Mba HRM 2020 21

GANDHI INSTITUTE OF TECHNOLOGY AND MANAGEMENT (GITAM)
(Deemed to be University)
VISAKHAPATNAM *HYDERABAD *BENGALURU

Accredited by NAAC with A+ Grade
REGULATIONS AND SYLLABUS

OF
Master of Business Administration (HRM)
(for 2020-21 admitted batch)
Master of Business Administration (Human Resource Management) (MBA-HRM)
REGULATIONS
(w.e.f. 2020-21 admitted batch)
1.0 ADMISSION
Admission into MBA (HRM) Program of GITAM (Deemed to be University) is governed by
GITAM (Deemed to be University) admission regulations.
2.0 ELIGIBILITY CRITERIA
Bachelor Degree or equivalent examination with 50% aggregate marks approved by GITAM
University along with High score in CAT/XAT/ MAT/GMAT/CMAT or High score in GIM
Online Test (GOT).
3.0 CHOICE BASED CREDIT SYSTEM
Choice Based Credit System (CBCS) is introduced with effect from the admitted Batch of 2015-
16 based on UGC guidelines in order to promote:
• Student Centered Learning
• Cafeteria approach
• Students to learn courses of their choice
• Students to learn at their own pace
• Inter-disciplinary learning
Learning goals/ objectives and outcomes are specified to indicate as to what a student shall be
able to do at the end of the program.
4.0 PROGRAM DETAILS
4.1 EDUCATIONAL OBJECTIVES
The program aims at developing graduates who:
1. Are competent, creative, and highly valued professionals in industry, academia, or
government.
2. Are flexible and adaptable in the workplace, possess the capacity to embrace new opportunities
of emerging technologies, and embrace leadership and teamwork opportunities, all affording
2
sustainable management careers.
3. Continue their professional development by obtaining advanced degrees in Management
or other professional fields.
4. Act with global, ethical, societal, ecological, and commercial awareness expected of
practicing management professionals.
4.2 STRUCTURE OF THE PROGRAM
The Program consists
4.2.1 Foundation Courses (compulsory) are designed and offered to give general exposure to a
student in the relevant subject area and to improve communication skill set.
4.2.2 Core Courses (compulsory).
4.2.3 Discipline centric electives which
1. are supportive to the discipline
2. give expanded scope of the subject Intra Departmental Electives
3. give inter disciplinary exposure
4. Nurture the student skills Inter Departmental Electives
4.2.4 Open electives - which are of general nature and unrelated to the discipline to expose the student
in areas such as general knowledge, personality development, economy, civil society,
governance, etc.
Student has to choose ONE open elective course, carrying two credits, from the options available
during two years study period i.e. at any Semester during first year or second year course of
study.
Credits will be shown in IV Semester only. The course will be chosen from Moocs, Course era,
GITAM (Deemed to be University) offered open electives, BSE., & NSE certification courses.
Out of which one course is to be selected by the student. In case of students who got placement
can choose any course from Moocs, Course Era, BSE & NSE, UGC Swayam certificate courses.
If the open elective course chosen other than GITAM (Deemed to be University) offered open
electives, the student has to submit course cleared document/proof to the Institute along with
exam material. Upon on that a viva voce examination/presentation will be conducted for
awarding marks.
4.4. CREDITS: Each course is assigned a certain number of credits depending upon the number of
contact hours (lectures & tutorials) per week.
In general, credits are assigned to the courses based on the following contact hours per week
per trimester.
• One credit for each Lecture / Tutorial hour per week.
• One credit for two hours of practicals per week.
• Two credit for three (or more) hours of practicals per week.
Range of credits
Name of the course Range of credits

Theory 2 to 6
Practical 2 to 3
Project Work 1 to 5
Professional Competency Development 1 or 2
Viva Voce 1 or 2
Seminar 3 1 or 2
Seminar 1 or 2
The curriculum of the Four Semester MBA program is designed to have a total of 248 credits. However,
for the award of MBA degree, the students have to earn a minimum of 108 credits only as shown in
Table –Program Structure
Preparatory (Bridge) Course:
Before the commencement of the program, the students will be sensitized on various topics that will
make them confident to take up their relevant programs.
Preparatory Courses (Bridge Courses) offered are given below.
Sl. No. Courses

1 Business, Government & Society
2 Economics
3 Perspectives on Entrepreneurship
4 Basic Mathematics & Statistics
5 Basics of Finance
6 Understanding Financial Statements
7 Academic Writing
8 Case Analysis
7 Presentations
Note: The results of Preparatory (Bridge) Courses will not be reflected in the grade sheets.
5.0 MEDIUM OF INSTRUCTION

The medium of instruction (including examinations and project reports) shall be English.
6.0 REGISTRATION
Every student has to register himself/herself for each semester individually at the time specified by the
Institute / University.
7.0 ATTENDANCE REQUIREMENTS
A student whose attendance is less than 85% in all the courses put together in any Semester will not
be permitted to attend the end- Semester examination and can be detained.
However, the Vice Chancellor on the recommendation of the Director of the University Institute
may condone the shortage of attendance to the students whose attendance is between 76% and 84% on
genuine medical grounds and on payment of prescribed fee. Any student with less than 76%
attendance, even on medical grounds, will not be permitted to attend the end- Semester examination
and can be detained.
8.0 EVALUATION
The assessment of the student’s
4 performance in each course shall be based on continuous evaluation
(CA) (50 Marks) and Semester-end examination (SEE) (50 Marks).
A student has to secure an aggregate of 40% in a course in the two components put together to be declared
to have passed the course, subject to the condition that the candidate must have secured a minimum of
20 marks (i.e. 40%) in the theory component at the semester-end examination. The marks for each
component of assessment are as shown in the following table:
DETAILS OF ASSESSMENT PROCEDURE
T
P
h
a
e
Compo-
t
/
Marks Type of
S. nent allot- assess- Scheme of evaluation
No. of assess- ted ment
C
E
n
n
u
n
o
v
a
o
s
t
t
i
ment
1.Mid Semester examinations:
Two mid examinations will be conducted for 20 marks
each.
Better of two will be considered for final 20 marks.
If the student is absent for one Mid exam, the marks secured
in the other mid exam will be considered as final marks.
NO more re-examinations will be conducted under any
circumstances except exceptional cases as approved by the
50 HOI.
2. Coursera course/on line Course – 10 marks
1 Student need to complete respective subject wise Coursera
course/ online course listed by GIM through online and
required to submit the course completion certificate. Up on
which student need to give presentation/viva for awarding
marks up to 10.
3.Class room Presentations/Seminars / Caseanalysis/
workshop/training/Assignments/survey/ project work :
20 marks
Examinati
Semester-
Fifty (50) marks for Semester End Examinations

on (SEE)
end
50 Note: In respect of courses having practicals, theory

examination shall be for thirty (30) marks and practical exam
for twenty (20) marks.
Total 100
i. 50 marks for lab performance, record and viva- voce
Continu
Evaluat
Practical ii. 50 marks for two tests of 25 marks each (one at the mid-
ous
ion
2 Course 100 term and the other towards the end of the semester)
conducted by the concerned lab teacher.
ITM
Project
Continuous
Evaluation
work (8 i. Project report carries 50 marks

3 weeks) at 100 ii. Project viva voce carries 50 marks
III
Semester
- ClassAttendance - 100%Attendance is a reflection of one’s commitment, discipline, time
management that facilitates continuous learning.
- Presentations/GDs - This is designed to shed inhibitions of public- speaking, within a controlled
class-room environment.5
- Case Analysis- This is designed to improve analytical skills and proposal/ reflective writing skills.
- Field Projects/surveys - Application of theoretical knowledge to practical real- world problems,
not only provides an end-solution, but reinforces confidence and zeal to take up bigger challenges.
Field or industry projects help groom students to working environment.
- Viva-voce - This is designed to test comprehensive knowledge gained and articulation style.
- Research Papers - Research is the lifeblood of an educational institution, whose results contribute
to the growth of the economy. Students are provided an opportunity to work with faculty in their
desired discipline and generate research project/papers that can be published.
- Workshops/Training - 2 to 6 days workshops can be conducted as per the requirement of the
Course
- Computer application - Usage of application or Developing a program, model, portal, application
may be used for evaluation.
8.1 Semester End Examination:
Examinations are not the end, but a launching platform into brighter future. The knowledge gained
during the Semester are tested through the Semester end- examinations. The duration of each Semester
end-examination shall be for 3 hours.
Students are updated on the examination rules during admission and at regular intervals. Violation of
norms regarding behaviour in the examination hall will attract severe penalty. Action, as per the
University guidelines would be taken against students found copying in the examination halls.
Student shall not be absent for any of the end-term examinations conducted by the Institute. In case the
student is absent, in exceptional cases on application, the Institute will decide the merits of the
application on a case to case basis.
8.2 Duration and Pattern of Semester end Examination (Offline)
Duration of the Examination is 3 hours.
A. The following shall be the structure of question paper for courses with Case Studies
S.No. Pattern Marks

1. Section A: Five one-page answer questions (Five out of Eight 5 X 2 marks =10 marks
questions to be answered).
2. Section B : Five Essay type questions (either or choice 5 X 6 marks =30 marks
Questions from each UNIT)
3. Section C : One Case let (not more than 200 words) 1X10 =10 marks
Total 50 marks
B. The following shall be the structure of question paper for courses with numerical problems.
S.No. Pattern Marks

1. Section A : Five questions ( both theory / problems) (Five out of Eight 5X 4 marks
questions to be answered). = 20 marks
2. Section B : Problems/Theory questions (Five out of Eight 5 X 6 marks
questions to be answered) = 30 marks
Total 50 marks
Note : If the end exams are online, the duration and pattern of examination will be decided by
the University and will be communicated to the students.
End Term Examination - General Marking Criteria
6
Little or no relevant material presented. Unclear or
Well Below (0-20%) unsubstantiated arguments with very poor accuracy and
Expectations understanding. Little evidence of achievement of the
relevant stated learning outcomes of the course unit.
Reveals a weak understanding of fundamental concepts with
no critical analysis. Produces answers which may contain
factual and/or conceptual inadequacies. Provides poorly
Below Expectations (20-40%) written answers that fail to address the question, or answers
that are too brief to answer the question properly. Provides
solutions to calculative questions that demonstrate
inadequate analytical skills.
Demonstrates good understanding of the material. Shows a
basic knowledge of relevant literature but draws mainly on
lecture material. Addresses the questions and demonstrates
Meets Expectations (40-60%) reasonable writing skills with some ability to structure the
material logically. Provides solutions to calculative
questions that demonstrate good analytical skills.
Demonstrates an ability to integrate the concepts introduced
and applies them to problems with some evidence of critical
analysis. Shows evidence of reading beyond lecture notes
Exceeds Expectations (60-80%) that is appropriately analyzed and evaluated. Provides clear
and competent answers to the questions, well written.
Clearly presents solutions to calculative questions and
demonstrates very good analytical skills.
Demonstrates the ability to evaluate concepts and
assumptions critically and to thoughtfully apply concepts to
problems. Demonstrates independent thinking and insight
into theoretical issues. Shows evidence of extensive reading
Well Above (80-100%) beyond the lecture notes and the ability to synthesize and
Expectations integrate the relevant literature. Writes well and structures
the response so as to provide a succinct, coherent and
logical answer. Clearly presents solutions to calculative
questions and demonstrates excellent analytical skills.
The assessments are designed with an objective to achieve the following outcomes:
Transferable and Employability skills

Know how to use online learning resources: G-Learn, online journals,
1
etc.
2 Communicate effectively using a range of media
3 Apply teamwork and leadership skills
4 Find, evaluate, synthesize & use information
5 Analyze real world situation critically
6 Reflect on their own professional development
7 Demonstrate professionalism & ethical awareness
8 Apply multidisciplinary approach to the context
9.0 VIVA-VOCE:
Semester-end viva-voce will be arranged at the end each semester. The contents, marks and the
composition of Board of each Viva-Voce shall be as follows. The Viva voce will be conducted on
the course studied during the respective semester carrying 50 marks.
Semester end Viva- voce examination/ Board will consist of: Class Coordinator
/Programme Coordinator - Convener One Senior Faculty from the
Institute 7 - Member
Director/ or Nominee - Member
For summer Internship Project Viva /Internship Seminar/ Presentation: The evaluation board will
consist of:
Director/or Nominee - Member
Institute Project Guide - Member
One External Professor/one Senior Executive from Industry - Member Class
Coordinator /Programme Coordinator - Convener
10.0 EVALUATION GRIEVANCE REDRESSAL PROCEDURE
The term-end examination will be evaluated internally. Students are given an opportunity to redress
any grievances they have on the grades awarded, by following the below process.
- Once the evaluation of the term-end is completed, answer scripts are shown to the students.
- Students are given the marks in the class or are placed online for review.
- If there is a concern, students are required to review the paper and verifythe marks, with help from
the program coordinator.
- Clarify any doubts if they have, with the concerned faculty.
- If they still have a concern, they can submit a written grievance to the Program Coordinator.
- Director will appoint a Grievance Redress Committee, which will review the student paper.The
Director shall review the grievance committee views and shall make the decision, which is binding
and final.
- This final decision will be communicated to the student by the Program Coordinator.
- A student who has secured “F” grade in project work report/viva voce shall have to improve
his/her report and reappear for viva voce of project work at the time of special examination to be
conducted in the summer vacation.
11.0 SUPPLEMENTARY EXAMINATION
The supplementary examinations will be conducted for the benefit of students who are either failed or
are absent at the end of first year (preferable Mid of June) for the benefit of first year student and at
the end of IV Semester for the benefit of second year students.
12.0 SPECIAL EXAMINATION
A student who has completed the stipulated periods of study for the MBA programme and still has
failure grade ‘F’ in not more than 3 theory courses, excluding practical examination, Viva-voce and
Project viva, may be permitted to appear for special examinations, which shall be conducted during the
summer vacation at the end of the last academic year.
13.0 BETTERMENT OF GRADES
Students who secured second class or pass who wish to improve their grades will be permitted to
improve their grades at the end the program.
1. Students who have passed all the courses of a program within the stipulated period of study and who
have obtained a Pass or Second Class only are eligible for Betterment of Grades.
2. Candidates who have already secured First Class or First Class with Distinction are not eligible
for betterment of Grades.
3. Candidates who have completed the programme of study beyond the stipulated period of study
i.e. through Special examinations or subsequently, are not eligible for betterment of Grades.
4. Betterment of Grades is permitted
8 only through appearance of the theory examinations.
5. Betterment of Grades is permitted only once, at the end of the program of study, simultaneously
along with Special examinations.
6. Candidates can appear for betterment at one course/subject per trimester, for the number of
semesters they have studied. A fourth semester MBA student can appear for betterment in any
FOUR courses/subjects. The rules & regulations framed by the University from time to time
shall be applicable.
7. The better Grade secured either in the first or betterment appearance shall be considered as
the final Grade.
8. New Grade Card/PC shall be issued to candidates who have improved their Grades/Class after
submitting the old Grade Card/PC.
9. The date, month and year of the declaration of betterment result shall be printed on the Grade
Card/PC
10. Betterment marks shall not be taken into consideration for award of ranks, prizes, and
medals.
11. Candidates have to pay a betterment fee as prescribed by the University.
14.0 GRADING SYSTEM
Based on the student performance during a given semester, a final letter grade will be awarded at the end
of the Semester in each course. The letter grades and the corresponding grade points are as given in
Table 3.
Table 3: Grades & Grade Points
S.No Grad Grade Absolute

. e Points Marks
1 O (outstanding) 10 90 and above
2 A+ (Excellent) 9 80 to 89
3 A (Very Good) 8 70 to 79
4 B+ (Good) 7 60 to 69
5 B (Above Average) 6 50 to 59
6 C (Average) 5 45 to 49
7 P (Pass) 4 40 to 44
8 F (Fail) 0 Less than 40
9 Ab.(Absent) 0 --
A student who earns a minimum of 4 grade points (P grade) in a course is declared to have successfully
completed the course, and is deemed to have earned the credits assigned to that course, subject to
securing a GPA of 5 for a pass in the semester.
This is applicable to both theory and practical papers. In the case of Project Report and Vice - Voce
also, the minimum pass percentage shall be 40% only.
15.0 GRADE POINT AVERAGE
A Grade Point Average (GPA) for the semester/Semester will be calculated according to the formula:
Where
C = number of credits for the course,
G = grade points obtained by the student in the course.
9
GPA is awarded to those candidates who pass in all the subjects of the semester. To arrive at Cumulative
Grade Point Average (CGPA), a similar formula is used considering the student’s performance in all
the courses taken, in all the semesters/trimesters up to the particular point of time.
CGPA required for classification of class after the successful completion of the program is shown in
Table 4.
Table 4: CGPA required for award of Class
Distinction 8.0*
First Class 6.5
Second Class 5.5
Pass 5.0
* In addition to the required CGPA of 8.0, the student must have necessarily passed all the courses
of every Semester in first attempt.
16.0 THE TWINING MBA PROGRAMME IN UNIVERSITY OF NEBRASKA (UNO),
OMAHA, USA.
After fulfilling academic requirements of first year MBA at GIM, students of IMBA and MBA are
eligible to study in UNO, the students would receive MBA from UNO. In this case the student has exit
option at end of first year MBA and is only eligible to get marks statement for first year and not degree
from GITAM University.
Twining MBA or MSIS programme in Central Michigan University (CMU), USA
After fulfilling the academic requirements of MBA first year at GIM, students of
MBA with 4 year UG degree are eligible to study second year in CMU. After successful completion
at CMU the student shall get MBA or MSIS from CMU. In this case the student has exit option at the end
of first year MBA and is only eligible to get marks statement for first year and not degree from GITAM
University.
Study abroad programme with University of Nebraska (UNO), Omaha, USA The students of BBA,
IMBA or MBA can study their last trimester/ semester in UNO as part of student exchange programme.
At the end of the programme, up on producing pass certificate equal number of UNO credits which
otherwise earned in GIM, the student is eligible the award of degree from GITAM University.
17.0 ELIGIBILITY FOR AWARD OF MBA DEGREE
Programme of six-semester within two years. If due to some unavoidable circumstances that was not
possible, a student may extend and complete the programme in not more than four years including
study period. However, such dispensation can only be approved by the Vice Chancellor, based on
individual’s application requesting dispensation and justifying the need.
A student shall be eligible for award of the MBA degree if they fulfill the following conditions.
i) Registered and successfully completed all the courses and projects.
ii) Successfully acquired the minimum required credits as specified in the curriculum within
the stipulated time.
iii) Has no dues to the Institute, Hostels, Libraries, NCC/NSS, etc. and, No disciplinary
action is pending against them
18.0 PEDAGOGY
The class room pedagogy is customised by individual faculty to enhance the learning experience,
which is dependent on the course and the degree of absorption by students. It has been proven that the
degree of absorption is directly proportional to self-learning or preparedness before the classroom sessions
and the interactions during the 10classes. Knowledge thus gained builds a strong long-lasting foundation.
Typically class room pedagogy ranges from instructions, simulations, case discussions, role plays, etc.
Simulations and case discussions are adopted extensively across the curriculum, to supplement class room
instructions
PROGRAM EDUCATIONAL OBJECTIVES (PEOs)
The program aims at developing graduates who:

PEO 1 Are competent, creative, and highly valued professionals in industry, academia, or
government.
PEO 2 Are flexible and adaptable in the workplace, possess the capacity to embrace new
opportunities of emerging technologies, and embrace
leadership and teamwork opportunities, all affording sustainable management
careers.
PEO 3 Continue their professional development by obtaining advanced degrees in
Management or other professional fields.
PEO 4 Act with global, ethical, societal, ecological, and commercial awareness
expected of practicing management professionals.
PROGRAM OUTCOMES (POs) AND PROGRAM SPECIFIC OUTCOMES (PSOs):
The program will enable the students to:
Apply knowledge of management theories and practices to solve business

PO 1
problems.
Foster analytical and critical thinking abilities for databased decision making.
PO 2
PO 3 Ability to develop value-based leadership approach.
Ability to understand, analyze and communicate global, economic, legal, and ethical
PO 4
aspects of business.
Ability to lead themselves and others in the achievement of organizational
PO 5
goals, contributing effectively to a team
environment.
PO 6 Apply range of entrepreneurial skills in business decisions.
Ability to recognize the need and adopt the knowledge of contemporary issues,
PO 7
and to engage in continuous learning.
Evaluate opportunities and risks for operating businesses in the international
PO 8 context.
Construct and communicate a logical, relevant, and professional
PO 9 quantitative assessment of business information in an effective manner
Demonstrate comprehension of cross-cultural commonalities and differences in
PO 10 international business activities and customs
11 apply appropriate techniques, resources, and modern management
Create, select, and
PO 11
processes and IT tools to complex business problems and boundaries.
Apply ethical principles and commit to professional ethics and responsibilities
PO 12 and norms of the management practices.
PROGRAMME SPECIFIC OUTCOMES (PSOs)

After the culmination of the course students will be able to acquire:
PSO1 Design strategies for business development

PSO2 Recognize the professional ethical principles, responsibilities and commit to
norms of ethical management practice
Curriculum structures:
Semester - I
Course Sessions Marks

Sl. Course Credits
No. Code T P Total CA SEE Total
1 MMB701 Management Theory and Practice 3 3 50 50 100 3
2 MMB703 Business Environment 3 3 50 50 100 3
3 MMB705 Managerial Economics 3 3 50 50 100 3
4 MMB707 Organizational Behavior 3 3 50 50 100 3
5 MMB709 Accounting for Managers 4 4 50 50 100 4
6 MMB711 Quantitative Techniques 4 4 50 50 100 4
7 MMB721 ITM (100% Internal Assessment) 2 2 4 100 100 3
8 MMB713 Business Laws 3 3 50 50 100 3
9. MMB791 Semester End Viva 50 1
Total 25 2 27 450 350 850 27
PCDs

Sl. Course Credits
1 MMB802 CBA -1 2 2 50 50 1
2 MMB804 Yoga & Meditation 2 2 50 50 1
3 MMB 806 Venture Discovery 2 2 100 100 2
Total 4 2 6 200 200 4
Semester - II
Sl. Course Credits
1 MMB702 Operations Research 4 4 50 50 100 4
2 MMB704 Financial Management 4 4 50 50 100 4
3 MMB706 Business Research Methodology 3 3 50 50 100 3
4 MMB708 Operations Management 4 4 50 50 100 4
5 MMB710 Marketing Management 4 4 50 50 100 4
6 MMB712 Human Resources Management 4 4 50 50 100 4
7 MMB714 Managerial Communication 3 3 50 50 100 3
8 MMB716 Innovation
12and Entrepreneurship 3 3 50 50 100 3
Total 26 26 400 400 850 30
PCDs

Sl. Course Credits
1 MMB808 BEC 2 2 50 50 1
2 MMB810 Soft Skills -1 (Work Shop) 2 2 50 50 1
Total 4 4 100 100 100 2
Summer Internship to be done during summer vacation at end of first year for 8 weeks, carrying 2 credits
and 1 credit for Project Viva which will be conducted after successful completion of the project as per
GIM regulations. Credits will be shown in III Semester only.
Semester -III

Sl. Course
No. Code T P Total CA SEE Total Credits
1 MMB801 Strategic Management 3 3 50 50 100 3
2 MMB803 Business Ethics and Corporate 3 3 50 50 100 3
Governance
3 MHU841 Learning and Development 3 3 50 50 100 3
4 MHU843 Employee Welfare and Labour 3 3 50 50 100 3
Administration
5 MHU845 Employment Laws -1 3 3 50 50 100 3
6 MHU847 Compensation Management 3 3 50 50 100 3
7 MHU849 Human Resource Value 3 3 50 50 100 3
Proposition
8 MHU851 Performance Management 3 3 50 50 100 3
9 MHU891 Summer Internship*& Field 100 100 2+1
work** and Viva
10 MHU893 Semester End Viva 50 1
Semester End Viva 24 24 50 400 950 28
*Summer Internship to be done during summer vacation at end of first year for 5 weeks, carrying 1
credit.
**Field Work to be done during summer vacation at end of first year for 3 weeks carrying 1 credits in
the same/other organization in addition to summer internship of 5 weeks.
During 3 weeks field work, the student need to study on the Factories Act, functions of trade unions,
industrial relations and on other HR functions/ activities/statutory requirements etc…
One credit for internship Project/Field Work Viva which will be conducted after successful completion
of the project as per GIM regulations. Credits will be shown in III Semester only.
PCDs

Sl. Course
13
1 MMB812 CBA -2 2 2 50 50 1
2. MMB814 Soft Skills -2 (Work Shop) 2 2 50 50 1
Total 2 2 4 100 100 2
Semester -IV

Sl. Course
1 MHU842 Employment Laws - II 3 3 50 50 100 3
2 MHU844 Industrial Relations & Statutory 3 3 50 50 100 3
Compliance and Drafting
3 MHU846 Global Human Resource 3 3 50 50 100 3
Management
4 MHU848/ Strategic Human Resource
MHU852/ Management/ Change 3 3 50 50 100 3
MHU850 Management/ HR & Technology
(Choose ONE out of 3 courses)
5 MOE/ One Open Elective/Contemporary 2 2 50 100 2
MCC Course
6. MHU892 Comprehensive Viva 100 2
7. PCDs 350 350 7*
Comprehensive Viva 21 21 600 200 950 23
PCDs
* In case of PCDs, the student has to earn minimum of 7 credits out of 10 credits offered across
4 semesters to get the degree and credits earned shall be shown in IV semester only.
PCDs

Sl. Course
1 MMB816 Business Simulation Game 2 2 50 50 2
Total 2 2 50 50 2
Grand Total 23 23 650 200 950 25
IV Semester PCDs COURSES
Sl No. Course Code Subject Credits Semester

1 MMB802 CBA -1 1 I
2 MMB804 Yoga and Meditation 1 I
3 MMB806 Venture Discovery 2 I
14
4 MMB808 BEC 1 II
5 MMB810 Soft Skills -1 (Work Shop) 1 II
6 MMB812 CBA -2 1 III
7 MMB814 Soft Skills -2 (Work Shop) 1 III
8 MMB816 Business Simulation Game 2 IV
Total 10
• In case of PCDs, the student has to earn minimum of 7 credits out of 10 credits offered
across 4 semesters to get the degree and credits earned shall be shown in IV semester only.
Choose one contemporary course from the following Contemporary courses offered from the below
list.
Semester IV Contemporary Courses offered
S. Course Sessions Marks

No. Course Code Type Course T P Total CA SEE Total Credits
1. MCC 801 Elective CSR & Sustainable 2 2 50 50 2
Development
2. MCC 802 842 Elective Social Innovation 2 2 50 50 2
3. MCC 803 Elective Behavioral 2 2 50 50 2
Economics
4. MCC 804 Elective Technology 2 2 50 50 2
Management
5. MCC 805 Elective Environmental 2 2 50 50 2
Sciences
6. MCC 806 Elective Intellectual Property 2 2 50 50
Systems 2
7. MCC 807 Elective Technological 2 2 50 50 2

Entrepreneurship
8. MCC 808 Elective Alternate Dispute 2 2 50 50 2
Resolution
9. MCC 809 Elective Alternative 2 2 50 50 2
Investments
10. MCC 810 Elective Financial Metrics 2 2 50 50 2
11. MCC 811 Elective Contemporary HR 2 2 50 50 2
Practices
12. MCC 812 Elective HR in Knowledge 2 2 50 50 2
Management
13. MCC 813 Elective Psychometrics 2 2 50 50 2
14 MCC 814 Elective HR Analytics 2 2 50 50 2
15 MCC 815 Elective Personal Tax 2 2 50 50 2
Planning
15
Semester - I

Sl. Course
1 MMB701 Management Theory and Practice 3 3 50 50 100 3
2 MMB703 Business Environment 3 3 50 50 100 3
3 MMB705 Managerial Economics 3 3 50 50 100 3
4 MMB707 Organizational Behavior 3 3 50 50 100 3
5 MMB709 Accounting for Managers 4 4 50 50 100 4
6 MMB711 Quantitative Techniques 4 4 50 50 100 4
7 MMB721 ITM (100% Internal Assessment) 2 2 4 100 100 3
8 MMB713 Business Laws 3 3 50 50 100 3
Total 25 2 27 450 350 850 27
PCDs
Sl. Course
1 MMB802 CBA -1 2 2 50 50 1
2 MMB804 Yoga & Meditation 2 2 50 50 1
3 MMB 806 Venture Discovery 2 2 100 100 2
Total 4 2 6 200 200 4
16
GITAM Institute of Management (GIM)
Gandhi Institute of Technology and Management (GITAM) (Declared as Deemed
to be University u/s 3 of UGC Act. 1956) Visakhapatnam – 45.
Course Code: MMB 701 Course Title: Management Theory and

