TErm III Course Outline

Business Environment – Course Outline
Term III; 2010-2012

Prof. Subhasankar Chattopadhyay
Office Extension – 136
Office Hours: Wednesday and Friday; 4.30-5.30 PM
Course objective
To suitably adapt fundamental economic knowledge acquired in Managerial Economics and

Macroeconomics courses in order to primarily understand the contemporary Indian
Economy.
Lecture Plan
SESSION 1 Introduction: Why Business Environment? The Expanding Indian

Market
SESSION 2 An Anatomy of the Indian Growth Experience
SESSION 3 Poverty and Inequality
SESSION 4, 5, 6 Economic Strategy: From Development Planning to Economic

Reforms, The Role of the State in Economic Development
SESSION 7, 8 Fiscal Policy for Stabilization and Growth
SESSION 9, 10 Monetary Policy and Demand Management: Control of Inflation and

Recession
Mid-Term
SESSION 11, 12 International Trade and WTO
SESSION 13, 14, 15 International Capital Flows and Financial Markets in India
SESSION 16 Financial Crises
SESSION 17, 18 Project Presentations
SESSION 19, 20 Guest Lectures
End-term
----------------------------------
Reading
1. Veena K. Pailwar – Economic Environment of Business, PHI
2. Additional Readings would be uploaded before each session in the "Handout" folder.
Students are expected to read them before coming to the class.
Evaluation
1
Project Report 10 points, Project Presentation 10 points
Quiz – 10 points
Mid-term – 30 points, End-term – 30 points
Class participation, preparedness, attendance – 10 points
Note: Course contents may be changed depending on the progress of the class. References
used in the project report and presentation need to be indicated properly. Any deviation
from that would attract severe penalty, including zero score.
2
INSTITUTE OF MANAGEMENT TECHNOLOGY, NAGPUR
PGDM TERM-III (2010-12)
Business Research Methods (BRM)
COURSE OUTLINE FACULTY- Dr. Preshth Bhardwaj
Objectives of the Course:
1. Understanding the scope of business research and entire business research process.
2. Providing a fundamental treatment of business research that stresses the importance of
research methods in business.
3. Imbibing the knowledge of the changing research methodologies and information
technologies which have dramatically changed the nature of business research.
SESSION PLAN:
Session/ Topic/ Reading/ Cases
1 Understanding Business Research

 Scope and concept of Business Research
 Research needs in Business
Chapter 1, Zikmund, William G., CENGAGE Learning, 7e, 2009, pg. 2 to 17.
2 Research Process: An Overview

 Research based Decision making
 Types of Business Research
 Stages in the Research process
3 Problem Definition & the Research proposal

 Nature of business problems
 Importance of proper problem definition
 Process of defining Business Problem
Chapter 6, Zikmund, William G., CENGAGE Learning, 7e, 2009, pg. 92 to 106. Case:
Ontario Machinery Ring (A)
4 Sampling Design & Sampling Procedure

 Concepts in Sampling
 Sampling Errors
 Sampling Methods and their applications
 Criteria(s) for an appropriate Sampling Design
 Determination of Sample size
Chapter 16, Zikmund, William G., CENGAGE Learning, 7e, 2009, pg. 368 to 398 &
5 Sampling Design & Sampling Procedure

Chapter 16, Zikmund, William G., CENGAGE Learning, 7e, 2009, pg. 368 to 398 &
3
Case: Ontario Machinery Ring (B)
6 Measurement & Scaling

 Concepts of Measurement
 Types of Scales and their practical applications
7 Measurement & Scaling

 Attitude Measurement
8 Data Collection Methods: Exploratory Research Design (Qualitative Data Research)

 Need and advantages of Secondary Data
 Secondary data exploration and classification
 Qualitative V/s Quantitative Research
 Techniques of Qualitative Research
Chapter 7, Zikmund, William G., CENGAGE Learning, 7e, 2009, pg. 109 to 132. &
9 Data Collection Methods: Descriptive Research Design (Quantitative Methods)

 Overview
 Comparative Study of Survey & Observation Methods
 Survey Methods
 Observation Methods
Chapter 9 & 11, Zikmund, William G., CENGAGE Learning, 7e, 2009.
10 Data Collection Methods: Descriptive Research Design (Quantitative Methods)

 Administering the Survey research
11 Data Collection Methods: Causal Research Design (Quantitative Methods)

 Experimental Research
12 Data Collection Techniques:

 Questionnaire Design Process
 Questionnaire Form & Layout
 Sequencing & Phrasing
 Questionnaire Pre-testing
Chapter 15, Zikmund, William G., CENGAGE Learning, 7e, 2009.
Case: Delta Oil Outlets (A)
13 Data Collection :
 Data Preparation process
 Editing & Coding
Chapter 18 & 19, Zikmund, William G., CENGAGE Learning, 7e, 2009.
(** Session- wise Cases, as mentioned in the Session Plan, will be announced and distributed separately a
week prior).
4
Text book:
th
Zikmund, William G., Business Research Methods, 7 edition, India Edition, CENGAGE
Learning, 7e, New Delhi, 2009.
Suggested Reference Books:
th
1. Cooper, Donald R., and Schindler, Pamela S., Business Research Methods, 9 edition,
Tata McGraw Hill, New Delhi, 2007.
2. Churchill, Gilbert A. and Iacobucci, Dawn, Marketing Research: Methodological
Foundations, 8e, Thomson-South Western, Singapore, 2002.
th
3. Naresh, K. Malhotra, Marketing Research, 5 edition, Pearson Education, Delhi, 2007.
Useful Websites:
1. http://www.business-advantage.co.uk/articlemr.htm
2. http://www.markettrends.com/guides/guide_intro.htm
3. http://www.westward.com/research/surveys.htm
4. http://ecommerce.internet.com/insights/trends
5. http://www.albertstone.com/experience/pricing.html
6. http://www.nua.ie/surveys
Evaluation Scheme:
Component Marks
Mid Term 20
Class Participation 10
Case Analysis & Group Presentation 20
Total 50
Note: The evaluation scheme may be altered during the term with prior intimation to the
student managers.
General Guidelines:
1. Students are advised to come prepared with the topics to be taught in the class.
2. All case submissions will have to be made on the specified date. Any sort of copying
if identified will be penalized severely.
3. No student will be given a make up for surprise test/ quiz or class discussion of
cases.
__________________________

