MBA Revised Syllabus From The Academic Year 2019 20

SPPU - MBA Revised Curriculum 2019 CBCGS & OBE Pattern
Master of Business Administration (MBA) – Revised Syllabus 2019
2 year, 4 Semester Full time Programme

Choice Based Credit System (CBCS) and Grading System
Outcome Based Education Pattern
MBA I effective from AY 2019-20

MBA II effective from AY 2020-21
1.0 Preamble: The revised MBA Curriculum 2019 builds on the implementation of the Choice Based Credit System
(CBCS) and Grading System initiated in the AY 2013. The curriculum takes the MBA programme to the next level in
terms of implementing Outcome Based Education along with the Choice Based Credit System (CBCS) and Grading
System.
2.0 Definitions:
2.1 Outcome Based Education:
2.1.1 Outcome Based Education (OBE) Approach: Outcomes are about performance, and this implies:
a) There must be a performer – the student (learner), not only the teacher
b) There must be something performable (thus demonstrable or assessable) to perform
c) The focus is on the performance, not the activity or task to be performed
2.1.2 Programme Educational Objectives (PEOs): Programme Educational Objectives are a set of broad future-
focused student performance outcomes that explicitly identify what students will be able to do with what they
have learned, and what they will be like after they leave school and are living full and productive lives. Thus
PEOs are what the programme is preparing graduates for in their career and professional life (to attain within a
1
few years after graduation ).
2.1.3 Graduate Attributes (GAs): Graduate Attributes (GAs) are the qualities, knowledge and capabilities that
students are encouraged to take responsibility for developing throughout their studies and are the defining
characteristics of the students passing out of the MBA program. These attributes include, but go beyond, the
disciplinary expertise or technical knowledge.
2.1.4 Programme Outcomes (POs): Programme Outcomes are a set of narrow statements that describes what
students (learners) of the programme are expected to know and be able to perform or attain by the time of
graduation.
2.1.5 Programme Specific Outcomes (PSOs): Programme Outcomes are a set of narrow statements that describes
what students (learners) of a particular specialization of the programme are expected to know and be able to
perform or attain by the time of graduation. PSOs are also a function of the various course combinations offered
by the Institute.
2.1.6 Learning Outcomes: A learning outcome is what a student CAN DO as a result of a learning experience. It
describes a specific task that he/she is able to perform at a given level of competence under a certain situation.
The three broad types of learning outcomes are:
a) Disciplinary knowledge and skills
b) Generic skills
c) Attitudes and values
2.1.7 Course Outcomes (COs): A set of specific statements that describes the complex performances a student should
be capable of as a result of learning experiences within a course.
2.1.8 Teaching and Learning Activities (TLAs): The set of pedagogical tools and techniques or the teaching and
learning activities that aim to help students to attain the intended learning outcomes and engage them in these
learning activities through the teaching process.
2.1.9 Outcome Based Assessment (OBA): An assessment system that asks course teachers to first identify what it is
that we expect students to be able to do once they have completed a course or program. It then asks course
teachers to provide evidence that they are able to do so. In other words, how will each learning outcome be
assessed? What evidence of student learning is most relevant for each learning outcome and what standard or
criteria will be used to evaluate that evidence? Assessment is therefore a key part of outcome-based education
and used to determine whether or not a qualification has been achieved.
2.2 Credit: In terms of credits, for a period of one semester of 15 weeks:
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Graduation refers to passing out of the MBA programme. Graduation does NOT refer to 10+2+3/4 degree e.g. BA, BE, etc.
a) every ONE hour session per week of L amounts to 1 credit per semester
b) a minimum of TWO hours per week of T amounts to 1 credit per semester,
c) a minimum of TWO hours per week of P amounts to 1 credit per semester,
Each credit is a combination of 3 components viz. Lecture (L) + Tutorials (T) + Practice (Practical / Project Work / Self
Study) (P) i.e. LTP Pattern. Indicative LTP, for each course, is documented in the syllabus.
The course teacher may modify the LTP of the course in view of the course requirements, nature of the course, the level
of learners and the type of pedagogy and assessment tools proposed. The modified LTP shall have to be approved by
the Director / Head of the Department / Designated academic authority of the Institute.
2.3 Session: Each teaching-learning, evaluation session shall be of 60 minutes. However, institutes shall have the
flexibility to define their time slots in a manner as to use their faculty and infrastructure resources in the best
possible way and ensure effective learning.
2.4 Course Announcement: The institute shall announce the elective courses and specializations it proposes to offer
the students out of the wider course basket. It is not mandatory to offer all the specializations and all the
electives. The decision of the Director shall be final in this case. However, in the spirit of Choice Based Credit
System, institutes should offer choices to the students for the elective courses and not offer only the minimum
number of electives.
2.5 Course Registration: It is mandatory for every student, to register every semester, for the courses opted for that
semester. Each student, on admission shall be assigned to a Faculty Advisor who shall advise her/him about the
academic programs and counsel on the choice of courses considering the student’s profile, career goals and
courses taken in the earlier semesters. With the advice and consent of the Faculty Advisor, the student shall
register for a set of courses he/she plans to take up for the Semester. Students shall have to register for the
courses for the semester within first week of Semester I and immediately after conclusion of the preceding term
for subsequent Semesters II, III and IV.
3.0 MBA Programme Focus:
3.1 Programme Educational Objectives (PEOs):

1. PEO1: Graduates of the MBA program will successfully integrate core, cross-functional and inter-disciplinary
aspects of management theories, models and frameworks with the real world practices and the sector specific
nuances to provide solutions to real world business, policy and social issues in a dynamic and complex world.
2. PEO2: Graduates of the MBA program will possess excellent communication skills, excel in cross-functional,
multi-disciplinary, multi-cultural teams, and have an appreciation for local, domestic and global contexts so as to
manage continuity, change, risk, ambiguity and complexity.
3. PEO3: Graduates of the MBA program will be appreciative of the significance of Indian ethos and values in
managerial decision making and exhibit value centered leadership.
4. PEO4: Graduates of the MBA program will be ready to engage in successful career pursuits covering a broad
spectrum of areas in corporate, non-profit organizations, public policy, entrepreneurial ventures and engage in
life-long learning.
5. PEO5: Graduates of the MBA program will be recognized in their chosen fields for their managerial competence,
creativity & innovation, integrity & sensitivity to local and global issues of social relevance and earn the trust &
respect of others as inspiring, effective and ethical leaders, managers, entrepreneurs, intrapreneurs and change
agents.
3.2 Programme Outcomes (POs): At the end of the MBA programme the learner will possess the
1. Generic and Domain Knowledge - Ability to articulate, illustrate, analyze, synthesize and apply the knowledge of
principles and frameworks of management and allied domains to the solutions of real-world complex business
issues
2. Problem Solving & Innovation - Ability to Identify, formulate and provide innovative solution frameworks to real
world complex business and social problems by systematically applying modern quantitative and qualitative
problem solving tools and techniques.
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3. Critical Thinking - Ability to conduct investigation of multidimensional business problems using research based
knowledge and research methods to arrive at data driven decisions
4. Effective Communication - Ability to effectively communicate in cross-cultural settings, in technology mediated
environments, especially in the business context and with society at large
5. Leadership and Team Work - Ability to collaborate in an organizational context and across organizational
boundaries and lead themselves and others in the achievement of organizational goals and optimize outcomes
for all stakeholders.
6. Global Orientation and Cross-Cultural Appreciation: Ability to approach any relevant business issues from a
global perspective and exhibit an appreciation of Cross Cultural aspects of business and management.
7. Entrepreneurship - Ability to identify entrepreneurial opportunities and leverage managerial & leadership skills
for founding, leading & managing startups as well as professionalizing and growing family businesses.
8. Environment and Sustainability - Ability to demonstrate knowledge of and need for sustainable development
and assess the impact of managerial decisions and business priorities on the societal, economic and
environmental aspects.
9. Social Responsiveness and Ethics - Ability to exhibit a broad appreciation of the ethical and value underpinnings
of managerial choices in a political, cross-cultural, globalized, digitized, socio-economic environment and
distinguish between ethical and unethical behaviors & act with integrity.
10. LifeLong Learning – Ability to operate independently in new environment, acquire new knowledge and skills and
assimilate them into the internalized knowledge and skills.
3.3 Programme Specific Outcomes (PSOs): It is expected that Institutes define the PSOs for each specialization /
major-minor combination. PSOs shall also vary based upon the customized combination of Generic Core, Generic
Elective, Subject Core, Subject Elective, Foundation, Enrichment & Alternative Study Credit Courses that they offer.
3.4 Graduate Attributes (GAs): At the end of the MBA programme the learner shall exhibit:
GA1: Managerial competence
GA2: Proficiency in Communication, Collaboration, Teamwork and Leadership
GA3: Competence in Creativity & Innovation
GA4: Research Aptitude, Scholarship & Enquiry
GA5: Global Orientation
GA6: Proficiency in ICT & Digital Literacy
GA7: Entrepreneurship & Intrapreneurship Orientation
GA8: Cross-functional & Inter-disciplinary Orientation
GA9: Results Orientation
GA10: Professionalism, Ethical, Values Oriented & Socially Responsible behaviour
GA11: Life-Long Learning Orientation
4.0 MBA Programme Course Types & Evaluation Pattern:

Sr.No. Course Type Credits Nature Comprehensive End Total
Concurrent Semester Marks
Evaluation Evaluation
(CCE) (ESE) Marks
BASIC COURSE TYPES
1 Generic Core (GC) 3 Compulsory 50 50 100
2 Subject Core (SC) 3 Compulsory (Specialization 50 50 100
specific)
3 Generic Elective (GE - UL) 2 Elective 0 50 50
4 Generic Elective (GE - IL) 2 Elective 50 0 50
5 Subject Elective (SE - IL) 2 Elective (Specialization 50 0 50
specific)
6 Summer Internship 6 Project (Compulsory) 50 50 100
Project (SIP)
ADDITIONAL COURSE TYPES
1 Enrichment Courses (ENR) 1 Elective 25 0 25
2 Foundation Courses 1 Elective 25 0 25
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(FOU)
3 Alternative Study Credit 2 Elective 50 0 50
Courses (ASCC)
4 Open Electives (OE) 3 or 2 Subject Core / Subject As per Subject Core / Subject Elective
Elective Pattern
4.1 Course Types

4.1.1 Foundation Course: These courses focus on developing the basic abilities that support the understanding of
other courses.
4.1.2 Core courses are the compulsory courses for all the students. Core courses are of two types: Generic Core &
Subject Core.
4.1.3 Generic Core: This is the course which should compulsorily be studied by a candidate as a core requirement to
complete the requirement of a degree in a said discipline of study. Therefore, Generic Core courses are
mandatory and fundamental in nature. These courses cannot be substituted by any other courses. Such courses
are also known as Hard Core Courses.
4.1.4 Subject Core: A Core course may be a Subject Core if there is a choice or an option for the candidate to choose
from a broad category (grouping) of subjects (specializations / electives). These are also known as Soft Core
Courses.
4.1.5 Elective Course: Elective course is a course which can be chosen from a pool of courses. It may be:
a) Very Specialized or advanced course focusing on a specific aspect
b) Supportive to the discipline of study
c) Providing an extended scope
d) Enabling an exposure to some other discipline/domain
e) Nurturing candidate’s proficiency/skills.
4.1.6 Generic Elective: An elective course which is common across disciplines / subjects is called a generic elective.
‘Generic Elective’ courses develop generic proficiencies amongst the students.
4.1.7 Generic Elective – University Level: These elective courses are supportive to the discipline of study and focus on
the knowledge aspect of competence building. The course outcomes for such courses can be better assessed
through traditional End Semester Evaluation.
4.1.8 Generic Elective – Institute Level: These elective courses are aimed to develop inter-personal, technical and
other skills aspect of competence building. The course outcomes for such courses can be better assessed through
Comprehensive Concurrent Evaluation.
4.1.9 Subject Elective: A ‘Discipline (specialization) centric’ elective is called ‘Subject Elective.’ Subject Elective courses,
in the Semester II, III and IV are focused on a specialization.
4.1.10 Open Elective: A subject elective course chosen generally from another Discipline / specialization / subject, with
an intention to seek cross-functional exposure is called an Open Elective. A Subject Elective offered in one
specialization area may be treated as an Open Elective by another specialization area and vice-a-versa.
4.1.11 Enrichment Course: This is a course generally offered to bright learners / fast learners for advanced inputs
beyond the curriculum. Enrichment / Add-on Course shall be a 1 Credit Course. The course is of the nature of
Course of Independent Study (CIS) and is designed for learners who have the ability and inclination to work
independently with limited guidance, supervision and interaction with the faculty member(s).
4.1.12 Alternative Study Credit Courses: These courses prepare the learners for a VUCA (Volatile Uncertain, Complex
and Ambiguous) world by going beyond the boundaries of their campus. Apart from core and elective courses,
these courses engage students in discussion, debate and solution of real world challenges.
4.1.13 Massive Open Online Courses (MOOCs)2: Massive Open Online Courses (MOOCs) are such online courses which
are developed as per the pedagogy stated in the AICTE regulation (2016) or equiavelent; following the four
quadrant approach and made available on the SWAYAM platform of Government of India.
2
AICTE (Credit Framework for online learning course through SWAYAM) Regulations, 2016
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4.2 MBA Programme Structure: The Basic Programme Structure shall be as depicted below
Course# Semester I Semester II Semester III Semester IV Credits CIE ESE

Marks Marks
COMPULSORY CORE COURSES (GENERIC (GC) + SUBJECT (SC) + Summer Internship Project SIP)
1 GC - 1 1 GC - 7 1 GC - 11 1 GC - 14
2 GC - 2 2 GC - 8 2 GC - 12 2 GC - 15
66 Credits
3 GC - 3 3 GC - 9 3 GC -13 (SIP) 3 SC - 5
A
4 GC - 4 4 GC - 10 4 SC - 3 4 SC - 6
5 GC - 5 5 SC - 1 5 SC - 4
1050 1050
6 GC- 6 6 SC - 2
2100
GENERIC ELECTIVE COURSES (UNIVERSITY LEVEL) – GE - UL
7 GE UL - 1 7 GE UL - 4 6 GE UL – 7 5 GE UL - 10
22 Credits
B 8 GE UL - 2 8 GE UL - 5 7 GE UL – 8 6 GE UL - 11
0 550
9 GE UL - 3 9 GE UL - 6 8 GE UL – 9
550
GENERIC / SUBJECT ELECTIVE COURSES (INSTITUTE LEVEL) - GE – IL / SE - IL
10 GE IL - 1 10 GE IL - 4 9 SE IL -3 7 SE IL -6
22 Credits
C 11 GE IL - 2 11 SE IL -1 10 SE IL -4 8 SE IL -7
550 0
12 GE IL - 3 12 SE IL -2 11 SE IL -5
550
110 1600 1600
12 12 11 8 43 Credits CIE ESE
FOUNDATION COURSES (OPTIONAL)
FOUNDATION 1 FOUNDATION 7
0 to 10 Credits
D
FOUNDATION 5
FOUNDATION 6
ENRICHMENT COURSES (OPTIONAL)

ENRICHMENT 1 ENRICHMENT 7 ENRICHMENT 11 ENRICHMENT 13
ENRICHMENT 2 ENRICHMENT 8 ENRICHMENT 12 ENRICHMENT 14
0 to 14 Credits
ENRICHMENT 3 ENRICHMENT 9
E
ENRICHMENT 4 ENRICHMENT 10
ENRICHMENT 5
ENRICHMENT 6
ALTERNATIVE STUDY CREDIT COURSES (OPTIONAL)

ASCC 1 ASCC 4 ASCC 7 ASCC 10
Credits
0 to 22
ASCC 2 ASCC 5 ASCC 8 ASCC 11

F
ASCC 3 ASCC 6 ASCC 9
Note:
1. The basic programme structure comprises of Block A, B & C above.
2. Variations to the basic programme structure shall be defined at the institute level using any permissible combination
of A,B,C,D,E and F blocks depicted above, taking into consideration institutional vision-mission-focus areas, industry
demand, student learning capabilities, faculty competencies, availability of learning resources, etc. PSOs shall be
appropriately defined by the institute.
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LEGEND:
# Block CIE - ESE (Credits per course) Course Type Credits Courses Nature
1.1 A1 50-50 (3 Credits) GENERIC CORE (GC) 42 14 COMPULSORY
1.2 A2 50-50 (3 Credits) SUBJECT CORE (SC) 18 6 COMPULSORY
1.3 A3 50-50 (3 Credits) PROJECT 6 1 COMPULSORY
2 B 0 - 50 (2 Credits) GENERIC ELECTIVE (UNIVERSITY LEVEL) GE – UL 22 11 ELECTIVES
3.1 C1 50-0 (2 Credits) GENERIC ELECTIVE (INSTITUTE LEVEL) GE – IL 8 4 ELECTIVES
3.4 C2 50-0 (2 Credits) SUBJECT ELECTIVE (INSTITUTE LEVEL) SE - IL 14 7 ELECTIVES
TOTAL 110 43
OPTIONAL COURSES (In Lieu of C1 / C2 ONLY)
4.1 D 25 - 0 (1 Credit) FOUNDATION COURSES 0 -10 0 - 10 ELECTIVES
4.2 E 25 - 0 (1 Credit) ENRICHMENT COURSES 0- 14 0 - 14 ELECTIVES
4.3 F 50 - 0 (2 Credits) ALTERNATIVE STUDY CREDIT COURSES 0 -22 0 -11 ELECTIVES
5.0 Specializations offered: The following specializations shall be offered as MAJOR / MINOR:
1. Marketing Management (MKT)
2. Financial Management (FIN)
3. Human Resources Management (HRM)
4. Operations & Supply Chain Management (OSCM)
5. Business Analytics (BA)
The following specializations shall be offered ONLY as MINOR Specializations:

1. Rural & Agribusiness Management (RABM)
2. Pharma & Healthcare Management (PHM)
3. Tourism & Hospitality Management (THM)
Note:
1. Institutes may offer ONLY SELECT specializations based on industry needs, faculty strength & competencies,
student demands, employability potential, etc.
2. Institutes MAY NOT offer a specialization if a minimum of 20% of students are not registered for that
specialization.
3. The Institute MAY NOT offer an elective course if a minimum of 20% of students are not registered for that
elective course.
5.1 Open Elective(s):

1. Learners who intend to learn specific courses from other specialization(s) can opt for Subject Elective (SE - IL)
courses from other specializations in lieu of the Subject Elective (SE - IL) courses from their native
specialization.
2. These open electives MAY BE from two different specializations.
3. Open Electives can be opted for only in Sem III and Sem IV.
4. Students can opt for maximum 1 Subject Elective (SE - IL) course in Sem III and Sem IV each. i.e. Students can
opt for maximum 2 Open Electives (total 4 credits).
5.2 Major Specialization + Minor Specialization Combination:

1. For a Major + Minor Specialization combination the learner shall complete
a) Major Specialization – Courses: Total 9 (4 Subject Core courses and 5 Subject Elective courses)
b) Minor Specialization – Courses: Total 4 (2 Subject Core courses and 2 Subject Elective courses)
2. For a Major + Minor Specialization combination the learner shall earn
a) Major Specialization – Credits: Total 22 (12 Credits from Subject Core + Minimum 10 Credits from
Subject Electives)
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b) Minor Specialization – Credits: Total 10 (6 Credits from Subject Core + Minimum 4 Credits from
Subject Electives)
3. The 10 credits of the MINOR specialization shall be from a single specialization, out of which 6 credits shall be
mandatorily earned through the Subject Core Courses.
4. The Major + Minor specialization combination is OPTIONAL.
5. Students shall be permitted to opt for ANY Major + ANY Minor specialization combination, subject to
institutional norms and guidelines, issued from time to time.
6. A student opting for Major + Minor specialization combination shall opt for Foundation Courses / Enrichment
Courses / Alternative Study Credit Courses ONLY in lieu of Generic Elective (GE - IL) Courses.
7. Institutes may stipulate additional criteria of minimum SGPA / CGPA, number of backlogs, expectations about
specific graduation discipline for students who wish to take up a specific specialization / specific major minor
combination. Such criteria may also involve the potential employability criteria for a particular specialization /
Major + Minor specialization combination.
5.3 Options & Guidelines for Choice of Specialization:

1. Students can opt for a single specialization (i.e. Major Only – 5 choices)
2. Students can opt for a two specializations (i.e. Major + Minor Combination – 1(Major) + 7(Minor) choices)
3. Specializations which are offered ONLY as MINOR shall be offered in SECOND YEAR ONLY. (3 choices)
4. Courses for the Minor specialization shall be taken up in the second year ONLY (in either Sem III or Sem IV or in
a combination of Sem III and IV).
5. The Major specialization of a student shall be determined by the Subject Core (SC) courses and the Subject
Elective (SE - IL) courses chosen in Sem II.
6. All courses (Subject Core (SC) courses and the Subject Elective (SE - IL) courses) chosen in Sem II shall belong to
the same specialization.
7. The learners shall generally complete 6 Subject Core courses (2 each in semester II, III, IV) and 7 Subject
Elective courses (2, 3, 2 each in semester II, III, IV respectively). In this case he /she shall be awarded MBA
(Functional Area Specialization) degree, e.g. MBA (Marketing), MBA (Finance), etc.
8. The learners shall complete 4 Subject Core courses and 5 Subject Elective courses of Major specialization and 2
Subject Core courses and 2 Subject Elective courses of Minor specialization. In this case he /she shall be
awarded MBA (Functional Area Specialization Major + Functional Area Specialization Minor) degree, e.g. MBA
(Marketing + Finance), etc.
5.4 Foundation Courses:

1. All the Foundation Courses shall be of 1 credit each.
2. Maximum credits for Foundation Courses shall not exceed 10 (Ten) Credits.
3. Foundation Courses can be opted for ONLY IN LIEU of Generic Elective (GE - IL) and / or Subject Elective (SE - IL)
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courses.
4. This choice can be exercised in Semester I (minimum zero Credits – maximum six credits) or Semester II
(minimum zero Credits – maximum four credits) ONLY.
5. Foundation Courses CANNOT be opted for in Sem III and in Sem IV.
6. It is NOT MANDATORY for a learner to opt for Foundation Courses. However, Faculty members may advise a
student to enroll for Foundation Course(s) after a methodical assessment of the relevant competencies of the
student.
7. Foundation Courses shall be offered ONLY to those students who lack the basic competencies in the specific
course. The institute shall conduct a methodical assessment of the relevant competencies of the student.
to identify the learners who need to take up foundation courses. Records of the evaluation shall be preserved.
8. Institutes may stipulate additional criteria for students desirous to take up Foundation Courses.
9. Foundation Courses shall be taught by the course teacher in workshop mode / project mode.
10. The course teacher shall oversee the progress of the learner as well as evaluate the learner for 25 marks / 1
credit.
11. Pre- and post-test: A test or other assessment activity shall be administered to the students both at the
beginning of the foundation course and at the end of the foundation course, with the intention of
demonstrating improved skills upon completion. The tests shall be essentially SKILL based.
3
Except for a learner who opts for Major + Minor Specialization combination
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12. Best of the two assessments shall be treated as the final evaluation.
13. The list of Foundation Courses is mentioned in Annexure I.
5.5 Enrichment Courses:

1. All the Enrichment Courses shall be of 1 credit each.
2. Maximum credits for Enrichment Courses shall not exceed 14 (Fourteen) Credits.
3. Enrichment Courses can be opted for, ONLY IN LIEU of Generic Elective (GE - IL) and / or Subject Elective (SE -
4
IL) courses .
(minimum zero Credits – maximum four credits) or Semester III (minimum zero Credits – maximum two credits)
or Semester IV (minimum zero Credits – maximum two credits).
5. It is NOT MANDATORY for a learner to opt for Enrichment Courses. However, Faculty members may advise a
student to enroll for Enrichment Course(s) after a methodical assessment of the relevant competencies of the
student.
6. Institutes may stipulate additional criteria for students desirous to take up Enrichment Courses.
7. Enrichment Courses shall be executed as Course of Independent Study (CIS) in guided self study mode.
8. A faculty guide shall be assigned for such courses. The learner shall select the Enrichment Course that he/she
desires to opt for and submit an outline of the proposed study relevant to the course. The faculty guide shall
approve the proposal after considering the nature of the work, learning effort required, desired outcomes and
comprehensive coverage of the topic.
9. Since enrichment course is a guided self study course, 40 - 45 hours of work shall be equivalent to one credit.
The faculty shall oversee the progress of the learner as well as evaluate the learner for 25 marks / 1 credit.
10. The learners shall document and submit details such as questionnaires, interview schedules, interview
transcripts, observation sheets, photographs, testimonials from the organizations / persons interacted with,
permission letters, acceptance letters, field work sampling plans, etc.
11. Enrichment Courses can be carried out in the campus library / in the campus IT lab / in a local community
setting / in a start-up / in a government undertaking / in a NGO / in a cooperative / in a corporate entity.
12. The Enrichment Courses are organized in different Proficiency Tracks. Learners shall normally opt for
enrichment courses from NOT MORE THAN 3 Proficiency Tracks.
13. Enrichment Courses are of the following types:
a) Seminar - Involves Desk Research of distributed learning material and information resources and submission
and presentation of an analytical report. Maximum credits for Enrichment Courses of Seminar type shall not
exceed 10 (Ten) Credits.
b) Review – Involves Desk Research of a small set of specific published reports/ databases and submission and
presentation of an analytical report. Maximum credits for Enrichment Courses of Seminar type shall not
exceed 10 (Ten) Credits.
c) Case Study Development and Presentation – Involves desk research and field work leading to the
development, presenting and publishing of a case study. Maximum credits for Enrichment Courses of Case
Study Development and Presentation type shall not exceed 10 (Ten) Credits.
d) Project – Involves field work leading to presentation of a comprehensive report based on the experiential
learning. Maximum credits for Enrichment Courses of Project type shall not exceed 10 (Ten) Credits.
e) Lab / Workshop - Involves experiential learning through focused skill building activity. Maximum credits for
Enrichment Courses of Lab / Workshop type shall not exceed 10 (Ten) Credits.
f) Clinic / Fest – Involves experiential learning through organizing an event / campaign. Maximum credits for
Enrichment Courses of Clinic / Fest type shall not exceed 4 (Four) Credits.
g) Personal Interest Course - Involves experiential learning through club activities at the Institute Level. Maximum
credits for Enrichment Courses of Personal Interest Course type shall not exceed 4 (Four) Credits.
14. A well documented and comprehensive spiral bound report / publication, with appropriate referencing, is
essential for all the enrichment courses. Relevant Audio, Video Material, should be included as a part of the
report.
15. The Evaluation for the Enrichment Courses shall be as follows –
a) Proposal and Scope of Work – 5 Marks
b) Report – 10 Marks
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c) Presentation – 5 Marks
d) Viva Voce – 5 Marks
16. The presentation shall be similar to an open defence. The Viva Voce shall be carried out by minimum two
faculty members including the guide.
17. The sum total of the number of Foundation Courses and the number of Enrichment Courses opted by a student
in a particular semester should generally be an even number.
18. The list of Enrichment Courses is provided in Annexure I.
5.6 Alternative Study Credit Courses:

1. All the ASCC shall be of 2 credits each.
2. Maximum credits for ASCC shall not exceed 22 (Twenty two) Credits.
3. Alternative Study Credit Courses (ASCC) can be opted for, ONLY IN LIEU of Generic Elective (GE - IL) and / or
5
Subject Elective (SE - IL) courses .
(minimum zero Credits – maximum six credits) or Semester III (minimum zero Credits – maximum six credits) or
Semester IV (minimum zero Credits – maximum four credits). i.e. a learner may skip Generic Elective (GE - IL)
courses all together and earn the required 22 credits entirely through ASCC.
5. It is NOT MANDATORY for a learner to opt for Alternative Study Credit Courses. However, Faculty members
may advise a student to enroll for Alternative Study Credit Course(s) after a methodical assessment of the
relevant competencies of the student.
6. Institutes may stipulate additional criteria for students desirous to take up Alternative Study Credit Courses.
7. A MINIMUM of 60% of the total credits earned by a learner through ASCC shall either be from MOOCs or
from Professional Certification Programmes.
8. Thus a learner may skip all Generic Elective (GE - IL) courses and skip all Subject Elective (SE - IL) courses and
earn the required 22 credits entirely through ASCC.
9. The same TYPE of ASCC can be opted for multiple number of times. Norms for the same are prescribed in the
relevant section later in this syllabus document. For e.g. A student may undertake 11 “Professional Certification
Programs” and earn 22 credits or complete 11 MOOCS and earn 22 Credits.
10. ASCC shall be executed in online study mode / field work or project mode / certification mode.
11. A faculty guide shall be assigned for such courses. The faculty shall oversee the progress of the learner as well
as evaluate the learner for 50 marks / 2 credits.
12. The learner shall select the ASCC that he/she desires to opt for and submit an outline of the proposed study
relevant to the course. The faculty guide shall approve the proposal after considering the nature of the work,
learning effort required, desired outcomes and comprehensive coverage of the topic.
13. There is no defined syllabus for the ASCC courses. Institutes shall define the syllabus and announce the same
on the website.
14. Since ASCC is a guided self study course 40 - 45 hours of work shall be equivalent to one credit. The faculty shall
oversee the progress of the learner as well as evaluate the learner for 50 marks / 2 credits.
15. The start date of the ASCC such as Professional Certifications shall be after the admission date for the MBA
programme and the end date of the ASCC shall be within 6 months of the start date of the ASCC, but before the
completion of Sem IV.
16. The list of ASCC is provided in Annexure I.
5.7 Combination of Options: A learner may opt for any combination of earning the 22 credits assigned to Generic
Elective (GE - IL) courses and Subject Elective (SE - IL) courses through
e) Generic Elective (GE - IL) courses
f) Subject Elective (SE - IL) courses
g) Open Elective Courses
h) Major + Minor specialization combination
i) Foundation Courses
j) Enrichment Courses
k) Alternative Study Credit Courses
5
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SUBJECT TO THE minimum and maximum limits of credits prescribed and, subject to institutional norms and
guidelines, issued from time to time.
6.0 Summer Internship Project: At the end of Second Semester each student shall undertake a Summer Internship
Project (SIP) for a minimum of 8 weeks. For SIP, 1 credit is equivalent to minimum 40-45 hours of effective work. SIP
shall have 6 credits. It is mandatory for the student to seek advance written approval from the faculty guide and the
Director of the Institute about the topic and organization before commencing the SIP.
The SIP may or may not have a Functional Focus, i.e. the student may take up a SIP in his/her intended area of
specialization or in any other functional area of management. Ideally the SIP should exhibit a cross-functional
orientation. SIP can be carried out in a Corporate Entity / NGO / SME / Government Undertaking / Cooperative Sector.
SIP may be a research project – based on primary / secondary data or may be an operational assignment involving
working by the student on a given task/assignment/project/ etc. in an organization / industry. It is expected that the SIP
shall sensitize the students to the demands of the workplace.
Each student shall maintain a SIP Progress Diary detailing the work carried out and the progress achieved on a daily
basis. The student shall submit a written structured SIP report based on work done during this period. The student shall
submit the SIP Progress Diary along with the SIP Report.
Students shall also seek a formal evaluation of their SIP from the company guide. The formal evaluation by the
company guide shall comment on the nature and quantum of work undertaken by the student, the effectiveness and
overall professionalism. The learning outcomes of the SIP and utility of the SIP to the host organization must be
specifically highlighted in the formal evaluation by the company guide. The SIP evaluation sheet duly signed and
stamped by the industry guide shall be included in the final SIP report.
The SIP report must reflect 8 weeks of work and justify the same. The SIP report should be well documented and
supported by –
1. Institute’s Certificate
2. Certificate by the Company
3. Formal feedback from the company guide
4. Executive Summary
5. Organization profile
6. Outline of the problem/task undertaken
7. Research methodology & data analysis (in case of research projects only)
8. Relevant activity charts, tables, graphs, diagrams, AV material, etc.
9. Learning of the student through the project
10. Contribution to the host organization
11. References in appropriate referencing styles. (APA, MLA, Harvard, Chicago Style etc.)
The completion of the SIP shall be certified by the respective Faculty Guide & approved by the Director of the Institute.
The external organization (Corporate / NGO/ SME/ Government Entity/ Cooperative/ etc.) shall also certify the SIP work.
th
The students shall submit a spiral bound copy of the SIP report by 15 September. The Institute shall conduct an
th th
internal viva-voce for evaluation of the SIP for 50 marks between 15 September to 30 September. The Panel shall
comprise of two evaluators appointed by the Director of the Institute / Head of Department (for MBA departments in
engineering colleges). Institutes are encouraged to involve senior alumni, industry experts, recruiters to conduct the
internal viva-voce. The internal viva-voce panel shall provide a detailed assessment of the SIP report and suggest
changes required, if any.
After the internal viva-voce, the student shall finalize the SIP report by incorporating all the suggestions and
recommendations of the internal viva-voce panel. The internal guide shall then issue the Institute’s Certificate to the
student.
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The student shall submit TWO hard copies & one soft copy (CD) of the project report before 30 October in Sem III. One
hard copy of the SIP report is to be returned to the student by the Institute after the External Viva-Voce. In the interest
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of environmental considerations, students are encouraged to print their project reports on both faces of the paper.
Spiral bound copies may be accepted.
There shall be an external viva-voce for the SIP for 50 marks. The external viva-voce shall be conducted after the theory
exam of Semester III.
The Internal & the External viva-voce shall evaluate the SIP based on:
1. Adequacy of work undertaken by the student
2. Application of concepts learned in Sem I and II
3. Understanding of the organization and business environment
4. Analytical capabilities
5. Technical Writing & Documentation Skills
6. Outcome of the project – sense of purpose
7. Utility of the project to the organization
8. Variety and relevance of learning experience
Copies of SIP report and records of evaluation shall be maintained by the Institute for a period of 3 academic years.
7.0 Comprehensive Concurrent Evaluation (CCE) / Concurrent Internal Evaluation (CIE):

1. The course teacher shall prepare the scheme of Comprehensive Concurrent Evaluation (Formative Assessment)
before commencement of the term. The scheme of Comprehensive Concurrent Evaluation shall explicitly state
the linkages of each CCE with the Course Outcomes and define the targeted attainment levels for each CO.
2. The Director / Head of the Department / designated academic authority shall approve the scheme of
Comprehensive Concurrent Evaluation with or without modifications.
3. The course teacher shall display, on the notice board, the approved CCE scheme of the course and the same
shall also be hosted on the website, not later than the first week of the term.
4. Each CCE item shall be of minimum 25 marks.
5. For a 3 Credit Course there shall be a MINIMUM of three CCE items. The final scores shall be converted to 50,
using an average or best two out of three formula.
6. For 2 Credit Course there shall be a MINIMUM of two CCE items. The final scores shall be converted to 50.
7. For a 1 Credit Course there shall be a MINIMUM of one CCE item.
8. CCE shall be spread through the duration of course and shall be conceptualized, executed, assessed and
documented by the course teacher along with student-wise and class-wise attainment levels of the COs and
the attainment levels of the course.
9. The assessment outcome of each CCE shall be duly signed by the course teacher, programme coordinator /
academic head and the Director / Head of the Department / designated academic authority of the Institute.
10. A copy of the duly signed CCE outcome shall be displayed on the notice boards, within a week of the
assessment and course teachers shall guide the students on a need basis.
11. Institute may conduct additional make up / remedial CCE items at its discretion.
12. At the end of the term aggregate CCE scores / grades shall be calculated and the CO attainment levels shall be
calculated by the course teacher. The same shall be displayed on the notice board
7.1 Comprehensive Concurrent Evaluation Methods: Course teachers shall opt for a combination of one of more CCE
methods listed below.
Group A (Individual Assessment) – Not more than 1 per course

1. Class Test
2. Open Book Test
3. Written Home Assignment
4. In-depth Viva-Voce
Group B (Individual Assessment) – Atleast 1 per course

5. Case Study
6. Caselet
7. Situation Analysis
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Group C (Group Assessment) – Not more than 1 per course

8. Field Visit / Study tour and report of the same
9. Small Group Project & Internal Viva-Voce
10. Model Development
11. Role Play
12. Story Telling
13. Fish Bowls
Group D (Creative - Individual Assessment) – Not more than 1 per course

14. Learning Diary
15. Scrap Book / Story of the week / Story of the month
16. Creating a Quiz
17. Designing comic strips
18. Creating Brochures / Bumper Stickers / Fliers
19. Creating Crossword Puzzles
20. Creating and Presenting Posters
21. Writing an Advice Column
22. Library Magazines based assessment
23. Peer assessment
24. Autobiography/Biography
25. Writing a Memo
26. Work Portfolio
Group F (Use of Literature / Research Publications- Individual Assessment) – Not more than 1 per course
27. Book Review
28. Drafting a Policy Brief
29. Drafting an Executive Summary
30. Literature Review
31. Term Paper
32. Thematic Presentation
33. Publishing a Research Paper
34. Annotated Bibliography
35. Creating Taxanomy
36. Creating Concept maps
Group E (Use of Technology - Individual Assessment) – Not more than 1 per course
37. Online Exam
38. Simulation Exercises
39. Gamification Exercises
40. Presentation based on Google Alerts
41. Webinar based assessment
42. Creating Webpage / Website / Blog
43. Creating infographics / infomercial
44. Creating podcasts / Newscast
45. Discussion Boards
Rubrics: The course teacher shall design Rubrics for each CCE. Rubrics are scoring tools that define performance
expectations for learners. The course teacher shall seek approval for the rubrics from the Director / Head of the
Department / other designated competent academic authority of the institute. The course teacher shall share the
approved Rubrics with the students at the start of the course. The rubric shall detail the following:
1. Linkages of the CCE to COs.
2. A description of the assessment - brief concept note
3. Criteria that will be assessed - the expected learning outcomes.
4. Descriptions of what is expected for each assessment component - the expectations from the student.
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5. Substantive description of the expected performance levels indicating mastering of various components - the
assessment criteria.
6. The team composition, if applicable.
7. The format and mode of submission, submission timelines
8. Any other relevant details.
7.3 Safeguards for Credibility of CCE: The following practices are encouraged to enhance transparency and authenticity
of concurrent evaluation:
1. Involving faculty members from other management institutes.
2. Setting multiple question paper sets and choosing the final question paper in a random manner.
3. One of the internal faculty members (other than the course teacher) acting as jury during activity based
evaluations.
4. Involvement of Industry personnel in evaluating projects / field based assignments.
5. Involvement of alumni in evaluating presentations, role plays, etc.
6. 100% moderation of answer sheets, in exceptional cases.
7.4 Retention of CCE Documents: Records of CCE shall be retained for 3 years from the completion of the Academic
Year. i.e. Current Academic Year (CAY) + 3 years. Likewise records of assessments to decide the learning needs of
students for opting for Foundation Courses / capabilities for Enrichment Courses/ ASCC/ start-up option etc. shall be
retained for 3 years from the completion of the Academic Year.
8.0 End Semester Evaluation (ESE):

1. The End Semester Evaluation (Summative Evaluation) for the Generic Core (GC), Subject Core (SC) and the
Generic Elective (GE - UL) course shall be conducted by the Savitribai Phule Pune University.
2. The ESE shall have 5 questions each of 10 marks.
3. All questions shall be compulsory with internal choice within the questions.
4. The broad structure of the ESE question paper shall be as follows:
Question Number COGNITIVE ABILITIES EVALUATED Nature

Q.1 REMEMBERING Answer any 5 out of 8 (2 marks each)
Q.2 UNDERSTANDING Answer any 2 out of 3 (5 marks each)
Q.3 APPLYING Answer 3 (a) or 3 (b) (10 marks)
Q.4 ANALYSING Answer 4 (a) or 4 (b) (10 marks)
Q.5 EVALUATING Answer 5 (a) or 5 (b) (10 marks)
CREATING
9.0 Programme Flexibility:
9.1 Average Credits per semester, Fast & Slow Learners:

1. It is expected that a student registers for 30 credits in Semester I, II, III each and balance 20 credits in Semester
IV.
2. Fast learners (under accelerated plan), may be permitted to register for upto 6 additional credits per semester,
subject to fulfilling the pre-requisites defined for a course, if any. However the degree shall be awarded not
earlier than the end of the 2 academic years since the first admission to the MBA programme.
3. Slow learners, may be permitted to register for less than the normal credits defined for a semester but shall
have to complete the programme within the stipulated maximum duration of 4 academic years since the first
admission to the MBA programme.
9.2 Dropping an Elective Course:

1. Students who opt for an elective course and fail to earn the credits for the elective course (generic / subject /
open) are permitted to opt for another elective course (generic / subject / open) in case they feel to do so.
2. In such a case they shall be said to have dropped the original course and opted for a new one.
3. Generic Core (GC), Subject Core (SC) CANNOT be dropped.
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4. Generic Elective (GE - UL), Generic Elective (GE - IL) & Subject Elective (SE - IL) can be dropped and replaced
with equivalent alternative courses
5. Not more than four courses can be dropped and replaced with equivalent alternative courses during the entire
MBA programme.
9.3 Horizontal or Lateral Credit Transfer:

1. When a learner successfully completes the courses included in an academic program at a certain level, he/she
is allowed to transfer his/her credits in some of these courses to another same-level academic program having
these courses in common. This is referred to as ‘Horizontal or Lateral Credit Transfer’.
2. Horizontal or Lateral Credit Transfer shall be permitted between the MBA and the MCA programme of SPPU
for the equivalent number of credits provided the courses are related to the MBA programme’s PEOs and POs
and are opted by the students during the period of his enrolment for the MBA programme.
3. The list of such courses eligible for Horizontal or Lateral Credit Transfer between the MBA and the MCA
programme of SPPU shall be announced by the BOS/Faculty.
4. The upper limit for Horizontal or Lateral Credit Transfer shall be 6 credits.
5. Such transfer shall be permitted for Generic Elective (GE - IL) & Subject Elective (SE - IL) only.
9.4 Block Credit Transfer:

1. Block credit transfer refers to a group of courses, such as a completed certificate or diploma program that are
accepted for transfer of credit into a degree program.
2. Block credit transfer shall be permitted for all national and international professional certifications achieved
by the learner provided the courses learning outcomes (CLOs) are related to the MBA programme’s PEOs and
POs and are opted by the students during the period of his enrolment for the MBA programme. The institute
shall verify the linkages between the CLOs and the MBA PEOs and POs.
3. Such transfer shall be permitted for Generic Elective (GE - IL) & Subject Elective (SE - IL) courses ONLY.
9.5 Credit Transfer for MOOCs:

1. Learners are encouraged to opt for MOOCs (Massive Online Open Courses) through SWAYAM, EdX, Coursera,
Udemy as a part of ASCC.
2. Priority shall be given to the SWAYAM platform. If a course is not available of SWAYAM, other online
platforms may be used.
3. Not more than 20% of the total credits (22 Credits) shall be earned through the MOOCs.
4. Not more than 20% of the credits per semester (6 credits) per semester shall be earned through the MOOCs.
5. Since MOOC is a guided self study course 40 - 45 hours of work shall be equivalent to one credit. The faculty
shall oversee the progress of the learner as well as evaluate the learner for 50 marks / 2 credits.
6. Students shall apply to the Director / Head of the Department / other designated competent academic
authority of the institute in advance and seek permission for seeking credit transfer for the proposed MOOCs,
he/she wishes to pursue.
7. Online courses of SWAYAM or equivalent platform shall be allowed if:
a) There is non-availability of suitable teaching staff for running a course in the Institution or
b) The facilities for offering the elective papers (courses), sought for by the students are not on offer in the
Institution, but are available on the SWAYAM or equivalent platform.
8. Evaluation of MOOCS through SWAYAM:
8.1 In case of SWAYAM, the students shall be evaluated as a part of the MOOC itself by the host institution (i.e.
institution who has launched the MOOC through SWAYAM).
8.2 The evaluation should be based on predefined norms and parameter and shall be based on a concurrent
comprehensive evaluation throughout the length and breadth of course based on specified instruments like
discussions, forms, quizzes, assignments, sessional examinations and final examination.
8.3 After conduct of the examination and completion of the evaluation, the host institution shall award
marks/grade as per the evaluation scheme announced and communicate the marks/grade to the students as
well the parent institution of the student, within 4 weeks from the date of completion of the final
examination.
8.4 The parent institution shall, incorporate the marks/grade obtained by the student, as communicated by the
Host Institution of the SWAYAM course in the marks sheet of the student that counts for final award of the
degree/diploma by the University with the proviso that the programs in which Lab/Practical Component is
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involved, the parent institution will evaluate the students for the practical/Lab component and accordingly
incorporate these marks/grade in the overall marks/grade.
8.5 A certificate regarding successful completion of the MOOCs course shall be signed by the PI and issued
through the Host Institution and sent to the Parent Institution.
9. Evaluation of MOOCS through EdX, Coursera, Udemy:
9.1 The concurrent comprehensive evaluation conducted by EdX, Coursera, Udemy may be adopted by the
institute and the institute may accordingly incorporate these marks/grade in the overall marks/grade for the
course.
9.2 Alternatively, the institute may carry out a concurrent comprehensive evaluation of such students who
undertake MOOCs through the EdX, Coursera, Udemy platform.
9.6 Professional Certification Programmes:

1. Learners may opt for Professional Certification Programmes as a part of ASCC. These Professional Certification
Programmes shall be offered by National, International organizations, Apex bodies, Chambers of Commerce,
Professional certifying bodies, E-learning companies of repute.
2. Not more than 20% of the total credits (22 Credits) shall be earned through the Professional Certification
Programmes.
3. Not more than 20% of the credits per semester (6 credits) per semester shall be earned through the
Professional Certification Programmes.
4. Students shall apply to the Director / Head of the Department / other designated competent academic
authority of the institute in advance and seek permission for seeking credit transfer for the proposed
Professional Certification Programmes, he/she wishes to pursue.
5. For Professional Certification Programmes, 40 - 45 hours of work shall be equivalent to one credit. The faculty
shall oversee the progress of the learner as well as evaluate the learner for 50 marks / 2 credits.
6. A valid certificate regarding successful completion of the Professional Certification Programmes shall be
submitted by the learner to the institute for claiming the 2 credits.
7. Indicative list is provided below -
i. Business English Certificate (Cambridge) / IELTS / TOEFL Certification
ii. Foreign Language Certification Equivalent to A1/A2 or above
iii. Google / MicroSoft / Oracle / Sun Certification
iv. NSE / BSE / NISM Certification
v. SAP Financial Accounting (FI) / Controlling (CO) / Sales and Distribution (SD) / Production Planning
(PP) / Materials Management (MM) / Quality Management (QM) / Human Capital Management
(HCM) / CRM Certification
vi. Six Sigma Certification
vii. ISO Certification (as an auditor)
viii. Tally ERP Certification
ix. NLP Certification
6
9.7 Start-up: Launching and Sustaining' program : AICTE has launched the 'Start-up: Launching and Sustaining'
program to promote entrepreneurship.
Learners opting for the 'Start-up: Launching and Sustaining' program shall earn the credits for the Generic Core (GC),
Subject Core (SC) & Generic Elective (GE - UL); with the minimum desired CGPA.
However, these learners shall skip the Generic Elective (GE - IL) & Subject Elective (SE - IL) courses and instead opt for
the Milestone based concurrent comprehensive evaluation for 'Start-up: Launching and Sustaining' Programme as per
the AICTE Policy laid down in this regard.
Such students shall have to fulfill two out of the five measurable outcomes as below:
a) Funding: Student Start-up should acquire at least 1-5 Lakhs INR of start-up funding as capital/convertible
equity or other similar equity instruments used in start-up investments.
6
As per AICTE Policy approved by the Executive Committee in its 100th meeting held on June 28, 2016
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b) Employment Created: At least 5 additional jobs, (other than student founders) with a minimum of 15,000
CTC/employee paid for one full year, should be created by the student start-up.
c) Revenues Generated: At least 5 Lakhs INR of Cumulative revenues should be generated by the student start-up
as per Audited Profit and Loss Statements.
d) Surplus Generated: At least 5 Lakhs INR of Cumulative surpluses should be generated by the student start-up
as per Audited Profit and Loss Statements.
e) Patent Application or Granted: The student start-up should have applied for registration of One Indian or
International Patent OR such patent should be granted to the start-up
Other modalities and guidelines as per the AICTE policy shall be adhered to.
Students opting for the 'Start-up: Launching and Sustaining' program have the flexibility to create 'graduation outcomes'
within 4 years of registering under the 'Start-up: Launching and Sustaining' program.
It would be mentioned in the Academic Transcript that the student has graduated through the 'Start-up: Launching and
Sustaining' Graduation Programme.
Students who join only the 'Start-up: Launching and Sustaining' stream and are either unable to meet the requisite
graduation outcomes or unable to continue for any reason can opt to fall back into the academic stream through the
regular registration of the University Semesters.
SPPU may suitably verify the details of fulfilment of the two out of the five measurable outcomes listed above.
9.8 Additional Specialization:

1. A student who has earned the MBA with a MAJOR Specialization may enroll for additional specialization after
passing out the regular MBA programme.
2. Such students will be exempted from appearing for all the generic core and generic elective courses.
3. Such students shall have to appear for the subject core and subject elective courses of the additional
specialization that they have opted for.
4. Students opting for MAJOR + MINOR specialization combination are NOT eligible to enroll for additional
specialization.
10.0 Passing Standards:

1. A student shall be said to have earned the credits for a course if he/she earns minimum 40% marks.
2. Formative Evaluation and Summative Evaluation shall be separate heads of passing.
10.1 Grading System: The Indirect and Absolute Grading System shall be used, i.e. the assessment of individual Courses
in the concerned examinations will be on the basis of marks. However the marks shall later be converted into Grades by
a defined mechanism wherein the overall performance of the learners can be reflected after considering the Credit
Points for any given course. The overall evaluation shall be designated in terms of Grade. The 10 point standard scale
mandated by UGC shall be used.
The performance of a student will be evaluated in terms of two indices, viz.

