect of strategies, and difference between traditional and contemporary business practices.
MBA 385
Credit Units: 03
Course Contents:
Module I: Value Chain, Competitive Advantage and Total Quality Management Competitive scope and value chain, Basic concepts of TQM, History of Quality Revolution, Leadership policy, External leadership, Strategic Planning Strategic development process, Company Strategy, Customer & market Integration, Customer Satisfaction Enhancement Module II: Strategic Process Management Management of product process, service process & support process, Supplier & partnering process, Managing Change, Human Resource Development & Management, Work Systems, Training, education & development, Employee well-being & satisfaction Module III: Measurement & Continuous Improvement Measurement of Quality, Performance Measures, Cost of Quality, Basic tools of continuous improvement, Statistical application, Advanced improvement tools, House of Quality, Quality Function Deployment; ISO 9000-2000, Malcolm Baldridge Examination, Quality Audit, Re-engineering, Benchmarks & Landmarks, Best practices Module IV: Six-Sigma Methodology of Strategic Management Concept & understanding, Continuous improvement, Tools and techniques, problem resolution, Training, Deployment and management of Six-sigma Organization. Module V: Strategic Implementation with special reference to Balanced Scorecard Operationalizing Strategy, Institutionalizing Strategy, Strategic Control, Balanced Scorecard concepts and applications.
Examination Scheme:
Text & References:

Bhote (2008), The Ultimate Six Sigma, Prentice-Hall of India Evans (2005), Introduction to Six Sigma & Process Improvement, An, Cengage Learning Evans and Lindsay (2008), Quality Control & Management, Cengage Learning Fryman (2002), Quality Management: A Process Improvement Approach, Cengage Learning Gryna, et al (2009), Jurans Quality Planning & Analysis for Enterprise Quality, Tata McGraw-Hill Ishikawa (1985). What is Total Quality Control? The Japanese Way, Prentice-Hall Oakland, J. S. (2006), TQM: Text with Cases, Elsevier India Omachonu & Ross (2008), Total Quality, CRC Press / Ane Books India Rao (1996), Total Quality Management, John Wiley
Sharma (2009), Total Quality Management, Sultan Chand Stahl (2000), Total Quality Management, New Delhi: Infinity Books Summers (2009), Quality Management, Prentice-Hall of India
FUNDAMENTALS OF RETAILING
The primary objective of the course is to have students develop marketing competencies in retailing and retail consulting. The course is designed to prepare students for positions in the retail sector or positions in the retail divisions of consulting companies.
MBA 386
Credit Units: 03
Course Contents:
Module I: Retailing Concept, definition and functions. Evolution of retailing. Global retailing scenario, growth of retailing in India. Organized retailing in India: key drivers for growth and future prospects. Retail formats and their characteristics: Store formats-Supermarket, Department store, Hypermarket, The Mall, Discount store, Category Killers, Kiosks, Convenience store, Specialty store. Non-store formats- E-retailing, direct selling, Television Home shopping, Vending Machine retailing. Module II: Sore location planning Levels of locations decisions, city selection, location options-High-street location, free standing location, Shopping center/mall location, site selection, factors affecting city, location and site location decisions. Store design and Layout: Exterior design components and their significance, Interior atmospherics, store layout and space planning, visual merchandising. Module III: Merchandising Management Deciding the merchandise mix-variety, assortment, branding, quality, price points, factors affecting merchandise mix-budget constraint, space limitation, product turnover rates, stock replenishment, economic order quantity, Vendor identification and selection criterion, negotiating with vendors, category management and category captainship, international sourcing. Module IV: Retail pricing Factors affecting pricing, developing a retail price strategy- retail objectives, deciding a pricing policy, price adjustments. Retail communication: concept of retail image, classification of the elements of retail communication mix, retail advertising- types, media decisions, retail sales promotion tools, personal selling, publicity, word of mouth. Module V: Retail Information system Meaning, Data warehousing and mining, Electronic Data interchange (EDI), improved supply chain management, quick Response Delivery system, Universal Product Code (UPC), Point-of-sale Terminals, Radio Frequency Identification (RFID), Self check-out systems. Contemporary issues: FDI in retailing-pros and cons, Impact of organized retailing on small grocery stores.
Examination Scheme:
Text & References:

Berman & Evans (2009), Retail Management: A strategic approach, Pearson Education Bajaj, Tuli & Srivastava (2010) , Retail Management, Oxford University Publications Gibson G Vedamani (2009), Retail Management: Functional principles & practices, Jaico Publishing House
MERCHANDISING MANAGEMENT
The course highlight s the finer details of the retail operation called merchandising. Apart from giving the theoretical overview of the concepts and important terms, procedures and practices, the contents emphasize the planning and control aspect along with the extended applications like retail branding decisions.
MBA 387
Credit Units: 03
Course Contents:
Module I: Merchandise & merchandising Concepts & philosophy, Components of merchandising Management, The Merchandising Management process, devising merchandising plans. Forecasts, innovativeness, assortment, brands, timing and allocation. Module II Implementing Merchandise plans. Selecting and interacting with merchandising sources. Evaluating merchandise, negotiating the purchase. Concluding the purchases, receiving and stocking the merchandise. Recording the merchandise. Reevaluating the on a regular basis. Module III Logistics and order processing and fulfillment. Transportation and ware housing. Customer transaction and Customer service. Module IV Inventory management. Retailers tasks. Inventory levels. Merchandise security. Reverse logistics. Inventory Analysis. Inventory valuation- the cost method and the retail method. Module V Merchandise forecast and budgeting, Designing control units, Sales forecasting, Inventory level planning. planning purchases, Planning profit margins. Unit control systems- physical inventory systems, perpetual inventory systems. Unit control systems in practice. Stock turnover and gross margin return on investment. When to reorder. How much to reorder. Module VI Presenting the Product Packaging, Space efficiency. Managing Risk Improved buying Performance Effective Buyer,
Examination Scheme:
Text & References:

Levy & Weitz, (2008) Retailing Management, Tata McGraw Hill, Sixth edition. Berman & Evans, (2009) Retail Management- A strategic Approach, Pearson Education Bajaj, Tuli & Srivastava , (2009) Retail Management, Oxford Magazine: Images Retail Magazine: Retail Biz
RETAIL SUPPLY CHAIN AND LOGISTICS MANAGEMENT

The aim of this course is to develop the understanding of the various components of the integrated supply chain. The learning is focused on developing the supply chain to suit domestic as well as global markets.
MBA 388
Credit Units: 03
Course Contents:
Module I Marketing Channels structure and functions Channel Design and Implementation segmenting, targeting, and establishment of new channels or refining existing channels, identifying power sources, and channel coordination. Channel Flows definition and concepts. Module II Channel Power nature, sources, balancing and exercising power, influence strategies. Channel Conflict nature and degree, sources, consequences, conflict resolution strategies. Channel Performance and evaluation Module III Logistics System concept, objective and scope, the system elements, transportation, warehousing, inventory management, packing and unitization, containerization, communication and control, importance. Strategic Logistics Planning logistics strategy, implementation and management, assorted and space management, reverse logistics Module IV: Supply Chain Management Process in Retail Business Introduction to retail supply chain; Comparison with manufacturing supply chain; Supply Chain Issues of Various Retail Formats; Pricing Dynamics and Dynamic Pricing in Supply Chain; Supplier Relationship Management and Sourcing Decisions; Customer Relationship Management Process; Communication and InterFunctional Coordination; Use of IT in Supply Chain; Bullwhip Effect in Supply Chain. Module V: Supply Chain Performance Improvement Waste Elimination and Lean Thinking in Supply Chains; Supply Chain Balanced Score Cards; Managing Supply Chain Risks; Supply Chain Operations Reference (SCOR) Model.
Examination Scheme:
Text & References:

Bowersox, Closs and Cooper (2008), Supply Chain Logistics Management, Tata McGraw-Hill Chopra, Meindl and Kalra (2008), Supply Chain Management: Strategy, Planning, and Operation, Pearson Education Rangaraj, Raghuram and Srinivasan (2009), Supply Chain Management for Competitive Advantage: Concepts and Cases, Tata McGraw-Hill Ray (2010). Supply Chain Management for Retail, Tata McGraw-Hill Shah (2009), Supply Chain Management: Text and Cases, Pearson Education Simchi-Levi, et al (2008), Designing and Managing the Supply Chain: Concepts, Strategies and Case Studies, Tata McGraw-Hill Wisner, Leong and Tan (2005), Principles of Supply Chain Management, Cengage
FRANCHISING IN RETAILING
The course aims at imparting the basic knowledge on the concept and applications of Franchising. The contents cover a diverge spectrum of fundamentals of Franchising, legal aspects like patenting and copyrights, documentation, taxation. The course aims to prepare the students for taking up job assignments with franchisors as well as franchisees. It also aims at developing the consulting and entrepreneurial skills among students.
MBA 389
Credit Units: 03
Course Contents:
Module I: Franchising as a concept The present scenario, major franchisors. Defining franchising, basic types of franchising. Modes of franchising. the structure of franchising arrangements, franchise contract, financial arrangements, taxation Module II What franchisors need to know? Franchising advantages, disadvantages. Evaluating the business for franchising. Franchisor feasibility study. Marketing franchise. Ascertaining the demand for your product/ service Module III Documentation for franchising. Requirements for setting up franchising in India. Legal requirements in India. Module IV What investors (franchisees) need to know? Factors for opting for franchise. franchise suitability. Franchise constraint. Cost of being a franchisee. The ideal location. Selecting a business entity. franchising a franchise. Module V Managing the franchise -the franchise business plan.
Examination Scheme:
Text & References:

Levy & Weitz, (2008) Retailing Management, Tata McGraw Hill , Sixth edition. Berman & Evans ,(2009) Retail Management- A strategic Approach, Pearson Education Sidhpuria Manish, (2009) Retail Franchising, Tata McGraw
RETAILING OF INSURANCE PRODUCTS AND FINANCIAL SERVICES

The course aims to help in understanding the concept and practices of insurance products and financial services in India. It will acclimatize students to the marketing environment in the financial sector. Financial services is a fast growing sector and thus, offers good career opportunities.
MBA 390
Credit Units: 03
Course Contents:
Module I: Introduction Meaning and management of risk. Introduction and scope of insurance products. Types of insurance products and services. The seven Ps of insurance. Role of IRDA. Module II: Life insurance Salient features of plans of individual insurance Term Assurance Plans. Whole Life Plans. Endowment Plans, Combination of Whole Life and Endowment Plans. Childrens Plans, Annuity Plans etc. Group life insurance schemes. Channel sales in life insurance marketing: agency, DSA, FOS and bancassurance and their marketing strategies. Module III: Non-Life Insurance Types of products in general insurance. Understanding retail GI products: motor, health, home, travel and fire insurance and their schemes. Channel sales in general insurance marketing: agency, DSA, FOS and bancassurance and their marketing strategies. Module IV: Mutual Funds and Stock Market Mutual Funds: meaning, history and advantages of investment. Current market scenario in India. Types of Mutual Funds: by nature, by investment objective and other schemes like Tax saving schemes, Index schemes and Sector specific schemes. Mutual Funds Vs. other investment options. Fund Structure. Marketing strategies in MF industry. Introduction to Stock Market & Commodity Market. Concept of DMAT account. Introduction to portfolio management. Broking and other retail marketing channels. Module V: Other financial products and services Introduction to Financial Institutions Banks and N.B.F.Cs and their marketing practices. Overview of various asset and liability products offered by them. R.B.I. and its role. Plastic money, e-money and role of technology in financial services marketing. Strategic role of CRM in financial services.
Examination Scheme:
Text & References:

Suresh P., Paul J (2010): Management of Banking and Financial Services. Second Edition. Pearson Khan MY (2010): Financial Services. Fifth Edition. Tata Mcgraw Hill. Avadhani V.A (2009): Marketing of financial services. Third Edition. Himalya.
MANAGEMENT IN ACTION-SOCIAL, ECONOMIC AND ETHICAL ISSUES

The course aims at bringing the students closer to reality by developing their understanding of the professional prerequisites to practice of management in terms of required skills and attitude to respond proactively to rapid discontinuous change in business environment. Integrative in approach, this course aims at developing not theoreticians but practitioners who are expected to sense the ongoing conflict between environmental change and internal desire of management for stability.
Credit Units: 04
Course Contents:
Module I: Introduction Modern Management Practices and Issues Involved, Outsourcing Management Services and Evolution of Management Consultancy, Skills-set required for Management Consultants. Consulting and performance counseling. Module II: The Process of Management Consulting Consulting Proposals. Identification and Definition of Problem, Fact-Finding Leading to Solution Development and Implementation, Developing Strategic and Tactical Plans and Subcontracting, Pricing of Consultancy, Acquiring and Developing Talents for Consulting. Module III: In-house Management versus Management Outsourced Why a Sense of Skepticism and Unease Towards Management Consultants. Cost versus Value of Advice, Separating Consulting Success from Consulting, Disaster. Some Revealing Situations. Module IV: Cross Cultural Management Systems and Processes Types of organizational culture, Strength of organizational culture, Function of organizational culture, Importance of culture to the organization, Cultural Models, Cross- Cultural Perspectives, Geert Hofstede and Cross- Cultural Issues Module V: Economic and Social Issues in Management Adaptation to Changing Environment in General and Economic Environment in Particular, Economic Growth and Change Areas, Emerging Opportunities in Various Sectors including Social Sector, Management Practice and Cultural Issues, The global Political Situation, The Global Competitive Environment and the internal scene in India, War Game. Module VI: Ethical Issues in Management Relationship among Various Stakeholders, Reasons for Conflict of Interests Among Stakeholders, Corporate Governance and Ethics. Why Unethical Decisions Leading to Conflicts are Taken, Power and Politics, Initiatives on Corporate Governance by the Governments.
Examination Scheme:
Text & References:

Lt. Gen. Ahluwalia J.S., Editor,(1997), Total Quality Management, Tata McGraw Hill India. Bareus S.W. &Wilkinson J.W.,(1994), Management Consulting Services, McGraw Hill. Cadbury, Sir Adrian,(1987),Ethical Managers Make Their Own Rules,Harvard Business Review, 65, (1987). Cogner, Jay A, David Finegold and Edward E Lawler III, (1998), Appraising Boardroom Performance. Harvard Business Review. Drucker, Peter F. Dutton (1992), Managing the Future: The 1990s and Beyond. Kumar Mangalam Birla Committee Report on Corporate Governance Legislation alone is not enough, Activating Adult Committees. Shareholder Friendly Steps - The Hindu, (1999).
Parekh, Deepak S, (1999), The Real Meaning of Corporate Governance. Indian Management. Paine, Lynn Sharp, (1994), Managing Organizational Integrity. Harvard Business Review. Salmon W.J. (1993), Crises Preventions; How to Gear up Your Board. Harvard Business Review. Sodarn, Dr. Kailash, (1999), Transparency in Corporate Governance, Indian Management Vol. 38, No.10. Cadbury, Sir Adrian,(1990),The Company Chairman, Director Books, Simon Schuster International Group Crosby, Philips. (1990), Let us talk Quality, Penguin Publications. Davenport S. Kimberly & Others. (1996) Focused Quality, John Wily Sons Inc. Eccles, R.G. and Crane, D.B. (1995), Doing Deals: Investment Banks at Work, McGraw Hill International.
BUSINESS COMMUNICATION - IV
The influx of multinationals, FDIs and Retail Management makes global communication a harsh reality and offers cultural communication challenges. This course is designed to inculcate transcultural communication skills among the young Amitians.
Credit Units: 01
Course Contents:
Module I: Importance of Culture in Communication Principles of effective cross cultural communication Developing Communication Competence Module II: Barriers to effective communication Sender, Receiver and Situation related barriers Measures to overcome the barriers Listening skills Module III: Cross cultural communication Characteristics of culture Social differences Contextual differences Nonverbal differences Ethnocentrism
Examination Scheme:
Text & References:

Business Communication, Raman Prakash, Oxford Business Communication for Managers: An Advanced Approach, Penrose, Thomson Understanding Human Communication,9/e, Adler R Oxford
BEHAVIOURAL SCIENCE - IV (PERSONAL AND PROFESSIONAL EXCELLENCE)

This course aims at imparting an understanding of: Build and leverage your professional reputation Maintain focus in pressure situations Make a balanced choice between professional and personal commitments
Credit Units: 01
Course Contents:
Module I: Individual, Society and Nation Individual Differences and Dimensions of Personality Socialization Process Relating to the Nation: Values, Culture, Religion Sense of pride and Patriotism Managing Diversity Module II: Components of Excellence Personal Excellence: Identifying long-term choices and goals Uncovering the talent, strength & style Analyzing choke points in your personal processes by analysis in area of placements, events, seminars, conference, extracurricular activities, projects etc. Developing professional power: Goal-setting, time management, handling criticism, interruptions and time wasters Module III: Career Planning Knowing ones Interest and Aptitude Identifying available Resources Setting goals to maintain focus: Developing Positive attributes in personality Self-reliance and Employability skills Module IV: Stress Management for Healthy Living Meaning and Nature of Stress Stages of stress Causes and Consequences of stress: Personal, Organizational and Environmental Personal Styles and strategies of coping Module V: Professional Success Building independence & interdependence Reducing resistance to change Continued reflection (Placements, events, seminars, conferences, projects extracurricular Activities etc.) Module VI: End-of-Semester Appraisal Viva based on personal journal Assessment of Behavioural change as a result of training Exit Level Rating by Self and Observer
Examination Scheme:
Text & References:

J William Pfeiffer (ed.) Theories and Models in Applied Behavioural Science, Vol 2, Group (1996); Pfeiffer & Company
Smither Robert D.; The Psychology of Work and Human Performance, 1994, Harper Collins College Publishers Raman, A.T. (2003) Knowledge Management: A Resource Book. Excel Books, Delhi. Kamalavijayan, D. (2005). Information and Knowledge Management. Macmillan India Ltd. Delhi
FRENCH - IV
To strengthen the language of the students with both oral and written To provide the students with the know-how to master the tenses present, past and future to express emotion to accomplish simple tasks of day-to-day programmes to prepare rsum
Credit Units: 02
Course Contents:
Unit 7: pp. 106 Rdiger un rsum (Cf. Campus 2 P.6, Franais.Com, Intermdiaire- p.98) Passer un entretien dembauche. Franais.Com, Intermdiaire p.100 Contenu lexical: Unit 7: Tranches de vie 1. voquer un souvenir 2. raconter une histoire 3. rapporter des vnements marquants dune vie professionnelle 4. expliquer une situation de stress, donner son avis 5. faire des projets Contenu grammatical: 1. formation de limparfait, chaque/chacun 2. emploi du pass compos et de limparfait 3. relatifs qui, que, o, mise en relief, indicateurs de temps: depuis, il y a, pendant, pour, en 4. pronom en de quantit, propositions compltives: je pense que, je crois que 5. futur simple, pronom y
Examination Scheme:
Text & References:

GERMAN - IV
To enable the students to converse, read and write in the language with the help of the basic rules of grammar, which will later help them to strengthen their language. To give the students an insight into the culture, geography, political situation and economic opportunities available in Germany. Introduction to Advanced Grammar Language and Professional Jargon
Credit Units: 02
Course Contents:
Module I: Present perfect tense Present perfect tense, usage and applicability Usage of this tense to indicate near past Universal applicability of this tense in German Module II: Letter writing To acquaint the students with the form of writing informal letters. Module III: Interchanging prepositions Usage of prepositions with both accusative and dative cases Usage of verbs fixed with prepositions Emphasizing on the action and position factor Module IV: Past tense Introduction to simple past tense Learning the verb forms in past tense Making a list of all verbs in the past tense and the participle forms Module V: Reading a Fairy Tale Comprehension and narration Rotkppchen Froschprinzessin Die Fremdsprache Module VI: Genitive case Genitive case Explain the concept of possession in genitive Mentioning the structure of weak nouns Module VII: Genitive prepositions Discuss the genitive propositions and their usage: (whrend, wegen, statt, trotz) Module VIII: Picture Description Firstly recognize the persons or things in the picture and identify the situation depicted in the picture; Secondly answer questions of general meaning in context to the picture and also talk about the personal experiences which come to your mind upon seeing the picture.
Examination Scheme:
Text & References:

Wolfgang Hieber, Lernziel Deutsch Hans-Heinrich Wangler, Sprachkurs Deutsch Schulz Griesbach, Deutsche Sprachlehre fr Auslnder P.L Aneja, Deutsch Interessant- 1, 2 & 3 Rosa-Maria Dallapiazza et al, Tangram Aktuell A1/1,2
Braun, Nieder, Schme, Deutsch als Fremdsprache 1A, Grundkurs
SPANISH - IV
To enable students acquire working knowledge of the language; to give them vocabulary, grammar, voice modulations/intonations to handle everyday Spanish situations with ease.
Credit Units: 02
Course Contents:
Module I Revision of earlier semester modules Introduction to Present Continuous Tense (Gerunds) Module II Translation with Present Continuous Tense Introduction to Gustar, Parecer, Apetecer, doler Module III Imperatives (positive and negative commands of regular verbs) Module IV Commercial/ business vocabulary Module V Simple conversation with help of texts and vocabulary En la recepcion del hotel En el restaurante En la agencia de viajes En la tienda/supermercado
Examination Scheme:
Text & References:

Espaol Sin Fronteras (Nivel Elemental)
JAPANESE - IV
To enable the students to comfortably interact using basic Japanese. Note: Teaching is done in roman as well as Japanese script, students will be taught katankana (another form of script) in this semester i.e. to be able to write all the foreign words in Japanese.
Credit Units: 02
Course Contents:
Module I Comparison using adjectives, making requests Module II Seeking permission Module III Practice of conversations on: Visiting people, Party, Meetings, After work, At a ticket vending machine etc Module IV Essays, writing formal letters
Learning Outcome
Students can speak the language describing above-mentioned topics.

Handouts, audio-aids, and self-do assignments, role-plays. Students are also encouraged to attend Japanese film festival and other such fairs and workshops organized in the capital from time to time.
Examination Scheme:
Text & References:

CHINESE IV
How many characters are there? The early Qing dynasty dictionary included nearly 50,000 characters the vast majority of which were rare accumulated characters over the centuries. An educate person in China can probably recognize around 6000 characters. The course aims at familiarizing the student with the basic aspects of speaking ability of Mandarin, the language of Mainland China. The course aims at training students in practical skills and nurturing them to interact with a Chinese person.
Credit Units: 02
Course Contents:
Module I Dialogue Practice Observe picture and answer the question Pronunciation and intonation Character writing and stroke order. Electronic items Module II Traveling The Scenery is very beautiful Weather and climate Grammar question with bu shi . Ma? The construction yao le (Used to indicate that an action is going to take place) Time words yiqian, yiwai (Before and after). The adverb geng. Module III Going to a friend house for a visit meeting his family and talking about their customs. Fallen sick and going to the Doctor, the doctor examines, takes temperature and writes prescription. Aspect particle guo shows that an action has happened some time in the past. Progressive aspect of an actin zhengzai Also the use if zhe with it. To welcome someone and to see off someone . I cant go the airport to see you off etc. Module IV Shipment. Is this the place to checking luggage? Basic dialogue on Where do u work? Basic dialogue on This is my address Basic dialogue on I understand Chinese Basic dialogue on What job do u do? Basic dialogue on What time is it now? Module V Basic dialogue on What day (date) is it today? Basic dialogue on What is the weather like here. Basic dialogue on Do u like Chinese food? Basic dialogue on I am planning to go to China.
Examination Scheme:
Text & References:

Elementary Chinese Reader, Part-2 Lesson 31-38
DISSERTATION
Course Code: MBA 455 Credit Units: 09
The aim of the dissertation is to provide you with an opportunity to further your intellectual and personal development in your chosen field by undertaking a significant practical unit of activity, having an educational value at a level commensurate with the award of your degree The dissertation can be defined as a scholarly inquiry into a problem or issues, involving a systematic approach to gathering and analysis of information / data, leading to production of a structured report. Selecting the Dissertation Topic It is usual to give you some discretion in the choice of topic for the dissertation and the approach to be adopted. You will need to ensure that your dissertation is related to your field of specialization. Deciding this is often the most difficult part of the dissertation process, and perhaps, you have been thinking of a topic for some time. It is important to distinguish here between dissertation topic and dissertation title. The topic is the specific area that you wish to investigate. The title may not be decided until the dissertation has been written so as to reflect its content properly. Few restrictions are placed on the choice of the topic. Normally we would expect it to be: relevant to business, defined broadly; related to one or more of the subjects or areas of study within the core program and specialisation stream; clearly focused so as to facilitate an in-depth approach, subject to the availability of adequate sources of information and to your own knowledge; of value and interest to you and your personal and professional development. Planning the Dissertation This will entail following: Selecting a topic for investigation. Establishing the precise focus of your study by deciding on the aims and objectives of the dissertation, or formulating questions to be investigated. Consider very carefully what is worth investigating and its feasibility. Drawing up initial dissertation outlines considering the aims and objectives of the dissertation. Workout various stages of dissertation Devising a timetable to ensure that all stages of dissertation are completed in time. The timetable should include writing of the dissertation and regular meetings with your dissertation guide. The Dissertation plan or outline It is recommended that you should have a dissertation plan to guide you right from the outset. Essentially, the dissertation plan is an outline of what you intend to do, chapter wise and therefore should reflect the aims and objectives of your dissertation. There are several reasons for having a dissertation plan It provides a focus to your thoughts. It provides your faculty-guide with an opportunity, at an early stage of your work, to make constructive comments and help guide the direction of your research. The writing of a plan is the first formal stage of the writing process, and therefore helps build up your confidence. In many ways, the plan encourages you to come to terms with the reading, thinking and writing in a systematic and integrated way, with plenty of time left for changes. Finally, the dissertation plan generally provides a revision point in the development of your dissertation report in order to allow appropriate changes in the scope and even direction of your work as it progresses. Keeping records This includes the following: Making a note of everything you read; including those discarded. Ensuring that when recording sources, authors name and initials, date of publication, title, place of publication and publisher are included. (You may consider starting a card index or database from the outset). Making an accurate note of all quotations at the time you read them. Make clear what is a direct a direct quotation and what is your paraphrase.
Dissertation format All students must follow the following rules in submitting their dissertation. Front page should provide title, author, Name of degree/diploma and the date of submission. Second page should be the table of contents giving page references for each chapter and section. The next page should be the table of appendices, graphs and tables giving titles and page references. Next to follow should be a synopsis or abstract of the dissertation (approximately 500 words) titled: Executive Summary Next is the acknowledgements. Chapter I should be a general introduction, giving the background to the dissertation, the objectives of the dissertation, the rationale for the dissertation, the plan, methodological issues and problems. The limitations of the dissertation should also be hinted in this chapter. Other chapters will constitute the body of the dissertation. The number of chapters and their sequence will usually vary depending on, among others, on a critical review of the previous relevant work relating to your major findings, a discussion of their implications, and conclusions, possibly with a suggestion of the direction of future research on the area. After this concluding chapter, you should give a list of all the references you have used. These should be cross - references with your text. For articles from journals, the following details are required e.g. Draper P and Pandyal K. 1991, The Investment Trust Discount Revisited, Journal of Business Finance and Accounting, Vol18, No6, Nov, pp 791-832. For books, the following details are required: Levi, M. 1996, International Financial Management, Prentice Hall, New York, 3rd Ed, 1996 Finally, you should give any appendices. These should only include relevant statistical data or material that cannot be fitted into the above categories. The Layout Guidelines for the Dissertation A4 size Paper Font: Arial (10 points) or Times New Roman (12 points) Line spacing: 1.5 Top and bottom margins: 1 inch/ 2.5 cm; left and right margins: 1.25 inches/ 3 cm
Guidelines for the Assessment of the Dissertation

While evaluating the dissertation, faculty guide will consider the following aspects: 1. Has the student made a clear statement of the objective or objective(s). 2. If there is more than one objective, do these constitute parts of a whole? 3. Has the student developed an appropriate analytical framework for addressing the problem at hand. 4. Is this based on up-to-date developments in the topic area? 5. Has the student collected information / data suitable to the frameworks? 6. Are the techniques employed by the student to analyse the data / information appropriate and relevant? 7. Has the student succeeded in drawing conclusion form the analysis? 8. Do the conclusions relate well to the objectives of the project? 9. Has the student been regular in his work? 10. Layout of the written report.
Examination Scheme:
Contents & Layout of the Report Conceptual Framework Objectives & Methodology Implications & Conclusions Viva/ Presentations TOTAL 30 10 15 15 30 100
MANAGING CORPORATE ENTREPRENEURSHIP

The main focus is to build intrapreneurs mindset in manager to think differently beyond the walls come out from traditional managerial concept.
MBA 402
Credit Units: 03
Course Contents:
Module I: Concept of Intrapreneurship Meaning of Corporate Entrepreneurship or Intrapreneurship, Distinction between Entrepreneurship & Intrapreneurship, Need & Importance. Module II: Types of Intrapreneurship Life cycle of Intrapreneur, Classification of Intrapreneur, Changing rate of traditional mangers Module III: Stages of Corporate Entrepreneurs Stages of Intrapreneurial Team Development- Solo Phase, Network Phase, bootleg Phase, Format Team Phase, Changing Environment for corporate Intrapreneurs, Implications & Future for Intrapreneur
Examination Scheme:
Text & References:

Raymond W Y Kao, Tan Wee Ling, Entrepreneurship and Enterprise Development in Asia, Prentice Hall Mary Coulter, Entrepreneurship in Action, Prentice Hall. Gifford Pinchot (1985): Why you dont have to leave the corporation to become an entrepreneur, Harper & Row Schollhammer, Hans ( 1992): Internal Corporate Entrepreneurship, Kent. C., Sexton.D and K.Vesper (Eds.) Encyclopaedia of Entrepreneurship, Prentice Hall,
FAMILY BUSINESS MANAGEMENT

This course addresses many of the unique situations family businesses face. These topics range from successor ship & family dynamics to continuity planning and strategic performance. The course will benefit family foundations and family investment offices, family firm successors, entrepreneurs, consultants and advisers, and investors for the following reasons: Leading consulting firms are developing family business practice areas. The class will involve case discussions, guest speakers, field and research assignments, and class presentations of new ideas in family enterprises.
MBA 403
Credit Units: 03
Course Contents:
Module I: Introduction Understanding the Family Business in Indian Contexts; Effective Governance and the Family Business, Capital Structure of Closely Held Firms, Cash, Growth, and The Family Business, Issue and challenges in Family Business. Module II: Developing Effective Governance Understanding the Relationships between Family Business, Business and Ownership Issues in Family Owned Business, Behavioural Issues In Closely Held and Family Owned Business & Managed Business. Module III: Growth Strategy Growth Strategy for Family Owned Business, Different Models of Family Business, Developing Team of Advisors, Boards of Directors and Corporate Governance Module IV: Future Prospects Involving Non-Family Members of the Firm Power Struggles in the Family Firm Issues of Succession in a Family Firm Valuation of the Closely Held Firm the Changing Role of Family in the Family Business.
Examination Scheme:
Text & References:

Randel S. Cavlock, Ward John (2001), Strategic Planning for the Family Business. Dr. Alan Carsrud, Family Business Management Division, University of Florida. John L. Ward, Perpetuating Family Business, www. John L Ward. com Aruna Kaulgud, Entrepreneurship Management, Parallel Planning to unite the Family and Business, Amazon Sales. Fager Mike, Mc Kinney Dave (2007); Succession Planning for the Family Owned Business Amazon Sales.
SMALL BUSINESS MANAGEMENT AND STRATEGIES

To understand how to acquire, control, and use all necessary resources to build a growth oriented SME by improving your ability to analyze, articulate, present, and defend various business decisions. It is important to recognize that no one course of action is necessarily correct nor the best.
MBA 404
Credit Units: 03
Course Contents:
Module I: Introduction to Small Business Orientation to small business, Small business in ecnomoy,Issues facing small businesses in the 21st century Consulting to the small/medium size firm, SMEs Act Module II: Growth in Small Business Strategic planning for the small business: planning is more than just writing a plan, Developing competitive survival and growth strategies for small business, Hiring and firing: human resources as the biggest asset Module III: Role of Family The role of the family in SMEs, Succession in Small Business, marketing and public relations niche versus frontal assault Module IV: Sustaining the Business Compensation planning and financing the SME, Exit route for SMEs or extract money from a business, Local government & the small business owner
Examination Scheme:
Text & References:

Gurdery Liska K. & Kickul Jill R.: Enterprenurship Strategy Changing Patterns is now Venture Creation Growth and Reinvention, Sage Publications. Journal of Small Business Management. Hodgetts M. Richard (1982) Effective Small Business Management, Academic Press. Byrd Mary Jane (2008); Small Business Management: Entrepnurs Guide Book, Mc Graw Hill,.
FINANCING NEW VENTURES AND BUSINESSES

To develop skills in upcoming entrepreneurs to select projects raise funds from various resourses. To comprehensively understand the Bank/FI/VC/equity funding in India. Various bank/FI schemes for entrepreneurs, Documents required by banks/FI, analysis of financial statements, preparation of project reports, will be covered with an aim to helping the students to make sound financing decisions.
MBA 405
Credit Units: 03
Course Contents:
Module I: Investment Environment Banks and financial institutions, principles of lending, types of securities and methods of charge creation. Module II: Various Schemes of Govt./Semi Govt./State Govt./Banks/FIs Institutional/Financial Assistance, Schemes pertaining to: Term lending, Working capital finance, Bills finance, Export & Import finance Module III: Fund Raising Fund raising from capital market, and foreign financial markets. VC Funding, Stages of VC funding, types of VCs, Angel Investors, Private Equity Module IV: Techno Economic Viability of Project/Business Plan Market and demand analysis, technical & financial analysis, estimation of project flows, analysis of risk, appraisal criteria. Module V: Evaluation Criteria of DPR/Business Plan Understanding the evaluation criteria of detailed Project Report/Business plan by FIs/Banks. Submission of DPR/Business Plan to financial institution/bank for approval. Module VI: Managing the Company Portfolio Board of Directors, Advisors and consultants, Managerial change, Key-man life insurance, Buy-sell agreements, Legal documentation, Term sheet, Investment agreement, Description of transaction, Representation and warranties by company, Companys covenants and undertakings, Registration rights, rights of participation and indemnification, Conditions to closing, Terms of investment securities, Principal terms of preferred stock, Principal terms of debt securities, Various agreements and documents: Stockholders agreements, Employee stock purchase agreements
Examination Scheme:
Text & References:
Thummuluri Siddaiah, (20110: Financial Services, Pearson P.Chandra, Latest Edition, Projects: Planning, Analysis, Selection, implementation and review. Tata McGraw Hill Regular reading of Financial / RBI/SEBI/Bank Journals and Financial Dailies. P.N. Varshney (2010 ):Banking law and practice
CORPORATE TAX PLANNING

At the end of the course, the students should be able to understand Indian accounting Standards and the impact of USGAAP on Financial Statements. To create an understanding of the accounting of Mergers and Acquisitions and Valuation of goodwill & Shares. In addition to Corporate Accounting the students should be able to demonstrate an understanding of the tax provisions enabling them to make use of legitimate tax shelters, deductions, exceptions, rebates and allowances; with the ultimate aim of minimizing the corporate tax liability.
MBA 406
Credit Units: 03
Course Contents:
Module I: Accounting Norms Various Accounting Standards in India and comparison with International accounting Standards and US.GAAP. Module II: Accounting for Merger and Acquisitions Accounting for Acquisition of Business, Calculation of Purchase consideration and Profit (Loss) Prior to Incorporation. Accounting for Amalgamation in the nature of Merger and in the nature of Purchase. Module III: Valuation of Goodwill and Shares Valuation of Goodwill Different Methods of Valuation of Goodwill, Valuation of Shares Net Asset Backing Method and Yield Method. Module IV: Basic Concepts of Income Tax Introduction to Income Tax Act, 1961, Residential Status, Exempted Incomes of Companies An overview of various provisions of Business & profession & Capital gains applicable to companies Module V: Assessment of Companies Computation of taxable income, MAT, Set off & carry forward of losses in companies, Deductions from Gross total income applicable to companies, Tax planning with reference to new projects/expansions/rehabilitation plans including mergers, amalgamation or de-mergers of companies, Concept of avoidance of double taxation.
Examination Scheme:
Text & References:

Singhania V.K. & Singhania Kapil , Direct taxes law & practices, Taxmann Ravi M Kishore, Advanced Accounting, Taxmann. Lakhotia , R.N. & Lakhotia, Corporate Tax Planning, Vision books Singhania, V.K., Students guide to Income Tax, Taxmann International dictionary of taxation by Indian Tax Institute, 1st Edition. Maheshwari S.N and Maheshwari S.K Advanced Accountancy, Vikas Publishing House.
FINANCIAL ENGINEERING
Finance has evolved as an exciting discipline in terms of innovations it has witnessed in recent past. This aspect known as Financial Engineering starts where financial analysis ends. The objective of the course is to enable the students to think in terms of innovative solutions to financial problems with particular emphasis on understanding new risks, which the changing scenario of finance is creating for individuals and firms and equip them with innovative tools of financial engineering called derivatives and skills to use them in forming effective strategies to cope with the changing environment and hedge against the financial risks.
MBA 407
Credit Units: 03
Course Contents:
Module I: Introduction Changing Environment and Increasing Price Risks, Financial Engineering as a response to Increased Risks, Types of Risks and Risk Management, Tools of Risk Management, Conceptual and Physical Tools of Financial Engineering, Effect of Speculation and Arbitrage on Market Efficiency, Derivative Market in India Module II: Futures and Forwards The Futures Markets, Buying and Selling Futures, Devising a Hedging Strategy Using Futures, Stock Index Futures, Value at Risk, Short Term and Long Term Interest Rate Futures, Foreign Currency Futures and Commodity Futures Module III: Swaps Structure of a Swap, Interest Rate Swaps, Currency of Swaps, Commodity Swaps, Other Swaps, Credit Risk, Role of a Swap Dealer. Module IV: Options Options Markets; Properties of Stock Option Prices; Option Pricing Models Binomial Model, Black-Scholes; Model, Single Period Options Calls and Puts, Payoff Diagrams of Simple and Complex Option Strategies, Cash Settled Options, Multi-Period Options Caps, Floors, Collars, Captions, Swaptions and Compound options, Cross-currency Futures and Options. Module V: Other Innovations Debt Market Innovations, Mortgage Backed Securities, Hybrid Securities, Asset-Liability Management Module VI: Recent Trends Exotic Options, Synthetic Instruments, Developments in Equity-Based Strategies, Direct and Cross Hedges, Future Trends and Issues in Financial Engineering.
Examination Scheme:
Text & References:

Hull, J. C. (1999), Introduction to Futures and Options Markets, Prentice Hall of India. Edwards, F. R. and Ma, C. W. (1992), Futures and Options, McGraw-Hill International. Rebonato, R. (1996), Interest Rate Option Models: Understanding, Analyzing and Using Models for Exotic Interest Rate Options, John Wiley and Sons. Kolb, R. W. (1997), Understanding Futures Markets, Prentice Hall of India. Marshall, J. F. and Bansal, V. K. (2006). Financial Engineering: A Complete Guide to Financial Innovation, Prentice Hall of India. Articles from selected journals and magazines.
MANAGEMENT OF FINANCIAL INSTITUTIONS

The aim of the course is to orient the finance students to the change in the financial industry. The financial industry much like the computer industry is changing rapidly. A course that merely describes the existing institutions will not prepare the students adequately for the change. Thus familiarization with institutions of today & developing an understanding why they are the way they are, and why they are changing is the core aim of the course. An Indian perspective will be added but conceptually the Global frameworks will be used. At the end of this course the students will understand: The role of financial institutions in economic development The working of Financial Intermediaries International Banking The norms governing of Financial Intermediaries in India The basic principles of Lending & Investments in a Commercial Bank The working of Developmental Financial Institutions
MBA 408
Credit Units: 03
Course Contents:
Module I: Introduction Financial institutions and economic development, Types of Money, Process of Capital Formation, Technology of financial systems- Pooling, Netting, Credit substitution & Delegation. Module II: Financial intermediaries Understanding Financial Intermediaries- Commercial Banks, Central Bank, Cooperative Banks, Banking system in USA & India, International Banking, Banking Operations, Retail and Wholesale Banking, Near Banks, Universal Banking, NBFCs Module III: Norms & Practices in the Banking Industry Principles of Lending, Study of Borrowers, Balance Sheet Analysis, Project Appraisal Criteria, Marketing of Bank Services, Prudential Norms - Narsimhan Committee Recommendations, Performance Analysis of Banks, Regulatory Institutions RBI & SEBI, Lenders Liability Act, Banking Innovations, Basle Committee Recommendations, CAR - Risk Weighted Assets and Risk Based Supervision, Asset Liability Management in Commercial Banks, Corporate Debt Restructuring, Internet Banking, Mobile Banking, E-Banking Risks, EFinance, Electronic Money, Digital Signatures, RTGS, NEFT etc. Module IV: Developmental Financial Institutions Role of Developmental Banks in Industrial Financing, Resource Mobilization of Developmental Banks, Project Examination by Developmental Banks. Module V: Insurance Institutions Role of Insurance companies in Industrial Financing, Life insurance & General insurance, New developments in insurance as a sector in the Indian financial system, Bancassurance Models in Europe and India
Examination Scheme:
Text & References:

Chandra, P. (1997), Financial Management: Theory & Practice, Tata McGraw Hill. Jakhotiya, G. P.(2000), Strategic Financial Management, Vikas Publishing House. Grundy, T., Johnson, G and Scholes, K. (1998), Exploring Strategic Financial Management, Prentice Hall Europe. Shank, J. K. & Govindarajan, V. (1995), Strategic Cost Management: The New Tool for Competitive Advantage, the Free Press. Pritchett, P; Robinson, D. and Clarkson, R. (1997), After The Merger: The Authoritative Guide for Integration Success, McGraw Hill Geneen, H. and Bowers, B. (1997), The Synergy Myth and other ailments of Business Today, St. Martin Press New York..
Weston, Chung & Hoag, (1996), Mergers, Restructuring and Corporate Control, Prentice Hall of India. Eccles, R. G. and Crane, D. B. (1995), Doing Deals: Investment Banks at Work, McGraw - Hill International.
STRATEGIC FINANCIAL MANAGEMENT