PGDM - III (2010-12): Sections: A, B & C
COURSE DESIGN: HUMAN RESOURCE MANAGEMENT
Faculty: Prof. Vikramaditya Ekkirala
1. INTRODUCTION
st
The CEO of HP Lew Platt observes, "Successful companies of the 21 century will be those who do
the best jobs of capturing, storing and leveraging what their employees Know". Richard, co-CEO of
5
J.M. Smucker, the 108-year-old company says, "Employees are really energized when you listen
with your full attention, look for the good in others, have a sense of humour, and say thank you for a
job well done". J.M. Smucker is one of the Fortune magazine's 100 Best Companies to Work for in
each of the seven years from 1998 to 2004 and was one of the top 24 in each of the years. Southwest
Airlines clearly recognizes the value of people in the success of its business. The top human
resource executive of Southwest Airlines has a title of Vice President for People. Thomas J. Watson,
the founder of IBM said, "You can get capital and erect buildings, but it takes people to build a
business". The strategic role of HRM in this dynamic competitive world lies in attracting, retaining
and utilizing intellectual capital which requires more than pay checks – creating cultures and reward
systems that can keep the best minds engaged. John T. Chambers, CEO of Cisco Systems Inc.,
rightly said, "The reason people stay at a company is that it's a great place to work… Really good
players want to be around other really good players". Human Resource Management is concerned
with creating, developing and maintaining an environment that brings the best people on-board
bringing the best out of them, enriching the quality of their work lives. In today's context of
economic meltdown, HRM plays a strategic and demanding role in rebuilding the foundations of
corporate culture, work-values and practices and an enriched climate of well-being.
Every manager is a HR manager since no manager operates in vacuum but deals with and through
people. People management skills, values and practices are vital for every manager in crafting the
success of an organization. Securing a respectable place in Fortune list of "100 Best Companies to
Work For" remains a true HR challenge. The changing role of HRM from a maintenance function
to an active strategic partner, is evidenced in the practices of today's organizations the world over.
The domain of HRM is enmeshed with complexities amidst the inescapable realities of market
forces, stakeholder expectations, workforce diversity, and a spectrum of human behaviors at work.
In this contextual canvas, knowledge and exposure to HR practices, processes and systems becomes
an essential pre-requisite to rein the top spot for the managers in the making.
2. COURSE OBJECTIVES
This course familiarizes the students with the knowledge, tools and techniques for
managing, directing, motivating and developing people at work. The specific objectives of
this course are to:
1. Develop an understanding of the nature, processes, functions and challenges of
Human Resource Management in the backdrop of competitive pressures and
dynamic external influences.
2. Analyze various emerging innovative HR practices and understand their
implications.
3. Gain an overview of different techniques, methods and practices encompassing all
HRM functions.
3. COURSE STRUCTURE
The course is spread over 20 sessions of 90 minutes duration the detailed plan of which is provided
hereunder. The Textbook for the course is "Human Resource Management: Text and Cases" by
K. Aswathappa, (Sixth Edition), Tata McGraw-Hill Publishing Co., which is supplied to the student
and the Reference books are available in the library. Case studies and readings as detailed in the
session plan are provided along with the text (other than readings from references texts) and
additional readings/ cases may be prescribed as per the course requirements from time to time.
4. COURSE READINGS
a) Text book:
Human Resource Management, (6/e) by K. Aswathappa. Tata McGraw-Hill Publishing.
b) Reference books:
6
1. Human Resource Management, (11/e) by Gary Dessler & Biju Varkkey. Pearson
Education.
2. Human Resource Management, (2/e) by Dipak Kumar Bhattacharyya. Excel Books.
3. Managing Human Resources, by Gomez-Mejia, Balkin, & Cardy. Cengage Learning.
c) Prescribed Case studies: Provided to the student in the course docket before the start of the
course.
d) Other readings prescribed in the session plan: Provided to the student in the course docket.
e) Activity/assessment material: Provided to the student in the class
f) Recommended readings from reference books: To be procured by students on their own.
5. DETAILED CONTENT OF THE COURSE
 Introduction to HRM: Nature, scope, significance, functions, evolution and challenges of

Human Resource Management.
 Strategic Human Resource Management: HRM and Competitive Advantage. Integrating
HR Strategy with Business Strategy.
 Job Analysis: Nature and process of Job Analysis; Job Description; Job specification; Job
analysis in a jobless world; Competency-Based Job Analysis.
 Human Resource Planning: Planning & forecasting the personnel needs and supply.
Techniques of forecasting. Constraints on Human Resource Planning.
 Recruitment & Selection: Importance and Sources of recruitment. The recruiting yield
pyramid; Nature and process of selection; Employment tests; Reliability & Validity of tests;
Comprehensive interviews and Background investigation.
 Developing People: Nature of Training & Development; Training process and methods;
Evaluation of training.
 Performance Management and Appraisal: Managing employee performance;
Performance management and performance appraisal; Goal setting, KPAs, KRAs;
Measuring performance, methods of performance appraisal; Problems and solutions in
appraising performance.
 Career Management: The Basics of Career Management; Roles in Career Planning &
Development.
 Compensation: Establishing pay rates; Competency-Based Pay; Broad-banding; Pay for
Performance and financial incentives.
 Employee Grievances & Discipline: Nature and forms of grievances; Model Grievance
Procedure; The concept of Discipline; The Red Hot Stove Rule; Causes of indiscipline;
Disciplinary action.
 Trade Unions, Industrial Relations & Industrial Disputes: Trade Unions and the
changing business environment. Nature of Industrial Relations; Essential conditions for
sound IR; Industrial Disputes: Forms, Causes and settlement machinery.
In addition, the following topics are covered in the class presentations of students' assignments:
¦ Competency Mapping ¦ PCMM ¦ Metrics & Measurement in HR

¦ Downsizing & Outplacement ¦ Work-Life Balance ¦ Stress Management
7
¦ HR Scorecard ¦ OCB ¦ Emotional Intelligence ¦ Organizational Justice
¦ Human Capital/HR Accounting ¦ HRM: Professional bodies, Practice & Career in HR
¦ ILO ¦ GLOBE Project ¦ Personal Effectiveness & Impression Management
¦ Benchmarking of HR Practices ¦ HRIS & e-HRM ¦ Knowledge Management
¦ International HRM ¦ HR Issues in M&As & Change Management
¦ Organizational Development (OD) ¦ HR Outsourcing & Moonlighting
¦ Psychometric Testing ¦ Social Security & Labor Welfare
¦ Strategies for Success in Placements ¦ Innovative HR Practices in Industry
¦ Workplace Spirituality: Concept, Research & Practice
6. PEDAGOGY
The course takes its course through classroom discussions, case studies, team activities,
assignments, and class presentations by student teams. The learning process is contingent upon the
depth of involvement, expanse of preparedness and extent of participation by the student. To extract
the best out of this course to aid in effective placements, students are expected to be prepared to the
core, participative to an athletic, punctual to the dot, and sincere to their conscience in all the
assignments.
7. COURSE EVALUATION COMPONENTS
i. Class Participation (Team & Individual based) & Behavior … … 15%
There will be negative marks for the following behaviors/conduct in the class:
Late attendance for class; sleeping /chatting / gossiping / creating disturbance /using mobile
phones & other electronic gadgets including laptops (unless required by the faculty)
/inattention / reading other material unrelated to the session; untidiness/ unprofessional and
inappropriate dress; leaving lecture hall for recess during the sessions; and any other
behaviors deemed to be inappropriate in a professional learning environment.
ii. Assignments (Class Exercises) … … … … … 10 %
iii. Written Case Analyses … … … … … … … 15%
iv. Project Work (Presentation & Report) … … … … 10%
v. Mid Term Examination … … … … … … … 25 %