Practice
Semester: I Course Type: Core Credits: 3
Home Programme (s):MBA (General) Batch/Academic Year:2020-2022
Course Leader:
Course Description:
This course is designed to provide students with a foundational understanding of concepts and
principles of management. This course explores the rich field of management in theory and practice,
and as both a science and an art. Students learn to apply management concepts to current workplace
issues. Other topics include increasing competitive forces, expectations for successful performance of
employees and organizations, and achieving desired business goals.
Course objectives:
 To demonstrate an understanding of current and relevant management knowledge.
 To understand the evolution of management thought and its relevance in decision making.
 To understand the importance of structure and types and organization in the field of
Management.
 To learn the principles, techniques, and concepts needed for managerial analysis and decision-
making.
 To describe the effective management of planning, organizing, influencing, and controlling
17
related to the internal and external environment and Issues of ethics and social responsibility.
Course outline and indicative content
Unit I (8 sessions) (CO1, CO2, CO3, L1 & L2)
Nature and scope of management; Managerial theories, approaches and functions; Management process,
Evolution of Management Thought, Contributions of F.W. Taylor, Henry Fayol and Elton Mayo.
Unit II (8 sessions) (CO3, CO4, L2 & L3)
Planning: Planning premises, types and planning process, Objectives- Managing by Objective (MBO)
strategies, decision making, types of decision, and decision making process.
Unit III (8 sessions) (CO3, CO4, L3 & L4)
Organization: Structure, types of organizations, principles of organizing, authority and span of control,
delegation and decentralization, line and staff relationship. Staffing
Unit IV (8 sessions) (CO3, CO4, L3 & L4)
Directing: Leadership, Styles of Leadership, Co-ordination, types of interdependence.
Unit V (8 sessions) (CO3, CO4, L5)
Controlling: Basics of controlling, Process of controlling and techniques of controlling.
On successful completion of this course, students will be able to:
Course Outcomes Assessment

CO1 Understand theoretical aspects, process and principles, scope of A1, A2, A3, A4
management and its application to modern management practice.
CO2 Analyze how the field of management has evolved and its major A1
contributions
CO 3 Analyze and apply critical role of managers in modern A1, A2, A3, A4
organizational settings
CO 4 Illustrate and evaluate the importance of planning, organizing, A3, A4
directing and controlling in decision making
Assessment methods
Task Task type Task mode Weightage (%)

A1 Mid exam Individual Written - L3 level 20
A2 Online Course Individual Coursera course /online 10
Course – L3 level
A3 Case study Individual Case presentation –L5 level 20
A4 End-term examination Individual Written (short/long) –L4 50
level
Mapping COs - Blooms levels- Assessment Tools
Knowledge L1. L2. L3. L4. L5. L6.
dimension /Cog- Remember Understand Apply Analyze Evaluate Create
nitive dimension
Factual Knowl-
edge
Conceptual CO 1
(A1)
Knowledge
Procedural CO2 (A3), CO4 (A2)
CO5 (A2)
Knowledge 18 CO3 (A2 &
A3)
Meta Cognitive
Knowledge
Learning and teaching activities
Classroom Teaching, Power Point Presentation, Application in real life situation, Problem Solving,
Project, Assignment etc.
Teaching and learning resources
E-Resources, Cases, E-Books, Websites, E-Library, Handouts.
References :
CO PO Mapping
This is to map the level of relevance of the Course Outcome (CO) with Programme Outcome
(PO).
0= No Relevance; 1= Low Relevance; 2= Medium Relevance; 3= High Relevance
Gandhi Institute of Technology and Management (GITAM)
(Declared as Deemed to be University u/s 3 of UGC Act. 1956) Visakhapatnam – 45.
Course Code: MMB 703 Course Title: Business Environment

Home Programme (s): MBA Batch/Academic Year:2020-22
(General)
Course Leader:
Course Description
The business environment in India is undergoing a dynamic change; what was looked upon as an under
developed nation is now regarded as a potential economic power and emerged as one of the emerging
nation of the world. With the eruption digitization and e-commerce its service industry is providing
multinational companies with unparalleled opportunities. With liberalization, privatization and further
on globalization India’s business world is occupying a place in almost all major sectors of the world
economy. In this context, the nature and extent of the role of the state is undergoing fundamental
changes with digitization and financial inclusion. In this d y n a m i c a n d changing e x t e r n a l
environment of such gigantic dimensions, this course is aimed at sensitizing the students to the value
implications of environment on business, in general. The main drive of this course addresses social,
structural changes, external environmental changes, planning and polices of the state, economic
trends and balance of payments, information technology and its impact.
Course Objectives:
The course intent to enable students to
 Understand different facets of Business Environment in both Indian and International context
 Understand the socio, cultural and technological environment.
 Sensitize students regarding the economic and legal aspects of business and its implications on
ethical way of doing business
 Explain Indian Policy Environment and its importance in business environment.
 Create awareness among the students about the various foreign trade policies.
19
Unit I (10 sessions) (CO1, CO2, L1 & L2)
Introduction: The concept of Business Environment, significance, nature and scope. Environment
Scanning- Interaction between micro environment and macro environment- SWOT analysis- macro
environment- PESTEL Framework - Five forces- Political Environment-Economic Environment - Social
and Technological E nvironment.-Legal Environment
Unit II (10 sessions) (CO2, L2& L3)
Social and Technological E nvironment: Society and Business, Corporate Social Responsibility (CSR),
Localization- Culture aspects –beliefs and values and its impact on business, Technological change,
Technological factors in business, e- commerce and emerging technologies, mobile applications and smart
cities
Unit III ( 10 sessions)(CO2, CO3, L12, L3 & L4)
Economic and Legal Environment: Philosophies of Capitalism, Socialism and Mixed Economy, Public
Private Partnership, Industrial Corridors, Special Economic Zones (SEZs), Ease of Doing Business; salient
features of ConsumerProtectionAct,1986, Competition Commission of India (CCI), Foreign Exchange
Management Act (FEMA) and National Company Law Tribunal (NCLT).
Indian Policy Environment: A brief review of industrial policies since independence, Industrial Policy of
1991,Economic Policy and latest trends , Fiscal Policy and Budget, Monetary and Credit Policy, Policy
on FDIs and FIIs.
Unit V (10 sessions) (CO3, CO4, L3, L4 & L5)
Indian Foreign Trade Policy: Bilateral and Multilateral Trade Agreements, Globalization and WTO- Trade
Blocs, Balance of Payments (BOP), Exchange rate movements and its impact on BOP, International
Disputes settlement mechanism- Dumping and Anti-dumping measures, TRIPS, TRIMS, EXIM Policy.
Case Analysis (not exceeding 200 words)
COURSEOUTCOMES (CO) Assessment

CO1 Describe about the various business environmental factors, prepare A1, A2, A3 & A4
PESTEL frame work by using SWOT analysis.
CO2 Examine Business applications in the light of social and A1, A2, A3 & A4
Technological factors.
CO3 Relate business decisions to economic system and legal aspects. A1, A3 & A4
CO4 Develop idea about various economic policies and its A1, A3 & A4
implication on business environment.
CO5 Evaluate business practices in the context of international trade A2 ,A3 & A4
environment
Assessment methods

A1 Mid exam Individual Written – (short /long/Case 20
study )
A2 Coursera /Online Individual Viva/Presentation on 10
course completion of the course
A3 Case study/ Project Group/ Discussion and Presentation 20
Individual
A4 End-term Individual Written – (short/long/Case 50
examination study )
20
Mapping COs-Blooms levels- Assessment Tools
Knowledge
L1. L2. L3. L4. L5. L6.
dimension /
Cognitive Remember Understand Apply Analyze Evaluate Create
dimension
Factual CO1 (A1, CO1 (A1, CO 1
Knowledge A3) A3) (A1,
A3)
CO2, CO4,
Conceptual CO2,CO5 CO5
Knowledge (A2, A3) (A2,
A3)
CO3, CO4,
Procedural
Knowledge CO
5
(A2)
Meta CO3,CO4,
Cognitive CO5
Knowledge (A2)
Case Analysis Situation Analysis Brainstorming Group
Discussion Research Project
Student Presentations
Teaching and learning resources References:

1. Cherunilam, Francis, "Business Environment Text & Cases", Himalaya Publishing House, New
Delhi,2019
2. Aswathappa, K, "Essentials of Business Environment", Himalaya Publishing House,
NewDelhi.
3. Dutt, Ruddra and Sundaram, K.P.M., "Indian Economy", S. Chand& Co. Ltd., NewDelhi.
Misra and Puri, Indian Economy, Himalaya Publishing House. NewDelhi
4.
: 2019
5. Joshi&Kapoor,BusinessEnvironment,KalyaniPublishers,NewDelhi, 2019
6. Pual, Justin, Business Environment Text and Cases, Tata McGrawHill, New
7. Delhi Worthington,IanandBritton,Chris,"TheBusinessEnvironment", Pearson Education Ltd,
New Delhi, 2019
8. Fernando, A.C, Indian Economy, Pearson Education Ltd, NewDelhi, 2019.
Journals
1. Economic and Political Weekly, Sameeksha Trust, Mumbai.
2 GITAM Journal of Management, GITAM Institute of Management, GITAM University,
Visakhapatnam
3. Harvard Business Review, Harvard Business School, USA.
CO PO Mapping
(PO).
21
GITAM Institute of Management (GIM)Gandhi Institute of
Technology and
Management (GITAM)
(Declared as Deemed to be University u/s 3 of UGC Act. 1956)
Visakhapatnam – 45.
Course Code: MMB 705 Course Title: Managerial Economics

Semester:I Course Type: Core Credits:3
Home Programme(s):MBA (General) Batch/Academic Year: 2020-22
Course Leader:
Course description
In today's competitive business environment, effective managerial decision making requires use of
economic concepts and tools. Business efficiency depends on minimization of cost and maximization of
production which requires perfect understanding of the economic concepts like demand, supply,
production, cost and market conditions. Managerial economics uses economic concepts and principles by
emphasizing on demand analysis, production & cost analysis and different market structures which are
fundamental for further study. This course also introduces important macroeconomic concepts which are
indispensable for understanding the functioning of an economy. Knowledge about those concepts is useful
for timely business decisions.
Course objectives:
The objectives of the course are to impart the knowledge and transform it into an action.
 To comprehend the knowledge of key economic concepts which are used for effective business
decision-making
 To make use of the conceptual knowledge of demand and supply in pricing decisions.
 To combine the knowledge of costs and production to take efficient production decisions
 To determine right output and price under different market structures both in private and
public sectors.
 To recognize the need for various government policies at macro economy level
22
Managerial Economics – Nature, scope, Principles of managerial economics – opportunity cost principle,
incremental principle, principle of time perspective, discounting principle, equi-marginal principle -
Differences between managerial economics and micro economics - Importance and application of
managerial economics concepts in business decision making.
Unit II (9 sessions) (CO2, L2 & L3)
Utility, Demand & Supply Analysis: Utility Concept, TU, MU and DMU. Determinants of demand, Types
of demand – Individual demand and Market demand, Industry demand and company demand, producer’s
goods demand and consumer good’s demand, direct demand and indirect demand, derived demand and
autonomous demand, short run demand and long run demand. Law of Demand – assumptions, explanation
of the law with schedule, graph & mathematical function and exceptions of the law. Determinants of
supply, law of supply - assumptions, explanation of the law with schedule, graph & mathematical function
and exceptions of the law. Market equilibrium - Price mechanism/Market mechanism with a graphical
explanation. Elasticity of demand, types of elasticity, methods to measure elasticity – Point elasticity, total
outlay, arc method, gradient method. Demand forecasting – Qualitative Methods
– Survey method, Expert opinion method, Delphi Method, sales force opinion method, Focus groups -
Quantitative methods – Trend line, Regression, Correlation, smoothing techniques (Moving Averages),
Barometric Demand Forecasting through Economic Indicators, econometric models of demand
forecasting.
Unit III ( 9 sessions) (CO2, CO3, L12, L3 & L4)
Production and Cost Analysis: Production function, Laws of Production - Short run production function
with one variable input, Short run production function with two variable inputs - Iso-quants, properties of
iso-quants, types of iso – quants. Iso-cost line (Budget constraint or factor price line) – change and shifts
in iso-cost line, producer’s equilibrium, expansion path. Production with all variable inputs - Law of
returns to scale – Increasing returns to scale, Constant returns to scale, Decreasing returns to scale. Cost -
Cost concepts and classifications, sunk cost fallacy, Cost output relation - short run cost output
relationship, long run cost output relationship, Learning curve, Do firmsoperate at optimal scale? -
Economies of scale, dis-economies of scale and economies of scope.
Market Structure - Basis for classification of market power, kinds of competitive market, Effect of time
on supply – Very short run supply curve, short run supply curve and long run supply curve, Determination
of price in short run and long run - price and output decisions in perfect competition under normal profit,
super normal profit and loss conditions of a firm and shutdown point. Determination of price in short run
and long run - price and output decisions in Monopoly – equilibrium at underutilization capacity, over
utilization capacity and Optimal Capacity, Monopoly power, Monopsony- Discriminating monopoly –
(First degree, second degree and third degree) a Diagrammatic explanation - Monopolistic – Price and
output determination in the short run and long run, Chamberlin’s Group Equilibrium, Excess Capacity –
Oligopoly collusive and non-collusive Oligopoly, Kinked demand curve, Price and output determination
in Oligopoly market, Nash equilibrium, Game theory. Differences between various market structures -
Market Failures – public goods, social goods, merit goods, administered prices (ceiling price and floor
price) and Externalities – Positive and negative externalities. Fundamentals of Internalization of
externalities – Social Cost-Benefit analysis, Pareto optimality criterion, Pigovian taxes, Subsidies and
incentives for clean technologies.
Macroeconomics - Macroeconomic indicators-GDP growth rate, consumer price index, interest rate,
unemployment, foreign exchange rate, Balance of payments (BOP) - National Income-Concepts of
national income (GDP, GNP, NDP, NNP, Personal Income, Personal Savings, Disposable personal
Income, Discretionary income) - Methods of calculating national income – Product Method- Final good
and Value added method, Income23method, Expenditure Method and Social Accounting Matrix, GDP at
Purchasing Power Parity (PPP)- Inflation- causes-demand pull and cost push inflation, measures to
control inflation, business cycles -phases of business cycles and measures to control business cycles -
Stabilization policies – Monetary Policy and Fiscal Policy.
CO1 Discuss the nature and scope of business economics concepts suitable to A1, A2, A4
business problems
CO2 Identify the differences between demand and supply conditions to balance A1, A2, A3, A4
the market forces through price mechanism and government interference
CO 3 Decide on suitable production quantities-based cost conditions to achieve A2, A3, A4
economies of scale in long run business activities.
CO 4 Assess the price and output decisions under various market structures in A2, A3, A4
any form of business.
CO 5 Evaluate the causes and effects of macroeconomic issues which effects A2, A3, A4
business management decisions
Assessment methods
Weightage (%)
Task Task type Task mode
A1 Mid exam Individual Written –L3 level 20
A2 Coursera / Viva/Presentation on completion of the
Online course Individual course 10
A3 Case study/ Group/ Discussion and Presentation -L5 level 20
Project Individual
A4 End-term
examination Individual Written (short/long) –L4 level 50

Dimension / Remember Under- Apply Analyze Evaluate Create
Cognitive stand
Dimension
Factual
Knowledge
Conceptual CO 1 – A1 CO1 – A1
Knowledge
Procedural CO1 - A2) CO2 (A1, CO3 and CO5 (A1,
Knowledge A2, A3) CO4 (A2, A3, A4)
A3, A4)
Meta
Cognitive
Knowledge
Case Analysis Situation Analysis Brainstorming Group
Discussion
Research Project Chalk and Talk Student Presentations

24
Soft copies of teaching notes/cases etc. will be uploaded onto the G-learn. Wherever necessary, printouts,
handouts etc. will be distributed in the class. Prescribed text book will be provided to all. However, you
should not limit yourself to this book and should explore other sources on your own. You need to read
different books and journal papers to master certain relevant concepts to analyse cases and evaluate projects.
Some of these reference books given below will be available in our library.
Text Book:
1. Geetika, P.Ghosh, P.R.Choudhury, Managerial Economics, McGrawHill Education Private
Limited, New Delhi, 2018/Latest Edition.
Reference Books:
1. Dominick Salvatore, Seventh Edition, Adapted Version, Oxford Publication New
Delhi,2014/Latest Edition.
2. Dr. D.N.Dwivedi, Managerial Economics, Vikas Publishing House, New Delhi,2015/Latest
Edition.
3. Paul G. Keat, PhiliK. Y. Young, Sreejata Banerjee,"Managerial Economics", Pearson,
New Delhi,2012/Latest Edition.
Journals:
1. Economic and Political Weekly, Sameeksha Trust, Mumbai
2. GITAM Journal of Management, GITAM Institute of Management, GITAM University,
Visakhapatnam
3. Indian Journal of Economics, Academic Foundation, New Delhi
4. GITAM Journal of Management
5. E- Books and E-Journals
CO PO Mapping
(PO).
25
GITAM Institute of Management
Gandhi Institute of Technology and Management(GITAM)
Course Code: MMB 707 Course Title: Organizational Behavior

Semester: I Course Type: Core Credits:3
Home Programme (s):MBA (General) Batch / Academic Year: MBA(2020-2021)
Course Leader:
Course description
Practicing managers have long understood the importance of interpersonal skills to managerial
effectiveness. Till about three decades ago, most business schools focused on the functional aspects of
management – specifically finance, accounting and quantitative techniques. Though Organizational
Behaviour was a core course right from the inception of the MBA program, the focus was essentially on
gaining a psychological understanding of human behaviour, and not on acquiring usable skills. In the last
two decades, academia has come to realize the importance of human behaviour to managerial
effectiveness.
This course’s essential focus is on gaining an in depth understanding of the impact of the organization
structure, organizational culture and change on individual behavior at the workplace. Gaining an
understanding and a perspective on these global implications should result in beneficial results in terms
of managerial effectiveness and performance.
Course Objectives:
On successful completion of this course, students will be able:
 To familiarize the students with the nature of human behavior in corporate and other
organizations.
 To explain the different styles of employee motivation, leadership and Group dynamics.
 To explain the strategies of organization, organization design and structure and to measure
organization culture.
26
 To demonstrate learning and adapting to team work and collaboration.
Unit I
The Individual: Nature of Organizational Behavior - Ability – physical ability,
intelligence. Attitude – Major Job Attitudes - Job Satisfaction.
Unit II
Perception - Perception and decision-making - Motivation: Theories of Motivation – Maslow, Herzberg,
Vroom, Goal-Setting Theory, And Equity Theory - Applications of Motivation.
Unit III
The Group: Stages of Group Development - Group properties. Leadership – Behavioral Theories.
Conflict – The Conflict Process
Unit IV
The Organization System: Organizational Culture - Culture’s functions - Creating a culture - How
employees’ learn culture.
Unit V
Organizational Change - Forces for change - Planned change - Resistance to change - Managing
organizational change - Work stress and its management
Course Outcomes:
On successful completion of this course, students will be able:

CO1 Demonstrate the applicability of the concept of organizational A1, A2
behavior to understand the behavior of people in the organization.
CO2 Demonstrate the applicability of analyzing the complexities A1, A2, A3
associated with management of individual behavior in the
organization.
CO3 Analyze the complexities associated with management of the group A2, A3
behavior (Group Dynamics) in the organization.
CO4 Demonstrate how the organizational behavior can integrate in A2, A3
understanding the motivation, Organisational culture,
organizational change and managing stress for creating positive
work culture.
Assessment methods
27
A1 Mid exam Individual Written 20
A2 Coursera Individual Coursera certificate or assignment 10
A3 Case / Project / Groups* or Presentations/Report/Assignment & 20
Assignment/Quiz Individual Classroom activities
A4 End-exam Individual Written (short/long) 50
Knowledge L1. Re- L2. L3. L4. L5. L6.

dimension / member Unders Apply Analyze Evaluate Create
Cognitive tand
dimension
Factual
Knowledge
Conceptual CO1
Knowledge (A1,
A2
A3, A4)
Procedural CO2(A2, A3,A4) CO4 (A2,
Knowledge CO3(A2, A3,A4) A4) CO5(A2,
A4)
Meta
Cognitive
Knowledge
Lectures, Case Discussions and Presentations, Self-Awareness Exercises & Group Activities
Soft copies of uncovered topics in the text books and case material will be made available through G-
learn. Students are required to go through E- Resources (Gitam.edu) and suppose to come prepared to
the class given study material & handouts along with the following suggested readings.
TEXT BOOK
Robbins, S. P., Judge, T., & Vohra, N., “Organizational Behavior” 15th Ed., Pearson Education, New
Delhi, 2018
28
REFERENCES
Sushma Khanna (editor), “Udai Pareek’s Understanding Organizational Behavior” 3rd Edition, Oxford
University Press, 2013
Nelson, Quick & Khandelwal, “ORGB – An Innovative Approach to Organizational Behavior, A South
Asian Perspective”, CENGAGE Learning, New Delhi, 2013
McShane & Von Glinow, “Organizational Behavior” 4th Ed., McGraw Hill, New Delhi, 2012
JOURNALS
Vikalpa, Indian Institute of Management, Ahmedabad
Harvard Business Review, Harvard Business School Publication Co. USA
GITAM Journal of Management, GITAM Institute of Management, GITAM University, Visakhapatnam
CO PO Mapping
• This is to map the level of relevance of the Course Outcome (CO) with Programme
Outcome (PO).
• 0= No Relevance; 1= Low Relevance; 2= Medium Relevance; 3= High Relevance
Course Code: Course Title: Accounting for Managers

Home Programme (s):MBA (General) Batch / Academic Year: MBA (2020 - 2021)
Course Leader:
Course Description
In an economy, every manufacturing & trading entity inherently has financial transactions. These
financial transactions are the accounting framework's backbone, which is as important as the technical
or legal framework. Knowledge in Financial Accounting enables managers to understand and interpret
financial reports essential for financial decision making & problem - solving. Cost Accounting is a
branch of Accounting which is designed to measure the economic resources used in producing goods
or providing services. Cost and Management Accounting provides the fundamental rules and
techniques governing accounting practices, effectively controlling and managing a business's expenses.
A manager should be competent to understand the accounting framework to manage the business
effectively.
Course Objectives
On completion of this course, students should be able to
• know the accounting framework to prepare Final Accounts of trading concerns.
• Analyze and interpret the accounting information of financial statements for decision making.
• Understand the cost sheet preparation process and tracing of Activities for the cost object
through Activity-Based Costing.
• Value the concepts of marginal costing and its application in managerial decision making.
• Develop the budgets and performance reports for planning and controlpurposes.
Unit – I (Session 10)

29
Financial Accounting: Book-Keeping– Double Entry System –Accounting Concepts and Conventions.
Accounting Equation – Preparation of Profit and Loss a/c and Balance Sheet using the accounting
equation. Basics of IFRS. (CO1: L2, L3, L4)
Unit – II
Financial Statement Analysis: Concept, objectives, and types. Ratio analysis – the study of liquidity,
solvency, and profitability ratios. Funds Flow Analysis: Uses and preparation of funds flow statement.
Cash Flow Analysis: Uses and preparation of cash flow statements. (CO2: L2, L3, L4, L5)
Unit – III
Cost Accounting: Elements of Cost – Types of Costs – Preparation of Cost Sheet – Special work orders.
Activity-Based Costing (ABC): Concept of ABC
– Categories in activity-based costing- allocation of overheads under ABC – Benefits and
Limitations of Activity Based Costing. (CO3: L2, L3, L4)
Unit – IV
Marginal Costing: Marginal Cost and Marginal Costing – Importance. Break- Even Analysis: Cost
Volume Profit Relationship – Application of Marginal Costing Techniques – Fixing Selling Price, Make
or Buy, Accepting a Foreign Order, and Deciding Sales Mix. (CO4: L2, L3, L4, L5).
Unit – V
Budgeting and Budgetary Control: Definitions of Budget, Budgeting, and Budgetary Control – Need for
Budgetary Control – Types of budgets – Preparation of Production Budget, Sales Budget, Cash Budget,
and Flexible Budget –Zero-based Budgeting. (CO5: L2, L3, L4)
On successful completion of this course, the Student will be able to:
CO Course Outcomes Assessment
Apply accounting framework to prepare final accounts of trading
CO 1 A1, A4
concern.
Analyze, interpret, and communicate the information contained in basic
CO 2 financial statements and explain such statements' A1, A2, A3, A4
limitations.
Understand the method of preparing the cost sheet and tracing activities
CO 3 for the cost objects through activity-based costing. A3, A4
Value the concepts of marginal costing and its application in

CO 4 A2, A3, A4
managerial decision making.
Prepare budgets and performance reports for planning and control
CO 5 A2, A3, A4
purposes.
Assessment Methods
A1. Mid exam Individual Written/MCQs 20
A2. Coursera Individual Online 10
A3. Class room presentation
/ Seminars and Case analysis/ Groups* or Presentations/
workshop / training / Assignments Individual Report/Assignment 20
/ survey / project work with Q&A/Viva
A4. End-term exam Individual Written (short/long)/ 50
Online(MCQs)
Mapping COs - Bloom's levels- Assessment Tools
Knowledge L1. 30
L2. L3. L4. L5. L6.
dimension / Remember Understand Apply Analyze Evaluate Create
Cognitive
dimension
Factual CO1 CO1
Knowl- edge (A1) (A1, A2 &
A3)
Conceptual CO1
Knowledge (A1,
A2 &
A3)
Procedural CO2 CO4,
Knowledge (A3) CO5 (A3
CO3 (A3 & A4)
& A4)
Meta
Cognitive
Knowledge
 Teacher-student interaction
 Student-student interaction
 The use of audio, visuals, video
 Hands-on demonstrations and exercises
 Online classes
 Formative quizzes
 Small group activities

Soft copies of uncovered topics in the textbooks and case material will be made available through X-
Learn/G-learn. Students must go through E-Resources (www.gitam.edu), and required study material &
handouts along with the following suggested readings.
Text Book
Robert N. Anthony, David Hawkins, Kenneth A. Merchant, and Prakash Singh (2019). Accounting: Texts
and Cases. McGraw Hill, 13th Ed.
References
1. S.N. Maheshwari, S.K. Maheshwari and CA S.K. Maheshwari (2016). Accounting for
Management.Vikas Publishing House, 3rd Ed. Noida.
2. Ambrish Gupta (2016). Financial Accounting for Management: An Analytical Perspective.
Pearson Education, 5th Ed. New Delhi.
3. Paul M. Collier (2015). Accounting for Managers: Interpreting Accounting Information for
Decision Making. Wiley Publishers, UK.
4. Jerry J. Weygandt, Paul D. Kimmel, Donald E. Kieso (2017). Managerial Accounting: Tools
for Business Decision Making. Wiley Plus Publishers, 8th Edition
CO PO Mapping
This is to map the Course Outcome (CO) level of relevance with Programme Outcome
(PO).
31
Course Code: MMB 711 Course Title: Quantitative Techniques

Home Programme(s): MBA(General) Batch/Academic Year: 2020-2022
Course Leader:
Course description
This course deals with some basic mathematical and statistical concepts and methods common in
business applications. The focus is on parametric techniques used to describe and compare samples
and populations. The course discusses the importance of some bivariate and multivariate methods and
their applications to the business world.
Course Objectives
• To understand the role of mathematics in business applications
• To understand the nature of statistical inferences about population
• To understand the role of statistics in scientific investigation and decision making
• To be equipped with a variety of techniques for analyzing statistical data
Course outline and indicative content Unit I (10 sessions) (CO1, L3)
Ratios and Proportions, Simple and Compound interest including application of Annuity, Simultaneous
Linear Equations. Differentiation, Derivatives – First order and Second order Derivatives, Maxima &
Minima, Integration, Business applications of Derivatives and Integration. (Note: Exclude
Trigonometric and Logarithmic functions in derivatives and integration and chain rule in integration)
Unit II (10 sessions)(CO2, L2)
Probability & probability Distributions-Probability concepts, axioms, Baye’s theorem, Random
Variables, Mathematical Expectation, Discrete Distributions- Binomial distribution and Poisson
distribution, Continuous Distributions- Normal distribution.
Unit III (10sessions) (CO2, L3)
Measures of Central Tendency & Measures of Dispersion – Introduction, Merits, Demerits,
Applications. Mean, Geometric Mean, Harmonic Mean, Weighted Mean, Combined Mean, Median,
Mode, Standard Deviation, Coefficient
32 of Variance, and Combined Standard Deviation for grouped
and ungrouped data, Skewness and Kurtosis.
Unit IV (10 sessions) (CO4, L4)
Correlation & Regression analysis - Positive & Negative correlations, Karl Pearson correlation
coefficient, Linear regression, Regression Coefficients & Properties, Linear regression model, simple
linear regression, coefficient of determination, Testing for significance, estimates through simple
regression equation.
Unit V (10sessions) (CO4,L4)
Forecasting - Introduction to Time Series Analysis, Cyclic Variation, Seasonal Variations, types of
seasonal effects, Smoothing Methods-Moving Averages, weighted moving averages, Exponential
smoothing, trend projections Linear Trend.