(a) Semester Grade Point Average (SGPA) which is the Grade Point Average for a semester
(b) Cumulative Grade Point Average (CGPA) which is the Grade Point Average for all the completed semesters at
any point in time
10.2 Scaling Down of CCE Scores: The marks obtained by the student for the CCE shall be scaled down, to the required
extent, if percentage of the marks of CCE exceeds the percentage of marks scored in the ESE (End Semester University
Examination) by 25% for the respective course.
10.3 Degree Requirements: The degree requirements for the MBA programme are completion of minimum 110 credits.
10.4 Maximum Attempts per Course:

1. A student shall earn the credits for a given course in maximum FOUR attempts.
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2. Dropping a course and opting for another equivalent course can be done ONLY in the case of Generic Elective
(GE - UL) , Generic Elective (GE - IL) and Subject Elective (SE - IL).
3. If a student drops a course and opts for another course in lieu of the dropped course the attempts utilized for
the dropped course shall be included in the maximum 4 attempts available to earn the credits for a course.
4. The facility of dropping a course and opting for a new course in lieu of the dropped course shall be availed by
the student only once per course during these four attempts available to him.
5. A student may drop at the most 4 courses (GE – UL / GE – IL / SE – IL).
10.5 Maximum Duration for completion of the Programme: The candidates shall complete the MBA Programme within
4 years from the date of admission.
10.6 Grade Improvement:

1. A Candidate who has secured any grade other than F (i.e. passed the MBA programme) and desires to avail the
Grade Improvement option, may apply under Grade Improvement Scheme within five years from passing that
Examination.
2. He/she can avail not more than three attempts, according to the syllabus in existence, for grade improvement.
rd
3. He /she shall appear for University Evaluation of at least 1/3 of the Generic Core / Subject Core Courses
(except SIP) for the purpose of Grade Improvement.
4. Generic Elective (GE - UL), Generic Elective (GE - IL) & Subject Elective (SE - IL) cannot be selected for Grade
Improvement.
11. Miscellaneous
11.1 Attendance: The student must meet the requirement of 75% attendance per semester per course for grant of
the term. The institute may condone the shortage in attendance in exceptional circumstances, up to a
maximum of 10%. The institute shall have the right to withhold the student from appearing for examination of
a specific course if the above requirement is not fulfilled.
11.2 Medium of Instruction: The medium of Instruction & Evaluation shall be English.
12. Detailed Course List for each category of courses is provided in Annexure I.
13. Detailed syllabus of each course is provided in Annexure II.
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ANNEXURE I
GENERIC CORE (GC) COURSES – 3 Credits Each
50 Marks CCE, 50 Marks ESE
Course No. Course Code Course Semester
101 GC – 01 Managerial Accounting I
102 GC – 02 Organizational Behaviour I
103 GC – 03 Economic Analysis for Business Decisions I
104 GC – 04 Business Research Methods I
105 GC – 05 Basics of Marketing I
106 GC – 06 Digital Business I
201 GC – 07 Marketing Management II
202 GC – 08 Financial Management II
203 GC – 09 Human Resources Management II
204 GC – 10 Operations & Supply Chain Management II
301 GC – 11 Strategic Management III
302 GC – 12 Decision Science III
303 GC – 13 Summer Internship Project* III
401 GC – 14 Enterprise Performance Management IV
402 GC – 15 Indian Ethos & Business Ethics IV
* Six Credits
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GENERIC ELECTIVES UNIVERSITY LEVEL (GE – UL) COURSES – 2 Credits Each

00 Marks CCE , 50 Marks ESE
Course # Course Code Course Semester
Any 3 courses to be selected from the following list in Semester I
107 GE - UL - 01 Management Fundamentals I
108 GE - UL - 02 Indian Economy I
109 GE - UL - 03 Entrepreneurship Development I
110 GE - UL - 04 Essentials of Psychology for Managers I
111 GE - UL - 05 Legal Aspects of Business I
112 GE - UL - 06 Demand Analysis & Forecasting I
Any 3 courses to be selected from the following list in Semester II
207 GE - UL - 07 Contemporary Frameworks in Management II
208 GE - UL - 08 Geopolitics & World Economic Systems II
209 GE - UL - 09 Start Up and New Venture Management II
210 GE - UL - 10 Qualitative Research Methods II
211 GE - UL - 11 Business, Government & Society II
212 GE - UL - 12 Business Process Re-engineering II
Any 3 courses to be selected from the following list in Semester III
306 GE - UL - 13 International Business Economics III
307 GE - UL - 14 International Business Environment III
308 GE - UL - 15 Project Management III
309 GE - UL - 16 Quality Management III
310 GE - UL - 17 Corporate Governance III
311 GE - UL - 18 Management of Non-profit organizations III
Any 2 courses to be selected from the following list in Semester IV
405 GE - UL - 19 Global Strategic Management IV
406 GE - UL - 20 Competing in Global Markets IV
407 GE - UL - 21 Cyber Laws IV
408 GE - UL - 22 CSR & Sustainability IV
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GENERIC ELECTIVES INSTITUTE LEVEL (GE – IL) COURSES – 2 Credits Each

50 Marks CCE , 00 Marks ESE
Maximum 3 courses to be selected from the following list in Semester I
113 GE - IL - 01 Verbal Communication Lab I
114 GE - IL - 02 Enterprise Analysis & Desk Research I
115 GE - IL - 03 Selling & Negotiation Skills Lab I
116 GE - IL - 04 MS Excel I
117 GE - IL - 05 Business Systems & Procedures I
118 GE – IL- 06 Managing Innovation I
119 GE – IL- 07 Foreign Language – I I
Maximum 1 course to be selected from the following list in Semester II
213 GE – IL - 07 Written Analysis and Communication Lab II
214 GE – IL - 08 Industry Analysis & Desk Research II
215 GE – IL - 09 Entrepreneurship Lab II
216 GE – IL - 10 SPSS II
216 GE – IL - 11 Foreign Language – II II
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SUBJECT CORE (SC) COURSES: Specialization – Marketing Management (MKT)

3 Credits Each, 50 Marks CCE, 50 Marks ESE
205 MKT SC – MKT- 01 Marketing Research II
206 MKT SC – MKT- 02 Consumer Behaviour II
304 MKT SC – MKT- 03 Services Marketing III
305 MKT SC – MKT- 04 Sales & Distribution Management III
403 MKT SC – MKT- 05 Marketing 4.0 IV
404 MKT SC – MKT- 06 Marketing Strategy IV
SUBJECT ELECTIVE (SE - IL) COURSES: Specialization – Marketing Management (MKT)

Maximum 2 courses to be selected from the following list in Semester II
217 MKT SE – IL - MKT- 01 Integrated Marketing Communications II
218 MKT SE – IL - MKT- 02 Product & Brand Management II
219 MKT SE – IL - MKT- 03 Personal Selling Lab II
220 MKT SE – IL - MKT- 04 Digital Marketing - I II
221 MKT SE – IL - MKT- 05 Marketing of Financial Services - I II
222 MKT SE – IL - MKT- 06 Marketing of Luxury Products II
Maximum 3 courses to be selected from the following list in Semester III
312 MKT SE – IL - MKT- 07 Business to Business Marketing III
313 MKT SE – IL - MKT- 08 International Marketing III
314 MKT SE – IL - MKT- 09 Digital Marketing - II III
315 MKT SE – IL - MKT- 10 Marketing of Financial Services - II III
316 MKT SE – IL - MKT- 11 Marketing Analytics III
317 MKT SE – IL - MKT- 12 Marketing of High Technology Products III
Maximum 2 courses to be selected from the following list in Semester IV
409 MKT SE – IL - MKT- 13 Customer Relationship Management IV
410 MKT SE – IL - MKT- 14 Rural & Agriculture Marketing IV
411 MKT SE – IL - MKT- 15 Tourism & Hospitality Marketing IV
412 MKT SE – IL - MKT- 16 Retail Marketing IV
413 MKT SE – IL - MKT- 17 Retailing Analytics IV
414 MKT SE – IL - MKT- 18 Marketing to Emerging Markets & Bottom of the Pyramid
Page 21 of 114
SUBJECT CORE (SC) COURSES: Specialization – Financial Management (FIN)

205 FIN SC – FIN - 01 Financial Markets and Banking Operations II
206 FIN SC – FIN - 02 Personal Financial Planning II
304 FIN SC – FIN - 03 Advanced Financial Management III
305 FIN SC – FIN - 04 International Finance III
403 FIN SC – FIN - 05 Financial Laws IV
404 FIN SC – FIN - 06 Current Trends & Cases in Finance IV
SUBJECT ELECTIVE (SE - IL) COURSES: Specialization – Financial Management (FIN)

217 FIN SE – IL - FIN - 01 Securities Analysis & Portfolio Management II
218 FIN SE – IL - FIN - 02 Futures and Options II
219 FIN SE – IL - FIN - 03 Direct Taxation II
220 FIN SE – IL - FIN - 04 Financial Reporting II
221 FIN SE – IL - FIN - 05 Retail Credit Management- Lending & Recovery II
222 FIN SE – IL - FIN - 06 Banking Laws & Regulations II
223 FIN SE – IL - FIN - 07 Fundamentals of Life Insurance – Products and Underwriting II
224 FIN SE – IL - FIN - 08 General Insurance - Health and Vehicle II
312 FIN SE – IL - FIN - 09 Behavioural Finance III
313 FIN SE – IL - FIN - 10 Technical Analysis of Financial Markets III
314 FIN SE – IL - FIN - 11 Commodities Markets III
315 FIN SE – IL - FIN – 12 Indirect Taxation III
316 FIN SE – IL - FIN – 13 Corporate Financial Restructuring III
317 FIN SE – IL - FIN - 14 Financial Modeling III
318 FIN SE – IL - FIN – 15 Digital Banking III
319 FIN SE – IL - FIN – 16 Treasury Management III
320 FIN SE – IL - FIN – 17 Project Finance and Trade Finance III
321 FIN SE – IL - FIN – 18 Insurance Laws & Regulations III
322 FIN SE – IL - FIN – 19 Marine Insurance III
323 FIN SE – IL - FIN – 20 Fire Insurance III
409 FIN SE – IL - FIN – 21 Fixed Income Securities IV
410 FIN SE – IL - FIN – 22 Business Valuation IV
411 FIN SE – IL - FIN – 23 Risk Management IV
412 FIN SE – IL - FIN – 24 Strategic Cost Management IV
413 FIN SE – IL - FIN – 25 Rural and Micro Finance IV
414 FIN SE – IL - FIN - 26 Reinsurance IV
415 FIN SE – IL - FIN – 27 Agricultural Insurance IV
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SUBJECT CORE (SC) COURSES: Specialization – Human Resource Management (HRM)

205 HR SC – HRM – 01 Competency Based Human Resource Management II
206 HR SC – HRM – 02 Employee Relations & Labour Legislation II
304 HR SC – HRM - 03 Strategic Human Resource Management III
305 HR SC – HRM - 04 HR Operations III
403 HR SC – HRM - 05 Organizational Diagnosis & Development IV
404 HR SC – HRM - 06 Current Trends & Cases in Human Resource Management IV
SUBJECT ELECTIVE (SE - IL) COURSES: Specialization – Human Resource Management (HRM)
217 HRM SE – IL - HRM - 01 Labour Welfare II
218 HRM SE – IL - HRM - 02 Lab in Recruitment and Selection II
219 HRM SE – IL - HRM - 03 Learning and Development II
220 HRM SE – IL - HRM - 04 Public Relations & Corporate Communications II
221 HRM SE – IL - HRM - 05 HR Analytics II
222 HRM SE – IL - HRM - 06 Conflict and Negotiation Management II
312 HRM SE – IL - HRM - 07 Talent Management III
313 HRM SE – IL - HRM - 08 Psychometric Testing and Assessment III
314 HRM SE – IL - HRM - 09 HR Perspectives in Mergers and Acquisition III
315 HRM SE – IL - HRM - 10 International HR III
316 HRM SE – IL - HRM - 11 Mentoring and Coaching III
317 HRM SE – IL - HRM - 12 Compensation and Reward Management III
409 HRM SE – IL - HRM - 13 Labour Legislations IV
410 HRM SE – IL - HRM - 14 Designing HR Policies IV
411 HRM SE – IL - HRM – 15 Labour Costing IV
412 HRM SE – IL - HRM - 16 Best Practices in HRM IV
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SUBJECT CORE (SC) COURSES: Specialization – Operations & Supply Chain Management (OSCM)
205 OSCM SC – OSCM - 01 Services Operations Management - I II
206 OSCM SC – OSCM - 02 Supply Chain Management II
304 OSCM SC – OSCM - 03 Services Operations Management - II III
305 OSCM SC – OSCM - 04 Logistics Management III
403 OSCM SC – OSCM - 05 Operations Strategy IV
404 OSCM SC – OSCM - 06 Industry 4.0 IV
SUBJECT ELECTIVE (SE - IL) COURSES : Specialization – Operations & Supply Chain Management (OSCM)
217 OSCM SE – IL - OSCM - 01 Planning & Control of Operations II
218 OSCM SE – IL - OSCM - 02 Productivity Management II
219 OSCM SE – IL - OSCM - 03 Inventory Management II
220 OSCM SE – IL - OSCM - 04 Theory of Constraints II
221 OSCM SE – IL - OSCM - 05 Quality Management Standards II
222 OSCM SE – IL - OSCM - 06 Service Value Chain Management II
312 OSCM SE – IL - OSCM – 07 Manufacturing Resource Planning III
313 OSCM SE – IL - OSCM – 08 Total Quality Management III
314 OSCM SE – IL - OSCM – 09 Business Excellence III
315 OSCM SE – IL - OSCM – 10 Toyota Production System III
316 OSCM SE – IL - OSCM – 11 Operations Strategy III
317 OSCM SE – IL - OSCM – 12 Services Strategy III
318 OSCM SE – IL - OSCM – 13 Operations Analytics III
409 OSCM SE – IL - OSCM – 14 Enterprise Resource Planning IV
410 OSCM SE – IL - OSCM – 15 World Class Manufacturing IV
411 OSCM SE – IL - OSCM – 16 Six Sigma for Operations IV
412 OSCM SE – IL – OSCM – 17 Financial Perspectives in Operations Management IV
413 OSCM SE – IL - OSCM – 18 Services Management in Key Sectors IV
414 OSCM SE – IL - OSCM – 19 Purchasing & Supplier Relationship Management IV
415 OSCM SE – IL - OSCM - 20 Strategic Supply Chain Management IV
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SUBJECT CORE (SC) COURSES: Specialization – Business Analytics (BA)

205 BA SC – BA - 01 Basic Business Analytics using R II
206 BA SC – BA - 02 Data Mining II
304 BA SC – BA - 03 Advanced Statistical Methods using R III
305 BA SC – BA - 04 Machine Learning & Cognitive intelligence using Python III
403 BA SC – BA - 05 Networks, Innovation and Value Creation IV
404 BA SC – BA - 06 Artificial Intelligence in Business Applications IV
SUBJECT ELECTIVE (SE - IL) COURSES: Specialization – Business Analytics (BA)

217 BA SE – IL - BA - 01 Marketing Analytics II
218 BA SE – IL - BA - 02 Retailing Analytics II
219 BA SE – IL - BA - 03 Workforce Analytics II
220 BA SE – IL - BA - 04 Tableau II
221 BA SE – IL - BA - 05 Data Warehousing Project Life Cycle Management ÌI
312 BA SE – IL - BA – 06 Social Media, Web & Text Analytics III
313 BA SE – IL - BA – 07 Operations Analytics III
314 BA SE – IL - BA – 08 Supply Chain Analytics III
315 BA SE – IL - BA – 09 Financial Analytics III
316 BA SE – IL - BA – 10 Cognos Analytics III
317 BA SE – IL - BA – 11 Predictive Modelling using SPSS Modeler III
318 BA SE – IL - BA - 12 Foundations in Spark & Scala III
409 BA SE – IL - BA - 13 E tailing Analytics IV
410 BA SE – IL - BA - 14 Insurance & Healthcare Analytics IV
411 BA SE – IL - BA – 15 Banking Analytics IV
412 BA SE – IL - BA – 16 Telecom Analytics IV
413 BA SE – IL - BA – 17 ETL, Data Profiling and Data Modeling IV
414 BA SE – IL - BA – 18 Cognitive Analytics Using Watson IV
415 BA SE – IL - BA – 19 Data Science using Spark and Scala IV
416 BA SE – IL - BA – 20 Unstructured Data Analytics with Hadoop / Big Data / NoSQL IV
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[D] FOUNDATION (FOU) COURSES ( ELECTIVES) – 1 Credit Each

Between ZERO to SIX courses to be selected from the following list in Semester I
and / or
Between ZERO to FOUR courses to be selected from the following list in Semester II
1 FOU - 001 Elementary English I
2 FOU - 002 Elementary Mathematics & Statistics I
3 FOU - 003 Elementary Economics I
4 FOU - 004 Elementary Accounting I
5 FOU - 005 Elementary Information Technology I
6 FOU - 006 Elementary Business Etiquette I
7 FOU - 007 Elementary MS WORD II
8 FOU - 008 Elementary MS POWERPOINT II
9 FOU - 009 Elementary Data Interpretation & Logical Reasoning II
10 FOU - 010 Elementary Verbal and Reading Comprehension II
11 FOU - 011 Elementary Quantitative Ability II
Page 26 of 114
[E] ENRICHMENT (ENR) COURSES ( ELECTIVES) – 1 Credit Each

Between ZERO to SIX courses to be selected from the following list in Semester I
and / or
Between ZERO to FOUR courses to be selected from the following list in Semester II
and / or
Between ZERO to TWO courses to be selected from the following list in Semester III
and / or
Between ZERO to FOUR courses to be selected from the following list in Semester IV
Course Course Code Proficiency Track Course Semester
No
1 ENR - 1 Entrepreneurship Entrepreneurship in The Online Economy – Any
Seminar
2 ENR - 2 Entrepreneurship Management Skills for MSMEs – Seminar Any
3 ENR - 3 Entrepreneurship Business Plan for Small Business - Case Study Any
Development and Presentation
4 ENR - 4 Entrepreneurship The Elevator Pitch - Case Study Development Any
and Presentation
5 ENR - 5 Entrepreneurship Private Equity – Seminar Any
6 ENR - 6 Entrepreneurship Launching & Sustaining Start-Ups- Case Study Any
7 ENR - 7 Entrepreneurship Start-Up Fest Any
8 ENR - 8 Entrepreneurship Marketing on a shoe string budget for Small Any
Business - Case Study Development and
Presentation
9 ENR - 9 Entrepreneurship Growing business through Franchising - Case Any
Study Development and Presentation
10 ENR - 10 Entrepreneurship Finance and Accounting aspects of Small Any
Businesses - Case Study Development and
Presentation
11 ENR - 11 Entrepreneurship Planning, Structuring, and Financing Small Any
Businesses - Case Study Development and
Presentation
12 ENR - 12 Entrepreneurship Digital Marketing for MSMEs- Case Study Any
13 ENR - 13 Entrepreneurship Legal Compliances for MSMEs – Seminar Any
14 ENR - 14 Entrepreneurship Contemporary Indian Models in Any
Entrepreneurship - Case Study Development
and Presentation
15 ENR - 15 Entrepreneurship Women Entrepreneurs in Contemporary Any
India - Case Study Development and
Presentation
16 ENR - 16 Desk Research Review of National Databases & Reports Any
17 ENR - 17 Desk Research Review of Industry Databases Any
18 ENR - 18 Desk Research Review of Industry Best Practice Surveys Any
19 ENR - 19 Desk Research Review of Global Best Practice Surveys Any
20 ENR - 20 Desk Research Review of TED Talks Any
21 ENR - 21 Desk Research Book Reviews Any
22 ENR - 22 Desk Research Emerging Trends in Business - Seminar Any
23 ENR - 23 Desk Research Best Business Practices - Case Study Any
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24 ENR - 24 Desk Research Disruptive Business Practices - Case Study Any
25 ENR - 25 Desk Research Business Houses & Business Families in India Any
- Case Study Development and Presentation
26 ENR - 26 Desk Research Industry Specific Governance & Compliances Any
- Seminar
27 ENR - 27 Desk Research Business Excellence Awards & Awardees - Any
Case Study Development and Presentation
28 ENR - 28 Managerial Effectiveness Design Thinking Workshop Any
29 ENR - 29 Managerial Effectiveness Problem Solving Tools & Techniques Any
Workshop
30 ENR - 30 Managerial Effectiveness Theory of Constraints Workshop Any
31 ENR - 31 Managerial Effectiveness Six Sigma Applications in Business Workshop Any
32 ENR - 32 Managerial Effectiveness Budgeting Workshop Any
33 ENR - 33 Managerial Effectiveness i-Lab Design Thinking Projects Workshop Any
34 ENR - 34 Managerial Effectiveness Public Relations Workshop Any
35 ENR - 35 Managerial Effectiveness Cross Cultural Relationship Marketing Any
Workshop
36 ENR - 36 Managerial Effectiveness Digital Productivity Tools Workshop Any
37 ENR - 37 Managerial Effectiveness Effective Meetings Management Workshop Any
38 ENR - 38 Managerial Effectiveness Balanced Score Card - Case Study Any
39 ENR - 39 Perspectives on Management Management Thinkers & Contributions - Any
Seminar
40 ENR – 40 Perspectives on Management Enduring Management Principles & Thoughts Any
- Seminar
41 ENR - 41 Perspectives on Management Mysteries in Management - Seminar Any
42 ENR - 42 Perspectives on Management Management - The Future Frontiers - Any
Seminar
43 ENR - 43 Perspectives on Management Leaderships Lessons from Non-business Any
leaders – Seminar
44 ENR - 44 Perspectives on Management Leadership Lessons from Antiquity - Seminar Any
45 ENR - 45 Perspectives on Management Leading in the 21st Century - Case Study Any
46 ENR - 46 Perspectives on Management Strategy in a VUCA world - Case Study Any
47 ENR - 47 Economy & Polity The Economics & Politics of NGOs - Case Any
48 ENR - 48 Economy & Polity Politics & Governance - Seminar Any
49 ENR - 49 Economy & Polity Climate Change Politics & Policy - Seminar Any
50 ENR - 50 Economy & Polity Energy Economics - Seminar Any
51 ENR - 51 Economy & Polity Civil Society, New Social Movements & Public Any
Policy - Case Study Development and
Presentation
52 ENR - 52 Economy & Polity Corporations, NGOs & Civil societies - Any
Seminar
53 ENR - 53 Economy & Polity Environment & Development - Seminar Any
54 ENR - 54 Economy & Polity Globalization & Localization - Seminar Any
55 ENR - 55 Economy & Polity Strategic Transformation and Change in the Any
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Indian Economy - Case Study Development
and Presentation
56 ENR - 56 Communication Verbal Communication & Presentation Skills Any
Workshop
57 ENR - 57 Communication Visual Communication Workshop Any
58 ENR - 58 Communication Communication Through Theatre Techniques Any
Workshop
59 ENR - 59 Communication Technical Writing Workshop Any
60 ENR - 60 Communication Walk the Talk - Leader / Entrepreneur Any
Interviews Lab
61 ENR - 61 Communication Creative Writing Workshop Any
62 ENR - 62 Communication Blog Writing Workshop Any
63 ENR - 63 Behavioural & Interpersonal Skills Transactional Analysis Lab Any
64 ENR - 64 Behavioural & Interpersonal Skills Emotional Intelligence & Managerial Any
Effectiveness Lab
65 ENR - 65 Behavioural & Interpersonal Skills Influence & Persuasion Lab Any
66 ENR - 66 Behavioural & Interpersonal Skills Negotiation Skills Lab Any
67 ENR - 67 Behavioural & Interpersonal Skills Team Selling Lab Any
68 ENR - 68 Technology Technology Clinic Any
69 ENR - 69 Technology Digital Innovation and Transformation – Any
Seminar
70 ENR - 70 Technology Social Impact of Technology - Case Study Any
71 ENR - 71 Technology Technology Commercialization – Seminar Any
72 ENR - 72 Technology Intellectual Property Rights – Seminar Any
73 ENR - 73 Technology Strategy and Technology – Seminar Any
74 ENR - 74 Technology Internet of Things – Seminar Any
75 ENR - 75 Technology Cyber Security – Seminar Any
76 ENR - 76 Technology Gamification Workshop Any
77 ENR - 77 Understanding India Skill-India - Case Study Development and Any
Presentation
78 ENR - 78 Understanding India Smart-Cities - Case Study Development and Any
Presentation
79 ENR - 79 Understanding India Swacch Bharat - Case Study Development Any
and Presentation
80 ENR - 80 Understanding India Make-in-India - Case Study Development Any
and Presentation
81 ENR - 81 Understanding India Constitution of India – Seminar Any
82 ENR - 82 Understanding India Indian Social Structure - Case Study Any
83 ENR - 83 Understanding India Methodological Foundations of Indian Any
Scientific Tradition – Seminar
84 ENR - 84 Understanding India Some Scientific Concepts from Sanskrit Texts Any
– Seminar
85 ENR - 85 Understanding India Film Appreciation - Case Study Development Any
and Presentation
86 ENR - 86 Understanding India Culture, Diversity & Society – Seminar Any
87 ENR - 87 Understanding India Contemporary Debates in Business & Society Any
– Seminar
88 ENR - 88 Understanding India Consumerism and Sociology of the Family – Any
Page 29 of 114
Seminar
89 ENR - 89 Understanding India Culture and Media – Seminar Any
90 ENR - 90 Understanding India Business History – Seminar Any
91 ENR - 91 Unconventional Sectors Educational Institutions Management - Case Any
92 ENR - 92 Unconventional Sectors The Business of Bollywood - Case Study Any
93 ENR - 93 Unconventional Sectors Contemporary Sports: A Business Perspective Any
- Case Study Development and Presentation
94 ENR - 94 Unconventional Sectors Managing Public Festivals , Exhibitions & Any
Fairs - Case Study Development and
Presentation
95 ENR - 95 Unconventional Sectors Agro Tourism- Case Study Development and Any
Presentation
96 ENR - 96 Ethics & Social Responsibility Rural Immersion Project Any
97 ENR - 97 Ethics & Social Responsibility Managing for bottom of the Pyramid Any
Business – Seminar
98 ENR - 98 Ethics & Social Responsibility Digital Technologies For Social Inclusion - Any
Case Study Development and Presentation
99 ENR - 99 Ethics & Social Responsibility Social Impact Analysis for Local Community Any
Projects - Case Study Development and
Presentation
100 ENR - 100 Ethics & Social Responsibility Social & Ethical Aspects of Healthcare – Any
Seminar
101 ENR - 101 Ethics & Social Responsibility Spirituality for Managers – Seminar Any
102 ENR – 102 Personal Interest Course Yoga Any
103 ENR – 103 Personal Interest Course Vedic Maths Any
104 ENR – 104 Personal Interest Course Graphology Any
105 ENR – 105 Personal Interest Course Caligraphy Any
106 ENR – 106 Personal Interest Course Music Any
107 ENR – 107 Personal Interest Course Dance Any
108 ENR – 108 Personal Interest Course Adventure Sports Any
109 ENR – 109 Personal Interest Course Hackathon Any
110 ENR - 110 Personal Interest Course Local Community Development Project Any
111 ENR - 111 Personal Interest Course Videography Any
112 ENR - 112 Personal Interest Course Fine Arts Any
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[F] ALTERNATIVE STUDY CREDIT COURSES (ASCC) ( ELECTIVES) – 2 Credit Each

#
Between ZERO to THREE courses to be selected from the following list in Semester I
and / or
#
Between ZERO to THREE courses to be selected from the following list in Semester II
and / or
#
Between ZERO to THREE courses to be selected from the following list in Semester III
and / or
#
Between ZERO to TWO courses to be selected from the following list in Semester IV
1 ASCC - 001 MOOCs Any
2 ASCC - 002 Professional Certification Programs Any
3 ASCC - 003 CSR Project Any
4 ASCC - 004 Innovation Projects Any
5 ASCC - 005 Industry or Academic Internships Any
6 ASCC - 006 Field/Live Projects Any
# Same type of course can be selected multiple number of times.
Page 31 of 114
MINOR ONLY SPECIALIZATIONS
Specialization – Rural & Agri -Business Management (RABM)
2 CORE courses as per the following list – in Semester III or Semester IV
1 SC – RABM – 01 Agriculture and Indian Economy III
2 SC – RABM – 02 Rural Marketing IV
Any 2 ELECTIVE courses to be selected from the following list – either in Semester III or Semester IV
1 SE – RABM – 03 Rural Credit and Finance III
2 SE – RABM – 04 Rural Marketing II III
3 SE– RABM – 05 ICT for Agriculture Management IV
4 SE – RABM – 06 Agri – Entrepreneurship IV
Specialization – Pharma & Health Care Management (PHCM)
2 CORE courses as per the following list – in Semester III or Semester IV
1 SC – PHCM- 01 Fundamentals of Pharma and Healthcare Management III
2 SC – PHCM- 02 Pharma and healthcare regulatory environment in India IV
1 SE – PHCM- 03 Strategic Planning & Healthcare Management III
2 SE – PHCM- 04 Information Technology in Pharma and Healthcare III
3 SE – PHCM- 05 Pharmaceutical Import and Export IV
4 SE – PHCM- 06 Entrepreneurship in Pharma and Healthcare IV
Specialization – Tourism & Hospitality Management (THM)
2 CORE courses as per the following list – in Semester III & Semester IV
1 SC – THM – 01 Fundamental of Hospitality Management III
2 SC – THM - 02 Tourism & Travel Management IV
1 SE – THM - 03 Event Management III
2 SE – THM - 04 Tourism Planning & Development III
3 SE – THM - 05 Strategic Hospitality Management IV
4 SE – THM - 06 Revenue Management IV
Page 32 of 114
ANNEXURE II – COURSE WISE DETAILED SYLLABUS
Generic Core Courses (Compulsory) – Semester I & II
Semester I 101 – Managerial Accounting
3 Credits LTP: 2:1:1 Compulsory Generic Core Course
Course Outcomes: On successful completion of the course the learner will be able to
CO# COGNITIVE ABILITIES COURSE OUTCOMES
CO101.1 REMEMBERING DESCRIBE the basic concepts related to Accounting, Financial Statements, Cost
Accounting, Marginal Costing, Budgetary Control and Standard Costing
CO101.2 UNDERSTANDING EXPLAIN in detail, all the theoretical concepts taught through the syllabus.
CO101.3 APPLYING PERFORM all the necessary calculations through the relevant numerical
problems.
CO101.4 ANALYSING ANALYSE the situation and decide the key financial as well as non-financial
elements involved in the situation.
CO101.5 EVALUATING EVALUATE the financial impact of the decision.
1. Basic Concepts: Forms of Business Organization. Meaning and Importance of Accounting in Business
Organization, Basic concepts and terms used in accounting, Capital & Revenue Expenditure, Capital & Revenue Receipts,
Users of Accounting Information. Accounting Concepts and Conventions, Fundamental Accounting Equation, Journal,
Ledger and Trial Balance. (4+2)
2. Financial Statements: Meaning of Financial Statements, Importance and Objectives of Financial Statements.
Preparation of Final Accounts of sole proprietary firm. (7 + 2)
3. Cost Accounting: Basic Concepts of Cost Accounting, Objectives,Importance and Advantages of Cost
Accounting, Cost Centre, Cost Unit, Elements of Cost, Classification and Analysis of Costs, Relevant and Irrelevant Costs,
Differential Costs, Sunk Cost, Opportunity Cost, Preparation of Cost Sheet. (8 + 2)
4. Short Term Business Decision Techniques – Marginal Costing: Meaning, Principles, Advantages and
Limitations, Contribution, P/V Ratio, Break-Even Point (BEP), Cost Volume Profit (CVP) Analysis, Short Term Business
Decisions–Product Mix Decisions, Make or Buy (Outsourcing) Decisions, Accept or Reject Special Order Decisions,
Shutting Down Decisions. (8 + 2)
5. Exercising Control – Budgetary Control & Standard Costing: Budgetary Control: Meaning of Budget and
Budgeting, Importance, Advantages and Disadvantages, Functional Budgets–Raw Material Purchase & Procurement
Budget, Cash Budget and Flexible Budget. Standard Costing: Meaning, Importance, Advantages and Disadvantages, Cost
Variance Analysis. Material Variances– Material Cost Variance, Material Rate Variance, Material Usage Variance,
Material Mix Variance and Material Yield Variance. Labour Variances –Labour Cost Variance, Labour Rate Variance,
Labour Efficiency Variance, Labour Mix Variance, Labour Idle Time Variance and Labour Yield Variance. (8 + 2)
Note: Numerical Problems will be asked on the following –

1. Final Accounts of Sole Proprietary Firm
2. Preparation of Cost Sheet
3. Marginal Costing and Short-Term Business Decisions
4. Raw Material Purchase & Procurement Budget, Cash Budget, Flexible Budget
5. Material Variances and Labour Variances
Suggested Text Books:

1. Management Accounting, Khan and Jain, Tata McGraw Hill
2. Fundamentals of Management Accounting, H. V.Jhamb
3. Managerial Accounting, Dr. Mahesh Abale and Dr. Shriprakash Soni
4. Management Accounting, Dr. Mahesh Kulkarni
Suggested Reference Books:

1. Financial Cost and Management Accounting, P.Periasamy
2. Financial Accounting for Management, Shankarnarayanan Ramanath, CENGAGE Learning
3. Accounting For Management, S. N. Maheshwari
4. Management Accounting, MadhuVij
Page 33 of 114
5. Fundamentals of Management Accounting, H. V.Jhamb
6. Cost and Management Accounting, M. N. Arora
7. Financial Accounting for Managers, Sanjay Dhmija, Pearson Publications
8. Management Accounting, Mr. Anthony Atkinson, Robert Kaplan, Pearson
9. Accounting For Management, Jawarhar Lal
10. Accounting, Shukla Grewal
11. Management Accounting, Ravi Kishore
12. Accounting for Managers, Dearden and Bhattacharya
Semester I 102 - Organizational Behaviour

CO102.1 REMEMBERING DESCRIBE the key concepts of organizational behavior.
CO102.2 UNDERSTANDING UNDERSTAND theories about how managers should behave to motivate and
control employees.
CO102.3 UNDERSTANDING ARTICULATE aspects of organizational culture and interpret cultural diversity.
CO102.4 APPLYING BUILD people and leadership skills essential for managerial success.
CO102.5 ANALYSING ANALYSE causes of conflict and OUTLINE conflict management strategies that
managers can use to resolve organizational conflict effectively.
CO102.6 EVALUATING EXPLAIN group and teams dynamics leading to organizational effectiveness.
1. Fundamentals of OB: Evolution of management thought , five functions of management, Definition, scope and
importance of OB, Relationship between OB and the individual, Evolution of OB, Models of OB (Autocratic, Custodial,
Supportive, Collegial & SOBC), Limitations of OB. Values, Attitudes and Emotions: Introduction, Values, Attitudes,
Definition and Concept of Emotions, Emotional Intelligence - Fundamentals of Emotional Intelligence, The
Emotional Competence Framework, Benefits of Emotional Intelligence , difference between EQ and IQ. Personality &
Attitude: Definition Personality, importance of personality in Performance, The Myers-Briggs Type Indicator and The Big
Five personality model, Johari Window , Transaction Analysis , Definition Attitude Importance of attitude in an
organization, Right Attitude, Components of attitude, Relationship between behavior and attitude. (7+2)
2. Perception: Meaning and concept of perception, Factors influencing perception, Selective perception,
Attribution theory, Perceptual process, Social perception (stereotyping and halo effect). Motivation: Definition &
Concept of Motive & Motivation, The Content Theories of Motivation (Maslow’s Need Hierarchy & Herzberg’s Two
Factor model Theory), The Process Theories (Vroom’s expectancy Theory & Porter Lawler model), Contemporary
Theories- Equity Theory of Work Motivation. (8+2)
3. Group and Team Dynamics : The Meaning of Group & Group behavior & Group Dynamics, Types of Groups,
The Five -Stage Model of Group Development Team Effectiveness & Team Building. Leadership: Introduction,
Managers V/s Leaders. Overview of Leadership- Traits and Types, Theories of Leadership.- Trait and
Behavioral Theories. (8+2)
4. Conflict Management – Definition and Meaning, Sources of Conflict, Types of Conflict, Conflict
Management Approaches. Organizational Culture: Meaning and Nature of Organization Culture - Origin of
Organization Culture, Functions of Organization Culture, Types of Culture, Creating and Maintaining
Organization Culture, Managing Cultural Diversity. (7+2)
5. Stress at workplace: Work Stressors – Prevention and Management of stress – Balancing work and Life,
workplace spirituality. Organizational Change: Meaning, definition & Nature of Organizational Change, Types of
Organizational change, Forces that acts as stimulants to change. Kurt Lewin’s- Three step model, How to overcome the
Resistance to Change, Methods of Implementing Organizational Change, Developing a Learning Organization. (5+2)
Note: Evolution of Management thought to OB and functions of management to be covered in brief as a background
interface to the subject only

1. Organizational Behaviour, Robins
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2. Organizational Behaviour, Nelson & Quick
3. Organizational Behaviour, Fred Luthans
4. Organizational Behaviour, Stephen Robins, Timothy Judge, Neharika Vohra
5. Organizational Behaviour, M N Mishra
6. Organizational Behaviour, K Ashwathappa
Suggested Reference Books

1. Understanding OB, Uday Pareek
2. Change & Knowledge Management, Janakiram, Ravindra and Shubha Murlidhar
3. Human Resource Management, Nkomo, CENGAGE Learning
Semester I 103 – Economic Analysis for Business Decisions

CO103.1 REMEMBERING DEFINE the key terms in economics.
CO103.2 UNDERSTANDING EXPLAIN the reasons for existence of firms and their decision making goals.
CO103.3 APPLYING MAKE USE OF the basic concepts of Demand, Supply, Demand Forecasting,
Equilibrium and their determinants.
CO103.4 ANALYSING ANALYSE cost function and the difference between short-run and long-run
cost function and establish the REATIONSHIP between production function and
cost function.
CO103.5 ANALYSING EXAMINE the effect of non-price factors on products and services of monopolistic
and oligopoly firms.
CO103.6 EVALUATING DESIGN competition strategies, including costing, pricing, product differentiation,
and market environment according to the natures of products, the market
structures and Business Cycles.
1. Managerial Economics: Concept of Economy, Economics, Microeconomics, Macroeconomics. Nature and

Scope of Managerial Economics, Managerial Economics and decision-making. Concept of Firm, Market, Objectives of
Firm: Profit Maximization Model, Economist Theory of the Firm, Cyert and March’s Behavior Theory, Marris’ Growth
Maximisation Model, Baumol’s Static and Dynamic Models, Williamson’s Managerial Discretionary Theory. (6+1)
2. Utility & Demand Analysis: Utility – Meaning, Utility analysis, Measurement of utility, Law of diminishing
marginal utility, Indifference curve, Consumer’s equilibrium - Budget line and Consumer surplus. Demand - Concept of
Demand, Types of Demand, Determinants of Demand, Law of Demand, Elasticity of Demand, Exceptions to Law of
Demand. Uses of the concept of elasticity. Forecasting: Introduction, Meaning and Forecasting, Level of Demand
Forecasting, Criteria for Good Demand Forecasting, Methods of Demand Forecasting, Survey Methods, Statistical
Methods, Qualitative Methods, Demand Forecasting for a New Products. (Demand Forecasting methods - Conceptual
treatment only numericals not expected) (8+1)
3. Supply & Market Equilibrium: Introduction, Meaning of Supply and Law of Supply, Exceptions to the Law of
Supply, Changes or Shifts in Supply. Elasticity of supply, Factors Determining Elasticity of Supply, Practical Importance,
Market Equilibrium and Changes in Market Equilibrium. Production Analysis: Introduction, Meaning of Production and
Production Function, Cost of Production. Cost Analysis: Private costs and Social Costs, Accounting Costs and Economic
costs, Short run and Long Run costs, Economies of scale, Cost-Output Relationship - Cost Function, Cost-Output
Relationships in the Short Run, and Cost-Output Relationships in the Long Run. (8+1)
4. Revenue Analysis and Pricing Policies: Introduction, Revenue: Meaning and Types, Relationship between
Revenues and Price Elasticity of Demand, Pricing Policies, Objectives of Pricing Policies, Cost plus pricing. Marginal cost
pricing. Cyclical pricing. Penetration Pricing. Price Leadership, Price Skimming. Transfer pricing. Price Determination
under Perfect Competition- Introduction, Market and Market Structure, Perfect Competition, Price-Output
Determination under Perfect Competition, Short-run Industry Equilibrium under Perfect Competition, Short-run Firm
Equilibrium under Perfect Competition, Long-run Industry Equilibrium under Perfect Competition, Long-run Firm
Equilibrium under Perfect Competition. Pricing Under Imperfect Competition- Introduction, Monopoly, Price
Discrimination under Monopoly, Bilateral Monopoly, Monopolistic Competition, Oligopoly, Collusive Oligopoly and Price
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Leadership, Pricing Power, Duopoly, Industry Analysis. Profit Policy: Break Even analysis. Profit Forecasting. Need for
Government Intervention in Markets. Price Controls. Support Price. Preventions and Control of Monopolies. System of
Dual Price. (11+1)
5. Consumption Function and Investment Function: Introduction, Consumption Function, Investment Function,
Marginal efficiency of capital and business expectations, Multiplier, Accelerator. Business Cycle: Introduction, Meaning
and Features, Theories of Business Cycles, Measures to Control Business Cycles, Business Cycles and Business Decisions.
(7+1)

1. Managerial Economics, Peterson, Lewis, Sudhir Jain, Pearson, Prentice Hall
2. Managerial Economics, D. Salvatore, McGraw Hill, New Delhi.
3. Managerial Economics, Pearson and Lewis, Prentice Hall, New Delhi
4. Managerial Economics, G.S. Gupta, T M H, New Delhi.
5. Managerial Economics, Mote, Paul and Gupta, T M H, New Delhi.