(Will test the students' conceptual knowledge and application.)
vi. End Term Examination … … … … … … 25 %

(Will be testing the students' conceptual knowledge and application.)
Evaluation component/s missed by any student/s cannot be repeated/ substituted/

prorated except as provided in the Students' Handbook. Under normal
circumstances all team members will be awarded the same marks for team
assignments, but the course facilitator reserves the right to lower the marks of any
student/s found not making any contribution to the team activity. Mid-Term and
End-Term exams are of 60 minutes duration, with objective-type/short answer
questions, and negative marking.
8. FORMATION OF TEAMS
8
Students of each section shall form into teams of 6 to 7 members each (Maximum of nine teams in
each section) before the commencement of the first session of the course, for the purpose of all
assignments and class activities. The class representative shall forward the list of teams with team-
wise names (in full) of students, and their roll nos., to the course faculty by e-mail. All the teams
should in place before the start of session-1.
9. CLASS PARTICIPATION (Evaluation Component – 15%)
There will be open discussions of all cases (prescribed in the session plan) in the class. Marks for
Class Participation will be based on the extent of contribution in the case and topic discussions
(team & individual based) in the class. Hence students are advised to come prepared for class
discussions. There will be negative marks for late attendance and inappropriate class behavior
described in evaluation structure above.
10. ASSIGNMENTS – CLASS EXERCISES (Evaluation Component – 10%)
Two class exercises of 5% weightage each are conducted in sessions 4 & 5. There is no remedy for
students missing these evaluation components.
11. WRITTEN CASE ANALYSES (Evaluation Component 15%)
ALL teams are required to submit written analyses (in hard copy form) of any four cases specified
in the session plan during working hours before the commencement of the respective sessions in
which such cases are scheduled. The analyses are expected to be relevant to the problem analyzed
without repeating unnecessary case details. Late submissions are not accepted and submissions in
class sessions shall not be accepted.
12. PROJECT WORK (Evaluation Component – 10%)
Project work comprises of two parts – class presentation (5% evaluation) and submission of
written report (5% evaluation) on the topic assigned to the respective teams.
a) Presentations by Teams (5% weightage): Each team shall make a class presentation on the
assigned topic in the specified session for 20 minutes followed by question-answer session of 5
minutes. Majority of the team members should make the presentation. All members of the team
should be present during their respective team's presentation. Absenting members shall not be
awarded marks for the component. Students are expected to provide illustrative and analytical
insights in their presentations apart from theoretical framework. The first slide of ppt presentation
should contain the following:
Topic of Study
Team Number, and
Names of team members with their roll numbers.
A soft copy of the PPT should be submitted to the Faculty during office hours before the
commencement of the session scheduled for such presentation without fail. Late submissions are
not accepted. PPTs cannot be modified after submission and the same ppts should be used during
presentation.
13. SCHEDULE OF PRESENTATIONS:
There will be 27 teams across all the three sections of A, B & C with 9 teams in each section.
Section-A will have team nos. 1 to 9; Section-B team nos. 10 to 18; Section-C team nos. 19 to
27. The topics and schedule of presentations by respective teams (identified by their team numbers)
is given below:
Team No. Session No. Topic
9
1 16Competency Mapping
2 18 People Capability Maturity Model (PCMM)
3 14Metrics & Measurement in HR
4 18Downsizing and Outplacement
5 16Work-Life Balance
6 14Stress Management
7 18HR Scorecard
8 16Organizational Citizenship Behavior
9 14Organizational Justice
10 18Human Capital / HR Accounting
11 16HRM: Professional Bodies, Practice & Career in HRM
12 18International Labor Organization (ILO)
13 14Personal Effectiveness & Impression Management
14 16GLOBE Project
15 18Benchmarking of HR Practices
16 14HRIS & e-HRM
17 16Emotional Intelligence
18 14Knowledge Management
19 16HR Issues in M&As and Change Management
20 18Organizational Development (OD)
21 16HR Outsourcing & Moonlighting
22 18Psychometric Testing
23 14Social Security & Labor Welfare
24 16Strategies for Success in Placements
25 14Workplace Spirituality: Concept, Research & Practices
26 18Innovative HR Practices in Industry
27 14International HRM
The presentation schedule cannot be changed as per the requests of any student/s or team/s.
b) Written Report submission by teams (5% weightage): The written report should be original
(in own words) and the sources of information should be given in the Bibliography at the end of the
report. The title page of the Report should contain the name of the course, the topic, team no.,
names and roll nos. of team members. Reports without any of these particulars shall not be
evaluated. Uniform formatting pattern of printed page size and font size with 1.5 line spacing
should be maintained. All pages (excluding the Title page) should be serially numbered. The report
should not contain any hand-written material. All figures /diagrams appearing in the report should
be appropriately captioned and numbered. Copying from any source or using downloaded material
directly will attract zero marks for this component and will have further consequences in accordance
with Students' Handbook. A hard copy (along with a soft copy) of the report should be submitted to
the Faculty by each team, during office hours on or before the commencement of the session
scheduled for the respective team's presentation without fail. Reports submitted late will not be
accepted or considered for evaluation. All the members of the team should contribute to the
assignment and those not making any/adequate contribution shall not be entitled for marks for this
assignment.
14. SESSION PLAN & READINGS
Session-wise topics with the scheduled case discussion / activity / chapter and article
readings are detailed below. Students are expected to come well prepared with the readings
and case studies.
Session-1: INTRODUCTION TO HRM

Reading: Schweitzer & Lyons (2008). The market within: A marketing approach to creating and
developing high value employment relationships. Business Horizons, 50: 555-565.*
10
Session-2: CHALLENGES OF HRM
Reading: Pages 3 to 20 of Chapter-1 of Reference book: HRM by Gomez-Mejia, Balkin &
Cardy
Addl. Reading: Ulrich. (1998). A New Mandate for Human Resources Harvard Business
Review,
January- February: 124-134.*
Case: Human Resource Management at American Airlines *
Session-3: STRATEGIC HUMAN RESOURCE MANAGEMENT

Reading: Chapter-3 of Reference book: HRM by Gary Dessler & Biju Varkkey
Case: Sonoco Products Company (A): Building a World-Class HR Organization*.
Addl. Reading: Groysberg, McLean & Reavis (2006). Delivering Strategic Human Resource
Management. Harvard Business School Publishing.*
Session-4: JOB ANALYSIS