CO1 Apply various mathematical methods in business scenarios. A1
CO2 Develop the ability to interpret statistical analysis tools A1, A2
commonly used in the workplace.
CO3 Use of Excel for basic data manipulation and simple statistical A2, A3
and graphical analysis.
CO4 Perform a multiple regression and forecasting techniques using A3
computer software.
CO5 Understand the importance of various techniques for analyzing A4
the statistical data.
Assessment methods

A2 Coursera Individual Presentations / Q&A/Viva 10
A3 Case/ Project Work Groups Presentations/Report with 20
Q&A/Viva
A4 End-term exam Individual Written (short/long) 50
Knowledge dimen- L1. L2. L3. L4. L5. L6.

sion /Cognitive Remem- Under- Apply Analyze Evaluate Create
dimension ber stand
Factual Knowledge
Conceptual Knowl- CO1
edge (A1,
A4)
Procedural Knowl- CO2(A1, A3, A4), CO4 (A2,
edge CO3(A1, A2, A3) A3) CO5
(A2, A4)
Meta Cognitive
Knowledge
Mixed pedagogy approach is adopted

33 throughout the course. Classroom based face to face teaching,
through MS-Excel, directed study, independent study via case studies, projects and practical activities
(individual & group).
Soft copies of teaching notes/cases etc. will be uploaded onto the G-learn. Prescribed text book will be
provided to all. However, you should not limit yourself to this book and should explore other sources on
your own. You need to read different books and journal papers to get clarity certain relevant concepts to
analyse cases and evaluate projects. Some of these reference books given below will be available in our
library.
Reference books:
1. Statistics for Management, Levin et al., Pearson.
2. Business Statistics - A First Course, Levine, Krehbiel and Berenson, Pearson Education.
3. Business Statistics Using Excel, David and Pecar, OxfordUniv.Press.
4. Statistics for Business and Economics, Anderson et al., Thomson South Western pub.
Online Resources:
Onlinestatbook.com
CO PO Mapping
(PO).
34
Course Code: MMB 721 Course Title: IT for Managers

Semester: I Course Type: Regular Credits: 3
Home Programme (s):MBA (GEN) Batch/Academic Year: 2020 - 2021
Course Leader:
Course description
Electronic based spreadsheet program like MS Excel helps in storing, Organizing and manipulating
the data. It can perform large variety of computations and thus helps the companies to maximize the
value of their data. With features provided by Excel, many business firms see it as a vital tool for
administration and effective running of a business. MS Excel also works as an excellent business
analytics tool.
Course Objectives
 Provide hands on experience in working with MS Excel
 Provide an understanding of the concept of Business Analytics
Course outline and indicative content Unit I (7 Sessions) (CO1, CO2, L1

& L2)
Information Systems and MS Excel: Information Systems in organization, MS Excel as Spreadsheet
based DSS, Basic operations in MS Excel: Worksheet Management, Cell referencing, Building
formulas, Sorting, Filters, Conditional Formatting, Working with Charts.Unit II (9 Sessions) (CO2,
L2& L3) Working with Functions: Text Functions, Logical Functions, Lookup Functions, Date and
Time Functions, Math and Statistical Functions
Unit III (11 Sessions) (CO2, CO3, L2, L3 & L4)
What - if Analysis and Pivot Tables: Data Tables, Scenario Manager, Goal Seek, Pivot Tables and
Pivot Charts
Unit IV (10 Sessions) (CO3, CO4, L3 & L4)
35
Macros: Usage of Macros, Recording Macros, Basics of VBA, Msg box and Input box functions,
Control Structures in VBA.
Unit V (8 Sessions) (CO3, CO4, L3, L4 & L5)
Introduction to Business Analytics: Benefits of Business Analytics, Types of Data – Structured, Semi
Structured and Unstructured, Application areas of Business Analytics, Categorization of Analytical
methods and models – Descriptive, Predictive and Prescriptive

CO1 Perform basic operations in MS Excel A1
CO2 Use different built in functions in Excel A1, A2
CO 3 Perform What-if analysis for a business situation A1
CO 4 Write simple macros in VBA A1, A2
CO5 Understand the importance of Business Analytics A2
Assessment methods

Case /Assignment/ Lab performance/Record/
A1 Hands-on Exercises Individual Viva-Voce 50
A2 2 Tests Individual Written/MCQ 50
Knowledge L1. L2.

dimension / L3. L4. L5. L6.
Remember Under
Cognitive Apply Analyze Evaluate Create
- stand
dimension
Factual
Knowledge
Conceptual CO1
Knowledge (A1)
Procedural CO2 (A5), CO4 (A2)
Knowledge CO3 (A3 & CO
5
A4) (A6)
Meta Cognitive
Knowledge
Online sessions, Application cases, Demonstration, Lab Sessions

Computer Lab, MS Excel software, Excel sheets, Textbooks, Ebooks, Reference Materials, Web
resources.
CO PO Mapping
(PO).
36
Semester - II
Sl. Sessions Mark s

No. Course Course Credits
Code T P Total CA SEE Total
1 MMB702 Operations Research 3 3 50 50 100 4
2 MMB704 Financial Management 3 3 50 50 100 4
3 MMB706 Business Research Methodology 3 3 50 50 100 3
4 MMB708 Operations Management 3 3 50 50 100 4
5 MMB710 Marketing Management 4 4 50 50 100 4
6 MMB712 Human Resources Management 4 4 50 50 100 4
7 MMB714 Managerial Communication 3 3 50 50 100 3
8 MMB716 Innovation and Entrepreneurship 3 3 50 50 100 3
Total 26 26 400 400 850 30
PCDs
Sl. Sessions Marks

No. Course Course T P Total CA SEE Total Credits
Code
1 MMB808 BEC 2 2 50 50 1
2 MMB810 Soft Skills -1 (Work Shop) 2 2 50 50 1
Total 4 4 100 100 100 2
Summer Internship to be done during summer vacation at end of first year for
8 weeks, carrying 2 credits and 1 credit for Project Viva which will be conducted after successful
completion of the project as per GIM regulations. Credits will be shown in III Semester only.
37
Course Code: MMB 702 Course Title: Operations Research

Semester: II Course Type: Core Credits:4
Home Programme (s):MBA (General) Batch/Academic Year: 2020-2022
Course Leader:
Course description
This course will introduce you to some deterministic and probabilistic models in Operations Research.
The course will focus on mathematical modelling and strong emphasis will be given to model
formulation. The deterministic models include linear programming problems, transportation problems
and Assignments problems whereas Game theory, Simulation and Network models are covered in
probabilistic models.
Course Objectives
 To familiarize students with the basic concepts, models and principles of the operations
research theory.
 To develop skills in formulating and structuring decision-making problems as
mathematical models.
 To understand the use of software for obtaining solutions of the models formulated and
interpretation of results for better decision making.
Course outline and indicative content Unit I (10 sessions)

(CO1, CO2, &L2)
Introduction: Nature and meaning of Operations Research, Management
applications of Operations Research, main characteristics of Operations Research, scope of
Operations Research, role of Operations Research in decision making. Introduction to Model
Building, Formulation of a Linear Programming problem, some basic concepts/principles, solution
by graphic method.
Unit II (11sessions) (CO2, CO4, L2, L3& L4)
38
Linear Programming – Introduction to simplex method, slack & surplus variables, solution by
Simplex method, sensitive analysis and duality. Analyzing the solutions through Excel-SOLVER.
Unit III (9 sessions) (CO2, CO3, CO4, L2, L3 & L4)
Transportation Problems – Introduction, Basic feasible solutions by various methods: North-West,
least Cost and Vogel’s Approximation. Assignment Problems – Introduction, Solution by various
methods, Hungarian method.
Unit IV (8 sessions) (CO2, CO3, CO4, L3 & L4)
Game Theory and Simulation: Game theory: Introduction, Two Person Zero Sum Games, Pure
Strategies, Dominance Principle, Graphical; Simulation: introduction, types of simulation,
generation of random numbers, Monte Carlo Simulation, and waiting lines.
Network Scheduling by PERT / CPM: Introduction, network and basic components, logical
sequencing, rules of network construction, Critical Path Analysis, probability considerations in
PERT, distinction between PERT and CPM.
CO1 Identify the roles and responsibilities of operations managers in A1, A3
different organizational contexts
CO2 Identify and formulate operations research models that A1, A4
represent real world problems
CO3 Understand the mathematical tools that are needed to solve A1, A2, A3
decision making problems
CO4 Use Excel-Solver software to solve the proposed models. A3
CO5 Develop reports that describes the model and the solving technique, A3, A4
analyze the results and propose recommendations to the decision-
making processes
Assessment methods
Weightage (%)
A2 Presentations / Q&A/ Viva
Coursera Individual 10
A3 Case / Project Work Presentations/ Reportwith
Groups Q&A/Viva 20
knowledge L1. L2. L3. L4. L5. L6.

Cognitive dimen-
sion
Factual Knowl- edge
Conceptual CO1
Knowledge (A1,
A4)
Procedural CO2 (A1, CO4 (A3)
Knowledge A4), CO3 CO5 (A3)
(A1, A2,
A3)
Meta Cognitive 39
Knowledge
Mixed pedagogy approach is adopted throughout the course. Classroom based face to face teaching,
through MS-Excel, directed study, independent study via case studies and project activities
(individual & group).
Soft copies of teaching notes/cases etc. will be uploaded onto the G-learn. You should not limit
yourself to one book and should explore other sources on your own. You need to read different
books and journal papers to get clarity on certain relevant concepts to analyze cases and evaluate
projects. Some of these reference books given below will be available in our library.
References:
1. Quantitative Techniques in management (5e) – N D Vohra, TMH.
2. Introduction to Operations Research- Hillier, F. S. and Lieberman, G. J. (8th ed.), New York:
McGraw-Hill.
3. Quantitative Techniques for Managerial Decisions- Sharma, McMillan.
4. Operations Research: An introduction-Taha, H., Pearson Education.
5. Introduction to Management Science – Anderson, Sweeney & Williams.
6. Quantitative methods for Business, Anderson et. al. 12e, Cengage
7. Quantitative Techniques in management (5e) – N D Vohra, TMH.
8. Operations Research Theory and Applications – J K Sharma.
CO PO Mapping
(PO).
40
Course Code: MMB 704 Course Title: Financial Management

Semester: II Course Type: Core Credits:4
Home Programme (s): MBA (BA) Batch/Academic Year: 2020-2021
Course Leader:
Course description
Financial management is one of the most important aspects in business. In order to start up or even
run a successful business, you will need excellent knowledge in financial management. Knowledge
of Financial Management will help organisations in planning and acquisition of funds; effectively
utilising and allocating the funds received or acquired; making critical financial decisions; improving
the profitability of organisations; and increasing the overall value of the firms or organisations.
Course Objectives
 To understand comprehensively how the various principles of financial theory that are
being applied for corporate decision making - whether it is strategic, analytical or simply
the routine decisions a financial manager takes every day.
 To provide clarity on the assumptions and concepts underlying the decision making
in the area of Finance.
 To get familiar with the techniques of Financial Planning and Analysis
Unit – I (7 sessions) (CO1, CO2, L2, L3)

Nature, Scope, Goals and organization of finance function -The finance function and its
interlinkages with other functional areas of management - Finance Vs Accounting, Corporate
Finance Vs Financial Management - Time value of money – PV and FV in case of lumpsum,
Annuities and Uneven Cashflows- Introduction to measurement of Risk and Return.
Unit – II (10 sessions) (CO2, CO3, CO4, L2, L3, L4)
Cost of Capital and Capital41 Structure (Financing Decision): Sources of Finance for Business –
Classification of markets- Concept of Cost of Capital –Cost of equity, debt and WACC- Theories
of Capital Structure –Factors affecting Capital Structure Decision- Introduction to leverage- Types
of leverages and Measurement.
Unit – III (10 sessions) (CO2, CO3, CO4, CO5, L3, L4, L5)
Investment Decisions (CAPEX): Phases of Capital Expenditure Decisions, Capital Budgeting
Process - Estimating cash flows for capital budgeting
- Capital Budgeting Techniques for decisions making – Introduction to Risk Adjusted Capital
Budgeting Techniques.
Unit – IV (8 sessions) (CO1, CO3, L2, L4)
Working Capital Management: Meaning of Working capital – Factors influencing working capital
– Estimating working capital requirement- Managing various components of Working Capital:
Cash and Marketable securities management; Accounts Receivable and inventory management-
EOQ- Reorder levels – Inventory cycle - Operating cycle – Cash Conversion cycle – Sources of
financing working capital
Unit – V (5 sessions) (CO1, CO4, L2, L4)
Dividend Decisions: Factors influencing dividend Decisions-Classification of dividends – Theories of
Dividend –Walters and Gordon Model- MM Model.

CO1 Understanding of terminologies and concepts of financial management A1,A3
CO2 Apply measures of cost of capital/ solve problems on time value of A2
money
CO 3 Analyze information and construct a statement of cashflows in capital A3,A4
budgeting, estimate WACC, estimate Working Capital Requirement
CO 4 Make use of dividend models, capital structure theories for decision A3,A4
making
CO 5 Evaluate alternative capital budgeting techniques for decision making A3, A4
Assessment methods
A1 Mid exam Individual Written –L2, L3 levels 20
Viva/Presentation on completion
A2 Coursera/Onlinecours Individual of the course -L3. L4 levels 10
e
A3 Case study/ Project/ Group/ Discussion and Presentation
-L4,L5 levels 20
Assignment Individual
A4 End-term Individual Written - L2, L4, L5 levels 50
examination

dimension / Re- Under- Apply Analyze Evaluate Create
Cognitive membe r stand
dimension
Factual Knowledge CO1 (A1,
A3)
42
Conceptual CO2
Knowl- edge (A2)
Procedural CO1 (A1, CO2 CO3 CO4
Knowl- edge A3) (A2) (A3,A4) (A3,A4)
Meta CO4 CO5
Cognitive (A3,A4) (A3,
Knowledge A4)

online teaching, directed study, independent study via G- Learn, case studies, projects and practical
activities (individual & group).
Soft copies of teaching notes/cases etc. will be uploaded onto the G-learn. Wherever necessary,
printouts, handouts etc. will be distributed in the class. Prescribed text book will be provided to all.
However, you should not limit yourself to this book and should explore other sources on your own.
You need to read different books and journal papers to master certain relevant concepts to analyse
cases and evaluate projects. Some of these reference books given below will be available in our
library.
Problem sets and small cases whenever given are a means of focusing on central issues, concepts of
knowledge. Your ability to solve them is also a reflection of the extent to which you have understood
the concepts read by you.
CO PO Mapping
(PO).
43
Course Code: MMB 706 Course Title: Business Research

Methodology
Semester: II Course Type: Core Credits: 3
Home Programme (s): MBA (General) Academic year: 2019-20
Course Leader:
Course description
Research methodology is the systematic and scientific method of how to review and research a topic.
It starts with identification of the problem and continues with sample design, data collection, analysis
and report. It is extensively used to find a solution to a problem and enhance knowledge. Continuous
growth is one of the key challenges for business, which needs innovative ideas and solutions to
stagnation in growth. Research is a valuable tool for businesses to identify potential avenues for
growth and solutions to problems. Understanding the methodology to be adopted when researching
is, therefore very crucial for businesses.
Course Objectives
• To understand the formulation of research problem and hypotheses
• To learn critical analysis, problem solving and research skills
• To enable students to understand the rationale for using a particular qualitative and
quantitative research method
• To enable students to understand various methods to select appropriate research designs and
methods to investigate their chosen research problems
UNIT-I:
Introduction: Importance of research methodology, types of research methodology, research
process, Identification of the problem: Hypothesis formulation, components of research design. 3-
sessions
UNIT-II
Sample design -census Vs 44 population, determination of sample size, sampling techniques- data
collection - primary data, secondary data- methods of collecting primary data, guidelines and design
of questionnaire, interview and observation techniques, Sources of secondary data. 3-sessions
UNIT-III
Data Processing: Scaling techniques, data processing: Editing, coding, classification and tabulation,
interpretation; SPSS - creating and entering data. 4-sessions
UNIT-IV
Data Analysis: Diagrammatical and Graphical representation of the data; Components of
hypothesis, Hypothesis testing procedure, Parametric tests - t distribution, Z test, F test and ANOVA
- one way and two ways test. 6-sessions
UNIT-V
Data Analysis and Report Writing: Non-Parametric tests - Chi-Square test, Man Whitney 'U' test,
Kruskal - Wallis test; Introduction to multivariate analysis, multiple regression, Discriminant
Analysis, Factor analysis; Types of reports, parts of report and presentation of reports. 14-sessions
(Note: Numerical Problem only on Parametric and non-Parametric tests)
Course Outcomes (COs) Assessment

CO1 Demonstrate their knowledge on addressing various management A1, A3
decision process through business research.
CO2 Demonstrate their skill to apply different research techniques in a A3
scientific manner to assist the management for proper decisions on
functional aspects.
CO3 Acquire knowledge in generating and handling data with the help A3
of statistical software to draw meaningful conclusions and suitable
suggestions.
CO4 Conduct field based surveys either for problem identification or A2
problem solving management issues.
Assessment methods
Task Task type Task Mode Weightage (%)

A1 Mid exam (one) Individual Written –L3 level 20
A2 Coursera Individual 10
A3 Research Project Group Report(8-10 pages) –L5 level 20
(one)
A4 End-term Individual Written (short/long) –L4 level 50
examination
Knowledge L2.
dimension l1. Re- L3. L4. L5. L6.
/ Cognitive Under
member Apply Analyze Evaluate Create
dimension -
stand
Factual
Knowledge
Conceptual CO1
Knowledge (A1,
A3)
45
Procedural CO2(A3), CO4 (A2)
Knowledge CO3(A3)
Meta Cognitive
Knowledge
E-Resources, E-Books, Websites, E-Library, Handouts.
CO PO Mapping
(PO).
Course Code: MMB 708 Course Title: Operations Management

Home Programme(s):MBA Batch/Academic Year: 2020-22
Course Leader:
Course description
Operations Management (OM) is concerned with the management of resources and activities that
produce and deliver goods and services for customers. Efficient and effective operations can provide
an organization with major competitive advantages since the ability to respond to customer and market
requirements quickly, at a low cost, and with high quality, is vital to attaining profitability and growth
through increased market share. Therefore, this course is designed to:
Course Objectives:
 Understand the process model of operations that describes inputs being transformed into outputs
within the boundary of an operations system.
 Know the role of operations managers, in particular the importance of focusing on suppliers and
customers who are outside this boundary, as well as on other aspects of the operations system's
external environment.
Course outline and indicative content UNIT – I (8 Sessions) (CO1, CO2,

L1 & L2)
Introduction to Operations & Operations Strategy
Introduction to Operations Management- Scope, Need, Input-Process-Output Model, Nature of
Operations, Goods Vs. Services, Four Vs, Five Performance Objectives, Operations Strategy and its
Formulation.
UNIT – II (8 Sessions) (CO2, L2& L3)
Designing Operations
Designing Products and Services:
46 Product Development, Sequential vs Concurrent Design. Process
Design: Manufacturing and Service Process Types, Service Delivery Systems. Layout Planning -
Types of Layout, Implications for Layout Planning, Layout Design.
UNIT – III (8 Sessions) (CO2, CO3, L2, L3 & L4)

Planning and Control of Operations – I
Facilities Location – Location Decision Relevant Factors, Dependent and Independent Demand,
Strategies to Meet Demand, Loading – Finite and Infinite, Sequencing, Capacity Planning.
UNIT – IV (8 Sessions) (CO3, CO4, L3, L4& L5)

Planning and Control of Operations – II
Aggregate Production Planning (APP) -Strategies, Master Production Scheduling – Linkages with
APP. Evolution of ERP – Developing MRP Logic
- Bill of Materials (BoM), Lot Sizing Rules, Inventory Management.
UNIT – V (8 Sessions) (CO1, CO2, L1, L2& L3)

Quality Management
Introduction to Quality and its Characteristics, Quality Philosophy – Perspectives from WE Deming, PB
Crosby and JM Juran, Quality Assessment Models and Frameworks – FEQM and ISO9001, Service
Quality, BPR vs Continuous Improvement – Introduction to TQM, Lean and Six Sigma.

CO1 Understand the basics of operations management using A1, A3, A4
manufacturing and service examples.
Identify the roles and responsibilities of operations managers in different A1, A2, A3, A4
CO2
organizational contexts.
CO3 Apply the planning and control concepts for decision-making A2, A3& A4
Analyze the operations to identify areas for improvement A3, A4

CO4
CO5 Evaluate strategies for improvement in manufacturing and service A3, A4

contexts
Assessment methods
Task Task type Task mode Weightage(%)

A1 Mid Exam Individual Written 20
A2 Coursera Individual Presentation 10
A3 Case/Project Group Presentation & Report 20
A4 End Term Exam Individual Written (short/long) 50

dimension / Remember Under Apply Analyze Evaluate Create
Cognitive stand
dimension
Factual
Knowledge
Conceptual CO1(A1,
47 CO1(A1,
Knowledge A4) A3, A4)
Procedural CO2 (A1, A3), CO4 (A2,
Knowledge CO3 (A2, A3, A3),
CO5 (A4)
A4)
Meta
Cognitive
Knowledge
CO PO Mapping
(PO).0= No Relevance; 1= Low Relevance; 2= Medium Relevance; 3= High Relevance
48
Course Code: MMB 710 Course Title: Marketing Management

Home Programme (s):MBA Batch/Academic Year: 2020-21
Course Leader:
Course description
Marketing helps to communicate the value of a product or service to the consumer, with an aim to sell
the product. Marketing Management is a discipline focused on the application of marketing techniques
and the management of marketing resources and activities. It is important to gain insights into the
dynamic nature of the markets and the ways and means to manage them, using theoretical knowledge
and its applicability on the field. The importance of the 4 Ps of Marketing, i.e. Product, Pricing,
Promotion and Place can never be undermined.
This course provides an overview of marketing processes and marketing principles, and provides
students with the opportunity to apply the key concepts to practical business situations
Course Objectives (COs)
 To explain the conceptual framework of marketing and its applications in “the real world”
 To apply marketing concepts to make business decisions under various environmental
constraints
 To illustrate the functionality and application of elements of Marketing Mix
 To create a suitable Marketing plan for a product
 To assess the range of common strategies used, with each of the various promotional mix
tools.
UNIT-I (8 sessions) (CO1, CO2, L1 & L2):
Introduction to Marketing: Nature, Scope, functions and importance of Marketing
– Marketing concepts -Philosophies of Marketing. The environment of marketing
–macro and micro components 49
UNIT-II (8 sessions) (CO2, L2 & L3):
Building Customer value, Satisfaction and loyalty – Buyers behaviour – consumer verses organizational
-Factors influencing buyer behaviour – The Buying Decision Process: The Five-Stage Model -
Segmenting, Targeting and Positioning - Concept of Market Segmentation, Bases and Levels of
Segmenting Consumer Markets, Effective segmentation criteria, Evaluating and Selecting Target
Markets. Targeting (T), Positioning (P) Value Proposition and USP
UNIT-III (8 sessions) (CO2, CO3, L12, L3 & L4):
Marketing mix: Elements of the marketing Mix – four P’s, extended 7 P’s of services. Product
Decisions: Concept of a product; Classification of products; Major product decisions; Product line
and product mix; Product life cycle; New product development and consumer adoption process
UNIT-IV (8 sessions) (CO3, CO4, L13 & L4) :
Price: Factors influencing pricing - Pricing Objectives - Methods of Pricing
- Channels of Distribution: Definition - Need - Types of channels, channel conflicts- types -
channel management
UNIT-V (8 sessions) (CO3, CO4, L3, L4 & L5) :
Promotion: Nature and Importance of promotion - Promotion Mix – Managing Advertising, Sales
Promotion, Personal Selling, Public Relations and direct marketing - Integrated Marketing
Communication (IMC)-Role of technology in promotion –social media marketing –Recent trends –
Green marketing

CO1 Have an insight into the basic marketing concepts, the role of A1
marketing in the organization.
Understand issues of marketing with an emphasis on
CO2 learning to develop responsive marketing strategies that A3
meet customer needs
CO3 Get acquainted with the components of marketing mix, stages in A3 & A2
new product development
CO4 Analyze the objectives and methods for pricing products A3 &
and selecting channel members A2
CO5 Evaluate the techniques of promotion mix. A2
Assessment methods
Task Task Task mode Weightage

type (%)
A2 Coursera Individual Quiz/Assignment 10
A3 Project/ Case study Group Presentations & Report 20
A4 End-term exam Individual Written 50

dimension / Remem Understa Appl Analyze Evalu Create
Cognitive ber nd y ate
dimension 50
Factual Knowledge
Conceptual CO1 CO
Knowledge (A1) 2
(A3) (A3
)
(A4)
Procedural CO3 CO5
Knowledge (A2&A3 (A2)
) CO4
(A2)
Meta
Cognitive
Knowledge
Classroom Teaching, online courses, Power Point Presentation, Application in real life situation,
Problem Solving, Project, Assignment etc.
CO PO Mapping
(PO). 0= No Relevance; 1= Low Relevance; 2= Medium Relevance; 3= High Relevance
51
Course Code: MMB 712 Course Title: Human Resource Management

Home Programme (s): MBA Batch/Academic Year: 2020-2021
Course Leader:
Course description
The general purpose of this course is to familiarize students with the basic principles and techniques
of HRM. The course takes a practical view that integrates the contributions of the behavioral sciences
with the technical aspects of implementing the HR function in the real world. This basic understanding
of HRM is essential for the student when he enters into the diverse work places. The key objective of
this course is to give an understanding that HR Management is more than just accepting employment
applications and keeping records; it is a central and strategic organizational activity of increasing
complexity and importance.
Course Objectives
 Comprehend in depth the theoretical framework and the basic principles of HRM.
 Comprehend in depth functions of HRM (Job analysis, man power planning, and
recruitment, selection, on boarding, training & development, appraisal, compensation).
 Apply the principles and techniques of HRM gained through this course to the discussion
of major personnel challenges and the solution of typical case problems.
Course outline and indicative content Unit I (10 sessions) (CO1,L2)

Fundamentals Of HRM: Evolution Of HR Function, The Nature And Scope Of HRM, Challenges
of HRM, Competencies Of HR Manager.
Unit II (10 sessions) (CO2,L2,L4)
Procurement: Job Analysis, Job Design, Job Evaluation Human Resource Planning, Recruitment,
Selection, on boarding.
52
Unit III (10 sessions) (CO3,L2,L4)
Development: Training needs analysis, designing the training program, methods of training,
difference between training & development, performance appraisal.
Unit IV (10 sessions) (CO4, L2,L4,L5)
Compensation and Maintenance: Basic factors in determining pay rates, basic, supplementary and
executive remuneration, safety and health.
Unit V (10 sessions) (CO5, L2,L4,L5)
Integration and Separation: Quality of work life, collective bargaining, separation process, Exit
Interview.
Course Outcomes:

CO1 Understand the fundamentals, evolution & challenges of HRM A1,A2,A3
CO2 Explore the role of HRM in procurement of human resources A2, A3
CO3 Evaluate training needs, methods of appraisal and perceptual errors A3
CO4 Analyze the basic factors in designing the compensation A1, A3
CO5 Evaluate the process of integration and separation for quality of work A1, A3
life
Assessment Methods
Weightage (%)
Task Task Type Task mode
A2 Survey/GD/Presentation Group Report/Presentation(8-10 pages) – 20
/ Roleplays (one/Group) L4 level
A3 Coursera Individual Certificate/Assignment 10
Written (short/long) –L4 level
A4 End-term examination Individual 50
Knowledge dimension L1. L2. L3. L4. L5. L6.