The course aims at helping overcome traditional distinction between Strategy and Financial Management as two diverse disciplines of management. The strategy has gained prominence over last two decades and focuses on the ambiguous, the uncertain, the less tangible and the qualitative. Financial Management on the other hand, emphasizes the precise, the measurable and the tangible. It is intended to develop an in-depth understanding, among the participants, of how to manage for value by enabling financial management to play a more proactive role in Strategic Management. The course also aims at developing an appreciation of how advancements in theory of finance have made it converge more towards strategy.
MBA 409
Credit Units: 03
Course Contents:
Module I: Introduction Role of Finance and Strategy in Management Process, Strategic Droop, Management Behaviour and Convergence between Strategic and Financial Analysis Module II: Financial Decision Making Value Analysis A Strategic Perspective, Advances in Working Capital Management, Arriving at an Optimal Capital Structure, Impact of Inflation on Financial Decisions, Dividends Decisions A Strategic Perspective Module III: Corporate Valuation Rationale for Shareholders Wealth Maximization, New performance Metrics like Economic Value Added (EVA) and Market value Added (MVA), Various Approaches to Corporate Valuation, Alignment of Interest of Various Stakeholders of a Firm. Module IV: Corporate Restructuring Restructuring and Merger & Acquisition, The Search Process, Valuation and Deal Structuring, Accounting and Tax Implications, Post Merger Integration and Learning, Restructuring through Privatization, Leveraged Buyouts (LBOs) Restructuring of Sick Enterprises, Due Diligence and certification. Module V: Corporate Governance Divergence of Interest, Devices for containing Agency Costs, Corporate Governance in Developed world, Corporate Governance in India, Reforming Corporate Governance, Legal Provisions and SEBI Code Module VI: Strategic Cost Management Transfer Pricing, Financial Aspects of Supply Chain Management, Operations Management Perspective on Costs, Strategic Cost Analysis (Using Activity Based Costing, Target Costing and Life Cycle Costing) and Product Pricing at Different Stages of Products Life Cycle.
Examination Scheme:
Text & References: Chandra, P. (1997), Financial Management: Theory & Practice, Tata McGraw Hill. Jakhotiya, G. P. (2000), Strategic Financial Management, Vikas Publishing House. Grundy, T., Johnson, G and Scholes, K. (1998), Exploring Strategic Financial Management, Prentice Hall
Europe. Shank, J. K. & Govindarajan, V. (1995), Strategic Cost Management: The New Tool for Competitive Advantage, Free Press. Pritchett, P; Robinson, D. and Clarkson, R. (1997), After The Merger: The Authoritative Guide for Integration Success, McGraw Hill Sadtler, D; Campbell, A. and Koch, R. (1997), Break Up: When Large Companies are More Worth Dead Than Alive. Geneen, H. and Bowers, B. (1997), The Synergy Myth and other ailments of Business Today, St. Martin Press New York.. Weston, Chung & Hoag, (1996), Mergers, Restructuring and Corporate Control, Prentice Hall of India.
Eccles, R. G. and Crane, D. B. (1995), Doing Deals: Investment Banks at Work, McGraw - Hill International.
COMMERCIAL BANKING
The aim of this course is to give the student an overview of banking industry and prepare him for various roles in the banking sector.
MBA 410
Credit Units: 03
Course Contents:
Module I: Principles of Banking Retail Banking, Savings and Current Accounts, Loan Products, Plastic Money, Wholesale Banking, Off Balance Sheet Business, International Banking, Correspondent Banking, NOSTRO and VOSTRO accounts SWIFT, CHIPS, CHAPS, FEDWIRE., Documentary Letter of Credit, NRI Accounts, Remittances and Clearing, Module II: Regulatory Framework Negotiable Instruments Act, Banking Regulation Act, Reserve Bank of India Act, RBIs Monetary and Credit Policy Module III: Treasury Management Instruments in Treasury Market, Development of new financial products, control and supervision of Treasury management; linkage of domestic operations with foreign operations, Asset Liability Management, Banks Balance Sheet- Components of Assets/Liabilities and their management, Liquidity Management, Interest Rate Management, RBI Guidelines on Asset Liability Management; Stock options; debt instruments; bond portfolio strategy; risk control and hedging instruments, Investments Treasury bills Money markets instruments such as CDs, CPs, IBPs; Refinance and rediscounting facilities Module IV: Credit Principles of Lending, Working Capital and Term Loans, Financing SME/MSME, Microfinance, Credit Appraisal Techniques, Credit Rating, Default Probabilities, Credit Spreads, Credit Migration, Credit Monitoring, Documentation Procedures, NPA, Laws relating to securities-valuation of securities-modes of charging securities- lien,pledge, mortgage, hypothecation etc, The Securitisation and Reconstruction of Financial Assets and Enforcement of Security Interest Act
Examination Scheme:
Text & References:

Varshney, P.N., 2010, Banking Law and Practise, S Chand and Sons Radhakrishnan, T.S.; 2005, Principals of Banking; Macmillan Mishra, R.K.; Banking Sector Reforms and Agricultural Finance; Sonali Publications Padhy Kishore C; Padhy Manoranjan; 2011; Banking Future; Dominant Publishers and Distributors
COMPENSATION AND REWARD MANAGEMENT

This course helps students to learn how compensation system operates to attract, retain and motivate competent work force.
MBA 411
Credit Units: 03
Course Contents:
Module I: Introduction Concept of Compensation, System of Compensating, Concept of Reward and Reward System, Economic Theory of Wages, Limitations of Economic Theories. Wage and Salary Administration at micro level, Wage concepts, Methods of Job Evaluation, Role of various parties Employees, Employers, Unions & Government, Overview of Legislations affecting Compensation Module II: Compensation Structure- Indian Practices Salary Progression, Methods of Payment, Limitations of the Job Related Compensation, Competency based Compensations, Performance linked Compensations- Performance Appraisal Module III: Elements of Compensation Variable Compensation, Principles of Reward Strategy, Perquisites, Bonuses & Incentives Scope and Process, Ethical Considerations, Social Security, Sharing Productivity Gains With Employees, Gain Sharing, Team Based Pay, The Role of Compensation in Sales Force Success Module IV: Incentive Schemes / Payment by Results Types of Incentive Schemes/ Systems and Plans, Merits and demerits of Incentives Module V: Benefits and Services Concept of Benefit- Strategic Perspectives on Benefits, Type of Benefits, Factor influencing choice of benefit package, Administration of Benefits and Services Module VI: Current Trends in Compensation and Reward Management Elements of Managerial Compensation- A New Approach, VRS, Pay the Person, Rewarding Excellence, Individualizing the Pay System.
Examination Scheme:
Text & References:

Armstrong Michael & Murlis Helen (2005), Reward Management A Handbook of Remuneration, Strategy and Practice, 5th Edition, Kogan Page Henderson Richard (2006), Compensation Management in a Knowledge - Based World, 10th Edition, Prentice Hall India Milkovich & Newman (2005), Compensation, 8th Edition. McGraw-Hill Singh B.D. (2007). Compensation and Reward Management, Excel Books, New Delhi.
MEASUREMENT IN HUMAN RESOURCE

This course helps practice the tools and techniques which can be subsequently used to quantify several parameters of the effective management of human capital, including the functions of HR. It provides a set of powerful skills to communicate with and influence key decision-makers within an organization.
MBA 412
Credit Units: 03
Course Contents:
Module I: Introduction and the challenges of measurement Introduction: Meaning & Definition of HR Measurement Importance; Development of Concept. HR measurement for HR Professionals; Investment in Human Resources. Efficient use of Human Resource, Adopting the right perspective: Understanding the role of workforce in strategy implementation Module II: Developing measurement metrics Understanding and developing the right metrics: Tools to manage the implementation of strategy, implementing the metrics. Benchmarking HR .Different types of scorecards- Balance Score Card, HR Score Card Module III: Designing the metrics Principles of good measurement. Cost-benefit analyses for HR interventions Measuring HR alignment. Measuring hiring and staffing, Measuring the value of compensation and benefits. Measurement of training and development Module IV: Specific topics in measurement Measuring the value of employee relations and retention program, Models for Assessing Return on Investment, Assesing value of outsourcing and call centers . Module V: TQM and HR Audit Role of TQM in HR Measurement. HR Audit, Implementing HR Audit, Methodology and Issues, HRD Scorecard, HRD Audit The Indian experiences and cases, People Capability Maturity Model (PCMM), Measuring Intellectual capital and web based HR systems Module VI: Human Resource Information System Role of information system in human resource Decision making, Designing and Implementation of HRIS, Organizing data, personnel audit and personnel research, Computer applications in HRM functions (uses and trends)
Examination Scheme:
Text & References:

Fitz-Enz Jac,(2001), How to Measure Human Resource Management, 3rd Edition, McGraw Hill Mello Jeffrey A., (2008), Strategic Human Resource Management, Thompson Press Publishing. Rao T.V.(1999), HRD Audit, 3rd Edition Response Books
GLOBAL HUMAN RESOURCE MANAGEMENT

The main objective of this course is to inculcate deep understanding of International Human Resources and to explore the dynamics of global business development. It also aims at preparing students about examining significant business opportunities and maximization of returns with understanding of cross cultural management, as primary causes of failure in multinational ventures stem from lack of understanding of the essentials differences in managing human Resources, at all levels in foreign environment.
MBA 413
Credit Units: 03
Course Contents:
Module I: Internationalization Evolution of International business, Stages of internationalization, Modes of entering International business Relationship between International Strategy and SIHRM- International Human Resource Management Major Economies and their HRM practices Module II: Organisation Structure, International HRP, Recruitment and Selection Organisation Structure and HRM, Global Human Resource Planning, Issues in supply of International Human Resources, Recruitment and Selection Module III: International Compensation Management Complexities, Objectives of International Compensation Management, Component and Structure of International Compensation package, Executive rewards and compensation, Approaches to International Compensation Management, Module IV: Human Resource Professional Molester Navigation Context for international perfect management, framework for performance management, cross-cultural issues, North America, South America, some key pointers, Northern Europe, Value based management in Nordic countries, China the sleeping giant awakes, Japan a culture of enfolding relationship, South East Asia regional diversity. Module V: Understanding Cross Culture: Issues & Perspectives Understanding Culture, Introduction, Key Concepts, Determinants of Cultural Identity, Frameworks for Mapping the Culture, Geert Hoefstede, Clyde Cluckhohn, TE Hall Studies of National Culture, Managing Workforce diversity, Adjusting to the New Culture, Competencies for Global Manager
Examination Scheme:
Text & References:

Aswathappa K, Dash Sadhna (2008), International Human Resource Management Text &Cases, Tata McGraw Hill Bhatia S.K. (2005), International Human Resource Management, Deep & Deep Publications Evans Paul, Vladimir Pucik, Jean-Louis Barsoux (2010), The Global Challenge Frameworks for International Human Resource Management, Mc Graw Hill Rao PL, International Human Resource Management (2008), Excel Books
ORGANIZATIONAL DESIGN AND STRUCTURAL PROCESSES

To develop an understanding of the nature, functioning and design of organization as social collectives and to develop theoretical & practical insights & problem solving capabilities for effectively managing the organizational processes. This course aims to provide a comprehensive perspective on new emergent organizational forms by discussing them in the context of environment, systems & processes.
MBA 414
Credit Units: 03
Course Contents:
Module I: Overview of Organizations Defining Organizations, Types of Organizations, Determinants of Organization Design, Parameters of Organization Design, Definition of Organizational Structure, Complexity, Formalization and Centralization Module II: Organization & Environment Organizational Environment, Specific and General Environment, Sources of Uncertainty in Organizational Environment, Hyper-Turbulence; Networks and Business Eco-Systems; Technological Discontinuities; Paradigm Shift Module III: Types of Organization Organization Design, Approaches to Organizational Design, Basic Challenges of Organizational Design, Organizational Design for Different Excellences, New Design Option Module IV: Organizational Effectiveness Organizational Effectiveness- Definition, Importance and Approaches to Organizational Effectiveness - The Goal Attainment Approach, The System Approach, The Strategic Approach. Module V: Emerging Organizational Forms Organizations as Networks/ Clusters; Self Organizing Systems; Designing for Innovation and Change.
Examination Scheme:
Text & References:

Ackoff, R.L. (1999), Recreating the corporation: A Design of Organization for the 21st century. Oxford University Press. Banner, D.K. & Gague, T.E. (1995), Designing Effective Organizations, Sage Publications. Hall, R. H. (2002), Organizations: Structures, Processes and Outcomes, 8th Edition. Prentice Hall India Robbins Stephens (2009), Organization Structure, Design and Applications, Pearson Educationw
MANAGERIAL COUNSELLING
To understand the concept and process so as to develop the professional counseling skills among the students.
MBA 415
Credit Units: 03
Course Contents:
Module I: Introduction Self-Development of Managers as Counselors, Barefoot Counseling, Assertiveness and Interpersonal Skills for Counselors, Counseling Relationship. Module II: Approaches to Counseling Development of Counseling Skill, Introduction to the Important Schools of Counseling, Psychoanalytic Foundations, Transactional Analysis, Gestalt Therapy, Rational Emotive Therapy, Person-Centered Approach to Counseling, An Integrated Model, Essentials of Skills, Nonverbal Clues. Module III: Counseling process Counseling Interventions in Organizations, Empathy, Listening and Responding, Effective Feedback. Module IV: Counseling at work Performance Counseling, Counseling in Problem Situations, Interpersonal Conflicts, Midlife Blues, Integration and Action Plan.
Examination Scheme:
Text & References:

Welfel E.R. and Patterson Lewis E (2007), The Counselling Process, Thomson Singh Kavita (2010), Counselling Skills for Managers, Prentice Hall India Rao. S.N (2010), Counselling and Guidance, Tata McGraw Hill Felthman C. and Dryden W (2010), Brief Counselling- A Practical Integrative Approach, Tata McGraw Hill
FOREIGN TRADE POLICY

Know the worlds top economies and their Trade Policies, Regional & bi-lateral agreement.; Learning the direction, composition & procedures of Indias Foreign Trade Policy 2009-2014; Knowing which Assistance, Promotion Schemes and Incentives exporters enjoy; knowing Import Tariffs & Customs duties; Learning International Documentary & Govt. Regulatory compliances
MBA 416
Credit Units: 03
Course Contents:
Module I: World Trade & Economic integration Why Trade, Link between Trade & Economic growth, Worlds leading economies, Complexities & Barriers to free trade, Worlds Top Trading Nations, Emerging markets. Free Trade Areas, Customs Union, Common Markets, Economic Unions; Regional Economic Blocks- EU, NAFTA, MERCOSUR, SAARC, SAFTA, APEC, ASEAN, ECOWAS, GCC, OPEC. Global integration, WTO, IMF, World Bank. Harmonized Commodity Description & Coding System, ISO Currency codes. Module II: Overview of Indias Foreign Trade Policy The Foreign Trade (Development & Regulation) Act, Objectives of Indias Trade Policy 2009-2014, Post 1991 Indias Trade Liberalization, Indias Economic Indicators, Export/Import data & major Trading partner countries. How to start an Export/Import business, Import Export Code (IEC), Registration cum Membership Certificate (RCMC) with appropriate Export Promotion Council (EPC). Commercial, Financial, Transport, Title, Govt., Insurance, Export Assistance Documents & Certificates used in Exports. Licenses & Customs documents for imports. Module III: Indias Export Policy Fiscal, Financial, Special Schemes & General incentives provided to exporters. Status holders, Focus Market Scheme, Free Trade Zones, Deemed Exports, Duty Drawback, Export Promotion Capital Goods Scheme, Advance License, Standard input-output norms, Duty Exemption Pass Book Scheme, Special Economic Zones, Export-oriented Units, Software Technology Parks, Free Trade Zones. Module IV: Indias Import Policy Tariff structure and Customs Duties, Basic Duty, Additional Customs Duty, Education Cess, Anti-Dumping duty, Safeguard duty etc. Bill of Entry, Bonded Warehouses, Import of Restricted goods, second-hand goods, under Lease Finance, Replacement goods, samples, goods for Exhibitions, Fire Arms, Prototypes, Office equipment, Tourism Industry, Individuals & NRIs Module V: Trade Policy of Leading Trade Economies vis-a-vis Indian Trade Policy Indo European Union, US & China Trade Policy. Expansion of trade to Latin America, Africa & Asia.
Examination Scheme:
Text & References:
R.K. Jain (2010), Foreign Trade Policy and Handbook of Procedures (2009- 2014) (Vol 1), Jain Book Depot Nabhi (2011-12)(1999), How to Export, Nabhi Publications
INTERNATIONAL SUPPLY CHAIN MANAGEMENT