Reading: Chapter – 5 of Text book: HRM by K. Aswathappa
Addl. Reading: Nohria, Groysberg & Lee (2008). Employee Motivation: A Powerful New
Model.
Harvard Business Review, July-August.1-8.*
Class Exercise - Team (Evaluation Component): Job Analysis assignment #.
Session-5: HUMAN RESOURCE PLANNING

Reading: Chapter – 4 of Text book: K. Aswathappa.
Addl. Reading: Unit – 7 of Reference book: HRM by Dilip Kumar Bhattacharya.
Class Exercise – Individual (Evaluation Component): Human Resource Planning assignment#.
Session-6: RECRUITMENT & SELECTION

Reading: Chapters – 6 & 7 of Text book: K. Aswathappa.
Case: Bitstream*
Reading for case analysis: Note on the Hiring and Selection Process. Harvard Business
School.*
Session-7: TRAINING & DEVELOPMENT

Reading: Chapters – 9 of Text book: K. Aswathappa.(p.205-231 only)
Case: Leadership Development at Goldman Sachs.*
Reading for case analysis: Groysberg & Cowen (2007) Developing Leaders. Harvard Business
School.*
Session-8: PERFORMANCE MANAGEMENT & APPRAISAL

Reading: Chapters – 10 of Text book: K. Aswathappa.(p.238-272 only)
Case: Managing Performance at Haier (A) & (B)*
Session-9: PERFORMANCE APPRAISAL METHODS

Reading: Chapter-9 of Reference book: HRM by Gary Dessler & Biju Varkkey
Case: Merck & Co., Inc. (A), & (B)*
Session-10: GUEST LECTURE
Session-11: CAREER MANAGEMENT

Reading: Chapter-9 of Reference book: HRM by Gomez-Mejia, Balkin & Cardy
Addl. Reading: Career Anchors – Edgar H. Schein*
Instrument: Multiple-Intelligences Test #
Instrument: Career Orientations Inventory#
Activity: Value system #
Case: Leadership in Law: Amy Schulman at DLA Piper*
11
Session-12: MANAGING REMUNERATION
Reading: Chapter-10 of Reference book: HRM by Gomez-Mejia, Balkin & Cardy
Addl. Reading: Compa-Ratio*
Case: Biomed*
Session-13: MANAGING REMUNERATION – INCENTIVES & REWARDS

Reading: Chapters – 12 of Text book: K. Aswathappa.
Addl. Reading: Unit-13 (p.337 to 355) of Reference book by Dilip Kumar Bhattacharya.
Case: Harrah's Entertainment, Inc.: Rewarding our People*
Session-14: PRESENTATIONS-1: PROJECT WORK
Session-15: EMPLOYEE GRIEVANCES & DISCIPLINE

Reading: Reading material*
Addl. Reading: Pages 585-587 of Text book: K. Aswathappa.
Session-17: TRADE UNIONS

Reading: Chapter-23 of Text book: K. Aswathappa.
Session-19: INDUSTRIAL DISPUTES

Reading: Chapter-24 of Text book: K. Aswathappa.
Case: People Management Fiasco at Honda Motorcycles & Scooters India Ltd.*
Session-20: GUEST LECTURE
* Copies are provided to the student along with course reading text before the commencement of the
course.
# Copies will be provided in the class.
Copies of all the rest of the readings have to be arranged by students from the respective reference
books mentioned above.
Case studies and readings are subject to change at any time during the course at the discretion of
faculty.
The session plan / course content may be modified by the faculty at any time during the course.
12
Human Resources Management for Section D and E
The objective of this course is to provide a comprehensive overview of Human Resources
Management (HRM) principles and practices to students of Management irrespective of the
specialties they would select and undergo in the second year of the PGDM program. HRM has
evolved into a distinct body of knowledge having its own assumptions, theories and practices
centered on sourcing, developing, managing, compensating, and retaining talent so as to enable
organizations to achieve their strategic objectives. HRM acts as a strategic partner and is expected
to contribute to the profits and growth of the organization. The present course is introductory in
nature and designed to impart essentials of human aspects of organizations which should go into
any business decision making processes
Course outline
1. Introduction to HRM: Nature and Scope, Function and role, Evolution and Challenges
2. Strategic HRM: Strategic management process, HRM and competitive advantage, HR scorecard
3. Job Analysis: Nature and Process, Job descriptions and specifications, Methods of job analysis
4. HR Planning: Planning and forecasting HR demand and supply, Techniques for forecasting
demand and supply
5. Recruitment and Selection: Recruitment process and effectiveness, Nature and process of
selection, Reliability and validity of selection measures, Selection devices
6. Training and development: Employee orientation, Training process and methods,
Management development, Evaluation of training effectiveness
7. Performance management and appraisal: Basic concepts, Methods of appraisal, Problems in
appraisal, Performance management process
8. Career management: Basic concepts, Roles of employees and supervisors, Promotions and
transfers, Enhancing diversity, career management and employee commitment
9. Compensation management: Factors in determining pay rates, Establishing pay rates, Pricing
managerial and professional jobs, Competency based pay, Other compensation trends,
Performance incentives and benefits
10. Employee grievances and discipline: nature and form of grievances, Model grievance
procedure, The concept of discipline, The red hot stove rule, Causes of discipline, Disciplinary
actions
11. Trade unions, Industrial Relations & Industrial Disputes: Trade unions and the changing
business environment, Nature of industrial relations, Essential conditions for sound IR,
Industrial disputes, Forms, causes and settlement machinery.
Text and Reference books
th
1. Aswathappa, K. Human Resource management: Text and Cases (5 Ed) Tata McGraw-Hill. New
Delhi. 2008
th
2. Dessler, G and Varkkey, B. Human Resource Management (11 Ed) Pearson. Delhi 2009
Cases and other materials