1. Managerial Economics, Homas and Maurice, Tata McGraw Hill
2. Managerial Economics - Analysis, Problems and Cases, P.L. Mehta, Sultan Chand Sons, New Delhi.
3. Managerial Economics, Varshney and Maheshwari, Sultan Chand and Sons, New Delhi.
4. Managerial Economics, D.M.Mithani
5. Managerial Economics, Joel Dean, Prentice Hall, USA.
6. Managerial Economics by H L Ahuja, S Chand & Co. New Delhi.
Semester I 104 - Business Research Methods

CO104.1 REMEMBERING Enumerate and define various concepts & terms associated with scientific
business research.
CO104.2 UNDERSTANDING Explain the various types of measurement scales & attitude scaling techniques
and their application in the context of business research.
CO104.3 APPLYING Design a variety of data collection instruments for contemporary business
research issues and apply the principles of sampling and sample size
determination to contemporary business research problems.
CO104.4 ANALYSING Analyse and graphically present quantitative data and derive actionable
inferences from the same from a decision making perspctive.
CO104.5 EVALUATING Construct different types of testable hypotheses and interpret the statistical
test outcomes.
CO104.6 CREATING Formulate alternative research designs for a real-life business research
problem and discuss the pros and cons of each design.
1. Foundations of Research: Definition of Research, Need of business research, Characteristics of scientific research
method, Typical Research applications in business and management. Questions in Research: Formulation of Research
Problem – Management Question – Research Question – Investigation Question. The process of business research:
Literature review - Concepts and theories - Research questions - Sampling - Data collection - Data analysis - Writing up
- The iterative nature of business research process, Elements of a Research Proposal. Practical considerations: Values –
researcher & organization. Ethical principles - Harm to participants, Lack of informed consent, Invasion of privacy,
Deception, Reciprocity and trust, Affiliation and conflicts of interest. Legal considerations - Data management,
Copyright. (6+1)
2. Research Design: Concept, Features of a robust research design. Exploratory, Descriptive, Quasi Experimental,
Experimental research designs, Concept of Cause and Effect, Difference between Correlation and causation. Types of
Variables – Independent, Dependent, concomitant, mediating, moderating, extraneous variables, Basic knowledge of
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Treatment & Control group, Case study design. Cross-sectional and Longitudinal designs, Qualitative and Quantitative
research approaches, Pros and Cons of various designs, choice of a research design. Hypothesis: Definition, research
Hypothesis, Statistical hypothesis, Null hypothesis, Alternative Hypothesis, Directional Hypothesis, Non-directional
hypothesis. Qualities of a good Hypothesis, Framing Null Hypothesis & Alternative Hypothesis. Concept of Hypothesis
Testing - Logic & Importance. (7+1)
3. Data & Measurement: Meaning of data, Need for data. Secondary Data: Definition, Sources, Characteristics,
Advantages and disadvantages over primary data, Quality of secondary data - Sufficiency, adequacy, reliability and
consistency. Primary Data: Definition, Advantages and disadvantages over secondary data. Measurement: Concept of
measurement, What is measured? Problems in measurement in management research - Validity and Reliability, Levels
of measurement - Nominal, Ordinal, Interval, Ratio. Attitude Scaling Techniques: Concept of Scale – Rating Scales viz.
Likert Scales, Semantic Differential Scales, Constant Sum Scales, Graphic Rating Scales – Ranking Scales – Paired
Comparison & Forced Ranking - Concept and Application. Questionnaire: Questionnaire Construction - Personal
Interviews, Telephonic survey Interviewing, Online questionnaire tools. (8+1)
4. Sampling: Basic Concepts: Defining the Universe, Concepts of Statistical Population, Sample, Characteristics of a good
sample. Sampling Frame, determining the sample frame, Sampling errors, Non Sampling errors, Methods to reduce the
errors, Sample Size constraints, Non Response. Probability Sample: Simple Random Sample, Systematic Sample,
Stratified Random Sample, Area Sampling & Cluster Sampling. Non Probability Sample: Judgment Sampling,
Convenience Sampling, Purposive Sampling, Quota Sampling & Snowballing Sampling methods. Determining size of the
sample: Practical considerations in sampling and sample size, (sample size determination formulae and numericals not
expected) (9+1)
5. Data Analysis & Report Writing: Data Analysis: Cleaning of Data, Editing, Coding, Tabular representation of data,
frequency tables, Univariate analysis - Interpretation of Mean, Median Mode; Standard deviation, Coefficient of
Variation. Graphical Representation of Data: Appropriate Usage of Bar charts, Pie charts, Line charts, Histograms.
Bivariate Analysis: Cross tabulations, Bivariate Correlation Analysis - meaning & types of correlation, Karl Person’s
coefficient of correlation and spearman’s rank correlation. Chi-square test including testing hypothesis of association,
association of attributes. Linear Regression Analysis: Meaning of regression, Purpose and use, Linear regression;
Interpretation of regression co-efficient, Applications in business scenarios. Test of Significance: Small sample tests: t
(Mean, proportion) and F tests, Z test. Non-parametric tests: Binomial test of proportion, Randomness test. Analysis of
Variance: One way and two-way Classifications. Research Reports: Structure of Research report, Report writing and
Presentation. (10+1)
Note:
1. It is desirable to use MS Excel / SPSS / Systat for delivery of unit 5.
2. For unit 5, Formulae and calculations are not expected. Interpretation of the given data/test outcomes is expected
for appropriate managerial decisions / inferences.

1. Business Research Methods, Donald Cooper & Pamela Schindler, TMGH.
2. Business Research Methods, Alan Bryman & Emma Bell, Oxford University Press
3. Research Methods for Social Work, Allen, Earl R. Babbie, Cengage
4. Research Methods in Business Studies: A Practical Guide, Pervez Ghauri, Dr Kjell Gronhaug, FT Prentice Hall

1. Business Research Methods, William G. Zikmund, Barry J. Babin, Jon C. Carr, Mitch Griffin, Cengage Learning
2. Approaches to social research, Royce Singleton, Bruce C. Straits, Margaret Miller Straits, Oxford University Press
3. Research Methods: The Basics, Nicholas S. R. Walliman, Nicholas Walliman, Routledge,
4. Research Methodology In Management, Dr.V.P.Michael
Semester I 105 – Basics of Marketing

CO105.1 REMEMBERING DEFINE the various concepts, terms in marketing and the various company
orientations towards the market place.
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CO105.2 UNDERSTANDING CLASSIFY the various components of the marketing environment of a firm and
explain the same in detail.
CO105.3 APPLYING APPLY principles of segmentation, targeting and positioning to real world
marketing offering (commodities, goods, services, e-products/e-services.)
CO105.4 ANALYSING BREAKDOWN the consumer buying behavior journey into various components
and DISTINGUISH between various buying roles for a real world marketing
offering (commodities, goods, services, e-products/ e-services.)
CO105.5 EVALUATING DEVELOP and EXPLAIN the marketing mix for real world marketing offering
(commodities, goods, services, e-products/ e-services.)
CO105.6 CREATING ELABORATE on the various types of Product Life Cycles and RELATE them with
the marketing mix in the context of real world marketing offering
(commodities, goods, services, e-products/ e-services.).
1. Introduction to Marketing: Definition & Functions of Marketing- Scope of Marketing, Evolution of Marketing, Core
concepts of marketing – Need, Want, Demand, Customer Value, Exchange, Customer Satisfaction, Customer Delight,
Customer loyalty, Concepts of Markets, Marketing V/S Market Competition, Key customer markets, market places,
market spaces, Meta-markets, Digital Markets, Brick & Click Model. Impact of Globalization, Technology and Social
Responsibility on Marketing. New Consumer Capabilities, New Company Capabilities. Functions of Marketing Manager.
Linkage of Marketing functions with all functions in the organization. Company orientation towards market place:
Product – Production - Sales – Marketing –Societal – Relational, Holistic Marketing Orientation. Selling versus marketing.
Concept of Marketing Myopia. Marketing Process, Understanding Marketing as Creating, Communicating, and
Delivering Value (5+2)
2. Marketing Environment: Concept of Environment, Macro Environment & Micro Environment – Components and
characteristics, Needs & Trends, Major forces impacting the Macro Environment & Micro Environment, Need for
analyzing the Marketing Environment. Analyzing the Political, Economic, Socio-cultural, Technical and Legal
Environment. Demographics. (5+2)
3. Segmentation, Target Marketing & Positioning: Segmentation - Concept, Need & Benefits. Geographic,
Demographic, Psychographic, Behavioural bases of segmentation for consumer goods and services. Bases for
segmentation for business markets. Levels of segmentation, Criteria for effective segmentation. Market Potential &
Market Share. Target Market - Concept of Target Markets and criteria for selection. Segment Marketing, Niche & Local
Marketing, Mass marketing, Long Tail Marketing. Positioning - Concept of differentiation & positioning, Value
Proposition & Unique Selling Proposition. (8+2)
4. Consumer Behavior: Meaning & importance of consumer behavior, Comparison between Organizational Buying
behavior and consumer buying behavior, Buying roles, Five steps consumer buyer decision process – Problem
Recognition, Information Search, Evaluation of Alternatives, Purchase Decision, Post Purchase behavior. Moment of
Truth, Zero Moment of Truth, ZMOT, Moderating effects on consumer behavior. (7+2)
5. Marketing Mix: Origin & Concept of Marketing Mix, 7P’s - Product, Price, Place, Promotion, People, Process, Physical
evidence. Product Life Cycle: Concept & characteristics of Product Life Cycle (PLC), Relevance of PLC, Types of PLC and
Strategies across stages of the PLC. (10+2)
Note: Real world examples / cases are expected to be analyzed in the class as well as included in the examination.

1. Marketing Management, Philip Kotler, Kevin Lane Keller, Abraham Koshy, Mithileshwar Jha, Pearson
2. Marketing Management, Rajan Saxena, TMGH
3. Marketing, Lamb Hair Sharma, Mc Daniel, Cengage Learning

1. Principles of Marketing, Philip Kotler, Gary Armstrong, Prafulla Agnihotri, Ehasan Haque, Pearson
2. Marketing Management- Text and Cases, Tapan K Panda, Excel Books
3. Marketing Management, Ramaswamy & Namakumari, Macmillan.
4. Marketing Whitebook
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Semester I 106 – Digital Business
CO106.1 REMEMBERING DESCRIBE the conceptual framework of e commerce, mobile commerce and
social commerce.
CO106.2 UNDERSTANDING SUMMARIZE the impact of information, mobile, social, digital, IOT and
related technologies on society, markets & commerce.
CO106.3 APPLYING ILLUSTRATE value creation & competitive advantage in a digital Business
environment.
CO106.4 ANALYSING EXAMINE the changing role of intermediaries, changing nature of supply
chain and payment systems in the online and offline world.
CO106.5 ANALYSING CLASSIFY the prevalent digital business models into various groups and
OUTLINE their benefits and limitations.
CO106.6 EVALUATING EXPLAIN the various applications of Digital Business in the present day world.
1. Electronic Commerce: The Digital Revolution and Society, The Digital and Social Worlds - The Digital Economy,
The Digital Enterprise, Virtual Communities, Online Communities, Defining Electronic Commerce, Emerging E-Commerce
Platforms. E-Business, Electronic Markets and Networks; The Content and Framework of E-Commerce, Classification of
E-Commerce by the Nature of the Transactions and the Relationships Among Participants, E-Commerce Business
Models, Integrating the Marketplace with the Marketspace, Web 2.0. Drivers, Benefits and Limitations of E-Commerce,
Impact of E-Commerce on business, government, customers, citizens and society. (7+2)
2. Mobile Commerce, Social Commerce and IoT: Mobile Commerce, Attributes Applications and Benefits of M-
Commerce, Mobile Marketing - Shopping and Advertising. Social Commerce: Social Commerce, Social Business
(Enterprise), Social Business Networks and Social Enterprise, Social Media, Platforms for Social Networking; Social Media
Marketing, Enterprise 2.0, Improved Business Models. Entrepreneur Networks, Enterprise Social Networks, The Benefits
and Limitations of Social Commerce, Benefits to Customers, Retailers, Employees, players in the ecosystem. Social
Collaboration (Collaboration 2.0) - Essentials of Social Collaboration, Consumer-to-Consumer Electronic Commerce
(C2C), Person-to-Person models. Internet of Things: Concept of IoT, Smart Homes and Appliances, Smart Cities, Smart
Cars, Wearable Computing and Smart Gadgets. (7+2)
3. Digital Business Ecosystem: Electronic Commerce Mechanisms, Online Purchasing Process, E-Marketplaces -
Types, Components and Participants, Disintermediation and Reintermediation; Customer Shopping Mechanisms -
Webstores, Malls, and Portals, Webstores, Electronic Malls , Web (Information) Portals. Intermediaries: Roles of
Intermediaries in E-Marketplaces, Merchant Solutions: Electronic Catalogs, Search Engines, and Shopping Carts,
Electronic Catalogs, E-Commerce Search Activities, Auctions - Traditional Auctions Versus E-Auctions, Dynamic Pricing.
Changing Supply Chains: Structure of the Supply Chain, EC Order Fulfillment Process, Speeding Up Deliveries, Partnering
Efforts and Outsourcing Logistics, Order Fulfillment in Make-to- Order (MTO) and Mass Customization. Digital
Payments: Smart Cards, Stored-Value Cards, EC Micropayments, Payment Gateways, Mobile Payments, Digital and
Virtual Currencies, Security, Ethical, Legal, Privacy, and Technology Issues. (7+2)
4. Digital Business Applications - I: Electronic Retailing: B2C Electronic Retailing, Characteristics, Advantages,
Limitations, E-Tailing Business Models, Classification of Models by Distribution Channel, Referring Directories, Malls with
Shared Services. Social Shopping – Concept, Benefits and Drivers, Social Shopping Aids – Recommendations, Reviews,
Ratings, and Marketplaces, Real-Time Online Shopping. The Online Versus Off-Line Competition, Click-and-Brick models,
Product and Service Customization and Personalization. Fintech: E-Banking, Mobile Banking, Pure Virtual Banks,
Insurance, and Stock Trading, Other Mobile Finance Applications. Digital Government: Government-to-Citizens,
Government-to-Business, Government-to-Government, Government-to-Employees Models, Internal Efficiency and
Effectiveness, E-Government and Social Networking, M-Government. E-Learning, E-Training, and E-Books: Basics of E-
Learning, Characteristics, Advantages, Limitations, Distance Learning and Online Universities, Online Corporate Training,
Social Networks and E-Learning, E-Learning Management Systems, Electronic Books. (7+2)
5. Digital Business Applications - II: Online Travel and Tourism Services: Characteristics of Online Travel,
Benefits, Limitations, and Competition in Online Travel Services. E-Employment: Online Job Market, Social Networks
Based Job Markets, Social Recruiting, Virtual Job Fairs and Recruiting Events, Benefits and Limitations of the Electronic
Page 39 of 114
Job Market. E-Health: Definition, Electronic Medical Record Systems (EMR), Doctors’ System, Patients Services, Medical
Devices and Patients Surveillance. Entertainment, Media & Gaming: Service Industry Consumer Applications. Digital
Products, Internet TV and Internet Radio, Social Television (TV) Mobile Entertainment, Mobile Marketing, Mobile
Streaming Music and Video Providers, Entertainment in Cars; Gaming - Mobile Games, Social Games and Gamification,
Business of Social Games, Educational Social Games; Mobile Gambling, Mobility and Sports; Social Entertainment. (7+2)
Note: The focus of the entire course should be on business issues and not merely on technology.

1. Introduction to E Commerce & Social Commerce, Turban E , Whiteside J , King D, Outland J Springer
2. E-Business and E-Commerce Management- Strategy, Implementation and Practice, Dave Chaffey, Pearson
Education.
3. Electronic Commerce – A Managerial Perspective, Efraim Turban, David King, Dennis Viehland, Jae Lee, Pearson
Education.
Semester II 201 – Marketing Management

CO201.1 REMEMBERING DESCRIBE the key terms associated with the 4 Ps of marketing.
CO201.2 UNDERSTANDING COMPARE and CONTRAST various approaches to pricing for a real world
marketing offering (commodities, goods, services, e-products/ e-services.)
CO201.3 APPLYING DEMONSTRATE an understanding of various channel options for a real world
CO201.4 ANALYSING EXAMINE the product line of a real world marketing offering (commodities,
goods, services, e-products/ e-services.)
CO201.5 EVALUATING EXPLAIN the role of various communication mix elements for a real world
CO201.6 CREATING DESIGN a marketing plan for a real world marketing offering (commodities,
goods, services, e-products/ e-services.)
1. Product: Meaning, The Role of Product as a market offering, Goods & Services Continuum, Classification of
consumer products- convenience, shopping, shopping, unsought goods. Classification of industrial products- materials
and parts, capital items, supplies and services. The Product Hierarchy, Product Systems and Mixes, Product Line
Analysis, Product Line Length, The Customer Value Hierarchy. New Product Development - Need, Booz Allen & Hamilton
Classification Scheme for New Products, New Product Development Process - Idea Generation to commercialization.
Branding: Concept, Definition, Commodity Vs. Brand, Product Vs Brand, Concept of Brand equity. (7 + 2)
2. Pricing: Meaning, The Role of Pricing, Importance and Factors influencing pricing decisions. Setting the Price:
Setting pricing objectives, Determining demand, Estimating costs, Analyzing competitors’ pricing, Selecting pricing
method, selecting final price. Adapting the Price: Geographical pricing, Price discounts & allowances, Promotional
pricing, Differentiated pricing, concept of transfer pricing, Dynamic pricing (surge pricing, auction pricing), Pricing in
online marketing (free, premium, freemium). Price Change: Initiating & responding to price changes. (7 + 2)
3. Place: Meaning, The Role of Marketing Channels, Channel functions & flows, Channel Levels, Channel Design
Decisions - Analyzing customers’ desired service output levels, establishing objectives & constraints, Identifying &
evaluating major channel alternatives. Channel Options - Introduction to Wholesaling, Retailing, Franchising, Direct
marketing, Introduction to Omni channel & hybrid channel options. Market Logistics Decisions - Order processing,
Warehousing, Inventory, and Logistics. (7 + 2)
4. Promotion: Meaning, The role of marketing communications in marketing effort. Communication Mix Elements
- Introduction to Advertising, Sales Promotion, Personal Selling, Public Relations, Direct Marketing. Concept of
Integrated Marketing Communications (IMC), Developing Effective Communication - Communication Process, Steps in
Developing effective marketing communication - identifying target audience, determining communication objectives,
designing a message, Choosing media, Selecting message source, Collecting feedback. Shaping the overall promotion
mix: promotional mix strategy, push-pull strategies. (7 + 2)
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5. Product Level Planning: Preparation & evaluation of a product level marketing plan, Nature & contents of
Marketing Plans - Executive Summary, Situation Analysis, Marketing Strategy, Financials, Control. Marketing Evaluation
& Control - Concept, Process & types of control - Annual Plan Control, Profitability Control, Efficiency Control, Strategic
Control, Marketing audit. (7 + 2)
Note: Real world examples / cases are expected to be analyzed in the class as well as included in the examination.

1. Marketing Management, Philip Kotler, Kevin Lane Keller, Abraham Koshy, Mithileshwar Jha, Pearson
2. Marketing Management, Rajan Saxena, TMGH
3. Marketing, Lamb Hair Sharma, Mc Daniel, Cengage Learning

1. Principles of Marketing, Philip Kotler, Gary Armstrong, Prafulla Agnihotri, Ehasan Haque, Pearson
2. Marketing Management- Text and Cases, Tapan K Panda, Excel Books
3. Marketing Management, Ramaswamy & Namakumari, Macmillan.
4. Marketing Whitebook
Semester II 202 – Financial Management

CO202.1 REMEMBERING DESCRIBE the basic concepts related to Financial Management, Various
techniques of Financial Statement Analysis, Working Capital, Capital Structure,
Leverages and Capital Budgeting.
CO202.2 UNDERSTANDING EXPLAIN in detail all theoretical concepts throughout the syllabus
CO202.3 APPLYING PERFORM all the required calculations through relevant numerical problems.
CO202.4 ANALYSING ANALYZE the situation and
 comment on financial position of the firm
 estimate working capital required
 decide ideal capital structure
 evaluate various project proposals
CO202.5 EVALUATING EVALUATE impact of business decisions on Financial Statements, Working
Capital, Capital Structure and Capital Budgeting of the firm
1. Business Finance: Introduction to Business Finance, Meaning and Definition of Financial Management,
Objectives of Financial Management- (Profit Maximization and Wealth Maximization), Modern Approach to Financial
Management- (Investment Decision, Financing Decision, Dividend Policy Decision), Finance and its relation with other
disciplines, Functions of Finance Manager (3+2)
2. Techniques of Financial Statement Analysis: Introduction, Objectives of financial statement analysis, various
techniques of analysis viz Common Size Statements, Comparative Statements, Trend Analysis, Ratio Analysis, Funds
Flow Statement & Cash Flow Statement (10 + 2)
3. Working Capital Management: Meaning of Working Capital, its components& types, Operating Cycle, Factors
affecting working capital, Estimation of working capital requirement. (Total Cost Method & Cash Cost Method) (8 + 2)
4. Capital Structure: Meaning and Factors affecting Capital Structure, Different sources of finance. Concept and
measurement of Cost of Capital (measurement of Specific Cost and WACC), Trading on Equity, Concept of Leverages and
its types.(6 + 2)
5. Capital Budgeting: Meaning, Definition of Capital Budgeting, Time value of money.Tools of evaluation of the
project based on traditional techniques and modern techniques - ARR, Payback Period, Discounted Payback Period,
NPV, PI & IRR (6+2)
Note: Numerical Problems will be asked on following topics only—

1. Common Size Statements
2. Comparative Statements
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3. Trend Analysis
4. Ratio Analysis (Calculation of ratios plus its interpretation)
5. Estimation of working capital requirement (Total Cost Method & Cash Cost Method)
6. Operating Cycle
7. Measurement of Specific Cost (Cost of Equity, Preference, Retained Earnings and Debt) and WACC
8. Capital Structure
9. Leverages
10. Capital Budgeting (ARR, Payback Period, Discounted Payback Period, NPV, PI & IRR)

1. Financial Management, Shashi K. Gupta and R.K. Sharma (Kalyani Publication)
2. Basics of Financial Management, V.K. Saxena and C.D.Vashist (Sultan Chand & Sons)
3. Financial Management, A Contemporary Approach, Rajesh Kothari (SAGE)
4. Financial Management, Dr. Mahesh Abale & Dr. Shriprakash Soni (Himalaya Publishing House Pvt. Ltd.)
5. Working Capital Management, Theory and Practice, Dr. P. Periasamy (Himalaya Publishing House)
6. Financial Management, I M Pandey (Vikas Publishing House Pvt. Ltd)
7. Fundamentals of Financial Management, A.P.Rao (Everest Publishing House)
8. Advanced Financial management, N.M. Vechalekar

1. Financial Management, Rajiv Srivastava and Anil Misra (OXFORD University Press)
2. Financial Management, Ravi Kishore (Taxmann)
3. Financial management, V.K. Bhalla (S. Chand)
4. Financial Management, Jonathan Berk, Peter DeMarzo and Ashok Thampy (Pearson Publication)
Semester II 203 – Human Resource Management

CO203.1 REMEMBERING DESCRIBE the role of Human Resource Function in an Organization.
CO203.2 REMEMBERING ENUMERATE the emerging trends and practices in HRM.
CO203.3 UNDERSTANDING ILLUSTRATE the different methods of HR Acquisition and retention.
CO203.4 APPLYING DEMONSTRATE the use of different appraisal and training methods in an
Organization.
CO203.5 ANALYSING OUTLINE the compensation strategies of an organization
CO203.6 EVALUATING INTERPRET the sample job descriptions and job specifications for contemporary
entry level roles in real world organizations.
1. Human Resource Management: Concept and Challenges - Introduction, Objectives, Scope, Features of HRM,
Role of HRM, Importance of HRM, Policies and Practices of HRM, Functions of HRM ,Challenges of HRM. Introduction to
SHRM: Define SHRM, importance and nature. HRM Models: Harvard Model, SHRM “matching model”. (5+2)
2. HR Acquisition & Retention: Human Resource Planning: Definition, Objective, Need and Importance, HRP
Process, Barriers to HRP. Job Analysis Process – Contents of Job Description & Job Specification, Job description Vs job
specification, Job design, Factors affecting Job design, Job enrichment Vs job enlargement. Recruitment Introduction &
Sources of Recruitment, Difference between recruitment and selection-Recruitment, Selection Process, Induction and
Orientation. Career Planning-Process of career planning and development Succession Planning Process, Transfer and
Promotion. Retention of Employees: Importance of retention, strategies of retention. (8+2)
3. Managing Employee Performance and Training: Performance Appraisal & Performance Management –
Definition, Objective, Importance, Appraisal Process and Appraisal Methods. Why to measure performance and its
purpose. Performance Appraisal Vs Performance Management, Potential Management. Training and Development -
Definition – Scope – Conceptual framework of Training and development of Employees, Role of Training in
Organizations, Objectives, The Training and Development Process, Training Need Assessment, Types of training,
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Difference between training and development, E-Learning. Benefits of training, Evaluation of Training Effectiveness:
Kirkpatrick model. (8+2)
4. Compensation Management: Concept, Objectives, Importance of Compensation Management, Process,
Current Trends in Compensation. Factors in compensation plan. Wage/ Salary differentials, Components of salary.
Incentives and Benefits – Financial & Nonfinancial Incentive, Fringe Benefits. Employees Separation - Retirement,
Termination, VRS, Golden Handshake, Suspension, Concepts & Methods, Grievance Procedure in Indian Industry. (8+2)
5. Emerging Trends in HRM: HRIS- Need, Advantages & Uses of HRIS. HR Accounting- Concepts, Objective,
Advantage, Limitation & Method. HR Audit- Concept, Objective, Scope & Process. HR Shared Services- Concept,
Objective, Benefits, Issues creating HR Shared Services.(6+2)

1. Human Resource Management, Dr. S.S. Khanka, Sultan Chanda , Delhi
2. Human Resource Management, Deepak Bhattacharya, Sage Publishing Ltd.
3. Human Resource Management, Arun Monppa , Tata McGraw Hill Publishing Company
4. Human Resource Management, Mirza & Zaiyaddin
5. Human Resource Management, Dr. P.C.Pardeshi , Niramli Publication
6. Human Resource Management, R.S.Dwiwedi , Vikas Publishing House.
7. Human Resource Management, C.B.Mamoria , Himalaya Publishing House
8. Human Resource Management, Gary Dessler Dorling Kindersley Pvt Ltd.
9. Human Resource Management: Text and Cases, K Aswathappa , Tata McGraw Hill Publishing Compnay.
10. Performance Appraisal and Management, Himalaya Publishing House.

1. Human Resource Management in Organizations, Izabela Robinson, Jaico Publishing House.
2. Armstrong’s Essential Human Resource Management Practice - A guide to people management, Michael
Armstrong, Koganpage.
3. Applied Psychology in Human Resource Management, Cascio & Aguins, PHI.
Semester II 204 – Operations & Supply Chain Management

CO204.1 REMEMBERING DEFINE basic terms and concepts related to Production, Operations, Services,
Supply Chain and Quality Management.
CO204.2 UNDERSTANDING EXPLAIN the process characteristics and their linkages with process-product
matrix in a real world context.
CO204.3 UNDERSTANDING DESCRIBE the various dimensions of production planning and control and their
inter-linkages with forecasting.
CO204.4 APPLYING CALCULATE inventory levels and order quantities and MAKE USE OF various
inventory classification methods.
CO204.5 ANALYSING OUTLINE a typical Supply Chain Model for a product / service and ILLUSTRATE
the linkages with Customer Issues, Logistic and Business Issues in a real world
context.
1. Introduction to Operations and Supply Chain Management: Definition, Concept, Significance and Functions of
Operations and SCM. Evolution from manufacturing to operations management, Physical distribution to Logistics to
SCM, Physical Goods and Services Perspectives. Quality: Definitions from various Perspectives, Customers view and
Manufacturer's view, Concept of Internal Customer, Overview of TQM and LEAN Management, Impact of Global
Competition, Technological Change, Ethical and Environmental Issues on Operations and Supply Chain functions. (7+2)
2. Operations Processes: Process Characteristics in Operations: Volume Variety and Flow. Types of Processes and
Operations Systems - Continuous Flow system and intermittent flow systems. Process Product Matrix: Job Production,
Batch Production, Assembly line and Continuous Flow, Process and Product Layout. Service System Design Matrix:
Design of Service Systems, Service Blueprinting. (6+2)
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3. Production Planning & Control (PPC): Role and Functions of PPC Demand Forecasting: Forecasting as a
Planning Tool, Forecasting Time Horizon, Sources of Data for forecasting, Accuracy of Forecast, Capacity Planning.
Production Planning: Aggregate production Planning, Alternatives for Managing Demand and Supply, Master
Production Schedule, Capacity Planning - Overview of MRP, CRP, DRP , MRP II. Production Control: Scheduling,
Loading, Scheduling of Job Shops and Floor Shops, Gantt Charts. (8+2)
4. Inventory Planning and Control: Continuous and intermittent demand system, concept of inventory, need for
inventory, types of inventory - seasonal, decoupling, cyclic, pipeline, safety - Implications for Inventory Control
Methods. Inventory Costs - Concept and behavior of ordering cost, carrying cost, shortage cost. EOQ – definition, basic
EOQ Model, EOQ with discounts. Inventory control - Classification of material - ABC Analysis -VED, HML, FSN, GOLF, SOS.
(Numericals expected on Basic EOQ, EOQ with discounts & ABC), Inventory turns ratios, Fixed Order quantity Model -
Periodic Review and Re-order Point. (8+2)
5. Supply Chain Management: Supply chain concept, Generalized Supply Chain Management Model - Key Issues
in SCM – Collaboration, Enterprise Extension, responsiveness, Cash to Cash Conversion. Customer Service: Supply Chain
Management and customer service linkages, Availability service reliability perfect order, customer satisfaction. Enablers
of SCM - Facilities, Inventory, Transportation, Information, sourcing, Pricing. (6+2)

1. Operations Management Theory & Practice, B.Mahadevan , Pearson.
2. Operations Now - Supply Chain Profitability & Performance, Byron J. Finch, McGraw Hill.
3. Production and Operations Management, R B Khanna, PHI, New Delhi..
4. Production & Operations Management, S N Chary, McGraw Hill.
5. Supply Chain Management - Strategy, Planning & Operation,Sunil Chopra, Peter Meindl, D. V. Kalra, Pearson
Education.

1. Supply Chain Logistics Management, Donald Bowersox, David Closs, M Bixby Cooper, Tata McGraw Hill.
2. Operations Management, William J. Stevenson, TMGH.
3. Operations Management, Lee Krajewski, Larry Ritzman, Manoj Malhotra, Pearson Education.
4. Introduction to Materials Management , J.R. Tony Arnold, Stephen Chapman, Ramakrishnan, Pearson.
Generic Courses (Electives) – University Level – Semester I & II
Semester I 107 – Management Fundamentals

2 Credits LTP: 2:0:0 Generic Elective – University Level
CO107.1 REMEMBERING ENUMERATE various managerial competencies and approaches to management.
CO107.2 UNDERSTANDING EXPLAIN the role and need of Planning, Organizing, Decision Making and
Controlling.
CO107.3 APPLYING MAKE USE OF the principles of goal setting and planning for simple as well as
complex tasks and small projects.
CO107.4 ANALYSING COMPARE and CONTRAST various organizational structures of variety of business
and not-for-profit entities in a real world context.
CO107.5 EVALUATING BUILD a list of the decision making criteria used by practicing managers, leaders
and entrepreneurs in routine and non-routine decision making situations and
EVALUATE and EXPLAIN the same.
CO107.6 CREATING FORMULATE and DISCUSS a basic controlling model in a real life business, start-up
and not-for-profit organizational context.
1. Basic Concepts: Manager, Managing, Workplace, Organization, Management Functions, Mintzberg’s

Managerial Roles, The Universality of Management, Approaches to Management - Early Management, Classical
Approach, Behavioral Approach, Quantitative Approach, Contemporary Approaches. Managerial Competencies:
Communication, team work, planning and administrative, strategic and global competencies; Managerial Skills; How Is
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the Manager’s Job Changing?, Importance of Customers to the Manager’s Job, Importance of Innovation to the
Manager’s Job, Importance of Sustainability to the Manager’s Job. (5)
2. Planning: Concept, need, nature, Management By Objectives (MBO) - Process of MBO - Benefits of MBO,
Planning and Performance, Goals and Plans, Types of Goals, Types of Plans, Setting Goals and Developing Plans,
Approaches to Setting Goals, Developing Plans, Approaches to Planning, Planning Effectively in Dynamic Environments.
(6)
3. Organizing: Organization, Organizing, Organizational Structures, Principles of Work Specialization ,
Departmentalization, Chain of Command, Span of Control, Centralization and Decentralization, Formalization.
Mechanistic and Organic Structures, Factors Affecting Structural Choice - Strategy, Size, Technology, Environmental
Uncertainty. Traditional Organizational Designs - Simple Structure, Functional Structure, Divisional Structure, Matrix
Structure, Team Structures, Project Structure, Adaptive Organizations – Boundary less Organization, Virtual
Organizations, Learning Organization, Flexi Work, Tele-working, Global Organizations. (7)
4. Decision Making: The Decision-Making Process - Identifying a Problem - Identifying Decision Criteria -
Allocating Weights to the Criteria - Developing Alternatives - Analyzing Alternatives - Selecting an Alternative -
Implementing the Alternative - Evaluating Decision Effectiveness. Making Decisions: Rationality, Bounded Rationality,
The Role of Intuition, The Role of Evidence-Based Management. Types of Decisions & Decision-Making Conditions.
Decision-Making approaches - Quantitative approach, Environmental Approach, System Approach, Ethical Approach,
Intuitive Approach, Case Study Approach Decision-Making Styles - Linear–Nonlinear Thinking Style Profile, Decision-
Making Biases and Errors. Effective Decision Making in Today’s World - Correctness of decision, Decision environment,
Timing of decision, Effective communication of Decision, Participation in decision Making-Implementation of decision.
(7)
5. Controlling: Controlling, Definition, need and Importance, The Control Process, Managerial Decisions in
Controlling, Feed-forward / Concurrent / Feedback Controls. Financial Controls, Information Controls, Benchmarking of
Best Practices. (5)

1. Fundamentals of Management by Robbins, S.P. and Decenzo, D.A., Pearson Education Asia, New Delhi.
2. Management, Koontz and Wechrich, TMGH
3. Management, Stoner, et. al., Prentice Hall of India, New Delhi.

1. Management, Hellregel, Thomson Learning, Bombay
2. Management, Robbins & Coulter, Prentice Hall of Hall of India, New Delhi.
3. Management - Text & Cases, Satya Raju, PHI, New Delhi.
4. Management, Richard L. Draft, Thomson South-Western
Semester I 108 – Indian Economy

CO108.1 REMEMBERING DESCRIBE the present state of Indian Economy and LIST major economic policy
issues in the current context.
CO108.2 UNDERSTANDING SUMMARIZE the sectoral composition of the Indian Economy and DISCUSS the
trends therein.
CO108.3 APPLYING PREDICT consequences of Growth of Monopolies, Concentration of Economic
Power and Inequality in the Indian Economy.
CO108.4 ANALYSING EXAMINE the changing profile of human capital, employment, productivity
and ILLUSTRATE the linkages with GDP composition of India.
CO108.5 EVALUATING EVALUATE the role of Foreign Trade in the Indian Economy.
CO108.6 CREATING BUILD a case for co-existence of LPG model along with the role of the state in
the Indian Economy.
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1. Perspective of Indian Economy: Indian Economy as a Developing Economy, Basic Characteristics Overview of
Economic Planning, Role of Monetary policy and Fiscal Policy, Budget terminology, Economic Growth, GDP and GDP
Trends, Money Supply & Inflation, Inflation trends, RBI – overview of role and functions, Capital Markets – overview of
role and functions, Concept of Poverty, Estimates of Poverty, Poverty Line, Economic Reforms and Reduction of Poverty,
Concept of Inclusion, Need of inclusive growth, Financial inclusion. Concept of Hard & Soft Infrastructure. Hard
Infrastructure - Transport Infrastructure, Energy Infrastructure, Water management infrastructure, Communication
Infrastructure, Solid waste management, Earth monitoring and measuring networks. Soft Infrastructure - Governance
Infrastructure, Economic infrastructure, Social infrastructure, Critical Infrastructure, Urban infrastructure, Green
infrastructure, Education Infrastructure, Health Infrastructure. (6)
2. Human Resources and Economic Development : The Theory of Demographic Transition, Size and Growth Rate
of Population in India, Quantitative Population Growth Differentials in Different Countries, The Sex Composition of
Population, Age Composition of Population, Density of Population, Urbanization and Economic Growth in India, The
Quality of Population, Population Projections (2001-2026), Demographic Dividend. Human Development in India - The
Concept and Measures of Human Development, Human development Index for Various States in India, National Human
Development Report, Changing profile of GDP and employment in India, GDP, Employment and Productivity per Worker
in India, Relative Shift in the Shares of NSDP and Employment in Agriculture, Industry and Services in Different States.
(6)
3. Sectoral composition of Indian Economy: Primary, Secondary, Tertiary Sectors, Issues in Agriculture sector in
India ,land reforms, Green Revolution and agriculture policies of India , Industrial development , small scale and cottage
industries, Industrial Policy, Public sector in India, Services sector in India. Areas of Market Failure and Need for State
Intervention, Redefining the Role of the State, Liberalization, Privatization and Globalization (LPG) Model of
Development, Planning commission v/s NITI Aayog, Public Versus Private Sector Debate, Unorganised Sector and India's
Informal Economy. (6)
4. Inequality and Economic Power in India: FDI, Angel Investors and Start-ups, Unicorns, M&A, Investment
Models, Role of State, PPP (Public-Private Partnership), Savings and Investment Trends. Growth of Large Industrial
Houses Since Independence, Growth of Monopolies and Concentration of Economic Power in India, Competition Policy
and Competition Law, Growth and Inequality, India as an Economic Superpower, Growth of the Indian Middle Class,
Indian MNCs : Mergers and Acquisitions, Outsourcing, Nationalism and Globalization, Small-scale and Cottage
Enterprises, The Role of Small-scale Industries in Indian Economy, Poverty, Vulnerability and Unorganized Sector
Employment-The High Degree of Correlation, Estimate of Organized and Unorganized Workers. (6)
5. The Foreign Trade of India: Importance of Foreign Trade for a Developing Economy, Overview of Foreign Trade
Since Independence, Composition of India's Foreign Trade, Direction of India's Foreign Trade, India's Balance of
Payments on Current Account, Balance of Payments Crisis, Balance of Payments Since the New Economic Reforms of
1991, India's Trade Policy, India's Foreign Trade Policy, An Analysis of Trends in Exports and Imports, Special Economic
Zones (SEZs)-An Overview. (6)

1. Indian Economy , Dutt R and Sundharam K.P.M, S .Chand, Delhi
2. Indian Economy, Agarwal A. N., Vikas Publishing House, Delhi
3. Indian Economy, Misra S.K. and Pury V.K., Himalaya Publishing House, New Delhi
4. Business Environment , Bedi S K, Excel Books
5. Economic Reforms in India - A Critique, Dutt Ruddar, S. Chand, New Delhi .

1. Economic Environment of Business , Adhikary, Sultan Chand and Sons
2. Business, Government and Society, George A and Steiner G A, Macmillan
3. Economic Environment of Business , Ghosh, Vikas
4. Business Environment, Francis Cherunilam, Himalaya Publishing House, Bombay
5. Industrial Economy of India, Kuchhal S.C., Chaitanya Publishing House, Allahabad
Semester I 109 – Entrepreneurship Development

Page 46 of 114
CO109.1 REMEMBERING DEFINE the key terms, LIST the Attributes and Characteristics of
Entrepreneurs features and ENUMERATE the Factors influencing
Entrepreneurship Growth.
CO109.2 UNDERSTANDING DISCUSS the various theories of entrepreneurship.
CO109.3 APPLYING CONSTRUCT a framework for a typical EDP.
CO109.4 ANALYSING OUTLINE the role of Government and various support organizations in
encouraging and supporting Entrepreneurship.
CO109.5 EVALUATING COMPOSE an inventory of possible entrepreneurial opportunities in
contemporary local, regional and national context.
CO109.6 CREATING CREATE a business plan for an entrepreneurial venture.
1. Entrepreneurship: Concept of Entrepreneur. Intrapreneur, Entrepreneurship and Manager. Difference

between Entrepreneur and Intrapreneur, Entrepreneur and Entrepreneurship. Attributes and Characteristics of
successful entrepreneurs. Functions of an Entrepreneur, Classification of Entrepreneurs. Role of Entrepreneur in Indian
Economy, Developing entrepreneurial culture, Factors influencing Entrepreneurship Growth - Economic, Non-Economic
Factors, For profit or Not for profit entrepreneurs, Constraints for the Growth of Entrepreneurial Culture,
Entrepreneurship as a career, Entrepreneurship as a style of management, Emerging Models of Corporate
Entrepreneurship, India’s start up revolution–Trends, Imperatives, benefits; the players involved in the ecosystem,
Business Incubators-Rural entrepreneurship, social entrepreneurship, women entrepreneurs, Cases of Tata, Birlas,
Kirloskar and new generation entrepreneurs in India. (6)
2. Theories of entrepreneurship: Innovation Theory by Schumpeter & Imitating, Theory of High Achievement by
McClelland, X-Efficiency Theory by Leibenstein, Theory of Profit by Knight, Theory of Social change by Everett Hagen.
(4)
3. Entrepreneurship development: Entrepreneurial Competencies, Developing Competencies. Concept of
entrepreneurship development, Entrepreneur Training and developing, Role of Entrepreneur Development Programs
(EDP), Role of DIC, SISI , EDII , NIESBUD, NEDB, EDP - Objectives – contents – methods - execution. Role of Mentors.
Innovation and Entrepreneurship, Design Thinking Process. Role of consultancy organizations in promoting
Entrepreneurs, Problems and difficulties of Entrepreneurs - Marketing Finance, Human Resource, Production; Research
- external problems, Mobility of Entrepreneurs, Entrepreneurial change, occupational mobility - factors in mobility. (6)
4. Role of Central Government and State Government in promoting Entrepreneurship: Introduction to various
incentives, subsidies and grants, Export Oriented Units, Fiscal and Tax concessions available, Women Entrepreneurs -
Role, Problems and Prospects, Reasons for low women Entrepreneurs, Assistance Programme for Small Scale Units –
Institutional Framework – Role of SSI Sector in the Economy – SSI Units – Failure, Causes and Preventive Measures –
Turnaround Strategies. Future of Entrepreneurship Development and Government, Start Up India, Make in India. (5)
5. Enterprise Promotion: Creating Entrepreneurial Venture, Entrepreneurship Development Cycle, Business
Planning Process, The business plan as an entrepreneurial tool, Elements of Business Plan, Objectives, Market Analysis,
Development of product / idea - Resources, Capabilities, and strategies, identifying attributes of strategic resources,
Opportunity Analysis, innovator or imitator, SWOT analysis, Internal and External Environment Analysis, Industry
Analysis, Embryonic Companies and Spin off’s, Porter’s five forces model, Identifying the right Business Model Canvas,
Seven Domains of John Mullins, Opportunities in Emerging/Transition/Decline industries, Opportunities at the bottom
of the pyramid, Opportunities in social sector, Opportunities arising out of digitization, Marketing, Finance, Organization
& Management, Ownership - Franchising, networking and alliances, Buying an existing business, Critical risk
contingencies of the proposal, Scheduling and milestones. (9)

1. Dynamics of Entrepreneurship Development, Vasant Desai
2. Entrepreneurship: New Venture Creation, David H. Holt
3. Entrepreneurship Development New Venture Creation, Satish Taneja, S.L.Gupta
4. Project management, K. Nagarajan.
5. Entrepreneurship: Strategies and Resources, Marc J. Dollinger

1. The Culture of Entrepreneurship, Brigitte Berger
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2. Innovation and Entrepreneurship, Peter F. Drucker
3. Entrepreneurship, Robert D. Hisrich, Michael P. Peters, Dean A. Shepherd
4. Entrepreneurship As Strategy, G. Dale Meyer, Kurt A. Heppard
5. New Vistas of Entrepreneurship: Challenges & Opportunities, A. Sahay, M.S.Chhikara
6. Entrepreneurship and Small Business Management, Siropolis
7. The Entrepreneurial Connection, Gurmeet Naroola
8. Thought Leaders, Steven Brandt
9. Corporate Entrepreneurship, Vijay Sathe
10. Corporate Entrepreneurship: Entrepreneurial Development Inside Organizations, Michael H.Morris, Donald
F.Kuratko
11. Intrapreneurship: Gifford Pinchot
12. Lead like an Entrepreneur, Neal Thornberry
13. You Too Can Become an Entrepreneur, Nalinaksha Mutsuddi
14. Make The Move: Demystifying Entrepreneurship, Ishan Gupta, Rajat Khare
Semester I 110 – Essentials of Psychology for Managers

CO110.1 REMEMBERING DEFINE the basic concepts of psychology.
CO110.2 UNDERSTANDING EXPLAIN the sensing and perceiving processes.
CO110.3 APPLYING APPLY principles of learning and conditioning to human behavior.
CO110.4 ANALYSING ILLUSTRATE the linkages between learning, memory and information processing.
CO110.5 EVALUATING EXPLAIN the basic intrapersonal processes that influence social perception.
1. Basic Concepts: Introduction to Psychology, Definitions of Psychology, Goals of Psychology, History of Psychology,
Modern Psychology, Psychology: Its Grand Issues and Key Perspectives, Psychology - Trends for the New Millennium.
Biological Bases of Behavior: Neurons - Building Blocks of the Nervous System, The Nervous System - its Basic Structure
and Functions, The Brain and Consciousness – states of consciousness, dreams, hallucinations, The Brain and Human
Behavior, Heredity and Behavior - Genetics and Evolutionary Psychology. (6)
2. Sensation and Perception : Sensing and perceiving, Sensory Thresholds, Sensory Adaptation, The Senses - Hearing,
Vision, Perceptual Processes, Information Processing – Bottom Up Processing, Top Down processing, Bottom Up and
Top Down (together) processing, Culture, Experience & Perception, Perceptual Constancy, Perceptual Expectations,
Perceptual illusions, Gestalt Theory, Perceptual Development and Learning. (6)
3. Learning and Conditioning: A Definition of Learning, Classical Conditioning, Instrumental Conditioning, Classical
and Instrumental Conditioning Compared: Biofeedback and Reinforcement, Verbal Learning, Basic Conditioning and
Learning Phenomena, Reinforcement, Schedules of reinforcement, role of reinforcement in developing subordinate
Social Behavior, Transfer of Training, Learning by Observing Models, Biological Limits. (6)
4. Memory: Learning and Memory as Intertwined Processes, Kinds of Information Stored in Memory, Measures of
Retention, The Three Components of Memory – Encoding, Storage, Retrieval, Interference Theory, Decay Theory,
Information Processing I: Separate-Store Models, Information Processing II: Levels of Processing, Issues in Memory. (6)
5. Cognition: Thinking - Mental Imagery, Problem Solving, Decision Making. Concept Formation, Language
development. Relationship between language and thinking. Emotion: Definition of Emotion, the Physiology of Emotion,
Emotional Expression - Verbal & Non Verbal, Labelling Emotions, Theories of Emotion – Common sense theory of
emotion, James Lang theory of emotion, Cannnon Bard Theory of Emotion, Cognitive Arousal Theory of Emotion(6)