Developing an understanding of the various components of an integrated supply chain management suited to global markets; Teaching criticality of an efficient supply chain with zero defects in the WTO border-less world ; Understanding the micro aspects of global distribution and logistics ; imparting knowledge of Multimodal Transport operators , ocean & air transportation in world trade.
MBA 417
Credit Units: 03
Course Contents
Module I: Global Supply Chain Overview Introduction & Importance of Supply Chain Management, Developing Supply Chain as a Competitive Tool for Customer Satisfaction and Corporate Profitability, Channel Structure, Supplier Network Development, Outsourcing., Supply Chain Logistics Operations. Module II: Strategic Issues in Supply Chain Management Value chain and value delivery system, Concept of multi-modal transportation and infrastructure needs; Transportation Choices and Third Party Logistics, Fourth Party Logistics Distribution Channel Design, Strategic Alliances, Communication Flow of Supply Chain, Documentation needs and liabilities; Inter-functional coordination, Inter-corporate cooperation, Outsourcing in Supply Chain; Vendor Management & Development, Strategic Lead Time Management, Warehousing Module III: International Logistic System Concept, Objectives & Scope, The System Elements, International Transportation Issues, Warehousing, Inventory Management, Packaging and Unitization Issues, Communication and Control, Centralized and Decentralized Logistic Management, Third Party Logistics (3PL), Multimodal Transport Operator (M.T.O.) Module IV: Air & Ocean Transport and Chartering The General Structure of shipping industry, Characteristics of Shipping Industry, Liner and Tramp Operations and Significance, World Seaborne Trade and World Shipping, Composition of World Seaborne Trade, Problems of Developing Countries, Liner Freighting Practice, Principles Freight Structure, Voyage Charter, Time Charter, Barboat Charter. Indian Shipping, Growth and Perspective, Problems of Shipping Industry, Shipping Policy, International Air Transport System, Air Transport and PDM Approach to Export Distribution, International Set up for Air Transport, Air Freight Rates, Indias Export Import Trade by Air, Problems and Prospects, Law Relating to Carriage of Goods Module V: Managing the Supply Chain Performance SCM and Information Technology, IT Enabled Supply Chain Management, Inter-firm Integration: Implementation Issues, Application of ERP, JIT, Optimization of Supply Chain, Retailing Management, Waste Elimination and Lean Thinking in Supply Chain; Supply chain performance measurement systems; Supply Chain Balanced Score Card.
Examination Scheme:
Text & References:

Bowersox, Closs and Cooper (2008), Supply Chain Logistics Management, Tata McGraw-Hill Chopra, Meindl and Kalra (2008), Supply Chain Management: Strategy, Planning, and Operation, Pearson Education Rangaraj, Raghuram and Srinivasan (2009), Supply Chain Management for Competitive Advantage: Concepts and Cases, Tata McGraw-Hill Ray (2010). Supply Chain Management for Retail, Tata McGraw-Hill Shah (2009), Supply Chain Management: Text and Cases, Pearson Education Simchi-Levi, et al (2008), Designing and Managing the Supply Chain: Concepts, Strategies and Case Studies, Tata McGraw-Hill Wisner, Leong and Tan (2005), Principles of Supply Chain Management, Cengage
INTERNATIONAL CROSS CULTURE AND DIVERSITY MANAGEMENT

Examine cross-cultural and international management issues; Analyzes problems of managing in an international marketplace; Focuses on cultural and regional diversity and differences, political and economic influences, global market factors, and other contingencies with which managers of multinational enterprises must contend; Fet acquainted with an array of management practices from human resource staffing, to motivating a multi-cultural workforce, to creating strategic alliances for both large and small international organizations.
MBA 418
Credit Units: 03
Course Contents:
Module I: Global Cultural Diversity Differences in organizational behavior and management practices across countries, Major perspectives and frameworks underlying cross-cultural dimensions, Cultural convergence versus divergence, Business strategies for effective management of cultural diversity in an international setting, Cultural values and their implications for international management Module II: HR issues of Cross Cultural Teams Organizational culture in a global business environment, Emerging types of organizational structures in the global economy, Interdependence of nations and cultures in a global business environment. Role of human resources in an organization competing in the global economy, Corporate strategy and international human resource management, Concerns of managing expatriate employees, Relation between cultural values and team processes, Techniques to design and implement effective international teams Module III: Cross-Cultural Perceptions & Communication Theories of intercultural communication, Major barriers to effective cross-cultural communication, Perceptions & Communication difference, Techniques to overcome barriers and develop intercultural communication competence for North America, Europe, Middle-East, Latin America, Japan & China. Module IV: Cross-cultural Business Negotiations Negotiation process differences, Conflict handling and Negotiation techniques for North America, Europe, Middle-East, Latin America, Japan & China. Module V: Competencies for Global Managers Tackling issues and problems in international assignments, Acclimatizing expatriate employee to local culture, Identifying, grooming and motivating global Leadership, International management issues affecting women in leadership roles across cultures.
Examination Scheme:
Text & References:

McFarlin, D. B., & Sweeney, P. D. (2006). International Management: Strategic opportunities and cultural challenges. Boston, MA: Houghton Mifflin Daniels, J. D. and Radebaugh, L. H. (2004). International Business: Environments and Operations, Prentice-Hall, Inc., New Jersey. ISBN: 0-13-121726-7. (Referred to as D&R) Hill, C. W. (2003). International Business: Competing in the Global Marketplace, McGraw-Hill. (referred to as H) Griffin, R.W.and Pustay, M.W. (2002). International Business: A Managerial Perspective. FT/Prentice Hall. Griffin, R. W. and Pustay, M. W. (2005). International Business. FT/Prentice Hall. Hibbert, E. (1997). International Business Strategy and Operations. MacMillan Press Ltd. Henry, C. M. and Springborg, R. (2001). Globalization and the Politics of Development in the Middle East. Cambridge University Press. Rugman, A. M. and Hodgetts, R. M. (2003). International Business. Pearson Education Limited. ISBN: 0273-67374-2. (referred to as R&H)
Smith, A. (1937). The Wealth of Nations. New York: The Modern Library. Tayeb, M. (2003). International Management: Theories and Practice. Prentice Hall. Todaro, M. P. (2000). Economic Development, Pearson Education Limited. ISBN: 0-201-64858-X. Pandey, Janak,Sinha Durganand, (2001), Asian contributions to Cross-Cultural Psychology, SAGE Publications
GLOBAL OUTSOURCING: ISSUES AND PERSPECTIVES

Knowing how to make sound decisions about global sourcing strategy; Analyse the Past, Present & Future Landscape of Global Services Outsourcing, with particular focus on BPOs & IT services outsourcing; Study how to develop Strategy & Managerial Competence in Global Sourcing using real world examples from Managerial Practice; help identify challenges of Global Sourcing as well as costs, risks, rewards, and strategies involved in making sourcing decisions.
MBA 419
Credit Units: 03
Course Contents:
Module I: Historical and economic perspectives on Global Outsourcing Origin of Globalization of Service Delivery ; Outsourcing- what & why, concept & scope of outsourcing activities ; Significance & challenges/barriers in outsourcing, Sourcing terminologies; Module II: Sourcing Models Sourcing Models; Insource vs. Outsource, Domestic vs Global; On-shore, near-shore & off-shore why, when & how? Benefits & trade-offs. Types of outsourcing in various sectors Manufacturing, Auto, Financial, Accounting, Insurance, Healthcare, HR, Media, Design, Retail, Entertainment, Legal etc. Module III: Sourcing different services from different geographies Types of global outsourcing services (IT, BPO, Infrastructure), the vendor landscape (local/multinational, niche players/generalists), Legal Issues: Contracts, Taxes, IP, Privacy, Compliance, Critical success factors in managing outsourcing relationships, Managing distributed work teams: overcoming distance, time, and culture. Module IV: Indias BPOs & IT Services Outsourcing experience Outsourcing into India. India- A SWOT analysis ; India as a preferred destination ; Size, statistics & experiences of the Indian BPO & IT service providers Module V: Developing an outsourcing strategy for Future Challenges Implementing Outsourcing: Guidelines for choosing outsourcing partners, Contracting, Change Management, and Governance, Managing Globally Distributed Teams across Time, Space, and Culture.
Examination Scheme:
Text & References:

Alphesh Patel & Hemendra Aran (2005), Outsourcing Success: The Business Imperative, TMI-ND Oshri, Kotlarsky, and Willcocks, (2009),The Handbook of Global Outsourcing and Offshoring Sarika Kulkarni, (2006), Business Process Outsourcing, Jaico Publishing House, Mumbai
GLOBAL BUSINESS OPERATIONS

Understand implications of global business operations for business firms and their managers; Address complications associated with business operations in today's global economy; Gain exposure to the terminologies, institutions & challenges of managers operating in the global arena; Examine the different strategies that businesses can adopt to compete in the global marketplace and enter specific foreign markets; Explore the role played by marketing, operations, and human resource management within a Global Business Operations.
MBA 465
Credit Units: 03
Course Contents:
Module I: Global Opportunities International Business challenges in the 21st Century, Emerging super powers, Opportunities in the Liberalized Global Trade & Investment scenario, Why go global?, Stages of going global, Barriers and complexities of Cross Border Operations. Module II: International Eco system The eco system, economic indicators and characteristics of operating in North America (USA), Europe (EU), Asia (China), Latin America (Brazil), Africa (South Africa) & Middle-East (UAE). Module III: Structuring Global Operations & Strategic Alliances Trade vs Invest, FDI vs FII route ; Route for strategic alliances - JV, equity, non-equity, subsidiaries, branches etc ; Stages- Strategy Development, Partner Assessment, Contract Negotiation, Alliance Operation, Alliance Termination etc ; Case studies of MNCs operating in India & Indian companies operating abroad. Module IV: Global Cross-Culture & Value Issues Cultural diversity & its challenges; Country-specific cultural challenges; Implications & cultural adjustments Managing cross-cultural diversity; Ethics, corruption & Corporate Social Responsibility (CSR); Business culture & practices prevalent in U.S.A, U.K., China, Brazil, Russia & Saudi Arabia. Module V: Global Mergers & Acquisition (M&As) Case studies on corporate Indias Acquisitions & Mergers abroad. Role of Investment Banks & Consultants in global A&Ms. Latest FDI & FII trends, FDI & reverse FDI within & outside India.
Examination Scheme:
Text & References:
Manab Thakur, Gene E. Burton & B.N. Srivastava (1997), International Management, Concepts & Cases, Tata McGraw-Hill Publishing Co Janet Morrison (2011), International Business Environment, Palgrave Macmillan Mia Mikic (2000), International Trade, Macmillan Press
COMMERCIAL INSURANCE UNDERWRITING AND OPERATIONS

The subject is designed by keeping in view the various aspects of the industrial, manufacturing and business activity. The various non-life insurance for the same, safety and security and its impact in terms of insurance To Do and Not To Do in case of any claim and duties of insured for minimization of loss at the time of loss and claim process.
MBA 466
Credit Units: 03
Course Contents:
Module I: Property Insurance (FIRE) Fire hazards of specific industries Process; fire Hazards, loss prevention and requirements. General fire hazards Fire load, Hazards of resistance, Explosion, Air-conditioning, Boiler and furnaces/oven, Electrical Equipments. Covers under various Fire policies, Special perils, Exclusions, Tariff Regulations as per All India Fire Tariff 2001. Main factory plant its process, godowns and ware houses, activity in any industrial unit. Special policies. Module II: Property Insurance (Engineering) Scope of Engineering insurance application of basic principles. Scope of covers, rating underwriting of various engineering policies Erection-all-Risk Marine-cum-Erection contractor-all-risk, Contractor plant and machinery, Boiler plant and pressure vessels, Machinery breakdown, cold storage and miscellaneous policies. Module III: Claim Operations Claim procedure - Duty of insured, assessment of loss, Proportionate calculation of loss in case of double insurance and concurrent insurance policies. Ex-Gratia payments, Assignment of claim, settlement and payment under various clauses Module IV: Motor and Marine Insurance History of motor insurance. Application of basic principles of insurance, Type of vehicle as per motor insurance, Type of policies as per motor vehicle Act. Scope of cover under different type of policies. Tariff rates and regulations, claim processing and settlement, MACT , Lok Adalat / Jald Rahat Yojna. Marine insurance market in India and UK. Purpose, scope application of marine policies. Claim procedure, Role of claim adjusters. Module V: Miscellaneous Policies Mediclaim, overseas mediclaim policies benefit and conditions. Burglary insurance, Money in transit, Jewellers block policies cover, exclusions and conditions, rating and claims. Liability insurance policies Public liability, Product Liability scope and underwriting. Special Contingency policy, Householder policy, shopkeeper policy. Rural Insurance.
Examination Scheme:
Text & References:

Bernstein, Peter L,Against the God, John Wiley & Sons, Inc Get your Claim Paid, Silver Lake Editor, Silver Lake Publishing Jody Ball, Java Ball, The Bible on Insurance Claims Investigation Step By Step Techniques, Insight and Prospective
INSURANCE ACCOUNTS AND FUND MANAGEMENT

To develop an understanding of final accounts pertaining to life & general insurance to enable the students to have an insight as to how the insurance companies allocate & manage their financial resources to meet their financial goals. To apprise the students of the tax related benefits pertaining to both life & general insurance.
MBA 467
Credit Units: 03
Course Contents:
Module I: Financial statements of Insurance Companies-Life & General Introduction to insurance operating cycle, Accounting for revenues & expenses, accounting for assets & liabilities, accounting for capital & surplus with special reference to GAAP & relevant accounting standards. Module II: Financial statement analysis GAAP Ratios- Managing Solvency & Profitability, Regulatory Financial statement analysis-Statutory ratios for Insurance Companies. Fund Management Managing Cash Flows. Module III: Valuation of Insurance Claims Loss by Fire- Stock valuation, Loss of Profits policy-valuation. Module IV: Tax related issues
Examination Scheme:
Text & References:

LOMA Publications. III Publications
INSURANCE MARKETING AND CLIENT MANAGEMENT

The aim of this course is to help students develop among the students an understanding of differences between traditional marketing concepts and concepts related to insurance marketing. The distribution channels, new markets and product development with reference to insurance will also be discussed. Acquiring customers and satisfying their needs being crucial for success of insurance companies, it is aimed to discuss use of Customer Relationship Management Technologies.
MBA 468
Credit Units: 03
Course Contents:
Module I: Insurance Marketing Strategy Basic Elements of Insurance Marketing Strategy, Marketing Environment Audit. Increasing the willingness to buy, New Distribution Channels, New Target Markets, New Product Development Program, Increasing Human Needs and Insurance Protection, Insurance products versus other Financial Securities. Module II: Insurance Marketing Process Analyzing the Clients Current Insurance Portfolios, Developing the Market Mix, Marketing Planning, Marketing Implementation and Control, Use of Internet and Database Management Services through AWP. Module III: Insurance Advertising Elements of the Advertising Program, Restrictions imposed by IRDA on Advertisements, Advertising Objectives, Design and Execution Styles. Examination of Motivational Impact. Module IV: Insurance Sales Salesmanship Sales Interviews, Sales talk and Customer Response Developing Prospects into clients Intermediates and then Role in Sales Promotion. Impact of Regulations on Insurance Marketing and Sales. Module V: Insurance Marketing Plan Annual Marketing Plan Annual Sales Plan Profitability Objectives Comparing Actual Performance and Planned Performance, Analyzing Sales Deviations, Marketing Modification.
Examination Scheme:
Text & References:

Allen, S.B. Goodwin, D.W and Herrod, J.W. (1999), Life and Health Insurance Marketing. LOMA.
PRODUCT DEVELOPMENT AND PRICING

To familiarize students with product and pricing concepts and strategies, the methods and tools used in developing and programming. Enabling them to develop strategies and plans and to develop the judgment parameters required in product and pricing management.
MBA 469
Credit Units: 03
Course Contents:
Module I Product: Concept, Classification and types; various levels of products. Module II Product Management - The concepts of product line, Product Mix- Length, Width, Depth and Consistency, Line Stretching, Line Filling and Line Simplification. Module III Product Life Cycle - Concept, Stages and Relevant Strategies. Module IV New Product Launch Process-Idea Generation, Screening, Concept development, Prototype development, Test marketing and Commercialization. Module V Pricing- Concept, Role, Factors influencing, Strategies and Methods. Price Setting Process.
Examination Scheme:
Text & References:

Philip Kotler, Marketing Management, PHE Publications. Gary Armstrong & Philip Kotler, Marketing-An Introduction.
SYSTEM ANALYSIS AND DESIGN

This course covers the system development life-cycle (SDLC) phases, with respect to the waterfall approach, also describes the prototype approach for developing software systems. The object-oriented (OO) analysis and design concepts are also introduced. However, the emphases will be on the following topics:
MBA 470
Credit Units: 03
Course Contents:
Module I: Introduction to system analysis and design Typical information system; Typical cases for analysis; problem-solving steps; gathering information; starting a Project. Introduction to different phase of SDLC. Module II: Requirements specifications Feasibility analysis; Data flow diagrams; describing Data; Entity relationship analysis; data dictionary; physical and logical model of data; logical database design; and the importance of normalization; consider stations in file design ; role of database management system. Module III: System design Concepts of logical and physical design. Files, Processes, Human-machine interface: screens/dialogues, presentation of information, Forms and Reports design. Data Validation and Audit features. New System Specifications. Database design and Module design. Evaluating quality of design, e.g. cohesion, coupling. Module IV: System Implementation Testing and quality assurance. Software maintenance. Role of project management in the system development cycle. Complete example. Production planning and control, accounting principles: information flow; role of CAD/CAM; aggregate planning and master scheduling Elements, Resources, Risk, Project ocumentation, and Some Tools e.g. Gantt charts and PERT Module V Succeeding as System Analyst, Interpersonal kills, Management skills, Analytical skills and Technical skills. Requirements analysis. System investigation. Process analysis.
Examination Scheme:
Text & References:

Awad EM (2010), Systems Analysis and Design, Galgotia Publications (P) PLtd. Whitten JL & Bentley LD(2010), Systems Analysis and Design Methods , Galgotia Publications (P) PLtd Valacich JS, George JF & Hoffer JA (2010), Essentials of Systems Analysis and Design, Pearson Education, Inc Kendall K & KendallJ (2010), Systems Analysis and Design, Pearson Education., Inc..
ENTERPRISE MANAGEMENT
Today Enterprise comprises of various stakes holders, such as employer, partners, customers and managing them is the key factor. Today enterprise is better known as extended enterprise and this course gears towards familiarizing the various components of Ext. Enterprises such as ERP, KM, CRM, SCM, business intelligence etc.
MBA 471
Credit Units: 03
Course Contents:
Module I Enterprise Management, Components of Enterprise Management, ERP A Manufacturing Perspective, ERP Modules and their Benefits, ERP Implementation Life Cycle, Role of Vendors, Consultants and Users, ERP Market and Future Directions Module II Understanding Supply Chain and its Drivers, Planning in Supply and Demand in Supply Chain Planning and Managing Inventories in a Supply Chain, Transportation, Network Design and IT in Supply Chain, E-Business and Supply Chain, Business Intelligence and Some Solutions Module III What is CRM and its Power?, The Customer Service/Sales Profile and Management of it Choosing Your CRM Strategy, Tools for Capturing Customer Information, CRM on Internet, Enterprise Application Integration, CRM in companies like Toyota, Walmart etc Module IV Knowledge and Management, Drivers of Knowledge Management, Classifying Knowledge, Implementing Knowledge Management, Aligning KM and Business Strategy, Knowledge Management Platform, Knowledge Management Tools
Examination Scheme:
Text & References:
Leon A (2010) Enterprise Resource Planning, Tata Mcgraw Hill Education Private Limited Greenberg, P (20101) Customer Relationship Management, at the Speed of Light; Tata Mcgraw Hill Education Private Limited Fernandz !B & Sabherwal R (2010); Knowledge Management systems and Processes; PHI Learning Pvt Ltd. Frazelle, EH ((2010); Supply Chain Strategy; Tata Mcgraw Hill Education Private Limited
INFORMATION SECURITY AND RISK MANAGEMENT

In todays competitive global economy, Information is the key resource which is growing day by - day it is very critical to protect that information from all aspects. This course is designed to familiarize students with the importance of information, Risk involved in managing them and How to protect this information?
MBA 472
Credit Units: 03
Course Contents:
Module I: Introduction of Information Security Goals of Computer Security. CIA triangle, Identifying the Assets, Threats, Impact, vulnerabilities, User Authentication, System Access Control, Password Management, Privileged User Management, User Account Management, Data Resource Protection, Sensitive System Protection, Cryptography, Intrusion detection, Computer-Security Classifications Module II: Computer Security Hardening (Operating System and Application Code, File System Security, Local Security Policies, Services, Default Accounts), Network Activity, Malicious Code, Firewall, Fault Tolerant System, BACKUP and UPS Module III: Network Security Network security issues, threats & solutions, cryptography, algorithms (encryption, substitution, sequential and random, transposition), crypto-analysis, methods of breaking these algorithms. Module IV: Disaster Management Types of Disaster, Challenge in Global operations, Understanding disaster recovery & business continuity, Business Continuity Management, Preparing BCP a 10 step process, case (eg WTC) Module V: Management of Security taking Windows OS as example (Practical) Security Management, Users and Groups Management, Managing Local and Global Groups, Managing User Accounts, Windows NT Domain Management, Registry Management, Logical Structure, Physical Structure, DNS Management, Managing Group Policy, User Authentication Management, Creating Domain User Accounts, Files and Folder Management, Files and Folder Permission Shared Resources Management, Encrypting File System (EFS).
Examination Scheme:
Text & References:

Vedpuriswar AV (2009), Enterprise Risk Management: A strategic approach to Derisking an Enterprise, Vision Books. Whitman ME & Mattord HJ (2009), Principles and Practices of Information Security; Cengage Learning
MARKETING OF IT SOLUTIONS
Marketing and Management of Software Solutions course is in two parts, the first one exposes the students to various typical features of solutions marketing and the second part to the Management of software solutions.
MBA 473
Credit Units: 03
Course Contents:
Module I: Introduction to IT Sector Introduction to software, industry, software business models: service, product, hybrid models Module II: Solutions Marketing IT marketing, internet marketing, sales cycle, service development lifecycle Module III: Introduction to marketing strategies for cloud computing PAAS, SAAS, IAAS Module IV: Customer Handling Writing proposals, handling proposals, customer handling strategies, account planning, relationship building Module V: IT investment and Budgeting Product pricing, service pricing, CBA, TCO Module VI: IT solutions implementation and maintenance PM, Implementation and Maintenance of IT solutions
Examination Scheme:
Text & References:

Bob H (2009), Software Project Management, Tata McGraw Hill Kelkar, SA (2009), Software Project Management, PHI Kishor Swapna(2010), Software Requirements & Destinations, Tata McGraw Hill Royce (2009), Software Project Management, Pearson Education
SOFTWARE QUALITY ASSURANCE

Quality is the essence of life. Information Technology by virtue of its various products, broadly software and hardware, is enabling quality in various aspects. It thus becomes more imperative that the software, which is actually becoming life line of any organization, adheres to certain quality norms. The students must understand the various aspects of quality, tools to implement quality in software development and monitoring the same.
MBA 474
Credit Units: 03
Course Contents:
Module I: Quality Concepts and Practices Why Quality?, Cost of Quality, TQM concept, Quality Pioneers Approaches to Quality. Module II: Software Quality Software Development Process, S/w quality Attributes and significance of each attribute in detail, Hierarchical Models of quality. Concept of Quality Assurance and Quality Control Module III: Software Quality Assurance Implementing an IT Quality function, Content of SQA Plan, Quality Tools, Quality baselines, Model and assessment fundamentals, Internal Auditing and Quality assurance. Module IV: Software Quality Control Testing Concepts - ad hoc, white box, black box and integration, Cost Effectiveness of Software Testing credibility & ROI, right methods, Developing Testing Methodologies- Acquire and study the test strategy, building the system test plan and unit plan , Verification and Validation. Software Change Control- SCM, change control procedure, Defect Management causes, detection, removal and tracking, Module V: Metrics and Measurement of Software Quality Measuring Quality, measurement concepts- Standard unit of measure, software metrics, Metrics Bucket, Problems with Metrics, Objective and subjective measurement, attributes of good measurement, Installing measurement program, Risk Management- defining, characterizing risk, managing risk, software risk management Module VI: Quality Standards Introduction to various Quality standards: ISO-9000 Series, Six Sigma, SEI CMMi Model.
Examination Scheme:
Text & References:

Ben-Menachem M & Garry SM (2009), Software Quality Producing Practical, Consistent Software, Thomson Learning (Vikas) Godbole, NS (2009), Software Quality Assurance Principles and practice, Narosa Shafer & Shafer (2009), Quality Software Project Management, Pearson Education
ADVERTISING AND SALES PROMOTION

This course provides students an opportunity to gain an understanding of advertising and other marketing communications practices. The course emphasizes on developing students' abilities to use Advertising as a tool to Create Awareness, Position the Product, and make an impact in the Consumers Minds. This comprehensive course also familiarizes students with Media Planning and creativity in advertising.
MBA 475
Credit Units: 03
Course Contents:
Module I: Introduction to Advertising Concept and definition of advertisement Social and Economic Implications of advertisements, Setting advertisement objectives, Ad. Agencies Selection and Remuneration, Types of advertisement Module II: Advertising Planning & Strategy Advertising Department: Objectives and functions, Role of Advertisement Agencies: Selection and Remuneration, Advertising Campaign, Budgeting Methods. Module III: Advertising Media and Effectiveness Media Planning, Scheduling, & Buying; Print, Broadcast & Interactive Online Media, Measuring Advertising Effectiveness, Creativity in Advertising, Copy Writing. Module IV: Sales Promotion Rationale, Types - Consumer and Trade Promotions - Sales Promotion Strategies and Practices, Cross Promotions Module V: Integrated Marketing Communication Other Promotional Tools, Public Relations, Event Marketing, Direct Marketing, Surrogate Advertising, New Product Launches.
Examination Scheme:
Text & References:

Belch, George E & Belch, Michael A. (2009). Advertising and Promotion. McGraw-Hill Irwin. 8th edition. Wells W.D, Burnett J, & Moriarty S. (2009), Advertising Principles and Practice, Pearson Higher Education Batra R, Myers G.J., Aaker D (2003), Advertising Management, Pearson Education.
CUSTOMER RELATIONSHIP MANAGEMENT

This course examines customer relationship management as a key strategic process for organizations. Composed of people, technology, and processes, an effective CRM optimizes the selection or identification, acquisition, growth and retention of desired customers to maximize profit. Anyone interested in being an architect of CRM within his or her organization, or responsible for the development of any major aspect of CRM will find this course beneficial. CRM discussions and projects will address both organizational customers (B2B) and consumers/households (B2C).
MBA 476
Credit Units: 03
Course Contents:
Module I: Introduction and Significance of Customer Relationship Management Evolution of CRM, Need for CRM, Benefits of CRM, Transaction vs. Relationship orientation, Introduction and Objectives of a CRM Process, an Insight into CRM , e-CRM and m-CRM. Module II: Managing Customer Relationship Understanding Principles of Customer Relationship, Relationship Building Strategies, Building Customer Relationship Management by Customer Retention, Stages of Retention, Sequences in Retention Process, Understanding Strategies to Prevent Defection and Recover Customers. Market share vs. Share of customers, Life Time Value of Customers. Module III: CRM Process The CRM cycle i.e. Assessment Phase; Planning Phase; The Executive Phase, Modules in CRM, 4Cs (Elements) of CRM Process, Customer Acquisition Strategies, Customer Retention Strategies (Zero defections), Cross selling and up selling strategies, Customer Equity, Customer Metrics, Customer loyalty, Loyalty ladder, Customer Complaint Management. Module IV: CRM practices in Business Economy (B 2 C and B 2 B Market) Growth of Service in India, Service Customer Classification, Service Marketing Mix, Service Recovery, Characteristics of Business Markets, Importance of CRM in B2B and B 2 C Markets, Key Account Management, Supplier-Channel Management, CRM practices and application in Banking Industry, Retail Industry, Aviation Industry, Hospitality Industry, Pharmaceutical Industry, Telecom Industry and Product Markets. Module V: Issues and Challenges in Implementation of CRM CRM Implementation Road Map, CRM Roadblocks (4Ps), Phased development, learning from customer defections, evaluating customer retention plan, Emerging trends in CRM.
Examination Scheme:
Text & References:

Alok Kumar, Chhabi Sinha, Rakesh Sharma (2009) Customer Relationship Management Concepts and Application, Biztantra. Alok Kumar Rai (2009) Customer relationship Management Concepts and Cases, PHI G Shainesh & Jagdish N Sheth, (2006) Customer Relationship Management-A Strategic Approach, Macmillan India, New Delhi. Jill Dyche (2006) The CRM Hand book (2006) Pearson Education. Judith W.Kincaid (2007) Customer Relationship Management- Getting it Right, Pearson Education. Ronald S (2001), Accelerating Customer Relationships, Swift, PHI. S.Shajahan (2009) Relationship Marketing, Tata McGraw Hill
INDUSTRIAL MARKETING
To provide an understanding of industrial market characteristics, evolution of strategies and to learn practical application of different concepts of industrial market
MBA 477
Credit Units: 03
Course Contents:
Module I Introduction to industrial marketing, environment of industrial and consumer marketing, nature of an industrial buyer, types of industrial products and services and their contextual nature, standard product classification Industrial buying behaviour, individual vs. group decision making, concept of buying center and environmental & organizational influences, buy-grid framework and its practical application, after-sales service (AMC) Industrial market segmentation, targeting and positioning techniques; sequential segmentation, niche market Module II Industrial channel, types, nature, difference between merchant, agents and broker, selection criteria, channel conflicts, channel integration (VMS), marketing strategies, policy, sales management practices training, motivation and examination., e-commerce Industrial marketing communication, advertising, publicity and sales promotion Module III New product development through in-house (R&D) and technology transfer, different stages in NPD, different types of test markets; IPRs, patent, copyright, non-disclosure agreement (NDA), industrial PLC and effect of various external and internal environmental factors Module IV Different types of bids tender and auction, two parts bid, price discovery mechanism under different market scenarios, OEM and their impact on pricing policies, break-even point calculation Line of credit and mode of payment, its implication on working capital management Module V Industrial marketing research techniques, marketing intelligence, sales and demand forecast in industrial market Industrial marketing in international context, Incoterms, role of contingency factors affecting industrial marketing decisions Brief introduction to nature of turnkey and BOT projects, its contractual agreement; leasing
Examination Scheme:
Text & References:

Reeder, Brierty and Reeder, Industrial Marketing: Analysis, Planning and Control, PHI Learning Krishna K. Havaldar, Industrial Marketing: Text and cases ,McGraw Hill Newspapers- Economic Times, Business Standard, Financial Express, Brand Equity Magazines- Advertising and Marketing, Business World, Business India Reading about following organizations/ standard reports/ publications is suggested: 1. Directorate General of Supplies and Disposals (DGS & D) 2. Business Monitor International (BMI) 3. National Industrial Classification (NIC) 4. International Standard Industrial Classification (ISIC) 5. Thomas Register (USA) 6. Business Marketing Association (BMA) 7. Directorate General of Commercial Intelligence and Statistics (DGCI&S) 8. Export Credit Guarantee Corporation (ECGC) 9. Minerals and Metals Trading Corporation of India Limited (MMTC) 10. M-Junction 11. Transport Corporation of India (TCI)
INTERNATIONAL MARKETING
In todays dynamic global scenario people who succeed will have to learn the art of managing functions across domestic borders. Thus the course aims at exposing the students to the international business activities. The course would develop a general perspective about managing international business both in operational as well as strategic context.
MBA 478
Credit Units: 03
Course Contents:
Module I: Overview Need, Scope, Tasks, Domestic vs. International marketing, International trade Theories, Importance of International Marketing, Management orientation (Ethnocentric, Polycentric, Regiocentric & Geocentric) Module II: International Marketing Environment Economic Environment (World Economy, Stages of market & economic development, Income & Purchasing Power parity, Economic Risk Analysis, Balance of payments, Trade patterns, International trade alliances, WTO, World Bank, IMF, Regional Economic groups. Social & Cultural environment Culture, Cultural impact on Industrial & Consumer products. Political, Legal & Regulatory Environment Political Risk, IPR, Licensing & Trade Services, Dispute Settlement & Litigation, Embargoes & Sanctions. Module III: International Entry & Expansion Strategies International Market Entry Strategies Exporting, Sourcing, Licensing, JVs, Ownership & control, Ownership/ Investment, Mergers and Acquisitions, Stages of development models (Domestic, International, Multinational, Global, Transnational) Strategies employed by Indian companies to sustain Globally. Tariff and Non Tariff Barriers. Module IV: Developing Product for International Market The international product and its life cycle, Product positioning & Segmentation , Product design consideration, Geographic expansion, Global branding and different positioning of the same brand in different countries, New product development & testing . Dumping, Gray market, Role of Services in global economy, Module V: Promotion & Pricing Strategy for International Market Channel development & Innovation. Role of International Advertising & Branding, PR, Trade Fairs, Personal selling, Sales promotion, Exhibitions, Sponsorship promotion, Internet Marketing.. Global pricing Objectives & methods, Pricing policies Marginal cost, cost plus, Market oriented, Export payment methods L/C, Advance, DA/DP, FIBC, Counter trade, Transfer price.
Examination Scheme:
Text & References:

Keegan Warren & Bhargava Naval (2011), Global Marketing Management, Pearson Cateora Philip, Graham John & Salwan Prashant (2010), International Marketing, Mc Graw Hill Paul Justin & Kapoor Ramneek (2010), International Marketing, Mc Graw Hill Joshi Rakesh Mohan (2009), International Business, Oxford Higher Education Vasudeva PK (2010), International Marketing, Excel Books Harvard Business Review, Global Business Review (Sage Publications), Global Forum ITC Geneva
MARKETING OF SERVICES
The course has been designed to equip students to become more effective managers of any service organization by familiarizing them with the basic characteristics of services, their implications on design and delivery, and the ways to achieve sustainable competitive advantage by managing critical parameters.
MBA 479
Credit Units: 03
Course Contents:
Module I: Understanding Services and Consumer Behavior Service Sector and its structure. Drivers of service sector growth. Nature of services: Tangibility Spectrum; Defining the service offering; Flower of Service. Goods vs. Services; the service marketing challenges and implications for marketers for each service characteristic. Categorizing Service Processes. Self Service Technologies. Consumer behavior in services; Search, Experience and Credence attributes. Service Encounters and the types; Moments of Truth. The expanded Services Mix. Module II: Focus on Customers Customers expectations of service. Desired and Adequate service, Zone of Tolerance. Managing customer expectations and perceptions in services. Service Quality Dimensions. Customer Satisfaction vs. Service Quality. The impact of service failure and recovery. Types of Customer Complaint Actions and Complainers. Service Guarantees. Service Recovery Strategies. Module III: Aligning Strategy, Design and Delivery Service Blueprinting. Operational service product designing and adding value. Evidence of service and Servicescape. The Service Triangle. BoundarySpanning Roles. Strategies for closing the delivery gap. Module IV: Delivering Services through Intermediaries, Managing Demand and Capacity. Pricing Services Role of Distribution in Services. Channel Conflicts and other key problems. Key Intermediaries for Service Delivery. Understanding Demand and Capacity constraints. Strategies for matching Capacity and Demand. Approaches to Pricing Services Module V: Service Sector Study (Group Project) Exposure to various growing Service Sectors, viz.: Banking, Insurance, Hospitality, Education, Telecom, and Health Care etc. Live-Project by each group, on any one of the growing sectors of services; Group Presentations/ Viva on assigned date.
Examination Scheme:
Text & References:

Valarie A Zeithaml Mary Jo Bitner, Dwayne Gremler, Ajay Pandit. (2007), Services Marketing: Integrating Customer Focus Across the Firm, Tata McGraw Hill Christopher Lovelock. (2010), Services Marketing: People, Technology, Strategy, Pearson Education India. Rajendra Nargundkar, (2006),Services Marketing: Text and Cases, Tata McGraw-Hill Harsh V. Verma. (2010), Services Marketing:Text and Cases, Pearson Education.
SERVICE OPERATIONS MANAGEMENT

The objective of the course is to understand the growing significance and impact of services on the growth and economy and the scientific ways to run the operations so as to optimize the business and brand returns.
MBA 480
Credit Units: 03
Course Contents:
Module I: Understanding Service Operations Introduction; Nature & Role of Services in Economy; Service Operations and their Management Fundamentals; Service Strategy; Positioning of Services in the Organisation Value Chain Module II: Service Operation Infrastructure Service Facility Design, Layout & Location, Off-shoring & Outsourcing; Technology in Services, Front-office Back-office Interface; Human Factor in Services; External Associates in Service Processes Module III: Service Process Management Service Encounter Design and Control; Managing Service Processes; Experience Management in Service Operations; Service Quality and Reliability Assurance; Service Process Improvement & the Associated Methodologies; Experience Innovation Paradigm; New Service Development Module IV: Improving Service Delivery Propositions Service Growth and Globalisation; Forecasting Demand for Services; Capacity and Demand Management; Customer Expectations and the Planned Provision in Service Delivery; Legal Aspects of Expectation-Delivery Gaps; Service Waiting Line and Customer Relationship Management; Inventory Management for Improved service Delivery
Examination Scheme:
Text & References:

Deborah (2008), Competitive Strategies for Service Businesses, New Delhi: Jaico Fitzsimmons & Fitzsimmons (2006), Service Management, Tata McGraw-Hill Haksever, et al. (2006), Service Management and Operations, Pearson Education Hollins (2007), Managing Service Operations, Sage Publications Johnston & Clark (2009), Service Operations Management, Pearson Education Metters, et al. (2006), Service Operations Management, Cengage Learning Davis & Heineke (2003), Managing Services: People and Technology,Tata McGraw Hill.
OPERATIONS STRATEGY
The objective is to develop understanding about the practical aspects of operations strategy, selection of process and infrastructure development. The aim of this course is to make the students familiar with the changes required in the operational strategy with rapidly changing environment.
MBA 481
Credit Units: 03
Course Contents:
Module I: Introduction Introduction, Role and Objectives of Operations Strategy, Incorporating Operations Strategy in the Corporate Strategy, Dynamics of process-product life cycles, Defining a Operations Strategy in Overall Environment, Manufacturing Implications of Corporate Marketing Decisions. Module II: Developing Operations Strategy Principles and Concepts of Developing a Operations Strategy, Process of Operations Strategy Formulation, Methodology of Developing Operations Strategy, Business Implication of Process Choice, Product Profiling, Manufacturing Audit Approach, Manufacturing Restructuring, Infrastructure Development. Module III: Implementation of Operations Strategy Principles and Concepts of Focused Manufacturing, Involvement of Human Aspects, Effect of Technology Advancement and Technology Management, Integration of Operations Strategy Planning and Technology Planning, Pre-requisites of Organized and Focused Manufacturing Strategy & Unit. Module IV: Redefining Operations Strategy Value of Response Time and Product Variety in Operations Strategy, Management of Quality, Planning and Controlling System, Accounting & Financial Perspectives and Manufacturing System, Improving Manufacturing Process by Redefining & Restructuring Process Positioning
Examination Scheme:
Text & References:

Beckman / Barry (2008). Operations Strategy: competing in the 21st Century, McGraw-Hill Higher Ed, 978-0071274081. Brown / Lamming / Bessant / Jones (2005). Strategic Operations Management, Elsevier-India (ButterworthHeinemann), 978-075066199 / 978-81.312.0769.7 Hayes / Pisano / Upton / Wheelwright (2004). Operations, Strategy, and Technology: Pursuing the Competitive Edge, John Wiley, 978-0471655794. Klassen / Menor (2007). Cases in Operations management, Sage India, 978-81.7829.864.1 Lowson (2002). Strategic Operations Management, Routledge (Taylor & Francis), 0415256550 Mieghem (2008). Operations Strategy: Principles and Practice, Dynamic Ideas Llc, MA: Charlestown, 9780975914663 Nicholas (2008). Competitive Manufacturing Management, Tata McGraw-Hill, 978-0070474154. Slack / Lewis (2008). Operations Strategy, 2/e, Prentice Hall / Pearson Education, 978-0273695196 / 97881.317.2572.6 Walters (2006). Operations Strategy, Palgrave Macmillan -India, 978-0230224964
LEAN SIX SIGMA

At the end of this course the student will: Understand the importance of a measurement based strategy, which focuses on process and sub-processes improvement through the application of Principles and methods of Lean Six Sigma. Develop the understanding of technical skills required to implement Lean Six Sigma and to implement them to significantly improved business results. Learn to use Minitab software tool for analyzing data to help him evaluate quality in an objective, quantitative way.
MBA 482
Credit Units: 03
Course Contents:
Module I: Overview of Six Sigma and Organizational Goals The history and methodology, philosophy and goals, Key drivers for business, project selection process, introduction to DMAIC, DFSS, seven basic quality tools. Lean Principles: value chain, flow, pull, perfection, tools commonly used to eliminate waste, kaizen, 5S, error proofing, valuestream mapping. value-added and non-value added activities, excess inventory, space, test inspection, rework, transportation, storage, cycle time, theory of constraints. Module II: Define Process components and boundaries, process owners, internal and external customers, other stakeholders, translating customer feedback into project goals, Pareto chart, CTQ attributes, VOC, QFD, affinity diagrams, interrelationship digraphs, tree diagrams, prioritization matrices, matrix diagrams, PDPC charts, activity network diagrams, business results for projects, process performance metrics, DPU, RTY, COPQ,DPMO sigma levels and process capability indices, FMEA, RPN, Six Sigma teams, Black Belt, Master Black Belt, Green Belt, Champion, executive, coach, facilitator, team member, sponsor. Module III: Measure Process maps, written procedures, work instructions, flowcharts, SIPOC, relational matrices, techniques for assuring data accuracy and integrity, GR&R, measurement correlation, bias, linearity, percent agreement, and P/T, natural process limits and specification limits, percent defective, Cp and Cpk, Pp, Ppk, Cpm, short-term vs. long-term capability, 1.5 sigma shift, sigma level for a process and its relationship to Ppk. Module IV: Analyze Multi-vari studies to interpret the difference between positional, cyclical, and temporal variation; sampling plans to investigate the largest sources of variation, simple linear correlation and regression, Hypothesis Testing Tests for means, variances, and proportions, paired-comparison tests, single-factor ANOVA, Chi square Module V: Improve and Control DOE, SPC, rational subgrouping , X Bar - R, p, np and c, implement and validate solutions, measurement system capability, re-analysis, and post-improvement capability, developing a control plan to document and hold the gains, implementing controls and monitoring systems.
Examination Scheme:
Text & References:

Michael George, David Rowlands, Bill Kastle (2004), What is Lean Six Sigma, Tata McGraw-Hill Michael George, John Maxey, David Rowlands, Malcolm Upton (2004), The Lean Six Sigma Pocket Tool book: A Quick Reference Guide to 70 Tools for Improving Quality and Speed, Tata McGraw-Hill Rajagopal, Amritanshu (2011), Product Strategy and Six Sigma: Challenges, Convergence and Competence, Nova Science Publishing Basu, Ron (2011), Fit Sigma: A Lean Approach to Building Sustainable Quality Beyond Six Sigma, Wiley
FACILITY PLANNING AND TOTAL PRODUCTIVE MAINTENANCE