/ Cognitive dimension Remem- Under- Apply Analyze Evaluate Create
ber stand
Factual knowledge
Conceptual knowledge CO1 (A1,
A2, A3)
Procedural knowledge CO2 CO4 CO3 (A3) CO5
(A2,A3) (A1, (A1, A3)
A3)
Meta cognitive knowl-
edge 53
Project, Assignment, surveys, etc.
Study material, E-Resources, E-Books, Websites, E-Library, Handouts.
Soft copies of uncovered topics in the text books and case material will be made available through G-
learn. Students are required to go through E- Resources (Gitam.edu) and required study material &
handouts along with the following suggested readings.
TEXT BOOK
 Gary Dessler&BijuVarkkey, "Human Resource Management", Pearson, New Delhi, 16th
edition.
 George W Bohlander, Scott A Snell, “Principles of human Resource Management”, Cengage
Learning, 2017.16th edition.
REFERENCES
 Edwin B Flippo, "Personnel Management", Tata McGraw Hill Publishing, New
Delhi, 1984
 John H. Bernardin, "Human Resource Management - An Experiential Approach", Tata
McGraw Hill, New Delhi, 2013
 Mirza, Saiyadain, "Human Resource Management", Tata McGraw Hill, New Delhi, 2013
 Gary Dessler&BijuVarkkey, "Human Resource Management", Pearson, New Delhi, 2015
14th edition.
JOURNALS
 Harvard Business Review, Harvard Business School Publication USA
 People Matters online Magazine
 Vikalpa, Indian Institute of Management, Ahmedabad
CO PO Mapping
(PO).
54
Course Code: MMB 714 Course Title: Managerial Communication

Semester II Course Type: Core Credits: 3
Home Programme(s): MBA Batch/Academic Year:2020 – 2021
Course Leader:
Course description
The focus of this paper is to make the students understand organizational communication, the impact
of interpersonal relationships on interpersonal communication, to gain a perspective on the
Management process and its dependence on communication.
Course Objectives
 To gain an overall perspective on the nature of human relationships and its impact on
communication
 To understand the communication-process model to appreciate organizational communication
 Analyze the effectiveness of human communication in terms of intrapersonal and interpersonal
variables of interpersonal communication
 Learn three Models of Interpersonal Communication and apply them to increase their
communicative effectiveness by understanding the underlying relationship on which
interpersonal communication is based
 Learn to attain and develop interpersonal influence and influence others to develop and utilize
their talents
Course outline and indicative content UNIT I: (10 Sessions)

CO1, CO2, L2
Communication and Management - The Paradox of Human Communication – The Management
Process and Communication- Communication as a process
- Achieving effectiveness in Human Communication
UNIT II: (10 Sessions) CO2, CO3, L2
55 Communication - Intrapersonal Foundations for Communication –
Management of Interpersonal
Motivation; Perception; Emotions.
UNIT III: (10 Sessions) CO3, L5
Models for Understanding Interpersonal Relationships- Models- Exchange Theory; Johari
Window; Transactional Analysis.
UNIT IV: (10 Sessions) CO4, L4
Barriers – Power Differences - Language - Defensiveness - Gateways – Interpersonal Trust -
Listening - Feedback - Nonverbal Communication – Non Directive Counselling
UNIT V: (10 Sessions) CO4, L4
Interpersonal Influence - Interpersonal Influence – The Influence Process – Resistance to Change –
Organizational Limitations to Interpersonal Influence
Course Outcomes:

CO1 Understand the fundamentals of interpersonal communication and A1,A2,A3
interpersonal relationship
CO2 Explore the communication-process model to understand the A1,A2, A3
variables of organizational communication
CO3 Evaluate the three models of interpersonal communication for A1, A3
effective communication
CO4 Analyze the dynamics of power, barriers to communication and A1,A2, A3
interpersonal influence within the context of the organizational hierarchy
Assessment methods
Assessment Nature Participation Assessment mode Weightage (%)

Tool
A2 Case Report/ Case Report /Presentation
Presentation Individual (8-10 pages) –L4 level 20
A3 Coursera Certificate Individual Viva 10
A4 Written (short/long)
End-term examination Individual –L4 level 50
Mapping COs-Bloom's levels- Assessment Tools
Knowledge dimen- L1. L2. L3. L4. L5. L6.

sion / Remem- Understand Apply Analyze Evaluate Create
Cognitive dimension ber
Factual knowledge
Conceptual knowl- CO1 (A1, A2,
edge A3)
Procedural knowl- CO2 (A2, A3) CO4 (A1, A3) CO3 (A1,
edge A3)
Meta cognitive
knowledge
Lectures, experiential exercise, role play, videos, PowerPoint presentations, guest lectures will comprise
the delivery of the course. Case Method - Classroom presentations and Case Reports. Lectures are designed
to supplement and go beyond the 56 assigned readings.
Soft copies of teaching notes and cases will be made available through X- Learn/GLearn. Required
handouts will be distributed in the class. Required textbooks, journals and magazines will be prescribed.
TEXT BOOK
Wofford, Gerloff and Cummins, Organizational Communication – The Keystone to Managerial
Effectiveness, McGraw Hill, 1977
REFERENCES
 Bovee & Thill, Business Communication, Pearson Education, 2019
 Lesikar & Flatley, Basic Business Communication – Skills for Empowering the
Internet Generation, 9th Edition, McGraw-Hill, 2019
 Monippally, M M., Business Communication Strategies, McGraw Hill, 2016
JOURNALS
1. Asia Pacific Journal of HRM, Asia Pacific Institute of Management, New
2. Delhi.
3. GITAM Journal of Management, GITAM University, Visakhapatnam.
4. Harvard Business Review, Harvard Business Publishing Co., USA.
5. HRD Times, National HRD Network, Hyderabad.
CO PO Mapping
(PO).
57
Course Code: MMB 716 Course Title: Innovation &

Entrepreneurship
Semester: II Course Type : Core Credits:3
Home Programme (s):MBA (BA ) Batch/Academic Year: 2020 -21
Course Leader:
Course description
The process of converting ideas into a viable business proposition is a critical factor in today's
economy. Entrepreneurship is a structured and dynamic process that involves creativity, risks, and
meticulous planning. This course aims to lay a foundation and basic understanding of the
Entrepreneurial framework and develop the competency to think and act entrepreneurially.
Entrepreneurship in practice involves acquiring the necessary skills, competencies, and action- based
activities.
Course Objectives
This course aims to enable the students to know how the innovations, opportunities, and ideas convert
into a new business.
Students are able:
 To know various theories of entrepreneurship and trends.
 To generate new business ideas from various sources.
 To identify various issues and challenges in starting a new venture.
 To know the elements of a business plan and designing a business model.
 To compare and contrast the entrepreneurship practices in the family business and
social enterprise

58
Unit I : (Number of Sessions-7)
Entrepreneurship Theory & Identification of TrendInternal & External business environment,

Theory of Entrepreneurship, Evolution of Entrepreneurship, Approaches to Entrepreneurship,
Entrepreneurial process, Entrepreneurial mindset, Entrepreneurial characteristics, Trends in
Entrepreneurship Research , Corporate Entrepreneurship and Innovation, Entrepreneurship.(CO1,
L1, L2)
Unit II : (Number of Sessions-8)
Innovation , Opportunity Identification and legal issues of entrepreneur (Opportunity
Identification - Entrepreneurial imagination and creativity, Innovation and the Entrepreneur - The
Innovative Process, Types of innovation, Principles of Innovation, sources of innovative ideas,
Parameters for internal evaluation of an idea, Minimum Viable Product. Intellectual Property, Legal
Challenges in Entrepreneurial ventures – an overview, Patents, copyrights, trademarks, IP
infringement and its legalities, Legal Structures for Entrepreneurial Ventures. (CO2,L2,L3)
Unit III: (Number of Sessions-8)
New Venture Creation : New venture creation process - Challenges of new venture start-ups, Why
New-Ventures fail, New- Venture Evaluation Process, Critical factors for New-Venture
Development -Funding innovation, Importance of business valuation and different stages of
funding, Debt vs Equity Financing, Different types of funding sources - Bootstrapping,
Crowdfunding, Venture Capital, Business Angels, succession and exit strategy.(CO3, L3,L4)
Unit IV : (Number of Sessions-10)
Business Plan and Business Models : Entrepreneurial ventures and Business Plan preparation
for New Ventures – Pit falls in business planning, Benefits of business plan and Elements of a
Business Plan-Executive summary-marketing plan, production and operations plan, organizational
Business Model Generation Principles, types of business models, Business Model Generation in
Practice - Canvas, Patterns, Design, Strategy, Process
-Contemporary Business models in era of Disruption – Netflix business model. (CO3, CO4,L3,L4)
Unit V : (Number of Sessions-7)
Family Business and Social Entrepreneurship: Family Business – Family Business models and
practices, Succession Plan and transfer of power, Financial considerations and valuation of the
family business, adopting to current business environment, new technologies and global expansion
- Social Entrepreneurship - Social Capital -Drivers and Challenges of Social Entrepreneurship
- Empowerment of Beneficiaries, Business Models for Social Enterprises, Scaling Up of the social
enterprises, Sustainability of Social Enterprise in practice - Aravind Eye Hospital Model- Grameen
Bank Model of Bangladesh- - Barefoot College. (CO1, CO5,L4,L5)
Course Outcomes:

CO1 Understand various aspects of the entrepreneurial process and trends in L2
entrepreneurship.
CO2 Identify new business opportunities and outline the legal aspects of L4 ,L5 &L6
entrepreneurship in practice.
CO3 Examine the process and prospects of a new venture. L4, L5 &L6
CO4 Develop a business plan and design a business model. L5 &L6
59
CO5 Appraise the entrepreneurship process in the family business and social L5&L6
enterprise.
Assessment methods
Assessment Task Task type Task mode Weightage

Tool (%)
A1 Mid exam Individual Written L3 level 20
Group/ Discussion and Presentation
A2 Case study/Project -L5 level 20
Individual
A3 Coursera Individual Viva/Presentation on 10
completion of the course
A4 End-term Individual Written (short/long) –L4 level 50
examination
Knowledge dimension / L1. L2. L3. L4. L5. L6.

cognitive dimension Remember Understand Apply Analyze Evaluate Create
Factual knowledge CO1 C05 (A1,A4)
(A1,A4)
Conceptual knowledge CO2 CO2
(A1,A3) (A1,A2)
Procedural knowledge CO3 CO3
(A1,A (A1,A2)
2)
Meta cognitive CO4 CO4
knowledge (A2,A4) (A2,A4)
 Case Analysis
 Situation Analysis
 Brainstorming
 Group Discussion
 Research Project
 Chalk and Talk
 Student Presentations

Textbook
Kuratko, D. Entrepreneurship: Theory, process, and practice (International Edition; 9th ed.):
Cengage Learning. 2013./ Latest Edition.
Other Books 60
Osterwalder, A., & Pigneur, Y. 2010. Business Model Generation: A Handbook for Visionaries, Game
Changers, And Challengers Wiley.
Neck, Heidi & Greene, Patricia & Brush, Candida. (2014). Teaching entrepreneurship: A practice-
based approach. 10.4337/9781782540564.
Journals
• Shane, S., & Venkataraman, S. 2000. The Promise of Entrepreneurship as a Field of Research.
Academy of Management Review, 25(1): 217-226.
• Shane, S. 2012. Reflections on the 2010 AMR Decade Award: Delivering on the Promise of
Entrepreneurship as a Field of Research. Academy of Management Review, 37(1): 10-20.
• Murphy, P. J., Liao, J., & Welsch, H. P. 2006. A conceptual history of entrepreneurial thought.
Journal of Management History, 12(1): 12-35.
• de Jong, J. P. J., & Marsili, O. 2015. The distribution of Schumpeterian
and Kirznerian opportunities. Small Business Economics, 44(1): 19-35. Baron, R. A. 2006.
• Kirzner, I. 1999. Creativity and/or Alertness: A Reconsideration of the
SchumpeterianEntrepreneur. The Review of Austrian Economics, 11(1- 2): 5-17.
• Eckhardt, J. T., & Shane, S. A. 2003. Opportunities and Entrepreneurship. Journal of Management,
29(3): 333-349.
• Haynie et al, 2010. A situated metacognitive model of the entrepreneurial mindset. Journal of
Business Venturing, 25: 217-229.
• Blank, S. 2013. Why the Lean Start-Up Changes Everything? Harvard Business Review, 91(5):
63-72.
• Ries, Eric. 2011. The Lean Startup: How Today's Entrepreneurs Use Continuous Innovation to
Create Radically Successful Businesses. Crown Business. (Book)
• Sarasvathy, S. D. 2001. Causation and Effectuation: Toward a Theoretical Shift from Economic
Inevitability to Entrepreneurial Contingency. The Academy of Management Review, 26(2): 243-
263.
• Dew, N., Read, S., Sarasvathy, S. D., & Wiltbank, R. 2009. Effectual versus predictive logics in
entrepreneurial decision-making: Differences between experts and novices. Journal of Business
Venturing, 24(4): 287- 309.
• Perry, J. T., Chandler, G. N., & Markova, G. 2012. Entrepreneurial Effectuation: A Review and
Suggestions for Future Research. Entrepreneurship Theory and Practice, 36(4): 837-861.
• Zott, C., Amit, R., & Massa, L. 2011. The Business Model: Recent Developments and Future
Research. Journal of Management, 37(4): 1019-1042.
CO PO Mapping
(PO).
61
Semester -III

Sl. Course Credits
No. Code
T P Total CA SEE Total
1 MMB801 Strategic Management 3 3 50 50 100 3
2 MMB803 Business Ethics and Corporate 3 3 50 50 100 3
Governance
3 MHU841 Learning and Development 3 3 50 50 100 3
4 MHU843 Employee Welfare and Labour 3 3 50 50 100 3
Administration
5 MHU845 Employment Laws -1 3 3 50 50 100 3
6 MHU847 Compensation Management 3 3 50 50 100 3
7 MHU849 Human Resource Value 3 3 50 50 100 3
Proposition
8 MHU851 Performance Management 3 3 50 50 100 3
9 MHU891 Summer Internship*& Field 100 100 2+1
work** and Viva
10 MHU893 Semester End Viva 50 1
Semester End Viva 24 24 50 400 950 28
*Summer Internship to be done during summer vacation at end of first year for 5 weeks, carrying 1 credit.
**Field Work to be done during summer vacation at end of first year for 3 weeks carrying 1 credits in the
same/other organization in addition to summer internship of 5 weeks.
During 3 weeks field work, the student need to study on the Factories Act, functions of trade unions,
industrial relations and on other HR functions/ activities/statutory requirements etc…
One credit for internship Project/Field Work Viva which will be conducted after successful completion of
the project as per GIM regulations. Credits will be shown in III Semester only.
PCDs

Sl. Course
1 MMB812 CBA -2 2 2 50 50 1
2. MMB814 Soft Skills -2 (Work Shop) 2 2 50 50 1
62 To 2 2 4 100 100 2
tal
Course Code: MMB 801 Course Title: Strategic Management

Semester: III Course Type: Core Credits:3
Home Programme(s):MBA Batch/Academic Year: 2020-22
Course Leader:
Course description
Any change that a business plans to implement has a strategy. Organizations that engage in strategic
management generally outperform those that do not. The attainment of an appropriate match or fit
between an organization’s environment and its strategy, structure, and processes has positive effects
on the organization’s performance. As the world’s environment becomes increasingly complex and
changing, strategic management is used by today’s corporations as one way to make the environment
more manageable. However, strategic decisions need to be made on sound judgement. The key to any
successful strategy is the thoroughness of its formulation, implementation and control. Hence it is
imperative that every Management student is exposed to basic methodology of strategic management
and the steps taken for rolling out an effective strategy. This course intends to make the students well
versed with the understanding, analysis and evaluation of various stages of strategic management
process and development of strategies.
Course Objectives
This course intends the student to
 Be familiar with the concepts of Strategic management and describe the basic model of
strategic management.
 Know the Industry analysis, Competitor Analysis and Organizational Analysis to gain
Competitive Advantage.
 Realize the Strategy Formulation framework to arrive at strategic choice/ formulation.
 Comprehend the formulation of Corporate, Business and Functional Strategies.
 Appreciate the various aspects of Strategy Implementation and Control for accomplishing
desired results
63
Unit I (07Sessions) (CO1, L1 & L2, L3) Basic concepts of Strategic
Management
Strategy, Strategic Decisions, Strategic Management, Evolutionary Phases of Strategic
Management, Benefits of Strategic Management, Basic Model of Strategic Management, Pitfalls in
Strategic Planning, Levels of Strategic Management, Vision, Mission and Objectives-Strategy
competitive advantage.
Unit II (10Sessions) (CO2, L4& L5) Strategic Analysis
Environmental scanning: Components of the external environmental analysis, Identifying External
Environmental Variables. Industry analysis: Industry Life Cycle Analysis, Porters Five Force
Model, Strategic Groups. Competitor Analysis: Analyzing Market Commonality and Resource
Similarity, Competitive Intelligence, Monitoring Competitors for Strategic Planning.
Organizational Analysis and Competitive Advantage: Resources, Capabilities, and Core
Competencies, Building Core Competencies through VRIO framework and Value Chain Model.
Unit III ((08 Sessions) (CO3, L6) Strategy formulation
Strategy Formulation framework, SWOT Matrix, Boston Consulting Group (BCG) Matrix, GE
Matrix, The Grand Strategy Matrix-Blue ocean strategy, Resource based strategy formulation.
Unit IV ((10 Sessions) (CO4, L5& L6)

Formulation of Corporate, Business and Functional Strategies.
Corporate Level Strategies: Stability Strategies, Growth Strategies: Intensive Strategies -
Integration Strategies - Diversification Strategies, Defensive Strategies: Turnaround – Divestment
– Liquidation.
Business Level Strategies: Michael Porter’s Generic Strategies: Cost Leadership – Differentiation
– Focus.
Functional Level Strategies: Marketing, Finance, Production, R&D, Human Resources, Logistics,
Information Technology.
Unit V ((10 Sessions)(CO5, L4 & L5) Strategy Implementation and Control.
Issues of Strategy Implementation, Strategy – Structure relationship, Types of Organizational
Structure for Strategy Implementation: Functional, Divisional, SBU, Matrix and Network/Virtual
structures. Strategic leadership, Strategy supportive culture, Strategic change management, Strategy
Control, Balanced Score card approach.

CO1 Describe strategic management and present its model through the A1, A2, A4
examination of vision, mission and objectives of an organization.
CO2 Illustrate industry & competitive analysis as well as resource-based view A1, A2, A4
of the firm to assess the competitive position of the firm.
CO 3 Generate alternative strategies by aligning key external and internal A4
factors using appropriate techniques.
CO 4 Evaluate the directional strategies in a typical organization and build A3, A4
competitive advantage through business and functional level strategies.
CO 5 Explain various issues of strategy implementation and evaluate A1, A4
strategic performance using strategic measures.
Case Analysis (Not Exceeding 200 words)
64
Assessment methods
Weightage
Task Task type Task mode (%)
A3 Project/Case study Group Presentations & Report 20
A4 End-term exam Individual Written 50

Cognitive
dimension
Factual CO1 CO1 CO1
Knowledge (A1, A2, (A1, A2, A4) (A1, A2, A4)
A4)
Conceptual CO2,- CO2,-
Knowledge CO5 CO4,
(A1, A2, CO5
A4) (A1, A2,
A3, A4)
Procedural CO3,-
Knowledge CO4
(A3,
A4)
Meta Cogni-
tive Knowl- edge

Mixed pedagogy approach is adopted throughout the course. Classroom based face to face teaching, PPTs,
videos, directed study, independent study via G- Learn, case studies, projects and practical activities
(individual & group)
Teaching and learning resources TEXTBOOKS
1. Thomas L.Wheelen,J.David Hunger, Alan N. Hoffman and Charles
E. Bamford “ConceptsinStrategicManagementandBusinessPolicy”, Pearson Education
Limited, NewDelhi,2018.
2. Fred R. David and Forest R. David “Strategic Management: Concepts and Cases - A Competitive
Advantage Approach”, Pearson Education Limited, NewDelhi, 2015.
REFERENCES
1. Charles W. L. Hill and Gareth R. Jones, Strategic Management Theory: An Integrated
Approach, Cengage Learning, New Delhi, 2010.
2. Hitt, Ireland, and Huskisson “Strategic Management: Competitiveness and Globalization
(Concepts and Cases)”, Cengage Learning, New Delhi, 2017.
3. John A Pearce, Richard B Robinson and Amita Mittal,“ Strategic Management: Formulation,
Implementation, and Control”,McGraw Hill, NewDelhi,2012.
4. Barry J. Witcher&Vin Sum Chau, "Strategic Management Principles& Practice", Cengage
Learning, UK,2010. 65
5. C. AppaRao, Parvathiswara Rao and B., Siva Ramakrishna, K., "Strategic Management and
Business Policy", Excel Books, New Delhi, 2008
6. V. S. P. Rao and V. Hari Krishna, “Strategic Management: Text and Cases”, Excel Books, New
Delhi, 2004.JOURNALS
7. Harvard Business Review, Harvard Business School, USA
8. Vikalpa, Indian Institute of Management, Ahmedabad
9. The Indian Management Researcher, GITAM Hyderabad Business School
CO PO Mapping
(PO).
Course Code: MMB 803 Course Title: Business Ethics and

Corporate Governance
Semester: III Course Type: Core Credits: 3
Home Programme(s): MBA (General) Batch/Academic Year: 2020 -21
Course Leader:
Course description
Ethics and responsibility in business has received critical focus in the wake of the various
corporate scams that rocked the global economy. It is believed by many that in the own interest
of business, importance be given to ethical functioning. Business decisions often concern
complicated situations that are neither totally ethical nor totally unethical. The need for imparting
sound ethics and a responsible mindset in the future leaders is considered as one of the important
aspects of higher education. Decision making, when facing ethical dilemmas that arise in a wide
range of contemporary business practices, is crucial, and is enabled through moral reasoning and
understanding ethical norms of individuals and organisations. Having an insight into the
challenges that may be encountered in different functional areas in the business and
understanding the impact of decision making on various stakeholders is very crucial for the
management professionals.
Another area of importance which has come into the fore in recent times in the Business &
Corporate segment is Corporate Governance. Understanding the need for, and the role of
corporate governance on sustainability of business is the need of the hour for all management
professionals.
Course Objectives
 Explain the concepts of personal and professional ethics.
 Describe the importance of business ethics and understand the need for ethical
decision making.
 List out various ethical issues in functional areas of business management.
 Identify different corporate governance models.
 Explain the role66of the board and governance committees in corporate
governance
Course outline and indicative content Unit I (8 Sessions ) (CO1, CO2,
L4 )
Ethics and Values: Understanding ethics and values and their formation - personal and
professional ethics; moral overconfidence - moral justification; moral disengagement – a basis
for unethical behavior.
Unit II (8 Sessions) (CO2, L5)
Corporate Culture and Ethics: The need and importance of business ethics
- Relation between ethics and business - Building an ethical corporate culture
– the impact of business environment - Leadership and Code of ethics - Ethical dilemmas, conflict
of interest and resolutions - ethical decision making - the impact of globalization on corporate
culture - CSR as part of corporate culture.
Unit III (8 Sessions) (CO3,,L4)
Ethics in Functional Areas: HR–harnessing diversity and building a fair workplace devoid of
discrimination and harassment - HSE – safe working conditions, privacy, work-life balance,
whistle blowing - Ethical issues in Marketing Mix-Issues due to globalization-Handling
mechanism of breach of a contract-Ethical issues in Finance - Financial Management- An
overview- Importance of financial statements- Fiduciary duty-Ethical issues in mergers and
acquisitions- Hostile takeovers (Poison pill, Greenmail, Golden parachute, Management buyouts)
- Insider trading - Money laundering - Issues due to globalization-Role of accountants-
Accountants employed within the organizations- Accountants I professional practices (The
Auditor)- The rules governing the professional conduct of accountants- Ethical audits.
Unit IV (8 Sessions) ( CO4, L6)
Corporate Governance An overview: Evolution of Corporate Governance- Models of
Corporate Governance- Anglo-American model, German model, Japanese model and Indian
model formulation –Issues in corporate governance- The emerging trend in corporate
governance-E- Governance - Corporate Lobbying.
Unit V (8 Sessions ) (CO5 , L6)
Corporate Governance- Structures and Processes: Selection of the board- Role of the board-
Duties and responsibilities of board of directors-Governance committees-Committees of the
Board: Audit committee, Remuneration committee, Nomination committee- Role of CEO -
succession planning- Corporate governance reforms in India- Government role in ensuring
corporate ethics-Contemporary issues in corporate governance in India.