Cases and other materials if any will be selected by the instructor for each major topic and the
copies of which will be given to students well in advance
Pedagogy
The instructor will deliver a brief PPT based lecture on each topic while stimulating class
discussions. Case analysis and discussions will be held for all major areas and students are
expected to prepare well and participate in the discussions. Team and individual assignments will
be given to reinforce what is learned in the class room and students are expected to be sincere and
punctual.
Prerequisites
 Students are expected to read the topic assigned for each session before the class and
participate fully in class discussions
 Maintain discipline and professional behavior in the class room
13
 Be attentive and participate in the teaching – learning process
 Be punctual and avoid other disruptive behavior like talking, sleeping, coming late, leaving in
the middle of the class etc.
 Submit assignments on time and in team assignments all team members are expected to
contribute (though in general same mark will be assigned for all team members, instructor has
the right to increase or reduce marks for individual members in the team based on his
perception of the contributions made)
Evaluation
There will be four evaluations in the following pattern:
1. Written Case analysis: each student has to submit written case analysis for all cases to the
instructor two days before the discussion in the class. All these reports will be evaluated for a
total of 25 marks
2. Team project will be given to students wherein the students have to collect and analysis either
primary or secondary data from various sources and submit report. The topic will be given by
the instructor. Reports will be evaluated for 20 marks
3. Mid- term exam will be conducted in the middle of the course covering topics discussed thus
far to test the conceptual understanding and application skills of the students. The duration of
the exam will be 1 to 1 ½ hours. Evaluated for 25 marks
4. End-term exam will be conducted covering all topics at the end of the course for 1 ½ hours to
test conceptual understanding and application skills and will be evaluated for 30 marks
Teaching Schedule
Session 1: Introduction to HRM: Nature and Scope, Function and role, Evolution and Challenges
Reading: HRM: by K. Aswathappa – Chapter 1: Understanding the nature and scope of
HRM. Pages 3 to 24 and Chapter 2: Context of HRM. Pages 30 to 48
Session 2: Strategic HRM: Strategic management process, HRM and competitive advantage, HR
scorecard
Readings: HRM by Dessler and Verkkey – Chapter 3: Strategic HRM and HR Score card.
Pages 77 to 125; and HRM by K. Aswathappa – Chapter 3: Integrating HR strategy with
business strategy. Pages 51 to 66
Session 3: Case analysis – People Express (A)
Session 4: Job Analysis: Nature and Process, Job descriptions and specifications, Methods of job
analysis
Readings: HRM by K. Aswathappa. Chapter 5; Analysing work and designing Jobs. Pages
101 to 139; and HRM by Dessler and Verkkey. Chapter 4: Job analysis. Pages 130 to 166
Team project: On job analysis- (evaluation component)
Session 5: HR Planning: Planning and forecasting HR demand and supply, Techniques for
forecasting demand and supply
Readings: HRM by K. Aswathappa. Chapter 4: Human Resource Planning. Pages 74 to 98;
and HRM by Dessler and Verkkey. Chapter 5: HR Planning and Recruiting. Pages167 to 175
Session 6 and 7: Recruitment and Selection: Recruitment process and effectiveness, Nature and
process of selection, Reliability and validity of selection measures, Selection devices
Readings: HRM by K. Aswathappa. Chapter 6: Recruiting HR. Pages 143 to 164; and
Chapter 7Selecting HR. pages 168 to 188; and HRM by Dessler and Verkkey. Chapter 5: HR
Planning and Recruiting. Pages176to 197 and chapter 6. Employee testing and selection.
Pages 214 to 250
Session 8: Case analysis – SG Cowan: New Recruits
Session 9: Training and development: Employee orientation, Training process and methods,
Management development, Evaluation of training effectiveness
Readings: HRM by K. Aswathappa. Chapter 9: Training, Development and Career
management. Pages 206 to 231; and HRM by Dessler and Verkkey. Chapter 8: Training and
Development. Pages296 to 332
14
Session 10: Performance management and appraisal: Basic concepts, Methods of appraisal,
Problems in appraisal, Performance management process
Readings: HRM by K. Aswathappa. Chapter 10: Appraising and managing Performance.
Pages 238 to2808; and HRM by Dessler and Verkkey. Chapter 9: Performance management
and appraisal. Pages338 to 370
Session 11: Case analysis – Citibank: Performance appraisal
Session 12: Career management: Basic concepts, Roles of employees and supervisors, Promotions
and transfers, Enhancing diversity, career management and employee commitment
Readings: HRM by K. Aswathappa. Chapter 9: Training, Development and Career
management. Pages 231 to 233; and HRM by Dessler and Verkkey. Chapter 10: Managing
Careers. Pages 382 to 332419
Session 13, 14 and 15: Compensation management: Factors in determining pay rates, Establishing
pay rates, Pricing managerial and professional jobs, Competency based pay, Other compensation
trends, Performance incentives and benefits
Readings: HRM by K. Aswathappa. Chapter 11:Managing basic remuneration. Pages 284
to306; Chapter 12: Incentives and Performance based payments. Pages 310 to 326;
Chapter 13: Managing employee benefits and services. Pages 329 to338; and HRM by
Dessler and Verkkey. Chapter 11: Establishing strategic pay plans. Pages 426 to456;
chapter 12: pay for performance and financial incentives. Pages 476 to 502; Chapter13:
Benefits and services. Pages 514 to 543
Session 16: Case analysis – Merck & Co Inc (A)
Session 17: Trade unions, Industrial Relations & Industrial Disputes: Trade unions and the
changing business environment, Nature of industrial relations, Essential conditions for sound IR,
Industrial disputes, Forms, causes and settlement machinery.
Readings: HRM by K. Aswathappa. Chapter 22. Industrial relations. Pages 533 to 544;
Chapter 23: Trade Unions. Pages 547 to 565; Chapter 24: Resolving Disputes. Pages 568 to
589
Session 18: Managing global Human Resource management: HR and internationalization of
business. Global differences and similarities in HR practices. How to implement global HR
systems.Staffing the global organization. Training and maintaining expatriate employees.
Readings: HRM by Dessler and Verkkeys. Chapter 17: managing Global HR. pages 692 to
718
Session 19: Case analysis – HRM in Multinational Bank in Tanzania
Session 20: Guest Lecturer
Teaching plan and suggested cases are suggestive and subject to change based on availability of
time and resources.
15
IMT-Nagpur -PGDM Program (2010-12)-Term-III
Legal Aspects of Business (LAB) - Part-I
Course Outline.
By
Dr. N. Y. Phadnis -Course Facilitator
A Business has to operate in the socio-economic & politico-legal environment. The legal aspects of
business form an important component of a business environment as every major area of a
business has legal dimensions. Business Managers are required to take lawful business decisions &
act within the boundaries of law while solving managerial issues & problems.
Legal Aspects of Business (LAB) also popularly known as Business Law is an integral & inseparable
facet of commercial transactions. Understanding the Legal Aspects of Business (LAB) plays a vital
role in smooth & hassle free running of a business house. The course interfaces law with
management and deals with various aspects of law having bearing on the business.
The course handling will be shared by two faculty members. Dr. Phadnis will handle Part-I of the
course in 10 sessions till midterm exam & would also evaluate the midterm exam.
nd
Prof. Shivnath Sinha will take 2 Part of the course post midterm exam in 10 sessions. Also both
the faculty members will evaluate their respective parts of the course (50% evaluation each)
Course Objectives
1. To acquaint management students with an overview of the Indian legal & judicial systems
& constitutional provisions relating to business & corporate world.
2. To provide conceptual understanding, interpretation & working knowledge of general
business laws and drafting of proper& valid business contracts.
3. To help student managers to apply law to real life business situations (through case-lets
and practical problems) with a view to take appropriate & valid business decisions.
4. To get a firsthand knowledge of the business related legal issues and its managerial
implications.
5. To prepare competent business managers rather than lawyers.
Course Coverage
The course covers only those topics (refer course contents) which are relevant to all streams/areas
of specialization. The legal aspects of Taxation, Banking, Accounts & Finance, Employment,
International business, IPRs, Information technology (cyber) etc are outside its scope as these
topics would be dealt with under the respective area specialization courses (electives) during the
nd
2 year of PGDM program.
Course Methodology
The course would be handled in a different style than it is generally taught to law students in law
schools. The legal issues and its managerial implications will be dealt with through real life business
situations, case-lets, practical problems, illustrations and examples. The emphasis would be on self-
study, off class- group activity, interactive and participative class sessions with minimal lecturing.
The students are expected to be well read & prepared with relevant legal theory and concepts for
effective presentations and meaningful participation during the class sessions.
Course Evaluation-50% by Dr. NYP
The Evaluation components with weight age % will be as under;-
1. Case-lets/Practical Problems- Presentations** by Group Representatives- 15%
2. Pre-Midterm Quiz- Objective type-Closed book- 10%.
16
3. Midterm Exam- Closed book- theory + Application based- 25%
** There will be about 5 or 6 presentations of 5 marks each (to be scaled down to 15
marks)
Each class (section) will be divided into 10 groups/teams of max. 6 students each for
presentations.
Note-Prof. Shivnath Sinha will evaluate for balance 50% including the end-term exam.
Course Contents- Part-I- Dr. NYP