1. Psychology Ciccarelli, S. K & Meyer, G.E Pearson Education Ltd.
2. Introduction to Psychology, Clifford T. Morgan, Richard A King, John R Weisz and John Schopler, Indian Edition

1. Essentials of understanding psychology, Feldman.S.R, Tata Mc Graw Hill.
2. Psychology, Baron, R.A and Misra, G. Pearson Education Ltd.
Page 48 of 114
Semester I 111 - Legal Aspects of Business
CO111.1 REMEMBERING DESCRIBE the key terms involved in each Act.
CO111.2 UNDERSTANDING SUMMARIZE the key legal provisions of each Act.
CO111.3 APPLYING ILLUSTRATE the use of the Acts in common business situations.
CO111.4 ANALYSING OUTLINE the various facets of basic case laws of each Act from a legal and
managerial perspective.
1. The Contract Act, 1872: Essential Elements of Valid Contract, Essential elements of Valid Contracts, Contracts of
Indemnity & Guarantee, Contingent Contract, Quasi Contract, Discharge of contract, Breach of contract-Meaning &
remedies, Agency - Creation of Agency – Agent and Principal (Relationship/rights), Types of agency. (5+1)
2. Sale of Goods Act, 1930: Contract of sale of goods, Conditions & warranties, Transfer of property or ownership,
Performance of the Contract of Sale, Rights of unpaid seller, Sale by Auction. (5+1)
3. The Negotiable Instrument Act, 1881: Negotiable Instruments – Meaning, Characteristics, Types. Parties, Holder
and holder in due course, Negotiation and Types of Endorsements, Dishonor of Negotiable Instrument – Noting and
Protest. (5+1)
4. The Companies (Amendment) Act, 2015: Company – Definition, Meaning, Features and Types, One Person
Company, Incorporation of Company – Memorandum of Association (MOA), Articles of Association (AOA), Share capital
& Debentures, Acceptance of deposits, Appointment of director including woman Director. (5+1)
5. The Consumer Protection Act, 1986, Unfair & Restrictive Trade Practices, Dispute Redressal Forums – District,
State & National Forum, Composition, Jurisdiction, Powers, Appellate Authority. Information Technology Act, 2000,
Digital Signature, Electronic Governance, Electronic Records E – Contracts, E – Business models, E – Commerce &
Security, Cyber Crimes. Intellectual Property Laws – Understanding of concepts of patents, copyrights, trademarks and
designs. (5+1)
Suggested Text books:

1. Business Legislations for Management, M.C. Kuchhal
2. Elements of Mercantile Law, N.D.Kapoor
3. Business and Corporate Laws, Dr. P.C. Tulsian

1. Legal Aspects of Business, Ravinder Kumar
2. Business Laws, S. D. Geet
3. Business Laws, S.S. Gulshan
4. Legal Aspects of Business, Akhileshwar Pathak
Semester I 112 – Demand Analysis and Forecasting

CO112.1 REMEMBERING DESCRIBE the key terms associated with demand analysis, demand estimation
and demand forecasting.
CO112.2 UNDERSTANDING SUMMARIZE the use of demand forecasting in various functions of
management.
CO112.3 APPLYING IDENTIFY the pros and cons of various forecasting methods
CO112.4 ANALYSING DECONSTRUCT a forecast into its various components
CO112.5 EVALUATING BUILD a forecast for common products and services using time-series data.
Page 49 of 114
1. Demand Analysis: An Overview, Significance of Demand Analysis and Forecasting, How Predictable Is the
Future? Some Causes of Forecast Error, Myths versus Reality of Forecasting, Data Collection, Storage, and Processing
Reality, Art-of-Forecasting, Reality of Judgmental Overrides, Reality of Unconstrained Forecasts, Constrained Forecasts,
and Plans, Accuracy of Forecast , Short Run Forecast , Long Term Forecast. Applications of Forecasting – Forecasting
economic trends, Sales Forecasts, Staffing forecasts, budgeting, revenue and tax planning, cash flows forecasting, raw
material planning, inventory planning, etc. (5+1)
2. Estimation of Demand - Marketing Research Techniques - Consumer Surveys, Consumer Clinics and Focus
Groups, Market Experiments in Test Stores. Statistical Estimation, Variable Identification, Time Series and Cross
Sectional Data Collection, Specification of the Model, Estimation of the Parameters, Interpretation of Regression
Statistics. (5+1)
3. Forecasting Demand : Overview of Forecasting Methods, Selecting a Forecasting Technique, Purpose of
Forecast, Type of Users, Patterns in the Data Series, Lead Time, Minimum Data Requirement, Desired Accuracy, Cost of
forecasting, Qualitative Forecasting Techniques - Survey and Opinion Polling Techniques, Delphi Method, Cross Impact
Analysis, Historical Analogy. (5+1)
4. Quantitative Forecasting Methods Using Time Series Data: Time Series Analysis - Trend Analysis, Cyclical
Variations, Seasonal Effects, Random Fluctuations, Smoothing Techniques, Moving Averages, Exponential Smoothing,
Single Exponential Smoothing, Holt’s Two-Parameter Method, Holt’s-Winters’ Method, Winters’ Additive Seasonality
Standard Statistical Error Terms, Specific Measures of Forecast Error, Out-of-Sample Measurement, Forecast Value
Added. Barometric Techniques - Leading, Lagging and Coincident Economic Indicators, Diffusion and Composite Indexes,
Choose the Appropriate Forecasting Method Use of Software Packages for Forecasting such as EXCEL. (5+1)
5. New Product Forecasting: Using Structured Judgment, Differences between Evolutionary and Revolutionary
New Products, General Feeling about New Product Forecasting, New Product Forecasting Overview, What Is a
Candidate Product? New Product Forecasting Process, Structured Judgment Analysis, Structured Process Steps,
Statistical Filter Step, Model Step, Forecast Step. (5+1)

1. Demand-Driven Forecasting: A Structured Approach to Forecasting, Charles W. Chase
2. Demand Forecasting for Managers, Stephan Kolassa
3. Forecasting: Principles and Practice, George Athanasopoulos and Rob J. Hyndman

1. Fundamentals of Demand Planning and Forecasting - Forecasting & Planning , Chaman L. Jain and Jack
Malheron
Semester II 207 – Contemporary Frameworks in Management

CO207.1 REMEMBERING DEFINE Emotional Intelligence (EQ), IDENTIFY the benefits of emotional
intelligence and RELATE the 5 Dimensions of Trait EI Model to the practice
of emotional intelligence.
CO207.2 UNDERSTANDING DESCRIBE how companies achieve transition from being good companies
to great companies, and DISCUSS why and how most companies fail to
make the transition.
CO207.3 APPLYING APPLY the 21 laws that make leadership work succesfully to improve your
leadership ability and ILLUSTRATE its positive impact on the whole
organization.
CO207.4 ANALYSING EXAMINE the fundamental causes of organizational politics and team
failure.
CO207.5 EVALUATING EXPLAIN the approach to being effective in attaining goals by aligning
oneself to the "true north" principles based on a universal and timeless
character ethic.
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1. Emotional Intelligence : What is Emotional Intelligence, Benefits of EI, Understand the difference between
Trait EI and Ability EI, 5 Dimensions of Trait EI Model - Self Awareness (SA), Managing Emotions (ME), Motivation (M),
Empathy (E), Social Skills (SS) - Self awareness (SA) - Self Awareness, Seeing the other side, Giving in without giving up,
Life Positions – you and only you can choose your mindset, Managing Emotions (ME) - Self-Regulation, Managing
Emotions, The ‘EQ brain’ and how it works, The science of emotions, Understanding Emotions, Find your self-control,
Using Coping Thoughts, Using Relaxation Techniques, Self-Motivation (M) – Optimism, Pessimism, The balance between
optimism and pessimism, The power of re-framing, Empathy (E) – Empathy, Barriers to empathy, Developing your
empathy, Social Skills (SS) - Social skills, Making an impact, Creating a powerful first impression, Assessing a situation,
Being zealous without being offensive, Traits of a person with high social skills. Determine your EQ
2. The 7 habits of highly effective people: Paradigms and principles, Inside-out, The seven habits - an overview -
Private victory Habit 1. Be proactive: principles of personal vision, Habit 2. Begin with the end in mind: principles of
personal leadership, Habit 3. Put first things first: principles of personal management, Public victory. Paradigms of
interdependence. Habit 4. Think win/win: principles of interpersonal leadership, Habit 5: Seek first to understand, then
to be understood: principles of empathetic communication, Habit 6. Synergize: principles of creative cooperation,
Renewal. Habit 7. Sharpen the sword: principles of balanced self-renewal
3. Five dysfunctions of a team: Absence of trust—unwilling to be vulnerable within the group, Fear of conflict—
seeking artificial harmony over constructive passionate debate, Lack of commitment—feigning buy-in for group
decisions creates ambiguity throughout the organization, Avoidance of accountability—ducking the responsibility to call
peers on counterproductive behavior which sets low standards, Inattention to results—focusing on personal success,
status and ego before team success
4. The 21 irrefutable laws of leadership: The law of the lid, The law of influence, The law of process, The law
of navigation, The law of addition, The law of solid ground, The law of respect, The law of intuition, The law of
magnetism, The law of connection, The law of the inner circle, The law of empowerment, The law of the picture,
The law of buy-in, The law of victory, The law of the big mo, The law of priorities, The law of sacrifice, The law of
timing, The law of explosive growth, The law of legacy.
5. Good to Great: Level 5 Leadership - Leaders who are humble, but driven to do what's best for the company,
First Who, Then What: Get the right people on the bus, then figure out where to go. Find the right people and try them
out in different seats on the bus (different positions in the company), Confront the Brutal Facts: The Stockdale paradox,
Hedgehog Concept: Three overlapping circles: What lights your fire ("passion")? What could you be best in the world at
("best at")? What makes you money ("driving resource")? Culture of Discipline: Rinsing the cottage cheese, Technology
Accelerators: Using technology to accelerate growth, within the three circles of the hedgehog concept, The Flywheel:
The additive effect of many small initiatives.

1. Emotional Intelligence, Daniel Goleman
2. The 7 Habits of Highly Effective People: Powerful Lessons in Personal Change, Stephen R. Covey
3. The Five Dysfunctions of a Team: A Leadership Fable , Patrick M. Lencioni
4. The 21 Irrefutable Law of Leadership-John C. Maxwell
5. Good to Great, Jim Collins
Semester II 208 - Start Up and New Venture Management

CO208.1 REMEMBERING DESCRIBE the strategic decisions involved in establishing a startup.
CO208.2 UNDERSTANDING EXPLAIN the decision making matrix of entrepreneur in establishing a startup.
CO208.3 APPLYING IDENTIFY the issues in developing a team to establish and grow a startup
CO208.4 ANALYSING FORMULATE a go to market strategy for a startup.
CO208.5 EVALUATING DESIGN a workable funding model for a proposed startup.
CO208.6 CREATING DEVELOP a convincing business plan description to communicate value of the
new venture to customers, investors and other stakeholders.
Page 51 of 114
1. Being an Entrepreneur: The entrepreneur, Profile analysis, behaviour and motivations, Lean Start –up, The
entrepreneurial ecosystem, Entrepreneurs and strategic decisions , Sustainability of Entrepreneurship: Dilemmas of an
entrepreneur for success; Handling doubts on survival of business, Struggles-Causes of failure–Product/ market,
financing, managerial-Resilience. Legal Fundamentals - When, how and where to incorporate. (5)
2. Customer Discovery: Entrepreneurial Opportunity Search and Identification; Market Intelligence, Market
analysis, Market research, Customer validation, developing your business model, Crafting your value proposition,
Product Development , Managing the product development process, Long Tail markets, Product launch goals, Go-to-
Market Strategy, The role of selling in a startup, Sales forecasting for startups, Mapping buyer response modes. Social
media Promotion tools. (7)
3. The Financial Road Map: Planning/Budgeting, Developing a financial roadmap, financial statements: the four
components, How to budget for startup success, Bootstrapping and alternative sources of funding, Informal capital–
Friends & Family, Role of Government in ED, various schemes - PMEGP, CGTMSE, MPDA, SFURTI. Role of MSDE;
Schemes by MSDE: PMKVY, SANKALP, STAR. Crowd funding, Venture capital, Private Equity, Financing Mix and the
Financing continuum shareholding- Cliff -Vesting schedule-Relative importance of Operational Involvement, The Pitch,
Preparing for your investor presentation, Elements of the perfect investment pitch. (6)
4. Entrepreneurial Leadership: Building and managing the founder team, Attracting and retaining the right
people, The Team - Board/Governance, The role of a successful board, Different board models for different ventures,
How to assemble a board of advisors, separating leadership from management, Legal Matters- Organizational form–
partnership, sole proprietorship, Tax, Legal expenses, hiring the service providers. Employee management and
leadership in the workforce, Recruiting, selection and hiring, Hiring the first employee. (5)
5. Business Plan: Need & Objectives, Target audience, Contents - Cover page and table of contents, Executive
summary, Description of the current situation: Basic company information, products/services, management team,
business organization, future goals, vision, and mission, Description of opportunity and market: Who are the buyers,
who are the competitors, what are the competitive advantages of the company? Description of the business model, the
marketing and sales strategy, Basic facts on the financials: Cash flow projection (life line), income statement (bottom
line/profit and loss), balance sheet (business health/assets, liabilities, etc.), funding requirements, Risk analysis and
possible exit strategies. Conclusion and appendixes: Résumés, literature, technical descriptions. Executive summary.
Elevator pitch, Building a strong presentation, innovative methods of presenting a business plan –mind map, animated
videos, etc. (7)

1. New Venture Management: The Entrepreneur's Roadmap (Entrepreneurship Series), Donald F. Kuratko and
Jeffrey S. Hornsby, Pearson
2. The Manual for Indian Start-ups: Tools to Start and Scale-up Your New Venture, Vijaya Kumar Ivaturi, Meena
Ganesh, Penguin Random House India.
3. Managing New Ventures, Anjan Raichoudhuri, Prentice-Hall of India Pvt.Ltd
4. Develop Your Idea!: Get Off to a Flying Start With Your Startup. Guided Exercises, Templates & Resources for
Exploring New Business Ventures, K. N. Kukoyi
5. Managing Small Business by Longenecker, Moore, Petty and Palich, Cengage Learning, India Edition.
6. Entrepreneurship: New Venture Creation by David H. Holt
7. The Dynamics of Entrepreneurial Development & Management by Desai, Vasant , Himalaya Publishing House,
Delhi
8. Entrepreneurship and Small Business Management by Siropolis
9. Lead like an Entrepreneur by Neal Thornberry

1. Fundamentals of Entrepreneurship, Nandan H, PHI
2. Cases in Entrepreneurship by Morse and Mitchell, Sage South Asia Edition.
3. Entrepreneurship – Indian Cases on Change Agents by K Ramchandran, TMGH.
4. Entrepreneurship – The engine of growth, edited by Mark Rice and Timothy Habbershon, Published by Praeger
Perspectives.
5. Entrepreneurship: Theory, Process and Practice by Kuratko, D.F. & Hodgetts, R.M. Thomson Press.
6. Entrepreneurship Development: Small Business Enterprises by Charantimath, P. , Pearson.
7. A Guide to Entrepreneurship by David, Otes , Jaico Books Publishing House, Delhi.
8. Indian Entrepreneurial Culture by A Gupta , New Age International.
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9. Make The Move: Demystifying Entrepreneurship by Ishan Gupta, Rajat Khare
Semester II 209 - Geopolitics & World Economic Systems

Course Outcomes: At the end of this course, the learner shall be able to
CO209.1 REMEMBERING ENUMERATE the various elements of global economic system.
CO209.2 UNDERSTANDING EXPLAIN the role of key trade organizations in the global economic system.
CO209.3 APPLYING INDENTIFY the crucial elements of international trade laws.
CO209.4 ANALYSING ANALYSE the forces that work for and against globalization.
CO209.5 EVALUATING ASSESS the impact of the elements of the Global Economic System on the India
Economy.
1. Introduction to Global Economic & political Systems: Meaning of Global Economy and its History Structure
and Components of Global Economy, Theory of Hegemonic Stability, Differences among National Economies, Market
Oriented Capitalism, Developmental Capitalism, Social Market Capitalism, Comparative Analysis, Effects of Globalization
on Indian Economy. (6)
2. The Trading System: Debate over Free Trade – Functions of GATT and WTO, The Uruguay Round and World
Trade Organization, Trade Blocs – EU, OECD, OPEC, SAARC, ASEAN, NAFTA, Threats to Open Trading System,
Developments in International Trade Theory, Bi-lateral, Multilateral Trade Agreements, Impact of Trade wars in
liberalized economy. (6)
3. International Trade Laws: International Contracts of Sale of Goods Transactions, International Trade Insurance,
Patents, Trademarks, Copyright and Neighboring Rights. Intellectual property Rights, Dispute settlement Procedures
under GATT & WTO, Payment systems in International Trade, International Labour Organization and International
Labour Laws. (6)
4. International Monetary System: The International Financial System - Reform of International Monetary Affairs
- The Bretton Wood System and the International Monetary Fund, Controversy over Regulation of International Finance,
Developing Countries' Concerns, Exchange Rate Policy of Developing Economies. (6)
5. Contemporary issues and Challenges in Global Economic Environment - Indian perspective: Globalization and
its Advocacy, Globalization and its Impact on India, Fair Globalization and the Need for Policy Framework, Globalization
in Reverse Gear-The Threatened Re-emergence of Protectionism. Euro zone Crisis and its impact on India, Issues in
Brexit, World recession, inflationary trends, impact of fluctuating prices of crude oil, gold etc. (6)

1. Global Political Economy, Robert Gilpin, Princeton University Press
2. International Trade Law An Interdisciplinary, Raj Bhala, Non-Western Textbook
3. International Trade Law, Indira Carr and Peter Stone
4. Development and Sustainability: India in a Global Perspective edited by Sarmila Banerjee, Anjan Chakrabarty

1. International Economics, Paul Krugman, Maurice Obstfeld and Marc Melitz, Pearson, Global Edition
2. Globalizing Capital, A history of the International Monetary system, Barry Eichengreen, Princeton University Press.
Semester II 210 – Qualitative Research Methods

CO# COGNITIVE ABILITIES COURSE OUTCOME
CO210.1 REMEMBERING ENUMERATE the key terms associated with Qualitative research approach.
CO210.2 UNDERSTANDING COMPARE and CONTRAST Qualitative research approach with the Quantitative
approach.
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CO210.3 APPLYING CONSTRUCT appropriate research and sampling designs for Qualitative research
work in real world business and non-business contexts
CO210.4 ANALYSING ILLUSTRATE the use of appropriate qualitative research methods in real world
business and non-business contexts.
CO210.5 EVALUATING EVALUATE the quality of Qualitative Research work
CO210.6 CREATING COMBINE Qualitative and Quantitative research approaches in a real world
research project.
1. Qualitative Research: Nature, Relevance, Need, Characteristics and Limitations of Qualitative Research, Ethics
in Qualitative Research, Interrelationship of Qualitative and Quantitative Research, Linking Qualitative and Quantitative
Research in One Design, Combining Qualitative and Quantitative Data, Combining Qualitative and Quantitative
Methods, Linking Qualitative and Quantitative Results, Triangulation. (5)
2. Qualitative Research Design: Basic Qualitative Research Designs, Case Studies, Comparative Studies,
Retrospective Studies, Longitudinal Qualitative Studies, Appropriateness of the Approach to the Issue, Fitting the
Approach into the Research Process. Qualitative Research Sampling - Theoretical Sampling, Gradual Selection as a
General Principle in Qualitative Research, Purposive Sampling, Width or Depth as Aims of Sampling, Case Constitution in
the Sample, Sample Size decisions in Qualitative Research, Principle of Saturation. (5)
3. Qualitative Research Methods: Focused Interview, Semi-Standardized Interview, Problem-Centered Interview,
Expert Interview, Group Interviews, Focus Groups, Non-participant Observation, Participant Observation, Ethnography.
Grounded Theory Methodology. (5)
4. Projective Techniques: Principle of projection, applications, association, construction, expression based
techniques, design and interpretation, Zaltman’s Metaphor Elicitation Techniques. (5)
5. Quality Criteria in Qualitative Research: Reliability, Validity, Objectivity, Alternative Criteria, Criteria for
Evaluating the Building of Theories, Quality Assessment as a Challenge for Qualitative Research, Triangulation, Analytic
Induction, Generalization in Qualitative Research, The Constant Comparative Method, Process Evaluation and Quality
Management. (5)

th
1. An Introduction to Qualitative Research, Uwe Flick, 4 Edition, SAGE
th
2. Research Methods in the Social Sciences, Bridget Somekh & Cathy Lewin, 5 Edition, SAGE India

1. Qualitative Research Methods in Public Relations and Marketing Communications, Christine Baymon & Immy
Holloway, Routledge
2. Qualitative Journeys, Minichiello & Kottler, SAGE
Semester II 211 – Business, Government & Society

CO# COGNITIVE ABILITIES COURSE OUTCOME
CO211.1 REMEMBERING DESCRIBE the economic roles of government in the Indian context.
CO211.2 UNDERSTANDING EXPLAIN the macroeconomic crises around the world.
CO211.3 APPLYING ILLUSTRATE the interlinkages between economic growth , poverty and
inequality.
CO211.4 ANALYSING EXAMINE the rationale, success and failures of Public Private Partnerships in the
Indian context.
CO211.5 EVALUATING ASSESS the forces for and against Globalization and the socio-economic impact
of Globalization.
CO211.6 CREATING DISCUSS the interplay between technology, business and society.
1. Roles of Business, Government, and Society: Interdependence and Conflict, Regulation of Business, Functions
of State; Economic roles of government; Government and legal environment; Economic roles of Government in India;
Indian experience with overall and sectoral growth, Inter-sectoral linkages and role of foreign direct investment, The
Constitutional environment , Macroeconomic crises since 1990s- Indian and global experiences.
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2. Poverty, Inequality and Economic Growth: Industrial Development, Rural-Urban Dynamics, Population and
Development, Finance for Development, Trade and Development, State and the Market, Privatization and Regulation,
Institutions and Growth.
3. Public Private Partnerships: The Rationale for Public Private Partnerships, Different Kinds of Public Private
Partnerships with a special emphasis on the Build Operate and Transfer Model (BOT), Issues in Regulation that come
about with privatization, Pricing mechanisms available to a regulator to ensure universal access and efficiency,
Discussion of the privatization experience in different sectors, water, electricity, telecommunication, and railways with a
special emphasis on India.
4. Multinational Corporations: Perspectives on Globalization, Globalization: The MNC and TNC Organizations,
Globalization of Brands, Globalization of the Indian Business and Firms, Coping with Global Competition, Conflict with
Nation States. Domestic and Global forces - for and against Globalization, Brexit and latest developments.
5. Business in a Global Environment: Business as Blending of People Technology and Ethical Behaviour, Achieving
Business Success through Social Responsibilities, Changing Workplace - Influence of demography, influence of
technology, gender issues, social justice and affirmative action, Industrial Relations.

1. Business, Government and Society: A Managerial Perspective byJohn Steiner, George Steiner, Tata McGraw Hill
2. Business, Government, and Society by Douglas E. Greer, Prentice Hall
3. Business and Its Environment by David P., International Edition
Semester II 212 - Business Process Reengineering

CO212.1 REMEMBERING DEFINE the key terms associated with Business Process Reengineering.
CO212.2 UNDERSTANDING EXPLAIN the various supporting and opposing forces to Business Process
Reengineering in simple business situations.
CO212.3 APPLYING APPLY modeling tools for simple business processes.
CO212.4 ANALYSING FORMULATE a working plan to establish a Business Process Reengineering team.
CO212.5 EVALUATING EVALUATE the success of a BPR initiative in relation to the impact on
organizational KPIs.
CO212.6 CREATING IMAGINE ways to improve business or non-business processes.
1. Introduction to Business Process Reengineering (BPR): Definition of business processes – Concept of BPR -
Definition of business process redesign, BPR - Evolution, Definition, Need for reengineering, Benefits, Role of leader &
manager, Breakthrough reengineering model, BPR guiding principles, Business process reengineering & performance
improvement, Key targets of BPR, Myths about BPR , What reengineering isn’t , BPR and other management concepts:
TQM, Quality function deployment, ISO standards, ERP. BPR and Process Simplification, BPR and Continuous
Improvement. (6)
2. Business vision and process objectives: The Key Elements of BPR, Develop a Vision, Establish a Responsible
Team, Prepare the Organization for Change, Redesign the Business Process, Case Studies. Business Processes, People,
Information Technology. Processes to be redesigned, selection criteria, dysfunction, importance feasibility. Measuring
existing processes, BPR Goals – Cycle time reduction, Cost reduction, Quality improvement, Customer Satisfaction, BPR
team characteristics. (6)
3. Enablers of BPR: Enablers of BPR in manufacturing – Agile Manufacturing, Lean Manufacturing, JIT,
Collaborative Manufacturing, Intelligent Manufacturing, Production Planning, Product design & development.
Relationship between BPR and information technology, Role of information technology in reengineering, Criticality of IT
in business process. (6)
4. BPR implementation methodology: Different BPR Methodologies, Different Phases of BPR, Relationship
between BPR phases, Tools used in Modelling the Business - flow-charting, business activity maps, relational diagrams,
benefit/cost analysis, Process Modelling, Notations, Case Studies. BPR KPIs Definition, Measuring KPIs, Methodologies
(Common Assessment Framework (CAF), Balanced Scorecard), Case Studies. (6)
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5. Change Management: The Power of Habit in organizations, Planned changes in business re-engineering
projects; Factors relating to change management systems and culture, Committed and strong leadership, Factors
relating to organizational structure, Factors related to BPR program management, Factors related to IT infrastructure,
Factors Relating to BPR Failure, Problems in communication and organizational resistance, Lack of organizational
readiness for change, Problems related to creating a culture for change, Lack of training and education, Factors related
to management support, Ineffective BPR teams, A framework for barrier management.

1. Hammer, M. and Champy, J, Re-engineering the Corporation: A Manifesto for Business Revolution, Harper
Business
2. R. Radhakrishnan S.Balasubramanian, Business Process Reengineering, PHI
3. Vikram Sethi and William R. King, Organisational Transformation through Business Process Reengineering, Pearson
4. K. Shridhara Bhatt, Business Process Reengineering, Himalaya Publications
5. Hammer, M. and Stanton, S.A, The Re-engineering Revolution, Harper Business

1. Harmon, P , Business Process Change : A Guide for Business Managers and BPM and Six Sigma Professionals,
Elsevier/Morgan Kaufmann Publishers.
2. Kock, N.F., Process Improvement and Organizational Learning: The Role of Collaboration Technologies, Idea Group.
3. R. Anupindi et al., Managing Business Process Flows: Principles of Operations Management, Pearson Education Inc.
4. Walford, R.B., Business Process Implementation for IT Professionals and Managers, Artech House.
5. Henry J Johansson, H J Johansson, Mo, Business Process Reengineering, Wiley
Generic Courses (Electives) – Institute Level – Semester I & II
Semester I 113 - Verbal Communication Lab

2 Credits LTP: 0:3:1 Generic Elective – Institute Level
CO113.1 REMEMBERING RECOGNIZE the various elements of communication, channels of communication
and barriers to effective communication.
CO113.2 UNDERSTANDING EXPRESS themselves effectively in routine and special real world business
interactions.
CO113.3 APPLYING DEMONSTRATE appropriate use of body language.
CO113.4 ANALYSING TAKE PART IN professional meetings, group discussions, telephonic calls,
elementary interviews and public speaking activities.
CO113.5 EVALUATING APPRAISE the pros and cons of sample recorded verbal communications in a
business context.
CO113.6 CREATING CREATE and DELIVER effective business presentations, using appropriate
technology tools, for common business situations.
1. Basics of Communication: Communication elements and process , Need of Communication Skills for Managers,
Channels ,forms and dimensions of communication , Verbal and non-verbal communication, Principles of nonverbal
communication - through clothes and body language , Persuasive communication: the process of persuasion, formal
and informal persuasion, Barriers to communication and how to overcome the barriers, Principles of effective
communication. (5)
2. Speaking : Characteristics of effective speech, voice quality, rate of speaking, clear articulation, eye contact,
use of expressions, and gestures and posture; Types of managerial speeches: speech of introduction, speech of vote of
thanks, occasional speech, theme speech, formal speeches during meetings. (5)
3. Soft skills: How communication skills and soft skills are inter-related, Body language-posture, eye-contact,
handling hand movements, gait - Voice and tone, Meeting and Boardroom Protocol - Guidelines for planning a meeting,
Before the meeting, On the day of the Meeting, Guidelines for Attending the meeting, For the Chairperson, For
attendees, For Presenters, Telephone Etiquette, Cell phone etiquette, Telephone etiquette guidelines, Mastering the
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telephone courtesy, Active listening, Putting callers on hold, Transferring a call, Screening calls, Taking a message, Voice
Mail, Closing the call, When Making calls, Closing the call, Handling rude or impatient clients, Cross-cultural
communication, cultural sensitivity, Cross-cultural issues which affect Communication across different Cultures, Culture
and non-verbal communication, Effective intercultural communication, Business and social etiquette. (7)
4. Presentation skills: Principles of Effective Presentations, Planning, Structure and Delivery, Principles governing
the use of audiovisual media, Time management - Slide design and transition: representation of textual information into
visuals for effectiveness of communication - Style and persuasiveness of the message - Adherence to the number of
slides, Dynamics of group presentation and individual presentation. (5)
5. Interviews: Essentials of placement interviews, web /video conferencing, tele-meeting. Impression Formation,
Tactics, The Self-presentational Motive, The Compass Qualities; First and Lasting Impressions; Magic Pills; Toxic Traits;
The Social Context: Norms and Roles, The Target’s Values, Physical Appearance; Communication Style; Content of
Communication; Actions; The Environment; Success; Changing from the Outside-in, Current Social Image, The Private
Self, Worrying about Impressions. (5)
Note:
1. The entire course should be delivered with a skills development focus.
2. Video recordings of student’s performances (speaking tasks) should be carried out and used for intensive reviews
for performance improvement.

1. Business Communication Today, Bovee C L et. al., Pearson Education
2. Business Communication, P.D. Chaturvedi, Pearson Education
3. Business Communication, T N Chhabra, Bhanu Ranjan, Sun India
4. Verbal and Non-Verbal Reasoning, Prakash, P, Macmillan India Ltd., New Delhi
5. Objective English, Thorpe, E, and Thorpe, S, Pearson Education, New Delhi

1. Communication Skills for Effective Management, Hargie et. al., Palgrave
2. Communication for Business, Tayler Shinley, Pearson Education
3. Technical Communication, Anderson, P.V, Thomson Wadsworth, New Delhi
4. The Oxford Guide to Writing and Speaking, John Seely, Oxford University Press, New Delhi
5. Dictionary of Common Errors, Turton, N.D and Heaton, J.B, Addision Wesley Longman Ltd.
Semester I 114 - Enterprise Analysis - Desk Research

CO114.1 REMEMBERING DESCRIBE the key historical, organizational, market related, financial, governance,
leadership and social responsibility dimensions of a real world business
organization.
CO114.2 UNDERSTANDING SUMMARIZE the regional, national and global footprint of a real world business
organization.
CO114.3 APPLYING DEMONSTRATE the use of secondary – offline and online resources to profile a
real world business organization.
CO114.4 ANALYSING ANALYSE, using tables and charts, the trends in market standing and financial
performance of a real world business organization over the last 5 years.
CO114.5 EVALUATING COMPOSE a succinct summary of future plans of a real world business
organization the company website, shareholders reports and other information
available in the public domain.
CO114.6 CREATING IMAGINE the key challenges and opportunities for a real world business
organization in the immediate future (1 to 3 years).
1. Enterprise History & Background: Establishment, Original & Current Promoters, Business Group or Business
Family to which it belongs, Vision-Mission-Philosophy – Values-Quality Policy, Brief profiles of the Chairman, CEO, MD,
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Members of Board of Directors along with their career highlights CSR Initiatives, Technical and other collaborations if
any, Recent Mergers and Acquisitions, if any. (6)
2. Organization : Organization Structure, Geographical (domestic and global) foot print – at the time of inception
and spread over the years, company’s current head quarter worldwide as well as head quarter / corporate office in
India, Manufacturing /Service locations Indian and major worldwide, Certifications if any - ISO / EMS / FDA / CMMI , etc.
Online presence. Initiatives towards gender diversity, Initiatives towards social inclusion, Initiatives towards
environment conservation. Current Talent needs. Key highlights of the company’s website. (6)
3. Markets: Major Customers, customer segments, Products, Product lines, Major Brands, Market Share –
nationally, region wise, product wise, Advertising Agency, Advertising Punch Line/Slogan, Logo, Key Alliances in the past
5 years & impact. Mergers & Acquisitions, if any. Technological developments. Dirsuptive innovations affecting the
organization. Labour unrest if any – reasons thereof and impact. Emerging potential competition through first
generation entrepreneurs or global / local players. (6)
4. Financials: Data to be studied, tabulated, graphically depicted, analyzed and presented for last 5 years for the
Revenues, Profitability, Market Capitalization, Segmented Revenues, Auditors. Listing status & Scrip Codes – BSE and
NSE, Global Listings on International Stock Markets, Share Price Face Value, Current Market Value, Annual High Low
Figures, P/E Ratio, Shareholding Pattern. (6)
5. Governance: Philosophy, Action taken by SEBI if any, Involvement in Scams, Insider Trading Issues, Standard &
Poor’s Corporate Governance Scores, CRISIL Rating. Major Awards and Achievements of the Organization in the last 5
years. Forward looking statements of the top management. (6)
Note:
1. Students should work in groups of 3 to 5 each under the guidance of a faculty.
2. Students shall carry out an indepth study of any THREE Organizations of their choice.
3. Organizations selected should demonstrate a variety across sectors, ownerships, size, and other key dimensions.
4. Students shall submit a structured detailed report.

1. No text books are prescribed.
2. The course has to be taught using the company annual reports and other publications, company website, social
media feeds, business newspapers and business data bases such as ACE equity, CRISIL database, etc.
Semester I 115 - Selling & Negotiations Skills Lab

CO115.1 REMEMBERING DESCRIBE the various selling situations and selling types.
CO115.2 UNDERSTANDING OUTLINE the pre-sales work to be carried out by a professional salesperson.
CO115.3 APPLYING IDENTIFY the key individuals involved in a real world sales process for a real
world product/ service / e-product / e-service.
CO115.4 ANALYSING FORMULATE a sales script for a real world sales call for a product/ service / e-
product / e-service.
CO115.5 EVALUATING DECONSTRUCT the pros and cons of sample real world sales calls for a product/
service / e-product / e-service.
CO115.6 CREATING DEVELOP a sales proposal for a real world product/ service / e-product / e-
service and for a real world selling situation.
1. Basics of Selling: Importance of Selling. Role in the context of organization – survival and growth. Types of
Selling - Different in selling situations, New business versus service selling, Newton’s classification of sales types,
McMurry & Arnold’s classification of selling types, Consumer indirect selling, Industrial selling, Missionary, Sales
Team/group selling Merchandising, Telesales, Franchise selling, International selling. (5)
2. Pre-Selling Work : Attributes of a Good Salesperson - Personality & physical characteristics, Enthusiasm,
Confidence, Intelligence, Self-worth, Knowledge- product, Competition, organization, market, customer, territory;
People Buy From People, Communication skills, Persuasive skills, Personal Diary, Time management, Managing Sales
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Documents and collaterals management. Fear Factor in Sales. Maximising Productivity in a Sales Role, Meetings and
Your Time, The Telephone - Social Media & Online Data Bases as a Sales Tools, Developing Your Script, Mailers, Pre-Call
Planning, Generating Appointments. (7)
3. Selling in Action: Identifying Key Individuals – Prospecting, Influencers and Decision Makers, Talking to the
Right Individuals, Making that Good First Impression, How to Win Friends and Influence People, Dale Carnegies Six
Principles of Relationship, What’s In It For Me?, Honesty and Integrity. (5)
4. Objection handling: Analyzing the Reasons for Objections, Seeing What We Can Do, Listen - Probe - Advise (L-
P-A), Exercise: Objection Handling, Uncovering Objections, Seven Types of Objections, Turning Objections into Selling
Opportunities. Selling Techniques: Cross Selling, Up Selling, Value Added (Suggestive) Selling, Advancing Opportunity,
Exceeding Customer Expectations, Giving Recognition. (6)
5. Sales Conversation, Negotiation & Closure: Starting a Quality Prospecting Conversation, Listeners Control
Conversations, Trial Closing, Creating an Opportunity: Situation vs Problem Questions, Difficulty Questions, Negative
and Positive Answer Questions, Directive Questions, Rhetorical Questions. Problems with Positional Bargaining, Opening
Up the Negotiation, Approaches to Better Negotiation, You Have Alternatives, Reverse Psychology in Negotiation. Sales
Proposals: How to Construct a Sales Proposal, Important Factors to Consider, Putting It All Together. (7)
Note:
1. The course should be delivered from a skills building perspective.
2. Principles should be supplemented by live exercises on personal selling

1. Selling & Sales Management, Geoffrey Lancaster & David Jobber, Macmillan India Ltd.
2. Negotiation: Communication for diverse settings, Michael L Spangle and Myra Isenhart, Sage South Asia Edition.
3. The Sales Bible: The Ultimate Sales Resource, Jeffrey Gitomer, Wiley India
4. How to win friends and influence People, Dale Carnegie
5. The Art of Closing the Sale, Brian Tracy, Pearson Education.

1. Sales Management, Bill Donaldson, Palgrave Publications
2. You can negotiate anything, Herb Cohen
3. Managing Sales Leads, Crocker and Obermayer, American Marketing Association
Semester I 116 - MS Excel

CO116.1 REMEMBERING SELECT appropriate menus and functions of MS Excel to Create, Format, Import,
Merge, Save, Print Spreadsheets & Charts using business data.
CO116.2 UNDERSTANDING SHOW how to do basic troubleshooting and fix mistakes most people make when
working with spreadsheets.
CO116.3 APPLYING USE various functions of MS Excel, Execute pivot table analysis, common (and
powerful functions), and different types of lookups (vlookup, hlookup, and
index/match).
CO116.4 ANALYSING ILLUSTRATE the use of the most commonly used data-manipulation commands in
MS Excel.
CO116.5 EVALUATING DERIVE insights from multiple data sources in MS EXCEL and work with it to
answer relevant business questions.
CO116.6 CREATING CREATE standard Excel Templates for routine business data management and
analysis activities.
1. Introduction to Spreadsheets - Understanding Microsoft Excel, Excel Workbook Windows, Basic Spreadsheet
Skills, Excel Help System, Opening and Closing Workbooks, Understanding Workbook File Formats, Creating New
Workbooks, Selecting Cells, Auto Sum and Auto Fill Function, Cell Referencing and Request, Formatting Cells, Formatting
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Numbers, Placing Cell Alignment, Cell, Rows and Columns, Understanding Worksheets, Editing, Copying and Moving
Cells, Page Layouts in Excel, Proofing Workbooks, Basic Options, Ribbons and Toolbar.(4)
2. Defining Names in Excel, Sorting Data, Using Excel Tables, Filtering Data in Excel, Understand Charts, Chart
Design Options and Tools, Chart Format Tools, Combo Charts, Functions within Excel, Understanding Date Function,
Information Functions, Logical Functions, Find and Replace, Headers and Footers, Adding Comments, Conditional
Formatting. (5)
3. Using Text to Columns, The Paste Special Function, Data Validation, Subtotals and Grouping, Consolidating
Data, Scenario Analysis, Data Tables in Scenario Analysis, What-if Analysis, Mats and Trig Functions, Text Functions in
Excel, Using Lookup Functions, Vlookups, HLookups, Match, Using Statistical Functions, Database Functions, Financial
Functions, Formula Auditing and Error Tracing, Hyperlinks in Excel, Linking Data, Understanding Pivot Tables, Using Pivot
Charts, Workbook Properties, Protecting and Sharing Worksheets, Data Encrypting and Finalising Workbooks,
Understanding Macros, Custom Number Formats in Excel, Using Custom Lists, Working with Templates, Tracking
Changes in Excel, Merging and Compare Excel Workbooks. (7)
4. Using Pivot tables – Slicers -Report Filters for basic analytics, Contact Management and Marketing With Excel,
Managing Customers, Vendors And Employees, Gaining Product And Service Insights, Sales reports using Excel,
Supervising Sales With Excel, Preparing Invoices, Assessing Account Aging, Analyzing Demographics, Creating Scheduling
And Marketing Calendars, Creating Standard Excel Templates for routine business data management and analysis
activities. (7)
5. Managing Money With Excel, Building & Tracking Budgets, Planning And Tracking Loans, Keeping Account
Registers, Creating Formulas for Financial Applications, PV, PMT, NPER, RATE, Creating Balance Sheet, Investment
Calculations, Depreciation calculations, Lab based Evaluation, Gauging Business Status with Excel, Configuring Cash Flow
Statements, Resolving Business Ratios, Creating Standard Excel Templates for routine business data management and
analysis activities. (7)
Note:
1. The entire course should be delivered in the computer lab in an application oriented manner.
2. Business Applications should be stressed rather than merely teaching Excel as a software.