CO1 Appraise the importance of personal and professional ethics (L4) A1, A3 & A4
CO2 Explain why ethical decision-making is vital in building successful A1, A2, A3
business organizations( L5) & A4
CO 3 Differentiate ethical issues in important functional areas of business. A1, A2, A3
(L4) & A4
CO 4 Interpret the issues and emerging trends in corporate governance. (L6) A1, A3 & A4
CO 5 Appraise the importance of the board in corporate governance. (L6) A3 & A4

67
Assessment methods
Weightage
Written – level(short/long/ Case
A1 Mid exam Individual study ) 20
Viva/Presentation on
A2 Coursera/ Online course Individual completion of the course 10
Group/
A3 Case study/ Project Individual Discussion and Presentation 20
Written – (short/long/Case study
A4 End-term examination Individual ) 50
Cognitive
dimension
Factual
Knowledge
Conceptual CO1 (A1,A2, CO4
Knowledge & A4) (A1,
A2, A4)
Procedural CO3 CO2 CO5
Knowledge (A1,A2, (A1,A3, (A1,
A3, A4) A4) A3, A4)
Meta Cognitive
Knowledge
Case Analysis
Situation Analysis
Brainstorming
Group Discussion
Research Project
Chalk and Talk
Teaching and learning resources Text Books:
1. Richard T. DeGeorge, “Business Ethics”, 7th Ed., Pearson, New Delhi, 2011
2. Fernando, A. C., “Business Ethics an Indian Perspective”, 3rd Ed., Pearson, New Delhi
2019
References:
1. M.G. Velasquez, Business Ethics, Prentice Hall India Limited, New Delhi: 2007
2. R.C. Sekhar., Ethical Choices in Business, Response Books, New Delhi: 2007
3. Manikutty, S., “Being Ethical – Ethics as the foundation of Business”, Random House India,
Noida, 2011
4. Andrew Crane and Dirk Matten, Business Ethics. Oxford Publication, New Delhi: 2007.
5. Daniel E. Palmer (2015), Handbook of Research on Business Ethics and Corporate
Responsibilities, Publisher:
68 IGI Global, US. [Book]
6. Michael Hoffman, Robert Frederick and Mark Schwartz (Ed) (2014), Business Ethics: Readings
and Cases in Corporate Morality, Fifth Edition, Publisher: Wiley Blackwell, US. [Book]
7. Milton Friedman, The Social Responsibility of Business is to Increase Profits [Journal Paper]
8. Edward Freeman () Stakeholder Theory of Modern Corporation [Journal Paper]
JournalsEconomic and Political Weekly, Sameeksha Trust, Mumbai.
Visakhapatnam
CO PO Mapping
This is to map the level of relevance of the Course Outcome (CO) with Programme
Outcome (PO).
Gandhi Institute of Technology and Management (GITAM) (Declared as
Deemed to be University u/s 3 of UGC Act. 1956) Visakhapatnam – 45.
Course Code:MHU 841 Course Title: Learning and Development

Semester: III Course Type: Elective Credits: 3
Home Programme(s): MBA (HRM) Batch/Academic Year: 2020 -2022
Course Leader: Dr. Suresh Sirisetti
Course description and course objectives

A learning and development strategy outline how an organization develops its workforce’s capabilities,
skills and competencies to remain successful. It is an important part of an organization’s overall
business strategy.
The objective of this course is to help students understand the various facets of learning and
development strategy such as business strategy, operational and cultural factors, the human capital
approach, keeping strategy updated, and the investors in people process. The course provides
participants with an understanding of the skills required, to employee training needs, design and
administer employee training and development programs, and evaluate both the efficiency and
effectiveness of such programs.
Course Objectives:
 To Understand the basic concepts of ‘Learning and Development’ and as a tool to develop
capabilities of employees in the workplace.
 To identify the strategies in training and their needs assessment for organizational learning
and development.
 To identify the fundamental concepts of Learning and Development in Case analysis.
 To acquire knowledge to develop skills and abilities to manage of the organizations.
 To evaluate the process of overall learning and development On successful
Course outline and indicative content Unit – I (10 Sessions) (CO1,

69
CO2, L2, L3)
Introduction: Concept and key components of Learning and Development
– Overview of Training and Development systems – The forces influencing working and learning –
Linking Training & Development to company’s strategy – Requisites of effective training.
Unit – II (10 Sessions) (CO2, CO3, CO4, L2, L3, L4)
Strategic Training: Evolution of Training – Learning as a strategic focus – Strategic Training &
Development process – Organizational characteristics that influence training. Training Needs
Assessment (TNA): Purpose of TNA
– Training need assessment at different levels – Approaches to TNA – Training need assessment
methods.
Unit – III (10 Sessions) (CO2, CO3, CO4, CO5, L3, L4, L5)
Learning and Transfer of Training: Concept of Learning – Learning Theories
– Learning Process – Instructional emphasis for learning. Program Design: Considerations in
designing effective training programs – Curriculum course, and lessons design – program design
implications for transfer of training – using knowledge management for learning and transfer of
training.
Unit – IV (10 Sessions) (CO1, CO3, L2, L4)
Training and Development Methods: Traditional Training methods – Technology based training
methods – Training Evaluation: Objectives of training evaluation – overview of the evaluation
process – outcomes used in evaluation of training programs – Determining whether outcomes are
appropriate – Evaluation practices – Determining Return of investment.
Unit – V (10 Sessions) (CO1, CO4, L2, L4)
The Future of Training & Development: Training for Sustainability – Increased use of new technology
for training delivery – Capturing and sharing intellectual capital and social learning – Just-in-time
learning and performance support– Increased Emphasis on Performance Analysis: Big Data and
learning for business enhancement – Stake holder focused learning – Training partnership and
outsourcing.
Assessment methods
Assessment Task Task Type Task Mode Weightage

(%)
A2 Coursera Individual Online/ Assignments 10
A3 Case & Project Group Presentations & Reports 20
A4 End Term Exam Individual Written 50
Knowledge L1. L2. L4. L5. L6.

dimension / Remember Understand L3. Analyze Evaluate Create
Cognitive Apply
dimension
Factual CO1 (A1,
Knowledge A4)
Conceptual CO2 (A1,
Knowledge A4)
Procedural CO1 (A1, CO2 (A1, CO3 (A3, CO4 (A2,
70
Knowledge A4) A4) A4) A4)
Meta CO4 (A2, CO5 (A2,
Cognitive A4) A4)
Knowledge
directed study, independent study via G-Learn, case studies, projects and practical activities (Individual
& Group).
You need to read different books and journal papers to master certain relevant concepts to analyze cases
and evaluate projects. Some of these reference books given below will be available in our library.
It is expected that an average student will be required to spend about two hours for each hour of contact
session. Problem sets and small cases whenever given are a means of focusing on central issues, concepts
of knowledge. Your ability to solve them is also a reflection of the extent to which you have understood
the concepts read by you.
Course Outcomes:
completion of this course, students will be able to:

CO1 Understand and discuss the concepts of learning and development
and translate learning strategy into action.
CO2 Identify the key strategies in training and their needs assessment
for organizational learning and development.
CO 3 Analyze how to implement the theories of learning and transfer of
training.
CO 4 Discuss various training evaluation methods for the effectiveness
and trends in Learning and development.
CO 5 Evaluate the process of overall future learning and development.
References:
Text Book Prescribed:
• Noe, Raymond A. and Kodwani, Amitabh Deo. Employee Training and Development, McGraw
Hill Education India, 7th edition, Special Indian Edition, New Delhi, 2018.
Journals:
• GITAM Journal of Management, GIM, GITAM Deemed to be Universi- ty, Visakhapatnam.
• Indian Journal of Training and Development.
• HRM Review.
• HRD Review
• NHRD
• E – Books and E - journals
CO PO Mapping
71
(PO).
CO PO
Mapping PO1 PO2 PO3 PO4 PO5 PO6 PO7 PO8 Sum
CO1 3 0 0 0 1 0 2 1 7
CO2 1 2 0 0 0 0 1 1 5
CO3 0 3 0 0 1 0 1 1 6
CO4 1 2 0 0 0 0 3 3 9
CO5 1 0 0 0 1 0 2 1 5
Target Level
Max. 6 7 0 0 3 0 9 7 32
Course Code: MHU 843 Course Title: Employee Welfare and Labour
Administration
Semester: III Course Type: Elective Credits:3
Home Programme(s): HRM Batch/AcademicYear: 2020-2022
Course Leader: Prof. YVVSSS Vara Prasad
Course description and Course Objectives

Employee welfare is a part of social welfare. Employee welfare includes anything that is done for the
comfort and improvement of employees’ life, and is provided over and above the wages. Welfare
helps in keeping the morale and motivation of the employees high so as to retain the employees for
longer duration which helps the organization to achieve its goals. Welfare may increase the expenses
but it will benefit the organisation in the long run, as it had proved to have direct correlation to
productivity, loyalty, industrial relations, discipline and brand image. It is also important for HR
managers to understand various social security measures, State and Central government machinery
responsible for implementation of various legislations on welfare and social security.
Course objectives:
• To understand the concept of employee welfare and various welfare facilities
• To understand various agencies responsible for providing welfare facilities
• To understand the State and Central Government Labour administrative machinery
Labour welfare Concept and Scope: Theories of Labour welfare, Indian Constitution and
welfare, role of welfare in industry.
Unit II (6 sessions)(CO1, CO2, L1, L2 & L3)
Impact of ILO on Employee Welfare in India: Agencies oflabour welfare and their role - Government,
Management, Trade unions and NGOs.
72
Unit III (6 sessions)(CO3, CO4, L3, L4 & L5)
WelfareFacilities:Statutoryandnon-statutory,extramuralandintramural,welfare officer-
role,statusandfunctions.
Unit IV (6 sessions)(CO3, CO4, L3, L4 & L5)
SocialSecurity ConceptandScope:Socialassistanceandsocialinsurance, social security measures in
India.
Unit V (6 sessions)(CO4, CO5, L4 & L5)
Labour Administration: Central Labour Administrative Machinery, CLC, DGof E & T, DGFASLI,
EPFO, ESIC-Labour Administrative Machinery in A.P.
Assessment methods

Course completion
A2 Coursera Individual certificate with Assessment 10
Presentations/Report/
A3 Case / Project / Groups* or Assignment with Q&A/ 20
Assignment Individual Viva
Knowledge dimension L1. L2. L4. L5. L6.

/ Cognitive dimension Remember Under- L3. Analyze Evaluate Create
stand Apply
CO1 CO1, CO2

Factual knowledge (A1, A2 &
(A1, A2 &
A4) A4)
Conceptual CO2
knowledge CO2 (A1&
(A1, & A4) A4)
Procedural CO2
knowledge ( A 2 & CO3 CO4 (A2&
A4) (A2&A4) A4)
Meta cognitive CO4 CO5

knowledge (A2,A3& (A2, A3 &
A4) A4)
Case, Assignment etc.
Lectures will be supported by active class room participation, presentations and group discussion
related to the lecture content. This will include case studies, role plays involving hypothetical
problems in organizations. Students are expected to spent reasonable time to understanding real time
work challenges of the organizations through field work and project related activities.
Course Outcomes:
73 Course Outcome Assessment

CO 1 Understand the concept of employee welfare and various A1,A2 & A4
welfare facilities provided by the Central, State Governments
and various agencies
CO 2 Understand different statutory and non-statutory welfare A1,A2,A3 & A4
facilities
CO 3 Determine the difference between social security measures in A3 & A4
India
CO 4 compare and contrast the State and Central Government Labour A3& A4
Administrative machinery
References:
Soft copies of uncovered topics in the text books and case material will be made available through
X-Learn/G-learn. Students are required to go through E-Resources (Gitam.edu) and required study
material & handouts along with the following suggested readings..
 Sharma A. M., “Aspects of Labour Welfare and Social Security”, Himala- ya Publishing
House, Mumbai
 Vaid K. N., “Labour Welfare in India”, Sri Ram Centre for IR and HR, New Delhi,
 Dr.SubbaRao,P., “Labour Welfare and Social Security”, Himalaya Pub- lishing House,
Mumbai,
CO PO Mapping
(PO).
CO PO Mapping
Internal PO1 PO2 PO3 PO4 PO5 PO6 PO7 PO8 Sum
CO1 3 2 0 2 1 0 2 0 10
CO2 2 2 0 3 2 0 2 2 13
CO3 0 0 0 2 2 2 1 1 8
CO4 0 0 3 0 2 2 0 2 9
Target Level Max. 5 4 3 7 7 4 5 5 40
74
Course Code:MHU 845 Course Title: EMPLOYMENT LAWS -I

Semester: III Course Type: Elective Credits: 3
Home Programme(s): MBA (HRM) Batch/Academic Year: 2020-21
Course Leader: Dr. Shaik Shamshuddin
Course description and Course objectives

Labour and Employmentlaws assumed great importance and relevance and therefore an in-
depthknowledge of Employment laws is mandatory for effectiveHuman Resource Management.
Thissharpens the managerial excellence and enables the Human Resource Manager to takeright
decision satappropriatetimes,toavoidlitigationsofvariednatureandhelp in maintaining industrial peace
and harmony.
Course objectives:
1. To understand the basic concepts of various Employment legislations
2. To acquire skills in presenting the views during litigations in a court of law
3. To acquaint with various formats to be submitted to various labour departments

Course outline and indicative content Unit I (8 Sessions) (CO1, CO2,
L1 & L2)
Labour Legislation: Principles of Labour Legislation, role of ILOand IndianConstitution
Unit II (7 Sessions)(Co1).(Lo1)
The Industrial Disputes Act,1947
Unit III (6 Sessions) (CO2, CO3, L1&L3 )
The Industrial Employment (Standing Orders) Act, 1946 andTrade Unions Act, 1926.
Unit IV (7 Sessions) (CO1,O3, , L1 & L3)
TheFactoriesAct,1948andtheContractLab our(Regulationand Abolition) Act, 1970.
75
Unit V (9 Sessions) (CO2,CO3, , L3)
The Minimum Wages Act, 1948 and Payment of Wages Act, 1936
Assessment methods
Task Task type Task mode Weightage

(%)
A1 Mid exam Best of Two ) Individual Written –L3 level 20
A2 Coursera /Online Course Individual Quiz 10
A3 Surprise Quiz Individual Online test – L3 level 10
Case discussion/Assignment
A4 submission / class room activities Individual Assignment L4 10
A5 End-term examination Individual Written (short/long) – 50
L3, L4 & L5 level
Mapping COs - Blooms levels- Assessment Tools:
Knowledge dimension L1. L2. L3. L4. L5. L6.
/Cognitive dimension Remem- Under- Apply Analyze Evaluate Create
ber stand
Factual knowledge
Conceptual CO1
knowledge (A1,A2
A3)
CO2(A2, CO4 (A3,
Procedural A3,A4) A4)
knowledge CO3(A2, CO5(A3,
A3, A4) A4)
Meta cognitive
knowledge
Lecturing, Power Point Presentations, Class room Presentations, On line quiz, Role Plays,
Presentations etc.,
Course Outcomes:

CO1 Student will be able to understand the employment Law concepts. A1,A2&A3
CO2 Student will be able to understand Legal interventions and its effects A1,A3&A3
on organizations.
CO3 Students will be able to understand the role of various enactments and A2,A3&A3
applicability.
CO3 At the end student will be able to understand the purposes, relevance A3,
and Various precedents, Judgments, Amendments.
CO3 Student will be able to apply multidisciplinary approach to the A3,
employment and Legal context
76
Teaching and learning resources TEXTBOOK
Padhi,P.K.,"LabourandIndustrialLaws",PrenticeHallofIndia,NewDelhi,2012
REFERENCES
Singh B.D., "Labour Laws for Managers", Excel Books, New Delhi, 2014 Malik P.L., "Industrial and
Labour Laws", Eastern Book Company, 2013 Mishra S.N., "Labour and Industrial Laws", Central Law
Publication, 2012
JOURNALS
Labour Law Reporter Labour Law Journal
CO PO Mapping
(PO).
CO PO Mapping
C01 2 0 0 0 2 0 1 2 7
C02 1 0 1 2 1 0 2 2 9
CO3 1 0 1 1 2 1 1 2 9
CO4 2 0 1 1 1 0 1 2 8
Target Level Max. 6 0 3 4 6 1 5 8 33
77
Course Code:MHU 847 Course Title: Compensation Management

Semester: III Course Type: Credits:03
Elective
Home Programme(s): MBA (HRM) Batch/Academic Year:2020-2022
Course Leader: Dr K V Sandhyavani

Compensation management is one of the interesting and complex functions of human resource
management. It is a function that involves many principles, procedures and legislations. Knowledge
of this function is important for every employee as most of the disputes in organizations are around
the wages and salaries of employees. This course will equip the student with all the knowledge and
skill of designing the compensation structure of employees in organizations.
Course objectives:
 Explain the various types of wages and the concepts related to pay
 Differentiate between the various components of wages of non executives and executives
 Examine the different methods of wage fixation and preparation of pay roll
 Calculate the DA and other components of wages and salaries On successful
Course Outcomes:

CO1 Understand the various wage theories and the concepts related to pay A1, A2, A4
CO2 Analyze and differentiate between the various components of wages of A1,A2,A4
non-executives and executives
CO 3 Examine the different methods of wage fixation A1, A3, A4
CO 4 Calculate the DA 78and other components of wages and salaries and A1, A4
prepare pay roll
CO5 Present the challenges of compensation management in MNCs A2, A4

Unit I (6 sessions) (CO1, CO2, L2, L3)
Compensation: Meaning and objectives of compensation; Scope; Significance; Concepts of Wage- Salary,
Earnings, Take-Home pay, C.T.C; Types of Wages- Minimum wages, Fair wages, Living wages,
Nominal wages, Real wages, Time Rate and Piece Rate; Wage theories.
Unit II (6 sessions) (CO2, L3, L4)
Wage Structure: Components of wage structure- Basic; Dearness Allowance; Variable Dearness
Allowance (V.D.A.) and Calculation of V.D.A.; Incremental system; Fringe benefits.
Unit III (6 sessions) (CO2, CO3, L3 & L4)
Executive Remuneration: Concept; Criteria for fixing executive remuneration Unique
features of Executive Remuneration; Why managers should be paid more; CEO's compensation
package; New developments in CEO's compensation.
Unit IV (6 sessions) (CO3, CO4, L2, L3, L4 & L5)
Wage Fixation: Wage curves, pay grades, broad banding; Wage differentials; Factors influencing wage
determination; Wage determination process; Methods of Wage Fixation - Collective Bargaining; Wage
Boards; Pay Commissions; Adjudication; Principles & Procedures for Preparation of Remuneration
for Consultants and Other Outsourcing Agencies.
Unit V (6 sessions) (CO5, L2, L4 & L5)
Role of HR department in Compensation Administration: Important recommendations of National
Commission on Labour – II; Impact of globalization on compensation. Challenges of compensation
management in MNC.
Assessment methods
Assessment Task Task type Task mode Weightage (%)

Tool
A2 Coursera / Online Individual Viva/Presentation on 10
course completion of the course
A3 Case study/ Group/ Individual Discussion and 20
Project Presentation -L5 level
A4 End-term Individual Written (short/long) –L4 50
examination level
Knowledge
dimension / L1. L2. L3. L4. L5. L6.
Remember Understand Apply Analyze Evaluate Create
Cognitive
dimension
Factual CO1 (A1, CO1 (A1, CO2 (A1,

Knowledge A3, A4) A3, A4) A3, A4)
Conceptual CO1 (A1, CO2 (A1,
Knowledge A3, A4) A3, A4)
Procedural CO3 (A1, CO4 (A1,
Knowledge 79 A2, A4) A2, A4)
Meta CO5 (A2,
Cognitive A4)
Knowledge
 Lecture method of teaching concepts
 Case methodology to make the student practice application of concepts.
 Group discussions and presentations can also be adopted to evaluate the various employability
skills of students.
The teaching material in the form of presentations or word documents, extra material from journals,
internet, and websites related to labour department, ebooks from GIM library will be uploaded for the
student in G-learn
REFERENCES
Aswathappa, K ., Human Resources & Personnel Management. Tata Mc Graw Hill Publishing Limited.
New Delhi:
Report of National commission on labour-II .Government of India. New Delhi.
Sharma,A.M., Understanding wage systems in India. Himalaya Publishing House. Mumbai.
Singh, B.D., Compensation & Reward management. Excel books. New Delhi.
JOURNALS
1. GITAM Journal of Management, Visakhapatnam
2. Harvard Business Review, New Delhi.
3. HRM Review, HyderabadHuman Capital, N ew Delhi
4. Personnel To-day, Kolkata
5. NHRD Review, New Delhi.
CO PO Mapping
(PO).
CO PO PO PO PO PO PO PO PO PO Su
Mapping 1 2 3 4 5 6 7 8 m
CO1 2 1 0 2 0 0 2 2 9
CO2 2 2 0 2 2 1 2 2 13
CO3 2 3 0 3 3 2 3 2 18
CO4 2 2 0 2 2 2 2 2 14
CO5 2 2 0 3 1 3 3 3 17
Target Level 10 10 0 12 08 08 12 11 71
Max.
80
Course Code: MHU 849 Course Title: Human Resource Value Proposition
Semester : III Course Type: Elective Credits: 3
Home Programme(s): MBA Batch/Academic Year: 2020 -2022
Course Leader: Prof. YVVSSS Vara Prasad

HR practices generally deal with people performance, information and work because they create an
infrastructure that affects, employees, customers, line managers and investors. HR professionals play
different roles in an organization. Employee champion administrative expert, change agent and
strategic partner and so on. HR investments build organizational capabilities. These organizational
capabilities create intangibles, like, talent, speed, collaboration, accountability, shared mindset,
learning and leadership. The essential message of this course is that HR must deliver value. HR
practices must create value in the eyes of investors, customers, line managers and employees. HR
departments must be organized and they must implement strategies that create value by delivering
business results in efficient and effective ways. Similarly HR professionals deliver value when their
personal competencies deliver business results. Value is the foundation and premise of the HR
architecture.
Course Objectives
 To introduce the concept and importance of HR Value Proposition
 To highlight the importance of HR value in achieving the organizational goals.
 To learn the best HR Value Proposition implemented in the MNCs. On successful

The concept of HR value: The concept of HR Value Proposition; its premise; five elements of HR
Value Proposition; The fourteen criteria of the New HR
Unit II (6 sessions) (CO2, L281& L3)
External and Internal: External business realities; Technology; Economicand Regulatory Issues;
workforce demographics external stakeholders;investors,
customers;InternalFactors;LinemanagersandHR;EmployeesandHR.
Unit III (6 sessions) (CO2, CO3, L3 & L4 )
HR andValueProposition;Flowofpeople; FlowofPerformance Management; Flow of information;
Flow of work; HR leader; HR Competencies
Unit IV (6 sessions) (CO3, L3 & L4)
HR organization : Single business and Functional HR; Holding company business and dedicated HR;
diversified business and shared services HR;HR Trans action work; HR Transformation work; Roles
for HR professionals: Employee advocates, Human Capital developers, functional experts, Strategic
Partner,
Unit V (6 sessions) (CO4, L4 & L5)
Professional development and implications, Principles of Professional Development; Training for
HR Professionals; Development experiences for HR Staff; implications for the transformation ofHR.
Assessment method
Weightage
Coursera/ Open Course completion
A2 elective course Individual certificate with Assessment 10
Presentations/Report/
A3 Case / Project / Groups* or Assignment with Q&A/ 20
Assignment Individual Viva

Knowledge di- L2.
mension /Cogni- L1. Under- L3. L4. L5. L6.
tive dimension Remember stand Apply Analyze Evaluate Create
CO1, CO2
Factual knowl- CO1 (A1, A2 &
edge (A1, & A4) A4)
CO2 CO2
Conceptual (A1, A2 & (A1, A2 &
knowledge A4) A4)
knowledge (A2, & A4) (A2&A4) (A2 & A4)
Meta cognitive CO4 (A3& CO4 (A3&
knowledge A4) A4)
Soft copies of uncovered topics in the text books and case material will be made available through
X-Learn/G-learn. Students are required to go through E-Resources (Gitam.edu) and required study
82
material & handouts along with the following suggested readings.
Course Outcomes:

CO1 Understands what is HR Value proposition and its relevance in A1, A2&A4
achieving the goals of the company
CO2 Extrapolate the role of HR for value proposition A1,A2, A3&A4
CO3 Analyze the elements of value proposition A3&A4
CO4 develop the skill of creating value proposition through HR A4&A5
References:
1. Dave Ulrich and W. Brockbank, The HRValue Proposition; Harvard Business review press;
New Delhi, 2013.
2. DaveUlrich;HumanResourceChampionsHBRPress;1995
3. DaveUlrich,W.Brockbank;CompetenciesfortheNewHR;Society for HRM, University of
MichigaPress :2005.
CO PO Mapping
(PO).
CO PO
Mapping
CO1 3 2 0 2 0 0 2 0 9
CO2 2 0 0 3 2 0 3 0 10
CO3 0 3 0 3 3 2 0 0 11
CO4 0 0 3 0 2 0 3 3 11
Target Level 5 5 3 8 7 2 8 3 41
Max.
83
Course Code: MHU 851 Course Title: Performance

Management
Semester: III Course Type: Core Course Credits: 3
Home Programme(s): MBA (HRM) Batch/Academic Year: 2020 -2022
Course Leader: Dr. Suresh Sirisetti

Of all the Human Resource Management Functions, Performance Management has a special place since
it is a strong determinant of organizational excellence. Organizations of contemporary era have realized
that human resource needs to be continuously excited and provided with opportunities for
gratification of motivational needs in order to sustain business growth. Performance management as a
concept and practice has substantive potential to fulfil business demands of an organization by integrating
its growth with motivational needs of human resource.
Course Objectives:
 To Understand the basic concepts of ‘Performance Management’ and as a tool to measure
performance of employees in the workplace.
 To identify the fundamental concepts of performance management in Case analysis.
 To acquire knowledge in measuring performance and managing in organizations.
Unit – I: 10 Sessions (CO1, CO2, L2, L3)
Performance Management: Introduction, Definition of PM – Objectives, Characteristics and
Prerequisites of PM – Dimensions of PM – Factors affecting of Performance Management – Linkage
of performance management with other HR Sub Systems – Role of HR Professionals in Performance
Management.
Unit – II: 10 Sessions (CO2, CO3, CO4, L2, L3, L4)
84
Performance Management System (PMS): Introduction to PMS – Objectives and Functions of PMS –
Conceptual model of Performance Management System – Characteristics of PMS – Performance
Management Process - Theories of Goal Setting and Corporate and Individual levels of goal setting
– Expectancy Theory.
Unit – III: 10 Sessions (CO2, CO3, CO4, CO5, L3, L4, L5)
Performance Planning: Definition and Importance of Performance planning
– Objectives and Characteristics of performance planning – Methodologies of Performance Planning
– Process of Performance Planning – Barriers to performance planning. Performance Managing:
Meaning and Importance – Objectives and Characteristics – Performance Managing Process.
Unit – IV: 10 Sessions (CO1, CO3, L2, L4)
Performance Appraisal: Meaning and Characteristics of appraisal – Objectives and Importance of
appraisal – Process of Performance Appraisal – Methods of Performance Appraisal – Ethical Issues in
Performance management.
Unit – V: 10 Sessions (CO1, CO4, L2, L4)
Performance Monitoring: Definition of Performance Monitoring and Characteristics – Objectives of
monitoring – Process of Performance Monitoring – performance management Documentation – Annual
Stocktaking
– Performance Management Audit – Leading high-performance teams – Integrated Performance
Management – Maturity Alignment.
Assessment methods
Assessment Task Task Type Task Mode Weightage (%)

A2 Coursera Individual Online/ Assignments 10
A3 Case & Project Group Presentations & Reports 20
A4 End Term Exam Individual Written 50

Cognitive Apply
dimension
Factual Knowl- CO1 (A1,
edge A4)
Conceptual CO2 (A1,
Knowledge A4)
Procedural CO1 (A1, CO2 (A1, CO3 (A3,A4) CO4 (A2,
Knowledge A4) A4) A4)
Meta Cognitive CO4 (A2, CO5 (A2,
Knowledge A4) A4)
directed study, independent study via G-Learn, case studies, projects and practical activities (Individual
& Group).
85
You need to read different books and journal papers to master certain relevant concepts to analyze cases
and evaluate projects. Some of these reference books given below will be available in our library.
It is expected that an average student will be required to spend about two hours for each hour of contact
session. Problem sets and small cases whenever given are a means of focusing on central issues,
concepts of knowledge. Your ability to solve them is also a reflection of the extent to which you have
understood the concepts read by you.
Course Outcomes:

CO1 Understanding of terminologies and concepts of performance
management.
CO2 Apply the key tools of performance management which helps in
practice.
CO 3 Analyze how to implement performance planning and managing in
performance management system.
CO 4 Make use of different appraisal methods for employee
development.
CO5 Evaluate the process of performance monitoring for employee
development
Text Book Prescribed:
• Kohil A. S., & Deb, T., “Performance Management”, OXFORD Univer- sity Press, New Delhi,
2008.
• Herman Aguinis, “Performance Management”, Pearson, New Delhi, 2008.
• Michael Armstrong and Angela Baron, “Performance Management”, Jai- co Publishing House,
Mumbai, 2009.
• Rao, T. V., “Performance Management and Appraisal Systems”, Re- sponse books, New
Delhi, 2007.
Journals:
• GITAM Journal of Management, GIM, GITAM Deemed to be University, Visakhapatnam.
• HRM Review.
• HRD Review
• NHRD
• E – Books and E - journals
CO PO Mapping
(PO).
CO PO Mapping 86
PO1 PO2 PO3 PO4 PO5 PO6 PO7 PO8 Sum
CO1 3 0 0 0 1 0 1 1 6
CO2 1 2 0 0 0 0 1 1 5
CO3 0 3 0 0 2 0 1 1 7
CO4 2 2 0 0 0 0 3 3 10
CO5 1 0 0 0 1 0 2 1 5
Target Level Max. 7 7 0 0 4 0 8 7 33
Course Code: MMB 801 Course Title: Strategic Management

Home Programme(s):MBA (HRM) Batch/Academic Year: 2020-22
Course Leader:

Any change that a business plans to implement has a strategy. Organizations that engage in strategic
management generally outperform those that do not. The attainment of an appropriate match or fit
between an organization’s environment and its strategy, structure, and processes has positive effects on
the organization’s performance. As the world’s environment becomes increasingly complex and
changing, strategic management is used by today’s corporations as one way to make the environment
more manageable. However, strategic decisions need to be made on sound judgement. The key to any
successful strategy is the thoroughness of its formulation, implementation and control. Hence it is
imperative that every Management student is exposed to basic methodology of strategic management
and the steps taken for rolling out an effective strategy. This course intends to make the students well
versed with the understanding, analysis and evaluation of various stages of strategic management
process and development of strategies.
Course Objectives:
This course intends the student to
 Be familiar with the concepts of Strategic management and describe the basic model of
strategic management.
 Know the Industry analysis, Competitor Analysis and Organizational Analysis to gain
Competitive Advantage.
 Realize the Strategy Formulation framework to arrive at strategic choice/ formulation.
 Comprehend the formulation of Corporate, Business and Functional Strategies.
 Appreciate the various aspects of Strategy Implementation and Control for accomplishing
desired results
Course outline and indicative87content Unit I (07Sessions) (CO1, L1
& L2, L3) Basic concepts of Strategic Management
Strategy, Strategic Decisions, Strategic Management, Evolutionary Phases of Strategic
Management, Benefits of Strategic Management, Basic Model of Strategic Management, Pitfalls in
Strategic Planning, Levels of Strategic Management, Vision, Mission and Objectives-Strategy
competitive advantage.
Unit II (10Sessions) (CO2, L4& L5) Strategic Analysis
Environmental scanning: Components of the external environmental analysis, Identifying External
Environmental Variables. Industry analysis: Industry Life Cycle Analysis, Porters Five Force Model,
Strategic Groups. Competitor Analysis: Analyzing Market Commonality and Resource Similarity,
Competitive Intelligence, Monitoring Competitors for Strategic Planning. Organizational Analysis
and Competitive Advantage: Resources, Capabilities, and Core Competencies, Building Core
Competencies through VRIO framework and Value Chain Model.
Unit III ((08 Sessions) (CO3, L6) Strategy formulation
Strategy Formulation framework, SWOT Matrix, Boston Consulting Group (BCG) Matrix, GE Matrix,
The Grand Strategy Matrix-Blue ocean strategy, Resource based strategy formulation.
Unit IV ((10 Sessions)(CO4, L5& L6)