1. Constitutional provisions & Fundamental Rights relating to Business in India and Indian
Legal & Judicial Systems part-9 units- 64 & 69 of the Text Book (LAB) and Part-II- Chapter-
2 of the book at Sr. No.2 of the course material (Business Law for Managers)- 1 Session.
2. Law of Contracts (Relevant & Selected provisions of Indian Contract Act 1872) with Special
Contracts viz. Indemnity, Guarantee, Bailment, Pledge and Agency. Part- 1 and Part 3 and
Annex.1 of the Text Book (LAB) and Part-III- Chapter-3 of the book at Sr. No.2 of the course
material (Business Law for Managers) – 4 Sessions.
3. Sale of Goods Act 1930 (Relevant & Selected Provisions) with Rights of Unpaid Seller- Part-
2 and Annex.2 of the text book (LAB) and Part-III- Chapter-4 of the book at Sr. No. 2 of the
course material (business Law for Managers) – Negotiable Instruments Act- Bouncing of
Cheque-
2 sessions.
4. Consumer Law (Relevant & Selected Provisions of Consumer Protection Act 1986), Unfair
and Restrictive Trade Practices on the part of Sellers/ Manufactures/ Traders/ Retailers/
Dealers/ Service Providers etc Part- 4 and Annex 3 & 4 of the Text book (LAB) and Part-III-
Chapter-6 of the book at Sr. No. 2 of the course material (Business Law for Managers) And
Legal aspects of Advertising & Product promotions in India (Article by Dr. NYP to be
supplied) - 3 sessions.
Note- Prof. Shivnath Sinha shall notify the contents of LAB- Part-II separately through his
course outline.
Note:-The syllabus/curriculum for evaluation components is based on 1) Course contents
as expressly stated above. 2) Topics/Issues discussed during class sessions 3) PPT by
course facilitator (Dr. NYP)
Course Material
The students are expected to refer & rely on the following course material for their preparations:-
1. Legal Aspects of Business (LAB) by Akhileshwar Pathak-MGH Publishers- Text
Book.
2. Business Law for Managers by P.K. Goel- Biztantra Publishers.
3. Power Point Presentations (PPTs) by Dr. N.Y. Phadnis.
4. Lectures on Business & Corporate laws- Dr. G.K. Kapoor- Vidya Sadan.
5. Business & Corporate Laws- C.L. Bansal- Excel Books.
6. Legal Aspects of Business- Ravinder Kumar- Cengage Learning.
7. Business Law for Management- K.R. Bulchandani- Himalaya publishing.
8. Business Law by D. Chandra Bose.
9. Mercantile law – S.S. Gulshan- Excel books.
10. Business Law – P.C. Tulsian- TMGH Publishers.
11. Any other book on Business/Mercantile/Corporate Law available in LRC &
Web/Internet Resources.
_______________________________________O________________________________________
_____
INSTITUTE OF MANAGEMENT TECHNOLOGY

17
NAGPUR
PGDM – Term-III (2010-12)
LEGAL ASPECT OF BUSINESS

Faculty : Prof. Shiv Nath Sinha
COURSE OBJECTIVES:
Understanding of the Corporate Laws which govern the Corporate Sector is of paramount
importance for the students of business. The legal problem can be averted with sufficient
knowledge of business and corporate laws.
Hence, the objective of this course is to give an exposure to the students of some of the
important Corporate Laws along with relevant case laws, the knowledge of which is
essential for an understanding of the legal implication of the general activities of a modern
business organization.
COURSE METHODOLOGY
The teaching process comprises of discussions on the relevant provisions of the laws
along with judicial pronouncements.
EVALUATION STRUCTURE
SL. NO COMPONENT MARKS (%)

1. Presentation 15
2. Quiz 15
3. End Term 20
Total 50
COURSE STRUCTURE:
The course comprises of 10 sessions of 90 minutes each and the session plan along with
the relevant topics and corresponding reading references is given below.
COURSE CONTENTS:
SESSIONS CONTENTS
SESSION 1 Company – Meaning, Characteristics, Lifting of Corporate Veil,
Types of Companies.
SESSION 2 Incorporation of a Company, Promoters, Article of Association,
Memorandum of Association, Certificate
of Incorporation, Certificate of Commencement of Business, Doctrine of Ultra Vires,
18
Doctrine of Constructive Notice, Doctrine of Indoor
Management.
SESSION 3 Financial Structure – Classification of Share Capital, Methods of

Raising of Capital from Public, Rights Shares, Bonus Shares,
Sweat Equity Shares, Issues of Shares at Discount/Premium,
Debentures.
SESSION 4 Members of a Co., Acquisition of Membership & its Cessation,

Rights of Members, Transfer and
Transmission of shares, Directors of a Co., Appointment & Removal of Directors,
Remuneration of
Directors.
SESSION 5 Meetings – Board Meeting, Annual General Meeting, Extraordinary

General Meeting, Class Meeting and its requirements, Accounts
and Audit requirements of a Company, Concept and
Modes of Winding Up.
SESSION 6 Partnership – Meaning, Characteristics, Registration, Duration,

Types of Partners, Incoming and Outgoing
Partner, Dissolution of a Partnership.
SESSION 7 Limited Liability Partnership – Meaning, Incorporation,