1. Excel 2016 Bible, John Walkenbach, John Wiley & Sons
2. Excel: Formulas & Functions, Robert Dinwiddie
3. Excel 2007 for Dummies by Greg Harvey
4. New Perspectives on Microsoft Office Excel 2007
5. Microsoft Excel 2016 Step by Step, Curtis Frye
Semester I 117 - Business Systems and Procedures

CO117.1 REMEMBERING TABULATE the key elements of a typical business system and related work flow
procedures.
CO117.2 UNDERSTANDING EXPLAIN a business system and related procedures.
CO117.3 APPLYING PREDICT the fail points / bottle necks in a typical business process.
CO117.4 ANALYSING BREAK DOWN a business system into simpler components and explain the inter-
relationships.
CO117.5 EVALUATING DEVELOP a process based thinking approach.
CO117.6 CREATING CREATE standard operating procedures and flow charts / other visual
representations for typical business systems and processes.
1. Business Systems and Procedures: Concept and need - Characteristics of a good procedure. Writing a Standard
Operating Procedure (SOP)– Procedure Identification - Information Gathering–Interviewing – Analysis – Writing –
Implementation – Review- Identifying Fail Points - Fine-tuning. Process Mapping Tools – Aid Memoir – Flowchart – Swim
Lane Diagrams – Flow Charting Software – Using MS Word and Excel for Flowcharting - Case Studies. Re-engineering
information flow and paper flow – Process Mapping for Current and Future State Map.
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2. Systems Study: Process Mapping, Improvement and Writing SOP’s for an entire range of activities for a typical
business process in a manufacturing/ service organization. Students should visit appropriate organizations to study the
real life processes.
3. Detailed study of atleast FIVE Systems and underlying Procedures, such as: (list is illustrative only)
a) Attendance Recording System in a manufacturing / service organization.
b) Employee scheduling in a retail mall.
c) Facilities management and scheduling system in automobile workshop.
d) Inventory Management
e) Just in Time Inventory System in a manufacturing / service organization.
f) Kitchen Order Ticket (KOT) System in a Restaurant.
g) KYC verification system in a mutual fund house.
h) Loan approval system in a cooperative bank.
i) Maintenance system in a facility.
j) On-boarding of new employees in a manufacturing / service organization.
k) Payroll Management
l) Performance Appraisal system in a manufacturing / service organization.
m) Point of sale (POS) system in an organized retail store.
n) Purchase Order System in a manufacturing / service organization.
o) Quality Audit system
p) Receivables Management
q) Stock Taking system in a library.
r) Warehouse management system.
4. Presentation of individual/group projects
Suggested Text Book:

1. Business Process Management – A Rigorous Approach, Martyn A Ould , British Computer Society, First South
Asia Edition.
Semester I 118 - Managing Innovation

CO118.1 REMEMBERING DESCRIBE the key ideas relevant to innovation, intellectual property, business
models
CO118.2 UNDERSTANDING INTERPRET the various theories of innovation and EXPLAIN with examples the
types of innovation.
CO118.3 APPLYING EXPERIMENT WITH innovation as a systematic process and generate innovative
ideas for new products and services.
CO118.4 ANALYSING DISSECT contemporary start-up businesses for their business models, extent of
innovation, success and failure.
CO118.5 EVALUATING CREATE an inventory of product and process innovations for daily use consumer
products and routine business processes in a typical organization.
CO118.6 CREATING CREATE a potential list of innovation needs for India in the local, regional and
national context and ASSESS the likelihood of constructing a business model
around these needs in the current local, regional and national context.
6. Basics of Innovation: Concept of Innovation. Invention and Creativity - Role and relationship with innovation,
Product innovation and process innovation, Radical and incremental innovation, Technological innovation, commercial
or organizational Innovation, Characteristics of innovation in different sectors , Innovation in Indian context, Innovation
and Creativity, Jugad and innovation, Innovation in Current Environment- local, regional and national context. (4)
7. Economics and Management of Innovation: Schumpeter and creative destruction, The evolutionary theory of
Nelson and Winter, The model of the dynamic capabilities of David Teece, Porter and competitive advantages, The value
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chain, Drucker and the systematic innovation, Innovations diffusion, Speed, Adoption. Innovation and Knowledge, Tacit
and explicit knowledge, Knowledge as a public good. (5)
8. Models of Innovation – Static Models: Incremental versus Radical Innovation, Abernathy –Clark Model,
Henderson – Clark Model, Disruptive Technological Change Model, Innovation Value – Added Chain, Strategic
Leadership View, Familiarity Matrix, Imitability & Complementary Assets – Teece Model. Dynamic Models: Utterback –
Abernathy Model, Tushman – Rosenkopf technology Life Cycle Model, Foster’s S Curve.(7)
9. Instruments for Innovation: Challenges of Innovation, Innovation as a systematic practice, Steps of Innovation
Management, Learning Cycle, The roles of the innovator, Functional Sources of Innovation – Internal Value Chain,
Spillovers from Competitors, Suppliers, Customers and Complimentary Innovators, The generation of ideas:
brainstorming, Creativity, Divergent V/s Convergent Thinking, Design Thinking, Blue Ocean Strategy. Experimentation in
Innovation Management, Technology Innovation Process, Idea Championship, Participation for Innovation, Co-creation
for Innovation, Screening the innovative ideas, Proto typing to Incubation. (7)
10. Management and Marketing of Innovation: Innovation Management Planning, Technology Forecasting,
Innovation Sustainable Conditions, Management of Innovation, Concept of IPR. Creation of IPR, Types of IPR, Patents
and Copyrights, Patents in India. Business Models: What is a Business Model? The evolution of the business model, The
Business Model Canvas, Business Models and value proposition, Business Model Failure: Reasons and Remedies,
Incubators: Business Vs Technology, Future markets and Innovation needs for India. (7)

1. Innovation Management, Allan Afuah, Oxford Indian Edition.
2. Innovation Management, Shlomo Maital and D V R Seshadri, Response Books, Sage Publications, New Delhi.
3. Innovation: the attacker's advantage, Foster, Richard N., London, Macmillan.
4. Adair on Creativity and Innovation, Edited by Neil Thomas, Viva Books
5. Innovating at the Edge – How organizations Evolve and Embed Innovation Capability, Tim Jones, Butterworth-
Hienemann, South Asian Edition.
6. Managing Creativity & innovation, Harvard Business Essentials, Harvard Business School Press

1. The Innovator’s ToolKit , Harvard Business Press.
2. Fastrack to Success Innovation , Andy Bruce and David Birchall, Prentice Hall - Financial Times.
3. Getting to Innovation, Arthur B VanGundy, PHI – Eastern Economy Edition
4. Blue Ocean Strategy, Kim & Mauborgne
Semester I 119 - Foreign Language I

CO119.1 REMEMBERING RECALL and SPELL simple words in the foreign language
CO119.2 UNDERSTANDING TRANSLATE simple sentences from English to the foreign language and vice-versa.
CO119.3 APPLYING CONSTRUCT a dialogue, in the foreign language, for basic human interactions in a
social context.
CO119.4 ANALYSING TAKE PART IN an interaction in a non-business setting using the foreign language.
CO119.5 EVALUATING INTERPRET a short write up written in the foreign language.
1. Salutations: (a)To greet the people and say Good afternoon, Good Evening, Goodbye, ask name and say your
name, seek clarification and help, numbers from 1 to 10 (b)To say where you live. Describe your house and members of
your family. Weights and Measures, length & breadth, use of decimal system, area and volume. Cardinal numbers &
Ordinal Numbers. (c) Ask and give personal information, Nationality, profession and language, Numbers from 11 to 50.
To ask time by clock and by span, days of the week, months of the year. (6)
2. Conversation Skills: (a) To ask and express interests, Preferences; likes and dislikes; to invite, to accept the
invitation or to politely decline the invitation; hobbies and how to spend your leisure. (b) To talk about the weather; to
talk about the daily personal routine and related activities. Seasons & holidays in France/Germany/Japan. (c) To talk
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about clothing - size, colour, material. Purchase at a super market, modes of payment. To name and explain human
body to express common bodily ailments (fever, headache etc.) (6)
3. Geographical Description: (a) Country, location on the world map, borders and neighboring countries, ports
and industrial towns. (b) Information and clarification of places. Asking for directions to the public places. Modes of
Transport. Numbers 51 to 100 and 1000, 10,00,000 etc. (6)
4. Social: (a) Visit to a restaurant, to express agreement/disagreement; to ask for price/quantity. (b) To talk
about/express future actions, to plan a business trip with related requirements: hotel, tickets, car, Rent a car, places to
visit, traffic signs etc. Documents required like Passport, International Driving license, Insurance cover etc. (6)
5. Business: (a) To ask about personal past events, to narrate personal experience, to comprehend difference
between letters like Personal/Business Letters, telegram & e- mail; formats of Letter head and e mail. (b) Vocabulary
relating to the Transactions at the Post office, Bank, Insurance Company – personal, health, accident, marine, equivalent
terms of transaction – FOB, C.I.F, F.A.S, payment through Letter of credit. (6)
Note: Institute may offer any one of the following foreign languages to the students: SPANISH / FRENCH/ GERMAN/
JAPANESE / CHINESE

Relevant Standard Text Books, Videos, Audio CDs.
Semester II 213 - Written Analysis and Communication Lab

CO213.1 REMEMBERING DESCRIBE stages in a typical communication cycle and the barriers to effective
communication.
CO213.2 UNDERSTANDING SUMMARIZE long essays and reports into précis and executive summaries.
CO213.3 APPLYING USE Dictionary and Thesaurus to draft and edit a variety of business written
communication.
CO213.4 ANALYSING EXAMINE sample internal communications in a business environment for potential
refinements.
CO213.5 EVALUATING COMPOSE variety of letters, notices, memos and circulars.
1. Written Communication: Different types of communication like letters, memos, reports, fax, email,
presentations and multimedia, choosing the means of communication, stages in communication cycle, Barriers to
effective communication, communication systems. (5)
2. Writing Techniques: Rules of good writing, adaptation and selection of words, masculine words, writing with
style- choosing words with right strength and vigor, using a thesaurus, writing effective sentences, developing logical
paragraphs, Précis writing, Developing coherent paragraphs, overall tone, drafting, editing and finalizing the business
letters. Planning the persuasive message, common types of persuasive requests, principles of persuasive
communication. Reformulating and summarizing - What is a summary? Using synonyms & antonyms, reducing phrases,
guidelines for writing summaries, business summaries Comprehension: using a dictionary, grammatical precision,
(phonetics), contextual clues, guidelines for comprehension. (7)
3. Recruitment and employment correspondence: Application letter, curriculum vitae, interview, references,
offer of employment, job description, letter of acceptance, letter of resignation, writing routine and persuasive letters.
(6)
4. Internal Communications: Memoranda, meetings - agenda and minutes, Writing memos, circulars, notices and
emails. Positive and negative messages such as Letter of Appreciation, Letter of Congratulations, Warning Letter, Show
Case Notice. Writing Follow up letters and reminders, Writing Sales letters, collection letters, Poster Making. Report
writing - What is a report , Objectives of report, types of report, Report Planning, Types of Reports, Process, Structure
and Layout, planning, Nature of Headings, Ordering of Points, Logical Sequencing, Graphs, Charts, Writing an Executive
Summary, List of Illustration, Technique of writing a report, characteristics of business reports. (6)
5. External Communications: Public notices, invitations to tender bid, auction, notices, etc. Writing business
proposals, Preparing Press Release and Press Notes. (6)
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Note:
1. The entire course should be delivered in a workshop and application oriented manner. It is expected that not more
than 10 to 15% of the time should be devoted to the theoretical aspect.
2. Workbooks should be prepared that comprehensively cover major situations of managerial communication and
should be handed over to the students right at the beginning of the course.
3. Students should be asked to submit the completed workbooks at the end of the term.

1. Business Communication Today, Bovee C L et. al., Pearson Education
2. Business Communication, P.D. Chaturvedi, Pearson Education
3. Business Communication, T N Chhabra, Bhanu Ranjan, Sun India
4. Verbal and Non-Verbal Reasoning, Prakash, P, Macmillan India Ltd., New Delhi
5. Objective English, Thorpe, E, and Thorpe, S, Pearson Education, New Delhi

1. Communication Skills for Effective Management, Hargie et. al., Palgrave
2. Communication for Business, Tayler Shinley, Pearson Education
3. Technical Communication, Anderson, P.V, Thomson Wadsworth, New Delhi
4. The Oxford Guide to Writing and Speaking, John Seely, Oxford University Press, New Delhi
5. Dictionary of Common Errors, Turton, N.D and Heaton, J.B, Addision Wesley Longman Ltd.
Semester II 214 - Industry Analysis - Desk Research

CO214.1 REMEMBERING DESCRIBE the key characteristics of the players in an industry.
CO214.2 UNDERSTANDING SUMMARIZE the management ethos and philosophy of the players in the industry.
CO214.3 APPLYING DEMONSTRATE an understanding of the regulatory forces acting on the industry.
CO214.4 ANALYSING COMPARE and CONTRAST, using tables and charts, the market and financial
performance of the players in an industry.
CO214.5 EVALUATING ASSESS the impact of recent developments on the industry and its key players.
CO214.6 CREATING PREDICT the future trajectory of the evolution of the industry in the immediate
future (1 to 3 years).
1. Industry Analysis – the Basics: Nature of the Industry, Players in the industry, Nature of competition, Market
shares of top 5 & bottom 5 players, Possible Classification of players into Leaders, Challengers, Followers, Nichers,
Positioning & Differentiation strategies of key players. Branding strategies, Pricing Policies, Cartelization if any and
comments thereon, Capacity analysis – total capacity of the industry and break up capacity amongst key players,
Current Capacity Utilization rates, Planned future capacity additions, Geographical spread of plants/facilities/ capacities
(Domestics as well as Global), Demand Supply balance in the industry – at global, national and regional level, Key factors
affecting demand, Key supply side constraints, Professional Trade bodies of the Industry, Business Functions carried out
Online by the key players. Online presence of the players, Incremental Innovations in the industry, Disruptive
Innovations in the industry. (5)
2. Promoters & Management Ethos: Background of promoter groups of top 5 and bottom 5 players in the
industry, Management ethos and philosophy, Brief profiles of CMDs, CEOs, and key top management personnel with
their career highlights, Detailed profile of one distinguished top management personnel each from any two players in
the Industry, CSR policy, Corporate Governance Initiatives, Initiatives towards social inclusion, Initiatives towards
environment conservation. (5)
3. External Environment: Controlling ministry and / or regulator if any for the Industry, Regulatory Policies at the
state, national and global level and their impact on the industry as a whole with analysis of impact on top 5 players and
bottom 5 players, Key National and Global issues affecting the industry, Key initiatives by the Government to promote
the industry, Environmental issues, CSR initiatives, Regulatory actions against the players for e.g. Action by SEBI,
Competition Commission of India, MTRP Commission, FDA, etc. against irregularities , legal violations if any. (5)
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4. Financials: Profitability, Revenues, Margins of top 5 & bottom 5 players over the last 5 years and
trends/changes therein, Sick players if any and their turnaround strategies, if any, Key factors contributing to costs,
Ratio analysis of financial data for last 5 years for top 5 and bottom 5 companies in the industry. (5)
5. Recent Developments: Impact of key relevant provisions of the latest Fiscal policy on the industry and various
players therein, Analysis of Key relevant provisions of latest Exim Policy in case of industries that are focused on Global
Markets for exports or industries that have significant import components, Key Alliances in the past 5 years and their
performance & impact on other players in the industry, Mergers & Acquisitions, if any. Technological developments,
Labour unrest if any – reasons thereof and impact on the particular player and the industry as a whole, emerging first
generation entrepreneurs, if any, in the industry, Corporate wars & feuds in the industry, if any. (5)
Note:
1. Students should work in groups of 3 to 5 each under the guidance of a faculty.
2. Students shall carry out an indepth study of any TWO industries of their choice.
3. Industries selected should be distinct from each other.
4. Students shall submit a structured detailed report.

1. No text books are prescribed.
2. The course has to be taught using the company annual reports and other publications, company website, social
media feeds, business newspapers and business data bases such as ACE equity, CRISIL database, etc.
Semester II 215 – Entrepreneurship Lab

CO215.1 REMEMBERING IDENTIFY a basket of potential business opportunities in the local, regional or
national context.
CO215.2 UNDERSTANDING COMPARE and CONTRAST the shortlisted business opportunities to SELECT the
most suitable / promising opportunity.
CO215.3 APPLYING DEVELOP a business model around the shortlisted business opportunity.
CO215.4 ANALYSING FORMULATE the organization structure for the proposed start up
CO215.5 EVALUATING EVALUATE the market potential and ESTIMATE the financing requirements for the
initial 1 to 3 years after launch.
CO215.6 CREATING CREATE a proposal for funding the start up.
This course provides a hands-on experience to the students to convert and apply theoretical and conceptual knowledge
about entrepreneurship into practical entrepreneurship. During the course, students shall identify and evaluate a new
business opportunity (which may be supplied by an entrepreneur or innovator in the nearby region.)
Students shall work in a group, of not more than 5 students, on a real-life business case.
Scope of the work expected:

1. Business Model Designing
2. Business Plan Designing
3. Financial Planning
4. Prototype Making
5. Test Marketing
6. Planning Commercial Launch.

1. New Venture Management: The Entrepreneur's Roadmap (Entrepreneurship Series), Donald F. Kuratko and Jeffrey
S. Hornsby, Pearson
2. The Manual for Indian Start-ups: Tools to Start and Scale-up Your New Venture, Vijaya Kumar Ivaturi, Meena
Ganesh, Penguin Random House India.
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3. Managing New Ventures, Anjan Raichoudhuri, Prentice-Hall of India Pvt.Ltd
4. Develop Your Idea!: Get Off to a Flying Start With Your Startup. Guided Exercises, Templates & Resources for
Exploring New Business Ventures, K. N. Kukoyi
5. Managing Small Business by Longenecker, Moore, Petty and Palich, Cengage Learning, India Edition.
6. Entrepreneurship: New Venture Creation by David H. Holt
7. The Dynamics of Entrepreneurial Development & Management by Desai, Vasant , Himalaya Publishing House,
Delhi
8. Entrepreneurship and Small Business Management by Siropolis
9. Lead like an Entrepreneur by Neal Thornberry

1. Fundamentals of Entrepreneurship, Nandan H, PHI
2. Cases in Entrepreneurship by Morse and Mitchell, Sage South Asia Edition.
3. Entrepreneurship – Indian Cases on Change Agents by K Ramchandran, TMGH.
4. Entrepreneurship – The engine of growth, edited by Mark Rice and Timothy Habbershon, Published by Praeger
Perspectives.
5. Entrepreneurship: Theory, Process and Practice by Kuratko, D.F. & Hodgetts, R.M. Thomson Press.
6. Entrepreneurship Development: Small Business Enterprises by Charantimath, P. , Pearson.
7. A Guide to Entrepreneurship by David, Otes , Jaico Books Publishing House, Delhi.
8. Indian Entrepreneurial Culture by A Gupta , New Age International.
9. Make The Move: Demystifying Entrepreneurship by Ishan Gupta, Rajat Khare
Semester II 216 - SPSS

CO216.1 REMEMBERING IDENTIFY the key menus of SPSS and DESCRIBE their functionality.
CO216.2 UNDERSTANDING EXPLAIN the main features of SPSS
CO216.3 APPLYING MAKE USE OF various tools to manage date, describe data and display graphical
output using SPSS.
CO216.4 ANALYSING ANALYSE data using various statistical tests of SPSS
CO216.5 EVALUATING INTERPRET and EXPLAIN the outputs from SPSS
CO216.6 CREATE DESIGN, DEVELOP and TEST advanced multivariate models using SPSS.
1. Overview: SPSS Environment, Introduction to various menus, Data file, Output file, Frequently –used dialog
boxes, Editing output, Printing results. Creating and editing a data file – Variable and data view, Value Labels.
2. Managing Data: Listing cases, replacing missing values, computing new variables, recording variables, exploring
data, selecting cases, sorting cases, merging files, splitting files, Visual Binning. Frequencies: Frequencies, bar charts,
histograms, percentiles. Descriptive Statistics: Measures of central tendency, variability, deviation from normality, size
and stability. Cross Tabulation and chi-square analyses, The means Procedure. Graphs: Creating and editing graphs and
charts
3. Bivariate Correlation: Bivariate Correlation, Partial Correlations and the correlation matrix. The T-test
Procedure: Independent –samples, paired samples, and one sample tests. Non Parametric Tests: ChiSquareTest, 1
sample test, 2 independent samples test, k independent samples, 2 related samples test, k related samples.
4. One Way ANOVA Procedure: One way analysis of variance, General Linear model: Two –way analysis of
variance, General Linear model: three –way analysis of variance and the influence of covariates
5. Advanced Tools: Simple Linear Regression , Multiple regression analysis. Multidimensional scaling, Reliability
Analysis, Factor analysis, Cluster analysis.

1. Discovering Statistics Using SPSS, by Andy Field A, SAGE
2. How to Use SPSS: A Step-By-Step Guide to Analysis and Interpretation by Brian C. Cronk
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Semester II 217 - Foreign Language II

CO217.1 REMEMBERING LISTEN to simple audio-visual recordings in the foreign language.
CO217.2 UNDERSTANDING TRANSLATE simple letters from English to the foreign language and vice-versa.
CO217.3 APPLYING CONSTRUCT a business email, in the foreign language.
CO217.4 ANALYSING TAKE PART IN an interaction in a business setting using the foreign language.
CO217.5 EVALUATING COMPOSE a covering letter and resume in the foreign language.
1. Listening: Understand Simple Questions and Instructions. Reading: Understand Single Words and Sentences
but also Signposts, Signs and Posters. Speaking: Provide Short Information about the Job and the Person. Writing: Fill in
Forms and Provide Information About Name, Address, Nationality etc. (6)
2. Listening: Understand Information about the Person and the Work. Reading: Understand Simple Letters,
Appointments, Invitations and Information in Short Texts. Speaking: Answer Simple Questions About One's Working
Field. Writing: Write Faxes and e-mails. (6)
3. Listening: Understand Standard Information Related to the Working Field. Reading: Understand Standard
Letters and Texts about Working Processes and Product Descriptions. Speaking: Provide Information about the Job, the
Departments, the Company, the Products and Processes in a Conversation or on the Phone. Writing: Answer Standard
Inquiries, Make Quotations, Write Short Texts with a Familiar Content, Possibly Give Some Explanation and Answer
Simple Questions. (6)
4. Listening: Understand Complex Information Related to the Working Field in Meetings, Discussions and at
Presentations. Reading: Understand Reports and Contracts with a Company-related Content. Speaking: Describe and
Explain Work Processes and Projects. Report on Meetings and Presentations. Explain Concepts and Clarify
Misunderstandings. Writing: Write Formal Standard Letters and Texts about One's Field of Expertise. Explain a Graphic
and Reflect the Content. (6)
5. Grammar: Future tense, imperfect tense, degrees of comparison, imperative mood. Script, Letters of alphabet,
accents, sounds of groups of letters, punctuation marks, articles, nouns, sing./Pl , genders; mas. /fem. Structure of
sentences & types like affirmative, negative interrogative & negative interrogative, Verbs: classes of verbs and
conjugation patterns, Pronominal verbs; Present tense, The idea of auxiliary verb; prepositions; pronouns- subject,
interrogative, relative, possessive, emphatic ; adjectives, adverbs. (6)
Note: Institute may offer any one of the following foreign languages to the students: SPANISH / FRENCH/ GERMAN/
JAPANESE / CHINESE

Relevant Standard Text Books, Videos, Audio CDs
Foundation Courses (Elective) - Semester I & II
Semester I FOU – 001: Elementary English

1 Credit LTP: 0:2:0 Foundation Course (Elective)
CO-FOU001.1 REMEMBERING LABEL the different parts of a sentence, correctly SPELL and PRONOUNCE
the words in common usage and effectively LISTEN to short AV material
(English).
CO-FOU 001.2 UNDERSTANDING PARAPHRASE published written and audio visual content (English) in own
words.
CO-FOU 001.3 APPLYING CONSTRUCT short paragraphs and essays (English) for a specified task, to
elicit, to select, to describe, to summarize information.
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CO-FOU001.4 ANALYSING TAKE PART IN conversations using general, social and professional (English)
language.
CO-FOU001.5 EVALUATING CHECK written and audio visual content (English) for grammatical
correctness.
CO-FOU001.6 CREATING SUBSTITUTE right words / terms / phrases in a compiled text.
1. Fundamental grammatical structures and functions - sentence types, tenses, voice, parts of speech, word
order, expressing possibility, obligation, necessity, prohibition, criticism; expressing preferences, making
assumptions; asking for/ refusing/giving permission; making offers, suggestions, punctuation, etc. (3)
2. Building fundamental vocabulary - to fulfill the above mentioned functions in roles, topics and discussions,
synonyms, antonyms, homonyms, homophones, using dictionary, using thesaurus. (3)
3. Listening – short AVs in English, understanding the gist, the main points, look for detail or specific information,
deduce the meaning. (3)
4. Reading material - reading various common place publications, using different strategies for different reading
purposes, identifying the main points in a text, looking for detail, locating specific information in a text,
understanding a text structure, right pronunciation, etc. (3)
5. Conversation on different topics - people, jobs, places to visit, festivals/celebrations, eating habits, attire,
current affairs – popular personalities, disasters/accidents, politics, technology, sports/hobbies, environment,
education, entertainment, transport, crime, etc. (3)

1. English Grammar and Composition, Wren & Martin, S. Chand Publishing
2. Word Power Made Easy, Norman Lewis
Semester I FOU – 002: Elementary Mathematics and Statistics

CO-FOU002.1 REMEMBERING MEMORIZE and REPRODUCE all basic formulae covered in the syllabus.
CO-FOU002.2 UNDERSTANDING EXPRESS numbers in various forms such as fractions, percentages,
equivalent simplest fractions.
CO-FOU002.3 APPLYING CALCULATE Percentages, Profit & Loss, Simple & Compound Interest,
frequency, cumulative frequency, basic areas and basic volumes.
CO-FOU002.4 ANALYSING ILLUSTRATE relationships using direct and inverse proportion, simple
graphs, linear and quadratic equations.
CO-FOU002.5 EVALUATING INTERPRET basic statistical data, graphs, and venn diagrams.
CO-FOU002.6 CREATING CREATING and SOLVING simple simultaneous equations.
1. Numbers: Integers and fractions, squares, cubes, square roots and cube roots by prime factorization, negative
numbers; Examples of very large and very small numbers such as million/billion/trillion, positive, negative, zero
and fractional indices, laws of indices. (1)
2. Preliminary Mathematics: HCF & LCM, Ratio & Proportion, Problems based on Ages. (2)
3. Ratio, rate and proportion: Ratios involving rational numbers, writing a ratio in its simplest form, average rate,
direct and inverse proportion, problems involving ratio, rate and proportion (1)
4. Fractions & Percentages : Expressing one quantity as a percentage of another, comparing two quantities by
percentage, percentages greater than 100%, increasing/decreasing a quantity by a given percentage, reverse
percentages, problems involving percentages (1)
5. Mathematical Operations for Business: Percentage, Profit & Loss, Simple & Compound Interest. (1)
6. Time and Number related Mathematical operations: Time & Work, Time, Speed & Distance, Number System,
Permutation, and Series. (2)
7. Basic Statistics: Classification and tabulation of data, presentation of data, graphical presentation of data by
frequency curve, frequency polygon, ogives, histogram. (2)
8. Set Theory: Basic concepts, Venn diagrams, interpretation. (2)
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9. Trigonometry : Basic Trigonometry, Area and Volume. (1)
10. Equations: Simultaneous Equations, Quadratic Equations. (2)
References:
1. Rajagopalan and Sattanathan, Business Mathematics
2. Praveen, R. V., Quantitative Aptitude and Reasoning, PHI Learning
3. Goon Gupta and Das Gupta, Fundamentals of Statistics, Vol. 1, The World Press Pvt. Ltd., Kolkata.
4. Sharma, Arun, How to prepare for Quantitative Aptitude for the CAT, Tata McGraw Hill
Semester I FOU – 003: Elementary Business Economics

CO-FOU003.1 REMEMBERING ENUMERATE the basic terms covered in the syllabus.
CO-FOU003.2 UNDERSTANDING INTERPRET the historical trends in key economic data from a managerial and
business perspective.
CO-FOU003.3 APPLYING MAKE USE OF key Government and Non-Government economic publications
to gather insights from a managerial and business perspective.
CO-FOU003.4 ANALYSING ILLUSTRATE broad inter-relationships between various economic parameters

within the national context and global context.
CO-FOU003.5 EVALUATING EXPLAIN the role and objectives of Monetary and Fiscal policy.
CO-FOU003.6 CREATING HYPOTHESIZE the expected short term trends of key economic indices.
1. Concept of Economic Development, Concept of emerging, developed and developing economy, Concept of PPP
(1)
2. Economic Map of the Globe, Economic map of India. (1)
3. Reserve Bank of India – composition, role, functions. (1)
4. Economic Survey of India - Role, Scope, Objectives, Sections, Key highlights of last Economic Survey. (1)
5. Union Budget - Role, Scope, Objectives, Sections, Key highlights of last Union Budget, Concept of Fiscal Deficit,
Combined Fiscal Deficit. (1)
6. Monetary Policy – Concept, Frequency, MPC - Role, Scope, Objectives of Monetary Policy, Key highlights of last
few Monetary Policy statements, impact – sentimental and material on economy. (1)
7. Key Economic Indicators – Inflation, IIP, GDP, CRR, Bank Rate, Exchange Rate, Unemployment rate, Ease of doing
business index, etc. (1)
8. Inflation – Concept, CPI, WPI, Composition, Changes over time, Trends, Usage in policy making, Implications of
high and low CPI, WPI. (1)
9. Exchange rates – Concept, USD – INR, Euro – INR, Yuan – INR, Renminbi – INR, Key trends and influencing factors.
(1)
10. GDP – Composition, Trends. (1)
11. Key Stock Markets & Stock Indices – Sensex, Nifty, Sectoral Indices in India, Global Indices - European Indices,
American Indices, Asian Indices. (1)
12. Commodity Markets – Crude, Precious Metals, Industrial Metals, Agro Commodities, MCX, NCDEX. (1)
13. Direct & Indirect Taxes – Concept of Direct Tax, Indirect Tax, Income Tax, Wealth Tax, GST. (1)
14. Key Sources of Data – Census, CSO, Niti Aayog, Different Ministries of Government of India, CRISIL, NCAER, Credit
Rating Agencies. (1)
15. Introduction of G7, G 20, BRICS, ASEAN, SAARC, EuroZone, PIIGS, ADB, WB, etc. (1)

1. Indian Economy , Dutt R and Sundharam K.P.M, S .Chand, Delhi
2. Indian Economy, Agarwal A. N., Vikas Publishing House, Delhi
3. Indian Economy, Misra S.K. and Pury V.K., Himalaya Publishing House, New Delhi
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Semester I FOU – 004: Elementary Accounting
CO-FOU004.1 REMEMBERING DESCRIBE the basic accounting terminologies and concepts covered in the
course syllabus.
CO-FOU004.2 UNDERSTANDING EXPLAIN the concepts covered in the course syllabus.
CO-FOU004.3 APPLYING APPLY concepts covered in the course syllabus to accurately do the
required calculations.
CO-FOU004.4 APPLYING DETERMINE the key elements of business transactions and complete their
accounting.
CO-FOU004.5 EVALUATING DESIGN and OPERATE the entire accounting process (from entry to Balance
- Sheet) for any given transaction.
1. Basic Concepts and Terminologies –Business Transaction, Meaning and Scope of Book Keeping and Accountancy,
Importance of Book Keeping and Accountancy, Basic Terminologies related to Book Keeping and Accountancy,
Classification of Accounts, Principle of Double Entry and Golden Rules of Accounting. (3+1)
2. Journal Entries – Preparation of Journal and passing journal entries (2+1)
3. Ledger Posting & Balancing – Preparation of Ledger Accounts, Posting the journal entries in the ledger accounts,
Ledger Accounts Balancing and Interpretation of Ledger Account Balances. (2+1)
4. Trial Balance – Preparation of Trial Balance and Importance of Trial Balance in Accounting Process. (1+1)
5. Final Accounts of Sole Proprietor –Trading Account, Profit & Loss Account and Balance Sheet without
adjustments. (2+1)

1. T.S. Grewal’s Double Entry Book Keeping
2. Taxmann’s Fundamentals of Accounting (CA CPT), CA D.G. Sharma
3. Book Keeping and Accountancy, Ainapure and Ainapure
4. Managerial Accounting, Dr. Mahesh Abale and Dr. Shriprakash Soni

1. Financial Accounting for Management: Shankarnarayanan, Ramanath- CENGAGE Learning
2. Financial Accounting for Managers, Sanjay Dhmija, Pearson Publications
3. Accounting For Managemen, Jawahar Lal
4. Accounting, Shukla Grewal
Semester I FOU – 005: Elementary Information Technology

CO-FOU005.1 REMEMBERING DESCRIBE various components of a computer, network.
CO-FOU005.2 UNDERSTANDING EXPLAIN the characteristics and usage of various elements of a computer, a
network and operating systems.
CO-FOU005.3 APPLYING USE various input, output, memory and local network devices.
CO-FOU005.4 ANALYSING TEST and do basic troubleshooting of a standalone desktop or desktop
connected to a network.
CO-FOU005.5 EVALUATING EXPLAIN basic terminology related to data and information.
CO-FOU005.6 CREATING DISCUSS emerging trends in IT.
1. Computer Basics: Introduction, Evolution of Computers, Computer Generations, Classification of Computers,

Computer Applications. Computer Organization, Memory and Storage - Basic Computer Organization (a) Input devices -
keyboard, voice devices, scanner, MICR, OMR, Bar code reader, digital camera, etc. (b) Output devices - Visual Display
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Unit, printers, plotters, Audio Output, etc.(c) Memory or Storage Devices – Memory or Storage Unit - Physical Devices
Used as Storage Cells, Random Access Memory, Read Only Memory, Secondary Storage, Compact Disk Read Only
Memory, Flash Memory, Archival Storage, etc. (d) Central Processing Unit. Basic trouble shooting. Connecting a desktop,
laptop to LCD, printer, etc. (4)
2. Computer Software: Introduction, System Software, Application Software, Software Installing and Uninstalling,
Booting, Software Development Steps, Programming Languages - Classification of Programming Languages. Operating
System - Introduction, Role and functions of Operating System, Working Knowledge of GUI Based Operating System,
Use of menus, tools and commands of windows operating system, File Handling and Management. (4)
3. Computer Networks: Overview of Computer Network, Types of computer networks (LAN, WAN and MAN),
Network topologies, Components of computer networks (servers, workstations, network interface cards, hub, switches,
cables, etc.) Internet and its Tools - Introduction, Internet Evolution, Basic Internet Terminology, Data over Internet,
Modes of Data Transmission, Types of Networks, Types of Topologies, Protocols used in the Internet, Getting Connected
to Internet Applications, Internet Applications, Computer Ethics. (3)
4. Information Technology Basics: Introduction, Data and Information, Types of Data, Need for Information
Storage and Processing, (2)
5. Emerging Trends in IT: Introduction, Electronic Commerce, Electronic Data Interchange, Smart Cards, Mobile
Communications, Internet Protocol TV. (2)

1. Computers Today, Basandra SK, Galgotia.
2. Fundamentals of Information Technology, Leon, Vikas
3. Information Technology: Inside and outside, Cyganski, Pearson
4. Computer Applications in Management, Kakkar DN, Goyal R, New Age
5. Information Technology for Management, B Muthukumaran, Oxford University Press
Semester I FOU – 006: Elementary Business Etiquette

CO-FOU006.1 REMEMBERING DEFINE terms and concepts used to describe appropriate business
etiquette attitudes and behaviors.
CO-FOU006.2 UNDERSTANDING EXPLAIN what is meant by business etiquette and how it impacts the
workplace.
CO-FOU006.3 APPLYING DEMONSTRATE appropriate behaviors within specific business situations.
CO-FOU006.4 ANALYSING TAKE PART IN professional business meetings and real & virtual business
conversations.
CO-FOU006.5 EVALUATING DETERMINE the right attire for business, casual and multicultural events.
CO-FOU006.6 CREATING PLAN a professional business meeting and a business meal.
1. Professionalism at Work: Making a good first impression, understanding the mechanics of human perception,
being aware of elements in image building, developing a culture of excellence, basic understanding of acceptable
attitudes and mannerisms at work, the role of Good Manners in Business? Disability Etiquette - Basic disability Etiquette
practices, Courtesies for wheelchair users, Courtesies for blind or visually impaired, Courtesies for the deaf, People with
speech impairments. Multi-cultural challenges, Multi-cultural etiquette, Cultural differences and their effect on business
etiquette, Select Cultural Highlights (5)
2. Body Language at Work: Non verbal communication, the ‘smile’ factor, building posture, facial expressions and
eye contact, gestures for effective communication. (3)
3. Business Etiquette Basics: Introduction to business etiquette - The ABCs of etiquette Meeting and greeting
scenarios, Enduring Words, Making introductions and greeting people, Greeting Components, The protocol of shaking
hands, Introductions, Introductory scenarios, Addressing individuals, Networking for business, Business card protocol,
Managing your business voice, Speaking Diplomatically, Managing Question and Answer Sessions Effectively -
Anticipatory Q & A, Dealing with hostile questions, Reframing principles, Case Studies and Practice, Cell phone
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Etiquette, Voice Mail Etiquette, Internet & email etiquette, Internet usage in the workplace, Email, Netiquette, Online
chat, Online chat etiquette, Online chat etiquette guidelines. (5)
4. Dining Etiquette: Planning a meal, issuing invitations, How to proceed through a receiving line, seating
guidelines, navigating a place setting, appropriate table manners. (1)
5. Business Attire & Professionalism: Dressing sense, selecting the right clothing for a business wardrobe,
Business style and professional image, Dress code, Guidelines for appropriate business attire, Grooming for success,
Guidelines for appropriate business attire, Multicultural dressing, Making-up basics. (1)
Suggested Text books:

1. The Essentials of Business Etiquette: How to Greet, Eat, and Tweet Your Way to Success, Barbara Pachter
2. Modern Manners: Tools to Take You to the Top, Dorothea Johnson and Liv Tyle
3. Business Etiquette: 101 Ways to Conduct Business with Charm and Savvy, Ann Sabath
4. Indian Business Etiquette, Raghu Palat, Jaico Publishing
5. Business Etiquette: A Guide for the Indian Professional, Shital Kakkar Mehra
Semester II FOU – 007: Elementary MS Word

CO-FOU007.1 REMEMBERING SHOW basic menus of MS WORD on the screen and RECALL the
functionality.
CO-FOU007.2 UNDERSTANDING DEMONSTRATE the use of formatting, layout and printing tools of MS Word
to create professional word documents.
CO-FOU007.3 APPLYING APPLY the viewing, referencing tools of MS Word.
CO-FOU007.4 ANALYSING ILLUSTRATE the use of reviewing tools for collaborative MS word documents.
CO-FOU007.5 EVALUATING DESIGN and execute Mail merged documents.
CO-FOU007.6 CREATING COMPILE a professional report using templates, Tables, Table of contents,
referencing, headers, footers and page numbers.
1. Introduction to MS WORD, The Screen and its Elements, The Office Button, Quick Access, The View Buttons, Print
Layout, Full Screen Reading, Web Layout, Outline , Draft, Zoom, The Status Bar, Creating a New Document,
Starting on a New Blank Document, Templates, Writing and Simple Formatting - Simple formatting, Formatting
with Styles, Customising Styles. (3)
2. Pictures and Graphics, Pictures, Insert a Picture from a File, Adjusting Picture Size, Positioning and Text
Wrapping, Captions, Cross-References to Characters, Pictures and Headlines, Clip Art, SmartArt, Excel Charts,
Create a New Excel Chart in Word, Insert a Chart from an Excel Project File, Tables Tools, Illustrations, Equations,
Symbols. (3)
3. Tables of contents and other references - Create a table of contents, Edit a citation placeholder, Create a
bibliography, Foot note & End Note, Captions & Index, Mail Merge – Preparation, Retrieving Merge Data,
Complete the Merge. (3)
4. Page Layout, Margins, Adjusting the Margins, Page Setup, Setting Page Size, Orientation, Columns, Sections, Page
Header and Footer, Tabs (tabulators), Page Numbers, Links, Page breaks and section breaks, Applying Multiple
headers, Checking Spelling, grammar, and thesaurus. (3)
5. Collaboration - Protect your document with passwords, permission, and other restrictions, Tracking changes and
comments - Turn track changes on or off, Review tracked changes and comments. (3)

1. Microsoft Word 2016 Step by Step, Joan Preppernau
2. Microsoft Word 2016 Introduction Quick Reference Guide - Windows Version (Cheat Sheet of Instructions, Tips
and Shortcuts, Lamina
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Semester II FOU – 008: Elementary MS Powerpoint
CO-FOU008.1 REMEMBERING SHOW basic menus of MS Powerpoint on the screen and RECALL the
functionality.
CO-FOU008.2 UNDERSTANDING DEMONSTRATE the use slide management, slide layout and reviewing tools
of MS Powerpoint to create professional presentations.
CO-FOU008.3 APPLYING USE tables, charts, smart art, animation and references in a powerpoint
presentation.
CO-FOU008.4 ANALYSING ILLUSRATE the various modes of delivery of the final powerpoint
presentation.
CO-FOU008.5 EVALUATING DEVELOP custom themes and customize slide masters and layouts.
CO- FOU008.6 CREATING COMPILE a professional powerpoint presentation using templates, tables,
images, hyperlinks, animation, templates, headers, footers and slide
numbers, etc.
1. Get started with PowerPoint: PowerPoint basics, Start PowerPoint, Work in the PowerPoint user interface,
Create and manage presentations, Open and navigate presentations , Display different views of presentations, Change
the display of content, Display and edit presentation properties, Save and close presentations, Compatibility with earlier
versions, Create and manage slides , Add and remove slides, Insert new slides , Copy and import slides and content,
Hide and delete slides, Divide presentations into sections, Rearrange slides and sections, Apply themes, Change slide
backgrounds. (4)
2. Editing and Managing Text: Insert and manage slide text, Enter and edit text, Insert nonstandard characters,
Add supplementary text to slides, Insert equations, Add a slide footer, Move, copy, and delete text, Format text
placeholders, Format characters and paragraphs, Apply WordArt text effects, Configure AutoCorrect options, Check
spelling and choose the best wording, Find and replace text and fonts. (5)
3. Tables, Shapes and Charts: Present text in tables, Insert tables, Format tables, Modify table structure, Embed
and link to Excel content, Insert and manage visual elements, Insert and manage simple graphics, Insert, move, resize,
edit and format pictures, Draw and modify shapes, Draw and add text to shapes, Locate additional formatting
commands, Move and modify shapes, Format shapes, Connect shapes, Capture and insert screen clippings, Create a
photo album. Create and manage business graphics, Create diagrams, Sidebar: Picture diagrams Modify diagrams,
Format diagrams, Create charts, Modify charts, Manage chart data, Modify the display of chart elements, Pie charts,
Format charts, and Custom chart templates. (6)
4. Animation: Add sound and movement to slides Animate text and pictures on slides, Customize animation
effects , Bookmark points of interest in media clips, Add audio content to slides, Add video content to slides, Compress
media to decrease file size, Hyperlink to additional resources, Add and manage slide transitions. (5)
5. Finalize presentations: Create custom presentation elements, Create custom themes, Customize slide masters
and layouts, Save custom presentation templates, Save and share presentations, Save presentations in other formats,
Share presentations from PowerPoint, Restrict access by using passwords, Add and review comments, Coauthor
presentations. Review presentations , Add notes, Configure slides for presentation or printing , Inspect and finalize
presentations, Print presentations and handouts, Prepare and deliver presentations, Adapt presentations for different
audiences, Rehearse a presentation and set slide timings, Prepare presentations for travel, Present slide shows, Start
the slide show, Use the slide show tools. (5)

1. Microsoft PowerPoint 2016 Step by Step, Joan Lambert
2. Microsoft PowerPoint 2016 Made Easy: A Step-by-Step Guide for PC Users, Dr. Harold Lloyd Fisher Jr., Kymitra L.
Fisher (Editor)
3. Exploring Microsoft PowerPoint 2016 Comprehensive , Mary Anne Poatsy, Rebecca Lawson, Cynthia Krebs,
Robert T. Grauer
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Semester II FOU – 009: Data Interpretation and Logical Reasoning
CO-FOU009.1 REMEMBERING RECOGNIZE when additional information is needed to solve problems.
CO-FOU009.2 UNDERSTANDING EXPRESS quantitative and non-quantitative data, associations and linkages
in a logical format.
CO-FOU009.3 APPLYING USE statistical information when reported in condensed form or as
summary statistics to make informed decisions.
CO-FOU009.4 ANALYSING DISSECT arguments, SEQUENCE relationships, EXAMINE assumptions,
DETECT fallacies and INFERENCE from the same.
CO-FOU009.5 EVALUATING ESTIMATE and CHECK answers to logical and data sufficiency problems in
order to determine reasonableness, identify alternatives, and select
correct options.
CO-FOU009.6 CREATING DEVELOP and EVALUATE inferences and predictions based on the data and
information provided.
Data Interpretation
1. Tables
2. Pie Charts
3. Caselets
4. Bars
5. Line Graphs
6. Data Sufficiency
Logical Reasoning
1. Blood Relations
2. Direction Sense
3. Puzzles
4. Data Arrangement, Seating Arrangement
5. Data Structures
6. Series
7. Coding-Decoding
8. Clocks and Calendars
9. Family Tree
10. Venn Diagram
11. Syllogism
12. Proposition, Assumptions
13. Statements
14. Binary Logic
15. Sets

1. How to Prepare for Data Interpretation, Arun Sharma, Tata Mc Graw Hill
2. Puzzles to Puzzle you, Shakuntala Devi
3. Quantitative Aptitude, Abhijeet Guha, Tata Mc Graw Hill
4. Quantitative Aptitude, Agarwal R S, S Chand
5. Data Interpretation & Data Sufficiency, Ananta Ashisha
6. The Great Book of Puzzles & Teasers, George J Summers
7. Magical Book Series: Data Interpretation, K. Kundan
8. A Modern Approach to Verbal Reasoning, R.S. Aggarwal
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Semester II FOU – 010: Verbal Ability & Reading Comprehension
CO-FOU010.1 REMEMBERING IDENTIFY parts of speech
CO-FOU010.2 UNDERSTANDING SUMMARIZE a given text material in defined word limits.
CO-FOU010.3 APPLYING MAKE USE OF foreign words in English Language, idioms and phrases.
CO-FOU010.4 ANALYSING EXAMINE given text sentences and paragraphs for errors and correct them.
CO-FOU010.5 EVALUATING SELECT the appropriate words in a given context.

CO-FOU010.6 CREATING CONSTRUCT meaningful sentences and COMPOSE meaningful paragraphs
from jumbled ones.
Verbal Ability and Reading Comprehension

1. Grammar, Parts of Speech, Articles. Nouns, Verbs, Adjectives, Pronouns, Conjunctions, Prepositions, Adverbs.
2. Clauses, Tenses, Subject & Verb Agreement, Question Tags
3. Analogies
4. Idioms & Phrases
5. Synonyms, Antonyms,
6. Homonyms, Homophones
7. One word substitution
8. Root words, origins of words, prefixes, suffixes,
9. Foreign language words used in English
10. Contextual usage, Different usage of same word
11. Spotting Errors, Error Correction
12. Fill in the blanks, Sentence correction, Sentence completion
13. Jumbled paragraphs, Para Completion and inference
14. Reading Comprehension
15. Verbal Logic, Verbal Reasoning, Syllogisms

1. How to Prepare for Verbal Ability and Reading Comprehension for CAT, Arun Sharma and Meenakshi
Upadhyay/Arihant
2. 30 Days to a More Powerful Vocabulary, Wilfred Funk & Norman Lewis/ Simon & Schuster
3. How to Prepare for Verbal Ability and Reading Comprehension for the CAT, Sharma and Upadhyay
4. Puzzles to Puzzle you, Shakuntala Devi
5. A Modern Approach to Verbal Reasoning, R.S. Aggarwal
6. Competition Success Review
Semester II FOU – 011: Quantitative Ability

CO-FOU011.1 REMEMBERING RECALL the formulas.
CO-FOU011.2 UNDERSTANDING INTERPRET quantitative information and INFER from it.
CO-FOU011.3 APPLYING DEMONSTRATE number sense, including dimensional analysis and
conversions between fractions, decimals, and percentages.
CO-FOU011.4 ANALYSING EXAMINE the validity and DETECT possible biases in arguments presented
in quantitative forms.
CO-FOU011.5 EVALUATING DETERMINE when approximations are appropriate and when exact
calculations are necessary.
CO-FOU011.6 CREATING FORMULATE the problem quantitatively and USE appropriate arithmetical,
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and/or statistical methods to SOLVE the problems.
Quantitative Aptitude
1. Geometry
2. Trigonometry
3. Mensuration
4. Ratios and Proportion
5. Number system
6. Work and time
7. HCF & LCM
8. Algebra
9. Profit & Loss
10. Quadratic and linear equations
11. Geometric Progression
12. Percentages
13. Averages
14. Partnership (Accounts)
15. Time-Speed-Distance
16. Surds and Indices
17. Inequalities
18. Logarithms

1. Shakuntala Devi, Puzzles to Puzzle you
2. Quantitative Aptitude, Abhijeet Guha, Tata Mc Graw Hill
3. Quantitative Aptitude, Agarwal R S, S Chand
4. Data Interpretation & Logical Reasoning, Gautam Puri
5. Logical Reasoning and Data Interpretation, Nishit K. Sinha
6. Data Interpretation & Data Sufficiency, Ananta Ashisha
Subject Core (SC) Courses - Semester II

Specialization: Marketing Management
Semester II 205MKT: Marketing Research

3 Credits LTP: 2:1:1 Subject Core (SC) Course – Marketing Management
CO205MKT.1 REMEMBERING IDENTIFY and DESCRIBE the key steps involved in the marketing research
process.
CO205MKT.2 UNDERSTANDING COMPARE and CONTRAST various research designs, data sources, data
collection instruments, sampling methods and analytical tools and
SUMMARIZE their strengths & weaknesses.
CO205MKT.3 APPLYING DEMONSTRATE an understanding of the ethical framework that market
research needs to operate within.
CO205MKT.4 ANALYSING ANALYSE quantitative data and draw appropriate Inferences to address a
real life marketing issue.
CO205MKT.5 EVALUATING DESIGN a market research proposal for a real life marketing research
problem and EVALUATE a market research proposal.
CO205MKT.6 CREATING PLAN and UNDERTAKE qualitative or quantitative Market Research and
demonstrate the ability to appropriately analyse data to resolve a real life
marketing issue.
Page 76 of 114
1. Introduction to Marketing Research: Definitions - Marketing Research, Market Research, Scope and
Limitations of Marketing Research, Role of Information in Marketing Decisions, Value and Cost of Information,
Marketing Information System and Marketing Research, Marketing Decision Support System, Threats to Marketing
Research, Relationship between Marketing Research & Marketing, Organizing Marketing Research function, Evaluating
utility of Marketing Research, Online Marketing Research, Recent Trends in Marketing Research, Marketing Research
Industry in India. (3+1)
2. Marketing Research Proposal: The marketing research brief, The Marketing decision problem and marketing
research problem, Defining the marketing research problem, developing the research approach, The decision maker &
the environment, alternative courses of action, objectives of decision maker, consequences of alternative courses of
action, Translating decision problem to research problem, The marketing research proposal (Background - basic
problem/opportunity , Objectives , Research Design – Qualitative & Quantitative approaches, Data Requirements, Data
collection methods, Data collection instruments, Population definition, Sample Plan, Sample size, Sampling
Methodology, Statistical analysis, Cost Estimates, Time line, Appendices), Report Writing, Ethical Issues in Marketing
Research – participant issues, sponsor issues, corporate espionage, code of ethics. (5+1)
3. Advanced Analytical Tools:
(a) Conjoint Analysis: Conceptual basis, procedure, type of data required, key decision, how to interpret output,
applications to study trade off patterns of consumers as related to different levels of marketing mix elements (Question
on interpretation of output is expected)
(b) Factor Analysis: Conceptual basis, type of data required, procedure, PCA, Interpreting factor matrix (factor
loadings, communalities, Eigen value), determining number of factors using latent root criteria & scree test, interpreting
& naming factors, applications in consumer behavior studies (interpretation of output is expected)
(c) Cluster Analysis: Conceptual basis, type of data required, procedure, clustering methods – single linkage rule,
how to interpret output, applications related to psychographic & lifestyle market segmentation (interpretation of
output is expected)
(d) Multi- dimensional Scaling & Perceptual Mapping: Conceptual basis, type of data required, key decision-
attribute based versus non-attribute based approaches, procedure, how to interpret output, applications related to
target market selection & positioning (interpretation of output is expected)
(e) Discriminant Analysis (Two Group Case): Conceptual basis, type of data required, determining the
coefficients, interpreting discriminant function & classifying subjects using discriminant function, applications in
marketing (interpretation of output is expected) (10+2)
4. Marketing Research Applications - I:
(a) Sales Analysis and Forecasting: Mining internal customer and sales data, In-store shopper marketing research
and Retail shop audits, margin trend data, targeting best customers, identifying most efficient and effective advertising
and promotion methods to reach existing consumers, Consumer panels, Customer satisfaction research, Concept of
Market demand and Market potential, Forecasting, Forecasting methods, Choosing a forecast model, forecast errors.
Moving Average and Exponential Methods, Decomposition Methods, Regression Models.
(b) New Product Development and Test Marketing: marketing information for new markets, new product
categories, new product concepts, new product design and market validation research, test marketing – uses, types,
methods, limitations. Conjoint analysis for understanding consumer preferences and application to product design.
(c) Market Segmentation and Positioning: researching traditional market segments, defining meaningful
segments, assessing existing product strength and line extension potential, creative positioning strategy, repositioning
strategy research, defining go-to-market strategy, current and potential markets. Use of Factor analysis and perceptual
maps.
(d) Pricing research: Pricing research and pricing strategy decisions, optimum price-product-feature
configurations and market positioning opportunities. (10+2)
5. Marketing Research Applications - II:
(a) Brand Research: brand concepts, brand names, brand power research, brand equity survey measurements,
Brand tracking studies.
(b) Advertising Research: Concept testing research – evaluating advertising concepts, ad theme concepts and
appeals, ad recall surveys, message and theme salience, impact measures, buying motivation and association measures,
media research like readership surveys, Media audience tracking studies, TRP, Limitations of advertising research.
(c) International Marketing Research: Marketing research in international context - importance, complexities and
issues, International secondary data sources, Primary data collection methods and complexities of data collection in
international marketing research, Online data sources and research, Issues in multi-country data analysis - Data
comparability and validity problems, major sources of errors, Report preparation and presentation.(9+2)
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1. Marketing Research, G C Beri, TMGH
2. Marketing Research - An Applied Orientation, Malhotra and Dash, Pearson Education.
3. Marketing Research, Churchill, Jr, G.A. and D. Iacobucci, South Western: Thomson.
4. Marketing Research, Zikmund, Babin, Cengage Learning
5. Marketing Research, Boyd, H.P., R. Westfall and S. F. Stasch, Delhi: A.I.T.B.S.
6. Marketing Research, Burns, G.A. and D. Bush, South Western: Thomson.