Formulation of Corporate, Business and Functional Strategies.
Corporate Level Strategies: Stability Strategies, Growth Strategies: Intensive Strategies - Integration
Strategies - Diversification Strategies, Defensive Strategies: Turnaround – Divestment – Liquidation.
Business Level Strategies: Michael Porter’s Generic Strategies: Cost Leadership – Differentiation –
Focus.
Functional Level Strategies: Marketing, Finance, Production, R&D, Human Resources, Logistics,
Information Technology.
Unit V ((10 Sessions)(CO5, L4 & L5) Strategy Implementation and
Control.
Issues of Strategy Implementation, Strategy – Structure relationship, Types of Organizational Structure
for Strategy Implementation: Functional, Divisional, SBU, Matrix and Network/Virtual structures.
Strategic leadership, Strategy supportive culture, Strategic change management, Strategy Control,
Balanced Score card approach.
Assessment methods
Weightage
Project/ Case Presentations &
A3 study Group Report 20
End-term
A4 exam Individual Written 50

Dimension / L3.
Remember Understand Analyze Evaluate Create
Cognitive Di- Apply
mension
88
CO1 (A1,
Fa ct u a l CO1 (A1, CO1 (A1,
A2, A4)
Knowledge A2, A4) A2, A4)
CO2,CO5 CO2,CO4,
Conceptual (A1, A2, CO5 (A1,
Knowledge A4) A2, A3,
A4)
Procedural CO3,-
Knowledge CO4 (A3,
A4)
Meta Cogni-
tive Knowl-
edge
PPTs, videos, directed study, independent study via G-Learn, case studies, projects and practical
activities (individual & group)
References:
TEXTBOOKS
 Thomas L.Wheelen, J.David Hunger, Alan N. Hoffman and Charles E. Bamford “Concepts in
Strategic Management and Business Policy”, Pearson Education Limited, NewDelhi,2018.
 Fred R. David and Forest R. David “Strategic Management: Concepts and Cases - A Competitive
Advantage Approach”, Pearson Education Limited, New Delhi, 2015.
Course Outcomes:

Describe strategic management and present its model through the
CO1 examination of vision, mission and objectives of an organization. A1, A2, A4
Illustrate industry & competitive analysis as well as resource-based
CO2 view of the firm to assess the competitive position of the firm. A1, A2, A4
Generate alternative strategies by aligning key external and internal
CO 3 factors using appropriate techniques. A4
Evaluate the directional strategies in a typical organization and build
competitive advantage through business and functional level
CO 4 strategies. A3, A4
Explain various issues of strategy implementation and evaluate
CO 5 strategic performance using strategic measures. A1, A4
REFERENCES
• Charles W. L. Hill and Gareth R. Jones, Strategic Management Theory: An Integrated Approach,
Cengage Learning, New Delhi, 2010.
• Hitt, Ireland, and Huskisson “Strategic Management: Competitiveness and Globalization
(Concepts and Cases)”, Cengage Learning, New Delhi, 2017.
89
• John A Pearce, Richard B Robinson and Amita Mittal,“ Strategic Management: Formulation,
Implementation, and Control”,McGraw Hill, NewDelhi,2012.
• Barry J. Witcher&Vin Sum Chau, "Strategic Management Principles& Practice", Cengage
Learning, UK,2010.
• C. AppaRao, Parvathiswara Rao and B., Siva Ramakrishna, K., "Strategic Management and
Business Policy", Excel Books, New Delhi, 2008
• V. S. P. Rao and V. Hari Krishna, “Strategic Management: Text and Cases”, Excel Books, New Delhi,
2004.
JOURNALS
2. Vikalpa, Indian Institute of Management, Ahmedabad
3. The Indian Management Researcher, GITAM Hyderabad Business School

CO PO Mapping
(PO).
CO PO Mapping PO1 PO2 PO3 PO4 PO5 PO6 PO7 PO8 Sum
CO1 3 0 3 0 0 2 2 1 11
CO2 3 1 0 3 2 3 2 2 16
CO3 2 2 2 1 1 3 2 2 15
CO4 2 2 2 1 2 3 2 3 17
CO5 3 2 2 1 2 2 2 2 16
Target Level Max. 13 7 9 6 7 13 10 10 75
90
Course Code: MMB 803 Course Title: Business Ethics and

Corporate Governance
Home Programme(s):MBA (HRM) Batch/Academic Year: 2020-21
Course Leader:

Ethics and responsibility in business has received critical focus in the wake of the various corporate
scams that rocked the global economy. It is believed by many that in the own interest of business,
importance be given to ethical functioning. Business decisions often concern complicated situations
that are neither totally ethical nor totally unethical. The need for imparting sound ethics and a
responsible mindset in the future leaders is considered as one of the important aspects of higher
education. Decision making, when facing ethical dilemmas that arise in a wide range of contemporary
business practices, is crucial, and is enabled through moral reasoning and understanding ethical norms
of individuals and organisations. Having an insight into the challenges that may be encountered in
different functional areas in the business and understanding the impact of decision making on various
stakeholders is very crucial for the management professionals.
Another area of importance which has come into the fore in recent times in the Business & Corporate
segment is Corporate Governance. Understanding the need for, and the role of corporate governance
on sustainability of business is the need of the hour for all management professionals.
Course Objectives:
 Explain the concepts of personal and professional ethics.
 Describe the importance of business ethics and understand the need for ethical decision making.
 List out various ethical issues in functional areas of business management.
 Identify different corporate governance models.
 Explain the role of the board and governance committees in corporate governance
91
Unit I (Sessions 8) (CO1, CO2, L4 )
Ethics and Values: Understanding ethics and values and their formation - personal and professional
ethics; moral overconfidence - moral justification; moral disengagement – a basis for unethical
behavior.
Unit II (Sessions 8 ) (CO2, L5)
Corporate Culture and Ethics: The need and importance of business ethics
- Relation between ethics and business - Building an ethical corporate culture
– the impact of business environment - Leadership and Code of ethics - Ethical dilemmas, conflict of
interest and resolutions - ethical decision making - the impact of globalization on corporate culture -
CSR as part of corporate culture.
Unit III (Sessions 8) (CO3,,L4)
Ethics in Functional Areas: HR–harnessing diversity and building a fair workplace devoid of
discrimination and harassment - HSE – safe working conditions, privacy, work-life balance, whistle
blowing - Ethical issues in Marketing Mix-Issues due to globalization-Handling mechanism of breach
of a contract-Ethical issues in Finance - Financial Management- An overview- Importance of financial
statements- Fiduciary duty-Ethical issues in mergers and acquisitions- Hostile takeovers (Poison pill,
Greenmail, Golden parachute, Management buyouts) - Insider trading - Money laundering - Issues
due to globalization-Role of accountants- Accountants employed within the organizations-
Accountants I professional practices (The Auditor)- The rules governing the professional conduct of
accountants- Ethical audits.
Unit IV (Sessions 8) ( CO4, L6)
Corporate Governance An overview: Evolution of Corporate Governance- Models of Corporate
Governance- Anglo-American model, German model, Japanese model and Indian model formulation –
Issues in corporate governance-The emerging trend in corporate governance-E-Governance -
Corporate Lobbying.
Unit V (Sessions 8) (CO5 , L6)
Corporate Governance- Structures and Processes: Selection of the board- Role of the board-
Duties and responsibilities of board of directors-Governance committees-Committees of the Board:
Audit committee, Remuneration committee, Nomination committee- Role of CEO -succession
planning- Corporate governance reforms in India- Government role in ensuring corporate ethics-
Contemporary issues in corporate governance in India.
Assessment methods
Task Task type Task mode Weightage

(%)
A1 Mid exam Individual Written – level(short/long/Case 20
study )
A2 Coursera/ Individual Viva/Presentation on completion of 10
Online the course
course
A3 Case study/ Group/ Discussion and Presentation 20
Project Individual
A4 End-term Individual Written – (short/long/Case study ) 50
examination
Knowledge 92
dimension / L1. L2. L4. L5. L6.
Cognitive Remember Understand L3. Analyze Evaluate Create
dimension Apply
Factual
Knowledge
CO1
Conceptual (A1,A2, & CO4
Knowledge A4) (A1,A2,A4)
CO3 CO2 CO5 (A1,
Procedural (A1,A2, (A1,A3, ,A3, A4)
Knowledge A3, A4) A4)
Meta
Cognitive
Knowledge
Case Analysis Situation Analysis Brainstorming
Group Discussion Research Project Chalk and Talk

Teaching and learning resources Text Books:
1. Richard T. DeGeorge, “Business Ethics”, 7th Ed., Pearson, New Delhi, 2011
2. Fernando, A. C., “Business Ethics an Indian Perspective”, 3rd Ed., Pearson, New Delhi 2019
Course Outcomes:

CO1 Appraise the importance of personal and professional ethics (L4) A1, A3 & A4
CO2 Explain why ethical decision making is vital in building successful A1, A2, A3 &
business organisations.( L5) A4
CO3 Differentiate ethical issues in important functional areas of business. (L4) A1, A2, A3 &
A4
CO4 Interpret the issues and emerging trends in corporate governance. (L6) A1, A3 & A4
CO5 Appraise importance of the board in corporate governance. (L6) A3 & A4
References:
1. M.G. Velasquez, Business Ethics, Prentice Hall India Limited, New Delhi: 2007
2. R.C. Sekhar., Ethical Choices in Business, Response Books, New Delhi: 2007
3. Manikutty, S., “Being Ethical – Ethics as the foundation of Business”, Random House India,
Noida, 2011
4. Andrew Crane and Dirk Matten, Business Ethics. Oxford Publication, New Delhi: 2007.
5. Daniel E. Palmer (2015), Handbook of Research on Business Ethics and Corporate
Responsibilities, Publisher: IGI Global, US. [Book]
6. Michael Hoffman, Robert Frederick and Mark Schwartz (Ed) (2014), Business Ethics: Readings
and Cases in Corporate Morality, Fifth Edition, Publisher: Wiley Blackwell, US. [Book]
7. Milton Friedman, The Social
93 Responsibility of Business is to Increase Profits [Journal Paper]
8. Edward Freeman () Stakeholder Theory of Modern Corporation [Journal Paper]
Journals
1. Economic and Political Weekly, Sameeksha Trust, Mumbai.
Visakhapatnam
CO PO Mapping
is to map the level of relevance of the Course Outcome (CO) with Programme Outcome (PO).
CO PO Mapping
PO1 PO2 PO3 PO4 PO5 PO6 PO7 PO8 Sum
CO1 1 0 0 1 1 1 0 0 4
CO2 2 3 3 0 0 3 0 2 13
CO3 0 0 0 3 3 3 3 3 15
CO4 0 0 2 0 3 3 2 3 13
CO5 2 0 0 3 3 3 0 2 13
Target Level Max. 5 3 5 7 10 13 5 10 58
94
Semester -IV

Sl. Course
1 MHU842 Employment Laws - II 3 3 50 50 100 3
2 MHU844 Industrial Relations & Statutory 3 3 50 50 100 3
Compliance and Drafting
3 MHU846 Global Human Resource 3 3 50 50 100 3
Management
4 MHU848/ Strategic Human Resource
MHU852/ Management/ Change 3 3 50 50 100 3
MHU850 Management/ HR & Technology
(Choose ONE out of 3 courses)
5 MOE/ One Open Elective/Contemporary 2 2 50 100 2
MCC Course
6. MHU892 Comprehensive Viva 100 2
7. PCDs 350 350 7*
Comprehensive Viva 21 21 600 200 950 23
PCDs
* In case of PCDs, the student has to earn minimum of 7 credits out of 10 credits offered across
4 semesters to get the degree and credits earned shall be shown in IV semester only.
PCDs

Sl. Course Credits
1 MMB816 Business Simulation Game 2 2 50 50 2
Total 2 2 50 50 2
Grand Total 23 23 650 200 950 25
IV Semester PCDs COURSES
Sl No. Course Code Subject Credits Semester

1 MMB802 CBA -1 1 I
2 MMB804 Yoga and Meditation 1 I
3 MMB806 95
Venture Discovery 2 I
4 MMB808 BEC 1 II
5 MMB810 Soft Skills -1 (Work Shop) 1 II
6 MMB812 CBA -2 1 III
7 MMB814 Soft Skills -2 (Work Shop) 1 III
8 MMB816 Business Simulation Game 2 IV
Total 10
• In case of PCDs, the student has to earn minimum of 7 credits out of 10 credits offered across 4
semesters to get the degree and credits earned shall be shown in IV semester only.
Choose one contemporary course from the following Contemporary courses offered from the below
list.
Semester IV Contemporary Courses offered
S.No. Course Sessions Marks

Course Code Type Course T P Total CA SEE Total Credits
1. MCC 801 Elective CSR & 2 2 50 50 2
Sustainable
Development
2. MCC 802 842 Elective Social 2 2 50 50 2
Innovation
3. MCC 803 Elective Behavior 2 2 50 50 2
al
Economi
cs
4. MCC 804 Elective Technolo 2 2 50 50 2
gy
Managem
ent
5. MCC 805 Elective Environme 2 2 50 50 2
ntal
Sciences
6. MCC 806 Elective Intellectual 2 2 50 50
Property 2
Systems
7. MCC 807 Elective Technologic 2 2 50 50 2
al
Entrepreneur
ship
8. MCC 808 Elective Alternate 2 2 50 50 2
Dispute
Resolution
9. MCC 809 Elective Alternati 2 2 50 50 2
ve
Investme
nts
10. MCC 810 Elective
96 Financial 2 2 50 50 2
Metrics
11. MCC 811 Elective Contemporar 2 2 50 50 2
y HR
Practices
12. MCC 812 Elective HR in 2 2 50 50 2
Knowledge
Management
15 MCC 815 Elective Personal 2 2 50 50 2
Tax
Planning
Course Code:MHU 842 Course Title: EMPLOYMENT LAWS -II

Semester: IV Course Type: Elective Credits: 3
Course Leader: Dr. Shaik Shamshuddin

In the present economic scenario, Labour and Employment laws assume great importance and
relevance and therefore an in-depth knowledge of labour laws is necessary for Human Resource
Management. Understanding the basics required legal conceptual knowledge tosharpen one’s
managerial excellence enables Human Resoucrce Manager to take right decisions at appropriate times,
which would avoid litigations of varied nature and help in maintaining industrial peace and harmony.
Course Objectives:
 To understand the basic concepts of various labour legislations
 To acquire skills in presenting the views during litigations in a court of law
 To acquaint with the documentation that needs to be submitted to various labour departments
Course outline and indicative content Unit I (8 Sessions) (CO1, CO2,

L1 & L2)
The Employees State Insurance Act, 1948.
Unit II (7 Sessions)(Co2) (Lo2) TheEmployeesCompensationAct,1923andthePaymentofGratuity
Act,1976. Unit III (6 Sessions) (CO2, CO3, L1&L3 )
The Employees Provident Fund and Miscellaneous Provisions Act, 1952 and the Maternity
Benefit Act,1961
Unit IV (7 Sessions) (CO1,O3, , L1 & L3)
ThePaymentofBonusAct,1965and,theEqualRemunerationAct,
97 1976 Unit V (9 Sessions)
(CO2,CO3, , L3)
The Child Labour (Prohibition & Regulation) Act, 1986 and theA.P.Shops &Establishments Act,1988
Assessment methods
Task Task Task mode Weightag

type e (%)
A1 Mid exam Best of Written –L3 level 20
Two )
A2 Coursera/Online Quiz 10
Course
A3 Surprise Quiz Online test – L3 10
level
A4 Case
discussion/
Assignment Assignment L4 10
submission/
class room
activities
A5 End-term Written 50
examination (short/long) –
L3, L4 & L5
level
Mapping COs - Blooms levels- Assessment Tools:
Knowle L1. L2.

dge Re- Unde L3. L4. L5. L6.
dimensi App Analyze Evalu Cre
mem r-
on / ly ate ate
ber stand
Cogniti
ve
dimensi
on
Factua
l
knowle
dge
Concep
tual CO1
knowle (A1,
dge A2
A3)
CO2(A2
Proced , A3,A4)
ural CO3(A2
knowle , A3, A4) CO4
dge (A3,
98 A4)
CO5(A
3, A4)
Meta
cogni-
tive
knowl-
edge
Lecturing, Power Point Presentations, Class room Presentations, On line quiz, Role Plays,
Presentations etc.,
Teaching and learning resources TEXTBOOK
Padhi,P.K.,"LabourandIndustrialLaws",PrenticeHallofIndia,NewDelhi,2012
REFERENCES
Singh B.D., "Labour Laws for Managers", ExcelBooks, NewDelhi, 2014 Malik P.L., "Industrial and
Labour Laws", Eastern Book Company, 2013 Mishra S.N., "Labour and Industrial Laws", Central
Law Publication, 2012.
Course Outcomes:

CO1 Student will be able to understand the significance of legal knowledge. A1,A2&A3
CO2 Student will be able to understand Legal interventions and its effects on A1,A3&A3
organisations.
CO3 Students will be able to understand the role of various enactments and A2,A3&A3
applicability.
CO3 At the end student will be able to uunderstand the purposes, relevance A3,
and Various precedents, Judgments, Amendments.
CO3 Student will be able to apply multidisciplinary approach to the A3,
employment and Legal context
JOURNALS
Labour Law Reporter Labour Law Journal
CO PO Mapping
(PO).
CO PO Mapping
C01 2 0 0 0 2 0 1 2 7
C02 1 0 1 2 1 0 2 2 9
CO3 1 0 1 1 2 1 1 2 9
CO4 299 0 1 1 1 0 1 2 8
Target Level Max. 6 0 3 4 6 1 5 8 33
Course Code: MHU 844 Course Title: Industrial Relations and

Drafting Statutory Compliance forms
Semester: IV Course Type: Elective Credits:3
Course Leader: Dr K V Sandhyavani
Industrial relations which is an insuperable part of the personnel function encompasses the complex
web of relations, between employers, workers and the government. Industrial climate today is
characterized by the escalating expectations of workers, the gradual contraction of managerial powers,
strife and indiscipline coupled with worker-militancyun-certainties caused by structural developments
in the industry. This course gives insights to students in understanding the dynamics of industrial
climate and the mechanisms supporting good industrial relations.
Course objectives:
 Understand the concept of industrial relations and the key actors involved.
 Understand why industries are dynamic and how the relations between the key actors influence the
working of an industry
 Understand the various forms related to statutory compliances and consequences of non-
compliances
Course outline and indicative content UNIT-I :( CO1 L2, L4) (Sessions 6)
Industrial Relations: Definition of IR and significance of key actors in IR;
Approaches to IR; Factors affecting IR; Prerequisites for successful IR; Emerging trends in IR; Impact
of Globalization and technology on IR
UNIT-II (CO2 L2, L4) (Sessions 6)
Trade Union Concept: Evolution of trade unions in India; Functions of Trade Unions in India;
Problems of Trade Unions; Role of trade unions in IR; employers organizations - functions and their
role in IR; the role of State in IR and different types of interventions;
UNIT-III: (CO3 L2) (Sessions 10)
100
Industrial Conflicts: Classification of industrial disputes; causes and consequences of disputes;
Prevention of industrial disputes- Collective bargaining(CB), workers participation in Management,
joint management committees and Work committees; Resolution of industrial disputes- Tripartite
bodies, Bipartite bodies, ILC and SLC; Settlement machinery–mediation, conciliation, arbitration and
adjudication;
UNIT-IV: (CO4 L2, L3) (Sessions 10)
Discipline: Grievances -causes of grievances, grievance redressal mechanism; Discipline- managing
discipline, code of discipline and its objectives; unfair labor practices; Misconduct, acts of misconduct;
Domestic enquiry - Principles of Natural Justice, domestic enquiry process, Consequences of non-
compliance with the principles; Standing orders -The main provisions of Industrial employment
(Standing Orders) Act, 1946.
UNIT-V: (CO5 L2, L3) (Sessions 6)
Drafting of Statutory Compliance Forms: important provisions of Labour Laws- Section 2A, 11-A
and 17-B under the industrial disputes act; statutory compliances – drafting the various compliance
forms.
Assessment methods

A2 Case study/Project Group/ Individual Discussion and 20
Presentation -L5 level
A3 Coursera/Online course Individual Viva/Presentation on 10
completion of the course
A4 End-term examination Individual Written (short/long) –L4 50
level
Knowledge L1.
Rememb
Cognitive Understand Apply Analyze Evaluate Create
er
dimension
Factual
Knowledge
Conceptual CO1 CO1
Knowledge (A1,A3,A4) (A1,A3,
CO5 (A2, A4) A4)
CO3 (A1,
CO3 ( A1, A2, A2, A4)
Procedural A4) CO4 CO2 (A1,
Knowledge CO4 (A2, A4) (A2,A4) A3, A4)
CO5(A2,
A4)
Meta Cogni-
tive Knowl-
edge
• Lecture method of teaching concepts
• Case methodology to make the student practice application of concepts.
101
• Group discussions and presentations can also be adopted to evaluate the various employability
skills of students
E-Resources, Cases, E-Books, Websites, E-Library, Handouts. The teaching material in the form of
presentations or word documents, extra material from journals, internet, and websites related to labor
department, e-books from GIM library will be uploaded for the student in G-learn.
Course Outcomes:

CO1 Recognize the dynamics of industrial relations in organizations A1, A2,A4
CO2 Examine the causes of poor industrial relations in organizations A1, A3,A4
CO3 Describe the different mechanisms for maintaining good industrial A1, A3,A4
relations
CO4 Apply the various principles and procedures for maintaining A3,A4
discipline in organisations
CO5 Discuss the statutory compliances in an organization to maintain A3, A4
good industrial relations
References books:
1. H.L. Kumar; Law relating to disciplinary proceedings in industries; Universal Law Publications,
New Delhi.
2. Memoria & Memoria, “Dynamics of Industrial Relations”, Himalaya Publishing House, New
Delhi.
3. P.K. Padhi; Labour and Industrial Laws; Prentice Hall;
4. S.N. Mishra; Labour and Industrial Laws, Central Law Publications; New Delhi.
5. Singh, B. D., “Industrial Relations - Emerging Paradigms”, EXCEL BOOKS, New Delhi
Journals
Visakhapatnam
2. Human Capital Labour Law Reporter
3. Indian Journal of Industrial Relations
4. Personnel today
CO PO Mapping
(PO).
CO PO PO PO PO PO PO PO PO PO Su
Mapping 1 2 3 4 5 6 7 8 m
CO1 1 0 0 1 2 1 2 0 7
CO2 1 0 0 1 2 1 2 0 7
CO3 0 0 0 1 2 1 2 0 6
CO4 0 0 102
0 0 0 3 0 0 3
CO5 0 0 0 0 0 3 0 0 3
Target Level 2 0 0 3 6 9 6 0 26
Max.
Course Code: MHU 846 Course Title: Global Human Resource

Management
Course Leader: Dr. B. Krishna Kumari
In the emerging global economic environment, even companies which operate in domestic markets have
to contend with global competition. The rise of India and its growth story highlights the growing role
of multinational companies in India and Indian multinationals in global economy. Among the various
dimensions of international business, the people dimension or the management of human resources with
all its cross cultural complexities and culture fit issues in mergers and acquisitions assume greater
significance and pose major challenges.
Managing people in a multinational context is the essence of international human resource
management. This requires a broader perspective of what operating internationally involves, and a
clear recognition of the range of issues pertaining to all categories of staffing operating in different
functional, task and managerial capacities. The objective of this course is to equip the students with
basic concepts of GHRM including various HR processes and high performance Human Resource
Practices.
Course Objectives:
 To understand the basic concepts of ‘Global Human Resource Management’.
 To understand the effect of ‘Culture’ in global excellence.
 To identify the Issues and Challenges arises in Global Context.
 To acquire knowledge regarding Best HR practices in Global context. On successful

Unit I (10 sessions) CO1, CO2, L3, L4
International Human Resource 103 Management: Concept, scope and significance, approaches to
International Human Resource Management, differences between domestic and international HR
activities, organisational structure of multinational corporations.
Unit II (10 sessions) CO2, CO5, L3, L4
Recruitment and selection criteria for international assignments, culture - theories of culture and its
impact on organisations.
Unit III (10 sessions) CO2, CO3, CO5, L3, L4, L5
Training and development, methods of training, management development in international
assignments, process for repatriation.
Unit IV (10 sessions) CO3, CO4, CO5, L3, L4, L5
Compensation; multinational corporations and compensation system; performance management in
MNCs.
Unit V (10 sessions) CO3, CO4, CO5, L3, L4, L5
Labour Relations in multinational corporations; issues and challenges of IHRM.
Assessment methods
A2
Coursera Individual Certificate/ Coursera 10
Assignment
A3
Case / Project Groups Presentations, 20
Report
A4 End-term Individual Written (short/long) 50
exam
Knowledge L1. L2.

dimension / L3. L4. L5. L6.
Rememb Under-
Cognitive Apply Analyze Evaluate Create
er stand
dimension
Factual
Knowledge
Conceptual CO1
Knowledge (A1,A2
A3)
CO4
Procedural CO2 (A1, A2) (A2,A4)
Knowledge CO3 (A3, A4) CO5(A2,
A4)
Meta Cogni-
tive Knowl-
edge
Lectures will be supported by active class room participation, presentations and group discussion with
relevant organisational practices. Case analysis and discussion will enlighten the students regarding
expatriation and repatriation challenges in the global context.
Soft copies of uncovered topics104in the text books and case material will be made available through X-
Learn/G-learn. Students are required to go through E-Resources (Gitam.edu) and suppose to come
prepared to the class given study material & handouts along with the following suggested readings.
Course Outcomes:

Course Outcome Assessment
CO1 Understand the concepts of ‘Global Human Resource A1,A2&A3
Management’ in terms of PCN,
HCN and TCN.
CO2 Understand the cultural theories, employee recruitment and A1,A2&A3
selection and their relevance
in GHRM.
CO3 Understand the Issues and Challenges arises in Global A3&A4
Context (Expatriate compensation, Expatriate training,
Reassignment etc) and leverage the diversity for
organizational
development.
CO4 Understand global employee relations and A3&A4
its challenges to HR managers.
CO5 At the end student will be able to understand regarding Best
HR practices in Global
context
Prescribed Text book:

• Peter J. Dowling, Denice E. Welch., International Human Resource Management. Thomson,
India: Latest version.
• Anne-WilHarzingJoriz Van Ruysseveldt., International Human Resource Management. Sage
Publications. New Delhi: 2006.
• Charles M. Vance Yongsun Paik., Managing a Global Workforce. Prentice– Hall. New Delhi: 2007.
• K. Aswathappa, Sadhna Dash., International Human Resource Management. Tata McGraw – Hill
Publishing Company Limited. New Delhi: 2007.
CO PO Mapping
(PO).
CO PO Mapping 105
C01 2 0 0 1 1 0 2 2 8
C02 1 1 1 1 2 0 1 1 8
CO3 0 1 0 1 2 1 1 2 8
CO4 1 1 0 1 1 0 2 2 8
CO5 1 0 0 1 1 0 2 2 7
Target Level Max. 5 3 1 5 7 1 8 9 39
Course Code: MHU 848 Course Title: Strategic Human Resource

Management
Home Programme(s):MBA (HRM) Batch/Academic Year: 2020 - 2022
Course Leader: Dr. YVVSSS Vara Prasad

Though the concepts of Strategic Human Resource Management students will be able to understand
the link between human resources department and strategic goals and objectives of the organization in
order to improve the organization’s performance and develop the organization’s culture to ensure that
there is innovation and flexibility. Strategic Human Resource Management requires the accepting of the
Human resource function as a partner in the formulation of the company’s strategies and also in the
implementation of those strategies through the human resource activities of the company.
Strategic Human Resource Management deals with taking care of the organization’s human resource
and managing the human resource appropriately to help in the generation of the organization’s profit
and also drive the organization towards achieving its goals.
Course objectives: at the end of the course student will be able to:
 Demonstrate an understanding of strategy and its role in HRM
 Understand the basic concepts of SHRM
 Learn various models of SHRM to full fil the business needs
 Learn the process of making strategies
 Evaluate and conduct HR audit