Contribution and Liability of Partners, Designated Partners,
Change in Partners, Conversion of a Firm/Co. into LLP, Financial Disclosure,
Audit, Winding up, Difference between Partnership Firm, LLP and a Co.
SESSION 8 Competition Act - Anti Competitive Agreements, Dominant

Position, Competition Commission of India
(CCI), Power of CCI, Order of CCI, Combination, Regulation of Combination
SESSION 9 Student Group Presentation on Case Studies
SESSION 10 Foreign Exchange Management Act by Guest Faculty
PRESCRIBED TEXTBOOKS:
Legal Aspect of Business by Akhileshwar Pathak, Tata McGraw Hill
REFERENCE BOOKS:
1. A Manual of Business Laws by Dr. S.N. Maheshwari and Dr. S.K. Maheshwari,
Himalaya Publishing House
2. Lecture on Business and Corporate Laws by G.K. Kapoor, Sultan Chand & Sons
3. Law relating to Limited Liability Partnership by D.S.R. Krishnamurti, Taxmann's
Note: Additional Study Material will be provided to the students on Limited Liability
Partnership, Competition Law and relevant Case Laws at the beginning of the
course.
19
Course Outline
Course Title: Management Information Systems

No. of Credits: 3
Instructor: Dr. Harshavardhan Halve
Textbook: Effy Oz, Management Information Systems, Cengage Learning.
Course Description:
? Introduction to MIS
? Business Functions
? Strategic Uses of Information Systems
? Decision support Systems
? Knowledge Management & Web-Enabled Enterprises
? MIS Planning, Development and acquisition
? Security and Ethical issues
Course Outline:
? Introduction to MIS
o Definition
o A framework of MIS
? Business Functions
o Operational Information systems
 Financial, Manufacturing, Marketing and other MIS
o SCM, CRM and ERP
? Strategic Uses of Information Systems
o Strategy and strategic moves
o Strategic Information System
? Decision support Systems
o Overview and capabilities
o Components of DSS
o Executive Support System
? Knowledge Management
o data, information and knowledge
o Knowledge management initiatives
o Approaches to Knowledge Management
o Roles of people in knowledge Management
o IT in knowledge Management
? Web Enabled Enterprise
o Web-enabled business
o Supply chain on the Web
? MIS Planning, Development and acquisition
o Planning
o Acquisition
? Security and Ethical issues
o Risks to information security
o Security Measures
The Central Idea of the course is around:

20
21
OPERATIONS MANAGEMENT II: PGDM - TERM 3 (2010-12)

FACULTY: Manimay Ghosh, Ph.D.
OBJECTIVES: The students on completion of this course will acquire fundamental

knowledge about the dynamics of the production system and also gain competence
(strategic and tactical) in managing operations for their organization.
CONTENT: To accomplish the above objectives, the course will provide a

pedagogical structure to teach the advanced concepts that are critical to effective
operations of a plant. The course will focus on systemic issues, such as scheduling,
inventory management, planning, quality management, and so forth.
 INTRODUCTION
 INVENTORY MANAGEMENT
 MATERIAL REQUIREMENT PLANNING
 AGGREGATE PLANNING
 OPERATIONS SCHEDULING
 LEAN MANUFACTURING
 QUALITY MANAGEMENT and SPC
READINGS
TEXT BOOK
 Chase, R. B., Shankar, R, Jacobs, R. F., Aquilano, N. J., and
Agarwal, N. K. Operations and Supply Management, Tata McGraw-Hill,
12th Ed, 2010.
REFERENCES
 Askin, R., & Goldberg, D. Design and Analysis of Lean Production
Systems, Wiley International, 2003.
22
 “The Goal: A Process of Ongoing Improvement” by Eliyahu Goldratt &
Jeff Cox, 20th Ed., Productivity and Quality Publishing Pvt. Ltd,
Madras
GUEST LECTURES: I plan to organize two guest lectures during the semester,
which I will intimate in due course. Participation is mandatory for those lectures.
COURSE GRADING: The following will be the composition and structure of the evaluation
process:
 Punctuality, class behaviour and class participation: 5 points
 1st OLT Quiz: 10 points
 2nd OLT Quiz: 10 points
 Term Project: 20 points
 Mid Term: 25 marks
 End Term: 30 marks
RULES
 Finish all your personal needs before coming to class. Bring your own
water bottle to the class if you feel thirsty. Don’t disturb the instructor for
personal needs when the session is in progress
 Come to class prepared
 Be in class on time, no latecomers will be entertained after the roll call
 Mobiles should remain switched off during the entire duration of class
 No laptops are allowed in class unless instructed by the instructor
 Do not disturb the class proceedings by constantly talking to your class
mates. This will directly affect your class participation points and no
redressal will be entertained afterwards
GOOD LUCK!
23
IMT Nagpur, PGDM (20010-12)
COURSE PLAN AND DESCRIPTION
Corporate Finance II
Term III Core Paper
Dr S S N Raju Indukoori
OVERVIEW OF THE COURSE

Financial management is more relevant to corporate business environment rather than to an
individual’s financial transaction bringing it close to corporate financial management. But it
is the requirement of a management student as an individual who would be pursuing his /
her carrier in any sector to understand corporate dynamics. Thus Corporate Finance as a
subject serves as foundation for finance specialization students in specific and other
students in general.
This course is an extension of Corporate Finance I in Term II. Hence the topics like
TVM, COC, Financial Leverage, Risk-return, Capital Budgeting will not be repeated and
students are expected to be prepared and flourished in the mentioned areas. Students going
through this course would learn and apply all the theories, tools, methods, processes and
techniques related to capital structure, source of funds, working capital management and
financial distress. Other topics like Multinational Financial Management, Mergers and
Acquisitions would be discussed at introductory level as they would be dealt in detail in
respective specialization courses in later terms.
OBJECTIVE OF THE COURSE

 To build the foundation in finance (in mentioned topics) for students while making
them understand the realities in the world of corporate finance through empirical
teaching.
 To enable the students in making key financial decisions in their corporate career.
 To empower students in doing their advance studies in the areas of finance.
REQUIREMENTS FOR THE COURSE

Following is the classification of the activities or events related to the subjects. Failure to
follow the process would make the subjects challenging.
24
 Preclass: Activities as assigned and readings from the chapters of issued text book,
Reference book and other sources mentioned in session plan.
 In the class: In addition to regular and prompt attendance, interaction through
questions and comments is essential. Importantly end of the session interaction
relevant to the topic would be highly appreciated.
 Post class: Complete the assignments or activities before the dead line, which would
be the opportunity to apply the class room concepts in the real world.
 Resources: Access to various websites and our internal resources like Capital line,
Prowess, Proquest and EBSCO relevant to class room learning, projects and
assignments would be highly appreciated.
 Others: It is advised to carry calculator and time value tables for all the sessions of
the course.
COURSE CURRICULUM & SESSION SCHEDULE
Reference
Session
Topic Issue Book
# Chapter
PART I – CAPITAL STRUCTRE DECISIONS
1 Basics of Capital Structure, Business and Financial Risk 16
Capital Structure Theories, Optimum Capital Structure and Adjusted