1. Marketing Research, Green, P.E., Tull, D.S. and G. Albaum, New Delhi: Prentice Hall of India.
2. Marketing Research, Suja Nair
3. Marketing Research, Luck, D.J. and R.S. Rubin, New Delhi: Prentice Hall of India.
4. Marketing Research, Tull, D.S. and D.I. Hawkins,New Delhi: Prentice Hall of India.
Semester II 206MKT: Consumer Behavior

3 Credits LTP: 2:1:1 Subject Core (SC) Course – Marketing Management
CO206MKT.1 REMEMBERING ENUMERATE social and psychological factors and their influence his/her
behavior as a consumer.
CO206MKT.2 UNDERSTANDING EXPLAIN fundamental concepts associated with consumer and organizational
buying behavior.
CO206MKT.3 APPLYING APPLY consumer behavior concepts to real world strategic marketing
management decision making.
CO206MKT.4 ANALYSING ANALYSE the dynamics of human behavior and the basic factors that
influence the consumer’s decision process.
CO206MKT.5 EVALUATING EXPLAIN the consumer and organizational buying behavior process for a
variety of products (goods/services).
CO206MKT.6 CREATING DISCUSS the use of the Internet, e-commerce & information technology with
respect to the changing consumer marketplace and ELABORATE on the
various aspects of the changing Indian Consumer.
1. Introduction to Consumer Behavior: Definition, Consumer and Customers, Buyers and Users, Organizations as
Buyers, Use of Market Segmentation in Consumer Behavior, Dimensions of Consumerism, The Changing Patterns of
Consumer Behavior in the context of the evolving Indian Economy, The Internet, e-commerce, and information
technology and the changing consumer marketplace, Consumer Behavior and its Applications in Marketing. (4+1)
2. Individual Determinants of Consumer Behavior:
(a) Consumer Personality – Personality, Self-concept, Overview of Personality Theories, Brand Personality,
Emotions.
(b) Consumer Perception - Sensation (Exposure to Stimuli), Perceptual Selection, Perceptual Organization, Factors
that Distort Individual Perception, Price Perceptions, Perceived Product and Service Quality, Consumer Risk Perceptions.
(c) Consumer Learning, Memory and Involvement - Components of Learning, Behavioral Theory, Cognitive
Learning Theory, Memory System, Memory Process, Concept of Involvement, Dimensions of Involvement, Involvement
and Types of Consumer Behavior, Cognitive Response Model, Elaboration Likelihood Model, Social Judgment Theory,
Brand Loyalty and Brand Equity.
(d) Consumer Attitudes - Functions of Attitude, Attitude Models, Relationship between Attitude, Beliefs, Feelings
and Behavior, Learning Attitudes, Changing Attitudes, Attitude Change Strategies for marketers.
(e) Consumer Motivation - Needs and Goals, Motivational Conflict, Defense Mechanisms, Motive Arousal,
Motivational Theories, Overview of Maslow’s hierarchy of needs.(11+1)
3. Environmental Influences on Consumer Behavior:
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(a) Cultural Influences on Consumer Behavior – Concept of Culture, Values, Sub-cultures, Influence of Indian
Culture on Consumers, Multiplicity of Indian Cultures and their influence on consumer behavior, Cross-cultural
Influences.
(b) Social Class and Group Influences on Consumer Behavior - Concept of Social Class, Social Sub-Class, Money
and Other Status Symbols, AIO classification of Lifestyle, VALS Typology, Source of Group Influences, Types & Nature of
Reference Groups, Reference Group Influences and Applications, Group Norms and Behavior, Family Life Cycle Stages,
Family Purchases, Family Decision-making, Purchasing Roles within family, Word-of-Mouth Communications within
Groups, Opinion Leadership.
(c) Indian Consumer: Social classes in India - old and new Socio-Economic Classes (SEC) in Urban & Rural Markets,
Characteristics of BoP Consumers, Gen Z Consumers, HNI Consumers in India.
(d) Diffusion of Innovation - Types of Innovation, Diffusion Process, Factors Affecting the Diffusion of Innovation,
The Adoption Process, Time Factor in Diffusion Process, Culture, Communication and Diffusion. (11+1)
4. Consumer Decision Making Process:
(a) Problem Recognition - Types of consumer decisions, types of Problem Recognition, Utilizing problem
recognition information
(b) Search & Evaluation - Types of information, Sources of Information Search, Search, Experience and Credence
Aspects -Marketing Implications, Situational Influences on Purchase Decisions, Nature of Situational Influence,
Situational Variables
(c) Purchasing Process - Why do people shop? Store & Non-store Purchasing Processes, Purchasing Patterns
(d) Post-purchase Evaluation & Behavior - Consumer Satisfaction, Dissatisfaction, Customer Delight, Consumer
Complaint Behavior, Post- Purchase Dissonance.
(e) Consumer Decision Models - Types of Consumer Decisions, Nicosia Model of Consumer Decision-making,
Howard-Sheth Model, Engel, Blackwell, Miniard Model (11+1)
5. Organizational Buying Behavior: Introduction, Organizational Buyer Characteristics, Purchase and Demand
Patterns, Factors Influencing Organizational Buyer Behavior, organizational Buyer Decision Process, Organizational
Buying Roles.(3+1)
Note: Live examples and cases to be discussed.

1. Consumer Behavior, David L. Loudon & Albert J. Della Bitta, Tata McGraw Hill, 4th Edition
2. Consumer Behavior, Hawkins, Mothersbaugh, Tata McGraw Hill
3. Consumer Behavior, Batra, Kazmi, Excel Books
4. Consumer Behavior, Leon Schiffman, Leslie Kanuk, S.Ramesh Kumar, Pearson, 10th Edition
5. Consumer Behavior, Engel, Blackwell & Miniard
6. Consumer Behavior - An Indian perspective, Dr. S.L Gupta, Sumitra Pal, Sultan Chand and Sons
7. Consumer Behavior - In Indian Perspective, Suja R. Nair, Himalaya Publishing House.
8. Why we Buy: The Science of Shopping, Paco Underhill, Simon and Schuster Paperbacks.

1. We are like that only by Rama Bijapurkar, Penguin
2. The Marketing White Book, Business World
3. Economic Times, Business Standard, Mint, Business world.( Brand equity & Brand wagon)
Subject Elective (SE) Courses - Semester II

Specialization: Marketing Management
Semester II 217MKT: Integrated Marketing Communications

2 Credits LTP: 1:1:1 Subject Elective (SE) Course – Marketing Management
CO217MKT.1 REMEMBERING DESCRIBE the IMC mix and the IMC planning process.
CO217MKT.2 UNDERSTANDING EXAMINE the role of integrated marketing communications in building brand
identity, brand equity, and customer franchise.
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CO217MKT.3 APPLYING CONSTRUCT a marketing communications mix to achieve the
communications and behavioural objectives of the IMC campaign plan.
CO217MKT.4 ANALYSING ANALYZE and critically evaluate the communications effects and results of an
IMC campaign to determine its success for a variety of brands.
CO217MKT.5 EVALUATING DESIGN a sales promotion campaign and CHOOSE the avenues for Public
Relations, Publicity and Corporate Advertising for a consumer and a
business-to-business product.
CO217MKT.6 CREATING DEVELOP an integrated cross-media strategy and creative message and
concept to reach the target audience and deliver the brand promise through
an IMC campaign for a variety of brands.
1. Integrated Marketing Communication: Integrated Marketing Communication, Evolution of Integrated

Marketing Communication, Role of IMC in creating brand identity, brand equity, and customer franchise,
Communication Process, Promotional Mix: Tools for IMC, The IMC Planning Process, Global IMC. The Value of IMC plans
– information technology, changes in channel power, increase in competition, brand parity, integration of information,
decline in the effectiveness of mass-media advertising. (3)
2. Advertising- I:
(a) Definition, History, Roles and Functions of Advertising, Types of Advertising, Steps in Development of
Advertisement.
(b) Advertising Design: Appeals, Message Strategies & Execution Framework: Advertising Design, Advertising
Theory, Types of Advertising Appeals, Structure of an Advertisement, Message Strategies, Cognitive strategies,
Execution Strategies, Creating an Advertising, Advertising Effectiveness.
(c) Copywriting: Meaning and Definition of Copywriting, The Copywriter, Copywriting for Print, Copywriting
guidelines, Radio Copywriting, TV Copywriting, Writing for the Web, Tips for writing good web content. (10)
3. Advertising- II:
(a) Media Planning and Strategies: Growth and Importance of Media, Meaning and Role of Media Planning, Media
Plan, Market Analysis, Media Objectives, Developing and Implementing Media Strategies, Evaluating the
effectiveness.
(b) Print Media and Outdoor media: Characteristics of the press, Basic media concepts, Newspapers, Magazines,
Factors to consider for magazine advertising, Packaging, Out-of-home Advertising, Directory Advertising.
(c) Broadcast and Internet Media: Meaning of Broadcast Media, Radio as Medium, Television as Medium, Internet
Advertising, Email Advertising. (10)
4. Sales Promotion: Scope and Role of Sales Promotion, Growth of Sales Promotion, Consumer Oriented Sales
Promotion, Techniques in Sales Promotion, Trade Oriented Sales Promotion, Coordinating sales promotion and
advertising; Sales promotion abuse; Personal selling. (4)
5. Public Relations, Publicity and Corporate Advertising: Definition of Public Relations, Publicity and Corporate
Advertising; Difference between public relations and advertising, Functions of Public Relations; Creating positive image
building activities; Preventing or reducing image damage; Sponsorship and Event marketing; Role of internet in Public
Relations, Publicity, Advantages and Disadvantages of Publicity. (3)

1. Advertising and Promotion, Belch, George and Belch, Michael, Tata McGraw Hill, New Delhi.
2. Integrated Advertising, Promotion and Marketing Communication, Clow, Kenneth & Black, Donald, Pearson
Education, New Delhi.
3. Advertising Management, Jethwaney, Jaishree and Jain, Shruti, Oxford University Press, New Delhi.
4. Advertising and Promotions, Semenik Allen, Cengage Leaning
5. Advertising and Promotion, SHH Kazmi, SatishBatra, Excel Books
6. Advertising and Promotions, Shah, D’Souza, Tata McGraw Hill

1. Integrated Marketing Communication, Tom Duncan, McGraw-Hill
2. Integrated Marketing Communication: Trends and Innovations, Shridha Jain, Global India Publications
3. IMC, The Next Generation, Don Schultz and Heidi Schultz, Tata McGraw Hill, New Delhi.
Page 80 of 114
Semester II 218MKT: Product and Brand Management
CO218MKT.1 REMEMBERING DEFINE the key concepts and DESCRIBE the elements of a product strategy.
CO218MKT.2 UNDERSTANDING EXPLAIN the process and methods of brand management, including how to
establish brand identity and build brand equity.
CO218MKT.3 APPLYING IDENTIFY the Brand Marketing Strategies for Leaders, Challengers, Followers
and Niche Strategies for real life consumer, business products and services
operating in various markets and in the digital space.
CO218MKT.4 ANALYSING EXAMINE the key brand concepts by articulating the context of and the
rationale of application for real life consumer, business products and
services operating in various markets and in the digital space.
CO218MKT.5 EVALUATING FORMULATE effective branding strategies for real life consumer, business
products and services operating in various markets and in the digital space.
CO218MKT.6 CREATING COLLECT brand audit data using appropriate tools and PROPOSE strategic
recommendations for Reinforcing / Revitalizing / Rejuvenating failed Brands
for real life consumer, business products and services in various markets and
in the digital space.
1. Product Management: Product management as a basis of marketing organization structure. Role of product
manager, Product management in consumer product industry Vs. industrial product industry. Overview of product level
marketing plans. (5)
2. Product Strategy: Elements of a product strategy, Defining Competitive set, Category Attractiveness Analysis,
Competitor Analysis, Customer Analysis, setting objectives, selection of strategic alternatives – increasing sales, market
share, profitability, New product failure. (5)
3. Brand Management and Brand Equity: Definition of brand, Challenges in Branding Strategic brand
management process, Brand Equity Models- Brand Asset Valuation, Aaker Model, BRANDZ ,Brand Resonance, Customer
based Brand equity, Brand knowledge, Sources of brand equity - Brand Awareness, Brand Image. (7)
4. Planning and Implementing Brand Marketing Programs: The Four steps of brand building, creating customer
value, Identifying and establishing brand positioning, Positioning guidelines, Choosing brand elements to build brand
equity, Options and tactics for Brand, New perspectives on marketing, Integrating marketing communication to build
brand equity, Conceptualizing the leveraging process, Co- branding, Celebrity Endorsement. Brand Marketing Strategies
for Leaders, Challengers, Followers, Niche Strategies. (7)
5. Growing and Sustaining Brand Equity: The brand value chain, Brand audit, Designing brand tracking studies,
Capturing customer mind set through quantitative and qualitative research techniques, Brand architecture, Brand
hierarchy, Designing brand strategy, New products, Brand extensions- advantage and disadvantage, Reinforcing brands,
Revitalizing brands, Rejuvenating failed Brands. (6)

1. Product Management, Lehmann & Winer, TMGH
2. Product Management, S. A. Chunawalla, Himalaya Publishing House
3. Strategic Brand Management, Kevin Lane Keller, Pearson
4. Strategic Brand Management, J N Kapferer, Kogan Page
5. Brand Management, Dr. S.L.Gupta Himalaya Publishing House

1. Product Management, Dr. C. Anandan, TMGH
2. Product & Brand Management, U.C. Mathur, Excel books
3. Building Brand Equity, David Aaker
4. Branding Concepts & Process, Debashish Pati
5. Brand Positioning Strategies for Competitive Advantage, Subrato Sen Gupta
Page 81 of 114
Semester II 219MKT: Personal Selling Lab

CO219MKT.1 REMEMBERING LIST the key terms in selling and DESCRIBE the qualities of Winning Sales
Professionals
CO219MKT.2 UNDERSTANDING EXPLAIN the theories and concepts that are central to personal selling.
CO219MKT.3 APPLYING Apply the interpersonal and team skills necessary in successful relationship
selling.
CO219MKT.4 ANALYSING ILLUSTRATE the use of various sales techniques needed to achieve a
profitable sale in a real world scenario for a real world product/ service / e-
product / e-service.
CO219MKT.5 EVALUATING DEVELOP a customer plan that identifies all elements of personal selling,
essential to creating successful sales in a real world scenario for a real
world product/ service / e-product / e-service.
CO219MKT.6 CREATING CREATE sales presentation for a real world product/ service / e-product / e-
service and for variety of selling situations.
1. Personal Selling & Salesmanship: Defining Personal selling and salesmanship, Selling as a profession,
Objectives and importance of personal selling, Essentials of Personal Selling, Traditional & Modern Selling Approach,
Ethical and Legal Considerations in Personal Selling, Role of Selling in Marketing, Types of selling, Qualities of Winning
Sales Professionals - Physical, Mental, Social and Character Traits. Theories of Selling: AIDA, Right set of circumstances
theory of selling, Buying Formula theory of selling, Behavioral Equation theory, Career in Personal Selling / Sales; What
Companies Look for in New Salespeople. (4)
2. Personal Selling Process: Prospecting- objectives, sources and methods, Lead Generation, Getting
appointment, Sales Responsibilities and Preparation; Pre approach-step toward sales planning-elements of sales call
planning; Customer need discovery & Analysis; Approach- sales presentation/ demonstration- selection of appropriate
presentation method, essentials of presentation, sales presentation mix- persuasive communication, visual presentation
and dramatization, Use of questions- Direct questions, non- directive questions, rephrasing, redirect questions; Sales
Leads, Account Management, Building long-term partnership by Selling, Strategic Understanding of Company, Products,
Competition, and Markets Strategic Understanding of Company, Strategic Understanding of Products. (7)
3. Personal Selling Process: Handling objection- hidden, stalling, no need, money objection, etc., objection
handling techniques, Closing the sale- reading buying signals, closing techniques- the alternative choice, assumptive, the
compliment, the summary, the continuous, the minor point, the tea account, the standing room and the probability;
Follow up after sales- Discuss service requirements, handling complaints, Key Account Management. Customer Service :
meaning of Customer Service, Importance of Customer Satisfaction Customer Follow-Up Strategies, Customer Service
Questionnaire, Evaluating Customer Service. (7)
4. Personal Selling Skills: Negotiation, Communicating Effectively with Diverse Customers – Meaning of
Communication, Developing Communication Skills, essentials of Effective Communicator, Communication Styles, making
choice of Communication Style, Communication and Trust Building , Listening Skills, Presentation and Demonstration, ,
Body Language- Space, Moments, Eye Contacts & Postures, Follow up Calls, Writing Effective Sales Letters and e- mails,
Positive Mental Attitude, Goal Setting, Effective Dressing, Managing Yourself, Managing Time and Territory Self-
Management Effectiveness and Efficiency Sales Activities, Setting Priorities Account And Territory Management,
Working Smarter , Cold Call Mechanism, Tools and Technical aids for Selling. (3)
5. Personal Selling Applications and Situations: Selling of services- financial, IT and telecommunication,
advertising, education; Selling of industrial products- raw material, capital goods, supplies; Selling of consumer goods-
convenience, shopping and specialty goods; International selling; Selling in rural markets; Selling high and low
involvement products; Selling to new and existing customers Market; Selling to end users, intermediaries, government
departments and agencies; Selling individual and groups. (4)

1. Fundamentals of Selling by Charles M. Futrell, Tata McGraw Hill 10th Edition
2. A B C’ s of Selling by Charles M. Futrell, AITBS, New Delhi,
Page 82 of 114
3. World Class Selling by Roy Chitwood, JAICO Publishing House
4. Successful Selling Solutions by Julian Clay, Viva Books
5. Value Added Selling by Tom Reilly, TMGH

1. Achieving Sales Excellence by Howard Stevens, Viva Books Pvt. Ltd.
2. Power Sales Presentation by Stephan Schiffman, Adams Media Corporations.
3. Sales Essentials by Stephan Schiffman, Avon Massachusset
4. Smarter Selling by Keith Dugdale& Lambert, Prentice Hall.
5. Successful Sales- Get Brilliant Results Fast by Pauline Rowson, Viva Books.
6. Successful Selling Skills by Richard Denny, The Sunday Times.
7. The Art and Science of Negotiation by Raiffa H, Cambridge: Belknap/Harvard Press
8. Getting to Yes by Fisher R and Ury W, Harmondsworth Middlesex, GB Penguin Books
Semester II 220MKT: Digital Marketing - I

CO220MKT.1 REMEMBERING DEFINE various concepts related to Digital Marketing.
CO220MKT.2 UNDERSTANDING EXPLAIN the role of Facebook, Google Ad words, Youtube and Email in
digital marketing.
CO220MKT.3 APPLYING MAKE USE OF Facebook, Google Ad words, Youtube and Email for carrying
out digital marketing of real life products.
CO220MKT.4 ANALYSING ILLUSTRATE the use of Facebook, Google Ad words, Youtube and Email in
various contexts of Digital Marketing.
CO220MKT.5 EVALUATING DESIGN digital media campaign using appropriate mix of Facebook, Google
Ad words, Youtube and Email.
CO220MKT.6 CREATING CREATE appropriate content for Facebook, Google Ad words, Youtube and
Email campaigns.
1. Digital Marketing Planning and Structure: Inbound vs Outbound Marketing, Content Marketing,
Understanding Traffic, Understanding Leads, Strategic Flow for Marketing Activities. WWW, Domains, Buying a Domain,
Website Language & Technology, Core Objective of Website and Flow, One Page Website, Strategic Design of Home
Page, Strategic Design of Products & Services Page, Strategic Design of Pricing Page, Portfolio, Gallery and Contact Us
Page, Call to Action (Real Engagement Happens), Designing Other Pages, SEO Overview, Google Analytics Tracking Code,
Website Auditing, Designing Wordpress Website. (5+1)
2. Facebook Marketing Fundamentals: Profiles and Pages, Business Categories, Getting Assets Ready, Creating
Facebook Pages, Page Info and Settings, Facebook Page Custom URL, Invite Page Likes, Featured Video, Pin Post and
Highlights, Scheduling Posts, Facebook Events, Reply and Message, Facebook Insights Reports, Competitor's Facebook
Page, Ban User on Facebook Page, Connect with Twitter. Facebook Ad Campaigns: Organic v/s Paid, Defining Ad
Objective, Performance Matrix, Ad Components, Designing Creative Image, Facebook Ad Structure, Setting Up Facebook
Ad Account, Create Ad –Targeting, Create Ad –Budgeting, Create Ad –Creative, Content and CTA, Boosting Page Posts,
Page Promotion, Video Promotion, Similar Ads and Audiences, Tracking Pixels Code, Remarketing -Website Visitors,
Custom Audiences -Look Alike, Custom Audience -Saved Group, Managing and Editing Ads, Ad Reports and Ad Insights,
Billing and Account. Facebook Business Manager, People, Pages and Roles, Ad Accounts Configurations, Ad Agencies
and Assigning, Shared Login for FB Business A/c, Power Editor, Email Targeting on Facebook, Facebook Offers, CTA on
Page, Posts for Location, Save Time with Third Party Tools, Case Studies. (5+1)
3. Google Adwords: Understanding Adwords, Google Ad Types, Pricing Models, PPC Cost Formula, Ad Page Rank,
Billing and Payments, Adwords User Interface, Keyword Planning, Keywords Control, Creating Ad Campaigns, Creating
Text Ads, Creating Ad Groups, Bidding Strategy for CPC, Case Studies. PPC, CPM, CPA , Other Measuring Tools, Bidding
Strategy on Location, Bidding Strategy on Schedule, Bidding Strategy on Devices, Conversion Tracking Code, Designing
Image Ads, Creating Animated Ads, Examples on Animated Ads, Creating Video Ads, Youtube Video Promotion, Hi-Jack
Competitor’s Video Audience, Case Studies. Remarketing Strategies, Remarketing Rules, Remarketing Tracking Code,
Linking Google Analytics, Designing Remarketing Images, Shared Budget, GWD Software, Case Studies. (5+1)
Page 83 of 114
4. YouTube Marketing: Video Flow, Google Pages for YouTube Channel, Verify Channel, Webmaster Tool –Adding
Asset, Associated Website Linking, Custom Channel URL, Channel ART, Channel Links, Channel Keywords, Branding
Watermark, Featured Contents on Channel, Channel Main Trailer, Uploading Videos, Uploading Defaults, Creator
Library, Case Studies. Channel Navigation, Video Thumbnail, CTA –Annotation, CTA –Extro, CTA –Cards for Mobile,
Redirect Traffic to Website, Post Upload Enhancements, Live Broadcasting, Managing Playlists, Managing Comments,
Managing Messages, Monetization with Adsense, Paid YoutubeChannel, Channel Analytics, Real Time Analytics, Case
Studies. (5+1)
5. Email Marketing - Content Writing: Email Machine –The Strategy, Email Frequency, Why People Don’t Buy,
The Fuel –Value, Triggers in Email using 4Ps, Sequence of Email Triggers, Email Example - Topic, Intro, Product,
Secondary Value, Fear, Regret, Ask for Sales, Reinforcement, Offers Announcements, Urgency, Cross Sales, Re-
Engagement, Buyer vs Consumer. Email Software and Tools, Importing Email Lists, Planning Email Campaign, Email
Templates and Designs, Sending HTML Email Campaigns, Web Forms Lead Importing, Integrating Landing Page Forms,
Campaign Reports and Insights, Segmentation Strategy, Segmentation Lists, Auto-Responder Series, Triggering Auto –
Responder Emails, Auto Responder Actions, Case Studies. (5+1)

1. Google Adwords for Beginners: A Do-It-Yourself Guide to PPC Advertising, Cory Rabazinsky,
2. Email Persuasion: Captivate and Engage Your Audience, Build Authority and Generate More Sales With Email
Marketing, Ian Brodie
3. Social Media Marketing All-In-One for Dummies, Jan Zimmerman and Deborah
Semester II 221MKT: Marketing of Financial Services - I

CO221MKT.1 REMEMBERING RECALL and DESCRIBE the key terminology of Financial Services.
CO221MKT.2 UNDERSTANDING DESCRIBE the various types of financial products and services.
CO221MKT.3 APPLYING DEVELOP FAQs for each kind of financial products and services from an
investment advisor’s perspective.
CO221MKT.4 ANALYSING COMPARE and CONTRAST the various types of financial products and services
and ILLUSTRATE their benefits and limitations.
CO221MKT.5 EVALUATING EVALUATE the financial products and services from an investment perspective
for various kinds of investors.
CO221MKT.6 CREATING COLLECT the application forms for all kinds of investments and DISCUSS each
of them.
1. Financial Market Fundamentals: Equity Markets: Capital Markets, Role in the Economy, Brief History of BSE
and NSE. Trade lifecycle of a financial instrument, Market Participants in the Equity markets with perspectives on 'Buy'
side and 'Sell' side, Key terminologies related to the Equity markets. Bond Markets: Introduction to bond markets,
how bond markets operate? Key terminologies related to the bond markets. Regulatory aspects of the Bond Markets,
Key players in the Bond Markets (such as FIIs, Hedge Funds etc.) Debt Instruments: Debt instruments and their
classification based on type of issuer, and basis characteristics. Money Market Instruments (such as Certificate of
Deposit, Re-purchase ''Agreements etc.) (5+1)
2. Mutual Funds: Basic Concepts: Mutual Funds and their importance, Various entities of a Mutual Fund and
their respective roles - Basic understanding of NAV and calculation of a Fund - NAV, Types of Loads and Commissions
charged on Mutual Funds and their significance. Types: Types of Mutual Funds in India, classified on the basis of
Structure, Investment Objective, and Investment Plan, Relative risks associated with various Mutual Funds in India. Basic
understanding of ETFs and their key features. Differences between a Mutual Fund and an ETF. Basic understanding of a
'Hedge Fund' and its key features, Process of Fund Selection and various related measurement parameters, Various
expenses incurred by a Fund. Investment Advisors: Guidelines for Investment Advisors while selling Mutual Funds to
the clients. (5+1)
3. Insurance: Basics of Insurance: Basic understanding of insurance products, types of insurance policies – Role of
IRDA, Insurance industry in India. General Insurance: Types of liabilities covered, extent of insurance value, and
conditions. Life Insurance: Basic concept of Life Insurance, its beneficiaries and its types, Concept of Term Insurance
Page 84 of 114
and its various types, Traditional Life Insurance and its difference from Term Insurance, Whole Life Policy and
Endowment Policy and the differences between them. ULIP and its comparison with conventional plans and Mutual
Funds. Marketing Channels in Insurance Markets: Various channel members in the Industry such as Insurance Agents,
Distributors, etc. Basic Understanding: Property and casualty/liability insurance, Commercial Insurance, Health
Insurance. (5+1)
4. Other Financial Services: Leasing / Hire Purchase: Definition, meaning, types, process, advantages, limitations,
financial implications. Housing Finance: Major institutions involved, types, rate of interest, advantages, scenario in
India. Credit Cards: Meaning, types, growth, advantages and disadvantages, growth in India. Credit Rating Services:
Origin, definition, advantages, credit rating agencies - global and Indian, symbols, CRISIL, ICRA, equity ratings, CIBIL,
scope in India. Other Services: Factoring, forfeiting, bill discounting, consumer finance and venture capital. (5+1)
5. Marketing of Financial Services: Importance of Financial Planning: identification of investment needs for
retail investors, studying investment behavior - Houeshold Vs. Institutional Investors. Alternate Investment Products:
Introduction to Alternate Investments and their various products and services, Portfolio Management Services and their
features, Tax regulations from an Investment Advisor point of view. Career opportunities in Marketing of Financial
Services. (5+1)

1. Financial Services, M Y Khan, Tata McGraw-Hill
2. Financial Services & Markets, Dr. Punithavathy Pandian, Vikas Publication
3. Marketing of Financial Services, V.A. Avadhani, Himalaya Publishing House
4. Financial Services Marketing, Christine Ennew , Nigel Waite
5. Financial Services, Nalini Prava Tripathy, Prentice Hall of India Private Limited
Semester II 222MKT: Marketing of Luxury Products

CO222MKT.1 REMEMBERING RECALL and DESCRIBE the key concepts and principles of luxury brand
management and marketing.
CO222MKT.2 UNDERSTANDING DESCRIBE the unique consumer behavior in the context of luxury products .
CO222MKT.3 APPLYING IDENTIFY potential new luxury products and how they relate to a variety of
markets, including emerging markets & India.
CO222MKT.4 ANALYSING COMPARE and CONTRAST the luxury products , brands and industry with
routine products, brands and industry.
CO222MKT.5 EVALUATING ASSESS internal and external factors impacting the luxury markets, nationally,
internationally and globally.
CO222MKT.6 CREATING Formulate marketing strategy for contemporary luxury products and brand.
1. Theoretical foundations of luxury management: Defining brand, luxury and relativity, luxury goods, luxury
brand, fashion, difference and similarity between luxury and fashion, Unique properties, opportunities, and challenges
of ever-changing markets of design, fashion, and luxury goods. Luxury - historical and contemporary perspectives. Main
luxury sectors: definition and trends. Luxury brands in the emerging markets and the Indian context. (5+1)
2. Methodological approaches to understanding luxury: Identifying a luxury product: basic approaches and main
types, Features of consumer behavior, Basic psychological phenomena associated with luxury purchase, Luxury
consumption motives, Luxury Brand Identity, Changing marketing dynamics and impact on the marketing, experience
and consumption of luxury. (5+1)
3. Luxury Segmentation, Targeting, Positioning & Marketing Mix: Pursuing long term profitability through sound
marketing strategies. Market segmentation beyond the socioeconomic. Positioning – (a) Identity management -
Communication policy, managing creativity, corporate image and volatility, (b) Channel management Luxury marketing
mix: product policy, price policy, distribution policy, Craftsmanship: How are things made and why it matters,
Communicating & Distributing Luxury. (5+1)
4. International luxury markets: historical leaders and emerging countries, Binary Conventions in Luxury: East vs.
West; Masculine vs. Feminine; Seriousness vs. Humor, What does Culture have to do with luxury and how you can use it
to market luxury effectively. (5+1)
Page 85 of 114
5. Luxury retail: The beauty & fragrance industries, Fine Jewelry & timepieces; Accessories; Art, Beauty products,
Hospitality, Automotive, Fashion. (5+1)

1. The Luxury Strategy, Kapferer, Jean-Noel and V. Bastien, Kogan Press

1. The Luxury Strategy: Break the Rules of Marketing to Build the Luxury Brand, Bastien Vincent, Kapferer Jean-Noël,
Kogan Page
2. The idea of prestige: A conceptual and historical investigation, Berry, C.J., Cambridge University Press.
3. Economics and consumer behavior, Deaton, A., & Muellbauer, J., Cambridge University Press.

Specialization: Financial Management
Semester II 205FIN: Financial Markets and Banking Operations

3 Credits LTP: 2:1:1 Subject Core (SC) Course – Financial Management
CO205FIN.1 REMEMBERING RECALL the structure and components of Indian financial system through
banking operations & Financial Markets.
CO205FIN.2 UNDERSTANDING UNDERSTAND the concepts of financial markets, their working and importance.
CO205FIN.3 APPLYING ILLUSTRATE the working and contribution of Banks and NBFCs to the Indian
Economy.
CO205FIN.4 ANALYSING ANALYZE the linkages in the Financial Markets.
CO205FIN.5 EVALUATING EXPLAIN the various banking and accounting transactions.
CO205FIN.6 CREATING DEVELOP necessary competencies expected of a finance professional.
1. Basic Concepts of Indian Financial System: Structure and Components: Indian financial system in India, Role of
financial system in economic development. Introduction to financial Institutions – Banking – Non Banking Institutions.
Role and Functions of Banks and their Contribution to Indian Economy. Introduction to Financial Markets, Functions and
Classification. Money Market, Capital markets, Bond markets, Commodity markets, Money markets, Derivatives
markets, Futures markets, Foreign exchange markets, Crypto currency market (7+2)
2. Money Market: Structure and components: Participants in Indian Money Market, Money Market Instruments,
Structure of Money Market, Role of central bank in money market; Players in the Indian Money Market, The reforms in
Indian Money Market. (7+2)
3. Capital Market: Components & Functions of Capital Markets, Primary & Secondary Market Operations, Capital
Market Instruments - Preference Shares, Equity Shares, Non-voting Shares, Convertible Cumulative Debentures (CCD),
Fixed Deposits, Debentures and Bonds, Global Depository receipts, American Depository receipts, Global Debt
Instruments, Role of SEBI in Capital Market. (7+2)
4. Banks and NBFCs: Types of Banks & NBFCs: Central Bank, Nationalized & Co Operative Banks, Regional Rural
Banks, Scheduled Banks, Private Banks & Foreign Banks, Mudra Bank, Small Finance Banks, Specialized Banks, NBFCs.
Types of Banking: Wholesale and Retail Banking, Investment Banking, Corporate Banking, Private Banking, Development
Banking. (7+2)
5. Concepts in Banking and Accounting of transactions: Accounting in banks, Electronic Banking, RTGS, ATM,
MICR, OCR, OMR, and DATANET, Petty Cash, Electronic Clearing Service (ECS), National Electronic Funds Transfer (NEFT)
System, Real Time Gross Settlement (RTGS) System, IMPS. (7+2)

1. Indian Financial Services, M Y Khan
2. Marketing of Financial Services, Dr D Guruswamy
3. Financial Services In India, Avadhani,V.A.
4. Risk and Insurance Concepts , P Perriasamy, M Veerasevalam
Page 86 of 114
5. Financial services of India, Dr. D Guruswamy
6. Capital Markets & Financial Services, Anil Agashe
7. Financial services, M. Y. Khan
Semester II 206FIN: Personal Financial Planning

3 Credits LTP: 2:1:1 Subject Core (SC) Course – Financial Management
CO206FIN.1 REMEMBERING UNDERSTAND the need and aspects of personal financial planning
CO206FIN.2 UNDERSTANDING Describe the investment options available to an individual
CO206FIN.3 APPLYING IDENTIFY types of risk and means of managing it
CO206FIN.4 ANALYSING DETERMINE the ways of personal tax planning
CO206FIN.5 EVALUATING EXPLAIN retirement and estate planning for an individual and design a
financial plan.
CO206FIN.6 CREATING CREATE a financial plan for a variety of individuals.
1. Introduction to Financial Planning: Need for Financial Planning, Assessing personal and financial goals, needs
and priorities, attitudes and expectations and risk tolerance level, Personal Financial Planning Process, Preparation of
Personal Budget, Personal Financial Statements, Responsibilities of a Financial Planner, Time Value of Money, KYC, PAN
& AADHAR (5+2)
2. Investment Planning: Introduction to Investment Planning, Investment Criteria- liquidity, safety and
Profitability, Investment vehicles (Gold, Bonds, Equity, FD, Insurance, MFs, ETFs, Post Office Savings, Real Estate etc.),
Risk and Return associated with these investments, Return comparison over a period of time from different asset
classes, Investment strategies, Mutual Funds as Investment Vehicle-Special focus on SIP, STP, and SWP, NFOs, Trading in
Commodities, Derivatives and F&Os, Crypto currency, Creating an Investment Portfolio, Awareness of mis-selling in
investment products. (10+2)
3. Risk Analysis, Insurance Planning and Debt: Risk analysis, Concept of long term risk, Insurance decisions in
personal financial planning, Types of insurance cover- mortality, health, disability, property and liability, ULIPs and Term
Plans, Credit Card Financing, Types of Consumer and Home Loans- cost and risk, Credit Score. (8+2)
4. Tax Planning: What is Tax Deduction? Tax Deductions under the Section and respective Subsections of : 80C,
80D, 80E, 80G, 80 I, Sections 80 JJA, 80QQB, 80RRB, 80TTA, 80U and other relevant sections, Direct Tax Code (DTC),
Taxation impact on different investment options, Personal tax planning, Filing IT Returns. (6+2)
5. Retirement Planning and Estate Planning: Wealth creation, retirement planning for an individual, Pension
Plans, Provident Fund, Gratuity, Life Insurance Plans., General Insurance Plans, Reverse Mortgage Plans, Senior Citizen
Schemes, What is Estate? Who needs Estate Planning? Transferring assets during life time, Power of Attorney,
Transferring assets post death – e.g., Nominations, Will, and Creating Trusts. (6+2)
Note:
1. The weightage in the question paper shall be as follows: Numerical problems / Cases: 40% & Theory: 60%
2. Formats of documents to transfer assets should be discussed
3. Numerical problems on the following should be taught :
a) Time Value of Money: Compounding, Discounting, Annuities, Sinking Fund, Perpetuities
b) EMI calculation on loans

1. Basics of Personal Financial Planning Insurance Education Series by NIA, K C Mishra, Steward Doss,
Cengage Delmar Learning India Pvt. Ltd.

1. Introduction to Financial Planning , Indian Institute of Banking & Finance
2. Personal Financial Planning Theory and Practice, Kaplan Schweser
3. Personal Finance, E. Thomas Gorman and Raymond E. Forgue, Southwest-Western Cengage Learning.
4. Fundamentals of Financial Planning, Michael Dalton, Joesph Gillice, James Dalton and Thomas Langdon,
Money Education
5. Personal Financial Planning, Benedict Koh Wai Mun Fong, Pearson
Page 87 of 114
6. Personal Financial Planning, Lawrence J. Gitman , Michael D.Joehnk, Cengage NOW.

Specialization: Financial Management
Semester II 217FIN: Securities Analysis & Portfolio Management

2 Credits LTP: 0:3:1 Subject Elective (SE) Course – Financial Management
CO217FIN.1 REMEMBERING REMEMBER various concepts taught in the syllabus.
CO217FIN.2 UNDERSTANDING EXPLAIN various theories of Investment Analysis and Portfolio
Management.
CO217FIN.3 APPLYING CALCULATE risk and return on investment using various concepts covered
in the syllabus.
CO217FIN.4 ANALYSING ANALYZE and DISCOVER intrinsic value of a security.
CO217FIN.5 EVALUATING DESIGN/ CREATE optimal portfolio.
1. Introduction & Concepts: Investment: Meaning, nature & objectives, Investments Vs. Speculation & Gambling,
Investment Process, Investment Environment, Investment avenues: Marketable & Non marketable financial assets.
Portfolio Management: Meaning, attributes, significance and process of Portfolio Management, Portfolio manager and
his role (3+1)
2. Risk & Return Analysis: Risk & Return: Meaning and Elements of Risk & Return, Measurements of Risk &
Return, Relationship between risk and return. Fundamental Analysis: Economy analysis, industry analysis and company
analysis, weaknesses of fundamental analysis. Technical Analysis: Meaning, Tools of technical analysis, Technical
Analysis vs. Fundamental Analysis. Efficient Market Theory: Meaning. Forms of Market Efficiency, Efficient Market
Hypothesis vs. Fundamental & Technical Analysis (7+1)
3. Valuation of bonds and shares: Bond Valuation: Meaning, Types, Bond Prices, Bond Return, Risks in Bonds.
Equity Valuation: Meaning, Concept of Present Value, Share Valuation Models, Multiplier Approach to Share Valuation
(5+1)
4. Portfolio Analysis & Selection: Concept of portfolio and portfolio management: Meaning, Types of Portfolio
Risks, Diversification of Risks, Selection of Optimal Portfolio. Markowitz Portfolio Selection Model: Efficient set of
portfolios, Optimal Portfolio selection, Limitations of the Model. Capital Asset Pricing Model (CAPM): Meaning,
Assumptions & Limitations of CAPM. Sharpe-The Single Index Model: Measuring security risk & return, Measuring
Portfolio Risk & Return. Factor Models and Arbitrage Pricing Theory: Arbitrage Pricing Theory and its principles,
Comparison of Arbitrage Pricing Theory with the Capital Asset Pricing Model (7+1)
5. Portfolio Revision & Evaluation : Portfolio Revision: Meaning and need of Portfolio Revision, Constraints in
Portfolio Revision, Revision Strategies, Portfolio Evaluation: Meaning and need of Portfolio Evaluation, Evaluation
Perspectives,Measuring Portfolio Returns & Risk Adjusted Returns (3+1)

1. Investment Analysis and Portfolio Management, Chandra, Prasanna (Tata McGraw Hill Publishing Co. Ltd.)
2. Securities Analysis & Portfolio Mgmt., V A Avadhani ,Himalaya Publications
3. Security Analysis and Portfolio Management, S. Kevin, PHI Learning Pvt. Ltd.
4. Investment Analysis & Portfolio Management, Ranganathan&Madhumathi ,Pearson Education Pvt. Ltd.