106
Introduction: Definition of SHRM, Need and Importance of SHRM; Human resources as a source of
competitive advantage; Traditional HR Vs. Strategic HR, Barriers to strategic HR, Types of Strategies-
Corporate Strategy, Business strategy and HR Strategy.
Unit II (6 sessions)(CO2, L2& L3)
Integration of HR Strategy : Integration of HR Strategy with corporate and business strategies;
Different approaches to integration; the 5-P model for linking people with strategic needs of business;
Role of HRM in strategy formulation and implementation; HR as a Strategic partner;
Unit III (6 sessions)(CO2, CO3, L12, L3& L4)
HR Environment and Strategic HR Processes: Impact of Technology, Changing nature of work,
demographic changes, work force diversity etc., on HR; HR Planning, Strategic issues in staffing;
Performance Management: Meaning and need for performance management, performance appraisal
systems and their limitations.
Unit IV (6 sessions)(CO3, CO4, L13 & L4)
Training and Development Strategies: Cross-cultural training, Multi-skilling, Succession Planning;
Creating a learning organization; Strategically oriented compensation and reward systems: Skill -
based pay broad banding, variable pay, profit sharing, employee stock option plans, executive
compensation.
Unit V (6 sessions)(CO3, CO4, L3, L4 & L5)
Systems of high – performance human resource practices; Human resource Evaluation; Measures of
Evaluation; HR Audit.
Assessment methods
A2 Coursera / open Individual Course completion certificate 10
elective with Assessment
A3 Case / Project / Groups* or Presentations/Report/Assignment 20
Assignment Individual with Q&A/Viva
Knowledge
Cognitive Remember Understand L3. Analyze Evaluate Create
dimension Apply
Factual CO1, CO2
Knowledge CO1 (A1, (A1, A2, A4)
A4)
Conceptual CO2
Knowledge (A2,
A4)
Procedural
Knowledge CO3(A1&
A2, A4)
Meta
Cognitive CO4 (A2,
Knowledge A3, A4)
Classroom Teaching, Power Point
107 Presentation, Application in real life situation, Problem Solving,
Course Outcomes:
Course outcomes Assessment

CO1 understand the relationship of HR strategy with other functional and A1,A2&A4
overall corporate strategy
CO2 how to formulate HR strategy, apply different models to business needs A1,A2,A3&A4
CO3 apply different models to develop strategies, where different HR A1,A3&A4
practices requires
CO4 evaluate and audit different practices of HR A1, A3&A4
References:
Soft copies of uncovered topics in the text books and case material will be made available through X-
Learn/G-learn. Students are required to go through E-Resources (Gitam.edu) and required study
material & handouts along with the following suggested readings..
1. Jeffrey A. Mello “Strategic Human Resource Management” – Cengage Learning
2. Charles R. Greer., Strategic Human Resource Management- A general managerial approach.
Pearson Education (Singapore) Pvt. Ltd.
3. K. Prasad, Strategic Human Resource Management, K. Prasad. Macmil- lan India Ltd.
4. RajibLochanDhar., Strategic Human Resource Management, Excel Books, New Delhi
5. TanujaAggarwala., Strategic Human Resource Management, Oxford Uni- versity Press, New Delhi.
CO PO Mapping
(PO).
CO PO
Mapping
Internal PO PO PO PO PO PO PO PO Su
1 2 3 4 5 6 7 8 m
CO1 3 0 0 2 0 2 0 0 7
CO2 2 3 0 3 2 0 3 2 15
CO3 0 2 2 0 3 2 0 0 9
CO4 0 0 3 0 3 3 0 2 11
Target Level 5 5 5 5 8 7 3 4 42
Max.
108
Course Code:MHU 850 Course Title: HR &TECHNOLOGY

Home Programme(s): MBA (HRM) Batch/Academic Year:2020-2022
Course Leader: Dr. K V Sandhyavani

The tide of technology has reached HR's shores and is carrying it into deeper waters where it can
analyze data to play a more active role in the organization. The big data that is available to a HR
manager within the organization can be used for talent management. This course is designed to create
an awareness of the significant role of human capital metrics in managing talent in organizations.
Employee value proposition can be created by making decisions based on data available in an
organization. On successful completion of this course, students will be able to:
Course Objectives:
at the end of the course student will be able to
 Understand the concepts of human capital metrics
 Understand significance of analytics in decision making in HR domain
 Design and implement HRIS in organizations
Course outline and indicative content UNIT-I :( CO1 L2, L4)( Sessions 8)
Introduction to Analytics: Meaning of analytics; Classification; Importance of HCM Model;
Employee value proposition; Human Capital performance metrics-second generation and third
generation metrics; Predictive analytics for Human Capital Management- interpreting data.
UNIT-II (CO2 L2, L3, L4) (Session 9)
The new face of workforce planning: The workforce planning; Segmentation of skills; Compensation
for attracting, motivating and retaining employees; Measuring employee engagement; Disorder and
disengagement; Signs of departure-behavior based signs, event based signs, data based signs of
departure.
UNIT-III: (CO3 L2, L3, L4, L5,
109 L6) (Sessions 10)
The business playbook: Concept of business playbook; significance of business playbook; scenario
planning; contents of a playbook; process of creating a playbook; HR playbook
UNIT-IV: (CO4 L2, L3) (Sessions 8)
Introduction to HRIS: Definition and significance of HRIS; Types of HRIS; System Development
process of HRIS; Database concepts- Data, information and knowledge; DBMS concepts- Entities,
Attributes, Relationships, Primary keys and Foreign keys; Data and users in HRIS.
Designing HRIS: HRIS architecture- two tier, three tier, N-tier architecture with ERP; Cloud
computing; Planning system implementation; System development Life cycle (SDLC) phases – need
analysis, logical design, physical design, vendor selection, assessing system feasibility; ERP life cycle;
project management in HRIS – IT perspective, HR perspective, investments in HRIS cost benefit
analysis, implementation costs, estimating indirect benefits.
Assessment Methods
Weightage (%)
Viva/Presentation on
Coursera/Online completion of the course
A2 Individual 10
course
Discussion and
Case study/ Group/ Presentation -L5 level
A3 Project 20
Individual
End-term Written (short/long)
A4 examination Individual 50
–L4 level
Mapping COs - Blooms levels- Assessment
Knowledge L1.
dimension / Remem- L2. L4. L5. L6.
Cognitive ber Understand L3. Analyze Evaluate Create
dimension Apply
Factual
Knowledge
CO1 (A1, A3,
Conceptual A4) CO1 (A1,
Knowledge CO4 CO5 A3, A4)
CO2(A1,
A2, A3,
A4)
CO2(A1, A2, CO3(A2)
A3, A4) CO4(A1, CO2(A1, A3,
Procedural CO3(A3) A2) A2, A4)
Knowledge CO4(A1, A2) CO5 (A1, CO3(A2) CO3(A2) ,
CO5 (A1, A4) A4)
Meta
Cognitive
Knowledge
• Lecture method of teaching concepts
• Case methodology to make the student practice application of concepts.
• Group discussions and presentations
110 can also be adopted to evaluate the various employability
skills of students.
Course Outcomes:
Course Outcome Assessment

CO1 Explain the significance of human capital metrics in creating A1, A3,A4
value proposition for the organization
CO2 Analyze the application of analytics to make various HR A1,A2, A3,A4
decisions
CO3 Create a business playbook A2
CO4 Design a HRIS based on organization needs A1, A2
CO5 Implement HRIS in an organization using concepts of Project A1, A4
management
References
1. JAC Fitzeng: The New HR Analytics
2. Kavangah, Human Resource Information systems: Basics, Applications and Future Direction,
New Delhi: Sage Publications
3. Badgi , Practical Guide to Human Resource Information Systems, NewDelhi :PHI.
4. RajeshRay, EnterpriseResourcePlanning,NewDelhi:TataMcGraw Hill.
5. Ashok K Gupta, Developing Human Resource Information System,New Delhi: Daya
PublishingHouse.
6. Goyal,D.P,EnterpriseResourcePlanningaManagerialPerspective,New Del- hi: Tata
McGrawHill.
CO PO Mapping
(PO).
CO1 1 0 1 0 1 0 2 3 8
CO2 2 2 0 0 2 0 2 3 11
CO3 3 3 2 2 2 0 2 3 17
CO4 1 0 1 0 0 0 1 1 4
CO5 1 0 1 0 2 0 1 1 6
Target Level Max. 8 5 5 2 7 0 8 11 46
111
Course Code: MHU852 Course Title: CHANGE MANAGEMENT

Course Leader: Dr. K V Sandhyavani
Course description Course Objectives
In a changing world, progress is rarely achieved only by 'reasonable' man. Leadership, vision, and
inspiration are essential for success in handling change. The course attempts to enable the students to
understand the key 'ingredients' for successful change. Also, the course exposes the student to a range
of concepts and techniques to help them handle change more effectively.
Course Objectives:
at the end of the course student will be able to
1. Understand the concept of change and its consequences
2. Understand organizational culture and it's change consequences
3. Appreciate the process of organizational development and OD interventions
UNIT-I :( CO1 L2, L4) (Sessions 7)
Organizational Change : Introduction, forces of change, planned internal change, planned external
change, types of change.
UNIT-II (CO2 L2, L3, L4) (Sessions 9)
Models of Change: Characteristics, Systems Model, Lewin's Force Field Analysis, Continuous
Change Process Model, change and its impact, resistance to change.
UNIT-III: (CO3 L2) (Sessions 9)
Organizational Culture and Change: Corporate culture, a systematic approach to making change,
tenk eys to effective Change Management.
UNIT-IV: (CO4 L2) (Sessions 6)
Organizational Development:112
Characteristics, assumptions of OD, Modelof OD Action Research.
OD Interventions: Selecting an OD intervention, classification of OD interventions, OD
interpersonal interventions, OD team development interventions, OD intergroup development
interventions.
Assessment Methods
Weightage
Coursera/Online Viva/Presentation on
A2 course Individual completion of the course 10
Case study/ Group/ Discussion and Presentation
A3 Project Individual -L5 level 20
End-term
A4 examination Individual Written (short/long) –L4 level 50

Cognitive Apply
dimension
Factual
Knowledge
Conceptual CO1 CO3
Knowledge CO4 CO5 CO1
Knowledge CO5
Meta Cogni-
tive Knowl-
edge
 Lecture method of teaching concepts
 Case methodology to make the student practice application of concepts.
 Group discussions and presentations can also be adopted to evaluate the various employability
skills of students.
Course Outcomes:

CO1 Understand the concept of change and consequences to change in A1, A2, A4
organizations
CO2 Analyze the different113
models of change and understand the process of A1,A2,A4
changes
CO3 Analyze the impact of organizational culture in the process of change A1, A3, A4
CO4 Understand the concept of Organizational development A1, A4
CO5 Understand the various OD interventions A2, A4
Text Book
Kavitha Seth, "Organization Change and Development", Excel Books, 2014
References
1. RadhaR.Sharma,"ChangeManagement",TataMcGrawHill,NewDel- hi,2012
2. Nilakant and Ramanarayan, "Change Management", ResponseBooks, New Delhi,2012
3. Kirpatrick, D. L., "Managing Change Effectively", Butterworth,New Delhi,2012
Journals
1. Stanford Social Innovation Review Stanford University
3. Vikalpa, Indian Institute of Management,Ahmedabad
CO PO Mapping
(PO).
CO1 1 0 0 1 2 0 2 0 6
CO2 1 0 0 2 1 0 2 0 6
CO3 2 0 2 2 2 1 0 0 9
CO4 2 0 1 0 2 0 2 0 7
CO5 3 0 1 0 2 0 3 0 9
Target Level
Max. 9 0 4 5 9 1 9 0 37
114
Semester IV
Contemporary Courses offered
S. Course Sessions Marks

No. Course Code Type Course T P Total CA SEE Total Credits
1. MCC 801 Elective CSR & Sustainable 2 2 50 50 2
Development
2. MCC 802 842 Elective Social Innovation 2 2 50 50 2
3. MCC 803 Elective Behavioral 2 2 50 50 2
Economics
4. MCC 804 Elective Technology 2 2 50 50 2
Management
5. MCC 805 Elective Environmental 2 2 50 50 2
Sciences
6. MCC 806 Elective Intellectual Property 2 2 50 50
Systems 2
7. MCC 807 Elective Technological 2 2 50 50 2

Entrepreneurship
8. MCC 808 Elective Alternate Dispute 2 2 50 50 2
Resolution
9. MCC 809 Elective Alternative 2 2 50 50 2
Investments
10. MCC 810 Elective Financial Metrics 2 2 50 50 2
11. MCC 811 Elective Contemporary HR 2 2 50 50 2
Practices
12. MCC 812 Elective HR in Knowledge 2 2 50 50 2
Management
15 MCC 815 Elective Personal Tax 2 2 50 50 2
Planning
115
Contemporary Courses
MBA IV SEMESTER
MCC 801: CSR & SUSTAINABLE DEVELOPMENT INTRODUCTION
Course Description:
Corporate Social Responsibility (CSR) assumes pivotal significance in the world-wide debate on
sustainable development. Much of humankind is vulnerable to natural disasters, extreme poverty,
infectious disease and a host of other challenges. In the name of development humans have irreversibly
harmed the socio-ecological fabric. Businesses have awakened to this fact and are trying to catch up
and reduce the alarming rate of this impact.
More than ever, corporations are engaging the larger community with policies and procedures in pursuit
of Corporate Social Responsibility (CSR). With India leading the way in 2013, by introducing the
historic bill on CSR in the Companies Act 2011, we now require to build young, gender sensitive and
environmentally conscious India. It is essential to sensitize future managers about social sector -
welfare initiatives, non-governmental interventions and the importance of CSR.
Course Objectives:
 To understand the need of corporate social responsibility (CSR) Recognizing various social
sectors where CSR can be of significance
 Analysing the importance of public-private partnership (PPP) in social development
 Sensitize the students about fragile issues of sustainable and responsible business development.
COURSE SYLLABUS
Unit I: Business and Society: Introduction to Corporate Social Responsibility
(CSR): Concepts, social aspects of CSR, drivers of CSR; Corporate Citizenship, limitations of
approaches to CSR.
Unit II: CSR debate in India: Indian traditional value system for CSR - from philanthropy to Public-
Private-People Partnerships; trusteeship (Gandhism).
Unit III: Sustainable Development: Stakeholder engagement - concept and practice, its relevance in
achieving triple bottom line.
Unit IV: Regulatory guidelines regarding CSR and its impact; the role of Non Government
Organizations (NGO) in CSR.
116 social irresponsibility.
Unit V: Investigating corporate
Course Outcomes
On completing this course the student
1. Will be more empathetic towards the lesser fortunate strata of the society
2. Will have a positive inclination towards CSR and will be able to appreciate it rather than treat it
as a forced obligation
3. Understanding the role of CSR for sustainable development and the various stakeholder
perspectives will give them clarity in guiding the firm they associate with in effective
implementation of CSR strategies
References:
TEXT BOOK
Baxi, C.V., Prasad, A., “Corporate Social Responsibility - concepts and cases”, Excel Books, New
Delhi: 2013
Other References:
1. Srivastava, A., Kothari, A., “Churning the Earth - the making of Global India”, Viking, 2012
2. Biswas, S.C., Gandhi Theory and Practice Social Impact and Contemporary Relevance,
Indian Institute of Advanced Studies, Simla, 1969
3. Moon, J., “The Contribution of Corporate Social Responsibility to Sustainable
Development”, John Wiley & Sons Ltd, InterScience 15, 2007
JOURNALS
 Journal of Business Ethics
 Vikalpa, Indian Institute of Management, Ahmedabad
117
MCC 802 842 Social Innovation
MBA IV SEMESTER
Course Description
Social innovation refers to new strategies, concepts, ideas and organizations that meet social needs of
all kinds - from working conditions and education to community development and health - and that
extend and strengthen civil society.
Existing structures and policies have found it impossible to crack some of the most pressing issues of
present times - such as climate change, the worldwide epidemic of chronic disease, and widening
inequality. There is a wide, and probably growing, gap between the scale of the problems faced and
the scale of the solutions on offer.
Social innovation has become the theme in many fields. They include: (1) Social entrepreneurship (2)
Technology (3) Public Policy (4) Cities and Urban Development (5) Social Movements (6)
Community Development.
Course Objectives
 The objectives of the course therefore are to enable students to apply conceptual frameworks and
toolkits to evaluating social and environmental (ir) responsibility;
 To understand when and how businesses may do better by doing good; and
 To anticipate new market opportunities to develop a competitive advantage in an era of higher
social and environmental expectations.
COURSE SYLLABUS
Unit 1: Market failure, recognizing problems/opportunities, future of the world.
Unit 2: Social Innovation - introduction, stages, sustenance.
Unit 3: Social Innovation in Government, Public Sector, Private Sector, CSR.
Unit 4: Social Entrepreneurship - meaning, business model, scaling, sustaining.
Unit 5: Cases related to Social Innovation in the community.
Course Outcomes:
The course on Social Innovation enables the students to:
1. Develop sensitivity to the118
social end of the business-society spectrum.
2. Identify innovative ideas that could be tailored to become socially innovative
products/service on the lines of business plans.
3. Where ever possible bring about a social sensitivity within the organizations they are
employed in.
References:
TEXT BOOK
“Building Social Business: The New Kind of Capitalism that Serves Humanity’s Most Pressing Needs,
Muhammad Yunus”, Reviewed By Rodney Schwartz, Public Affairs 2010
ONLINE RESOURCES
http://www .addmecop.eu/home/european/library/literature/ Social_ Innovator_020310.pdf
http://www.sbs.ox.ac.uk/centres/skoll/research/
Documents/Social%20Innovation.pdf http://www .ngobiz.or g/picture/File/ Social%20Enterpeuneur -
The%20Case%20of%20Definition.pdf https://www.ashoka.org
JOURNALS
Stanford Social Innovation Review Stanford University Online Magazine
http://changemaking.ashoka.org/
119
MCC 803: Behavioral Economics
Course Description:
This course provides a non-technical introduction to behavioural economics a. Behavioural economics

analyses regularities in actual individual and strategic decision making and documents departures from
behaviour predicted by classical economic theory. Behavioural economics explains these departures by
incorporating psychological aspects into economic theories. This course will help student to understand
why people make the decisions they make, improve their own decision making, and predict how others
behave in situations in which they interact with them strategically.
Behavioural economics combines insights from psychology, judgment, and decision making, and
economics to generate a more accurate understanding of human behavior.
The purpose of this course is to inform future managers, underlying the decisions made by customers,
competitors, peers, and themselves, with emphasis on how to incorporate insights into business,
marketing, and investing strategies. It also provides students with practical advice about applying these
findings to topics in marketing, management and finance.
Course Objectives:
 To learn the rational and cognitive decision making and Decision Fatigue.
 To know perception basis and inertial effects.
 It understands the concepts of Behavioral finance and advanced behavioral economic
concepts.
Syllabus:
Unit I : Introduction to Behavioral Economics: Understanding Human Behavior - Behavioral Traits
- Preferences, Actual Processes, Non-economic information, Decision Fatigue, Manipulation,
Bounded Rationality –Optimal Satisificing, Cognitive Surplus- Kahneman’s Cognitive System
Unit II: Economic Behavior: Heuristics for complex choices – Utility Function, Cardinal Utility,
Satisficing, Directed Cognition, Choice Arbitrariness; Choice with Risk – Exponential Discounting,
Learning from New Information – Social Preferences- Social Utility and Decision Making, Bargain
Impasse.
Unit III: Economic Anomalies: Rational Man – Consumer Choice under Certainty and Uncertainty;
Prospect Theory – Reference Point, S-Curve, Loss Aversion; Perception Biases – Saliency, Framing,
120
Anchoring, Sunk Cost Bias; Inertial Effects – Endowment Effect, Status Quo Effect, Disposition Effect;
Causality – Representativeness, Conjunction Fallacy, Randomness, Small Sample Bias and Probability
Neglect.
Unit IV: Behavioral Finance: Efficient Market Hypothesis – Value Investing
– Noise Trading – Positive Economics – Equity Premium Puzzle -
Unit V: Advances in Behavioral Economics: Neuroeconomics –Cognitive Processes, Cognitive
Mistakes; Risk-as-Feelings Hypothesis – Experimental Economics - Nudging as a tool to influence
freedom of choice – Policy and Behavior
Course Outcomes:
On the completion of this course students would be able to
 Students can explain behavioural concepts in individual decision making
 Student would understand behavioural concepts in strategic interaction
 Students could apply simple behavioural concepts to new situations.
Recommended text book:
1. Behavioral Economics, Edward Cartwright, Routledge, Second edition, 2011.
Reference Books:
1. Human Agency and Behavioral Economics: Nudging Fast and Slow, Cass R Sunstein,
Palgrave MacMillan, 2017
2. Misbehaving: The Making of Behavioral Economics, Richard Thaler,
W. W. Norton & Company, 2015
3. Behavioral Finance: Understanding the Social, Cognitive and Economic Debates, Edwin T
Burton and Sunit N Shah, John Wiley & Sons, 2013.
4. Exotic Preferences: Behavioral Economics and Human Motivation, George Lowenstein,
Oxford University Press, 2007
121
MCC 805: TECHNOLOGY MANAGEMENT INTRODUCTION
Course Description:
Technology Management is the set of management disciplines that allows organizations to manage
their technological fundamentals to create competitive advantage. Technology Management is an
integrated planning, design, optimization, operation and control of technological products, processes
and services. To enable businesses, gain competitive advantage through technology, it is imperative that
Management education provides basic knowledge of product innovation, technology transfer and R&D
processes.
Course Objectives:
 To understand the concepts and significance of technology management
 To develop knowledge in the area of technology management
 To enable students to facilitate organisational change and sustainable improvements at the
enterprise level through competitive work systems and effective knowledge management
COURSE SYLLABUS
Unit I: Technology Management (TM): Concept, components, features, drivers, significance,
challenges and scope of TM.
Unit II: Technology Planning and Policy: Technology planning, appropriate technology, tools for
technology analysis.
Unit III: Technology Acquisition and Innovation: Methods of acquisition, trends of acquisition,
decisions of acquisition; types and sources of innovation, process of innovation.
Unit IV: Technology Transfer: Classification, significance, types and process; technology transfer
model, modes of technology transfer.
Unit V: Technology Diffusion and Absorption: Importance, integrated diffusion strategy, technology
absorption and integrated absorption knowledge model.
Course Outcomes
The student will be able to
1. Interpret and apply current emerging business concepts in today’s technological business
environment.
2. Demonstrate competencies
122 with computer software applications.
TEXT BOOK
Tarik Khalil, “Technology Management”, Tata McGraw Hill, New Delhi, 2013.
REFERENCES
Krishnamacharyulu, C. S. G., &Lalitha Rama Krishnan, “Management of Technology
- Text & Cases”, Himalaya Publishing House, Mumbai, 2011.
Rastogi, P.N., “Management of Technology”, Response Books, Sage Publications, New Delhi, 2011.
Robert Szakonyi, “Technology Management”, Viva Books Private Limited, New Delhi, 2013.
JOURNALS
Indian Journal of Industrial Relations
GITAM Journal of Management, GITAM Institute of Management, GITAM University,
Visakhapatnam
MBA IV Semester
MCC 805: ENVIRONMENTAL SCIENCE INTRODUCTION
Course Description:
As the world is overwhelmed by India’s astounding growth trajectory, there is a minimal
acknowledgement of the ecological costs of the obsession with growth. The current model of
economic growth involving commercialization of natural resources and corporate takeover of
commons, is ecologically unsustainable. Fast paced business development initiatives pose
challenges to the environment in the country. Therefore, more than ever, it is now essential to
sensitize future managers to environmental responsibility of corporate decision making and to the
necessity to integrate environmentally responsible practices into the management of resources and
operations.
Course Objectives
 To provide insights into the complexity of policy, governance and environmental issues
 To enable the students to identify resource needs and advocate environmentally sustainable
practices
 To facilitate the application of scientific knowledge to think critically about environmental
management issues in a variety of settings
Course Outcomes
After completion of the course the student is
1. Able to understand the interdependence of Environment and Human Well Being.
2. Would Learn the importance of Biodiversity for the sustainability of future generations on
this planet earth.
3. Would understand the relevance of Legal Principles in preserving and protecting the
Environment in which we live.
COURSE SYLLABUS
Unit I: Common Property Resources: Concept of common property resources, issue of privatization
of common property resources, managing common property resources through public private
partnership (PPP).
Unit II: Renewable Energy Systems: Sources of renewable energy, potential of renewable energy in
123
India, renewable energy: A policy perspective.
Unit III: Climate Change: Understanding climate change, Green House Effect, United Nations
Framework Convention on Climate Change, managing climate change, clean development mechanisms.
Unit IV: Waste Management: Industrial waste management and managing effluents, common effluent
treatment plants, e-waste Management.
Unit V: Corporate Environmental Responsibility, market forces and environmental CSR, policies and
environmental CSR, welfare effects of environmental CSR.
TEXT BOOK
Pretty, J. et al, (2007), “The Sage Handbook of Environment and Society”, New Delhi, Sage
REFERENCES
Russo, M.V. (2008). “Environmental Management: Readings and Cases”. New Delhi, Sage.
Srivastava, A., & Kothari, A., (2012), “Churning the Earth: The Making of Global India”, Penguin,
New Delhi, 2012
JOURNALS
Visakhapatnam
124
MBA IV Semester
MCC 806 : INTELLECTUAL PROPERTY SYSTEMS INTRODUCTION
Course Description:
The explosion of internet has made proprietary information easily accessible, which has also seen an
increase in the number of copyright infringement law suits. Intellectual Property Rights (IPR) is legal
rights, which result from intellectual activity in any field. These rights safeguard creators and other
producers of intellectual goods & services by granting them certain time- limited rights. Basic
knowledge in IPRs and their importance for organizational competitiveness is essential for those
functioning in business.
Course Objectives
 To understand the basic concepts like IPR, Patents Trademarks and Copyrights
 To understand the process of patent registration
COURSE SYLLABUS
Unit I: IPRs: Meaning, origin and importance of IPRs, the concepts of Patents, Trade Marks, Copy
Rights and Industrial Designs.
Unit II: Conventions: TRIPs Agreement, Patent Cooperation treaty, role of WIPO in management of
IPRS.
Unit III: Patents: Main features, registration of patents - Indian Patent Act; Trade Marks - Importance
and kinds of Trade Marks, passing off, and Industrial Designs.
Unit IV: Copyrights: Meaning, importance of copyrights, universal copyright convention international
society on copy rights.
Unit V: Emerging Issues: Geographical indications, traditional knowledge, plant varieties and
farmers’ Rights, and case studies on Basmati Rice, Neem and Turmeric.
Course Outcomes
After completion of the course the student
1. Would be able to learn the impact of IPRs on the economic development of a country in the present
information era.
2. Learns the process of registering
125 patents, Trade Marks, and the Legal Aspects of various IPRs
as recognized by WTO.
TEXT BOOK
Wadehra, B. L., “Law relating to Intellectual Property”, Universal law Publishing Co., New Delhi,
2012
REFERENCES
Sople, V. V., “Managing Intellectual Property”, Prentice Hall, Mumbai, 2012 Anurag K. Agarwal;
Business and Intellectual Property; Business Books IIMA; Random House; New Delhi 2010
JOURNALS
Visakhapatnam
MBA IV Semester
MCC 808: ALTERNATIVE DISPUTE RESOLUTION INTRODUCTION
Course Description
The movement towards alternative dispute resolution (ADR) was the result of inability of the regular
courts to dispose of the cases speedily. Interminable time consuming, complex and expensive Court
procedures impelled Jurists to search for alternative forum, less formal, more effective and speedy, for
resolution of disputes, avoiding procedural claptrap.
A number of disputes in the industry are capable of being disposed of by alternative methods such
as, arbitration, conciliation, mediation and negotiation, as compared with the conventional system of
settlement of disputes by ordinary regular Courts.
Course Objectives
 To understand the importance of alternative methods of dispute settlement To highlight the role
of arbitration, conciliation and mediation, and its application
 To elucidate the main feature of Arbitration and Conciliation Act, 1996
Course Outcomes
1. Would Acquaint himself with alternative methods of dispute settlement such as Conciliation,
Arbitration, and Mediation and their importance over adjudication.
2. Learns the main features the Indian Arbitration and Conciliation Act, 1996 in settlement of
Disputes, especially Commercial Disputes.
COURSE SYLLABUS
Unit I: Alternative Dispute Resolution (ADR): concept, origin and scope of ADR; constitutional
background of ADR; legislative recognition of ADR.
Unit II: Arbitration and Conciliation: meaning and importance of; LokAdalats; concept, organisation
and powers of LokAdalat.
Unit III: Other forms of ADR; mini LokAdalats; Village Courts; Mediation Centres; Centres for
Women; The Family Courts Act of 1984; The Industrial Disputes Act, 1947.
Unit IV: Mediation and Negotiations: meaning and basic rules of mediation; mediation and arbitration;
benefits of mediation; negotiations
126 meaning and importance; Accord and Satisfaction.
Unit V: The Arbitration and Conciliation Act, 1996; Arbitration agreement, composition and
jurisdiction of Arbitral tribunals; conduct of Arbitral proceedings; award and Conciliation.
Course Outcomes
1. Would be able to learn the impact of IPRs on the economic development of a country in the
present information era.
2. Learns the process of registering patents, Trade Marks, and the Legal Aspects of various IPRs
as recognized by WTO.
TEXT BOOK
Avatar Singh, “Law or Arbitration and Conciliation”, Eastern Book Company, Lucknow, 2011
REFERENCES
Rao, P.C., “Alternative Dispute Resolution”, United India Publications, New Delhi, 2001
JOURNALS
IUP Journal of Alternative Dispute Resolution The Business Law Reports Labour Law Reporter
Digest of Supreme Court Cases
127
MMC 809: ALTERNATIVE INVESTMENTS
Introduction:
Interest in alternative investments has grown rapidly in recent years from the high net worth investors
and institutions such as hedge funds in search for investments outside the traditional universe. As
alternative investments have low correlation with traditional investments, they are sought after by these
investors. Therefore ,it is important to understand the nature of the alternative assets and their risk-
return profile. This courseis designed to equip the students with the knowledge and techniques to
analyse alternative investment assets.
Course Objectives:
 Understand different investment alternatives in the market
 Understand how securities are traded in the market
 Be able to analyze and price different securities
 Be able to manage a portfolio
 Understand basics in derivatives
Syllabus
1. The Hedge Fund Sector
2. Due Diligence of Hedge Funds
3. Fundamental Strategies: Equity Long-Short & Dedicated Short Bias
4. Quantitative Equity Strategies: Equity Market Neutral and Statistical Arbitrage
5. Arbitrage: Event Driven, Convertible Bonds & Fixed Income
6. Macro Strategies: Global Macro, Managed Futures and EmergingMarkets
7. Investing in Commodity Futures
8. Hedge Fund Benchmarks
9. Venture Capital
10. LBOs
11. Real Estate
12. Private Equity, Closely Held Companies and Distressed Securities
Course Outcomes:
 Compare alternative investments with traditional investment
 Describe categories of alternative investments
 Describe potential benefits of alternative investments in the context of portfolio management
 Describe issues in valuing and calculating returns on hedge funds, private equity, real estate, commodities,
and infrastructure 128
 Describe risk management of alternative investments.
Reference Books
1. Ben Stein, Phil DeMuth, The Little Book of Alternative Investments: Reaping Rewards by
Daring to be Different , Wiley
2. Stuart R. Veale, The Investor’s Guidebook to Alternative Investments: The Role of Alternative
Investments in Portfolio Design, amozon
Textbooks:
1. Mark J. P. Anson: Handbook of Alternative Assets 2nd John Wiley & Sons
2. Hedge Fund Strategies by Lasse H. Pedersen
3. Real Estate, Thirteenth Edition, by James D. Shilling, Thomson South- Western.
4. Evaluating Hedge Fund Performance, by Vinh Q. Tran, John Wiley & Sons.
MMC 810: FINANCIAL METRICS INTRODUCTION
Course Descriptive:
Financial analytics helps in analyzing the financial statements and forecast possible future financial
scenarios. It can help in improving the performance of a business. Financial analysis software can speed
up the creation of reports and present the data in a graphical presentation that is easier to read and
interpret.
Course Objectives:
 To understand different financial statistics and their usage
 Understand financial securities
 Understand trading strategies
SYLLABUS
Unit I: Analytical Thinking and Financial Statistics: Introduction to Financial Analytics, Financial
Statistics – Probability, Combinatorics, Mathematical Expectation, Sample Mean, Standard Deviation,
and Variance, Sample Skewness and Kurtosis, Sample Covariance and Correlation, Financial Returns,
Capital Asset Pricing Model
Unit II: Financial Securities: Bond Investments, Stock Investments, The Housing Crisis, The Euro
Crisis, Securities Datasets and Visualization, Adjusting for Stock Splits, Adjusting for Mergers,
Plotting Multiple Series, Securities Data Importing, Securities Data Cleansing, Securities Quoting
Unit III: Time Series Analysis: Examining Time Series, Stationary Time Series, Auto-Regressive
Moving Average Processes, Power Transformations
Unit IV: Gauging the Market Sentiment: Markov Regime Switching Model, Reading the Market Data,
Bayesian Reasoning, The Beta Distribution, Prior and Posterior Distributions, Examining Log
Returns for Correlation, Momentum Graphs
Unit V: Simulating Trading Strategies: Foreign Exchange Markets, Chart Analytics, Initialization and
Finalization, Momentum Indicators, Bayesian Reasoning within Positions, Entries, Exits, Profitability,
Short-Term Volatility, The State Machine
Course Outcomes
1) Perform financial statistics for a given finance data
2) Guage the market sentiment by using different techniques
129
3) Get insight to the trading strategies
References:
TEXTBOOK
1. Mark J. Bennet, Dirk L. Hugen (2016), Financial Analytics with R, Cambridge: Cambridge
University Press.
REFERENCE BOOKS:
1. Michael Samonas (2015), Financial Forecasting, Analysis and Modelling: A Framework for
Long-Term Forecasting, New Delhi: Wiley Publishing.
2. Chandan Sengupta (2011), Financial Analysis and Modeling using Excel and VBA, New Delhi:
Wiley India.
3. Scott Proctor K (2010), Building Financial Models with Microsoft Excel, New Delhi: Wiley
India
MBA IV Semester
MCC 815: PERSONAL TAX PLANNING INTRODUCTION
Course Description:
Income tax is subject matter of everyone in India. There is a lot demand for professional tax planner
in our country. The objective of this course is to acquaint the student with basic personal tax
planning procedure and filing of the return.
Course Objectives:
 The student gets basics of personal concepts