2 16 & 17
Present Value
3 Case Study – American Home Products Corporation
PART II – FINANCING DECISIONS
4 Retained Earnings and Dividend Distribution 18
5 Equity Financing - Public Issues, Rights Issues 19
Debt Financing Process – Bonds, Debentures, Deposits, Term Loans

6 20
and Leasing
7 Hybrid Financing – Convertibles, Exchangeables and Warrants 21
8 Case Study – SKS Micro Finance and MBTs
PART III – WORKING CAPITAL DECISIONS
9 Cash and Marketable Securities 22
10 Inventory Management 22
MID-TERM EXAM
25
11 Accounts Receivables Management. 22
12 Short-Term Financing 22
13 Case Study
PART IV – FINANCIAL DISTRESS
14 Financial Distress and Bankruptcy 24
15 Liquidation and Re-organization 24
16 Case Study
Part V – Other Topics
17 Business Combinations 25
18 Multi National Financial Management 26
To be announced (Either a new topic or extended with topics 17 or

19
18)
To be announced (Either a new topic or extended with topics 17 or
20
18)
EVALUATION COMPONENTS
Group % Individual %
Live Project / Assignments Presentations 30 Class Participation 10
(Attendance)
Mid Term Examination 30
End Term Examination 30
ISSUE BOOKS
1) Brigham & Ehrhardt, Financial Management Text and Cases, Cengage Learning.
REFERENCE BOOKS
1) Ashwat Damodaran, Corporate Finance, Wiley
2) Brealy, Myers, Allen and Mohanty, Principles of Corporate Finace, 8 th Edition, Tata
McGraw Hill
3) Brigham and Ehrhardt, Corporate Finance – A Focused Approach, Cengage
4) Brigham & Houston, Fundamentals of Financial Management, 10th Edition, Thomson
5) ICFAI Publications, Financial Management, Text Book
6) ICFAI Publications, Financial Management, Work Book
7) I M Pandy, Financial Management, 8th Edition, Vikas Publications
26
8) James C Van Horne, Financial Management and Policy, 12th Edition, Pearson Education
9) Jonathen Berk and Peter DeMarzo, Financial Management, Pearson
10) Megginson, Smart and Gitman, Principles of Corporate Finance, Cengage
11) M Y Khan and P K Jain, Financial Management – Text, Problems and Cases 5 th Edition,
Tata McGraw Hill
12) Prasanna Chandra, Financial Management – Theory & Practice, 7 th Edition, McGraw
Hill
13) Ross, Westerfield, Jaffe and Kulkarni, Corporate Finance, 8th Edition, Tata Mc Graw
Hill
14) Van Horne, Financial Management and Policy, 12th Edition, Pearson
15) Van Horne and Wachowicz, Fundamental of Financial Management, 13th Edition, PHI
MAGAZINES & JOURNALS

1) Capital Market : Fortnight
2) Dalal Street : Fortnight
3) Finance India : Quarterly
4) Journal of Emerging Market Finance : Tri Annual
5) Money and Finance: Bi-Annual
27

TErm III Course Outline

Uploaded by

Copyright:

Available Formats

TErm III Course Outline

Uploaded by

Document Information

Original Description:

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

TErm III Course Outline

Uploaded by

Copyright:

Available Formats

Business Environment – Course Outline

Term III; 2010-2012

To suitably adapt fundamental economic knowledge acquired in Managerial Economics and

SESSION 1 Introduction: Why Business Environment? The Expanding Indian

SESSION 2 An Anatomy of the Indian Growth Experience

SESSION 3 Poverty and Inequality

SESSION 4, 5, 6 Economic Strategy: From Development Planning to Economic

SESSION 7, 8 Fiscal Policy for Stabilization and Growth

SESSION 9, 10 Monetary Policy and Demand Management: Control of Inflation and

SESSION 11, 12 International Trade and WTO

SESSION 16 Financial Crises

SESSION 17, 18 Project Presentations

SESSION 19, 20 Guest Lectures

PGDM TERM-III (2010-12)

Business Research Methods (BRM)

COURSE OUTLINE FACULTY- Dr. Preshth Bhardwaj

Objectives of the Course:

1 Understanding Business Research

2 Research Process: An Overview

3 Problem Definition & the Research proposal

4 Sampling Design & Sampling Procedure

5 Sampling Design & Sampling Procedure

6 Measurement & Scaling

7 Measurement & Scaling

8 Data Collection Methods: Exploratory Research Design (Qualitative Data Research)

9 Data Collection Methods: Descriptive Research Design (Quantitative Methods)

10 Data Collection Methods: Descriptive Research Design (Quantitative Methods)

11 Data Collection Methods: Causal Research Design (Quantitative Methods)

12 Data Collection Techniques:

Suggested Reference Books:

INSTITUTE OF MANAGEMENT TECHNOLOGY, NAGPUR

e) Activity/assessment material: Provided to the student in the class

f) Recommended readings from reference books: To be procured by students on their own.

5. DETAILED CONTENT OF THE COURSE

 Introduction to HRM: Nature, scope, significance, functions, evolution and challenges of

¦ Competency Mapping ¦ PCMM ¦ Metrics & Measurement in HR

7. COURSE EVALUATION COMPONENTS

i. Class Participation (Team & Individual based) & Behavior … … 15%

ii. Assignments (Class Exercises) … … … … … 10 %

iii. Written Case Analyses … … … … … … … 15%

iv. Project Work (Presentation & Report) … … … … 10%

v. Mid Term Examination … … … … … … … 25 %

vi. End Term Examination … … … … … … 25 %

Evaluation component/s missed by any student/s cannot be repeated/ substituted/

9. CLASS PARTICIPATION (Evaluation Component – 15%)

10. ASSIGNMENTS – CLASS EXERCISES (Evaluation Component – 10%)

11. WRITTEN CASE ANALYSES (Evaluation Component 15%)

12. PROJECT WORK (Evaluation Component – 10%)

14. SESSION PLAN & READINGS

Session-1: INTRODUCTION TO HRM

Session-3: STRATEGIC HUMAN RESOURCE MANAGEMENT

Session-4: JOB ANALYSIS

Session-5: HUMAN RESOURCE PLANNING

Session-6: RECRUITMENT & SELECTION

Session-7: TRAINING & DEVELOPMENT

Session-8: PERFORMANCE MANAGEMENT & APPRAISAL

Session-9: PERFORMANCE APPRAISAL METHODS

Session-10: GUEST LECTURE

Session-11: CAREER MANAGEMENT