The aim of this course is to develop the understanding of the concept of facility planning and total productive maintenance its application and uses in business organizations.
MBA 483
Credit Units: 03
Course Contents:
Module I: Introduction to Facility Planning Facilities planning fundamentals and Objectives; Product, Process Flows and balancing activity space; Facility Location, layout and workspace layout; Facilities systems and upkeep management Module II: Facility Plan and Business Dynamics Plant & Equipment strategic consideration; Technological alignment, capacity balancing, infrastructure and shared facilities; Service facilities and office facilities planning; Periodic review of facilities performance; Facilities re-arrangements for new business induction. Module III: TPM for Overall Equipment Effectiveness Concept of maintenance and TPM; Types of maintenance; Analysis of Failure data; (Fuguai) F-tags and defect maps; Time- and Condition-based maintenance; Reliability Centred Maintenance (RCM), Universal Maintenance Standards; Overall Equipment Effectiveness; Timing Replacement Decisions Module IV: Implementing TPM Programme Steps in TPM Introduction in an Organization; TPM and maintenance manpower management; Creating a productive team culture; 8 Pillars of TPM: 5S, Autonomous Maintenance (Jishu-Hozen), Kaizen, Planned Maintenance, Quality Maintenance, Training, Office TPM, Safety, Health, Environment.
Examination Scheme:
Text & References:

Borris, (2006),Total Productive Maintenance, New York: McGraw-Hill Nicholas (2001), Competitive Manufacturing Management, Tata McGraw-Hill Sule (2008), Manufacturing Facilities( 3/e), CRC Press (Taylor & Francis) Tompkins(2003), et al., Facilities Planning (3/e), Wiley India Clark (2008), Facility Planning, Pearson India Francis(2009), Facility Layout and Location, Prentice Hall of India Kunders (2004), Facilities Planning & Management of Hospitals, Tata McGraw Hill Takahasi and Osada(1990), Total Productive Maintenance, Tokyo: Asian Productivity Organization Wireman (2006), Total Productive Maintenance( 2/e), New York: Industrial Press, 2006
PROCESS ANALYSIS AND THEORY OF CONSTRAINTS

This course is to familiarize students to the fundamentals of operational process analyses with a view to improving productivity and performance towards fulfilling the overall business goals. It is also to further enable them learn the concepts, principles, and application of the theory of constraints approach in this regard.
MBA 484
Credit Units: 03
Course Contents:
Module I: Process Structure, and Selection Process Management Orientation in Operations; Processes and their functions, importance, objectives of analysis, methods; Interface with other disciplines; Product-process matrix, Production Process structures, Service Process structures. Module II: Examination of processes & Benchmarking Examination of processes; Parameters of Examination, Lead-time, Set-up time, Throughput Cycle, Cycle time; Performance Measurement System, Cost, Quality, Flexibility, Capability; Productivity and Profitability Improvement; Benchmarking. Module III: Understanding Theory of Constraints (TOC) TOC thinking process; Current Reality Tree, The Evaporating Cloud, Future Reality Tree, Prerequisite Tree, Transition Tree: Application of thinking process tools; TOC and economic decisions, Throughput accounting measures for decision making. Module IV: Operations Improvements with Theory of Constraints TOC applications in operations improvement; Relating TOC to Project Management, Critical Chain project management; Production Scheduling with Drum-Buffer-Rope method; TOC in supply chain management, Drum-Buffer-Rope distribution solution.
Examination Scheme:
Text & References:

Dettmer, W.H. (1997). Goldratts Theory of Constraints, ASQ Quality press Evans, J.R. and D.A. Collier (2007). Operations Management, New Delhi: Cengage Learning Goldratt, E.M. (1997). Critical Chain, Great Barrington, MA: North River Press Goldratt, E.M. (2008). The Goal II Its Not Luck, Chennai: Productivity & Quality Publishing Goldratt, E.M. and J. Cox (2006). The Goal: A Process of Ongoing Improvement, Chennai: Productivity Quality Publishing Goldratt, E.M. Theory of Constraints, Great Barrington, MA: North River Press Goldratt, E.M., E. Schragenheim and C.A. Ptak (2000). Necessary But Not Sufficient, Great Barrington, MA: North River Press Heizer, J. and B. Render (2008). Operations Management, New Delhi: Pearson Education Keegan, R. and E. OKelley (2008). Applied Benchmarking for Competitiveness, Mumbai: Jaico Mukhopadhyay, S. K. (2008). Theory of Constraints, Mumbai: Jaico Stein, R.E. (1997). The Theory of Constraints Application in Quality and Manufacturing, New York: Marcel Dekker
MALL DYNAMICS AND REAL ESTATE MANAGEMENT

The course contents provide a detailed outline of Malls and its design and retail components. Special emphasis is given to the practical aspects. The objective of the course is to impart skills necessary for taking up positions in Mall administration. The student may also opt for specific functional aspects like Marketing apart from being entrepreneurs by way of developing Malls.
MBA 485
Credit Units: 03
Course Contents:
Module I: Concept of Mall Definition, types, genesis of malls, growth of malls globally, Diffusion of the concept to India, growth of malls in India, future trends and projections, advantages of mall over other retail formals, comparison of Us and the Indian Malls Module II: Mall Design and Architecture A description of the various components of mall architecture and their significance like Facade, Atrium, parking, circulation path and utilities & traffic management inside & outside of mall. Module III: Mall Administration Deciding tenant-mix and anchor tenant(s), concept planning and retail zoning, a comment on suitability of popular retail formats as anchor tenants like Hyper markets, Department Stores, Multiplexes and Eating joints. Module IV: Components of Mall Management Facilities & Utilities management, Security & information systems, Mall promotion & events management. Module V: Real Estate Management Introduction Property Ownership and Interests .Broker Relationships. Sources for Finance, Leasing and Space selling.
Examination Scheme:
Text & References:

Levy & weitz, ( 2010) Retailing Management (5th ed), Tata McGraw Hi Barman & Evans, ( 2009) Retail Management-A strategic Approach (8th ed), (Pearson Education) Sheikh arif & Fatima Kaneez (2008) Mall Management, Himalaya Publishing House. Susan Hudson-Wilson (Hardcover - Jun 2000), Modern Real Estate Portfolio Management (Frank J. Fabozzi Series)
VISUAL MERCHANDISING AND SPACE PLANNING

The course contents highlight and explain the various design and display elements that impact space management and merchandise display in retail outlets. It also focuses on specific impact of each element on store profitability and efficiency. The aim is to prepare students to take up jobs as creative visual merchandisers with majors retail players. Space Management skills shall help them in being effective department, floor and store managers.
MBA 486
Credit Units: 03
Course Contents:
Module I: Store location Significance, factors affection choice of location and site, Design of retail store: significance of design for a store, Architecture, Faade, Size and elevation. Module II: Store Layout Discussion on different types of layouts for retail stores with specific applications and attributes. Space Planning and management: Allocation of space among various departments/categories. Module III: Merchandise Presentation Fixtures, Displays and signage- description with discussion on specific attributes of each option. Introduction to store Atmospherics: the key components, significance. In store traffic management. Module IV: Atmospheric components Color, texture, lighting, temperature, music, fragrance, floor/ceiling designs. Retail Image. Module V: Space Planning Importance, Max. Space Productivity with relation to ROI. Implementing in store advertising, Marketing & Merchandising Plan.
Examination Scheme:
Text & References:

Levy & Weitz, (2008) Retailing Management, Tata McGraw Hill , Sixth edition. Berman & Evans ,(2009) Retail Management- A strategic Approach, Pearson Education Bajaj, Tuli & Srivastava , (2009) Retail Management, Oxford
RETAIL SALES AND CATEGORY MANAGEMENT

The aim of this course is to develop the understanding of the various components of the integrated supply chain from the perspective of Distribution Management. The learning is focused on developing the various models of distribution and logistics.
MBA 487
Credit Units: 03
Course Contents:
Module I Introduction to Sales Management, review, Professionalism in sales, different types of sales jobs. Discussion of sales careers and qualifications and skills required for success. Role of the sales Manager. Module II Adaptive Selling, sales territory-zation, sales quotas, budgeting and costing, monitoring sales expenses, sales theories. Module III The sales process - planning prospecting, planning the initial sales call, approaching the prospect and initiation of discussing, negotiation and closing. Sales presentation, approaching the customer and gaining the commitment of the customer. Role play. CRM and use of technology (database marketing), encouraging critical encounters. Module IV Recruitment, selection and training of Salesperson. Motivation and retention of sales staff. Sales force compensation, tools for sales supervision and control, Examination and appraisal of sales staff, Evaluation of Sales price. Module V Category Management Definition, Process, Components, Challenges, Category Manager Definition, Role, Challenges faced.
Examination Scheme:
Text & References:

Stern & El-Ansary (2009), Marketing Channels, PHI Publication. Ingram, Laforge, Avila, (2008), Professional Selling A trust based approach, Thomson.
RETAIL BRANDING AND CRM

The course involves the objective of imparting comprehensive understanding of the fundamentals of building, measuring, and managing a brand. The emphasis is also on enhancing life time value of customers and developing partnering relationships with profitable loyal customers.
MBA 488
Credit Units: 03
Course Contents:
Module I: Concept of branding Concept of branding, the challenges faced by brand managers, the value of a brand to customers and the organization, Branding Challenges & Opportunities, Strategic Brand Management Process Criteria to choose brand elements, Creation of brand personality, brand personality scale, brand image sources, Brand identity dimensions Module II: Brand Re-vitalization & Equity Brand & Line Extensions, Marketing Mix for Brand Extensions, Co Branding. Upward and Downward stretching of brands, Components of retail image. Dynamics of creating and maintaining retail image, The brand equity concept, Brand Equity Models Customer Based Brand Equity, Aaker Model, Brand hierarchy Brand Awareness, Brand Loyalty, Brand Associations, Brand Recognition, Recall. Module III: Planning Retail Promotional Strategy Elements of retail promotional mix: Advertising, public relations, personal selling, sales promotions. Point of purchase advertising, Determining promotional objectives. Establishing an overall promotional budget. Selecting the promotional mix, Implementing the promotional mix, Reviewing and revising the promotional plan. Module IV: Creating Customer Value through CRM Importance of CRM, Rationale and Benefits of CRM; Types of CRM; Emerging Issues and Future Trends of CRM. Customer relationships and channel relationships. Customer Satisfaction: Pre-requisite to customer Relationship; Customer Value; Value Chain Analysis; Customer Life time Value: Concept and Measurement ; Measuring Equity in Customer Relationships; Module V: Customer retention strategies Relationship retailing, Managing Service Recovery and Complaint Handling; Customer Retention Strategy
Examination Scheme:
Text & References:

Keller K.L. (2008), Strategic Brand Management: Building, Measuring, and Managing Brand Equity, Prentice Hall. Sengupta S. (2010), Brand Positioning, TATA McGraw-Hill Kapferer J. L. (1994), Strategic Brand Management, Free Press Sheth J.N, Parvatiyar A, Shainesh G. (2001), Customer Relationship Management, Tata McGraw Hill. Dyche J. (2001), The CRM Handbook-A Business Guide to Customer Relationship Management, Pearson Education.
E-RETAILING
The course is designed to explain the emergence, proliferation and prospects of E-retailing across the globe, with special reference to India. After studying the course, students shall be equipped with the basic knowledge to design, operate and manage e-retailing operations of a retail enterprise.
MBA 489
Credit Units: 03
Course Contents:
Module I E-retailing: meaning, concept, significance, comparison with convention retailing, Brick & Mortar, Click & Mortar and purely E-retailing, integration of e-retailing into an organization, Multi-channel retailing. Module II E-retailing models, starting an E-store: weighing the options, approaches to building an E-store, requirements of an effective E-store, E-store design: web atmospherics, navigability, interactivity, retail information. Module III Marketing Strategies for E-stores: Branding on the web, offline marketing, cross selling, referral services, permission marketing, E-greeting cards, Online payment processing, internet payment gateways, internet security issues, E-malls, future of e-retailing. Module IV E-Customer Relation Management, E-Payment systems ,E-Supply chain management, Case studies of companies like TELCO, ICICI HLL to manage e-retailing .
Examination Scheme:
Text & References:

Caroll & Broadhead, Selling Online: How to Become a Successful E-Commerce Merchant, Dearborn publishers E-Commerce an Indian Perspective by P.T Joseph. S.J.PHI Publications. Janice Reynolds, The Complete E-Commerce Book: Design, Build, and Maintain a Successful WebBased Business, CMP Media. Dennis, Fenech & Merrilees, E-retailing, Routledge Press Levy & Weitz, Retailing Management, Tata McGraw Hill

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Document Informationclick to expand document informationProgramme Structure includes the courses (Core and Elective), arranged semester wise. Credit units attached to each course have been further defined in terms of contact hours. 1 Lecture and 1 Tutorial per week are rated as 1 credit each.

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Master of Business Administration Programme Code: MBA Duration 2 Years Full Time

Programme Structure And Curriculum & Scheme of Examination 2011

Amity University aims to achieve academic excellence by providing multi-faceted education

MBA101 MBA102 MBA103 MBA104 MBA105 MBA106 MBA107 MBA142 MBA143

SUMMER INTERNSHIP (8 -10 WEEKS) THIRD SEMESTER

Curriculum & Scheme of Examination

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ACCOUNTING FOR MANAGEMENT

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INFORMATION TECHNOLOGY FOR MANAGERS

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QUANTITATIVE TECHNIQUES IN MANAGEMENT

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LEGAL ASPECTS OF BUSINESS

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CAF Communication Assessment File GD Group Discussion GP Group Presentation

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BEHAVIOURAL SCIENCE - I (SELF-DEVELOPMENT AND INTERPERSONAL SKILLS)

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C Project + Presentation I Interaction/Conversation Practice

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C Project + Presentation I Interaction/Conversation Practice

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C Project + Presentation I Interaction/Conversation Practice

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Methods of Private study /Self help

C Project + Presentation I Interaction/Conversation Practice

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C Project + Presentation I Interaction/Conversation Practice

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HUMAN RESOURCE MANAGEMENT

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INTERNATIONAL BUSINESS AND PRACTICES

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Course Code: Course Objective:

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MANAGERIAL COMPETENCY AND CAREER DEVELOPMENT

Non Credit Course

2. Individual Diagnostic File (Pre & Post Semester)

Personal Interview Skills

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CAF Communication Assessment File GD Group Discussion GP Group Presentation

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BEHAVIOURAL SCIENCE - II (BEHAVIOURAL COMMUNICATION AND RELATIONSHIP MANAGEMENT)

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C Project + Presentation I Interaction/Conversation Practice

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C Project + Presentation I Interaction/Conversation Practice

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C Project + Presentation I Interaction/Conversation Practice

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