 The student gets calculation of personal tax under various provisions
 The student will understand how to plan paying income tax under various exemptions.
 The student will get practical knowledge of calculating tax on excel/software The student
will know how to file online returns
COURSE SYLLABUS
Unit I : Introduction to Indian Income Tax Act, 1961, - basic concepts of Income tax- incidence of tax
-Indian income and foreign income- introduction to exempted incomes-income tax authorities powers-
responsibilities.
Unit II : Introduction to various types of tax heads -introduction to income from salary- definition of
salary -feature of salary-components of salary- exempted salary.
Unit III : Introduction to income from salary-basics calculation of various types of salary components-
calculation of allowances and perquisites -(NP)
Unit IV : Computation of income from salary - format of presentation of income from salary
calculation of taxable income under various components of salary - calculation of taxable income under
salary (NP).
Unit V : Computation of tax liability - exemptions under section 80- Tax planning -Tax rates -
calculation of tax liability --filing of returns - ITR forms- online return filing (NP).
Course Outcomes
On completion of the course
1. Student would be able to130
calculate Personal Tax
2. Student would able to pay tax after various exemptions
3. Student is able to file Tax Returns
Recommended Book:
V.P Gaur, D.B. Narang, Puja Gaur and Rajeev Puri, “Income Tax Law and Practice” assessment
year 2017-18.
References:
G.K Singania, Tax man series “Income Tax Law and Practice” assessment year 2017- 18.
MBA IV Semester
MCC 811: CONTEMPORARY HR PRACTICES INTRODUCTION
Course Description:
HRM is a concept as well as a practice has travelled a long way. Its present form and scope has evolved
through a process of additions in the responsibilities, enactment of labour laws and the realities of
globalization. The HRM function started as procurement of labour to administrative officer and finally
took the shape of personnel manager dealing exclusively with personnel functions. Owning the last
decade, emphasis is placed on the development and growth aspects of employees and a large no. of
organisations created a new department dealing with Human Resource Development. A number of new
concerns in the field of HRM have emerged in the last decade or so. This paper tries to cover some
contemporary issues of HR in the present millennium.
Course Objectives:
 To highlight the changing environment of HRM in the 21st century To understand some
contemporary issues of HR
 To focus on new dimensions of HR
COURSE SYLLABUS
UNIT I: HRM in the present era: Meaning importance and scope of employee engagement, Models of
employee engagement; Building blocks of employee engagement.
UNIT II: Emotional intelligence; Meaning and importance of Emotional Intelligence; Functions of
Emotional Intelligence, Role of Emotional Intelligence in organizational effectiveness.
UNIT III: E-Work ; Meaning and importance of E-work; The Micro and Macro levels of E-work. E-
work and Indian Scenario.
UNIT IV: Managing workforce diversity: importance of workforce diversity in MNCs; Modes of
managing work force diversity; Role of culture and the role of HR manager;
UNIT V: Quality of Work Life: Meaning and importance of Quality of Work Life; Human,
Technological and Organizational approach to Quality of Work Like; Quality Work Life in Indian
Contest:
Course Outcomes
1. After competition of the course, the student is able to learn The meaning and the models of
employee engagement131
2. The concept of Emotional Intelligence and its role in organizational effectiveness.
3. The new concept of E-work, Work Force Diversity and Quality of Work life Balance.
TEXT BOOK:
Mirza Saiyaddin, Contemporary issues in HRM, Himalaya Publishing House 2013
REFERENCE BOOKS:
G.R. Jones; J. M. George; Contemporary Management; TATA Mc. Graw Hill, 2010
JOURNALS:
Human Capital Personnel Today HRD Net Work
MCC 813 Psychometrics
Course Description:
132
Human Resource Management increasingly deals with behavioral issues at the work situation.
Consequently, increased demands are being placed on human resource managers to have a
fundamental understanding of the basics of human behavior and an awareness of scientific
assessment of behavioral factors significant at work.
Course Objectives:
1. To facilitate a theoretical and applied understanding of human behavior at work.
2. To equip the HR manager to scientifically assess behavior at work using the methods
3. To standardized tools of psychometry
COURSE SYLLABUS
Unit I : Psychological Assessment: Parameters of Assessment; Psychophysical Methods; Psychological
Scaling; Reaction Time; Illusins and embedded figures; Thresholds.
Unit II : Test Construction: Item Writing; Item Analysis; Reliability; Validity; Norm Development.
Unit III : Abilities: Assessment of General Abilities - Intelligence, Aptitudes; Assessment of Special
Abilities; Standard Progressive Matrices; David’s Battery of Differential Abilities; Emotional
Quotient.
Unit IV : Personality: Assessment of Values and Interests; Assessment of Interpersonal Behavior;
Self-report inventories; Use of semi-projective and projective techniques; Qualitative Methods. 16
Personality Factor Scale; Multiple Personality Type Indicator; Thematic Apperception Test.
Unit V : Assessment of Abnormal Functioning: Substance Abuse; Stress; Anxiety; Depression and
disease-prone personality; CAGE; Presumptive Stressful Life Events Scale; General Health
Questionnaire-28; Beck Depression Inventory.
Course Outcomes
The course on psychometrics enables the student to:
1. Identify areas where psychometrics can aid in HR decision making
2. Enlist and use psychometric techniques and tools to aid HR decision making
3. Design techniques as per various HR requirements in the event of unavailability of tools in
specific areas.
TEXT BOOK
Furr, R.M. & Bacharach,133
V.R. (2014). Psychometrics: An Introduction. Thousand Oaks:Sage.
REFERENCE BOOKS:
Anastasi, A. (1997). Psychological testing. New York: MacMillan.2013
Ciminero, A.R. (1986). Handbook of behavioral assessment.New York: John Wiley.2013
Kaplan, R. &Saccuzzo (2007). Psychological testing. Wadsworth: Cengage2013
JOURNALS
Psychological Assessment
Journal of Psychopathology and Behavioral Assessment
HR Analytics
Course Description:
We are on the threshold of most exciting and promising phase of the evolution of human resources
and human capital management. Today there is a shift of the attention towards predictability. The
course is designed to study about predictive management, that is, managing today and tomorrow. It
is also known as HCM: 21. It is holistic predictive management model and operating system for
human resources function. HCM: 21 is a four-phase process that starts with scanning the market
place and ends with an integrated measurement system. In the middle it addresses workforce and
succession planning in a new way and shows how to optimize and synchronize the delivery of HR
services.
Course Objectives:
 To understand the Concepts of predictive analytics and HCM: 21.
 To analyse predictive management model and its process and HCM:21 process
 To make a detailed study of case studies from Government and private companies.
Course Outcomes
1. After completion of the course the student is able to learn The conceptual understanding of HR
Analytics
2. The HCM Model of HR Analytics
3. The meaning of Metrics, the first, second, and third generation metrics
COURSE SYLLABUS
Unit I: Meaning of Analytics; Classification; Importance HCMs; Role and Perspective of HCMs.
Unit II: The HCM Model: The Employee Value Proposition; Compensation, Attracting, Motivating
and retaining employees now and in the future.
Unit III: The new face of work force planning; The workforce planning; segmentation of skills, the
business playbook; the contents and process of creating a playbook.
Unit IV: Quality employee engagement: Employee Engagement Definition and Measurement;
Engagement Drivers; Disorder and Disengagement; Behavior Based Signs of Departure, Event based
Signs of Departure, Databased Signs of Departure;
Unit V: Meaning of Metrics;134
Our Human Capital Performance Metrics; The Second Generation and
Third Generation Metrics Connecting the Metrics; Predictive Analytics for Human Capital
Management.
TEXT BOOK
JAC Fitzeng: The New HR Analytics
PROFESSIONAL COMPETENCY DEVELOPMENT COURSES
(MMB 802 TO MMB 816 & VDC 111)
Professional Competency Development Courses (PCD) consists of eight Courses spread over all the
six trimesters. PCD comprises of:
Sl. No. Course Code Course Credits Marks

1 MMB802 CBA -1 1 50
2 MMB804 Yoga and Meditation 1 50
3 VDC 111 Venture Discovery 2 100
4 MMB808 BEC 1 50
5 MMB810 Soft Skills -1 (Work Shop) 1 50
6 MMB812 CBA -2 1 50
7 MMB814 Soft Skills -2 (Work Shop) 1 50
8 MMB816 Business Simulation Game 2 50
Total 10 450
The total credits offered under PCD are 10. The student can earn these credits and get included in the
marks list only upon successful completion of the programme. All credits pertaining to this category
will be reflected in the IV Semester only. The credits will not be reflected in case the student fails to
secure pass grade.
The student is required to acquire 7 credits out of the 10 available credits to be eligible for the award of
the degree. In case the student is able to secure more than 7 credits, for calculation of CGPA, the best
grade points of 7credit courses will be considered.
In case the student does not secure minimum pass grade point (in securing 7 credits), he/she is required
to appear along with the following batch of students. Reappearing for PCD courses is not allowed in the
Yoga & Meditation, Business Simulation and BEC courses.
135
MMB 804: YOGA & MEDITATION INTRODUCTION
Course Description:
Stress management is the need of the hour. A recent survey showed that 70- 90% of us feel stressed at
work and outside. Today’s fast paced lifestyle is putting a toll on everyone. Stress, either quick or
constant, can induce risky body-mind disorders.
The corporate world is a new syndrome that man has coined for himself which brings with it a whole
new lifestyle and existence. Odd working hours, irregular food habits and difficult work situations and
inadequate coping resources are a part of the corporate world. To survive in the world of work and
reach one’s greatest potential, all the energy blockers in the body and mind need to be cleared so that
one can function at their highest level.
Yoga and meditation does more than just offer exercises for relaxation. Virtually everyone can see
physical benefits from yoga, and its practice can also give psychological benefits, such as stress
reduction and a sense of well-being. As yoga and meditation combines several techniques used for
stress reduction, it can be said to provide the combined benefits of breathing exercises, stretching
exercises, fitness programs, meditation practice, etc.
Course Objectives:
 To introduce yoga practice to the student at young age. To help students maintain good health.
ACTIVITY STRUCTURE
Practical and theory classes on Yoga and meditation will be conducted by a Yoga Master. 20 sessions
will be scheduled. At the end of the Course the student would be evaluated both on his/her understanding
of theoretical concepts, as well as the practical approach.
Course Outcomes:
After attending Yoga Practice sessions regularly the students will be able to
1. Experience body flexibility after attending yoga classes.
2. Enhance their attention skills.
3. Become more focused on their studies and improve their health.
The assessment would be for 50 marks.
136
MMB 810 & MMB 814: SOFT SKILLS - 1&2 ( Workshop)
Course Description
Management involves utilising the human capital of an enterprise to contribute to the success of the
enterprise. Management is the act of coordinating the efforts of people to accomplish desired goals
using available resources efficiently and effectively.
Today’s workforce comes from varied social and cultural backgrounds, with differing standards of
behaviour. These may not always be in sync with the norms of the organization. The ability to deal with
differences, multiculturalism and diversity is needed more than ever. It is important, for students who
would be entering the corporate world for the first time, to inculcate behaviour that is appropriate for the
workplace. The importance of personal grooming, business etiquette, verbal and non-verbal
communication, telephone etiquette and general professional conduct, can never be undermined.
Soft Skills is now recognised as key to making businesses more profitable and better places to work.
Increasingly, companies aren’t just assessing their current staff and future recruits on their business
skills. They are now assessing them on a whole host of soft skill competencies around how well they
relate and communicate to others.
It has been found thatsoft skills can be developed and honed on an on-going basis through good
training, insightful reading, observation, and of course, practise, practise, practise.
Students can focus on areas of self-improvement to help improve their behaviour, transform their
professional image and create a positive impact in their careers. Greater awareness of grooming and
etiquette will help one to develop poise and confidence. This will significantly impact the image that one
has in any formal, professional and social situations
Course Objectives
1. To understand and enhance social skills
2. To develop logical reasoning and quantitative abilities
3. To help build greater confidence when interacting with people
4. To build on the ability to make a positive first impression
5. To help improve the overall appearance
Course Outcomes
Soft skills would enable the student in
137 and weaknesses of oneself and
1. Understanding the strengths
2. Gaining confidence in participating in group discussion on current topics.
3. Improving problem solving abilities (Quantitative and Logical)
ACTIVITY STRUCTURE DURING WORK SHOP
The ideal duration of the work shop would be 6 days, however the Institute may decide the duration of
the work shop according to the requirements.
Students would be focusing on the following major activities during the workshop:
a) Grooming & etiquette
b) Introspection, self awareness and self introduction
c) CV writing
d) Facing interviews
e) Training in aptitude and employability tests.
Guidance on the above issues would be given by an expert and the deputed Faculty would be guiding
them through one-to-one interaction. Assessing them on their performance would be done by the
concerned Faculty.
The assessment would be for 50 marks.
138
GITAM (deemed to be University) GITAM Institute Management
Course Code: VDC111 Course Title: Venture Discovery
Semester: I Course Type: PCD Internal Credits: 2
Program: All MBA Programmes
Course Leader: Venture Discovery Centre
Unit I (8 sessions)
Personal Values: Defining your personal values, Excite & Excel, Build a Team, Define purpose for a
venture. Four stages: Personal Discovery, Solution Discovery, Business Model Discovery, Discovery
Integration.
Unit II (8 sessions)
Solution Discovery: Craft and mission statement, Experience design, Gaining user insight, Concept
design and positioning, Product line strategy, Ideation & Impact.
Unit III (8 sessions)
Business Model Discovery: Prototyping solutions, Reality Checks, Understand your industry, Types of
business models, Define Revenue Models, Define Operating Models
Unit IV (8 sessions)
Discovery Integration: Illustrate business models, Validate business models, Define company impact
Unit V (8 sessions)
Tell a Story: Can you make money, Tell your venture story. Assessment methods
A1. Assignments Individual Report/Presentation 20
A2. Case / Project/ Groups* or Presentations/Report/
40
Assignment Individual Assignment
Individual/
A3. Project Report/Pitch 40
Group
Transferrable and Employability Skills
Outcomes Assessment
1 Know how to use online learning resources: G-Learn, A1 & A2
online journals, etc. 139
2 Communicate effectively using a range of media A1& A2
3 Apply teamwork and leadership skills A2
4 Find, evaluate, synthesize & use information A1 & A2
5 Analyze real world situation critically A3
6 Reflect on their own professional development A3
7 Demonstrate professionalism & ethical awareness A2
8 Apply multidisciplinary approach to the context A2
directed study, independent study via G-Learn, case studies, projects and practical activities (individual
& group)
However you should not limit yourself to this book and should explore other sources on your own. You
need to read different books and journal papers to master certain relevant concepts to analyze cases and
evaluate projects. Some of these reference books given below will be available in our library.
Prescribed Modules:
Access to NU-IDEA online modules will be provided. Referential text books and
journal papers:
Personal Discovery Through Entrereneurship, Marc H. Meyer and Chaewon Lee, The Institute of
Enterprise Growth, LLC Boston, MA.
Suggested journals:
Journal of General Management, Mercury House Business Publications, Limited
Harvard Business Review, Harvard Business School Publishing Co. USA
---------0----------
140
MMB 808: BUSINESS ENGLISH CERTIFICATE (BEC)
Course Description
The world may be getting smaller, but people still speak different languages. International trade and
business needs a common language and as all are aware, that place has been taken by English language.
However, the words of business are different to everyday use so it’s not really something everyone
picks up intuitively.
Business English Certificate (BEC) programme is one of the value added programmes offered by
GITAM Institute of Management in collaboration with University of Cambridge & British Council.
BEC is used by hundreds of employers, either as part of their staff development programme or as
a qualification that they look for when recruiting staff. BEC is a globally recognized qualification and
it enhances the job prospects and adds value to the CV of the student. BEC gives the opportunity to
learn practical workplace English skills. Preparing for BEC improves one’s confidence in using
business English, particularly speaking. Many Universities internationally recognize BEC for business
courses.
Course Objectives
1 . To understand the nuances of Business English
2. To enhance the student’s English speaking skills
3. To clearly understand the difference between business English and colloquial English
4. To achieve maximum proficiency in business English
Course Outcomes
Upon completion of this course, students will -
• Learn to confidently communicate in English at the workplace
• Acquire the following Business English skills in accordance with their BEC Levels:
• BEC Preliminary: read reports, charts and advertisements; write short email or memo; understand
short conversations; give short presentations.
• BEC Vantage: read longer business reports and company documents; write letters or proposals; listen
to short discussions; contribute to a discussion about a business topic.
• BEC Higher: understand authentic business articles; write reports and summarize graphs; listen to
extended discussions and presentations; givenpresentations and express opinions in a business
discussion. 141
ACTIVITY STRUCTURE:
BEC is offered at three levels namely, BEC Preliminary, BEC Vantage and BEC Higher, based on
four skills - Reading, Writing, Listening and Speaking.
BEC Preliminary is a lower intermediate level and is meant for candidates having limited confidence
in their usage of English.
BEC Vantage is at intermediate level and is suitable for candidates who have fluency in English.
BEC Higher is an advanced level certificate and is for candidates who can use English very
confidently in both professional and social situations.
The students would be evaluated based on their performance in various tests conducted. The tests
include:
Diagnostic test
Speaking test
Mock test conducted by the Institute
Test conducted by British Council.
Performance in BEC would be evaluated for 50 marks each. A certificate would be awarded to those
students who clear the test conducted by the British Council.
142
MMB 802 & MMB 812: CURRENT BUSINESS AFFAIRS (CBA) -1&2
Course Description
Knowledge is Power - Sir Francis Bacon.
It is certain that with knowledge or education one’s potential or abilities in life will certainly increase.
Having and sharing knowledge is widely recognised as the basis for improving one’s reputation and
influence. This means a person has the resourcefulness to obtain and criticize useful and informative
information in order to become well informed citizens who can make intelligent decisions based upon
their understanding and awareness of everyday situations. Equipped with knowledge, a person can
project a confident demeanour.
Management students, aspiring to enter the corporate world, need to know what is happening around
them and remember them. This can be made easy by inculcating a habit of keenly following the
happenings in the world, that can have impact on business, through regular reading, which should
include newspapers, magazines - business and other, listen to news and keep a healthy interaction with
the whole world.
Course Objectives
1. Improve reading habit
2.To create awareness on current business matters
3.Improve critical thinking on business issues
4. Equip students with knowledge and skill to succeed in job interviews
Course Outcomes
On participation in the discussion and giving the online test On Current Business Affairs the student
would
1. Gain an understanding on the issues being dealt currently in the country.
2. Gain confidence in participating in group discussion on current topics.
COURSE STRUCTURE
The student is required to read a Business magazine supplied by the Institution and appear for a weekly
online quiz conducted on each Issue. During the class session (two sessions per week) Group Discussion
is conducted (group of 6-
8) on current topics relevant to that period and which are considered important for Management
143
students.
REFERENCES
Suggested readings:
Newspapers:
Economic Times Mint Business Line The Hindu
Magazines:
Business World Business India India Today Business Today
144
MMB 816: BUSINESS SIMULATION INTRODUCTION
People learn best by doing.
Business is particularly in need of professionals who are able to turn theory into practice. As the use
of interactive technology in games, communication and business expands, so does the need to offer
courses based on interactive learning experiences. An emotional involvement is essential to motivate
inquiry, to retain information, and to develop strategic thinking skills.
Students learn more and give better evaluations when they enjoy their educational experience.
Simulations teach using the ultimate educational combination of reading, lecture and hands-on
experience. Students may forget what they read and hear, but few forget a simulation-based course
because they inject realism, enthusiasm and interactivity into education. Interaction is “a necessary and
fundamental mechanism for knowledge acquisition and the development of both cognitive and
physical skills”.
Business Simulation is a comprehensive introduction to basic business concepts, providing hands-on
ecision making experience in R&D, marketing, production and finance. Capstone business simulation
teaches business strategy using a more complex business model operating in a multi-layered
marketplace.
Course Objectives
 Demonstrate effectiveness of multi-discipline teams working together To use strategic thinking
to an advantage
 Understand overall interaction and impact of various parts of a business on one another
 Grow an awareness of competition in the business world
 To gain knowledge through experiential learning, as to how a business operates, understand key
financial metrics, and leverage team-mates’ expertise.
Course Outcomes
1. By the end of the tri-semester, students should be able to:
2. Demonstrate understanding of the underlying principles of marketing, management, finance,
and accounting and the interrelatedness and impact of these areas on business strategy.
3. Demonstrate problem-solving skills involving quantitative and statistical analysis Demonstrate
effective oral and written communication skill through case analysis, class discussion and
presentations
145
ACTIVITY STRUCTURE
Students would be assigned into teams and would be given a simulation exercise where they would
face a complex and rapidly evolving scenario in which business acumen is tested and enhanced
through modelling, analysis and strategic planning. The students would be evaluated based on their
participation, the strategies used and the performance of the individual as well as their firm.The
assessment would be for 50 marks.

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GANDHI INSTITUTE OF TECHNOLOGY AND MANAGEMENT (GITAM)

VISAKHAPATNAM *HYDERABAD *BENGALURU

REGULATIONS AND SYLLABUS

Name of the course Range of credits

Sl. No. Courses

5.0 MEDIUM OF INSTRUCTION

Fifty (50) marks for Semester End Examinations

50 Note: In respect of courses having practicals, theory

work (8 i. Project report carries 50 marks

S.No. Pattern Marks

S.No. Pattern Marks

Transferable and Employability skills

S.No Grad Grade Absolute

The program aims at developing graduates who:

PROGRAM OUTCOMES (POs) AND PROGRAM SPECIFIC OUTCOMES (PSOs):

The program will enable the students to:

Apply knowledge of management theories and practices to solve business

PROGRAMME SPECIFIC OUTCOMES (PSOs)

PSO1 Design strategies for business development

Course Sessions Marks

Course Sessions Marks

Course Sessions Marks

Course Sessions Marks

Course Sessions Marks

Course Sessions Marks

Course Sessions Marks

Sl No. Course Code Subject Credits Semester

S. Course Sessions Marks

7. MCC 807 Elective Technological 2 2 50 50 2

Course Sessions Marks

Course Code: MMB 701 Course Title: Management Theory and

Course Outcomes Assessment

Task Task type Task mode Weightage (%)

Course Code: MMB 703 Course Title: Business Environment

COURSEOUTCOMES (CO) Assessment

Task Task type Task mode Weightage (%)

Teaching and learning resources References:

Course Code: MMB 705 Course Title: Managerial Economics

Course outline and indicative content

Knowledge L1. L2. L3. L4. L5. L6.

Teaching and learning resources

Course Code: MMB 707 Course Title: Organizational Behavior

Course Outcomes Assessment

Mapping COs-Blooms levels- Assessment Tools

Knowledge L1. Re- L2. L3. L4. L5. L6.

Course Code: Course Title: Accounting for Managers

Course outline and indicative content

Unit – I (Session 10)

Value the concepts of marginal costing and its application in

Teaching and learning resources

Course Code: MMB 711 Course Title: Quantitative Techniques

On successful completion of this course, students will be able to:

Course Outcomes Assessment

Task Task type Task mode Weightage (%)

Knowledge dimen- L1. L2. L3. L4. L5. L6.

Mixed pedagogy approach is adopted

Teaching and learning resources

Course Code: MMB 721 Course Title: IT for Managers

Course outline and indicative content Unit I (7 Sessions) (CO1, CO2, L1

VISAKHAPATNAM HYDERABAD BENGALURU