1. Security Analysis and Portfolio Management, Fischer DE & Jordan R J, Prentice Hall.
2. Portfolio Management, Barua, S. K.; Raghunathan V; Varma, J R ,Tata McGraw Hill Publishing Co. Ltd.
3. Investment Analysis and Portfolio Management, Frank K. Reilly and Keith C. Brown ,Thomson Learning
4. Modern Investments and Security Analysis, Fuller R J; Farrel JL ,McGraw Hill
5. Investment Management, V.K. Bhalla ,S.Chand& Co.
6. Security Analysis & Portfolio Management, S.Bhat, Excel Books
7. Security Analysis and Portfolio Management, Punithavathy P., Vikas Publishing
8. Security Analysis and Portfolio Management, A.P. Dash,I.K. International
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Semester II 218FIN: Futures & Options

CO218FIN.1 REMEMBERING DESCRIBE the basic concepts related to Derivatives, Types of Derivative
products and Risk Management
CO218FIN.2 UNDERSTANDING EXPLAIN in detail the terminology used in the Futures and Options segment
of finance domain
CO218FIN.3 APPLYING UNDERSTAND and DIFFERENTIATE between Options and Futures pricing
and apply the understanding in the simulated virtual trading platform.
CO218FIN.4 ANALYSING ANALYZE and offer optimum solutions in the cases of risk management
through hedging with futures and options.
CO218FIN.5 EVALUATING EVALUATE the various derivative strategies for their application in different
situations.
1. Introduction: Definition of Derivative, Brief History of Derivatives, Participants in Derivative Market, Economic
functions of derivative market, Evolution of Commodity, Currency, Stocks and Interest Rate Derivatives, Structure of
Derivative Market - Forwards, Futures, Options, Swaps, etc. Reasons for Trading: Risk Management, Speculation and
Arbitrage. (5+1)
2. Market Characteristics: Futures and Options Contract Specifications, Underlying Asset, Contract Size, and
Delivery Specifications. Mark to Market using Margin Accounts, Familiarizing with Market Quotes, Trading Strategies
involving Options and Futures, Interest Rate Derivatives, Contractual Specifications - Floating and Fixed Rate, Valuation
of Interest Rate Derivatives. (5+1)
3. Derivatives Pricing Theory: Option Pricing: Option Payoffs, Black-Scholes formula for Option Pricing, Futures
Pricing: Pricing by Arbitrage: Relationship between Futures and Spot Price (cost of carry and reverse cost of carry),
Difference between Futures and Forward Price. (5+1)
4. Risk Analysis and Management: Risk Measurement and Management Framework. Delta/Theta/Vega &
Gamma risks of options, Hedging with Futures. (5+1)
5. Options and Futures Applications in India: Structure of Indian Stock Markets and the Operational Efficiency of
Options and Futures, Determination of the Fair Value of Futures and Options Prices, Interactions between Spot Equity
Trading and Trading in Derivatives. Index Options and Futures, Constructing an Index, Methodology of Construction,
Trading an Index. Conditions necessary to Improve the Market Structure in India and Policy Interventions. (5+1)

1. Futures & Options, A.N.Sridhar
2. Financial Derivatives, S.L.Gupta
3. Financial Derivatives, S.S. Kumar
4. Options, Futures & Other Derivatives, John C. Hull
5. Option Volatility & Pricing, Sheldon Naten Berg
6. The New Options Market, Max Ansbacher

1. Futures & Options, ND Vohra, B.R.Bagr
2. Derivatives & Risk Management Basics, Don. M. Chance, Robert Brooks.
3. Derivatives & Risk Management, Jayanth Rama Varma
Semester II 219FIN: Direct Taxation

CO219FIN.1 REMEMBERING UNDERSTAND various basic concepts/ terminologies related Direct
Taxation
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CO219FIN.2 UNDERSTANDING EXPLAIN how tax planning can be done.
CO219FIN.3 UNDERSTANDING ILLUSTRATE how online filling of various forms and returns can be done.
CO219FIN.4 APPLYING CALCULATE Gross Total Income and Income Tax Liability of an individual
assessee.
CO219FIN.5 ANALYSING ANALYZE and DISCOVER intrinsic value of a security.
EVALUATING DESIGN/ DEVELOP / CREATE tax saving plan.
1. Introduction: Introduction of Income Tax Act, 1961, Basic definitions and concepts – Direct Tax, Indirect Tax,
Person, Assessee, Deemed Assessee, Assessment Year, Previous Year, Residential Status of an individual assessee and
company, Income exempt from Tax– Gratuity, Leave Travel Concession, Encashment of Unutilized Earned Leave on
Retirement, Pension, Voluntary Retirement Receipts, Retrenchment Compensation, Receipts from Life Insurance
Corporation, HRA, Payment from NPS Trust to an assesseeon closure of his account/ Opting out of the pension scheme
and Payment from NPS Trust to an employee on partial withdrawal, Agriculture Income. (3+2)
2. Income under the Head “Salaries”& “Income from House Property”: Meaning of salary, Basis of charge of
salary income, different forms of salary, different forms of allowances, perquisites, permissible deductions from salary
income, tax treatment of provident fund, Basis of charge, property income not charged to tax, computation of income
from let out house property and self-occupied property. (8+2)
3. Income under the Head “Profits and Gains of Business and Profession”: Computation of profit or gain from
business and profession (expenses expressly allowed as deduction; general deductions; expenses specifically
disallowed) basis of charge; chargeable incomes; specific deductions; amount not deductible (8+2)
4. Income under the Head “Capital Gain” and “Other Sources”: Capital Gain”- Meaning- Capital Gain, Basis of
charge, important definitions like Capital Asset, Short Term Capital Asset, Long Term Capital Asset, Transfer of Capital
Asset, Short Term Capital Gain and Long term Capital Gainand their computation. “Other Sources” - Incomes
Chargeable Under the head “Other Sources” (Section 56), Deductions Allowable (Sec. 57), Deductions Not Allowable
(Sec 58), Bond Washing Transactions and Dividend Stripping (Sec 94). (8+2)
5. Net Taxable Income and Certain other Points: Computation of net total income based on 5 heads, carry
forward and set-off of losses and deductions under Sec. 80, Computation of Income Tax Liability, Advanced Payment of
Tax, TDS, Tax Planning & Tax Evasion, Income Tax Returns, E-filling of ITR (8+2)

1. Direct Taxes, Ravi Kishore
2. Direct Taxes, J.P. Jakhotiya
3. Direct Taxes, Dr. Girish Ahuja & Dr. Ravi Gupta
4. Direct Taxation, Dr. Pradip Kumar Sinha

1. Students Guide to Income Tax, Dr. Vinod Singhania (Taxmann)
2. Income Tax Law and Practices, V.P. Gaur, D.B. Narang, Puja Ghai& Rajiv Puri (Kalyani Publication)
3. Students’ Hand Book on Income Tax, T.N. Manoharan& G.R. Hari
Semester II 220FIN: Financial Reporting

CO219FIN.1 REMEMBERING Describe the basic concepts related to Financial Reporting taught through
the syllabus.
CO219FIN.2 UNDERSTANDING Explain, in detail, all the theoretical concepts taught through the syllabus.
CO219FIN.3 APPLYING Do all the necessary calculations pertaining to financial reporting.
CO219FIN.4 ANALYSING Analyze the situation and decide the key elements of financial reporting
through the financial statements.
CO219FIN.5 EVALUATING Evaluate the compliance and quality of financial reporting.
1. Financial Statements Preparation Framework: Purpose and Scope of Financial Statements, Users of Financial
Statements, Underlying Assumptions – Going Concern, Consistency and Accrual, Qualitative Aspects of Financial
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Statements – Understandability, Materiality, Faithful Representation, Substance Over Form, Neutrality, Prudence,
Completeness.
2. Preparation of Corporate Financial Statements: Division II of Schedule III of the Companies (Amendment) Act,
2015 – Part I: Balance Sheet and Statement of Changes in Equity, Part II – Statement of Profit and Loss and Notes to
Financial Statements.
3. Presentation of Items in Financial Statements and Revenue Recognition using relevant Indian Accounting
Standards (AS): Ind AS 1 “Presentation of Financial Statements”, Ind AS 7 - “Statement of Cash Flows”, Ind AS 8
“Accounting Policies, Changes in Accounting Estimates and Errors” and Ind AS 34 – “Interim Financial Reporting”, Ind AS
115 – “Revenue From Contract With Customers”.
4. Reporting of Assets, Liabilities and Disclosures in Financial Statements using relevant Indian Accounting
Standards (AS): Ind AS 2 “Inventories”, Ind AS 16 “Property, Plant and Equipment”, Ind AS 23 “Borrowing Costs”, Ind AS
36 “Impairment of Assets”, Ind AS 38 “Intangible Assets”, Ind AS 19 “Employee Benefits”, Ind AS 37 “Provisions,
Contingent Liabilities and Contingent Assets”, Ind AS 33 “Earnings Per Share” and Ind AS 108 “Operating Segments”.
5. Miscellaneous Issues in Financial Reporting: Reporting of Financial Instruments, Value Added Statements,
Corporate Social Responsibility Reporting.

1. Advanced Accountancy, ShuklaGrewal, S. Sultan Chand & Co.
2. Financial Accounting: Reporting and Analysis, Stice
3. Financial Reporting and Management Accounting, Bruns
4. Financial Management, Prasanna Chandra
5. Indian Accounting Standards& GAAP, Dolphy D’Souza , Snow White Publications
6. Financial Management, Khan and Jain
7. Corporation Finance, S.C.Kuchhal
Semester II 221FIN: Securities Analysis & Portfolio Management

CO221FIN.1 REMEMBERING Remember and describe the key concepts covered in the syllabus.
CO221FIN.2 UNDERSTANDING Explain in detail the Retail Credit Evaluation, Lending and Recovery
Process as well as other relevant concepts covered in the syllabus
CO221FIN.3 APPLYING Calculate the loan eligibility of the retail borrower and the amount to be
classified as NPA.
CO221FIN.4 ANALYSING Determine the key elements of retail lending and recovery process and
documentation therein.
CO221FIN.5 EVALUATING Design the Retail Lending and Recovery Process for a Bank & NBFC.
1. Retail Credit: Introduction, Basic features of retail credit sector, Multiple Products and Multiple channels of
Retail sector(Retail Banking and NBFC), Credit Information companies in India (CIBIL and others) Credit history and
Credit Score, General Guidelines –Processing applications, Terms and Conditions, Disbursement, Banking Codes and
Standard Board of India(BCSBI) (5 +1)
2. Banking Retail credit products and Procedures: Personal Loans, Home loans, Home loans for NRI, Auto loans,
Consumer loans for durable goods, Educational loans, Gold loan (Eligibility, Purpose, Maximum Loanable Amount,
Margin of Safety, Security Against Loan, Pre-Payment/Foreclosure),Credit cards(Eligibility, Security, Billing Cycles, Credit
Points, Credit Transfer), Priority sector Advances(Targets,sub targets,recent developments) (5 +1)
3. Non Banking Financial companies Retail credit products and procedures: Introduction of NBFC, Role of NBFC
in India, Personal finance, Gold loan, consumer durables, two wheeler loans, education loans, Difference between retail
credit sector in banking & NBFC. (5 +1)
4. Non-Performing Assets: Present NPA norms, Features of special accounts, willful defaulters, recovery
measures. (5 +1)
5. Debt Recovery Management -Legal and non-legal measures, Consumer Protection in retail credit, Strategies of
banks, OTS Agreement, Critical issues on recovery of bad loan, Insolvency and Bankruptcy Code. (5 +1)
Page 91 of 114
1. Basics of Banking and Finance, Dr.K., Bhattacharya ,O.P.Agarwal
2. Principles & Practices of Banking, Indian Institute of Banking and Finance
3. Banking Theory & Practices, KC Shekhar,Lekshmy Shekhar
4. Banking Reforms and Lead Bank Scheme, Uday Kumar Lal Das
5. Essentials of Banking and Finance, Gautam Majumdar
6. Credit Monitoring, Legal Aspects & Recovery of Bank loan, V.Rajaraman

1. Master circulars of RBI
2. The Economic Times
Semester II 222FIN: Banking Laws & Regulations

CO222FIN.1 REMEMBERING REMEMBER various concepts taught in the syllabus.
CO222FIN.2 UNDERSTANDING EXPLAIN the Regulatory Framework in the Indian Banking system.
CO222FIN.3 UNDERSTANDING DESCRIBE the various legal aspects which need to be followed during daily
banking operations.
CO222FIN.4 UNDERSTANDING DISCUSS the various laws related to banking.
CO222FIN.5 APPLYING APPLY the various commercial laws for the smooth functioning of banking
operations.
1. Regulatory Framework: Business of Banking, RBI Act 1934, Banking Regulation Act 1949, Role of RBI,
Government as a regulator, Control over Organization of banks, Control over co-operative banks, Regulation by other
authorities. (4+1)
2. Compliances of Regulations by Banks: Opening of new banks, Branch Licensing, Board of Directors and their
rights, Rights of Banks shareholder, Monetary and Credit policy, Annual statements of accounts, Audit and Inspection,
submission of returns to RBI. (4+1)
3. Legal Aspects of Banking Operations: Types of borrowers, Types of Credit Facilities (secured, unsecured, fund
based, non-fund based), Laws relating to Bill Finance, Securities and Modes of charges (Mortgage, Lien, Pledge,
Hypothecation, etc), Creation and satisfaction of charge. (5+1)
4. Laws related to Banking: DRT Act 1993, SARFAESI Act, Banking Ombudsman Scheme, Bankers Books Evidence
Act 1891, CERSAI, Consumer Protection Act 1986, Negotiable Instruments Act 1881, Payments & Settlement systems Act
2007. (6+1)
5. Commercial Laws relating to Banking Operations: The Indian Contract Act 1872, The Sale of Goods Act 1930,
The Companies Act1956, Transfer of Property Act 1882, Foreign Exchange Management Act 1999, The Prevention of
Money Laundering Act 2002,Information Technology Act2000, The Right to Information Act 2005. (6+1)

1. All Publications of IIBF and NIBM
2. All Bare Acts mentioned in the syllabus
Semester II 223FIN: Fundamentals of Life Insurance – Products and Underwriting

CO223FIN.1 REMEMBERING RECALL all the concepts pertaining to Life Insurance covered in the course
syllabus.
CO223FIN.2 UNDERSTANDING Explain all the concepts pertaining to Life Insurance covered in the course
syllabus.
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CO223FIN.3 UNDERSTANDING DETERMINE the key elements of the Life Insurance Products and Services.
CO223FIN.4 UNDERSTANDING APPLY the life insurance product knowledge to suit to the clients’ needs.
CO223FIN.5 APPLYING DESIGN the life insurance cover strategy for clients.
1. Life Insurance - Introduction: History and evolution, Functions of Insurance, Advantages of Life insurance,
Terminologies in Life Insurance. (4+2)
2. Life Insurance Market in India –Structure of Indian Life Insurance Market, Risks, Types of Risks and
Characteristics of Insurable Risks, Perils, Hazards and Life Insurance. (4+2)
3. Life Insurance Products –Term Insurance, Endowment Policy, Whole-Life Policy, Child Policy, Unit Linked
Insurance Policy and other relevant products. (4+2)
4. Underwriting – Meaning of Underwriting, Underwriting Process, Underwriting Considerations, Renewals, Lapse
and Claims. (4+2)
5. Regulatory Aspects and Ethics –IRDA and its role, Ethics in the Insurance Industry and their importance. (4+2)

1. Insurance and Risk Management, P.K.Gupta, Himalaya Publishing House
2. Insurance, Principles and Practice, S.N.Mishra, S.B.Mishra, S Chand
3. Principles of Insurance Management, Neelam Gulati, Excel Books
4. Legal & Regulatory Aspects of Insurance by NIA
5. Elements of Actuarial Science by NIA
6. Insurance Business Environment & Insurance Company Operations by NIA
7. Financial Management & Insurance Accounting by NIA

1. Principles of Risk Management and Insurance, George Rejda, Pearson Education
2. Risk Management and Insurance by Trieschmann
Semester II 224FIN: General Insurance – Health and Vehicle

CO224FIN.1 REMEMBERING DESCRIBE the various terms related to General insurance and Health
Insurance.
CO224FIN.2 UNDERSTANDING UNDERSTAND General insurance, Health Insurance (including travel
insurance) and Motor / Vehicle Insurance
CO224FIN.3 ANALYSING COMPARE and CONTRAST insurance plans
CO224FIN.4 ANALYSING ANALYZE and USE risk management techniques
CO224FIN.5 EVALUATING FACILITATE the development of an insurance claim.
CO224FIN.6 EVALUATING FACILITATE the compliance required for acquiring the policy and
settlement of claims.
1. General Insurance: Introduction: History and evolution, How General insurance works, Advantages of General
insurance, Principles of Insurance, Insurable interest, Subrogation and Contribution, Types of General Insurance,
General Insurance Products in India, Specialized Insurances i.e.Oil & Energy Risks insurance – Satellite insurance. Risk
Management Techniques: Risk avoidance - Risk retention - Risk reduction and control - Risk financing, Difference
between Insurance and Assurance, Roll of the actuary. Insurance Contract:Meaning andFundamental principles of
insurance contract, Types of insurance contract, Valid insurance contract, Features of insurance contracts, Reinsurance:
foundation of reinsurance – forms of reinsurance, (5+1)
2. Claims Procedure: Meaning of claim and Importance of settling claims,limitations or notice of loss, Claims
Settlement process, Investigation and assessment – Surveyors and loss assessors – Claim forms – Loss assessment and
claim settlement - Important Aspects in an insurance claims – categories of claim – Discharge vouchers – Post
settlement action – Selvage – Recoveries – Disputes related to claims – Other disputes resolution mechanisms.
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Grievance Redressal Mechanism: Consumer courts, Ombudsman - Integrated Grievance Management System (IGMS) -
The Insurance Ombudsman. (5+1)
3. Introduction to Health Insurance:Definition of Health and Determinants of Health, Factors affecting the health
systems in India, Evolution of health insurance in India, Types of Health Insurance Schemes / Policies in India, difference
between Health Insurance and Mediclaim Insurance, Health insurance regulations of IRDAI. Health Insurance Products,
Classification of health insurance products - IRDA guidelines on standardization in health insurance. Documentation
forobtaining Health Insurance Policy. (5+1)
4. Health Insurance Underwriting:Underwriting concepts - definition, meaning and need, Basic Principles of
Insurance and tools for underwriting - Underwriting process - Underwriting of overseas travel insurance - Underwriting
of personal accident insurance. Management of Health Insurance Claims:stakeholders in claim process, Challenges in
health insurance – claims process in health insurance - Documentation of health insurance claims – Claims reserving,
Personal Accident – Overseas Travel Insurance. (5+1)
5. Motor or Vehicle Insurance: Meaning and Definition, Types of motor vehicle insurance, Advantages of Motor
insurance, what motor insurance covers, Types of Motor Policies,India Motor Tariff – 2018. Third party Insurance, Legal
aspects of Third party claims, Frauds in Motor Insurance, No claim Bonus and claim settlement process. Underwriting in
motor insurance – Indian Motor Insurance market – Model wise Risk assessment – Motor Underwriting. (5+1)

1. Principles of Insurance Management, Neelam Gulati, Excel Books.
2. Insurance, Principles and Practice, S.N.Mishra, S.B.Mishra, S Chand Publication.
3. Principles of Risk Management and Insurance, George Rejda, Pearson Publication.

1. General Insurance Guide, Dr. L.P.GUPTA.
2. Indian Insurance Industry, Transition and Prospects, D.C. Srivastava, Shashank Srivastava, New Century
Publications.
3. Insurance and Risk Management, P.K.Gupta,Himalaya Publishing House.

Specialization: Human Resource Management
Semester II 205HRM: Competency Based Human Resource Management System

3 Credits LTP: 2:1:1 Subject Core (SC) Course – Human Resource Management
CO205HRM.1 REMEMBERING DEFINE the key terms related to performance management and
competency development.
CO205HRM.2 UNDERSTANDING EXPLAIN various models of competency development.
CO205HRM.3 APPLYING PRACTICE competency mapping.
CO205HRM.4 ANALYSING ANALYSE competencies required for present and potential future job roles
at various levels and across variety of organizations.
CO205HRM.5 EVALUATING DESIGN and MAP their own competency and plan better and appropriate
career for themselves.
CO205HRM.6 CREATING DEVELOP a customized competency model in accordance with the
corporate requirements.
1. Performance Management System: Introduction of PMS-Definition, Scope, Importance, Performance Planning

– Individual Goal Setting, Linking individual goals to Organization goals, Performance Coaching- Identification of Training
Needs- Job Specification, Identify the Performance Gap, Training Specification, Choose appropriate training module,
Counselling for Better Performance, Feedback Mechanism in Organization. (6+3)
2. Introduction to Competency: Definition and History of Competency, Basic Components of
Competency(Knowledge(K),Skill(S), Attitude(A)), Performance Vs Competency, Difference between Competence and
Competency, Type of Competency- Generic Vs Key Competency, Functional and Technical Competency, Leadership and
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managerial Competency, Need for Competency Framework, Limitation and Learning from Competency Framework,
Myth about Competency(6+3)
3. Competency Development & its Models: Need and Importance of Competency Development, Stages in
developing Competency Model, Types of Competency Model – Core/Generic, Job Specific, Managerial/Leadership,
Custom, Development of Personnel Competency Framework – Lancaster Model of Competency.(5+3)
4. Competency Mapping: Procedures/Steps-Determining objectives and Scope, clarifying implementation goals
and standards, create an action plan, define competency based performance effectiveness (Key Result Area (KRA) & Key
Performance Indicators(KPI)), tools for data collection, data analysis, validating competency model, mapping future jobs
and single incumbent jobs, using competency profile in HR decisions, Mapping Competency for Recruitment and
Selection, Training and Development, Performance and Compensation. (7+3)
5. Competency Driven Career and Culture: Role of Competency in Career Progression - Transactional
Competency, Tradition Competency and Transformational Competency, Evaluation of Career through KSA (Knowledge,
Skill and Attitude) Competency based Succession and Career planning, Corporate Competency driven Culture. (6+3)

1. Competency based HRM, Ganesh Shermon, Tata Mc Graw Hill Publishing
2. The handbook of Competency Mapping: Understanding, Designing and Implementing Competency Models in
Organizations, Seema Sanghi, Sage Publication Inc

1. Human Capital Measurement: An Introduction, K Sangeetha ICFAI University
2. Competency Mapping, R K Sahu
3. Competency Study: Mapping the Future, Paul R Bernthal, ASTD Press
4. Human resource Management, K Ashwathappa
5. Human Resource Management, L M Prasad
6. Human Resource Management, Gary Dessler
Semester II 206HRM: Employee Relations and Labour Legislations

3 Credits LTP: 2:1:1 Subject Core (SC) Course – Human Resource Management
CO206HRM.1 REMEMBERING SHOW awareness of important and critical issues in Employee Relations
CO206HRM.2 UNDERSTANDING INTERPRET and relate legislations governing employee relations.
CO206HRM.3 APPLYING DEMONSTRATE an understanding of legislations relating to working
environment.
CO206HRM.4 ANALYSING OUTLINE the role of government, society and trade union in ER.
CO206HRM.5 EVALUATING EXPLAIN aspects of collective bargaining and grievance handling.
CO206HRM.6 CREATING DISCUSS the relevant provisions of various Labour Legislations.
1. Introduction: Background of Employee Relations, Concept, definition, scope, objectives, factors,

participants&importance of ER, Approaches to employee relations – The Dunlop’s approach, The Social Action
Approach, The Human Relations Approach and The Gandhian Approach, Labour policies, role of ILO and its influence on
legislation in India. (5+3)
2. Mechanism for harmonious ER: Collective bargaining - definition, meaning, nature, essential conditions,
functions and importance, process and its implementation, Workers participation in management& Problem solving
attitude, Grievance,meaning and forms, sources, approaches, procedures, model grievance procedure and grievance
handling committees. (6+3)
3. Legislations governing Employee Relations: The Industrial Disputes Act 1947 – Definition of industry, workmen
and industrial dispute, authorities under the act, procedure, powers and duties of authorities, strikes and lockouts,
layoff, retrenchment and closure, The Contract Labour (Regulation and Abolition) Act 1970 – Advisory boards,
registration of establishment, Licensing of Contractors, Welfare and health of contract labour, registers and other
records to be maintained. (6+3)
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4. Legislation governing Unions and wages: The Trade Union Act 1926- Formation and registration of Trade
Unions, Principle privileges of a registered trade union, rights of recognised trade unions, types and structure of trade
unions, impact of globalisation on trade union movement, Maharashtra Recognition of Trade Union and Prevention of
Unfair Labour Practices Act 1971 – Unfair labour practices on the part of Employers and Employees, authorities and
punishments under the act, Minimum Wages Act 1948 – Definition of wages, fixation and revision of minimum wages,
advisory boards and committees, fixing hours for a normal working day, wages for worker who works for less than
normal working day, maintenance of registers and records. (6+3)
5. Legislation governing working environment: The Factories Act 1948 – Definitions of factory, manufacturing
process, worker, occupier; provisions under health, safety and welfare, working hours, annual leave with wages,
prohibition of employment of young children, Maharashtra Shops & Establishment (Regulation of Employment and
Conditions of Service) Act, 2017 – Scope, Registration of establishments, opening and closing hours, hours of work,
interval for rest, spread over, wages for overtime and weekly off, leave with pay and payment of wages and welfare
provisions, offences and penalties, Maternity benefit Act, 1961 – Entire Act and latest amendment, The Sexual
harassment of women at workplace(Prevention, prohibition and Redressal) Act, 2013 – Definitions of sexual
harassment, employee, workplace, complaints committee, complaint mechanism, Aggrieved Woman, Chairperson;
Constitution of Internal Complaints Committee, Complaint, Inquiry into complaint, duties of employer. (7+3)

1. Personnel Management, C B Mamoria
2. Dynamics of Personnel Administration, Rudrabaswaraj
3. Personnel Management, Edwin Flippo
4. Industrial and Labour Laws, S. P. Jain

1. Guide on Labour Management forms and precedents (Law, Practice and Procedure), S D Puri, Snow white
publication
2. Introduction of Labour and Industrial Laws, Avatar Singh
3. Elements of Mercantile Law, N. D. Kapoor, Sultan Chand
4. Bare Acts

Specialization: Human Resource Management
Semester II 217HRM: Labour Welfare

2 Credits LTP: 0:3:1 Subject Elective (SE) Course – Human Resource Management
CO217HRM.1 REMEMBERING ENUMERATE the key concepts of the subject matter.
CO217HRM.2 UNDERSTANDING DESCRIBE the key aspects of the labour policy regulation in the country.
CO217HRM.3 APPLYING IDENTIFY the applicability of various legislations to variety of real world
organizations.
CO217HRM.4 ANALYSING EXAMINE the traditional concept of labour welfare in the industry.
CO217HRM.5 EVALUATING EXPLAIN the conditions of labour and their welfare and social security needs
in the country.
CO217HRM.6 CREATING ELABORATE upon the perspective of labour problems and remedial
measures in the country.
1. Introduction - Evolution of Labor Welfare : Origin and evolution of Labour Welfare-objectives of Labour
Welfare need and importance of L.W, Classification of Labour Welfare,Work agencies of Labour Welfare, Scope of
Labour Welfare, Concepts, philosophy and principles of labour welfare, Plans and labour policy in India and Labour
Welfare in India. (4+2)
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2. Labour Legislations in India: Statutory Welfare Amenities – as per Factories Act, 1948, Plantation Act, 1951,
Motor Act 1952, Motor Transport Act. Non-statutory welfare Agencies – Role of Trade Unions, NGOs and Local-self
Govt., National Commission on Labour and Labour Welfare, Labour Laws of the Elimination of Child Labour(4+2)
3. Agencies of Labour welfare: Agencies of Labour welfare in India (Central Govt. , State Govt., Employers &
Trade-Unions), Labour Welfare Officer: Role, Qualifications, Functions, Duties, Labour Administration in India (4+2)
4. Industrial Hygiene & Occupational Health: Working condition and benefits, Working conditions in the factory-
safety and accident prevention, Health and hygiene, Canteen organization and management, Organization of credit and
consumer co-operative societies-recreational and educational actives-workers education in India, Functions of Labour
welfare officers India. (4+2)
5. Problems of Indian labour: Problems of Women Labour, Problems of Unorganized labour, Problems of
Workers education (4+2)

1. Labour Problem and Social Welfare in India, Memoria, C. B., Kitab Mahal Allahabad
2. Labour Welfare, Trade Unionism and Industrial Relation, Punekar, S. D. , Himalaya Publishing House, Bombay.
3. Labour Welfare and Social security, Kohli, A. S. and Sarma S. R., Anmol Publications Pvt. Ltd., New Delhi.
4. Child Labour in India, Misra, L., Oxford University Press, New Delhi.
5. Personnel Problems and Labour Welfare, Mathur D. C., Mittal Publication. New Delhi.

1. Female Labour in India, Sharma Usha, Mittal Publication New Delhi
2. Aspects of Labour Welfare and Social Security, A.M.Sharma
3. Labour Problems and Social Welfare, R.C. Saxena
4. Labour economics and social welfare, Dr. B.P. Tyag
Semester II 218HRM: Lab in Recruitment and Selection

CO218HRM.1 REMEMBERING DESCRIBE the key concepts such as Job Specification, Job description,
Recruitment and Selection.
CO218HRM.2 UNDERSTANDING COMPARE and CONTRAST various methods of Recruitment and
Selection.
CO218HRM.3 APPLYING DEVELOP Job Specifications and Job descriptions in a variety of context.
CO218HRM.4 ANALYSING ANALYZE various Personality types.
CO218HRM.5 EVALUATING EXPLAIN the profiling techniques used to test Personality, Aptitude,
Competency.
CO218HRM.6 CREATING COMPILE a list of questions for Recruitment and Selection interviews.
1. Comparative study of 10 recruitment advertisements ( 5 from Newspaper & 5 from job portals) & analysis of
the same in the light of : Job Specification/ description, Mode of selection, Other details - Documentation for
Recruitment
2. Profiling Techniques : Personality, Aptitude, Competency
3. Interviewing: Study of Interview modes, List of questions for interviewers, Personal, Telephonic.

1. Human Resource and Personnel Management, K Aswathappa, Tata McGraw Hill
2. Effective Recruitment and Selection Practices, Alan Nankervis, Robert Compton, Bill Morrissey.
3. Recruitment and Selection (Developing Practice), Chartered Institute of Personnel and Development
4. Successful Interviewing and Recruitment, Rob Yeung, Kogan ,Page Publishers
Semester II 219HRM: Learning & Development

Page 97 of 114
CO219HRM.1 REMEMBERING DESCRIBE the key concepts associated with Learning & Development
CO219HRM.2 UNDERSTANDING EXPLAIN the training process and the various methods of training for
various categories of employees in a variety of organizational contexts.
CO219HRM.3 APPLYING IDENTIFY training needs of various categories of employees in a variety
of organizational contexts.
CO219HRM.4 ANALYSING EXAMINE the impact of training on various organizational and HR
aspects.
CO219HRM.5 EVALUATING EVALUATE the training process of various categories of employees in a
variety of organizational contexts.
CO219HRM.6 CREATING DESIGN a training programme for various categories of employees in a
variety of organizational contexts.
1. Learning: Nature of learning, Learning-its influence on employee behavior, Learning Process, Learning and
HRD, Learning styles, elements and Profile, Types of Learning, Adult Learning, Androgogy, Implementing Learning/HRD
needs. Introduction to Training: Definition, Concept, Meaning, Nature, Need for Training and Development, Types of
Training, Effective Learning and Training. (4+2)
2. Process of Training: Identification of job competencies, Training Need Analysis and Assessment, Training for
Performance, Steps in Training, Role and Responsibilities of HRD and Training Specialist. (4+2)
3. Designing and Implementation of Training Plan: Objectives of Designing Training Plan, Budgeting of
Training,Trainer and Trainee Identification, Designing Module, Designing and Conducting Specific Training and
Development Programme. Methods of Training: Methods & Technique of Training, On Job Training, and Competency
based training, Online Training, E-Learning, Multimedia Training, Management Development Program, New Employee
Training. (4+2)
4. Evaluation of Training Program: Introduction, concept & principles, Evaluating Training and Results- Kirkpatrick
Model of Evaluation, CIRO of Training, ROT of Training, Cost-Benefit analysis. (4+2)
5. Management Development: Training and Coaching, Mentoring, Training Practices, Train the trainer, Training
for Diversity, Impact of Training on HRD. (4+2)

1. Employee Training & Development, Raymond Noe
2. Training and Development, S K Bhatia
3. The ASTD Training and Development Handbook: A Guide to Human Resource Development, Robert Craig, McGraw-
Hill.
4. Creative Training Techniques Handbook, Robert W. Pike, CSP
Semester II 220HRM: Public Relations & Corporate Communications

CO220HRM.1 REMEMBERING DESCRIBE the various forms of Corporate Communications from a HR
perspective.
CO220HRM.2 UNDERSTANDING EXPLAIN the role of Public Relations & Corporate Communications in HRM.
CO220HRM.3 APPLYING PLAN and EXECUTE a PR activity.
CO220HRM.4 ANALYSING EXAMINE the PR campaign & strategies of real world organizations.
CO220HRM.5 EVALUATING DEVELOP a strategic communication plan for a real life Corporate
communication issue.
CO220HRM.6 CREATING COMPLIE an analytical report on the PR activities and communication
strategies designed & practiced by the organizations and IMPROVE on it.
1. Public Relations & Corporate Communication : Introduction to corporate communication, Public relations
writing-writing to inform, writing to persuade, Design & lay out, Online public relations (4+1)
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2. Media Relations: Building maintaining relationship with credibility with media, Developing methodologies for
successful practice of media relations (5+1)
3. Public Relations: Concept, theory, history & practice of public relations, Importance of PR for HR professionals,
PR campaign & strategies for PR, Evaluating PR activities (5+1)
4. Communication Management : Presentation skills, Developing strategic communication plan, Synthesizing
internal & external initiatives, Event Management (4+1)
5. Field Study/ Desk Research: Student along with faculty are expected to study PR activities and communication
strategies designed & practiced by the organizations in the area & prepare a report. (7+1)

1. Public Relations, Phillip Henslowe, Chartered Institute of PR

1. Public Affairs in Practice, Stuart Thomson & Stevee John, Chartered Institute of PR
2. Develop your PR Skills, Neil Richardson& Lucy Laville, The Sunday Times,
3. Creativity in PR, Andy Green, Chartered Institute of PR
4. Running a PR Department, Mike Beard, Chartered Institute of PR
Semester II 221HRM: HR Analytics

CO221HRM.1 REMEMBERING ENUMERATE the key concepts related to the subject matter.
CO221HRM.2 UNDERSTANDING DEMONSTRATE experimentation and innovation.
CO221HRM.3 APPLYING USE thinking & decision making ability beyond the existing capabilities
and present environment.
CO221HRM.4 ANALYSING ANALYSE the behavioral Patterns of an individual & Map the
competency- the audit Perspective.
CO221HRM.5 EVALUATING EXPLAIN the innovative and formulate strategies which enhance
innovative skills and Promote Innovation.
CO221HRM.6 CREATING FORMULATE the linkage between HR Analytics and Business Analytics.
1. Introduction & Concept: Disruptive Technological Era: Evolution of Industry Revolution 4.0 and aspect of HR,
Big data in HR, understanding of Machine Learning, sensors and cloud computing, Business Intelligence in HR. (4+2)
2. Importance of HR Analytics: Role and Responsibilities of HR Analytics, Framework of contemporary HR
Analytics,- Predictive tools and Applications in solving problems using HR analytics. Gartners Analytics Maturity
Model.(4+2)
3. Innovation: Concept of innovation, Kinds of Innovation, Developing Innovative culture in an organization. HR
analytics linkage to business outcomes, Measuring use of HR analytics impact on business outcome (4+2)
4. Strategy Formulation: Redefining HR Policies and Practices, Robust competency mapping, understanding
future of work and workplace, Decision framework. Use of HR analytics in workforce planning: talent acquisition, talent
development, talent compensation, talent engagement and retention (4+2)
5. Learning from Analysis: Case studies and best practices in use of HR Analytics in industry (5 cases) (4+2)

1. Winning on HR analytics: Leveraging data for competitive advantage, Ramesh Soundararajan and Kuldeep Singh,
Sage Publication
2. The Practical Guide to HR Analytics: Using Data to Inform, Transform, and Empower HR Decisions Paperback,
Shonna D. Waters , Valerie N. Streets , Lindsay Mcfarlane , Rachael Johnson-murray
3. Human Capital Analytics: How to Harness the Potential of Your Organization's Greatest Asset, Boyce Byerly, Gene
Pease, and Jac Fitz-enz
4. Doing HR Analytics: A Practitioner's Handbook with R Examples, Lyndon, Mr. Sundmar, Createspace Independent
Pub
Page 99 of 114
5. The Power of People: Learn How Successful Organizations Use Workforce Analytics to Improve Business
Performance, Guenole Nigel, Ferrar Jonathan, Feinzig Sheri, Pearson Publication
Semester II 222HRM: Conflict & Negotiation Management

CO222HRM.1 REMEMBERING DEFINE the key concepts of the subject matter.
CO222HRM.2 UNDERSTANDING EXPLAIN the negotiation process, Zone of possible agreement (ZOPA) and
Best alternative to a negotiated agreement (BATNA)
CO222HRM.3 APPLYING APPLY the negotiation process, Zone of possible agreement (ZOPA) and Best
alternative to a negotiated agreement (BATNA) for successful negotiations.
CO222HRM.4 ANALYSING APPRAISE the importance of in business negotiations and managing conflicts.
CO222HRM.5 EVALUATING DEVELOP the logical thinking, communication skills and other prerequisite
for successful business negotiations and handling organizational conflict.
CO222HRM.6 CREATING COMBINE the theoretical concepts practical methods of managing and
resolving organizational conflict and negotiation styles in the organizational
context.
1. Fundamentals of Negotiation: definition: Introduction to the importance of negotiation, its importance

andNature of negotiation, negotiation Vs other interactions, Dimensions of Negotiation, Structure and the prerequisites
of successful negotiation, types of negotiation , Strategy & planning of negotiation, four stage model of negotiation.
(4+2)
2. Negotiation Process: Perception & Preparation for the negotiations, goal setting for the negotiation , options
and criteria for negotiation, role of Communication& Influence in the negotiation process , Identifying BATNA (Best
alternative to a negotiated agreement) and ZOPA (zone of possible agreement) in the negotiation process , Ethics in
negotiation, Agreement (4+2)
3. Negotiation styles: Leigh Thompson’s 5 negotiation mental models, importance of establishing trust and
building a Relationship in negotiation , Win-Win Negotiation, use of creativity and problem Solving in Negotiations,
application of Transactional analysis for negotiations.(4+2)
4. Conflict Management: Introducing the concept of conflict management,Definition, importance and Models of
conflict (Process & Structural), Sources of conflict, analyze the relationship between conflict & performance in team,
Advantages & Disadvantages of Conflict. Creating conducing climate to resolve the conflict, apply the fundamentals of
conflict management to build teams in the organizations, design the process for conflict management and create the
situations to minimize the conflicts in an organizations. (4+2)
5. Types of Conflicts: understanding the importance of developing mechanism to manage conflicts in the
organizations, managing interpersonal and intra personal conflict, and conflict resolution, dealing with difficult
subordinates, boss & colleagues, evaluate the organization conflict, analyze the techniques to resolve team conflict,
creating the strategies tomanage organizational conflict, understand the concept of third party conflict resolution
(ADR), demonstrate the use of third party conflict resolution ( ADR). Simulation: Case study on best business
negotiations and conflict management, Role Play. (4+2)

1. Negotiation: Communication For Diverse Settings, Spangle, Michael L. ; Isenhart, Myra Warren : Sage
Publications
2. The Negotiation Field book Simple Strategies to Help you negating everything, Grande, Lum. New Delhi : TATA
MCGRAW HILL Publishing Company Limited
3. Negotiation / Harvard Business Essentials. U S A, Harvard Business Publishing Corporation
4. How to Conduct Effective Negotiations, Forsyth, Patrick Jaico Publishing House
5. Managing Workplace Conflicts, Subbulakshmi,V., Hyderabad : ICFAI University Press
6. The Power of Positive Confrontation : The Skills You Need To Know To Handle Conflicts At Work, At Home And In
Life, Pachter, Barbara . Magna Publishing Co. Ltd.

Page 100 of 114
1. Getting to Yes: Negotiating Agreement without Giving In, Roger Fisher, WilliamUry, Bruce Patton
2. Bargaining for Advantage: Negotiation Strategies for Reasonable People, G. Richard Shell
3. Secrets of Power Negotiating: Inside Secrets from a Master Negotiator, Roger Dawson

Specialization: Operations & Supply Chain Management
Semester II 205OSCM: Service Operations Management – I

3 Credits LTP: 2:1:1 Subject Core (SC) Course – Operations & Supply Chain Management
CO205OSCM.1 REMEMBERING DESCRIBE the nature and CHARACTERISTICS of services and the services
economy.
CO205OSCM .2 UNDERSTANDING DESRCIBE the service design elements of variety of services.
CO205OSCM .3 APPLYING USE service blueprinting for mapping variety of real life service
processes.
CO205OSCM .4 ANALYSING ANALYSE alternative locations and sites for variety of service facilities.
CO205OSCM .5 EVALUATING JUDGE and EXPLAIN the service orientation at variety of service
facilities / organizations.
CO205OSCM .6 CREATING CREATE flow process layouts for variety of services.
1. Understanding Services: The Service Economy, Service Definitions, Facilitating Role of Services in an Economy,
Economic Evolution, Stages of Economic Development, Nature of the Service Sector, The Experience Economy,
Consumer Service Experience, Business Service Experience, Service-Dominant Logic, Distinctive Characteristics of
Service Operations - Customer Participation, Simultaneity. Perishability, Intangibility, Heterogeneity, Non-transferrable
Ownership. The Service Package, Grouping Services by Delivery Process, Open-Systems View of Service Operations
Management. (7+2)
2. Designing the Service Enterprise: New Service Development, Sources of Service Sector Growth, Information
Technology, The Internet as a Service Enabler, Innovation, Changing Demographics, Innovation in Services, New Service
Development, Technology in Service Innovation, Challenges of Adopting New Technology in Services, Readiness to
Embrace New Technology, Service Design Elements, Customer Value Equation, Strategic Positioning through Process
Structure, Service Blueprinting, Taxonomy for Service Process Design, Degree of Divergence, Object of the Service
Process, Type of Customer Contact, Generic Approaches to Service System Design, Production-Line Approach, Customer
as Co-producer, Customer Contact Approach, Information Empowerment, Intellectual Property. (7+2)
3. The Service Encounter: Concept of the Service Encounter, Role of Technology , The Emergence of Self-Service,
The Service Encounter Triad, Encounter Dominated by the Service Organization, Contact Personnel-Dominated
Encounter, Customer-Dominated Encounter, The Service Organization, Culture, Empowerment, Control Systems,
Customer Relationship Management, Contact Personnel - Selection & Training , Creating an Ethical Climate. The
Customer Expectations and Attitudes, The Role of Scripts in Coproduction, Creating a Customer Service Orientation,
Service Profit Chain. (7+2)
4. Service Facility Location: Strategic Location Considerations, Competitive Clustering, Saturation Marketing,
Marketing Intermediaries, Substitution of Communication for Travel, Separation of Front from Back Office, Impact of
the Internet on Service Location, Site Considerations, Geographic Information Systems, Facility Location Modeling
Considerations, Geographic Representation, Number of Facilities, Optimization Criteria, Facility Location Techniques,
Cross-Median Approach for a Single Facility, Huff Model for a Retail Outlet, Location Set Covering for Multiple Facilities,
Regression Analysis in Location Decisions. (7+2)
5. Service Facility and Process Flows: Environmental Psychology and Orientation, Servicescapes , Behaviors in
Servicescapes, Environmental Dimensions of Servicescapes, Facility Design, Nature and Objectives of Service
Organizations, Land Availability and Space Requirements, Flexibility, Security, Aesthetic Factors, The Community and
Environment. Process Analysis, Types of Processes, Flowcharting, Gantt Chart, Process Terminology, Facility Layout,
Flow Process Layout and the Work Allocation Problem, Job Shop Process Layout and the Relative Location Problem.
(7+2)
Page 101 of 114

1. Successful Service Operations Management, Metter, King–Metters, Pulliman& Walton, Thomson India
2. Service Management, Fitzsimmons and Fitzsimmons, Irwin/McGraw-Hill
3. Services Marketing Operations and Management, Vinnie J Juhari, Kirti Dutta, Oxford University Press
4. Services Sector Management An Indian Perspective, C. Bhattacharjee
5. Services Business Management, Dr. Abhay Kulkarni, Himalaya Publication.

1. Service operations management - Improving service delivery, Robert Johnston, Graham Clark, Pearson
Publication
2. Baldrige – Just What the Doctor Ordered, Quality Progress, Nelson
Semester II 206OSCM: Supply Chain Management

3 Credits LTP: 2:1:1 Subject Core (SC) Course – Operations & Supply Chain Management
CO206OSCM.1 REMEMBERING DESCRIBE the key concepts of Supply Chain Management and the –
driving forces in contemporary Supply Chain Management.
CO206OSCM.2 UNDERSTANDING EXPLAIN the structure of modern day supply chains.
CO206OSCM.3 APPLYING IDENTIFY the various flows in real world supply chains.
CO206OSCM.4 ANALYSING COMPARE and CONTRAST push and pull strategies in Supply Chain
Management.
CO206OSCM.5 EVALUATING EXPLAIN the key Operational Aspects in Supply Chain Management.
CO206OSCM.6 CREATING DISCUSS the relationship between Customer Value and Supply Chain
Management.
1. Supply Chain Structure: Shift from enterprise to network, Structure of a SC, Push based SC, Pull based SC,
Tradeoff between Push & Pull, Identifying appropriate Push & Pull Strategy for SC, Commodity & cost centric SC, Agile
SC (7+2)
2. Flows in SC: Forward & Reverse SC, Product, Services, Information, Funds, Demand, Forecast flows in Upstream
& Downstream direction (7+2)
3. Total SCM: Changing business landscape – driving forces: Shift from Operations to Services, Impact of
globalization & technological revolution, Shift from linear SC to collaborative networks, power shifts in the SC- demands
for flexibility of partnerships, core competencies, growth in outsourcing, Increased complexity of processes (7+2)
4. SCM Building Blocks: Overview of customer focus & demand, resources & capacity management, procurement
& supplier focus, inventory management, operations management, distribution management in SCM. Key Operational
Aspects in SC: Creating the Lean SC – JIT Purchasing, JIT Transportation and JIT Production. Kanban, VMI. (7+2)
5. Customer Value: Empowered consumer, Customer focused Marketing & SC service outputs, customer service –
availability, operational performance, reliability. Customer satisfaction – customer expectations, enhancing customer
satisfactions, limitations of customer satisfaction. Customer success – achieving customer success, value added services,
customer value requirement mapping, CRM. (7+2)

1. Supply Chain & Logistics Management, Bowersox, Closs & Cooper, Tata McGraw Hill
2. Designing & Managing the SC – Concepts, Strategies & Case studies, Levi, Kaminsky et. al., Tata McGraw Hill
3. Supply Chain Management: Strategy Planning & Operations, Sunil Chopra, Peter Meindl, Pearson

1. Supply Chain Management Process, System & Practice, N.Chadrasekaran, Oxford
2. Total Supply Chain Management, Basu & Wright, Elsevier
3. Logistics Management & Strategy, Harrison and van Hoek, Prentice Hall
4. Supply Chain Management, Mentzer, Response Books.
5. Logistics Management: The Supply Chain Imperative, Vindo Sople, Pearson Education.
Page 102 of 114

Specialization: Operations & Supply Chain Management
Semester II 217OSCM: Planning & Control of Operations

2 Credits LTP: 1:1:1 Subject Elective (SE) Course – Operations & Supply Chain Management
CO217OSCM.1 REMEMBERING DESCRIBE the building blocks of Planning & Control of Operations.
CO217OSCM.2 UNDERSTANDING EXPLAIN the need for aggregate planning and the steps in aggregate
planning.
CO217OSCM.3 APPLYING MAKE USE OF the various forecasting approaches in the context of
operations planning process.
CO217OSCM.4 ANALYSING ILLUSTRATE how capacity planning is done in organizations and its
relationship with MRP.
CO217OSCM.5 EVALUATING EXPLAIN the importance of scheduling in operations management.
CO217OSCM.6 CREATING CREATE a Bill of Materials.
1. Planning & Control of Operations: Need, Functions - Routing, Scheduling, shop loading and dispatch, follow
up. Relations with other departments, Routing-Process layout indicating flow Chart of material from machine to
machine. Dispatch in production control-documentation. (5+1)
2. Demand Forecasting: Forecasting as a planning tool, Why do we forecast, Forecasting time horizon, Design of
forecasting systems, Developing the logic of forecasting, Sources of data, Models for forecasting, Extrapolative methods
using time series, Causal methods of forecasting, Accuracy of forecasts, Using the forecasting system. (5+1)
3. Aggregate Production Planning: Planning Hierarchies in operations, Aggregate Production planning, Need for
Aggregate Production planning, Alternatives for managing demand, Alternatives for managing supply, Basic strategies
for aggregate production planning, Aggregate production planning methods, Master Production Scheduling. (5+1)
4. Resources Planning: Dependent Demand Attributes, Planning a framework – the basic building blocks: Multiple
levels in products, Product Structure, The Bill of Materials, Time phasing of the requirements, Determining the Lot Size,
Incorporating Lead time information, Establishing the planning premises. MRP Logic, Using the MRP system, Capacity
Requirements planning, Manufacturing Resources Planning (MRP II), Enterprise Resource Planning (ERP), Resource
Planning in services. (5+1)
5. Scheduling of Operations: Need for Scheduling, Scheduling – Alternative terms, Loading of machines,
Scheduling Context, Scheduling of Flow Shops, Scheduling of Job Shops, Input-Output Control, Operational Control
Issues in Mass production systems. (5+1)

1. Operations Management: Theory and Practice, B Mahadevan, Pearson.
2. Operations Management, Terry Hill, Palgrave
3. The Fundamentals of Production Planning and Control, Stephen Chapman, Pearson
4. Operations Now, Byron Fitch, TMGH.
Semester II 218OSCM: Productivity Management

CO218OSCM.1 REMEMBERING DEFINE various types of productivity and measures of productivity.
CO218OSCM.2 UNDERSTANDING DEMONSTRATE the linkages between various measures of productivity.
CO218OSCM.3 APPLYING APPLY Value Analysis and Value Engineering principles to simple
situations related to operations management.
CO218OSCM.4 ANALYSING APPLY various types of charts and diagrams to carry out work study and
method study.
CO218OSCM.5 EVALUATING DETERMINE the Standard Time using Techniques of Work Measurement.
Page 103 of 114

CO218OSCM.6 CREATING ELABORATE upon the concepts of JIT, Lean, 5S, TPM, BPR, Six Sigma,
World Class manufacturing.
1. Introduction: Importance and significance of productivity, Productivity concepts – Macro and Micro factors of
productivity, productivity from product and service perspective, different inputs and productivity measures, Various
ratios related to finance, material and service. (3+1)
2. Value Analysis and Value Engineering: Concept of Cost, Price and Value, Role in Productivity, Procedure –
Application and productivity benefit model. (3+1)
3. Work Study: Importance of work study – Method Study and Work Measurement – Pioneers of Performance
Measurement. Method Study: Need for Method Study – Procedure of Method Study –Process Flow charts, Man
machine diagrams ,Principles of Motion Economy. (6+1)
4. Work Measurement: Techniques of Work Measurement including Estimating, Stopwatch Time Study,
Predetermined Time Standards, Synthetic Estimates of Work, Times, Activity Sampling. Computation of Standard Time –
Elements – Types of Elements – Performance Rating – Allowances – Need for Allowances – Types of Allowances. (8+1)
5. Advanced Methods of Productivity and service level enhancements: Overview of JIT, Lean, 5S, TPM, BPR, Six
Sigma, World Class manufacturing, Use of Technology in productivity and service enhancements: ITeS, CAD, CAM, CIM,
CMMI. (5+1)

1. Productivity Measurement for Business Excellence, Prem Vrat, G.D. Sardana, B.S. Sahay, Narosa Publishing House.
2. Operations Management for Competitive Advantage, Richard B Chase, Jacobs, Aquilano, Agarwal,
3. Introduction to Work Study, Editor - Geirge Kanawaty, Universal Publishing
4. Production and Operations Management, S.N.Chary, TMGH
Semester II 219OSCM: Inventory Management

CO219OSCM.1 REMEMBERING DEFINE the key terms associated with Inventory Management.
CO219OSCM.2 UNDERSTANDING CLASSIFY various types of inventory, and inventory costs.
CO219OSCM.3 APPLYING CALCULATE Economic Order Quantity and stock levels under various
conditions.
CO219OSCM.4 ANALYSING COMPARE and CONTRAST various methods of inventory control.
CO219OSCM.5 EVALUATING ASSESS various factors influencing Make or Buy decisions.
CO219OSCM.6 CREATING SOLVE problems based on ABC classification of inventory.
1. Elements of Inventory Management: Inventory concepts, Pressures for Low Inventory, Pressures for High
Inventory, Role of inventory in Operations, Types of inventory – seasonal, decoupling, cyclic, pipeline, Safety stock.
Inventory costs – carrying costs, ordering costs, shortage costs. (5+1)
2. Inventory Control systems: Continuous Review (Q) systems, Periodic Review (P) systems, ABC Classification
system, Issues in the P and Q systems of inventory control. (5+1)
3. Economic Order Quantity Models: The Basic EOQ Model, Production Quantity Model, Computer Solution of
EOQ model with MS Excel, Quantity Discounts, Computer Solution of Quantity Discounts model with MS Excel, Reorder
Point, Safety Stocks, Service Level, Reorder point with variable demand, Computer Solution of Reorder point with MS
Excel, Order quantity for periodic inventory system, Order quantity with variable demand, Computer Solution of fixed
period model with MS Excel. (5+1)
4. Just-In-Time: Principles of just-in-time, Core logic of JIT, Main features for stocks, Achieving just-in-time
operations, Other effects of JIT, Benefits and disadvantages of JIT, Comparison with other methods of inventory
management. KANBAN as a control tool. Vendor managed inventory. (5+1)
5. Make Or Buy Decisions: Factors influencing Make Or Buy Decisions-cost, quality, capacity core v/s noncore,
management strategy. Evaluation of performance of Materials function: cost, delivery, quality, methodology of
evaluation, Use of ratios - inventory ratios, inventory analysis like ABC, FSN: Fast slow, Nonmoving, HML-High Medium,
Low, XYZ. Materials Management In JIT Environment. (5+1)
Page 104 of 114

1. Operations Management: Theory and Practice, B Mahadevan, Pearson.
2. Operations Management-Process and Value Chains, Krajewski, Ritzman, Malhotra, Pearson.
3. Operations Management: Quality and Competitiveness in a Global Environment, Russell and Taylor, Wiley India.

1. Introduction to Materials Management, J.R.Tony and Arnold.
2. Inventory Control and Management, Donald Waters, Wiley Student Edition.
3. Just-in-Time Manufacturing, Korgaonker, Macmillan
4. Essentials of Inventory Management, Max Muller, JAICO Publishing
Semester II 220OSCM: Theory of Constraints

CO220OSCM.1 REMEMBERING DEFINE the key concepts of TOC.
CO220OSCM.2 UNDERSTANDING DEMONSTRATE knowledge & understanding of the fundamentals of TOC.
CO220OSCM.3 APPLYING IDENTIFY and mitigate both real constraints and managerial constraints.
CO220OSCM.4 ANALYSING ILLUSTRATE the tools and techniques that help in managing constraints to
improve organizational performance.
CO220OSCM.5 EVALUATING EXPLAIN the benefits an organization may reap through the successful
implementation of the TOC.
CO220OSCM.6 CREATING DEVELOP solutions to common problems in Project Management,
Operations Management and Supply Chain Management using TOC
principles and methods.
1. Thinking Process: Introduction to Theory of Constraints (TOC), Tools of TOC, Where is TOC applicable? What is
a constraint, TOC’s thinking process and Human Being, Terminology used in the thinking process, Steps to implement in
the thinking process, Current Reality Tree, Conflict Resolution Diagram, Future Reality Tree, Prerequisite Tree, Transition
Tree, Three Cloud Method. (5+1)
2. Finance and Measures: Economic Decisions, TOC and Product Costing, Economic Decisions using TOC Costing.
(5+1)
3. Project Management: Phases of Project Management, Common problems in Project Environment, Critical
Chain project Management – A TOC approach. (5+1)
4. Drum-Buffer-Rope Solution: Introduction, The Drum – The MPS of the Capacity Constraint Resource,
Implementing Drum-Buffer-Rope, Implementing Drum-Buffer-Rope on the shop floor, MPS using Drum-Buffer-Rope
Scheduling method. (5+1)
5. Theory of Constraints in Supply Chain Management: Introduction, TOC in distribution Solution, Drum-Buffer-
Rope in distribution. (5+1)

1. Theory of Constraints by S K Mukhopadhyay, Jaico Books.
2. The Goal by E M Goldratt and Cox J, Great Barrington, North River

1. What is the thing called Theory of Constraints? by E M Goldratt, Great Barrington, North River
2. It’s Not Luck by E M Goldratt, Great Barrington, North River
3. Essays on Theory of Constraints by E M Goldratt, Great Barrington, North River
4. Critical Chain by E M Goldratt, Great Barrington, North River
Semester II 221OSCM: Quality Management Standards

Page 105 of 114
CO221OSCM.1 REMEMBERING DESCRIBE the concepts of Quality and importance of the Quality
Management Principles.
CO221OSCM.2 UNDERSTANDING INTERPRET the requirements of ISO 9001:2015 standard.
CO221OSCM.3 APPLYING APPLY process based thinking and risk based thinking for managing and
improving the functioning of an organization.
CO221OSCM.4 ANALYSING TAKE PART IN planning, conducting and follow-up of QMS audits directed
towards maintenance and continual improvements of the QMS.
CO221OSCM.5 EVALUATING DEVELOP skills for Corrective Action Management and Continual
Improvement Project management.
CO221OSCM.6 CREATING BUILD stakeholder confidence by managing processes in line with the latest
requirements.
1. Quality Management Systems: Quality, Quality Concepts, Concepts and Characteristics of Quality as a Business
Imperative, Quality Management Systems Map, Advantages of the Quality Management Systems, Process approach,
Seven Quality Management Principles, Organization and it’s Context, Needs and Expectations of Interested Parties.
Need for Quality Management System, Management System Standards (MSS), High Level Structure (HLS), Integrated
Management Systems, Risk Management, How processes affect each other, The Plan – Do – Check (Study) – Act Cycle
(PDCA) and terminology; PDCA and its relation in business processes , Quality Policy and Objectives at all functions and
levels. (5+1)
2. ISO Standards: QMS: ISO 9001 Useful Terms, ISO Supporting Standards, Understanding the terms and
definitions of the ISO 9001: 2015 standard, Broad overview of the requirements of ISO 9001: 2015, The principles,
structure and language of ISO 9000 and ISO 9001, Applying the ISO 9001: 2015 standard when developing and
implementing a QMS. (5+1)
3. Documentation and Implementation Planning: Phased Approach Method and Tools, Executive and
Management Overview, Planning, Gap Assessment and Planning, Documentation, Implementation and Training,
Internal Assessment and Management Review, 3rd Party Registration Assessment, Sustain and Continual Improvement.
(5+1)
4. Risk Assessment: Concept and principles of Risk Assessment, Risk Based Thinking and Management
Responsibility within an effective QMS, Applying the Framework of Risk Assesment, Understand the differences
between the different techniques - Root Causal Analysis, Failure Modes and Effects Analysis (FMEA), Hazard Analysis
and Critical Control Points (HACCP), Capability Index. (5+1)
5. Internal Audit : Understanding and application of Internal Audit Process requirements, Planning the Audit,
Scheduling the Audit, Preparing the Audit, Conducting the Audit, Documenting Audit Findings, Reporting Audit Findings,
Corrective Action Follow-up, Auditing practices and techniques ,Role plays and/or scenarios to relevant field, The
personal and interpersonal skills and competencies required for auditing. (5+1)

1. Mastering ISO 9001:2015: A Step-By-Step Guide To The World's Most Popular Management Standard, Gregory
Peckford
2. Understanding ISO 9001: 2015 Quality Management System, Virendra Kumar Gupta
3. ISO 9001: 2015 - A Complete Guide to Quality Management Systems, Itay Abuhav
4. Operations Management: An Integrated Approach, Danny Samson and Prakash Singh, Cambridge University Press.
5. Managing Quality, Barrie G Dale, Ton van der Wiele and Jos van Iwaarden (Editors),Blackwell Publishing
6. ISO 9001:2015 Standard
Semester II 222OSCM: Service Value Management

CO222OSCM.1 REMEMBERING DEFINE the core concepts related to Service Value Chain, Service Profit
Chain, Innovation, CRM, networks.
CO222OSCM.2 UNDERSTANDING ILLUSTRATE managing the service process through service value chain.
Page 106 of 114
CO222OSCM.3 APPLYING IDENTIFY factors influencing Innovation and service organizational design.
CO222OSCM.4 ANALYSING EXAMINE the inter-relationships between the Focal firm, Supplier
Networks, Distribution Networks, etc.
CO222OSCM.5 EVALUATING EVALUATE the role of Business Networks as partners in value creation.
CO222OSCM.6 CREATING DEVELOP strategies built on Principles of Service Value Chain & Service
Profit Chain for various types of organizations.
1. Basic Concepts, Value, Value Processes, Creating service value, Defining the benefit part of service value- the
service product, Value creation by services marketing, Evaluating internal customer value leading to external customer
satisfaction, Costing of Services- Defining the cost part of service value: service pricing, Delivering service value -
Managing service delivery. (5+1)
2. Service Value Chain & Service Profit Chain: Introduction, Definitions, Significance, Managing the service
process through service value chain, service value chain and service profit chain, Key elements of service profit chain –
customer loyalty and satisfaction, understanding value from customer perspective, dream team cycle. (5+1)
3. Value Chain Service Innovations: Introduction, Components, Types, Models, Processes of Innovation, Evolution
and Characteristics of Innovation Management, Key drivers, Factors influencing Innovation, Organizing for Innovation,
Factors influencing service organizational design, Developing Innovation Strategy. (5+1)
4. Managing Networks: What is a Network? Business Networks, Network Position, Concept of Focal firm,
Business Networks and CRM, Supplier Networks, Distribution Networks, Management of Networks, Supplier
Relationships, Product Development, Supplier Accreditation Programmes, Process Alignment, E Procurement, Partners
in Value Creation, Alliance between non-competing firms, Alliance between competing firms, Benchmarking Partners,
Customer Advocacy groups, Sponsors, Partners in Value Delivery. IT Enabled Customer Services - Call Centre Operations
and Management, Web-enabled Services, ERP enabled Field and Technical Support Services, Tele marketing and
servicing. (5+1)
5. Case Studies related to Service Value Chain in Banking & Insurance, Hospital and Health Care, Travel & Tourism,
Hotel & Catering, Retail and Contractual Services. (5+1)

1. Service Profit Chain: How Leading Companies Link Profit and Growth to Loyalty, Satisfaction and Value, W. Earl
Sasser , Leonard A. Schlesinger, James L. Heskett
2. Competitive Advantage, Porter, Michael E, The Free Press. New York.
3. Strategic Management: a Methodological Approach, Rowe, Mason, Dickel, Mann, Mockler; Addison-Wesley
Semester II 223OSCM: Industry 4.0

CO223OSCM.1 REMEMBERING DESCRIBE the drivers, enablers and compelling forces for Industry 4.0’s
advancement.
CO223OSCM.2 UNDERSTANDING UNDERSTAND the power of Cloud Computing in a networked economy.
CO223OSCM.3 APPLYING IDENTIFY the opportunities, challenges brought about by Industry 4.0.
CO223OSCM.4 ANALYSING OUTLINE the various systems used in a manufacturing plant and their
role in an Industry 4.0 paradigm.
CO223OSCM.5 EVALUATING APPRAISE the smartness in Smart Factories, Smart cities, smart products
and smart services.
CO223OSCM.6 CREATING PREDICT how organizations and individuals should prepare to reap the
benefits.
1. Introduction to Industry 4.0: Overview of the Various Industrial Revolutions, Digitization and the Networked
Economy, Industry 4.0 Paradigm, Industry 4.0 characteristics – Interoperability, Virtualization, Decentralization, Real-
time capability, Service orientation , Modularity, Convergence, Cost reduction and efficiency, Mass customization.
Drivers, Enablers, Compelling Forces and Challenges for Industry 4.0 , Evolution in USA, Europe, China and other
Page 107 of 114

countries, Comparison of Industry 4.0 Factory and Today's Factory, Trends of Industrial Big Data and Predictive Analytics
for Smart Business Transformation. (7+1)
2. Key Building Blocks: Internet of Things (IoT), Industrial Internet of Things (IIoT), Internet of Services, Smart
Manufacturing, Smart Devices and Products, Smart Logistics, Smart Cities, Predictive Analytics. (4+1)
3. Technological Ecosystem: Technologies for enabling Industry 4.0, Cyberphysical Systems, Robotic Automation
and Collaborative Robots, Support System for Industry 4.0, Mobile Computing, Related Disciplines, Issues of Cyber
Security. (4+1)
4. Data as a resource: Role of data, information, knowledge and collaboration in future organizations, Resource-
based view of a firm, Data as a new resource for organizations, Harnessing and sharing knowledge in organizations,
Cloud Computing Basics, Cloud Computing and Industry 4.0 (5+1)
5. Applications and the way ahead: Automotive, Agriculture, Retail, Healthcare, Fintech, Manufacturing,
Applications and Case Studies: Industry 4.0 laboratories , IIoT case studies, Business issues in Industry 4.0 -
Opportunities and Challenges, Future of Works and Skills for Workers in the Industry 4.0 Era, Strategies for competing in
an Industry 4.0 world. (5+1)

1. Industry 4.0: Managing The Digital Transformation, Ustundag, Alp, Cevikcan, Emre, Springer.
2. Hands-On Industrial Internet of Things: Create a powerful Industrial IoT infrastructure using Industry 4.0 , Giacomo
Veneri.
3. Internet of Things: A Hands-On Approach , Arsheep Bahga.
4. Industry 4.0: The Industrial Internet of Things Paperback, Alasdair Gilchrist.

Specialization: Business Analytics
Semester II 205BA: Basic Business Analytics using R

3 Credits LTP: 2:1:1 Subject Core (SC) Course – Business Analytics
CO205BA.1 REMEMBERING IDENTIFY opportunities for creating value using business analytics and
DESCRIBE the basic concepts in Business Analytics, DATA Science and Business
Intelligence.
CO205BA.2 UNDERSTANDING EXPLAIN the applications of Business Analytics in multiple business domains
and scenarios.
CO205BA.3 APPLYING DEVELOP a thought process to think like a data scientist/business analyst.
CO205BA.4 ANALYSING ANALYZE data graphically by creating a variety of plots using the appropriate
visualization tools of R.
CO205BA.5 EVALUATING SELECT the right functions of R for the given analytics task.
CO205BA.6 CREATING COMBINE various tools and functions of R programming language and use
them in live analytical projects in multiple business domains and scenarios.
1. Business Analytics Basics: Definition of analytics, Evolution of analytics, Need of Analytics, Business analytics vs
business analysis, Business intelligence vs Data Science, Data Analyst Vs Business Analyst, Types of Analytics, Tools for
Analytics. Concept of insights. Importance of data in business analytics, Differences between data, information and
knowledge, various stages of an organization in terms of data maturity, Options for organizations in the absence of good
quality data. (5+1)
2. Analytical decision-making: Analytical decision-making process, characteristics of the analytical decision-
making process. Breaking down a business problem into key questions that can be answered through analytics,
Characteristics of good questions, Skills of a good business analyst, Overview of Business analytics applications in -
Marketing Analytics, HR Analytics, Supply Chain Analytics, Retail Industry, Sales Analytics, Web & Social Media Analytics,
Healthcare Industry, Energy Analytics, Transportation Analytics, Lending Analytics, Sports Analytics. Future of Business
Analytics. (5+1)
3. Fundamentals of R: R environment, Downloading and Installing R, Using command line in R, Help, File
operations in R -Reading from and Writing to a file, Writing your first code in R, Importing data from spreadsheets, text
Page 108 of 114
files, SAS, SPSS, Connect to RDBMS from R using ODBC, basic SQL queries in R, Exploration and transformation activities,
basics of Web Scraping. (6+1)
4. Data types & Data Structures in R: Data types in R and its appropriate uses, Program Structure in R, Flow
Control: For loop, If condition, While conditions and repeat loop, Debugging tools, Concatenation of Data, Combining
Vars , cbind, rbind, Sapply, apply, tapply functions, Built-in functions in R like: seq(), cbind (), rbind(), merge(),
knowledge on the various subsetting methods, summarize data by using functions like: str(), class(), length(), nrow(),
ncol(), use of functions like head(), tail(), for inspecting data, summarize data, SQL join in R. Introduction to Data
Structure in R, Vectors, Lists, Scalars, Data Frames, Matrices, Arrays, Factors, Use of data structures in different
conditions, Advantage of using a particular approach. (10+3)
5. Data Visualization: Concept of Data Visualization, Popular Data Visualization tools, Exploratory Data
Analysis(EDA), Data Cleaning, Data Inspection, uses of the functions like grepl(), grep(), sub(), summarize(), llist(), Using
graphical functions in R for data visualization, Line Plots, Bar Plots, Bar Plots for Population, Pie chart, tableplot,
histogram, Plotting with base graphics, Plotting with Lattice graphics, Plotting and coloring in R. Customizing Graphical
Parameters to improvise plots, understanding GUIs like Deducer and R Commander, introduction to Spatial Analysis.
(10+3)

1. R for Business Analytics, A Ohri
2. Data Analytics using R, Seema Acharya, TMGH
3. Data mining and business analytics with R, Johannes Ledolter. New Jersey: John Wiley & Sons.
4. Data Mining for Business Intelligence, Concepts, Techniques and Applications,Shmueli, Patel,and Bruce: Wiley

1. Statistical data analysis explained: applied environmental statistics with R, Clemens Reimann. Chichester: John
Wiley and Sons
2. Data science in R: a case studies approach to computational reasoning and problem solving, Deborah Nolan.
Boca Raton: CRC Press
3. The analytics revolution: how to improve your business by making analytics operational in the big data era, Bill
Franks. Hoboken: Wiley
4. Taming the big data tidal wave: finding opportunities in huge data streams with advanced analytics, Bill Franks.
Hoboken: John Wiley & Sons.
5. Big data, big analytics: emerging business intelligence and analytic trends for today's business, Michael Minelli.
Hoboken: John Wiley & Sons
Semester II 206BA: Data Mining

3 Credits LTP: 2:1:1 Subject Core (SC) Course – Business Analytics
CO206BA.1 REMEMBERING DEFINE the key terms associated with Data Mining
CO206BA.2 UNDERSTANDING EXPLAIN the various aspects of Data
CO206BA.3 APPLYING APPLY classification models
CO206BA.4 ANALYSING ANALYSE using clustering models
CO206BA.5 EVALUATING SELECT appropriate association analysis and anomaly detection tools.
CO206BA.6 CREATING COMBINE various data mining tools and use them in live analytical projects in
business scenarios.
1. Basic Concepts: Concept, Definitions and Need of Big Data, Data Mining, Business Intelligence. Data Mining
Process, relation to Business Intelligence techniques. Introduction to Data Mining Tasks (Classification, Clustering,
Association Analysis, Anomaly Detection). Concept, Definitions of model, descriptive models, predictive modeling, basic
terminology.Real-world data mining applications - Big Data Analytics in Mobile Environments, Fraud Detection and
Prevention with Data Mining Techniques, Big Data Analytics in Business Environments. (6+1)
2. Data and Preprocessing: Understanding of Data, what is data? Types of attributes, properties of attribute
values, types of data, data quality, Sampling, Data Normalization, Data Cleaning, Similarity Measures, Feature
Selection/Instance Selection, the importance of feature selection/instance selection in various big data scenarios. (7+1)
Page 109 of 114
3. Classification: Decision-Tree Based Approach, Rule-based Approach, Instance-based classifiers , Support Vector
Machines, Ensemble Learning, Classification Model Selection and Evaluation, Applications: B2B customer buying stage
prediction, Recommender Systems. (9+1)
4. Clustering: Partitional and Hierarchical Clustering Methods, Graph-based Methods, Density-based Methods,
Cluster Validation, Applications: Customer Profiling, Market Segmentation. (9+1)
5. Association Analysis: Apriori Algorithm and its Extensions, Association Pattern Evaluation, Sequential Patterns
and Frequent Subgraph Mining, Applications: B2B Customer Buying Path Analysis, Medical Informatics,
Telecommunication alarm diagnosis. Anomaly Detection: Statistical-based and Density-based Methods , Ethics of data
mining, privacy, what can/do firms know? (9+1)

1. Data Mining: The Textbook by Charu C. Aggarwal
2. Data Science for Business by Foster Provost and Tom Fawcett, O’Reilly
3. Introduction to Data Mining by Pang-Ning Tan, Michael Steinbach, Vipin Kumar, Addison Wesley
4. Data Mining and Analysis: Fundamental Concepts and Algorithms by Mohammed J. Zaki and Wagner Meira

Specialization: Business Analytics
Semester II 217BA: Marketing Analytics

2 Credits LTP: 1:1:1 Subject Elective (SE) Course – Business Analytics
CO217BA.1 REMEMBERING DESCRIBE the use of Voice of the Customer data in making data driven
marketing decisions.
CO217BA.2 UNDERSTANDING DEMONSTRATE an understanding of utility theory to measure customer
preferences and choices.
CO217BA.3 APPLYING IDENTIFY what customers’ value in a product, and assess what they are
willing to pay for it.
CO217BA.4 ANALYSING ILLUSTRATE the use of various tools and frameworks to solve strategic
marketing problems using marketing data.
CO217BA.5 EVALUATING DETERMINE the most effective target markets.
CO217BA.6 CREATING DESIGN a study that incorporates the key tools of Marketing Analytics.
1. Segmentation Analytics: Market Segmentation Variables, Market Segmentation Types, Marketing Data
Landscape, Data for Segmentation, Analytics for Need Based Segmentation - Voice of the Customer, Managing
“Voice of the Customer” Data, Customer Co-Creation, RFM Analysis, Life Cycle Segmentation, Cross Tabulation
Segmentation, Regression based segmentation, Clustering, Conjoint Analysis Segmentation, The Cluster Analysis +
Discriminant Analysis Approach, (5+1)
2. Approaches to Choosing Target Segment/s: Rationale for Segment Targeting, Analytics for Perceptual Mapping
and Product Positioning, Product Positioning, Multi Dimensional Scaling (MDS) and Factor Analysis, Relevance of
Mapping for Product Positioning, Preference Mapping, Incorporating Preferences in Perceptual Mapping. (5+1)
3. Analytics for Product/Service Design: The Relevance of Trade-off Approaches, Conjoint Analysis, Approaches
to Conjoint Analysis, Interpreting Conjoint Results, Optimizing Design using Conjoint Results. (5+1)
4. Analytics for Tracking Customer Growth: Rationale for Customer Analytics, Customer acquisition cost,
Customer Churn, Customer Attrition models, Customer lifetime value, Net promoter score, Calculating the number
of new customers, Calculating average customer age & Days to convert, Calculating customer acquisition cost &
Average purchases, Calculating touch points & Lead conversion, Analyzing age demographics, First contact with
customer, Customer satisfaction, Understanding customer engagement, Diffusion Models - The Bass Model. (5+1)
5. Modeling New Marketing Initiatives: Introduction to modeling, Evaluating new ad channels, Modeling tips
and best practices, Projecting ad revenue, Projecting organic follower revenue, Projecting expenses, Calculating net
profit and breakeven, Understanding ROI, Calculating returns, Creating a single-variable sensitivity table, Creating a
multi-variable sensitivity table. (5+1)
Page 110 of 114

1. Marketing Analytics: Data-Driven Techniques with Microsoft Excel, Wayne L. Winston
2. Marketing Analytics: Strategic Models and Metrics, Stephan Sorger
3. Marketing Analytics: A Practical Guide to Improving Consumer Insights Using Data Techniques, Mike Grigsby
4. Cutting-edge Marketing Analytics: Real World Cases and Data Sets for Hands on Learning, Paul Farris, Rajkumar
Venkatesan, and Ronald T. Wilcox
Semester II 218BA: Retailing Analytics

CO2018BA.1 REMEMBERING ENUMERATE the characteristics, opportunities and challenges of New Age
Retailing and Digital Consumers.
CO2018BA.2 UNDERSTANDING UNDERSTAND Consumer Buying Behavior and Trends in new age retailing.
CO2018BA.3 APPLYING USE various kinds of data for performing Retailing Analytics.
CO2018BA.4 ANALYSING ILLUSTRATE the use of various tools and frameworks for predictive retail
analytics.
CO2018BA.5 EVALUATING DERIVE a variety of metrics and quantify key outcomes in multiple areas of
Retail.
CO2018BA.6 CREATING BUILD value for Retail and Marketing by deriving Marketing ROI metrics..
1. Retailing in the Digital Era: New Age Retailing, Digital Consumers Characteristics – interconnected , involved,
interconnected, co-creation, collaboration, Customer Data – Big Data, Business Analytics, Customer Insights, Data
Characteristics - Variety, Volume, Velocity, Veracity. Critical issues in Modern day Retail, The Digital organization, Retail
analytics for decision making, Informed and Risk-Aware Decisions , Benefits of Retail Analytics – Informed Decisions,
Risk mitigation, Gaining visibility , Retail Analytics for Strategic – Tactical and Operational decisions. (3)
2. Marketing in a Consumer-Driven Era: Understanding Consumer Buying Behavior and Trends , Leveraging
customer data, Putting information in context, Clicking with consumer communities, Keeping content in mind, From
personalization to commerce. (3)
3. Key Questions: What they are buying, Who they are, How they are buying, Where else they are buying? (3)
4. Data sources: Customer, Retailer, Supplier, Market, Web, Mobile, Social, Call Centres,. (3)
5. Looking at Unstructured Data: The unstructured data challenge, Recognizing the untapped analytics
opportunity, Customer-Driven Decision Making, Content Analytics in Action, Understanding Affinities between Products
and Customers, Advanced affinity analysis, Market basket analysis, Understanding customer preferences , Anticipating
the customer’s next move, Improving Retail Promotions. (3)
6. Merchandising Analytics: Assortment planning , GeoSpatial Analytics, Product placement, Space Optimisation,
Product adjacency, Aligning store-level assortment with demand, Category Intelligence, Developing dynamic retail
assortments, Prioritization of Product categories. (3)
7. Marketing Analytics: Marketing Mix ROI, Promotions – Promotional Maturity Curves, Pricing – Price per
segment, Margin, Profitability, Personalisation, Campaigns, Marketing Return Curves, Scenario Analysis, Driving better
P&L analyses, Managing Incentive Compensation. (3)
8. Supply Chain Analytics: Creating a Demand-Driven Supply Chain, Gaining Visibility across the Supply Chain,
Resolving Operations Problems Premptively , Logistics, Inventory, Supplier performance, Demand forecasting, Vendor
Intelligence, Vendor Rankings, Fulfillment Intelligence, Inventory Diagnostics, Shrinkage, Optimization opportunities. (3)
9. Store operations analytics : Using Analytics to Optimize Staffing Plans, Drilling into HR analytics, Customer
Traffic, Store Performance Dashboards, Local Market Analytics, Online Offline Analytics, Sales Trends, Brand
Performance, Account Performance Forecasts. (3)
10. Customer View: Customer Insights, Omni channel insights, Personalization, merchandise Data sources,
including operations and supplier. (3)

1. Retail Analytics – The Secret Weapon, Emmett Cox
2. Behaviour Analytics in Retail, Ronny Max
Page 111 of 114

3. The Little Book on Big Data: Understand Retail Analytics Through Use Cases and Optimize Your Business,
Mahogany Beckford
4. The New Science of Retailing: How Analytics are Transforming the Supply Chain and Improving Performance, Fisher
and Raman
5. The Strategy and Tactics of Pricing: A Guide to Growing More Profitably, Nagle, Hogan and Zale, Prentice-Hall
6. Competing on Analytics, Davenport, Harris
7. The New Rules of Retail: Competing in the World's Toughest Marketplace, Lewis and Dart
8. Sales Promotions, Neslin, Marketing Science Institute
Semester II 219BA: Workforce Analytics

CO2019BA.1 REMEMBERING ENUMERATE the use of Workforce Analytics.
CO2019BA.2 UNDERSTANDING UNDERSTAND the process of creating and using HR analytics
CO2019BA.3 APPLYING USE dashboards, pivot tables for data driven decision making in HR.
CO2019BA.4 ANALYSING ILLUSTRATE the use of various tools and frameworks for predictive
analytics.
CO2019BA.5 EVALUATING DERIVE a variety of metrics and quantify key outcomes in multiple areas of
HR.
CO2019BA.6 CREATING BUILD value for HR departments by showing clear links between HR and
Business outcomes.
1. Workforce Analytics – Overview: Workforce Analytics: definition, evolution, function of Workforce analytics,
Use of Workforce / People / HR metrics to measure results in HR - Process vs Outcome , Efficiency vs Effectiveness, Lead
vs Lag, challenges in measuring human capital, HR Business Framework, Concept of Balanced Score Card, Identifying key
workforce questions, Strategic Case for Workforce Analytics, Data Sources, Power of combining data sources, Good,
Important & Key Metrics. (3)
2. Recruitment Metrics: Fill-up ratio, Time to hire, Cost per hire, Early turnover, Termination during
probation, Channel efficiency mix in terms of Direct hires, Employee referral hires, Agency hires & Lateral hires,
Offer reject and renege, Fulfilment ratio, Quality of hire, Recruitment to HR cost. (3)
3. Diversity Metrics: Workforce diversity index, Gender mix, Differently abled index, Implementation
challenges. (3)
4. Talent Metrics: Retention index, Voluntary and involuntary turnover, Turnover by department, grades,
performance, and service tenure, Internal hired index. (3)
5. Learning & Development Metrics: Training need identification, Make or Buy Model, Training effectiveness
evaluation, Percentage of employee trained, Internally and externally trained, Training hours and cost per
employee, ROI calculation. (3)
6. Internal Mobility Metrics: Career Progression Indices - Promotion index, Rotation index, Career path index,
Level wise succession readiness index. (3)
7. People Deployment Metrics: Employees per manager, Employee service profiling, Workforce age profiling,
Workforce service profiling, Churn index, Separation clearance time. (3)
8. HR Cost Metrics: Revenue per employee, Operating cost per employee, PBT per employee, HR cost per
employee, HR to operating cost, Compensation to HR cost, HR budget variance, HR ROI. (3)
9. HR KPI Dashboard: Calculating HR KPI, Scorecard based on recruitment, training and development,
Calculating HR KPI, Scorecard based on employee retention, and turnover. (3)
10. HR Predictive Analytics: Regional and country level differences in turnover data, Predicting individual and
team turnovers, Turnover costs for business implications, Selection decisions from previous performance data,
Predictive modelling of individual and team performance, Identifying flight-risk candidates, Report generation. (3)
Page 112 of 114

1. The Practical Guide to HR Analytics: Using Data to Inform, Transform, and Empower HR Decisions, Shonna D.
Waters, Valerie N. Streets, Lindsay Mcfarlane, Rachael Johnson-Murray
2. HR Analytics: Understanding Theories and Applications , Dipak Kumar Bhattacharyya
3. Doing HR Analytics - A Practitioner's Handbook With R Examples Lyndon Sundmark
Semester II 220BA: Tableau

CO221BA.1 REMEMBERING DEFINE Tableau terminology and SHOW how to Connect to your data,
Edit and save a data source.
CO221BA.2 UNDERSTANDING ILLUSTRATE the use of the Tableau interface to effectively create
powerful visualizations and charts.
CO221BA.3 APPLYING MAKE USE OF statistical techniques to analyze your data, parameters
and input controls to give users control over certain values.
CO221BA.4 ANALYSING INTEGRATE data sources using data blending and Combine data from
multiple tables in the same data source using joins.
CO221BA.5 EVALUATING CREATE basic calculations including basic arithmetic calculations,
custom aggregations and ratios, date math, and quick table
calculations.
CO221BA.6 CREATING BUILD spatial visualizations of non-geographic data by using
advanced geographic mapping techniques and custom images and
geocoding.
1. Data Connections: Tableau terminology, Tableau interface/paradigm, Create and save data connections,
Create a live connection to a data source, Explain the differences between using live connections versus extracts,
Create an extract, Save metadata properties in a .TDS, Modify data connections, Add a join, Add a blend, Add a union,
Manage data properties, Rename a data field, Assign an alias to a data value, Assign a geographic role to a data field,
Change data type for a data field (number, date, string, boolean, etc.), Change default properties for a data field
(number format, aggregation, color, date format, etc.) (5+1)
2. Organizing & Simplifying Data: Organize data and apply filters, Filter data, Sort data, Build groups, Build
hierarchies, Build sets, Add a filter to the view, Add a context filter, Add a date filter, Apply analytics to a worksheet,
Add a manual or a computed sort, Add a reference line or trend line, Use a table calculation. (5+1)
3. Field & Chart Types : discrete v. continuous, Measure Names and Measure Values, Generated Fields, Use bins
and histograms, Heat maps, Tree maps, Bullet graphs, bar chart, line chart, stacked bar, Combined Axis Charts, Dual Axis
Charts, Scatter Plots, Data Highlighter, Cross tabs, Motion charts, Bar in bar charts, Box plots, Gantt Bar Charts, Paretos,
Sparklines, geocoding , spatial visualizations of non-geographic data, Using titles, captions and tooltips, Editing axes,
Mark labels and annotations. (5+1)
4. Calculations: Manipulating string and date calculations, Create quick table calculations, Use LOD calculations;
types of LOD calculations, Use Ad-hoc calculations, Work with aggregation options, Build logic statements, Build
arithmetic calculations, Build grand totals and sub-totals, Use calculations in join clauses, Create a calculated field (e.g.
string, date, simple arithmetic), Add a parameter. (5+1)
5. Sharing Insights: Format view for presentation, Use color, Use bolding, Use shapes, Change size of marks,
Select fonts, Create and modify a dashboard, Create a dashboard layout, Add interactive or explanatory elements, Add
dashboard actions, Modify existing dashboard layout for mobile devices, Create a story using dashboards or views,
Share a twbx as a PDF, Share a twbx as an image. (5+1)

1. Mastering Tableau, David Baldwin
2. Communicating Data with Tableau: Designing, Developing, and Delivering Data Visualizations, Ben Jones
3. Learning Tableau, Joshua N. Milligan
4. Practical Tableau: 100 Tips, Tutorials, and Strategies from a Tableau Zen Master, Ryan Sleeper
Semester II 221BA: Data Warehousing Project Life Cycle Management

Page 113 of 114
CO221BA.1 REMEMBERING DESCRIBE various stages in Data Warehouse development process.
CO221BA.2 UNDERSTANDING EXPLAIN the significance of and Project Management issues to be considered
in the Data warehouse and Business Intelligence projects and the practicality
of each phase.
CO221BA.3 APPLYING MAKE USE OF the Data warehouse Lifecycle.
CO221BA.4 ANALYSING FORMULATE Requirements Definition using requirements gathering
methods.
CO221BA.5 EVALUATING DETERMINE users of information and SELECT appropriate Information
Delivery Tools, OLAP models and Data Mining Techniques.
CO221BA.6 CREATING CREATE an Implementation Plan for a Data warehouse Project.
1. Data Warehousing Project Life Cycle Management - Planning And Requirements: Data to Information
Lifecycle, Brief History of Accessing, Reporting And Analyzing Data, Business Intelligence (BI) defined, Data
Warehousing (DW) defined, Data Mining defined, Data Stores and Data Marts defined, Uses of BI & DW, Business
Drivers For BI, Business and IT Drivers For DW, Applications that use BI And DW, Data Shadow Systems, Industry
terminology, Planning the Data Warehouse Project, The Project Team, Project Management Considerations, Defining
the Business Requirements, Dimensional Analysis, Information Packages, Requirements Gathering Methods,
Requirements Definition: Scope and Content, Requirements as the Driving Force for Data Warehousing, Data Design,
The Architectural Plan, Data Storage Specifications, Information Delivery Strategy. (5+1)
2. Data Warehousing Project Life Cycle Management - Architecture And Infrastructure: The Architectural
Components, Understanding Data Warehouse Architecture, Distinguishing Characteristics, Architectural Framework,
Technical Architecture, Infrastructure as the Foundation for Data Warehousing, Infrastructure Supporting Architecture,
Infrastructure Supporting Architecture, Database Software, Collection of Tools, The Significant Role of Metadata, Why
Metadata is Important, Metadata Types by Functional Areas, Business Metadata, Technical Metadata, How to Provide
Metadata. (5+1)
3. Data Warehousing Project Life Cycle Management - Data Design And Data Preparation: Principles of
Dimensional Modeling, From Requirements to Data Design, The STAR Schema, STAR Schema Keys, Advantages of the
STAR Schema, Updates to the Dimension Tables, Miscellaneous Dimensions, The Snowflake, Schema, Aggregate Fact
Tables, Families of STARS, Data Extraction, Transformation, and Loading, Data Extraction, Data Transformation, Data
Loading, ETL Summary, Why is Data Quality Critical?, Data Quality Challenges, Data Quality Tools, Data Quality Initiative.
(5+1)
4. Data Warehousing Project Life Cycle Management - Information Access And Delivery: Matching Information
to the Classes of Users. Information from the Data Warehouse, Users of the Information, Information Delivery,
Information Delivery Tools, Demand for Online Analytical Processing, Major Features and Functions, OLAP Models,
OLAP Implementation Considerations, Data Warehousing and the Web, Web-Enabled Data Warehouse, Web-Based
Information Delivery, OLAP and the Web, Building a Web-Enabled Data Warehouse, Data Mining, Major Data Mining
Techniques, Data Mining Applications. (5+1)
5. Data Warehousing Project Life Cycle Management - Testing , Implementation And Maintenance: Unit, IT, ST,
Data volume, ETL and other test techniques, The Physical Design Process, Physical Design Steps, Physical Design,
Considerations, Physical Storage, Indexing the Data Warehouse, Performance Enhancement Techniques, Data
Warehouse Deployment, Major Deployment Activities, Considerations for a Pilot, Security, Backup and Recovery,
Growth and Maintenance, Monitoring the Data Warehouse, User Training and Support, Managing the Data Warehouse,
Scoping, Estimation, proposal writing and Risk planning. (5+1)

1. The Data Warehouse Lifecycle Toolkit, Ralph Kimball
2. Data Warehouse Project Management , Sid Adelman, Larissa T. Moss
3. The Data Warehouse Lab: A step-by-step guide using SSIS and SSAS, Amin Jalali
4. Data Warehouse for Project Managers, Laura Reeves
5. The Profit Impact of Business Intelligence, Steve Williams , Nancy Williams
Page 114 of 114

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MBA Revised Syllabus From The Academic Year 2019 20

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SPPU - MBA Revised Curriculum 2019 CBCGS & OBE Pattern

Master of Business Administration (MBA) – Revised Syllabus 2019

2 year, 4 Semester Full time Programme

MBA I effective from AY 2019-20

2.2 Credit: In terms of credits, for a period of one semester of 15 weeks:

3.0 MBA Programme Focus:

3.1 Programme Educational Objectives (PEOs):

4.0 MBA Programme Course Types & Evaluation Pattern:

4.1 Course Types

Course# Semester I Semester II Semester III Semester IV Credits CIE ESE

ENRICHMENT COURSES (OPTIONAL)

ALTERNATIVE STUDY CREDIT COURSES (OPTIONAL)

ASCC 2 ASCC 5 ASCC 8 ASCC 11

ASCC 3 ASCC 6 ASCC 9

4.3 F 50 - 0 (2 Credits) ALTERNATIVE STUDY CREDIT COURSES 0 -22 0 -11 ELECTIVES

The following specializations shall be offered ONLY as MINOR Specializations:

5.1 Open Elective(s):

5.2 Major Specialization + Minor Specialization Combination:

5.3 Options & Guidelines for Choice of Specialization:

5.4 Foundation Courses:

5.5 Enrichment Courses:

5.6 Alternative Study Credit Courses:

7.0 Comprehensive Concurrent Evaluation (CCE) / Concurrent Internal Evaluation (CIE):

Group A (Individual Assessment) – Not more than 1 per course

Group B (Individual Assessment) – Atleast 1 per course

Group C (Group Assessment) – Not more than 1 per course

Group D (Creative - Individual Assessment) – Not more than 1 per course

8.0 End Semester Evaluation (ESE):

Question Number COGNITIVE ABILITIES EVALUATED Nature

9.0 Programme Flexibility:

9.1 Average Credits per semester, Fast & Slow Learners:

9.2 Dropping an Elective Course:

9.3 Horizontal or Lateral Credit Transfer:

9.4 Block Credit Transfer:

9.5 Credit Transfer for MOOCs:

9.6 Professional Certification Programmes:

9.8 Additional Specialization:

10.0 Passing Standards:

The performance of a student will be evaluated in terms of two indices, viz.

10.4 Maximum Attempts per Course:

10.6 Grade Improvement:

13. Detailed syllabus of each course is provided in Annexure II.

GENERIC ELECTIVES UNIVERSITY LEVEL (GE – UL) COURSES – 2 Credits Each

GENERIC ELECTIVES INSTITUTE LEVEL (GE – IL) COURSES – 2 Credits Each

SUBJECT CORE (SC) COURSES: Specialization – Marketing Management (MKT)

SUBJECT ELECTIVE (SE - IL) COURSES: Specialization – Marketing Management (MKT)

SUBJECT CORE (SC) COURSES: Specialization – Financial Management (FIN)

SUBJECT ELECTIVE (SE - IL) COURSES: Specialization – Financial Management (FIN)

SUBJECT CORE (SC) COURSES: Specialization – Human Resource Management (HRM)

SUBJECT CORE (SC) COURSES: Specialization – Business Analytics (BA)

SUBJECT ELECTIVE (SE - IL) COURSES: Specialization – Business Analytics (BA)

[D] FOUNDATION (FOU) COURSES ( ELECTIVES) – 1 Credit Each

[E] ENRICHMENT (ENR) COURSES ( ELECTIVES) – 1 Credit Each

[F] ALTERNATIVE STUDY CREDIT COURSES (ASCC) ( ELECTIVES) – 2 Credit Each

Note: Numerical Problems will be asked on the following –

Suggested Text Books:

Suggested Reference Books:

Semester I 102 - Organizational Behaviour

Suggested Text Books: