Mma Syllabus Ay 19 20

S.P.Mandali‘s Prin.L.N.
Welingkar Institute of Management Development &

Research,Mumbai.
Syllabus under Credit Based Semester and Grading System
Effective Academic Year 2019-20
Version-2
For
MASTER OF MANAGEMENT STUDIES
MMS (Autonomous)
TWO-YEAR FULL-TIME PROGRAM
AFFILIATED TO UNIVERSITY OF MUMBAI
Recognised by All India Council for Technical Education, Govt. of India.
(Prepared & Authored by Prof. Vanita Patel, Dean-Finance, with inputs from Specialisation
Deans and other teaching faculties)
pg. 1
Pre Face:
Team consisting of specialisation Deans and other faculty members, developed this 2 nd
version of syllabus program structure, keeping in view the latest industry trends and
market requirements, inputs from all the key stakeholders of the management education
(namely, industry, academia, and alumni). They have designed the curriculum courses
as core, major and elective.
We have added, 3 core courses namely, ‗Business Environment and Society‘, ‗Business
Ethics and Corporate Governance‘ and ‗Entrepreneurship and New Venture Planning‘
along with more electives in each specialisation, with required changes in the course
content. All courses have defined course learning objectives and course outcomes
mapped with Blooms Taxonomy.
pg. 2
Index
Sr. No Content Page No

1 WESCHOOL vision / mission / values 4-5
2 Program Vision Mission 6
3 Program PEO‘s & PO‘s 7-8
4 Program Structure Semester I To IV 9-17
5 Semester wise sections – Semester I 18-46
6 Semester wise section – Semester II 47-138
7 Semester wise section – Semester III 139 - 294
8 Semester wise section – Semester IV 295
9 Marketing Specialisation 295-304
10 Operations Specialisation 305-314
11 Finance Specialisation 314-324
12 Human Resource Management 325-338
pg. 3
1. We School VISION / MISSION / VALUES:
Vision of the Institute
―To nurture thought Leaders and Practitioners through inventive education‖.
Mission of the Institute
• Focus on inventive education by offering practical, innovative and technology driven programs.
• Provide managerial talent with risk managing ability, passion for learning and creative thinking and
values in rapidly evolving economic and social environment.
• Contribute significantly to Indian corporate world by preparing management graduates with global
mind set.
• Build intellectual capital through faculty development, research, consultancy and publication.
• Develop alumni network for mutual benefit and keep alumni updated through continuous learning
and meetings.
Core Values of the Institution
• Breakthrough thinking and execution
• Result oriented, process driven work ethic
• We link and care
• Passion
pg. 4
2. About MMS Program:
MMS is a 2-year Full time Post Graduate, Master‘s Degree program called as ―Masters of
Management Studies‖ affiliated to the University of Mumbai.
Weschool has been conducting this program since 1984 under affiliation with the University of
Mumbai. Based on We schools performance in delivering this program Weschool was granted
autonomy by the University of Mumbai in 2015.
Under this autonomy Weschool has been able to update the syllabus and has added value to the
program based on its own unique differentiating factors.
MMS at Weschool is a different experience primarily because of :
1. The Weschool stature, ranking, brand which helps in many ways such as Visiting and Guest
faculty, industry interaction, Internship Opportunities and placements
2. A strong base in the functional specialization areas such as Finance, Marketing, Operations
and HR.
3. Weschool DNA which consists of a Strong focus on design thinking, Innovation and
Entrepreneurship, IT /Digital and Emerging Technologies, Analytics and AI and the close
interaction with several industry verticals.
4. Weschool has a very well developed eco-system for fostering Design thinking, Innovation
and Entrepreneuership - with an Innovation center (Innowe), Technology prototyping lab
(Redex Lab- set up with help from MIT Media Lab Boston)
5. Weschool provides numerous experiences such as the National Hackathon, MIT Media lab
Innovation workshops , National/International Conferences and involvement with industry
bodies such as NASSCOM, CII, IMC, Bombay Chamber of commerce to name a few.
The architecture of the program is as follows :
Year 1 - Summer Internship

Year 2 - Final Sem Research Project
pg. 5
3. Program Vision, Mission:
MMS Program Vision

―Develop business leaders and practitioners with an innovative and global mind-set, while
contributing to the needs of the stakeholders‖.
MMS Program Mission

• M1: To develop and deliver well-balanced, contemporary curriculum in alignment with the industry
requirements.
• M2: To encourage and enhance research skills of faculties and students.
• M3: To embed and develop responsible and professional leadership practices.
pg. 6
4. Program PEO’s & PO’s:
MMS Program PEOs (Program Educational Objectives): Graduate will,
• PEO 1: Exhibit an in-depth understanding of the domain concepts.

• PEO2: Exhibit problem solving skills.
• PEO 3: Apply the concepts, knowledge to think critically, analytically, and integrative for the career
advancement.
• PEO 4: Exhibit behavioural competencies required in their managerial and or entrepreneurial role.
• PEO 5: Sustain sensitivity to values, ethics, and socially responsible behaviour.
PO‘s:
The Table below shows the co-relation of the POs of the program with the various
Skillsthat are nurture using the case approach.
POs of the Program Abilities Nurtured by the Case Study approach that
Correspond to the PO’s
Leadership The Case method requires the students to take decisions – an
integral aspect of leadership development. Also Coping with
ambiguities requires ability to envision possibilities and lead.
Innovation Most situations throw up the need for the student to apply the
knowledge in a situation that has several un-predictable variables
and therefore an innovative approach to problem
solving in the given scenario.
Communication Skills To have participatory, discussion-based approach thereby
building on, negotiate when role playing in the case, present a
solution that is accepted by the stakeholders.
Critical and Analytical Requires a Problem to be solved - Abstract the key issues thatbuild
Thinking the ability to identify the real problem that needs to be solved and
then break it down to address it. It requires weighing the
possibilities, analysing the data available and
coming up with multiple options that can be evaluated.
Global Perspective Read and learn from situations in different economies and
cultures
pg. 7
Role of Self in Collaborate about a situation that concerns different
Organization and stakeholders thereby learning to look at the same problem /
Society situation from multiple lens.
pg. 8
5. Program Structure :
SEMESTER I
No of
Course Total
Course Name sessions and Marks Credits
Code Duration
hours
GM 101 Perspective Management 10 X 2hrs 20 Hours 50 2
Effective Management
GM 102 20 X 2hrs 40 Hours 100 4
Communication
HR 101 Organisational Behaviour 20 X 2hrs 40 Hours 100 4
Financial Reporting &
FIN 101 20 X 2hrs 40 Hours 100 4
Analysis
OPN 101 Operations Management 20 X 2hrs 40 Hours 100 4
MKT101 Marketing Management 20 X 2hrs 40 Hours 100 4
GM 103 Managerial Economics 20 X 2hrs 40 Hours 100 4
GM 104 Business Statistics 20 X 2hrs 40 Hours 100 4
GM105 Design Thinking 30 Hours 75 3
GM 110 Global Citizen Leader 10 Hours 25 1
Total 340 Hours 850 34
SEMESTER II
Core Courses for All Specialisations + 3 Specialisation Electives (to be chosen out of 5)
Course No of sessions Total

Course Name Marks Credits
Code and hours Duration
Cost & Management
FIN201 20 X 2 hrs each 40 Hours 100 4
Accounting
FIN202 Financial Management 20 X 2 hrs each 40 Hours 100 4
Legal &Tax Aspects of
FIN 203 20 X 2 hrs each 40 Hours 100 4
Business
OPN 201 Operations Research 20 X 2 hrs each 40 Hours 100 4
Human Resource
HR 201 20 X 2 hrs each 40 Hours 100 4
Management
MKT 201 Business Research Methods 20 X 2 hrs each 40 Hours 100 4
Business, Environment &
GM 201
Society 20 X 2 hrs each 40 Hours 100 4
Refer the
respective Specialization Elective 20 X 2 hrs each 40 Hours 100 4
syllabus
S. P. Mandali’s Prin. L. N. Welingkar Institute of Management Development & Research Page 9

Refer the
syllabus
Refer the
syllabus
Global Citizen Leader
GM 210 10 Hours 50 1
(Theory)
Total 410 1050 41
ELECTIVES
Electives for Marketing Specialisation (Any Three out of Five)

Course Course Name No of Total Total Credits
Codes Sessions Duration Marks
and
Hours
MKT 202 International Marketing 20 X 2 40 Hours 100 04
hrs each
MKT 203 Retail Management 20 X 2 40 Hours 100 04
hrs each
MKT 204 Rural Marketing 20 X 2 40 Hours 100 04
hrs each
MKT 205 Event Management 20 X 2 40 Hours 100 04
hrs each
TEC 201 Information Technology for 20 X 2 40 Hours 100 04
Management hrs each
Electives for Operations Specialisation (Any Three out of Five)

Code Sessions Duration Marks
and Hours
OPN 202 Materials Management 20 X 2 hrs 40 Hours 100 04
each
OPN 203 Technology Management & 20 X 2 hrs 40 Hours 100 04
Manufacturing Strategy each
OPN 204 Total Quality Management 20 X 2 hrs 40 Hours 100 04
each
OPN 205 Productivity Techniques 20 X 2 hrs 40 Hours 100 04
each
TEC 201 Information Technology for 20 X 2 hrs 40 Hours 100 04
Management each

Electives for Finance Specialisation (Any Three out of Five)
and
Hours
FIN 204 International Finance 20 X 2 40 Hours 100 04
hrs each
FIN 205 Fundamentals of Financial Markets 20 X 2 40 Hours 100 04
& Banking hrs each
FIN 206 Behavioural Finance 20 X 2 40 Hours 100 04
hrs each
FIN 207 Analysis of Financial Statements 20 X 2 40 Hours 100 04
hrs each
Management hrs each
Electives for Human Resources Specialisation (Any Three out of Five)

and
Hours
HR 202 Human Resources Planning 20 X 2 40 Hours 100 04
hrs each
HR 203 Compensation & Benefits 20 X 2 40 Hours 100 04
hrs each
HR 204 Talent Management & Employee 20 X 2 40 Hours 100 04
Engagement hrs each
HR 205 Recruitment & Selection; Employer 20 X 2 40 Hours 100 04
Branding hrs each
Management hrs each
MARKETING SPECIALISATION (SEMESTER III)
SEMESTER III
3 Core Courses + 5 Major Courses + (2 Electives out of 4)
CORE COURSES
Course Course Name No. of Total Marks Credits

Code sessions & Duration
hours
GM302 International Business 20 x 2 hrs 40 Hours 100 4
each
GM303 Strategic Management 20 x 2 hrs 40 Hours 100 4
each
GM304 Business Ethics & Corporate 20 x 2 hrs 40 Hours 100 4
Governance each
MAJOR COURSES-MARKETING

hours
MKT301 Marketing Strategy 20 x 2 hrs 40 Hours 100 4
each
MKT302 Sales Management 20 x 2 hrs 40 Hours 100 4
each
MKT303 Consumer Behaviour 20 x 2 hrs 40 Hours 100 4
each
MKT304 Services Marketing 20 x 2 hrs 40 Hours 100 4
each
MKT305 Product and Brand Management 20 x 2 hrs 40 Hours 100 4
each
MARKETING ELECTIVES (Any Two out of Four)

hours
MKT306 Marketing Research & Analytics 20 x 2 hrs 40 Hours 100 4
each
MKT307 Digital Marketing 20 x 2 hrs 40 Hours 100 4
each
MKT308 Distribution. Logistics & Supply 20 x 2 hrs 40 Hours 100 4
Chain Management each
MKT309 Direct Marketing & CRM 20 x 2 hrs 40 Hours 100 4
each
OPERATIONS SPECIALISATION (SEMESTER III)

SEMESTER III
CORE COURSES

hours
GM 302 International Business 20 x 2 hrs 40 Hours 100 4
each
GM 303 Strategic Management 20 x 2 hrs 40 Hours 100 4
each
GM 304 Business Ethics & Corporate 20 x 2 hrs 40 Hours 100 4
Governance each
MAJOR COURSES

hours
OPN 301 World Class Manufacturing 20 x 2 hrs 40 Hours 100 4
each
OPN 302 Advanced Supply Chain 20 x 2 hrs 40 Hours 100 4
Management each
OPN 303 Industrial Engineering Applications 20 x 2 hrs 40 Hours 100 4
each
OPN 304 Manufacturing Resources Planning 20 x 2 hrs 40 Hours 100 4
each
OPN 305 Business Process Re-Engineering 20 x 2 hrs 40 Hours 100 4
each
ELECTIVES (Any Two out of Four)

hours
OPN 306 International Logistics 20 x 2 hrs 40 Hours 100 4
each
OPN 307 Quantitative Techniques in 20 x 2 hrs 40 Hours 100 4
Operations each
OPN 308 Services Operations Management 20 x 2 hrs 40 Hours 100 4
each
OPN 309 Operations Analytics 20 x 2 hrs 40 Hours 100 4
each
FINANCE SPECIALISATION (SEMESTER III)

SEMESTER III
CORE COURSES

hours
each
each
Governance each
MAJOR COURSES

hours

FIN 301 Advanced Financial Management 20 x 2 hrs 40 Hours 100 4
each
FIN 302 Corporate Valuation, Mergers & 20 x 2 hrs 40 Hours 100 4
Acquisitions each
FIN 303 Security Analysis & Portfolio 20 x 2 hrs 40 Hours 100 4
Management each
FIN 304 Corporate Laws 20 x 2 hrs 40 Hours 100 4
each
FIN 305 Corporate Tax Planning & Fiscal 20 x 2 hrs 40 Hours 100 4
Policy each

hours
FIN 306 Advanced Banking 20 x 2 hrs 40 Hours 100 4
each
FIN 307 Derivatives & Risk management 20 x 2 hrs 40 Hours 100 4
each
FIN 308 Strategic Cost Management 20 x 2 hrs 40 Hours 100 4
each
FIN 309 Fixed Income Securities 20 x 2 hrs 40 Hours 100 4
each
HUMAN RESOURCES SPECIALISATION (SEMESTER III)

CORE COURSES

hours
GM International Business 20 x 2 hrs 40 Hours 100 4
302 each
GM Strategic Management 20 x 2 hrs 40 Hours 100 4
303 each
GM Business Ethics & Corporate 20 x 2 hrs 40 Hours 100 4
304 Governance each
MAJOR COURSES

hours
HR 301 Training & Development 20 x 2 hrs 40 Hours 100 4
each
HR 302 Competency based H.R. Management & 20 x 2 hrs 40 Hours 100 4
Performance Management each
HR 303 Labour Laws, Industrial & Employee 20 x 2 hrs 40 Hours 100 4

Relations & Alternate Dispute each
Resolution
HR 304 Management of Change, including 20 x 2 hrs 40 Hours 100 4
Organisation Development each
HR 305 Technology in H. R. - HRIS, ERP, HR 20 x 2 hrs 40 Hours 100 4
Analytics each

hours
HR 306 Global & Strategic H.R. Management 20 x 2 hrs 40 Hours 100 4
each
HR Advanced Total Rewards Management 20 x 2 hrs 40 Hours 100 4
307 each
HR 308 Organisation Theory, Design & 20 x 2 hrs 40 Hours 100 4
Structure each
HR 309 Developing Teams & Effective 20 x 2 hrs 40 Hours 100 4
Leadership each
SEMESTER IV
2 Core Courses + 1 Major Course
MARKETING SPECIALISATION (SEMESTER IV)
CORE COURSES

hours
GM 402 Project Management 20 x 2 hrs 40 Hours 100 4
each
GM 403 Entrepreneurship & New Venture 20 x 2 hrs 40 Hours 100 4
Planning each
MAJOR COURSE

hours
MKT 401 Marketing Applications & Case 20 x 2 hrs 40 Hours 100 4
Studies each

OPERATIONS SPECIALISATION (SEMESTER IV)
CORE COURSES

hours
each
Planning each
MAJOR COURSE

hours
OPN 401 Global Supply Chain Management 20 x 2 hrs 40 Hours 100 4
each
FINANCE SPECIALISATION (SEMESTER IV)

CORE COURSES

hours
each
Planning each
MAJOR COURSE

hours
FIN 401 Financial Modeling 20 x 2 hrs 40 Hours 100 4
each

HUMAN RESOURCES SPECIALISATION (SEMESTER IV)
2 Core Courses + 2 Major Courses
CORE COURSES

hours
each
Planning each
MAJOR COURSES

hours
HR 401 Human Resources Audit 10 x 2 hrs 20 Hours 50 2
each
HR 402 Personal Growth Laboratory 10 x 2 hrs 20 Hours 50 2
each

6. Semester wise sections - each section will begin with the section wise list of courses - detailed
outline of each course (including course objectives, outcomes, list of topics, evaluation, book refs
etc ) - also includes elective courses offered
SEMESTER I Courses
No of
Course Total
Course Name sessions and Marks Credits
Code Duration
hours
GM 101 Perspective Management 10 X 2hrs 20 Hours 50 2
Effective Management
GM 102 20 X 2hrs 40 Hours 100 4
Communication
HR 101 Organisational Behaviour 20 X 2hrs 40 Hours 100 4
Financial Reporting &
FIN 101 20 X 2hrs 40 Hours 100 4
Analysis
OPN 101 Operations Management 20 X 2hrs 40 Hours 100 4
MKT101 Marketing Management 20 X 2hrs 40 Hours 100 4
GM 103 Managerial Economics 20 X 2hrs 40 Hours 100 4
GM 104 Business Statistics 20 X 2hrs 40 Hours 100 4
GM105 Design Thinking 30 Hours 75 3
GM 110 Global Citizen Leader 10 Hours 25 1
Total 340 Hours 850 34

PERSPECTIVE MANAGEMENT:
Semester : I - Core
Title of the Course : Perspective Management
Course Code : GM 101
Credits : 2 Duration : 20 Hours
Introduction of the subject:

This subject is an introductory course to management. Principles and practices of management, as an
academic discipline as well as a profession are discussed to facilitate students understanding the
various aspects of management. Theoretical frameworks will be introduced through classroom lectures
& discussions, outbound programs, audio visual formats and case studies.
Course Learning Objectives:
To enable students to understand the Fundamentals of Management - both theoretically and

1
in practice by applying a student centric approach.
2 To apply various aspects of Management & Leadership in multiple contexts.
3 To discuss the importance of managing self & one's career.
Course Outcomes:
CO1 Remembering Relate to We School‘s Vision & Core Values.

Understand management theories associated in the functioning of
CO2 Understanding
organizations.
Apply the functions of management (planning, organizing,
CO3 Applying
controlling and leading) through experiential learning.
Examine the significance of managing one‘s career by interacting
CO4 Analysing
with professionals.
Examine the importance of being responsible managers & citizens
CO5 Analysing
in the society.
Mapping of Course Outcomes (CO) to the AOL goals:
Critical Role Of
Communi Global
CODE-GM Leadershi And Self In
Innovation cation Perspectiv
101 p Analytical Org And
Skills e
Thinking Society

Perspective
PO1 PO2 PO3 PO4 PO5 PO6
Management
CO1 1 2 2
CO2 2 1 2 2 2
CO3 2 1 2 2
C04 2 2 2 1
C05 2 2 1 1 1
Course Contents:
Sr. Content CO Mapping to

No. the Topic
Power of Vision, WeSchool Core Values & Competencies for self- CO1
1 development Management: Definition, Management functions, Roles &
skills.
2 Evolution of Management Theories & emerging/theories concepts CO2
3 Managerial & Leadership Styles, Leadership perspectives CO2
Apply management functions (planning, organizing, controlling and CO3
4
leading) through experiential learning.
5 Managing your Career, Success Syndrome, Stretch Assignments CO4
6 Social Responsibility: MBA Oath CO5
Reference Texts/ Reading Material:
Heinz Weirich, Mark V Cannice & Harold Koontz [(2009) Management : A Global and
1
Entrepreneurial Perspective (13th Edition)], The Mc Graw-Hill Companies
Ricky W Griffin (2006), Fundamentals of Management , Fourth Edition, Griffin Mifflin
2
Company
3 James C. Collins (2001), Good to Great - Built to Last, William Collins
4 Stephen Covey (1989) 7 Habits of Highly Effective People
5 Stephen Covey (2004) The 8th Habit : From Effectiveness to Greatness.
Assessment:
Internal 40%
Semester End 60%

EFFECTIVE MANAGEMENT COMMUNICATION:
Semester : I - Core
Title of the Course : Effective Management Communication

Effective Management Communication aims to convey information effectively and
efficiently. Business managers with good verbal, nonverbal and written communication
skills help facilitate the sharing of information between people within a company for its
commercial benefit.

To give students requisite skills of writing, reading, speaking and listening, along
1
with an understanding of body language
2 To construct smooth and efficient conduct of day-to-day transactions/activities.
To recognise and practice students competencies in communicating with
3
stakeholders, presenting under difficult or unplanned circumstances
To prepare students for delivering constructive feedback, running better meetings,
4
and writing and evaluating strategic documents.
To create awareness of contemporary globally accepted practices of contemporary
5
globally accepted practices, tools and techniques
6 To demonstrates good written skills, spoken skills and personal impact skills
Course Outcomes:
CO1 Understanding Understand mechanics behind the communication process.

CO2 Applying Develop sound intra-personal skills for effective interpersonal skills.
Understand business etiquette, methods of effective audio-visual
CO3 Understanding communication.
Assume effective leadership by being effective as senders and receivers of
CO4 Analysing
messages.
Understand communication in groups and guidelines to improve
CO5 Understanding
performance/effectiveness in group interactions.
Develop ethical approaches to communication and sensitivity to
CO6 Applying
individual personalities, culture and relation between people.

Critical Role Of
Commu Global
Leadershi Innovati And Self In
CODE GM-102 nication Perspecti
p on Analytical Org And
Skills ve
Thinking Society
Effective and
Management PO1 PO2 PO3 PO4 PO5 PO6
Communication
CO1 3 3
CO2 2 2 2 3
CO3 3 3 3 2
CO4 3
CO5 3
CO6 3
Course Contents:
CO
Sr.
Contents Mapping to
No
Topic
1 Understanding Communication: its process, barriers, needs CO1
2 Developing writing skills: the process, the practice for business purposes CO1
Developing Speaking Skills: Making Presentations, participating in CO1

3
discussions/ meetings, Interview techniques, talking to customers.
4 Practicing speaking for effective communication. CO1
Developing sensitivity to, and understanding of, non-verbal aspects, CO2
5 interpersonal space governed by individual personalities, culture and
relation between people.
Correctness, precision and accuracy in communication are especially CO1
6 vital. Various exercises to develop sensitivity to and understanding of
language in use;
7 Ethical approach to communication – building trust and ensuring loyalty CO6
Use of technology and the distancing of human interaction which needs to CO1
8
be bridged
9 Developing Reading skills for different purposes. CO4
10 Developing Listening skills for the workplace. CO5
The impact of technology on organizational and inter-organizational CO3
11
communication.
Space Management for Effective Communication and efficient CO5
12
functioning in the workplace.
13 Public Relations and the workplace. CO5
14 Interacting with various stakeholders CO5
15 Intercultural communication – understanding the pitfalls to be able to CO6

overcome them.
Understanding one self. Assessing oneself before applying for a job or CO5
going for an interview: one‘s strengths, weaknesses, skills, values, kind of
16 job profile one would be comfortable with, co-curricular activities,
achievements, projects and assignments undertaken – their contribution to
self-development.
Understanding the Company and how one fits into that Company and CO5
17
what one can contribute to that organization.
Reference Texts/Reading Material:
1 1. Cottrell, S., 2013. The study skills handbook. Macmillan International Higher Education.
2 2. Payne, E. and Whittaker, L., 2006. Developing essential study skills. Pearson Education.
3 3. Turner, J., 2002. How to Study: a short introduction. Sage.

4. Hamill, C., 1999. Academic essay writing in the first person: A guide for
4
undergraduates. Nursing Standard (through 2013), 13(44), p.38.
5. Armitage, C.J. and Conner, M., 2001. Efficacy of the theory of planned behaviour: A
5
meta‐analytic review. British journal of social psychology, 40(4), pp.471-499.
6 6. Drew, S., 2018. The student skills: guide. Routledge.
7 7. Buzan, T. and Buzan, B., 2000. The mind map book (Millenium ed.).
8 8. Svantesson, I., 1998. Learning maps and memory skills.
Assessment:
Internal 40%
Semester End 60%

ORGANIZATIONAL BEHAVIOUR:
Semester : I -Core
Title of the Course : Organizational Behavior
Course Code : HR 101

The study of Organizational Behavior covers three broad areas. The first is the study of individuals
in the organization - their personalities, attitudes, motivations and interaction patterns, which are the
basic raw material in the functioning of social organizations. This raw material undergoes
considerable change in the process of interaction with other variables in the organization.
Leadership, power and group dynamics are some of the key variables which have immediate
consequences for individual behavior and performance in work organizations. The study of these
factors constitutes the second area of OB. A third area is concerned with the study of broader
contextual factors such as the formal structures, systems, culture, changes and processes of work
organizations.
To provide students understanding how and why people behave in organizations as

1 they do, either as individuals or in groups and how their behaviors affect their
performance and performance of the organization as a whole.
To provide understanding how to effectively modify their behavior through motivation
2
and leadership for enhanced performance.
To provide understanding about related concepts such as Org. Structure, Design and
3
Culture.
To understand human behavior in organizations and equip them to enhance their
4
performance as well as performance of the people reporting to them.
Course Outcomes:
CO 1 Understanding Relate to people issues in organizations & society.

Illustrate how human behaviors are related in an
CO 2 Understanding
organizational context.
Identify personal strengths and weaknesses to develop
CO 3 Applying
performance of self, team(s) & the organisation.
Discover the aspects of Organization Behavior, which
CO 4 Analysing applies to Human Resource Management in an
organizational setting. .
Choose the appropriate motivational cues towards enhancing
CO5 Remembering
leadership and managerial skills.

Critical
Role Of
And Commun Global
Leadersh Innovati Self In
CODE : HR-101 Analytic ication Perspecti
ip on Org And
al Skills ve
Society
Thinking
Organisational
Behaviour
CO1 2 2 1 2
CO2 1 2 2 1
CO3 3 2 3 3 2 2
CO4 1 1 2 2 2
CO5 3 2 2 2 2 2
Course Contents:
CO
Sr
Contents Mapping to
No
the Topic
Origin, Nature & Scope of Organizational Behaviour and its relevance to CO1
1
Organizational Effectiveness and Contemporary Issues
Personality: Meaning and Determinants of Personality: Process of Personality CO1
2 Formation; Personality Types; Assessment of Personality Traits for Increasing
Self Awareness, MBTI
Perception: Perceptual Processes, Johari Window, Effect of perception on CO1
3
Individual Decision Making, Attitudes and Behaviour, Perceptual Errors.
CO1
4 Values: Sources of Values, Effect of Values on Attitudes and Behaviour.
CO1
5 Attitudes: Components and Effects of Attitude and Work Performance.
CO2
Motivation Concepts: Motives, Theories of Motivation and their Applications
6
for Behavioural Change, Need Theories, Process Theories.
CO2
Self-Management: Learning Concepts and Skills, Time Management, Goal
7
Setting, Stress Management, Personal Effectiveness.
CO2
Interpersonal Behaviour: Interpersonal Conflict and Management of One-to-
8
One Relationship, Conflict Resolution styles.
Foundations of Group Behaviour : Definition & Classification of groups, CO2
9 stages of group development, Group properties - Roles, Norms, Status, Size
and Cohesiveness
CO4
Understanding Work Teams : Differences between groups & teams, Types of
10
teams, Team effectiveness model.

CO3
Basic Approaches to Leadership : Definition, Leadership & Management.
11
Theories of Leadership - Trait, Behavioural & Contingency Theories.
Organizational Structure : Definition, Relationship between design and CO4
12 structure, elements of organizational structure, common organizational
designs.
Organizational Culture : Definition, Characteristics of Organizational Culture, CO4
13 Strong Versus Weak Culture, Functions of Organisational culture, How
employees learn cultures !
Organizational Change & Development : Nature of Change, Levels of Change, CO2
Lewin's Change Models, Factors for change in organizations, The change
14
process, Introduction to Organizational Development, OD Techniques and
Interventions.
1 Robins,S; & Judge, T & Vora N (2016). Organizational Behavior, Pearson, 16th
edition.
2 McShane, S; Glinow, M.A.V; Sharma, R. (2017). Organizational Behavior, Tata
McGraw-Hill-Indian Adaptation, 7th edition.
3 Pareek, U. (2014). Understanding Organizational Behavior, Oxford, Fourth edition.
4 Aswathappa, K. (2010) Organizational Behavior, Himalaya Publishing House, Ninth
revised edition.
5 Fred Luthans (2011) An Evidence- Based Approach- Organizational Behavior,
McGraw-Hill international edition, Twelfth edition.
6 Bhattacharya, D.K. (2009) Organizational Behaviour, Oxford University Press, Third
Edition.
7 Singh, K. (2015) Organizational Behaviour: Text and Cases, Pearson, 3rd Edition.
8 Hersey, Paul, Dewey, E. Johnson and Kenneth, H. Blanchard. (2015) Management of
Organizational Behaviour, Prentice-Hall of India, New Delhi, Tenth Edition.
9 Mullins, Lauroie (2002) Management and Organizational Behaviour, Prentice Hall.
Sixth Edition
10 Sharma, R. A (2000) Organizational Theory and Behaviour. Tata McGraw-Hill
Publishing Co. Ltd., Second Edition
Assessment:
Internal 40%
Semester End 60%

FINANCIAL REPORTING & ANALYSIS:
Semester : I - Core
Title of the Course : Financial Reporting & Analysis
Course Code : FIN 101
Introduction of the Subject:

Financial reporting and analysis help to answer a host of vital questions on all aspects of
company‘s financial activities, giving both internal and external stakeholders an accurate,
comprehensive snapshot of the metrics they need to make decisions and take informed
action.
1 To read and understand the contents of an Annual Report of a company.

To understand and appreciate importance of accounting concepts, rules,
2
conventions for users of accounting information.
To enable students to develop an ability to understand the financial statements
3
and to analyze and interpret the data contained in these statements.
To learn the mechanics related to preparation of Balance Sheet, Statement of
4
Profit and Loss Account and Cash Flow Statement.
To develop an ability to understand the financial statements and to analyze and
5
interpret the data contained in these statements using financial ratios.
6 To provide an overview of accounting standards applicable in India.
7 To provide an overview of consolidated financial statements of group companies.
Course Outcomes:
CO1 Understanding Understand importance of reading an Annual Report.

Understand accounting concepts, principles rules and conventions in
CO2 Understanding
the preparation of 3 financial statements.
Construct the Balance Sheet, Profit & Loss Statement and the
CO3 Applying
Cash Flow Statement.
CO4 Analysing Analyse the financial statements using ratios.
CO5 Evaluating Interpret financial statements.

Critical Role Of
Communi Global
Leadershi Innovatio And Self In
CODE FIN-101 cation Perspecti
p n Analytical Org And
Skills ve
Thinking Society
Financial
Reporting and PO1 PO2 PO3 PO4 PO5 PO6
Analysis
CO1 3 2
CO2 3 2 1
CO3 3 2
CO4 3 2
CO5 3 2
Course Contents:
CO Mapping to
Sr No Content the Topic
Introduction to Annual Report of a company, its contents, why and how CO1
1
to read an Annual Report.
CO2, CO3
Introduction to Accounting: Concept, rules and conventions, necessity
2 of understanding them, an overview of Income Statement and Balance
Sheet.
3 Introduction and Meaning of GAAP, IndAs, Overview of IFRS. CO2, CO3
Understanding importance of Accounting Standards in the preparation CO2, CO3
4 of Financial Statements, Format of Financial Statements under schedule
VI of Companies Act, 2013.
CO2, CO3
5 Accounting Mechanics: Process leading to preparation of Trial Balance.
CO2, CO3
Accounting Mechanics: Process leading to preparation of Final
6 Accounts with Adjustment Entries, Preparation of Income Statement
and the Balance Sheet.
Accounting Adjustments : Revenue Recognition and Measurement : CO2, CO3
7 Capital and Revenue Items, Depreciation, Accounting of Inventory, Bad
debts (including provision for doubtful debts)
8 CO2, CO3
Preparation of Cash Flow Statement
9 CO2, CO3
Consolidation of Financial Statements.
10 CO4, CO5
Financial Ratios
11 CO4, CO5
Analysis and Interpretation of Financial Statements by use of Ratios

12 CO2
Inflation Accounting & Ethical Issues in Accounting.
13 Interpretation of Financial Statements by students using current annual CO4, CO5

reports of companies from different sectors.
1 Accounting : Text and cases (13th Edition) - Robert N Anthony, David F, Hawkins and
Kenneth A Merchant (AHM)
2 Financial Accounting, Reporting and Analysis - 6th Edition - Stice, Stice and Diamond
(STI), South-Western Thomson Learning
3 Financial Accounting - A Managerial Perspective - 6th Edition - R. Narayanswamy
(2014), Prentice Hall India (NAR)
4 Financial Accounting : A Managerial Emphasis, Excel Books, Ashok Banerjee (2009) -
3rd Edition (AB)
5 Indian Accounting Standards (IndAS) - An Overview 2019 by The Institute of
Chartered Accountants of India. & International Financial Reporting Standards
(IFRS), https://www.ifrs.org/research-centre/
6 Fundamentals of Financial Management (13th Edition) - Brigham & Houston (B & H).
Assessment:
Internal 40%
Semester End 60%

OPERATIONS MANAGEMENT:
Semester : I - Core
Title of the Course : Operations Management
Course Code : OPN 101

Operations management is the administration of business practices to create the highest level of
efficiency possible within an organization. It involves utilizing resources from staff, materials,
equipment, and technology. Operations managers acquire, develop, and deliver goods to clients
based on client needs and the abilities of the company.

To introduce students to operation function and systems, planning process in scheduling
1
and inventory
To illustrate concepts from conceptualisation of product/service, execution &
2
management.
3 To expose students to operations principles and techniques.
4 To comprehend operating principles in product and service industry
5 To apply different analytical techniques of Operations Management in different sectors.
Course Outcomes:
Understand capacity utilization, overall production planning and

CO1 Understanding
control.
CO2 Understanding Understand Service Operations and People Management.
Apply quality management principles for continuous improvement in
CO3 Understanding
operations management.
CO4 Applying Apply concepts of basic indices for production function.
Examine operation processes from a variety of perspectives such as
CO5 Analysing
productivity, workflow, and quality through value analysis.
Compare techniques and methodologies for managing organisations
CO6 Analysing
productive resources.

Critical
And Role Of
Global
CODE Leadershi Innovatio Analytic Communicati Self In Org
Perspecti
OPN-101 p n al on Skills And
ve
Thinkin Society
g
Operations
Management
CO1 2 2 2
CO2 3 3 2
CO3 2 2 2 2 2
CO4 1 2 1
CO5 2 1 3 1 2 2
CO6 2 3 2 2 2
Course Contents:
CO Mapping
Sr. No Contents to Topic
Introduction, a few definitions & terminologies. Areas of wealth creation, CO1
1 importance for business, industries, work stations and production
accessories.
Concept of value addition. Operations Ratio. Manufacturing Velocity: CO1, CO5,
2 organizing Production Function to maximize manufacturing, velocity, C06
superiority of flow production JIT philosophy and Practices
Types of Production Systems: Job, Batch & Flow systems, assembly Lines, CO1, CO3
3
Process Plants, Intermittent and Continuous Production
Various Departments: Roles and objectives of supporting services, starting CO1, CO2
4 from Design (R& D) to delivery of finished Goods and services. – Product
Design
5 Various types of machines for various Processes CO1, CO3
Operation with respect to ITES banks, Rural Manufacturing, Retail CO2, CO3
6
Hospitals and other various sectors of Industries
7 Basic Indices for evaluating Production function, W.I.P CO4
8 Operations and People Management IR/HPL CO3, CO5
9 Productivity Indicators, Men, Machine, Energy Management and others. CO5, CO6
Quality Control Versus Quality Assurance Inspection Metrology C03, C05
10 Calibrations. Setting up of Quality standard, working with Bureau of
Indian Standards.

Chary, S.N., 1995. Theory and problems in production and operations management. Tata
1
McGraw-Hill Education.
Chary, S.N., Theory and Problems in Production and Operations Management, 4th reprint,
2
2005, pp-156-161.
3 Buffa, E.S., 1973. Modern production management (No. TS155. B8313 1965.). Wiley.
Muhlemann, A., Lockyer, K.G. and Oakland, J.S., 1992. Production and operations
4
management. Pitman.
5 Bedi, K. and Sharma, J.K., 2006. Quality function deployment in business case studies.
Chunawalla, S.A. and Patel, D.R., 2009. Production and operations management.
6
Himalaya Publishing House.
7 Dilworth, J.B., 1983. Production and Operations Management. 1. Hrsg.
8 Operation Management by Nigel Shek, Stuart chambers, Robert Johnson
9 Kanji, G.K. and Asher, M., 1996. 100 methods for total quality management. Sage.
Assessment:
Internal 40%
Semester End 60%

MARKETING MANAGEMENT:
Semester : I - Core
Title of the Course : Marketing Management
Course Code : MKT 101

Marketing management introduces students to the process of planning and executing of the
conception, pricing, promotion and distribution of ideas, goods and services in order to
create, exchange and satisfy individual and organisational objectives.
1 Ability to understand the relevance and importance of the various fundamentals and
concepts of Marketing viz. STDP, Marketing Mix
2 Be able to spot need gaps
3 Ability to relate various Marketing Principles, take marketing decisions using STDP &
Marketing Mix
4 Develop the art of application of the same in real situations
5 Students should be aware of the several marketing strategies & evaluate the effects of the marketing concepts
on the firm, consumers &society
Course Outcomes:
Interpret need gaps in the environment, through STEP analysis and offer
CO1 Understanding
appropriate products/services.
Develop marketing decisions based on appropriate STDP combinations
CO2 Applying
and elements of the marketing mix.
Analyse market research to understand consumer behavior patterns for
CO3 Analysing
specific marketing situations.
Recommend a solution on situation based marketing strategies and its
CO4 Evaluating
effects on the business.
Propose situation based marketing strategies and predict their effects on
CO5 Creating
the business.

Critical Role Of
Global
CODE : And Communic Self In Org
Leadership Innovation Perspectiv
MKT-101 Analytical ation Skills And
e
Thinking Society
Marketing
Management
CO1 1 3
CO2 3 1
CO3 2 3 3 2
CO4 2 3 2
CO5 2 3 2 2
Course Contents:
Sr. No. Content CO Mapping

to the Topic
1 CO1
Introduction to Marketing concept, Evolution of marketing & Customer orientation
2 Customer Centricity, Satisfaction, Value and Retention Needs & Wants, core idea to concepts.CO1
Marketing Environment and
Evaluation of Market
opportunities, Strategic Planning
Processes
3 CO4
- Information Systems and Demand Forecasting
4 - Scanning Environment: Scanning Micro & Macro- environment, STEP CO1,CO2

analysis
5 - Understanding Consumer / Business Markets and Buyer Behaviour and CO3
Dealing with Competition; Competitive analysis Customer analysis Value
to the customer and customer lifetime value
6 CO2
- Segmentation, Targeting, Differentiating and Positioning
7 - Market Research: Basics of research, interpreting and reading market CO4

research reports
8 - Designing Marketing Mix and Strategy: Product / Service and Brand, CO4,CO5
Pricing, Distribution Channels, Promotions and challenges
9-10 Different types of markets CO4,CO5
International Markets
Rural Markets
Social Market

1 Marketing Management by Kotler & Keller : 15th Edition-Pearson Education India

Marketing Management : Planning, Implementation and Control –-V.S. Ramaswamy and
2
S Namakumari-2nd Edition- Macmillan India Limited,
3 Marketing Management by Rajan Saxena: 3rd Edition-Tata McGraw-Hill Education.
4 Marketing Management Text and Cases by Tapan k Panda-2nd Edition- Excel Books
Assessment:
Internal 40%
Semester End 60%

107. MANAGERIAL ECONOMICS:
Semester : I - Core
Title of the Course : Managerial Economics


This subject introduces the students to the basic concepts and principles of economics. The
students will be introduced to various economic parameters, their impact and influence at a local as
well as the global economy and business. This in turn will help the student, as potential managers
take decisions while understanding the implications of constraints.
1 Students will understand key economic principles and be able to apply them to making
managerial decisions
2 They can apply core microeconomic and macroeconomic concepts to issues like industry
prices and costs, inflation, unemployment and macroeconomic policy.
3 Students can analyze issues related to long-term growth and development
Course Outcomes:
CO1 Understanding Understand the role of the price mechanism and competitive markets.
CO2 Applying Apply the demand-supply model to different market trends.
CO3 Analysing Compare different market structures and their impact.
CO4 Analysing Analyse macroeconomic issues like Business Cycles
CO5 Evaluating Evaluate the prevailing markets in relation to their theoretical models
Mapping of Course Outcome (CO) to the AOL:

Critical
Role Of
And Commun Global
Leadersh Innovati Self In
CODE : GM-103 Analytic ication Perspecti
ip on Org And
al Skills ve
Society
Thinking
Managerial Economics PO1 PO2 PO3 PO4 PO5 PO6
CO1 3 2 2
CO2 3 2 2
CO3 3 2 2
CO4 3 2 2
CO5 3 3 3

Course Contents:
Sr CO Mapping
Contents to the Topic
No
Introduction to Economics, Nature of Economic problem, Price mechanism CO1

1
CO2
2 Demand Curve, Law of Demand, Elasticity of demand including pricing
strategy, Applications of elasticity, Supply curve
Demand-supply model, Demand/supply shift, Price controls, price ceiling CO2

3
and floors, binding and non-binding
Production and Cost Analysis, Factors of Production, Production Function, CO2
Laws of Returns and Returns to Scale. Various Concepts of Cost, Cost
4 schedule and Cost Curves, Short - run & Long – run, Learning and Cost –
Economies and Diseconomies, Iso-quant Technique, Producer‘s
Equilibrium and Expansion Path.
Market & Price determination, Types of Markets: Features of Perfect CO3
Competition, Monopoly, Monopolistic Competition and Oligopoly.
5 Determination of Equilibrium Price under Perfect Competition, effects of
changes in Demand and Supply on Price, Role of Time in Theory of Price.,
Pricing Policies and Practices.
CO3
Revenue Structure, Break- even and Profit Maximization: Total, Average
and Marginal Revenues of a firm under different market categories. Break-
6 even Volume. Equilibrium condition of a firm under Perfect Competition in
the Short- run and Long-run, Normal Profit, heterogeneity of Entrepreneurs
and Shut-down Point of the firm.
Overview of Indian Economy …Contemporary issues in Economic CO3

7
Development, Management and Public Policy
CO4
8 Basic Concepts-National Income –Savings, Consumption, Investment
Inflation; Unemployment; Business Cycles (Current Indian Context)
Basic Themes in Open Economy Macroeconomics – Balance of CO4

9
Payments; Exchange rate Determination; Role of Foreign Investment
CO4
10 Introduction to Macroeconomic Policy – Monetary and Fiscal Policy
CO4
11 Theories of International Trade – Traditional and Modern
Basic Models of Growth and Development and their Relevance to the CO5
12
Indian Development Issues

1 Mankiw,N.G. (2015), Principles of Economics,(7th edition), New Delhi Cengage

LearningSamuelson,P.A. and Nordhaus,W.D.(2010),Economics,(19th edition)
,McGraw Hill
2 Samuelson,P.A. and Nordhaus,W.D.(2010),Economics,(19th edition) ,McGraw Hill
3 Mankiw, N. Gregory(2012), Principles of Macroeconomics, (6th edition), 2012,

Cengage LearningD'Souza Errol(2014),Macroeconomics, (2nd edition),Pearson.
4 D'Souza Errol(2014),Macroeconomics, (2nd edition),Pearson.
5 Mishra &Puri(2015), Indian Economy , 33rd Edition, Himalaya Publishing House
6 H.L. Ahuja(2015), Macroeconomics theory and policy ,20th edition, S.Chand,
Assessment:
Internal 40%
Semester End 60%

BUSINESS STATISTICS:
Semester : I - Core
Title of the Course : Business Statistics

Business Statistics refers to the application of statistical tools and techniques to business and
managerial problems for the purpose of decision making.
1 To know statistical and mathematical techniques for analysis of business and economic data.
To understand the role of probabilistic concepts and different discrete and continuous
2 distributions are examined.
To prepares students to describe, gather and analyze business data, and to use statistical tools
3 to make effective business decisions in operations, finance, marketing management, and new
product development
4 To introduce the emphasis is given on topics related to model formulation estimation of

parameters, hypothesis testing and simple correlation and regression.
5 To understand importance of decision support provided by analysis techniques
6 To appreciate and apply it in business situations using case lets, modeling, cases and projects
7 To understand Managerial applications of Statistics
Course Outcomes:
CO Show use of descriptive statistics for exploratory data analysis.

Remembering
1
CO
Applying Apply probability rules for calculating probability of an event.
2
CO Apply theoretical probability distributions for calculating probability of an
Applying
3 event.
CO Make use of sampling distributions for estimation and testing hypothesis.
Applying
4
CO Understandin Infer about relationship between variables.
5 g

CO Build linear regression model for prediction by using least square method.
Applying
6
Mapping of Course Outcome (CO) to the AOL goals:
Critical Role Of
Commu
CODE : GM- And Global Self In Org
Leadership Innovation nication
104 Analytical Perspective And
Skills
Thinking Society
Business
Statistics
CO1 2 2
CO2 3
CO3 2
CO4 1 2
CO5 1 2
CO6 2 1
Course Contents:
CO Mapping
Sr No Content to the Topics
Introduction to Business Statistics: Research, Primary, Secondary, Data CO1
1 Types, Qualitative, Quantitative, Scales, nominal, Ordinal, Interval, Ratio,
Population Samples. Homogeneous, Heterogeneous
CO1
2 Descriptive statistics & Presentation
Practice of descriptive Statistics through Excel (Summarizing data through CO1

graphs and tables) : Frequency Table, Relative Frequency Table, Cumulative
3
frequency table, Cumulative Relative Frequency Table, Cross tabulation, Bar
graph, Histogram, Pie chart, Stem Leaf Graph, Scatter Plot, Ogive
CO1
Central Tendency : Mean, Mode, Median, Percentile, Quartiles, Outlier, Box
4
Plot.
CO1
5 Central Tendency : Grouped Data, Z-score
Probability Concept, Discrete & Continuous Probability Distribution, CO3

6
Inventory Case, Radial Tire and handout problem, Binomial
7 Case Study : Specialty Toys CO2

Sampling distribution, standard error, Sample Size, Small sample, finite CO4
Population, Infinite Population, EAI Problem, Hypothesis formation,
8 Research Hypothesis, Validation Hypothesis, Decision Making Hypothesis,
Type I error, type II error, Null Hypothesis. Alternate Hypothesis. Z-test,
Cases : Young professional gulf Real Estate
Inference about the difference between two populations Z & T – Test, Case CO4, CO5
9
:Quality Associates, Unemployment study, Par inc.
10 Chi Square Test : Testing Goodness of fit, CO4, CO5
11 Chi Square Test : Test for Independence, CO4, CO5
12 F-Test : Inference about Population Variances CO4, CO5
Anova : Analysis of Variance, case : Air traffic controller stress test, CO4, CO5
13
compensation for sales professional
Least Squared method, Simple regression, Coefficient of Determination R2. CO5
14 Hypothesis formation for regression and test significance, Armand‘s Pizza
Case discussion.
Case discussion : Butler Case, Department of Transportation, Measuring CO5
15 stock market Risk, Alumni Giving, Consumer Research, Additional
explanation of Multiple regression.
Business Statistics in Practice – Bowerman, O‘Connell, Murphee (5th Edition, Tata

1
McGraw Hill Publication)
Statistics for Business & Economics – Anderson, Sweeney, Williams (12th Eidtion,
2
Cengage Learning)
Statistics for Managers Using Microsoft Excel – Levine, Stephen, Krehbiel, Berenson (5th
3
Edition, Pearson Education)
Business Statistics for Contemporary Decision Making – Ken Black (5th Edition, Wiley
4
India)
5 SPSS for Windows – Daren George, Paul Mallery (Pearson Education)
Business Research methods, Zikmund , 8th edition, 2013,Cengage Learning India Pvt
6
Ltd.
Assessment Method:
Internal 40%
Semester End 60%

DESIGN THINKING:
Semester : I - Core
Title of the Course : Design Thinking

This course introduces the student to the process of design thinking, as an important tool, to solve
business problems. It sharpens the analytic and creative abilities of the student. This elementary
course exposes the student to the human centered design.

1 To inculcate amongst business students the drive for creative expression, the power of
creative thinking and lateral thinking
2 To inculcate a learning by doing approach, and build empathy for the user, who‘s central to
the design process
3 To come up with both tangible and intangible solutions for the chosen areas of the project,
and evaluate them from the lenses of novelty, feasibility, negative repercussions and What
ifs
Course Outcomes:
Understandin
CO1 Understand the concept of design thinking in business processes.
g
Understandin Understand the application of ethnography and its utility in the
CO2
g business world.
CO3 Applying Construct prototypes and presentations.
Understandin Understand strategies and techniques like blue ocean strategy,
CO4
g PMI techniques etc.
Understandin
CO5 Understand design process and visual thinking.
g

Critical Role Of
CODE-GM- And Communic Global Self In Org
Leadership Innovation
105 Analytical ation Skills Perspective And
Thinking Society
Design
Thinking
CO1 3 3 3 2 2
CO2 2 2 3 3 2 2
CO3 2 3 3 2
CO4 1 3 3 2 2
CO5 3 3 2
Detailed Contents:
Sr. No. Content CO Mapping

to the Topics
1 What is design thinking – 5 stages of design thinking CO1
2 What is design thinking – examples of innovation using design thinking CO1
3 Problem statement – sensitization to perceiving problems in day to day life CO1, CO2
and how to state it. Group formation.
Problem statement related to business domain / social space
4 Perception and ethnographic skills – observation, empathy, survey, user CO4, CO5
journey and user research, interview , audio and video recording, view
from different angles, stake holder mapping and analysis, primary and
secondary research
Apply on problem stated in (3)
5 Analysis – Assimilation of information , Identification of gaps CO1, CO2,
Apply on problem stated in (3) CO3
6 Ideation – How to address the gaps . Ideation techniques : brain storm , CO1, CO2,
question , six paths of Blue Ocean Strategy, insights from user research CO4,
7 Ideate and form new concepts to address the gaps CO2
9 Apply on problem stated in (3)
8 Develop solution – this should eliminate the gaps identified earlier CO3
9 Develop prototype – this could be 2 dimensional or 3 dimensional CO3
Apply on problem stated in ( 3 )
11 Group presentations CO4, CO5

Design of everyday things, by Norman Don, ISBN-13: 978-0465050659, Published by Basic
1
books.
2 Creative confidence , by Kelly Tom & Kelly David, ISBN-13: 978-0385349369
3 Steal like an artist, by Kleon Austin, ISBN-13: 978-0761169253, published by Adams Media.
Thinking fast and slow , by Kahneman Daniel , ISBN-13: 978-0374533557, published by

4
Farrar, Straus and Giroux.
Design Thinking: Understanding How Designers Think and Work, by Nigel Cross,
5 ISBN-13: 978-1847886361, published by Bloomsbury India publishing Pvt. Ltd.
Assessment Method:
Evaluation % of Marks Assigned
Internal 40%
Semester End 60% ( jury based)

GLOBAL CITIZEN LEADERSHIP:
Semester : I - Core
Title of the Course : Global Citizen Leader

This course is broken into 4 parts (i) leading self (ii) collaborate (iii) innovate & (iv) social impact
through action, which will eventually help students to build capability to lead themselves, work
effectively with others, enact creative & conscientious change.
To develop self & socially aware individuals who are able to work courageously &
1
collaboratively.
To identify the importance of Continual & agile learners who are able to step into new
2
environments &empathize from multiple perspectives
Prepare students who seek to transform the world from a positive & collaborative mind-set
3
& are not confined by local paradigms when developing solutions.
Course Outcomes:
Understand Social Identity Mapping, Mental Models, Emotional

CO1 Understanding
Intelligence and Mindfulness.
CO2 Understanding Compare and contrast lessons in observations.
CO3 Understanding Relate design thinking principles to business activities.
CO4 Understanding Apply leadership skills, creativity for growth mind-set.
CO5 Understanding Understand the innovation concepts and the processes.

Critical Role Of
CODE:GM- And Communic Global Self In Org
110 Analytical ation Skills Perspective And
Thinking Society
Global Citizen
Leadership

CO1 3 3
CO2 3 3 3
CO3 3
CO4 3
CO5 3 3 3
Course Contents:
Program is broken into 4 parts (i) leading self (ii) collaborate (iii) innovate & (iv) social impact
through action, which will eventually help them build capability to lead themselves, work
effectively with others, enact creative & conscientious change. Students are taken through
experiential learning processes
Sr. No. Content CO Mapping to

the Topics
1 Social Identity Mapping, Mental Models, Emotion Mental Models, CO1
Mindfulness.
2 Lessons in Observations (Orange example), Design thinking CO2, CO3
principles.
3 Empathy, Data visualization, Life Journey Map. CO4, CO5
4 Learning Curve, Growth Mind set, Hero‘s journey. CO3, CO4
5 Visioning, Innovation Process, Opportunity Analysis. CO4, CO5
1 Developed & Provided by Centre for Creative Leadership, (CCL)USA.
Assessment Method:
Evaluation % of Marks Assigned

Internal -
Semester End 100%- Group Presentations

SEMESTER II Courses
Core Courses for All Specialisations + 3 Specialisation Electives (to be chosen out of 5)
Course No of sessions Total

Course Name Marks Credits
Code and hours Duration
Cost & Management
FIN201 20 X 2 hrs each 40 Hours 100 4
Accounting
FIN202 Financial Management 20 X 2 hrs each 40 Hours 100 4
Legal &Tax Aspects of
FIN 203 20 X 2 hrs each 40 Hours 100 4
Business
OPN 201 Operations Research 20 X 2 hrs each 40 Hours 100 4
Human Resource
HR 201 20 X 2 hrs each 40 Hours 100 4
Management
MKT 201 Business Research Methods 20 X 2 hrs each 40 Hours 100 4
Business, Environment &
GM 201
Society 20 X 2 hrs each 40 Hours 100 4
Refer the
syllabus
Refer the
syllabus
Refer the
syllabus
Global Citizen Leader
GM 210 10 Hours 50 1
(Theory)
Total 410 1050 41

ELECTIVES
Electives for Marketing Specialisation (Any Three out of Five)

Codes Sessions Duration Marks
and
Hours
MKT 202 International Marketing 20 X 2 40 Hours 100 04
hrs each
MKT 203 Retail Management 20 X 2 40 Hours 100 04
hrs each
MKT 204 Rural Marketing 20 X 2 40 Hours 100 04
hrs each
MKT 205 Event Management 20 X 2 40 Hours 100 04
hrs each
Management hrs each
Electives for Operations Specialisation (Any Three out of Five)

and Hours
OPN 202 Materials Management 20 X 2 hrs 40 Hours 100 04
each
OPN 203 Technology Management & 20 X 2 hrs 40 Hours 100 04
Manufacturing Strategy each
OPN 204 Total Quality Management 20 X 2 hrs 40 Hours 100 04
each
OPN 205 Productivity Techniques 20 X 2 hrs 40 Hours 100 04
each
TEC 201 Information Technology for 20 X 2 hrs 40 Hours 100 04
Management each
Electives for Finance Specialisation (Any Three out of Five)
and
Hours
FIN 204 International Finance 20 X 2 40 Hours 100 04
hrs each
FIN 205 Fundamentals of Financial Markets 20 X 2 40 Hours 100 04
& Banking hrs each
FIN 206 Behavioural Finance 20 X 2 40 Hours 100 04
hrs each
FIN 207 Analysis of Financial Statements 20 X 2 40 Hours 100 04
hrs each
Management hrs each

Electives for Human Resources Specialisation (Any Three out of Five)
and
Hours
HR 202 Human Resources Planning 20 X 2 40 Hours 100 04
hrs each
HR 203 Compensation & Benefits 20 X 2 40 Hours 100 04
hrs each
HR 204 Talent Management & Employee 20 X 2 40 Hours 100 04
Engagement hrs each
HR 205 Recruitment & Selection; Employer 20 X 2 40 Hours 100 04
Branding hrs each
Management hrs each

CORE COURSES
COST & MANAGEMENT ACCOUNTING:
Semester : II –Core
Title of the Course : Cost and Management Accounting :100 Marks

Success in any business, from the smallest corner store to the largest multinational corporation
requires the use of cost accounting concepts and practices. Cost & Management Accounting provides
key data to managers for planning and controlling as well as costing products, services and even
consumers. The theme, ‗different costs for different purposes‘ help managers to take right short term
and long term decisions.
To understand the cost concepts and techniques of analyzing cost for effective decision
1
making and cost control in the competitive business environment.
To develop skills for design and implementation of management control system to be used
2
for effective planning and controlling.
To emphasize the decision facilitating aspects of cost accounting by using the theme of
3
‗Different costs for different purpose‘.
Course Outcomes:
Understand concept of cost, costing and cost analysis and its relevance
CO1 Understanding
for effective decision making.
Build the cost and management accounting system as a managerial tool
CO2 Applying
for effective planning and decision making.
CO3 Applying Apply relevant costs for taking short run alternative choices decisions.
Applying Construct budgets and variance analysis as an effective tool for planning
CO4
and control.
CO5 Applying Utilise responsibility accounting for the assessment of managers.

Course Outcome (CO) Mapping to AOL goals:
Critical Role Of
Commu
CODE : Leadershi Innovatio And Global Self In
nication
FIN-201 p n Analytical Perspective Org And
Skills
Thinking Society
Cost and
Management PO1 PO2 PO3 PO4 PO5 PO6
Accounting
CO1 3
CO2 3 2
CO3 3 2
CO4 3 2
CO5 3 2
Course Contents:
CO
Sr. Mapping
Content
No. to the
Topics
A. Cost Accounting CO1
Fundamentals: The Accountant‘s role in the organization,(management CO1
accounting, financial accounting and cost accounting, strategic decisions and the
management accountant etc.), How the contemporary business environment has
influenced cost management., Explain the use of cost management information in
1
the different functions of management and in different types of organizations,
Introduction to cost, cost terms, their use and importance, Classification of cost
by function, elements and behavior, Measurement of cost in a required format,
Preparation of cost sheet.
2 Materials control : Financial Aspects CO1
3 Overheads accounting and control : Introduction to ‗Activity Based Costing‘ CO2
4 Methods of costing : job costing, process costing and service costing. CO1
B. Management Accounting CO3
1 Distinction between Cost Accounting & Management Accounting. CO3
Marginal Costing & Cost Volume Profit Analysis: Limitations of absorption CO3
costing, Segregation of Costs – purpose and importance, Cost-volume-profit
assumptions and terminology, essentials of CVP analysis, Computation of
2
Breakeven Point, Margin of safety, Angle of incidence, CVP analysis for
decision making- make v/s buy, operate v/s shut down, Product mix, capacity
utilization, profit Planning, export pricing etc.
Tools for planning and control-Budgetary Control: Budgets and budgeting cycle, CO4
advantages of budgets, budget committee, and Budget manual, Functional
3 Budgets, Master Budget, Responsibility budget and performance Budget,
Flexible Budgeting –its importance, Zero Based Budgeting, achieving success
with ZBB and drawbacks of ZBB.
Responsibility Accounting : Meaning of responsibility accounting, Cost Centre, CO5
Profit Centre, Revenue Centre & Investment Centre approach, Use of
4
Responsibility Accounting in Performance evaluation, Transfer pricing for
decision making
Standard costing and Variance analysis : . What is standard costing? Why CO4
5 Standard costing?, What is variance analysis?, Basic variances- Quantity, Price,
Rate and combined total variance.
1
Charles Horngren, Srikant Datar, S.M., Rajan, Cost accounting: A Managerial Emphasis.-
14th Edition, Pearson Education, 2012.
2 Collin Drury, C., 2006. Management & Cost Accounting: Cengage Learning - 9th
Edition, 2018
3 Banerjee, B., 2014. Cost accounting theory and practice. - 13th Edition, PHI Learning
Pvt. Ltd..
Assessment:
Internal 40%
Semester End 60%

FINANCIAL MANAGEMENT:
Semester : II - Core
Title of the Course : Financial Management- 100 marks

Financial Management is the study of procuring and judicious uses of financial resources with
a view to maximising the value of the firm thereby maximizing the shareholder‘s value.
In the ever changing business environment, core principles of finance which includes time
value of money, risk analysis, capital budgeting, valuation etc help managers to make wise
investment decisions for the organisation which help in achieving the firm‘s objective.
This course will provide a structured approach to the theory and practice of financial
concepts.
To introduce students to the fundamentals of financial management. To make them

1 understand, that the goal of financial management is to‘ maximize the value of the
shareholder‘.
To enable students understand various financial concepts and tools that help in
2
creating value for a company and its shareholders.
To facilitate students understanding the role of a Finance Manager in effective
3 sourcing and judicious utilization of the scarce financial resources for the organization
which leads to value creation and sustainability for an enterprise,
Course Outcomes:
CO1 Analysing Analyse financial statements using financial ratios.

CO2 Creating Construct projected financial statements for forecasting long-term financial needs.
CO3 Applying Apply the concept of time values of money to take investment decisions.
Apply risk and return concepts and valuation techniques to stocks and corporate
CO4 Applying valuation.
Solve cost of debt, cost of equity and the cost of capital.
CO5 Applying
Examine the role of working capital management, its components, key strategies and
CO6 Analysing techniques in managing liquidity.
Examine major sources of short-term and long-term financing available to the firm.
CO7 Analysing
Apply capital budgeting techniques including real options in investment decisions.
CO8 Applying
Examine the factors influencing dividend policy.
CO9 Creating

Course Outcome (CO) mapping to the AOL goals:
Role
Critical
Of Self
CODE : And Communication Global
Leadership Innovation In Org
FIN- 202 Analytical Skills Perspective
And
Thinking
Society
Financial
Management
CO1 3 3
CO2 3 1
CO3 3 1
CO4 3 2
CO5 3 2
CO6 3 2
CO7 3 2
CO8 3 2
CO9 3 2
Course Contents:
Sr. Content CO Mapping

No to the Topics
1 Objective of Financial Management : What is Finance?, What is Financial CO1, CO2
Management?, Forms of business organizations, Financial performance
appraisal using ratios, Free cash flow, MVA and EVA, Integrated case
2 Time Value of Money- using excel : Future values, Present Values, Finding CO3, CO4
the interest rates, Finding the number of years, Annuities, ordinary annuity
and annuity due, Present value of an ordinary annuity, Finding annuity
payments, number of periods, interest rates, Uneven cash flows, Future value
of an uneven cash flow, Semiannual and other compounding periods,
Comparing interest rates, fractional time periods, Amortized loans
3 Cost of capital : Cost of debt, Cost of preferred stock, Cost of retained CO5
earnings-The CAPM approach, Bond yield plus risk premium approach,
dividend yield plus, Growth rate or discounted cash flow (DCF) approach,
Cost of new common stock- with flotation costs, Composite or Weightage
average cost of capital-WACC, Factors that affect WACC, Adjusting the cost
of capital for risk
4 The Basics of Capital Budgeting- using excel : NPV, IRR, MIRR, NPV CO8
Profiles, Payback Period, Discounted Payback Period.
5 Cash flow estimation and risk analysis : Concept of Cash Flow, Different CO8
scenarios- expansion, Replacement, Measuring risks.
6 Real options and other topics in capital budgeting : Introduction to real CO8
options, Growth, abandonment, shutdown options, Investment timings
options
7 Sources of finance : Short term- long term, Domestic-Foreign, Equity-Mixed, CO7
8 Working capital management : Concept, The Cash Conversion Cycle, Cash CO6
Management - The Cash Budget, Inventory management, Account
receivables management, Accounts payable, Working capital financing
9 Financial forecasting- using excel : The AFN equation, Forecasted financial CO2

statements, Integrated case
10 Capital structure & dividend policy CO9
Brigham &Houston - Cengage Learning, Fundamentals of Financial Management

1
13th edition.
Khan & Jain- Tata McGraw Hill- Financial Management Text, Problems & Cases 6th
2
Edition
Prasanna Chandra- Tata McGraw Hill. Financial Management Theory and Practice
3
8th edition
4 I M Pandey- Vikas Publishing House, Financial Management 11th edition.
Assessment:
Internal 40%
Semester End 60%

LEGAL & TAX ASPECTS OF BUSINESS:
Title of the Course : Legal & Tax Aspects of Business 100 Marks

Legal Aspects of business: Legal aspects are an indispensable part of any business in any
country. They reflect the policy framework and the mindset of the Governmental structure of
that country. They ensure that every business is functioning as per the statutory and legal
framework of the country.
Tax Aspects of business: This course largely deals with Income Tax Act provisions
applicable for doing business in India. It includes basic components and principles of Direct
Tax Laws- The Indian Income Tax Act, and the Indirect Tax Law- Goods & Services Tax
(GST).
To familiarise students with the basic concepts of law, understand the main principles of
1 current applicable business laws and how it affects the functioning of different businesses
in India.
2 To familiarise students with Fundamentals of Indian Income Tax Act.
3 To familiarise students with salient features of Goods and Services Tax.
Course Outcomes:
CO1 Understanding Understand current business laws applicable in India.

Analyse the implications of applicable sections of Indian Contract Act, Companies
CO2 Analysing
Act, Competition Act,etc.
CO3 Understanding Understand basic principle governing Indian Income Tax Act.
Understanding Understand different heads of income and deductions available.
CO4
Understanding Understand the fundamentals of Goods and Services Tax.
CO5
Course Outcome (CO) Mapping to AOL goals:

Role
Critical
Of Self
FIN-203 Analytical Skills Perspective
And
Thinking
Society
Legal &
Tax
Aspects PO1 PO2 PO3 PO4 PO5 PO6
of
Business
CO1 3 2 2
CO2 3 2 2
CO3 3 2 2
CO4 3 2 2
CO5 3 2 2
Course Contents:
CO Mapping to
the Topics
Sr.
Content
No.
Basic Concept of Law (Definition of Law, Classification, Writs U/Article CO1, CO2
226 & 32), Jurisdiction of Courts (Civil & Criminal prevailing within
Mumbai) – Basics of Evidence,(Oral, documentary, burden of proof,
1
Examination – in – Chief, Cross Examination, re – examination) –
Principles of Natural Justice (Audi Alterem Partem, Rule Against Bias,
Speaking Order)
Indian Contract Act 1872 – Principles of Contract, sections – 2 – 30, 56, CO1, CO2
2 quasi – contracts, damages /73 – 74. Special contracts (Indemnity,
Guarantee, bailment, pledge, agency)
3 Indian Companies Act 2013 – Salient Features of the New Act CO1, CO2
Competition Act – 2002 – Definition & S/3. S/4 and S/5 and Consumer CO1, CO2
4
Protection Act.
CO1, CO2
Cyber Law- salient features-Information Technology Act and e-
5
commerce regulations.
Intellectual Property Law- salient features -relating to Intellectual CO1, CO2
6
Property Rights.
Income Tax Act 1961 – Income, Residence, Heads of Income. CO3, CO4
Introduction to fundamentals of Income Tax: Inclusion, its applicability,
7
overview of different heads of income, applicable sections, applicable
deductions, exemptions etc.
Tax Planning Concepts and principles: Meaning, Rationale, concepts and CO3, CO4
8
principles.

Income under the head ―Business or Profession‖. (Section 28): Meaning, CO3, CO4
its applicability, items of expenditure which are to be allowed as
9
deductions while computing business income, Business profits – :
Sections 30, 31, 35, 35D, 36, 37, Etc.
The concept of Depreciation under Income Tax Act: its applicability, CO3, CO4
10
methods, applicable rates etc.
The disallowances under Income Tax Act -Sections 40, 40A(2),40A(3), CO3, CO4
11
Practical Examples including Case Laws.
Fundamentals of Goods &Services Tax (GST), Principles, Procedures, CO5
12
structure etc.
Reference Text/Reading Material:
1 Elements of Mercantile Law- N D.Kapoor-34th Edition-:Sultan Chand & Sons.
2 Business Laws-N Kapoor- 30th Edition- 2015- Sultan Chand & Sons
Business Law, P.C.Tulsian and Bharat Tulsian-3rd edition- Publisher- Tata McGraw Hill-
3 2018
4 Company Law, by Singh Avtar., Edition: 17th , Publisher: Lucknow Eastern Book 2016.
Cyber Laws and Information Technology- Dr.Jyoti Rattan and Vijay Rattan-Bharat
5 Publication- 6th edition, 2017.
Intellectual Property Law by P.Narayanan, 3rd edition, Publisher: Kolkata Eastern Law
6
House 2002
Law relating to Intellectual Property Right- V.K.Ahuja-3rd Edition-LexisNexis
7
Publications-2017
Guide to Competition Act,2002. S.M.Dugar & Sudhanshu Kumar- 7th Edition-
8
LexisNexis Publication -2017
9 Bare Act of Income Tax..
10 Government Notifications, Rules, Circulars & Clarifications.

Students Guide to Income Tax including GST- Dr.Vinod Singhania- Taxman
11
Publication- for the current year.
Assessment:
Internal 40%
Semester End 60%
OPERATIONS RESEARCH:

Title of the Course : Operations Research- 100 marks

Operations Research (OR) is a scientific method of providing executive departments with an
analytical & objective basis for decision making. It has a widespread application in all facets
of management i.e. Production, marketing, Finance, Budgeting & Investment etc.
1 To learn to convert the business problems into various optimizing techniques.

To explain the process of enhancing business value through Operations Research
2
Techniques.
To prepare students for advanced analytical methods to help make effective business
3
decisions.
To address and solve diverse business issues by applying various analytical /
4 quantitative techniques and methods. For example: logistics and supply chain
management.
Course Outcomes:
Understand the relevance of operations research and its applications in

CO1 Understanding
Business.
CO2 Understanding Understand replacement theory to reduce the maintenance costs.
Apply project Management techniques PERT, CPM for any given
CO3 Applying
project.
Apply queuing theory to reduce the customer‘s queue in real life business
CO4 Applying
cases
CO5 Applying Develop linear programming (LP) models for Business situations.
CO6 Creating Create simulation to the business problems and practicing the same.
Course Outcome (CO) Mapping to the AOL goals:

Critical Role Of
CODE : Innovatio And Communica Global Self In
Leadership
OPN-201 n Analytical tion Skills Perspective Org And
Thinking Society
Operations
Research
CO1 2
CO2 3
CO3 3 2
CO4 3
CO5 3
CO6 3
Course Contents:
Sr. CO Mapping to
Content the Topics
No.
CO1
1 Introduction to OR: Genesis, Concepts, Application, Scope & Limitations.
Linear Programming (LP): Concepts, Formulation of Models, Diverse CO1, CO2

Problems – Graphical Explanation of Solution - Maximization /
Minimization – Simplex Algorithm – Use of Slack / Surplus / Artificial
2
Variables – Big M Method/ Two Phase Method – Interpretation of the
Optimal Tableau – (Unique Optimum, Multiple Optimum, Unbounded-ness,
Infeasibility & Redundancy Problems.)
CO1,CO2
Transportation Problem (TP): Concepts, Formulation of Model – Solution
Procedures for IFS and Optimality Check - Balanced / Unbalanced -
3
Maximization / Minimization – Case of Degeneracy – Prohibited Routing
Problems – Post-Optimal Sensitivity Analysis.
CO1, CO2
Assignment Problems : Concepts, Formulation, Hungarian Model,

4
Maximization / Minimization, Balanced / Unbalanced problems.
Queuing (Waiting- line) Models: Concepts- Types of Queuing Models, CO4

5
Problem Solving pertaining to queuing models.
Game Theory: Concepts, 2* n-games, zero sum and Non-zero-sum games, CO4
6 Solution Procedures to 2* zero sum games – Saddle point, Mixed Strategy,
Sub-games Method for m x 2 or 2 x n games – Graphical Methods.
Replacement & Maintenance Models: Replacement of Items Subject to CO5
7 Deterioration and Items Subject Random Total Failure – Group vs.
Individual Replacement Policies.

CO6
8 Simulation : Monte Carlo Simulation, its Application and Problem Solving.
Project Management: PERT; CPM; Phases of a Project; Network Arrow CO3

9
Diagrams Slack; Critical Path; Float; Crashing the Network.
Inventory Models Types of Inventory Situations Fixed Quantity Fixed CO6
Review Period 3 costs Involved- Deterministic Probability Models-
10 Economic Order Quantity-(EOQ) and EBQ for Finite production rate-
Sensitivity Analysis EOQ- EOQ under price break Determination of safety
stock and Reorder levels – Static inventory model
Decision making environment under certainty, uncertainty and risk, Decision CO6
11
trees and its applications.
CO1, CO2,
12 Introduction to excel solver. CO3, CO4,
CO5, CO6
1 Operations research: an introduction. Taha, H.A., 9th Edition Pearson

Quantitative Techniques in Management - Vohra, N.D., 2006. , 3e. Tata McGraw-Hill
2
Education.
Quantitative Techniques in Management - Sharma, J.K. and JAIN, M., 2014. . Laxmi
3
Publications..
4 Operations research--methods and problem Sasieni, M.W., 1959..
5 Real world research (Vol. 3). - Robson, C., 2011. Chichester: Wiley.
Assessment:
Internal 40%
Semester End 60%

HUMAN RESOURCE MANAGEMENT:
Title of the Course : Human Resource Management- 100 marks

This course encompasses the various policies, practices, and systems in HR such as Planning,
Recruiting, Retention, Learning, Training and Development, Performance Management besides
providing an overview of Industrial Relations and Labour laws. The course aims to sensitize
learners about the social impact of HR practices and decisions. Further, it endeavors to build
sensitivities towards ethical & moral issues while driving an organization‘s human resource
development & human capital management initiatives.
By way of exposure to best practices in analysis and design of work systems, HR planning,
recruitment, selection, training, performance management, compensation, and employee relations,
the course intends to inform students to appreciate the finer nuances of benchmarking against the
best-in-class.
To enhance awareness of the policies, practices, and systems that influence employees‘
1
behaviour, attitudes, and performance
To appreciate the impact of employees‘ behaviour, attitudes, and performance on team and
2
organizational performance
To provide exposure to best practices in analysis and design of work systems, HR planning,
3 recruitment, selection, training, performance management, compensation, and employee
relations
4 To familiarise with quantitative models for optimizing of the effectiveness of HR processes
To be sensitive to the large scale social impact of human resource practices and
5
ethical/moral considerations while implementing human resource practices
Course Outcomes:
Understand theory & application of Human Resource Management for the

CO1 Applying
achievement of the organization‘s strategic & operational goals.
Understand of the core HR processes, systems, related to the Employee Life
CO2 Understanding
Cycle Framework.
Understand how an organization‘s Human Resource Development &
CO3 Applying
Human Capital Management

approaches are in alignment with expectations of key stakeholders, and
identify ethical & moral challenges.
Develop an overall understanding of how the HR process, HR Function, HR
CO4 Understanding professionals and the Business Managers collaborate to deliver value for the
organization..
CO5 Understanding Understand ethical and moral challenges involved in HRM.
Critical Role Of
CODE : Innovatio And Communication Global Self In
Leadership
HR 201 n Analytical Skills Perspective Org And
Thinking Society
Human
Resource
Manage
ment
CO1 3 2 3
CO2 2 2 1
CO3 1 3 2 2 3
CO4 2 2 3 3 1 1
CO5 2 1 2 2 2 3
Course Contents:
Sr. CO Mapping
Content to the Topics
No.
Nature & Concept: Introduction to Human Resource Management: Its nature & CO1, CO2,
1 scope; relationship with other social sciences; recent trends, Human Capital CO3, CO4
Management and role of Line manager in HR functions.
HRM in Dynamic Environment: Social, economic, regulatory, and legal CO3, CO4
2
environment of HRM, HRM practices in India, Work-life balance
Strategic HRM: Linkages between Strategy & HRM, SHRM model, HR CO1, CO2,
3 Strategies, SHRM & organizational performance , Dave Ulrich , Wayne CO4
Brokeback
CO1. CO2
Human Resource Planning: Need for HR planning; Types of HR planning;
4 Quantitative approaches to HR forecasting and planning, Outsourcing,
temporary workforce, and contingent workforce.
CO1, CO2,
Recruiting , Selection & Retention: Factors affecting recruitment, constraints &
CO3, CO4
5 challenges in the recruitment processes , channels and effectiveness, Selection
methods and their effectiveness
Selection methods and their effectiveness: Quantitative approaches to CO1, CO2,
measurement, deciding parameters for selection process : CO3, CO4
6
Recruitment practices in India/overseas:
Challenge of employee retention

Learning, Training& Development Difference between Learning, Education and CO1, CO2,
Training; Learner characteristics , Learning Styles, Training as a means of CO3, CO4
7
improving performance & productivity, Training as an enabler to achieving
organizational transformation, Need and importance of training
CO1, CO2,
Training & Development: Training methods, New training techniques, CO3, CO4
8
Evaluation of training, Emerging issues in training
Performance Management: - Performance Appraisal, Objectives of performance CO1, CO2,

9 appraisal, Methods, Errors in the Appraisal process, Performance improvement CO3, CO4
planning , Link with Balanced Score Card
Rewarding human resources: CO1, CO2,
Methods for deciding relative importance of jobs within the organization; CO3, CO4
10 Methods of determining the worth of jobs as compared to similar jobs in other
companies/industries;
Pay for performance; Administration of compensation; Social perspectives.
HR Accounting &Audit: CO1, CO4
HR Accounting – opportunities & challenges:
HR Audit- challenges, methodology, scope of HR audit, limitations of HR
11
Audit, Balanced scorecard- application and alignment: HR Score Card
CO1, CO2,
Industrial relations and labour laws: Introduction to industrial relations and CO3, CO4
12 labour laws; labour law reforms; Approaches to industrial approaches, best
employer practices, emerging issues& challenges.
Industrial Relations and Labour laws: Trade unions, Employer associations, CO1, CO2,
grievance redressal , employee welfare, contract labour: Emerging legislation, CO3, CO4
13 decent work, safety health and environment issues.
HRM in new Business Models, new age companies: CO1, CO2,

14 ER/HRM challenges ( IT , KPO‘s, BPO‘s, Retail, Private Insurance etc) CO3, CO4
Unions and Collective action- challenges in emerging workplaces
Corporate Social Responsibility: CO3
Value systems- past & present: evolution of CSR, definition: social
15
responsibility vs Business: positive correlation between CSR & Business
success-UN Compaq, Triple Bottom Line, corporate Reputation
1 Cascio, W.F., 2015. Managing human resources. McGraw-Hill.

Kelly, J., 2012. Rethinking industrial relations: Mobilisation, collectivism and long waves.
2
Routledge.
3 Stone, R.J. and Stone, R.J., 2013. Managing human resources. Wiley.
Boxall, P. and Purcell, J., 2011. Strategy and human resource management. Macmillan
4
International Higher Education.

Noe, R. A; Hollenbeck, J. R; Gerhart, B & Wright, P.M. (2016) Human Resource
5
Management: Gaining a Competitive Advantage. Tata McGraw-Hill, Tenth Edition
Dessler, G., Cole, N.D. and Munro, C.R., 2011. Management of human resources. W. Ross
6
MacDonald School Resource Services Library.
DeCenzo, D.A. and Robbins, S.P., 1988. Personnel: human resource management.
7
Prentice-Hall.
8 Rao, V.S.P. and Krishna, V.H., 2009. Management: Text and cases. Excel Books India.
Armstrong, M., 2006. A handbook of Human Resource Management practice. Kogan Page
9
Publishers.
Beardwell, J. & Thompson, A. (2017) Human Resource Management: A Contemporary
10
Approach, Pearson, 8th Edition
Ivancevich, J.M. (2010), Human Resource Management. Tata McGraw-Hill, Eleventh
11
Edition
12 Dessler, G &Varkkey, B (2011), Human Resource Management , Pearson, Twelfth Edition
Assessment:
Internal 40%
Semester End 60%

BUSINESS RESEARCH METHODS:
Title of the Course : Business Research Methods- 100 marks

The course attempts to introduce students to research process in the context of Business
management and allied areas, with potential applicability to managerial problems across domains,
verticals and industries.
Further it enables students/ potential researchers to transform business problems into researchable
problems.
Students are introduced to a variety of research methods and tools which can be pressed into
service depending on the contours of each situation.
The course also provides excellent opportunity to analyse data by way of case studies, thereby
gaining hands-on expertise.
Key takeaway being students gaining an understanding of research to solve business dilemma and
reach precise decisions.
To understand the importance of research and various methods that researcher uses to
1
investigate problems.
To understand the challenges faced in collecting the data and its analysis.
2
To interpret the data to make meaningful business decisions.
3
To derive business strategies from the research.
4
Course Outcomes:
CO1 Remembering Spell 11 steps involved in business research.

CO2 Applying Identify management problem.
CO3 Creating Formulate research problem.
CO4 Evaluating Decide research design to conduct business research.
CO5 Creating Design questionnaire to collect primary data.
CO6 Evaluating Select sample for collecting primary data.
CO7 Applying Apply statistical techniques to primary data.
CO8 Understanding Summarise research findings.

Course outcomes (CO) Mapping to the AOL goals:
Role Of
Critical
CODE : Self In
And Communication Global
MKT- Leadership Innovation Org
Analytical Skills Perspective
201 And
Thinking
Society
Business
Research PO1 PO2 PO3 PO4 PO5 PO6
Methods
CO1 1 1
CO2 2 2 2 1 1
CO3 3 2 1
CO4 1 1
CO5 3 3 1
CO6 2
CO7 2 2
CO8 1 2 3 2
Course Contents:
Sr. CO Mapping
No
Introduction to Business Research, its importance in decision making, CO1
1
various research methods etc.
CO2, CO3
2 Research Problems and Formulation of Research Hypotheses.
3 8 step fold Research process CO1

CO3
4 Primary and Secondary Data- collection methods
CO7
5 Attitude Measurement and Scaling techniques.
CO3
6 Netnography, Ethnography
CO7
7 Sampling methods – Prob & Non prob.
CO5
8 Questionnaire Design – Estimation of Sample size.
CO6
9 Sampling and Data Processing.

CO7
10 Univariate and Bivariate Analysis of Data
CO6, CO7
11 Testing of Hypotheses – Tests of correlation and regression.
CO6, CO7
12 Chi-square Analysis ‗ Student test for proportions..
CO6, CO7
13 Analysis of Variance
CO8
14 Research Report Writing and Ethics in research
1 Business Research Methods - Cooper Schindler- 11th Edition- Tata McGraw Hill-2017.
Research Methodology Methods & Techniques - C. R. Kothari- 4th Edition- New Age
2
International Edition-2019
3 Statistics for Management - Richard L Levin- 7th Edition- Pearson
4 D. K. Bhattacharyya, Research Methodology (Excel)
5 P. C. Tripathy, A text book of Research Methodology in Social Science (Sultan Chand)
6 Saunder , Research Methods for business students (Pearson)
7 Business Research Methods - Alan Bryman & Emma Bell - Oxford Publications.
8 Business Research Methods - Naval Bajpai - Pearson Publications.
Assessment:
Internal 40%
Semester End 60%

BUSINESS, ENVIRONMENT & SOCIETY:
Title of the Course : Business, Environment & Society- 100 marks

This subject introduces to the evolution of business, business models, and different forms of
business organisations. It also gives an understanding of environmental concerns, the
preventive and corrective measures to be taken for its conservation along with societal
concerns.
To understand the evolution and updated perspective on what is business, business

1
Models, & different forms of business organizations.
To understand how the Environment & Societal stakeholder perspectives are
2 increasingly influencing and impacting the design of business, organization of business
models & business Organizations.
To understand how the Environment & Societal concerns are being increasingly linked
3
to the resource mobilization and utilization.
To understand how the leadership and all employees should engage with Environment,
4 Society stakeholders (and other related & relevant ones) in meaningful response
management and reporting.
Course Outcomes:
Understand business, different forms of business (traditional and new age),

CO1 Understanding
scales of business, changing roles of business, functions of business.
Understand challenges for the sustainability in the world and Businesses.
CO2 Understanding
Demonstrate a responsible attitude towards use of non-renewable resources to
CO3 Understanding build growing organisations, ensuring a reducing carbon-foot print.
Demonstrate role of responsible individual towards preservation, sustainability

CO4 Understanding and growth.
Explain various stakeholders about its importance while running different
CO5 Understanding businesses.

Course Outcomes (CO) Mapping to the AOL goals:
Critical
207 Analytical Skills Perspective
Thinking
Business,
Environment & PO1 PO2 PO3 PO4 PO5
Society
CO1 3
CO2 2
CO3 2 2 2 2
CO4 2 2 2 2
CO5 2 2 2 2
Course Contents:
PART - A: BUSINESS:
CO
Sr. Mapping
Content
No to the
Topics
Introduction: Meaning, features and importance of business in a country‘s CO1
1
economy.
2 Role of business (profit and nonprofit), trade and commerce in human societies. CO1
Scales of businesses: Micro, small, medium enterprises (MSME‘s), large scale CO1
3
enterprises, public enterprises and their structures, multinational corporations.
Business functions: marketing, finance, operations and human resources and all CO1
4
new age functions.
Forms of business organizations: Sole proprietorship, HUF, Partnership, Limited CO1
5 liability partnership (LLP), Company-Private, Public, Cooperative Society, Trust,
Statutory body, Corporations, joint ventures, strategic alliances etc.
Emerging trends in businesses: Business process outsourcing, knowledge process CO1
6 outsourcing, E-commerce, Franchising, Aggregator, Digital economy, Mobile
commerce, Counter trade, off-sets.
7 Factors of doing business- Domestic and Global. CO1
8 The role of business in shaping the 4.0 world CO1
National guidelines on Responsible Business Conduct (NGBRC) as formulated by CO1

9
the Ministry of Corporate Affairs.

PART - B : ENVIRONMENT & SOCIETY:
CO
Sr. Mapping
Content
No to the
Topics
Significance of Environmental consideration in Business: CO2, CO3,
CO4
Introduce the linkages between national and global economic growth &
development models (highlight problems of following a linear economy model)
and implications on the environment citing examples of key events of
1 environmental impacts (global issues like climate change, Ozone depletion,
biodiversity loss, deforestation, ocean acidification etc.). Explain the
environment-water-energy-resource nexus that is critical for sustainable
development. Present and discuss recent State of Environment report on India.
Policy and Regulation on Environment : CO2, CO3,

Brief on global environmental policy and its inception in India; discuss various CO4
national policies (environment, forest, biodiversity, energy, etc.), regulatory
reforms and status of enforcement. Discuss requirements of key Central and State
regulation on environment, discuss allied regulation in other sectors that have
linkage with environment.
International Environmental and Social Safeguards and their relevance /

2 application in raising growth capital for business through lending, mergers and
acquisitions / business investment through private equity – World Bank, Asian
Development Bank, International Finance Corporation, Equator Principles etc.
Discussion on methods of creating a culture of environmental prudence in

business decision making, integrity, examine and evaluate methods such as due
diligence processes, risk assessment, sustainability assessment to integrate
responsibility into day today business positions.
Response on Environmental Management : CO2, CO3,

State and Business response on Environment Management, Management systems CO4
, Quality Management Systems (QMS), Environment Management Systems
(EMS), Occupational Health and Safety Management Systems (OHSMS),
Energy Management Systems Certification Bodies (EnMS), etc. Ways to
transform from a linear economy into a circular economy, Accounting for
3 Natural Capital ,Waste management as a billion-dollar industry for reclaiming
resources, CSR, Sustainability (non-financial) reporting, climate mitigation and
adaptation.
Case studies to discuss how governments and businesses have attempted this
transformation through a four-pillar structure of Policy, Regulation, Programs
and Projects ,Challenges ahead and ways to overcome
Linking and Engaging Stakeholders & Its reporting: CO5
Business practices need to reflect responsibility not just to shareholders,
4
customers and staff, but also towards the local community.
I) Corporate social responsibility: CSR: This topic will focus on corporate

responsibility, including social and environmental obligations. This will consider
methods of creating a culture of integrity; examine and evaluate methods such as
due-diligence processes, risk assessment, sustainability assessment to integrate
responsibility into day to day business positions; and evaluate social and
sustainability reports; evaluate methods to determine the link between
responsibility and increased profitability and benchmark responsibility in
different business sectors including non-profit organizations.
II) Corporate Sustainability Accounting & Reporting: This includes the
environmental reporting mechanisms required of businesses in India
Environmental Reporting has emerged as an important tool to assess benefits of
changing environment from business communities‘ point of view and costs from
society‘s point of view. Disclosure of environmental issues in the Annual Report
is a fundamental requirement for a company in order to satisfy the information
needs of its stakeholders, which include Shareholders, Creditors, Employees,
Consumers, Government and Society at large.
1 National Guidelines on Responsible Business Conduct- NGRBC
2 Department of Public Affairs- Policy on Corporate Social Responsibility
3 CSR applicability and norms -Ministry of Corporate Affairs.
Circulars of Ministry of Corporate Affairs on different forms of businesses

4
organisations.
5 Income tax applicability on different forms of business organisations.
6 National Guidelines on Responsible Business Conduct- NGRBC
Business And Society : Management, Public Policy, Ethics by Davis Keith – 5th
7
Edition (1984), Published by : McGraw Hill Publications.
Business, Government and Society : A Study of Business Environment by
8
Maheshwari R. P. – Published by : New Delhi Vikas Publication (1986).
Business And Environment : by Cherunilam Francis, Published by : Himalaya
9
Publishing – 25th Revised Edition
Business And Society : Corporate Strategy, Public Policy, Ethics by Frederick W.C. –
10
6th Edition (1988) Published by : New York McGraw Hill
Formation And Management of a Society : – 3rd Edition Published by : Nabhi
11
Publications, New Delhi.
12
Business, Government and Society : A Study of Business Environment by
13
Maheshwari R. P. – Published by : New Delhi Vikas Publication (1986).
14
Assessment:

Internal 40%
Semester End 60%
MARKETING ELECTIVES

INTERNATIONAL MARKETING:
Semester : II- Elective

Title of the Course : International Marketing- 100 Marks

International marketing is trading of goods and services among different countries. This subject
is designed to understand the nuances of the procedure of planning and executing the rates,
promotion and distribution of products and services while marketing in different countries.
1 To develop good understanding of International Marketing

To provide systematic ways to formulate effective global marketing strategies and to
2
make crucial trade-offs between standardizing and localizing marketing programs.
To understand of the how to select country markets; how to enter markets; how to
3 develop branding, product, services, pricing, distribution and communications
strategies; and how to create a global marketing organization.
4 To provide knowledge about how to create a global marketing organization.
To give opportunities to apply the course concepts in a variety of cases and in a term
5
project on a topic they select.
Course Outcomes:
CO1 Applying Apply the international marketing concepts in the business environment
Analysin Analyse the similarities & differences between Domestic & International
CO2
g marketing.
Evaluati Evaluate Cross Border, Cross Cultural differences for marketing strategies
CO3 based on the same.
ng
CO4 Evaluati Recommend decisions on pricing, operations, advertising & promotion
ng suiting market nuances.
CO5 Creating Design an export company & propose an international business plan

Role
Critical
Of Self
CODE: M- And Communication Global
And
Thinking
Society
International
Marketing PO1 PO2 PO3 PO4 PO5 PO6
CO1 2 3 3
CO2 3 3
CO3 2 2 3
CO4 2 3 3
CO5 2 3 3
Course Contents:
CO Mapping to
Sr. No Content the Topics
CO1 & CO2
Financial transactions between exporter & importer open account
D/P, D/A, Letters of credit etc,
1 Exchange control regulations regarding export and foreign exchange
expenditure on export promotion, pre-shipment and post-shipment
finance from banks,Policies of ECGC.
CO2 & CO3

Decision and need to enter into International marketing organization
problems – International marketing environment
- Institutions in world economy, GATT / UNCTAD
- Trade Groups in different countries
- legal environment of international marketing
2 - WTO
- Political environment
- cultural environment
- economic environment
- India‘s trade relations with other countries
- Government assistance for export.
International marketing intelligence and task CO2, CO3 &

- Appraising opportunities and risks CO4
- product planning and development
- managing channels of distributions, foreign market channels
& global logistics
3
- study of U.S.A. Canada, Latin America, Middle East, Africa,
South East Asia and Europe for export potential
- market research and export promotion
- international marketing operations and communications
- export pricing and costing

- Case studies.
Export procedures and documentation CO3, CO4, CO5

- registration with various agencies
- compulsory quality control and pre-shipment with inspection
- processing export orders
- export production and packing
4 - procedure for claim of central excise duty on export goods
- customs and shipment procedure
- duty drawback
- procedures to claim REP license and cash assistance
- DEPB
- export houses etc.
Onkvisit, S. and Shaw, J.J., 2004. International marketing: Analysis and strategy.
1
Published by Routledge (4th Edition - 2005)
Global Marketing - Keegan, Warren.J., Mark C Green, Published by Pearson
2
Education Dorling Kindersley; 9th edition (January 1, 2018)
Yang, J. and Valdés-Cotera, R., 2011. Conceptual Evolution and Policy Developments
3 in Lifelong Learning. UNESCO Institute for Lifelong Learning. Feldbrunnenstrasse
58, 20148 Hamburg, Germany.
Bhattacharya, C., 2009. Services marketing. Excel Books India. (New 8th Edition
4 (2017) available) - Pearson Publications, Authors - Jochen Wirtz Christopher
Lovelock, Jayanta Chatterjee
Assessment:
Internal 40%
Semester End 60%

RETAIL MANAGEMENT:

Title of the Course : Retail Management- 100 marks

Retail management includes all the steps required to bring the customers into the store and fulfill
their buying needs. This subject teaches various processes which help the customers to procure the
desired merchandise from the retail stores for their end use refer to retail management.

1 The learning outcome from this subject, is that the student shall be acquainted with working knowledge on
the Retail Industry in India for various brick and mortar retail formats
2 The course will also touch upon key functions of Store Profitability, Decision Making, Store planning,
Location Analysis, Evolution of Modern Retail in India, etc
3 This being a case study driven subject, the learnings can be implemented in the day to day working in their
career
4 Students also develop a broader understanding of the career opportunities in Retail Industry in India
Course Outcomes:
Interpret terminologies, concepts and principles for better knowledge of the

CO1 Understanding
retail environment
Analyse different formats of retail and the relevant retail strategies
CO2 Analysing pertaining to them
Identify the importance of Merchandise Management, Store Operations,
CO3 Applying Location Planning, SCM, Visual Merchandise and Technology in Retail
CO4 Evaluating Assess the opportunities and challenges in retail sector
CO5 Creating Design relevant retail strategies for omni-channel retailing.
Role
Critical
Of Self
MKT203 Analytical Skills Perspective
And
Thinking
Society
Retail
Management
CO1 3 3 2
CO2 2 3 3
CO3 2 3 3 2
CO4 2 3 2
CO5 2 3 3 2
Course Contents:
Sr. CO Mapping to
Content
No the Topic
Definition & Scope of retailing, Retail Sectors & Challenges to Retail CO1, CO2, CO3,
1 Development, Global Retail – Size and Growth rate, Top 10 retailers, CO4
Retail in Key Regions.
Retail Formats and Classification – Store based retailing, Non Store CO1, CO2, CO3,
2 CO4
based retailing, Service retailing.
Retail in India – Size and Growth rate, Evolution, Organized and CO1, CO2, CO3,
3 CO4
Unorganized Retail, Market Segments, Key Drivers and Bottlenecks.
Store Location– Significance, Dependent factors, Types, Trade Area CO1, CO2, CO3,
4 CO4
Analysis.
Store Design and Visual Merchandising – Principles of Store Design, CO1, CO2, CO3,
5 Store Exterior, Store Interior, Meaning of VM, VM Techniques, Display CO4
Areas, Fixtures, Atmospherics.
Store Operations – Concept, Functions, Elements, Check Lists, Role of CO1, CO2, CO3,
6 CO4
Store Manager, Measures of Performance.
Merchandise Management – Concept, Seven Rights, Implications of CO1, CO2, CO3,
Merchandise Planning, Types of Merchandise, Merchandise Hierarchy, CO4
7 Assortment Plan, Open To Buy, Model Stock plan, National Brands,
Private Label, Merchandise Sourcing, Allocation to Stores,
Replenishment Methods.
CO1, CO2, CO3,
8 Evaluating Merchandise Performance – Importance and Methods. CO4
Customer Service and Retail Selling Skills– Concept, Principles of CO1, CO2, CO3,
Distinctive Service, Customer Evaluation of Service Quality, GAP CO4
9
Model for improving retail service quality, Factors Affecting Service
Gap, Loyalty Programs, Role of sales associate, Retail Selling Process.
Supply Chain Management – Concept, Significance, Pull & Push CO1, CO2, CO3,
10 Supply Chain, Retail Logistics, Distribution Centres and Challenges in CO4
developing the supply chain framework.
Role of Technology in Retail –Introduction & Significance of CO1, CO2, CO3,
11 CO4
technology in retail, Factors affecting the use of technology,
Applications of technology, Impact of technology in business and
society.
Legal and Ethical Aspects in Retail – Legal Aspects in Retail of CO1, CO2, CO3,
Consumer, Store Operations, Sale & Purchase of Merchandise and CO4
12 People Employed, Ethical Aspects in Retail towards customers,
community & general public, employees, business partners and
shareholders.
Mall Management – Factors to be considered before setting up a mall, CO1, CO2, CO3,
13 Stages in a mall development process, Key Aspects of Mall CO4
Management
CO1, CO2, CO3,
15 Case Study & Presentations CO4, CO5
Retailing Management-Text and Cases, Swapna Pradhan, 5e,2016,McGraw Hill

1
Education.
Retail Management – A Strategic Approach, Barry Berman, Joel Evans, Ritu Srivastava,
2
13e, 2018, Pearson Publishing.
Retailing, Patrick M.Dunne, Robert F. Lusch, James R. Carver, 8th edition, 2014, New
3
Delhi Cengage Learning India Pvt Ltd.
Retailing Management, Michael Levy, Barton Weitz, Ajay Pandit, 8e, 2012, New Delhi
4
Tata McGraw Hill Education Private Limited.
Visual Merchandising, Swati Bhalla, Anuraag S, 28th August 2009 New Delhi Tata
5
McGraw Hill Education Private Limited.
Customer Service in Retailing, Anil Mishra, Ruchi Gupta, Indian Text Edition (2009),
6
Biztantra Management for the Flat World.
Information Technology for Retail, Giridhar Joshi, New Delhi Oxford University Press
7
2009.
Supply Chain Management for Retailing, Rajesh Ray, New Delhi Tata McGraw Hill
8
2010.
Mall Management, Harvinder Singh, Srini R. Srinivasan, New Delhi Tata McGraw Hill
9
Education Private Limited 2012
Website References::
1. https://www2.deloitte.com/content/dam/Deloitte/at/Documents/about-deloitte/global-powers-of-
retailing-2019.pdf
2. https://www.atkearney.com/documents/10192/12766530/The+Age+of+Focus%E2%80%93The
+2017+Global+Retail+Development+Index.pdf/770c5a53-d656-4b14-bc6c-b0db5e48fdc1
3. https://www.businesswire.com/news/home/20190102005213/en/Global-31.88-Billion-Retail-
Industry-Analysis-Outlook
4. https://www.statista.com/statistics/379046/worldwide-retail-e-commerce-sales/
5. https://www.statista.com/statistics/534123/e-commerce-share-of-retail-sales-worldwide/
6. https://www.ibef.org/industry/retail-india.aspx
7. http://www.re-meter.com/4-biggest-challenges-facing-retailers-in-2017-18/
8. https://www.fungscholars.org/sites/default/files/publications/global_retail_development_feb_20
14.pdf
9. http://www.yourarticlelibrary.com/stores/retail-stores-store-based-retailer-and-non-store-
retailing/7586/
10. https://www.smartsheet.com/retail-store-operations
Assessment:
Internal 40%
Semester End 60%

RURAL MARKETING:

Title of the Course : Rural Marketing- 100 marks

The subject deals with rural marketing environment, growing rural market and opportunities and
challenges in marketing products and services in rural market.
1 To build awareness of the nuances of marketing in rural areas.
To enable students to understand and appreciate changes in approach and handling

2
of marketing situations in rural and non-urban surroundings.
Course Outcomes:
CO1 Applying Apply the nuances of marketing in rural areas for serving rural India better.
Analyze the approaches and handling of marketing situations in rural and
CO2 Analysing semi-urban environment.
Determine the role of rural credit institutions and cooperatives in rural
CO3 Evaluating marketing for upliftment of rural customers.
Formulate in marketing strategies for consumables and durables in rural
CO4 Creating market for better products.
Interpret Marketing of agricultural produce – regulated markets, rural and
CO5 Evaluating cottage industry products, contract farming ,agricultural exports zone (AEZ)
artisan products to ensure compliance.
Role
Critical
Of Self
MKT 204 Analytical Skills Perspective
And
Thinking
Society
Rural
Marketing
CO1 2
CO2 3 3
CO3 3 3 3
S.P.Mandali’s, Prin.L.N.Welingkar Institute of Management Development & Research, Mumbai. Page 81

CO4 3 3
CO5 2 3
Course Contents:
Sr. CO Mapping
Content to the Topic
No
Rural marketing environment - Definition – scope of rural marketing – CO1
1 concepts – components of rural markets – classification of rural markets –
rural vs. urban markets
Population – occupation pattern – income generation – location of rural CO2
population – expenditure pattern – literacy level – land distribution – land
use pattern – irrigation – development programs – infrastructure facilities –
2
rural credit institutions – rural retail outlets – print media in rural areas –
rural areas requirement – problems in rural marketing – rural demand – rural
market index.
Marketing of agricultural input - Illustration Consumable inputs – durable CO3
inputs – fertilizers – product – price – distribution – promotion – SWOT
analysis of fertilizer market – agro chemicals – product - price – distribution
3
– promotion – SWOT analysis of agro chemicals market – seeds – cattle –
poultry – aqua feeds – tractors – power tillers – irrigation equipment – other
farm machinery.
CO4
Marketing of consumables and durables Product – price – distribution
4
strategies – product redesign – modification needs.
Marketing of agricultural produce and rural and cottage industry products CO5
Marketing of agricultural produce – regulated markets – formation of
5
cooperative organizations – contract farming – agricultural exports zone
(AEZ) – marketing of rural / cottage industries – artisan products.
Role of financial institutions in rural marketing Agricultural credit situation CO3
– types of credit – rural credit institutions – NABARD – commercial banks
– state cooperative banks (SCB) – state cooperative agricultural and rural
6
development banks (SCARDB) – regional rural banks RRB – local area
banks – flow of institutional credit to agriculture – kissan credit card scheme
– impact on rural market.
Role of cooperative institutions in rural marketing Cooperatives as CO5
organizations – structure of cooperative organizations – types – share of
7
cooperatives in national economy – impact of cooperatives on rural
marketing.
Gopalaswamy, T.P., (3rd edition) 2009. Rural Marketing-Environment, Problems

1
And Strategies, 3E. Vikas Publishing House Pvt Ltd.
Badi, R.V. and Badi, N.V., 2007. Rural Marketing Himalaya Publishing
2
House. New Delhi, pp.10-20.

Krishnamacharyulu, C.S.G., 2011. Rural Marketing: Text And Cases, 2/E. Pearson
3
Education India.
Habeeb-Ur-Rahman, K.S., 2003. Rural Marketing in India: Y KS Habeeb-Ur-
4
Rahman. Himalaya Publishing House.
Singh, S., 2010. Rural Marketing; Focus on Agricultural Inputs. Vikas Publishing
5
House Pvt. Limited.
Krishnamacharyulu, C.S.G., 2011. Rural Marketing: Text And Cases, 2/E. Pearson
6
Education India.
Acharya, S.S., 2004. Agricultural Marketing In India, 4/E. Oxford and IBH
7
Publishing.
Assessment:
Internal 40%
Semester End 60%

EVENT MANAGEMENT:
Semester : II-Elective
Title of the Course : Event Management- 100 marks

This subject of Event management is the application of project management to the creation and
development of small and/or large-scale personal or corporate events such as festivals, conferences,
ceremonies, weddings, formal parties, concerts, or conventions. It involves studying the brand,
identifying its target audience, devising the event concept, and coordinating the technical aspects
before actually launching the event.
1 To develop an effective Event Plan to create and design memorable events

To utilize specific techniques and tools of the event planning process to manage and
2
monitor the success of the event.
To appreciate the importance of proper time management and task management to an
3
event‘s success
To demonstrate leadership skills (event managers need to consistently get the best out
4
of their teams)
5 To achieve maximum exposure for their event
6 To demonstrate a new and open minded approach to Event Management
Course Outcomes:
Understand the importance of effective planning in designing an

CO1 Understanding event through basic concepts of event management.
Understand the conceptual framework for organizing events.

CO2 Understanding
Understand various aspects of planning events from the perspective
CO3 Understanding of execution keeping in mind time management.
Understand requirements of various compliances for successfully
CO4 Understanding organizing an event.
Understand all the practical aspects of event management.
CO5 Understanding

Role Of
Critical
Self In
Leadership Innovation Org
MKT 205 Analytical Skills Perspective
And
Thinking
Society
Event
Management
CO1 1 2 2
CO2 1 2 2
CO3 1 2 2
CO4 1 1 2 2
CO5 1 2 2
Course Contents:
CO Mapping
Sr. No Content
to the Topic
Principles of Event Management : Historical Perspective, Introduction to CO1, CO2
1
even Management, Size & type of event, Event Team, Code of ethics.
Principles of Event Management, Concept & Designing : Analysis of CO2
2
concept, Logistics of concept.
3 Feasibility, Keys to Success, SWOT Analysis. CO2, CO3
Event Planning & Team Management : Aim of event, Develop a mission, CO3
4
Establish Objectives, Preparing even proposal, Use of planning tools.
Protocols, Dress Codes, Staging and Staffing, Leadership Traits and CO3
5
Characteristics.
Event Marketing & Advertising : Nature of Marketing, Process of CO4
6 Marketing, Marketing Mix, Sponsorship, Image, Branding, Advertising,
Publicity & Public Relations.
Event Leadership & Communication : Leadership skills, Managing team, CO5
7 Group development, Managing meetings, Written communications
(official, demi-official, Invoice), Verbal communication.
Event Safety & Security : Security, Occupational safety, Crowed CO4, CO5
8 management, Major risks and emergency planning, Incident reporting,
emergency procedures.
Reference texts/Reading Material:

Allen, J. and Allen, J., (5th Edition 2011). Festival & special event
1
management (pp. 129-141). Milton: John Wiley & Sons Australia.
Van der Wagen, L. and Carlos, B.R., 2008. Event management-Upravljanje
2
događanjima. Mate, Zagreb.
Sharma, D., (15 October 2005). Event Planning and Management. Deep and Deep
3
Publications.

Dr. Ashutosh Chaturvedi, (1st Edition - 1 October 2009). Event Management: A
4
Professional and Development Approach. Global India Publications.
Getz, D. and Getz, D., 1997. Event management & event tourism. Published by :
5
New York : Cognizant Communication Corp., 1997.
Assessment:
Internal 40%
Semester End 60%

INFORMATION TECHNOLOGY FOR MANAGEMENT:
Semester : II-Elective (Cross Functional)
Title of the Course : Information Technology for Management
Course Code : TEC 201
Credits : 4 Duration : 40 hours

During the past decade, computers and communications technologies have proliferated in offices
and homes. Organizations distribute the responsibility for technology to all levels of management
and to different geographic locations. As a result, managers from supervisor to CEO encounter
information technology on a daily basis. Every day managers make decisions that determine how
much value the firm obtains from its investment in technology.
Organizations have the opportunity to become more efficient and competitive. Skilled and creative
managers are required to accomplish these goals. This subject gives an overview of the
developments in the technology, IT solutions, emerging technologies which are useful to carry out
business.
To familiarise students to the key business processes in all key functional areas of an
1
organization
To familiarise /Review Digital and Emerging Technologies so that students have a basic
understanding about each technology and are able to visualize use cases of these
2
technologies within their chosen specialization areas – Students would also be exposed to
a typical technology infrastructure that should exist in a contemporary enterprise.
To familiarise students to the notion of a digital business and the elements which drive the
3
same.
To familiarise students to a wide variety of IT solutions which can help support every
4
function in the organization
Course Outcomes:
CO1 Understanding Understand about Information Technology.

Understand its use in the organizations, Business for the overall progress
CO2 Understanding
of the company.
Understand use of cases for a given technology in their functional
CO3 Understanding
specialization.
Apply information technology in a suitable diagram to represent the flow
CO4 Applying
of a business process.
Create a vision for digital business in a given industry vertical or
CO5 Applying
specialization.
Critical
And Global Role Of Self
Innovati Analytical Communic Perspecti In Org And
CODE : Leadership on Thinking ation Skills ve Society
Information
Technology
for
Management
CO1 2 2 2 2
CO2 2 3 2
CO3 1 3 3 1
CO4 3 2 3 2
CO5 3 2 3 2 3
Course Contents:
CO Mapping to
Sr. No Content the Topic
Business processes– CO2,CO3

An overview of all major business processes in all the 4 functional
areas viz Marketing, Finance, Operations and HR – The purpose is to
enable a student to be able to describe a business process in his/her
1
chosen specialization – eg an HR student should be able to draw a
flow diagram to depict the flow of work in a recruitment process.
Screenshots or demo of a software product such as Accounting or an
ERP would help.
Overview of Technology and Infrastructure: CO2,CO3
It would be ideal to describe the IT Infrastructure of a typical mid-
sized organization including the server farm, the network
infrastructure (including wi-fi access points) and Software and
2
application infrastructure such as email servers etc – the discussion
can then move to technology platforms (proprietary& open source )
for each of the infrastructure components. This could include OS
Platforms, Software Development platforms
Overview of Contemporary and emerging Technologies: CO2, CO3
The Gartner Hype Curve for Emerging Technologies should be
discussed to highlight some of the contemporary technologies. These
3
in the present day context could includerf-id/ QR codes, Analytics,
Machine Learning, Block chain, IOT, AR/VR etc – focus is to
understand what these are and broadly how do they work
Contemporary Technology Solutions: Marketing, Finance, HR, CO3
Operations
4 Here the discussion would be around Enterprise solutions, portals,
dashboards/ visual analytics solutions and other specific solutions for
each of the functional areas mentioned above. Also the use case

cases on contemporary/emerging technologies
In the functional areas.
Digital Transformation: What is Digital Transformation? CO5
Blueprinting, Digital Transformation Journey, Frameworks for
Digital Transformation & IT Strategy – Frameworks such as those
presented by KPMG could be used. The emphasis being to help the
5 student to think about an existing organization from a completely
digital point of view. The ability to visualize such an organization
and the key drivers and business case for it and the possible impact of
such a digital transformation and the transition towards its final form
needs to be discussed.
Writing a Business Case for an Technology Initiative CO3,CO4
Technology initiatives are fairly large and also in many cases affect
core aspects of a business. It has therefore become necessary to write
6
a meaningful justification note called the Business Case which
projects the outcomes of the initiative not merely in operational KPIs
but also in terms of business impacts.
Overview of Information Security and Cyber-security CO5, CO6
With increasing emphasis on Digital transformation, and the vast
amount of data collected through various digital channels security
and privacy are becoming important. The discussion here is to
7
understand the risks and threats in the digital world and the possible
solutions. The importance of Process standards such as the GDPR,
the IT Act , ISO 27000 etc as well as governance principles need to
be highlighted.

J.P. Management Information Systems: Managing the Digital Firm. Laudon, K.C.
1
and Laudon (Harlow: Pearson, 2015) 14th edition
Business Analysis: solving business problems by visualizing effective processes
2
and it solutions, Dr.Pradeep Pendse, PHI Learning, 2nd Edition. 2016.
Assessment:
Internal 40%
Semester End 60%

OPERATIONS ELECTIVES
MATERIALS MANAGEMENT:
Title of the Course : Materials Management-100 Marks

Materials Management is a method for planning, organizing and controlling the activities that are
related to the flow of materials in a company. This can lead to the control of the location, movement
and time of those materials from their introduction, production, manufacturing process and final
delivery.
To enable students to understand the Importance of Materials Management in the

1
context of Business.
2 To understand various aspects of Purchase & Warehousing.
3 To enable students to understand Stores Management.
4 To enable students to understand Financial aspects of Materials Management.
5 To sensitise students on the importance of Ethics in Materials Management.
Course Outcomes:
CO1 Understanding Understand the strategic role of Materials Management from the
financial, cost and operational point of views.
CO2 Understanding Understand of how purchasing function can be considered as a profit
centre.
CO3 Understanding Understand the importance of controlling the costs on materials with
ethical balance.
CO4 Evaluating Evaluate tools & techniques for management of materials (i.e.Inventory
Control, Purchasing and Stores)
CO5 Creating Propose modern & efficient solutions for Material Management in
business organization.

Course Outcomes (CO) mapping to AOL goals:
Critical Role Of
CODE Commu Global
Innovatio And Individual
OPN:202 Leadership nication Perspec
n Analytical In Org And
Skills tive
Thinking Society
Materials
Management
CO1 1 2 2 2
CO2 3 3 2 2
CO3 3 3 2 2
CO4 3 3 2 2
CO5 2 3 2 3
Course Contents:
Sr. CO Mapping
Content
No to the Topic
Materials Management an overview : a) Introduction, b) Importance of CO1 CO2
Materials Management, c) Objectives of Materials Management, d) Costs
involved in the Management of Materials, e) Integrated approach to
Materials Management, f) Organizing Materials Management, g)
1 Organization Based on Commodities/Location/function, h) Centralized
versus Decentralized materials management. Materials Planning : a)
Introduction and factors influencing materials planning, b) Techniques of
materials planning, c) Bill-of-Materials, d) Materials Requirement
Planning (MRP), e) Past Consumption Analysis Technique.
Purchasing : a) Purchasing principles, policies, Procedures & Practices, b) CO1 CO2
Objectives, scope, responsibility and limitations, c) Sources of supply and
Supplier selection, d) Vendor development-evaluation and rating, e) Price
2
forecasting, f) Price-cost analysis, g) Negotiations, h) Reciprocity, i)
Legal aspects of purchasing, j) Purchase orders/ contracts, k) Method of
buying- under certainty, under risk, and under uncertainty.
Purchasing and Procurement Activitiesunder Materials Management : a) CO4
Supplier Quality Assurance Programme, b) Buyer Supplier Relationship,
c) Self certified suppliers., d) Elements of procurement cycle. Purchasing
3 of Capital Equipment : a) Significant differences, b) Considerations in
evaluation of bids, c) Purchase of used equipment, d) Sources of used
equipment, e) Purchase versus lease., f) Role of Purchasing Committees/
Purchase Managers.
International procurement-Imports : a) International commercial terms., CO4
b) Import procedures and documentation, c) Categories of importers, d)
4 Identification of foreign sources, e) Payment terms including Letter of
credit, f) Types of L/Cs., g) Custom tariff, h) Custom clearance, i) Bill of
Lading and other documents.
Classification of Materials : a) Introduction and objectives of CO2 CO3 CO4
classification, b) Basis of classification, c) Classification on the basis of
5
nature of materials., d) Classification on the basis of usability of
materials, f) Types of inventories.

Materials receipt and Warehousing : a) Introduction and functions of CO1
scientific store management, b) Types of stores and benefits of scientific
storekeeping, c) Store location and layout, d) Typical layout plans, e)
Storing practices and identification of materials, f) Centralization and
6
Decentralization of stores, g) Preservation of materials, h) Issue control.
Codification :- a) Introduction, b) Benefits of codification, c) Stages of
scientific codification, d) Systems of codification, e) Color coding, f) Bar
Coding, g) RFID
Standardization : a) Introduction and different levels of standards CO1
(BIS,ISI), b) Various Foreign Standards in use in India, c) How is an
7 Indian standard evolved?, d) Advantages of Standardization, e)
Standardization as a tool for variety reduction, f) The Role of Materials
Management, (Purchase/Stores) in Standardization/ Variety Reduction.
Obsolete, Surplus and Scrap Management : a) Definition, b) Need for CO1 CO5
Scrap yard, c) Identification and control, d) Categorization of obsolete/
8 surplus, e) Control of scrap/ obsolescence, f) Responsibility for disposal,
g) Procedures and documentation for disposal of scrap/ obsolete/ surplus,
h) Disposal of Hazardous materials.
Stores Accounting and Stock verification - Importance from the overall CO1
business planning : a) Costing of Receipt of Materials, b) Costing of
9
Issues to Production, c) Stock verification, d) Periodic Verification, e)
Perpetual Verification, f) Process of Verification.
Ethics in Materials Management : a) Importance of Ethics, b) Business CO1
10
Ethics, c) Ethics in buying, d) Code of ethics, e) Backdoor selling.
Material Handling : a) 20 Principles of Material Handling, b) CO1, CO5
11 Palletisation, c) Containerization, d)Transportation Modes / Attributes,
e)Transportation mix in Economy, f)Total cost concept in Material.

Integrated Materials Management by P Gopalakrishnan & C M Sundaresan Publisher:
1
PHI (15 August 2004)
2 Materials and Logistics Management' - Jhamb, L.C., 2003.. EPH,.
Introduction to materials management - Arnold, J.T., (8th Edition 2017). Pearson
3
Education India.
4 Material Management - Purchasing, N.N., 1994..VOL, 33, pp.2-9.
Total Quality Management: Text and Cases. - Bhatt, K.S., 2002. Himalaya Publishing
5
House
Handbook of materials management - Gopalakrishnan, P. and Haleem, A., 13 Jan
6
2015. . PHI Learning Pvt. Ltd..
Critical study of Risk Assessment tools and Mitigation strategies in Materials
7
Management. - Khedkar, A.P. and Shrigiriwar, S., 2016.
8 Stores Management - K S Menon (Laxmi Publications Pvt Ltd - 2011)

Assessment:
Internal 40%
Semester End 60%

TECHNOLOGY MANAGEMENT & MANUFACTURING STRATEGY:
Technology Management & Manufacturing strategy-100
Title of the Course :
Marks

Technology is used to maximise product quality and reduce production costs. Technology was
identified as the most important area of manufacturing process decision making, followed by
quality assurance and control.
Manufacturing strategy is defined as ―a sequence of decisions that, over time, enables a business
unit to achieve a desired manufacturing structure, infrastructure, and set of specific capabilities‖.
This subject explains the need for technology management with manufacturing strategy.
To enable students to understand how technology brings about changes in products and
1
services.
To enable students to understand the role of technology for new processes new product
2
development.
To sensitise students to the impact of technology on management and manufacturing
3
strategy.
Course Outcomes:
Understand the need for technology management with

CO1 Understanding
manufacturing strategy.
Understand how technology can be deployed for the greater good
CO2 Understanding
of the existing businesses and new businesses.
Demonstrate the changing contours of business due to the
CO3 Applying technology disruption.
Demonstrate the application of technology management in discrete
CO4 Applying or process manufacturing industry.
Assess IOT in manufacturing industry using Industry 4.0 reference
CO5 Evaluating architecture.
Critical
CODE : And Role Of
Global
OPN- Leadersh Innovati Analytic Communicati Self In
Perspecti
203 ip on al on Skills Org And
ve
Thinkin Society
g

Technology
Management and
Manufacturing
Strategy
CO1 2 3 1 3 3 3
CO2 2 3 2 2 3 3
CO3 3 3 2 2 2 2
CO4 2 3 3 2 2
CO5 1 3 2 2 3
Course Contents:
CO Mapping
Sr. to the Topics
Content
No
Technology Management for new processes of existing products OR New

1 CO1 CO2
Product Development. Use of Robotics in Manufacturing
Technology management and Idea Generation for NPD Discovering

2 customer needs Sources for new product ideas Market assessment and CO4
value analysis Evaluation of new product ideas and concept testing.
Design For Environment , Design for Logistics, Design for Recycling,

3 CO4 CO2
Use of 3D printing in NPD, Financial viability.
Technology Management and Product design Integrated product design

4 for Quality using Quality Function Deployment Design for Reliability, CO4
Design for Manufacturability
5 Use of AI / Robotics in manufacturing, Robotics in Hazardous industries. CO5
Process Choice, Business Implication of process choice, Technology

6 CO1
Strategy and applications.
7 Choice of Machines / Tools / Instrumentations. CO1
8 Re-skilling for Technology changes and training of workforce CO2
9 Technology in services - Hotels, Banks, Hospitals etc. CO2 C4
Just-in-Time Manufacturing Principles, Time-based Competition,

10 CO5 CO1
Customization.

Mass Customization Market trends, Theory of Constraints (TOC), Basics
11 of TOC, Drum-Buffer-Rope solutions to manufacturing, TOC in project CO3
management and supply chain management, use of AI / Robotics.
12 Disruptive Technologies - Case Study & Presentations CO2 CO4 CO5

Chase, R.B., Aquilano, N.J. and Jacobs, F.R., 2008 (?). Operation Management for
1
Competitive Advantage, USA: Mc. GrawHill Inc.
Hill, T., 2017. Manufacturing strategy: the strategic management of the manufacturing
2
function. Macmillan International Higher Education.
Shank, J.K., 2006. 16 Strategic cost management: upsizing, downsizing, and right (?)
3
sizing. Contemporary issues in management accounting, p.355.
Rothaermel, F.T., Published by McGraw-Hill Education; 3 edition (January 11,
4
2016). Strategic management. McGraw-Hill Education.
Goldratt, E.M. and Cox, J., (3rd Revised Edition 2016. The goal: a process of ongoing
5
improvement. Routledge.
Operations and Supply Chain Management by Ravishankar, F. Robert Jacobs &
6
Richard B-Chase. Published by : McGraw Hill Education; 14th Edition (1 July 2017)
Assessment:
Internal 40%
Semester End 60%

TOTAL QUALITY MANAGEMENT:
Title of the Course : Total Quality Management- 100 marks


Total quality management (TQM) describes a management approach to long-term success through
customer satisfaction. In a TQM effort, all members of an organization participate in improving
processes, products, services, and the culture in which they work.
1 To enable students to understand the need and role of Total Quality Management.
To build awareness of students on the tools for quality, TEI, JIT & MOC – 7 Tools of
2
problem solving
3 To enable students to understand the relationship of cost and value in a business
4 To enable students to appreciate how to bring about a TQM culture at work place.
Course Outcomes:
Understand the concept of Total Quality Management (Principles and

CO1 Understanding
Practice).
Understand the importance of TEI (Total Employee Involvement) /
CO2 Understanding Total Vendor Quality Control Management.
Apply tools for Quality Control and Management through case
CO3 Applying studies.
Compare the relationship of QUALITY and COST in manufacturing
CO4 Analysing and service business.
Propose solution to the organization as a part of Quality
CO5 Creating Improvement Program.

Course Outcome (CO) Mapping to the AOL goals
Critical
CODE : And Role Of
Global
OPN- Leadersh Innovati Analytic Communicati Self In
Perspecti
210 ip on al on Skills Org And
ve
Thinkin Society
g
Total Quality
Management
CO1 1 1 1 3 3 3
CO2 3 1 2 3 2 2
CO3 2 1 3 2 3 2
CO4 3 2 3 1 2 3
CO5 1 2 3 1 2 2
Course Contents:
CO Mapping to
Sr. No Content
the Topics
Current Business scenario. Globalization and need for
1 CO1
competitiveness.
2 TQM Organisation – Start at Top – Bench Marked companies. CO1 CO4
Total employee involvement. How ? Humans are not robots. They are
3 CO2
hired for their brains and brawns.
4 JIT philosophy and understanding VA/NVA. CO5
5 TQ (Tools) Problem Solving. CO3 CO5
6 Total Vendor Management - TVQC CO2
CO2 CO3 CO4
7 Other structured QMS systems like ISO, EMS etc.
CO5
8 Management of change through TQM CO1
9 Summing up and integrating with all functions. CO1

Quality Improvement - Besterfield, D.H., (9th Edition 21 Jan 2012). Pearson Higher
1
Ed.
Chronicles of Quality Detective - Dr. Srinivas T Gondhalekar, Payal Sheth Published
2
by : Indus Source Books (7 July 2014)
The Management and Control of Quality - Evans, J.R. and Lindsay, W.M., 2005. (6th
3 edi.). South-Western, Mason, OH. Published by South-Western College Pub; 6 edition
(April 2, 2004)
Total Quality Management - Suganthi, L. and SAMUEL, A., L. 2004. Published by :
4
Prentice Hall India Learning Private Limited; New title edition (2004)
Total quality management: Text and cases - Janakiraman, B. and Gopal, R.K.,
5
2006. PHI Learning Pvt. Ltd..
Rethinking the fifth discipline: Learning within the unknowable - Flood, R.L., (ebook
6
2002) (1st Edition 1999). . Routledge.

Assessment:
Internal 40%
Semester End 60%

PRODUCTIVITY TECHNIQUES:
Title of the Course : Productivity Techniques- 100 Marks


This subject covers various approaches for the measurement of productivity planning & conditions
improvement and how to convert to one of the competitive dimension of the business.
To understand importance, scope and application of productivity, comparison

1
between Production and Productivity.
To understand linkage of the productivity concept between individual, departments &
2
functions, sectors of economy, (National and Global)
To understand various approaches for the measurement of productivity planning &
3 conditions improvement and how to convert to one of the competitive dimension of
the business.
4 To understand productivity technique as a system approach.
Course Outcomes:
CO1 Understanding Understand the importance and scope of productivity.

Apply of models of productivity- total productivity measures, total
CO2 Applying factor productivity measures, partial productivity measures,
composite productivity measures.
Analyse the concept of productivity from individual, department
CO3 Analysing wise & functional areas wise by way of comparison method.
Compare productivity with respect to the industry sectors and
CO4 Evaluating national as well as international economic conditions.
Assess the industry & generate plenty of ideas for improving
CO5 Evaluating productivity combined with flexibility by using productivity
techniques.
Elaborate techniques and concepts used to raise the productivity of a
manufacturing unit through continuous improvement project,
CO6 Creating
resulting reduction in manufacturing cost besides optimizing
production resources.
Role Of
Critical
Individual
OPN-205 Analytical Skills Perspective
And
Thinking
Society
Productivity
Techniques
CO1 2 2 1 2 3 2
CO2 2 1 2 1
CO3 2 1 3 3 2
CO4 3 3
CO5 3 1 3 2 2 3
CO5 1 2 3 2 1 2
Course Contents:
CO Mapping to
Sr. No Content
the Topic
Concept of productivity application in manufacturing and service
1 CO1
industries and different functional areas. Production Vs. Productivity.
Measurement of productivity : Understanding improvement cycle
importance of measurement like partial total factor multifactor and their
2 applications for analysis measurement of resource production. CO1 CO2
Productivity of every resource, manpower, Time, Capital employed,
Machines, Energy, Space and Management.
Various Approaches to production : Classic ILO approach,
3 CO1
Kaizen/TQC approach, BPR & Productivity.
Application of new/old techniques lectures of productivity
improvement & application in all area of management : JIT & Lean
4 CO5 CO6
type of production system, ERP - Optimization., TQM ISO quality
systems, B.P.R. & Productivity.
Work study : 1.Method study, 2.Motion & Time study / PMTS / MTM,
5 CO5 CO6
3.Works measurement, 4.Objectives, method, application.
Value analysis & Value Engineering : 1.Concept, 2.Difference,
6 3.Procedure used, 4.Importance in today‘s business environment, 5. CO1 CO6
Various application functional areas for Product process and system.
People/ Enrolment/ Participation : 1.Quality circles, 2.Group kaizen,
7 3.Suggestion schemes, 4.Suggestion schemes, 5.Small group CO5 CO6
involvement. S.M.E.D.
Productivity of indirect areas : Like stores, material handling, retail
8 CO4
transportation, inspection, hotels, restaurants etc.
Creative techniques : 1.Brain storming, 2.Whole brain thinking,
9 CO5 CO6
3.Nominal group, 4.Use in creative problem solving.
Ergonomics & Productivity : 1.Concept design of work place to suit
human being use of anthropometric data principles of motion economy
10 CO5 CO6
effect of environment of productivity, 2. Design of work stations use in
connection with process observation, 3.Concept of muri and limitation.
Learning curves Concept, application, Quantitative, estimation,
11 CO1
limitation.
Incentives Schemes : Financial, Non financial, various incentive
schemes based on
the group, profit sharing systems, result oriented schemes,
12 calculation of incentive CO3
index, pitfalls of incentives schemes, oriented schemes,
5.Calculation of incentive
index.
Various models of productivity : Sumanths total productivity model
(Coverage/Efficiency factors) , Sumanths five pronged model,
13 Merican productivity CO1 CO2
model, Sink Multi factor model, Application by numerical.
PMTS/MTM methods coverage and efficiency factors.
Productivity Techniques : By Dr. Uday Salunkhe & Dr. Srinivas Gondhalekar,

1
Himalaya Publishing House, (2008 edition)
2 TQM : By Shridhar Bhat, Himalaya Publishing House (2011 ?) (2010 edition)
3 Productivity Techniques : By Shirke, Bombay Vipul Prakashan ?
4 ILO Workstudy - Any Edition

Schermerhorn J.R., Management for productivity Published by : John Wiley & Sons;
5
3rd Edition (February 14, 1994)
Prokopenko, J., Productivity management: A practical handbook. Published by :
6
International Labour Organization, 1987
Sink, D.S., 1985. Productivity management: planning, measurement and evaluation,

7
control, and improvement. John Wiley & Sons.
Assessment:
Internal 40%
Semester End 60%
Semester : II-Elective (Cross Functional)

Information Technology for Management- 100
Marks

business.
1
organization
To familiarise/Review Digital and Emerging Technologies so that students have a
basic understanding about each technology and are able to visualize use cases of these
2 technologies within their chosen specialization areas – Students would also be
exposed to a typical technology infrastructure that should exist in a contemporary
enterprise.
To familiarise students to the notion of a Digital Business and the elements which
3
drive the same.
4
Course Outcomes:

CO2 Understanding
of the company.
CO3 Understanding
specialization.
CO4 Applying
CO5 Applying
specialization.
Critical
And Global Role Of Self
Innovati Analytical Communic Perspecti In Org And
CODE : Leadership on Thinking ation Skills ve Society
Information
Technology
for
Management
CO1 2 2 2 2
CO2 2 3 2
CO3 1 3 3 1
CO4 3 2 3 2
CO5 3 2 3 2 3
Course Contents:
No. to the Topic
Business processes– CO2, CO3
An overview of all major business processes in all the 4 functional areas
viz Marketing, Finance, Operations and HR – The purpose is to enable a
1 student to be able to describe a business process in his/her chosen
specialization – eg an HR student should be able to draw a flow diagram
to depict the flow of work in a recruitment process. Screenshots or demo
of a software product such as Accounting or an ERP would help.
Overview of Technology and Infrastructure: CO2, CO3
It would be ideal to describe the IT Infrastructure of a typical mid-sized
organization including the server farm, the network infrastructure
(including wi-fi access points) and Software and application
2
infrastructure such as email servers etc – the discussion can then move
to technology platforms (proprietary& open source ) for each of the
infrastructure components. This could include OS Platforms, Software
Development platforms
The Gartner Hype Curve for Emerging Technologies should be
discussed to highlight some of the contemporary technologies. These in
3
the present day context could includerf-id/ QR codes, Analytics,
Machine Learning, Block chain, IOT, AR/VR etc – focus is to
understand what these are and broadly how do they work
Operations
Here the discussion would be around Enterprise solutions, portals,
4 dashboards/ visual analytics solutions and other specific solutions for
each of the functional areas mentioned above. Also the use case cases
on contemporary/emerging technologies
Digital Transformation: What is Digital Transformation? Blueprinting, CO5
Digital Transformation Journey, Frameworks for Digital
Transformation & IT Strategy – Frameworks such as those presented by
KPMG could be used. The emphasis being to help the student to think
5 about an existing organization from a completely digital point of view.
The ability to visualize such an organization and the key drivers and
business case for it and the possible impact of such a digital
transformation and the transition towards its final form needs to be
discussed.
Writing a Business Case for an Technology Initiative CO3, CO4
Technology initiatives are fairly large and also in many cases affect core
aspects of a business. It has therefore become necessary to write a
6
meaningful justification note called the Business Case which projects
the outcomes of the initiative not merely in operational KPIs but also in
terms of business impacts.
With increasing emphasis on Digital transformation, and the vast
amount of data collected through various digital channels security and
7 privacy are becoming important. The discussion here is to understand
the risks and threats in the digital world and the possible solutions. The
importance of Process standards such as the GDPR, the IT Act , ISO
27000 etc as well as governance principles need to be highlighted.
Case Studies and Presentations CO1, CO2,
The cases could cover any or all aspects mentioned above. Student CO3, CO4,
8 Presentations could include use cases of technologies in CO5, CO6
contemporary/emerging areas.
J.P. Management Information Systems: Managing the Digital Firm. Laudon, K.C.
1 and Laudon (Harlow: Pearson, 2015) 14th edition
Business Analysis: solving business problems by visualizing effective processes

2
and it solutions, Dr.Pradeep Pendse, PHI Learning, 2nd Edition. 2016.
Assessment:
Internal 40%
Semester End 60%
FINANCE ELECTIVES
INTERNATIONAL FINANCE:
Semester : II - Elective
Title of the Course : International Finance- 100 Marks

The subject of international finance deals with Balance of payments, trade financing methods,
economic perspectives of various financial crisis, Functions of WTO etc. The need for studying the
subject arises in view of changing global financial aspects/ situations. The subject enables students
to apprise himself of latest developments in international finance.
To learn the concepts and terminology related to fundamentals of international finance,

1
foreign exchange markets etc.
To identify the dynamics underlying the global economic environment, trade policies and
2
barriers, cross-border flows of capital.
3 To understand the regulatory framework for financing international operations.

To prepare the students for online work experience in banks and corporate in the area of
4
banking.
Course Outcomes:
Understand concepts used in international finance.

CO1 Understanding
Understand the nuances of derivative products like forwards, currency
CO2 Understanding options and futures.
Understand the global perspective of international finance.
CO3 Understanding
Examine the impact of economic/currency crisis on the health of the
CO4 Analysing economy.
Understand real exchange rate, real effective exchange rate, price of
CO5 Understanding foreign currency in relation to domestic currency based on parameters.
Role
Critical
Of Self
FIN 204 Analytical Skills Perspective
And
Thinking
Society
International
Finance
CO1 3 3
CO2 3 3
CO3 3 3
CO4 3 3
CO5 3 3
Course Contents:
Sr. CO Mapping to
Content the Topic
No
CO1,CO3
1 Introduction to International Finance - International Flow of funds.
Balance of Payments - Concepts, Terminologies, Surplus, Deficits - CO2,CO3

2
Impact on the economy.
Foreign Exchange Markets, Exchange Rate Determination, Currency CO3,CO4
3
Derivatives and Risk Management.
International Monetary System - Prior to 1945, 1946-1971 and post CO3
4
1971.
CO3
International Trade Finance -Methods of payment, Letter of Credit
5
and Guarantee, Buyers Credit and Suppliers Credit.
CO5
6 Export Finance - Insurance, Pre and Post Shipment finance.
CO4
7 Economic Perspectives of various financial crisis, country risk.
CO3
8 International Capital Markets.
CO1, CO2,
9 Case Study Analysis & Presentations
CO3, CO4, CO5
Shapiro, A.C., Multinational financial management. Published by : John Wiley &

1
Sons - 10th Edition November 2013).
Vij, M., 2005. The determinants of country risk analysis: an empirical
2
approach. Journal of Management Research, 5(1), p.20.
3 Apte, P.G., International financial management. (Published by : McGraw Hill
Education; 6th Edition (25 July 2011)
Chandra, P., 2011. Financial management. Published by : Tata McGraw-Hill
4
Education. (8 Edition (4 May 2011)
Clark, E., 2002. International finance. Published by Cengage Learning EMEA; 2nd
5
edition (June 20, 2002)
Jeff Madura, International Financial Management, (Published by Cengage Learning
6
13th Edition 1 Jan 2017) .
Anders Grath, Handbooks of International Trade & Finance (Published by : Kogan
7
Page; 4th Edition (28 August, 2016)
Ian H Giddy - Global Financial Markets AITBS Publisher and Distributors, Delhi
8
1997.
Geert Bekaert & Rober J Hodrick - International Financial Management - PHI
9
Learning Private Ltd - By Pearson (2nd Edition - 27 August, 2013).
Assessment:
Internal 40%
Semester End 60%
FUNDAMENTALS OF FINANCIAL MARKETS & BANKING:
Title of the Course : Fundamentals of Financial Markets &
Banking- 100 Marks

Financial Markets and System plays a vital role in capital formation and economic growth.
Fundamentals of Banking are designed to give an understanding about the broad functions of the
commercial banks. This course aims to equip students with various concepts of broad Financial
System including Banking. The course would also cover the broad areas of the risks in the
financial and banking system.

To provide a broad exposure and knowledge of Indian Financial Market and various
1
Financial Instruments including derivatives, latest developments.
2 To provide an overview of role of commercial banks in economic growth.
To sensitise students on the fundamental concepts of Retail and Wholesale Banking,

3
Priority Sector Credit and Business Development processes.
Course Outcomes:
Understand the Indian financial system, financial markets and

CO1 Understanding
instruments.
Explain the importance of the insurance sector and mutual funds in the
CO2 Understanding
economy and insurance and mutual fund products.
Solve problems on bond prices, yields of fixed income securities and
CO3 Applying
derivatives with respect to their role in risk management.
Understand commercial banking, role of banks in economic growth and
CO4 Understanding
bank assets and liabilities
Explain credit appraisal and monitoring by banks and the importance of
CO5 Understanding
priority sector lending and financial inclusion.
Role Of
Critical And Global
CODE : Innovatio Communicat Self In
Leadership Analytical Perspecti
FIN 205 n ion Skills Org And
Thinking ve
Society
Fundamental
s of
Financial PO1 PO2 PO3 PO4 PO5 PO6
Markets &
Banking
CO1 2 1 1
CO2 2 1
CO3 2 1
CO4 2 1
CO5 2 1
Course Contents:
CO
Sr.
Content Mapping to
No
the Topic
1 Introduction to International Finance - International Flow of funds. CO1,CO3
Balance of Payments - Concepts, Terminologies, Surplus, Deficits - Impact on the CO2,CO3
2 economy
Foreign Exchange Markets, Exchange Rate Determination, Currency Derivatives and CO3,CO4
3 Risk Management.
4 International Monetary System - Prior to 1945, 1946-1971 and post 1971. CO5
International Trade Finance -Methods of payment, Letter of Credit and Guarantee, CO3
5 Buyers Credit and Suppliers Credit.
6 Export Finance - Insurance, Pre and Post Shipment finance. CO5
7 Economic Perspectives of various financial crisis, country risk. CO4
8 International Capital Markets. CO3
CO1,CO2,
9 Presentation by groups on the topics taught CO3,CO4,
CO5
CO1,CO2,
10 Case study Analysis CO3,CO4,
CO5
Fundamentals of Financial Management by Brigham & Houston (B & H) - (14th Edition -

1
1 January, 2015) - Cengage Learning
Financial Institutions and Markets by Meir Kohn (FIM) - (2nd Edition - 3rd July, 2003)
2
Published by: Oxford University Press.
Indian Financial System by Bharati V. Pathak (IFS) - (5th Edition- 2 Jan, 2018) Published
3
by : Pearsons
Options, Futures and other Derivatives by John C. Hull & Sankarshan Basu (OFD) - (10th
4
Edition - 30 May 2018) by Pearson Publications.
5 IC 33 Life Insurance - Insurance Institution of India.
6 IC 34 General Insurance - Insurance Institution of India.
7 Websites like www.policybazaar.com etc.
8 Websites like www.amfiindia.com (Association of Mutual Funds)
Tit Bits (GB) - Chapter 6,23,24,26,27, BBF Chapter - 1 Published by Himalaya

9 Publishing House (2014 Edition), MBFS - Chapter 13 Published by Pearson (2018
Edition)
RBI website www.rbi.org.in, MBFS - Chapter 2 Section III Published by Pearson (2018
10
Edition)
Assessment:
Internal 40%
Semester End 60%
BEHAVIOURAL FINANCE:
Semester : II – Elective
Title of the Course : Behavioral Finance- 100 Marks

Behavioral finance is the study of the influence of psychology on the behavior of investors or
financial analysts. It also includes the subsequent effects on the markets. It focuses on the fact
that investors are not always rational, have limits to their self-control, and are influenced by their
own biases.
To learn about how individuals and firms make financial decisions, and how those
1 decisions might deviate from those predicted by traditional financial or economic
theory.
To explore the existence of psychological biases in financial decision-making, and
2
examine the impacts of these biases in financial markets and other financial settings.
To learn about how the insights of behavioral finance complements the traditional
3
finance paradigm.
To introduce students to behavioural and experimental methodologies used in finance,
4
economics and other disciplines.
Course Outcomes:
CO1 Understanding Understand psychological biases in financial decision-making.

Understand the impact of these biases in financial markets and other financial
CO2 Understanding settings.
Identify various insights of behavioral finance complements the traditional
CO3 Understanding finance paradigm.
Understand behavioural methodologies used in finance, economics and other
CO4 Understanding disciplines.
Understand behavioural methodologies used in finance, economics and other
CO5 Understanding disciplines.
Critical Role Of
CODE : And Communicat Global Self In
FIN-206 Analytical ion Skills Perspective Org And
Thinking Society
Behavioral
Finance
CO1 3 2
CO2 3 2
CO3 3 2
CO4 3 2
CO5 3 2
Course Contents:
Sr. CO Mapping
Content
No to the Topic
Investment Decision Cycle: Judgment under Uncertainty, Cognitive CO1,CO2
information perception, Peculiarities (biases) of quantitative and
numerical information perception, Weber law, Subjective probability,
Representativeness, Anchoring Asymmetric perception of gains and
1
losses framing and other behavioral effects, Exponential discounting,
Human economic behavior, Discount factors for short and long
horizons, Experimental measurement of the discount factor, Hyperbolic
discounting.
Utility/ Preference Functions : Expected Utility Theory [EUT] and CO1,CO2
Rational Thought, Decision making under risk and uncertainty,
Expected utility as a basis for decision-making, Theories based on
Expected Utility Concept, Decision making in historical prospective,
2
Allais and Ellsberg‘s Paradoxes, Rationality from an economics and
evolutionary prospective, Herbert Simon and bounded rationality,
Investor rationality and market efficiency, Empirical data that questions
market efficiency
Behavioral Factors and Financial Markets : The Efficient Markets CO1,CO2
Hypothesis, Fundamental Information and Financial Markets,
Information available for Market Participants and Market Efficiency,
3 Market Predictability, The Concept of limits of Arbitrage Model, Asset
management and behavioral factors, Active Portfolio Management,
Return statistics and sources of systematic underperformance,
Fundamental Information, Technical Analysis, and Behavioral Factor,
External Factors and Investor Behavior: Emotional content of news CO4,CO5
articles and their correlation with market dynamics, Social trends and
market dynamics: music, fashion, demographics – Active portfolio
4
management, The source of the systematic underperformance.
Fundamental information and technical analysis, The case for
psychological influence.
External Factors and Investor Behavior : Weather, Emotions, and CO4,CO5
Financial Markets: Sunshine, Geomagnetic Activity, Mechanisms of the
External Factor influence on risk perception and attitudes, Connection to
5
human psychophysiology and emotional regulation - Misattribution as a
mechanism for externals factors influence, Statistical methodology for
capturing the effects of external influence onto stock market returns
Behavioral Corporate Finance : Behavioral factors and Corporate CO4
Decisions on Capital Structure and Dividend Policy, Capital Structure
dependence on Market Timing, Timing of Good and Bad Corporate
News Announcement, Mergers and Acquisitions and the Winner‘s
Curse, M&A waves and market timing, IPO underpricing, Systematic
6
excessive optimism and Over confidence in managers‘ decisions.,
Company Name and its Market value - Sunk costs and mental
accounting, Evolutionary explanations for behavioral effects, Evidence
from behavioral game theory, Systematic approach to using behavioral
factors in corporate decision making
Emotions and Decision : Making: Experimental measurement of risk- CO5
related, Measuring Risk, Emotional mechanisms in modulating risk-
taking attitude, Neurophysiology of risk taking., Personality traits and
risk attitudes in different domains, Evolutionary prospective and
7
emotions. Proximal and ultimate mechanisms framework, Making
decisions with ―play‖ and real money, Modulating altruistic behavior by
utilizing the essentials of the specific proximal mechanisms, Emotions
and rationality - Antonio Damacio and somatic markers
Financial Planning and Behavioral Finance : Measuring Risk CO5
8 Averseness of Investor., Use for various test for understanding types of
investor, Designing financial products keeping in mind investor traits
1. Forbes, W., Published by : John Wiley & Sons. (1st Edition - 2009). Behavioral
finance.
2. Sulphey, M.M., Behavioral finance. Published by : PHI Learning Pvt. Ltd.. (1st
Edition - 1st Sept. 2014)
3. Parikh, P.,. Value investing and behavioral finance. Published by : Tata McGraw-
Hill Education. (15 April, 2009 Edition)
4. Value Investing and Behavioral Finance by Suyash Bhatt Published by : Packt (21
June 2013 Edition)
Assessment:
Internal 60 %
Semester End 40%
ANALYSIS OF FINANCIAL STATEMENTS:
Title of the Course : Analysis of Financial Statements- 100 Marks

Financial statement analysis is the process of analyzing a company's financial statements for
decision-making purposes. External stakeholders use it to understand the overall health of an
organization as well as to evaluate financial performance and business value. Internal management
use it as a monitoring tool for managing the finances.
Course Learning Objective:
To highlight important relationships between items in the financial statements. Financial

Statement analysis embraces the methods used in assessing and interpreting the results of past
performance and current financial position as they relate to particular factors of interest in
1
investment decisions. It is an important means of assessing past performance and in
forecasting and planning future performance.
Course Outcomes:
CO1 Understanding Understand Financial statement analysis.

CO2 Understanding Understand its use to different users and decision makers.
CO3 Understanding Understand advance accounting concepts.
C04 Analysing Analyse Financial Statements.
Interpret Financial Statements.
CO5 Evaluating

Role
Critical
Of Self
FIN-207 Analytical Skills Perspective
And
Thinking
Society
Analysis of
Statements
CO1 3 2
CO2 3 2
CO3 3 2
CO4 3 2
CO5 3 2
Course Contents:
No the Topic
Economy-Industry-Company Analysis : Top-down and bottom-up CO1,CO2,CO3
1 approach. Different macro-economic variable inflation rates, Interest rates,
Commodities exchange rates and their impact on equity markets.
Assessing Business Performance : Revision of Balance Sheet and P&L CO1,CO2,CO3
statement fundamentals : Indian Accounting Standards, Indian Accounting
Standard vs US GAAP, Operational efficiency ratios (Gross Profit, Net
Profit margins and various turnover ratios), Liquidity ratios - Current
Ratio/Acid Test ratio, Profitability ratios, Valuation Ratios, • EPS/
ROE/ ROCE/ Total Shareholder returns, Linkages between ROE & ROCE
2
& optimal capital structure and determinants of PE multiple, Price to book
value, EV/EBDITA multiple, EVA, MVA. Capitalization ratios - Debt
Equity, Debt to Assets, Du-pont Analysis, Coverage ratios and credit
analysis and ratings (The emphasis will be on correct interpretation and
correct measurement i.e. with necessary accounting adjustments for these
ratios).
Cash Flow Analysis : Measuring operating/financing and investing Cash CO1,CO2,CO3
Flows, Cash Flows and life cycle state of a company, Cash Flows and
3
financial flexibility (linkages to divided policy and over retention of
profits).
Industry Specific Ratios : Analysis of Performance of a FMGG Company, CO4,CO5
4 Analysis of Performance of an IT Company, Analysis of Performance of a
Banks under CAMEL framework.
Free Cash Flows to Equity / Firm : From earnings to free cash flows, CO4,CO5
Adjustment from standard accounting to correctly measure free cash flow,
Capitalization leasing expense and R&D expenditure, correct treatment for
5 amortization expense and deferred taxes, Measuring correct ROE & ROC
after adjusting for inter-corporate investments, Implication of the above
mentioned adjustments on fundamental valuations / company and PE or
Price / Book Value or EBDITA multiple.
CO4,CO5
Forecasting Free Cash Flow to Equity (FCFE) and Free Cash Flow to Firm
6
(FCFF) and Security Valuation.
CO4,CO5
Valuation of a Company: Discounted cash flows, Terminal value, Equity
7
value multiples.
Introduction to Advance Accounting Concepts : Mergers & Acquisitions, CO3,CO4, CO5

Consolidation of balance sheets, Deferred Taxes, Minority interest,
NOPAT and adjustments to NOPAT from EVA perspective to measure
8 correct economic cash flows, Economic value added (EVA) and linkages
between value of a company and EVA, Equity Analysis, Stock Splits and
Buy back, Managing Productivity of Corporate Capital, Composite Index
for measuring productivity.
Analysis & interpretation of "Auditor's Report as well as Notes Forming
part of the accounts with special reference to Disclosures , Disclaimers &
9
Qualifications of the Auditors in the Financial Statements &
"Understanding of Chairman's letter, Directors' Report.
Fundamentals of Financial Management by Brigham & Housten - (14th Edition - 1st Jan,
1
2015) Published by : Cengage Learning
Principles of Corporate Finance - Myers, Brealey & Franklin Allen Published by: McGraw
2
Hill Education; 11th Edition (1st July 2017)
Financial Management - M.Y. Khan and P K Jain - Published by : McGraw Hill Education;
3
7th Edition (1st July 2017)
Financial Management - Prasanna Chandra - Published by McGraw Hill Education; 9th

4
Edition (1st July 2017)
Fundamentals of Financial Management - James Van Horne - Published by : Financial

5
Times / Prentice Hall; 13th Edition (4th November 2008)
Assessment:
Internal 40%
Semester End 60%
Semester : II – Elective (Cross Functional)

Marks

During the past decade, computers and communications technologies have proliferated in
offices and homes. Organizations distribute the responsibility for technology to all levels of
management and to different geographic locations. As a result, managers from supervisor to
CEO encounter information technology on a daily basis. Every day managers make decisions
that determine how much value the firm obtains from its investment in technology.
Organizations have the opportunity to become more efficient and competitive. Skilled and
creative managers are required to accomplish these goals. This subject gives an overview of the
developments in the technology, IT solutions, emerging technologies which are useful to carry
out business.
1
organization
To familiarise/Review Digital and Emerging Technologies so that students have a basic
understanding about each technology and are able to visualize use cases of these
2
technologies within their chosen specialization areas – Students would also be exposed to a
typical technology infrastructure that should exist in a contemporary enterprise.
To familiarise students to the notion of a Digital Business and the elements which drive the
3
same.
4
Course Outcomes:

CO2 Understanding
of the company.
CO3 Understanding
specialization.
CO4 Applying
CO5 Applying
specialization.
Course Outcomes (CO) mapping to the AOL goals
Cognitive
Critical Role Of level as
And Commun Global Self In per
Leadersh Innovat Analytical ication Perspec Org And Bloom’s
CODE : ip ion Thinking Skills tive Society Taxonomy
Information
Technology
for PO1 PO2 PO3 PO4 PO5 PO6
Managemen
t
CO1 2 2 2 2 2
CO2 2 3 2 2
CO3 1 3 3 1 2
CO4 3 2 3 2 3
CO5 3 2 3 2 3 3
Course Contents:
No. to the Topics
Business processes– CO2,CO3
An overview of all major business processes in all the 4 functional areas
viz Marketing, Finance, Operations and HR – The purpose is to enable a
1 student to be able to describe a business process in his/her chosen
specialization – eg an HR student should be able to draw a flow diagram
to depict the flow of work in a recruitment process. Screenshots or demo
of a software product such as Accounting or an ERP would help.
Overview of Technology and Infrastructure: CO2,CO3
It would be ideal to describe the IT Infrastructure of a typical mid-sized
organization including the server farm, the network infrastructure
(including wi-fi access points) and Software and application infrastructure
2
such as email servers etc – the discussion can then move to technology
platforms (proprietary& open source ) for each of the infrastructure
components. This could include OS Platforms, Software Development
platforms
The Gartner Hype Curve for Emerging Technologies should be discussed
to highlight some of the contemporary technologies. These in the present
3
day context could includerf-id/ QR codes, Analytics, Machine Learning,
Block chain, IOT, AR/VR etc – focus is to understand what these are and
broadly how do they work
Operations
Here the discussion would be around Enterprise solutions, portals,
4 dashboards/ visual analytics solutions and other specific solutions for each
of the functional areas mentioned above. Also the use case cases on
contemporary/emerging technologies
Digital Transformation Journey, Frameworks for Digital Transformation
& IT Strategy – Frameworks such as those presented by KPMG could be
used. The emphasis being to help the student to think about an existing
5
organization from a completely digital point of view. The ability to
visualize such an organization and the key drivers and business case for it
and the possible impact of such a digital transformation and the transition
towards its final form needs to be discussed.
Technology initiatives are fairly large and also in many cases affect core
aspects of a business. It has therefore become necessary to write a
6
meaningful justification note called the Business Case which projects the
outcomes of the initiative not merely in operational KPIs but also in terms
of business impacts.
With increasing emphasis on Digital transformation, and the vast amount
of data collected through various digital channels security and privacy are
7 becoming important. The discussion here is to understand the risks and
threats in the digital world and the possible solutions. The importance of
Process standards such as the GDPR, the IT Act , ISO 27000 etc as well
as governance principles need to be highlighted.
Case Studies and Presentations
The cases could cover any or all aspects mentioned above. Student
8 Presentations could include use cases of technologies in
contemporary/emerging areas.

J.P. Management Information Systems: Managing the Digital Firm. Laudon, K.C. and
1 Laudon (Harlow: Pearson, 2015) 14th edition
Business Analysis: solving business problems by visualizing effective processes and it

2
solutions, Dr.Pradeep Pendse, PHI Learning, 2nd Edition. 2016.
Assessment:
Internal 40%
Semester End 60%
HUMAN RESOURCE MANAGEMENT ELECTIVES
HUMAN RESOURCE PLANNING:
Title of the Course : Human Resource Planning- 100 Marks

Human resource planning (HRP) is the continuous process of systematic planning ahead to achieve
optimum use of an organization's most valuable asset—quality employees. Human resources
planning ensures the best fit between employees and jobs while avoiding manpower shortages or
surpluses.
To generate learning as to why there is need for Workforce Planning –Global and Local-
1
and the related factors that encourage/discourage global mobility.
To develop knowledge of different models in Workforce planning- Quantitative &
2
Qualitative approaches, including Forecasting.
To generate learning as to how organisations, (India and Gloabal) are optimizing their
3 workforce: ( Permanent, Outsourced/Contingent, Contractual & Temporary, Expatriates,
Inpatriates , Gig, Freelancers etc)
To provide perspective on the influence and impact of AI, Machine Learning , Deep
4
Learning, Robotics on Workforce levels and mix
Course Outcomes:
CO1 Understanding Understand the concepts and approaches to Workforce Planning.

Understanding Understand the HRP processes, including sub processes, stages &
CO2
techniques.
CO3 Understanding Understand the changing external environment, stakeholders.
CO4 Applying Plan internal approaches to be relevant and aligned.
CO5 Analysing Examine soft and hard data, identify patterns & prepare MIS reports.
Cognitive
Critical Role Of Level as
Commu
CODE : Innovatio And Global Self In per
Leadership nication
HR 202 n Analytical Perspective Org And Bloom’s
Skills
Thinking Society Taxonom
y
HR
Planning
CO1 1 2 2 1 2 1 2
CO 2 2 2 3 2 2 2 2
CO3 2 2 2 1 2 1 2
CO4 2 3 3 1 2 1 3
CO5 2 2 3 3 2 1 4
Course Contents:
CO
Sr.
Content Mapping to
No
the Topic
1 CO1, CO2
Introduction- Workforce Planning, Basis for WP, Meaning and objectives
of WP, alignment and linkages with Strategic Planning, Operational
Planning, Productivity and setting standards, Global Mobility, Automation
Work Force Planning and Forecasting – Demand forecasting, Supply CO1, CO2
forecasting, Mobility options, Redeployment, Rightsizing .
2 Workforce numbers and Costs, Company Budget/P&L – determining right
mix of different types of workforce profiles.
Optimising Workforce Costs, applying Modelling: CO1, CO2,

Why and how of Qualitative & Quantitative Models/ approaches – CO3, CO4
Managerial Judgment, Organisation& Methods Study, Statistical Methods
3
(Ratio/Trend Analyses, Regression Analysis, Burek –Smith Model,Delphi,
Nominal, Markov chain models, Renewal Models , Ecological Model,
Network Models, Simulations
Macro-Economic conditions and Work Force Planning : Unemployment, CO1, CO2,
4 Employment, Underemployment, Unemployablity rates CO3,
: Market conditions- wages/salaries- India and Global
Human Capital Management and Investment approach based workforce CO1, CO2,
5
Planning CO3, CO4
Job Analysis and its relationship with HRM processes: Job Design, Roles, CO1, CO2,
6 Job Descriptions, Job Specifications, Person specifications, Legal issues and CO3, CO4
Job Analysis, Modeling competencies.
CO1, CO2,
7 International Staffing & Global Mobility. CO3, CO4
CO1, CO2,
8 HR Planning and Performance Management CO3, CO4,
CO5
HR Planning and Total Rewards Management- Approach, Philosophy, CO1, CO2,

9 Organisational imperatives International Compensation- Expatriation, In- CO3, CO4,
patriation, including Taxation- India and Global CO5
CO5
HR Planning and Employee Performance Development- Assessment of ROI:
10
Employee Development investments- Make v/s Buy choice.
HR Planning &Ethical challenges: Equal Opportunity, Methods of selection, CO5

11 Discrimination, Data protection/privacy, Diversity and Inclusion, Conflicts
of Interest)
CO1, CO2,
HR Planning and Character/Reputation building- Values, Mission/Vision
CO3, CO4
12 alignment, Corporate Governance, whistle blowing, Ombudsman, POSH,
Work Ethics.
Bhattacharyya, D.K., Human resource planning. Published by : Excel Books India. 2nd
1
Edition - 31 May 2012)
Sekhri, A. (2010) Human Resource Planning And Human Resource Auditing. Published by
2
: Himalaya Publishing House; 1st Edition (2016)
Haldar, U.K., Human resource development. Published by: Oxford University Press (2nd
3
January 2009 Edition)
Mor Barak, Michalle E. - Managing Diversity: Toward a Globally Inclusive
4
Workplace. Published by : SAGE Publications Inc; 4th Edition (27 October 2016)
5 Reddy, M.S., 2005. Globalisation and Manpower Planning. Discovery Publishing House. ?
Rothwell, W.J. and Kazanas, Planning and managing human resources: strategic planning
6 for human resources management. Human Resource Development. Published by : HRD
Press, Inc.; 2nd Edition (13th June, 2014)
HR Transformation- Ulrich, Brockbank& others- McGraw Hill Publishing - 1st Edition
7
(16th August, 2009)
Assessment:
Internal 40%
Semester End 60%
COMPENSATION AND BENEFITS:
Title of the Course : Compensation and Benefits- 100 Marks

Compensation and benefits refers to the compensation/salary and other monetary and non-
monetary benefits passed on by a firm to its employees. It helps give benefits to employees based
on their performance and actions and brings the best out the employees at workplace.
To sensitise students with the economic, psychological, and strategic principles,

1
underlying Executive Compensation and its interaction in a socio-legal environment.
To generate learning with the process of designing and managing a Compensation

2
System, that meets the needs and expectations of all stakeholders.
To become sensitive to some of the current issues in Compensation Management (e.g.

3
diversity, social equity, ethics, etc.)
Course Outcomes:
Understand the philosophy and the elements of a Total Reward Strategy

CO1 Understanding
approach.
Interpret, sensitively, issues & challenges related to Compensation &
CO2 Understanding Benefits, in the organization.
Examine data/information and identify how to better balance Employee
CO3 Analysing expectations and oganization requirements.
Understand of the relationship between Executive Compensation and
CO4 Understanding /Business performance & the involved complexities
Conclude the Total Reward strategy approach, that the organization should
CO5 Analysing adopt, ensuring affordability and risk mitigation
Critical And Global Role Of self

CODE : Innovatio Communic
Leadership Analytical Perspect In Org And
HR 203 n ation Skills
Thinking ive Society
Compen
sation & PO1 PO2 PO3 PO4 PO5 PO6
Benefits
CO1 2 2 2 2
CO2 2 2 3 1 2
CO3 1 3 1 1
CO4 1 3 2 2
CO5 2 2 3 3 2 2
Course Contents:
Sr. CO Mapping
No
Compensation Fundamentals: What is Compensation- History & Origin, CO1, CO1
1 Compensation &linkages with Organization hierarchy & Organisation
structure
Total Rewards approach to compensation and Benefits : CO1, CO3
Building blocks & employee perspective
Reward Strategies: linkage between HRM philosophy and the Total
2
Rewards approach
Understanding the context of business strategy and choosing appropriate
TR policy- Global and Local/domestic & its features/elements
CO1, CO3
Internal alignment: Job analysis, and job evaluation techniques, External
3
competitiveness: Salary surveys, Deciding pay levels and pay mix.
Measuring and rewarding individuals‘ and group contribution: CO1, CO4

4 Economic theories of incentives and psychological theories of motivation
Pay for performance and Incentive design
Strategic Reward Management : The role of compensation in strategic CO1, CO2
5 human resource management, Developing a retention policy, using the
concept of Strategic Reward Management
Strategic Reward Management : Rewarding‘s external business context: the CO1, CO2
6 impact of the legal, social and economic context on Reward Management
Developing reward policies that enhance strategic alignment
CO1, CO3
Internal alignment : Role Analysis, Job analysis, documentation and job
7
evaluation techniques. Aligning compensation to organizational culture.
CO1
External competitiveness: Salary surveys, Deciding pay levels and pay
8
mix.
Pay levels for Senior Management: CO1, CO2
Using financial & market performance indicators - stock based
9
compensation
TR/ Compensation Management for Expatriates/Inpatriates.
Management of compensation systems, Diversity and fairness in CO2
10
compensation, and Compensation budgeting
Taxation and regulatory issues in Compensation: Global and Local CO1,CO4
Global Mobility Compensation :
11
Balance Sheet approach, Going Rate approach
Middle East, USA, UK, Europe, Australia, Asia
Reference Texts/reading Material:
Milkovich,G. T, & Newman, J.M. Compensation (2010). Published by : McGraw-

1
Hill/Irwin; 10th Edition (2010)
Henderson, I.R., 2006. Compensation management in a knowledge-based world - Published
2
by Pearsons .(10th Edition. - 24th June, 2005).
Bhattacharyya, D.K., 2011. Performance management systems and strategies. Pearson

3
Education India. (1st Edition - 20th June, 2011)
Rao, P.S., 2009. Personnel and human resource management (pp. 236-345). Himalaya
4
Publishing House. ?
Bohlander, G., Snell, S. and Sherman, A.W., 2004. Managing human resources
5 Mason. OH: Thomson/South-Western. (New Edition arrived : Publisher: Cengage Learning;
18th Edition (3rd August, 2018)
Gomez-Mejia, L.R., Balkin, D.B. and Cardy, R.L.,Managing human resources. Publisher:
6
Pearson; 8th Edition (3rd January, 2015)
.
The Worldatwork (2015) Handbook of Compensation, Benefits & Total Rewards: A
7 Comprehensive Guide for HR Professionals - Publisher: Wiley; 1st Edition (5th March
2015)
Berger, L.A. & Berger D.R. - The Compensation Handbook,: A State-Of-The-Art Guide to
8 Compensation Strategy and Design. Publisher: McGraw-Hill Education; 6th Edition (2nd
June, 2015)
www.ilo.org
9 www.paycheck.com
onet.org
Assessment:
Internal 40%
Semester End 60%
TALENT MANAGEMENT &EMPLOYEE ENGAGEMENT:
Talent Management & Employee Engagement-
100 Marks

Talent management is the full scope of HR processes to attract, onboard, develop, motivate, and
retain high-performing employees.
Employee engagement is a workplace method designed to improve an employee's feelings and
emotional attachment to the company, their job duties, and position within the company, their
fellow employees, and the company culture.
1 To develope knowledge - concept, philosophy of Talent and the Management of Talent.
To sensitize the broad approaches strategies to manage Talent in specific industries and
2
across the board.
To learn how the function of HRM is linked to various touch points if the Talent
3
Management Process.
To learn the conceptual foundation and related conceptual linkages with Employee
4
Engagement. (EE)
To learn how to measure EE and plan for interventions/initiatives to enhance EE levels (in
5
the organisation at individual and team levels).
6 To understand how EE is linked to Productivity and Performance excellence
Course Outcomes:
Understand key concepts, processes of (ie: Talent Planning, Talent

CO Understandi
Acquisition & On Boarding, Engagement, Career and Succession
1 ng
Management, Talent Development.
CO Understandi Understand high level approaches s, latest practices followed by different
2 ng companies..
CO Understandi Develop perspectives on the role of HR in Talent Management, to enable
3 ng the optimization of organization requirements & employees‘ expectations
CO Understandi Understand employee engagement approaches of different organizations and
4 ng how a company manages the same end to end.
CO Demonstrate measure EE levels, track and enhance the same, working
Applying collaborating with Business Managers.
5

Role
Critical
Of Self
HR204 Analytical Skills Perspective
And
Thinking
Society
Talent
Management
& Employee
Engagement
CO1 2 2
CO2 2 3 2 1
CO3 3 2 3 3
CO4 2 2 3
CO5 3 3 3
Course Contents:
Sr. CO Mapping
No.
Introduction to Talent Management: Introduction and overview. History, CO 1, CO 2
scope of Talent Management, need, Key Processes, Talent vs knowledge
1
people, Source of Talent Management, Consequences of Failure in
Managing Talent & Tools for Managing Talent
Building Blocks for Talent Management: Introduction, Effective Talent CO 1, CO 2
Management System, Strategy & Framework for Organizational
2 Excellence and sustainable competitive advantage, Talent Management
Approaches, Developing a Talent Management Strategy, Different
Business Strategies and Talent Management Strategies
Talent Management System: Introduction, Critical Success Factors, CO2, CO3
critical success factors of best practice Talent Management System,
3
unique talent management approach and Key Elements of Talent
Management System
Life Cycle of Talent Management: Introduction, Linkage between Talent CO 1,
Management Process and Workforce, Importance of Talent Management CO 2, CO 3
4
Process, Important Steps to Assess Talent Management Process, Stages of
Talent Management and other essentials.
Talent Planning: Objectives of Talent Planning, Steps in Strategic Talent CO 1,
Planning, Succession Planning Program, Innovative talent planning, CO 2, CO 3
Industry Practices in Strategic Talent Planning, Career track planning,
5
ensuring Leadership pipeling, Risk Management, Talent Development
(Coaching, Mentoring, Training, Education, Learning , High Stretch roles
etc).
Talent Management and Organisational Environment: Introduction, An CO 1,
CO 2, CO 3
6 Overview, shaping Talent Planning and Developing Values, Promoting
Ethical Behaviour
CO3
Global Talent Management:- Surplus, Deficits, Economic and
7
GeoPolitics: Issues, Challenges & Responses
Leadership for Talent Management : Structures, Processes, Governance, CO 1,
8 Talent Management and Employability: Talent Management and making CO 2, CO 3
‗ordinary employees become ‗extraordinary performers‘.
Concept, evolution of Employee Engagement, differences with Employee CO 4,
Satisfaction. CO 5
9 Employee engagement models: ( Gallup, GPTW)
Developing the Engagement approach for a specific organisation, aligned
to its Business Goals
Annual Employee Engagement Calendar: CO 4,
Organizational Commitment -Survey Findings & outcomes CO 5
Measurement of Employee Engagement:
10
EE surveys, results, analysis of gaps , opportunities for improvement /
enhancement of scores
-Monitor progress of initiatives, execution excellence and metrics to CO 4,

enable decision making CO 5
-Collaborate with Cross Functional Teams (CFTs) - development of EE
11
Solutions
-HR role – opportunities and challenges:
-Engagement (EE) initiatives
Best in class/Industry EE practices : CO 4,
Benchmarking CO 5
12
Internal communication-Values, culture, team building and other
important EE interventions
CO 4,
Organization Development , Employee Engagement, Interventions for CO 5
13
improvement- alignment, Budget/Spends

Berger, D. (2011). The Talent Management Handbook, Second Edition: Creating a
1 Sustainable Competitive Advantage by Selecting, Developing, and Promoting the Best
People. McGraw-Hill Education; (2nd Edition - 1st December, 2010).
Conaty, B. &Charan, R. (2010). The Talent Masters: Why Smart Leaders Put People Before
2
Number, Publisher: Crown Business; 1st Edition (9th Nov, 2010)
Sims, D.& Gay, M. (2007). Building Tomorrow's Talent: A Practitioner's Guide to Talent
3 Management and Succession Planning. Publisher: AuthorHouse; 1st Edition (23rd February,
2007)
Goldsmith, M. & Carter, L. (2009) Best Practices in Talent Management: How the World's
4 Leading Corporations Manage, Develop, and Retain Top Talent. Publisher: Pfeiffer; 1st
Edition (30th December, 2009)
Wilcox, M. (2016). Effective Talent Management: Aligning Strategy, People and
5
Performance - Publisher: Routledge; 1 edition (10 June 2016)
Cheese, P. , Thomas, R. & Craig, E. (2007) The Talent Powered Organization: Strategies for
6 Globalization, Talent Management and High Performance. Publisher: Kogan Page; Reprint
Edition (1st November, 2007)
www.gallup.org :: www.gptw.org
7
Good to Great: Why Some Companies Make the Leap...and Others Don't Book by Jim
8
Collins: Publisher: HarperBusiness; 1st Edition (19th July, 2011)
9 Louder Than Words: Ten Practical Employee Engagement Steps That Drive Results: Bob
Kelleher: Publisher: BLKB Publishing; 1 edition (15th July, 2010)
Employee Engagement through Effective Performance Management: A Practical Guide for
10 Managers Paperback - Edward M Mone - Publisher: McGraw Hill Education; 1st Edition
(21 December, 2009)
Assessment:
Internal 40%
Semester End 60%
RECRUITMENT & SELECTION & EMPLOYER BRANDING:
Recruitment & Selection : Employer Branding-
100 Marks

Recruitment and Selection Process in an organization is about setting and applying the Talent
Management techniques for attracting and retaining the talent.
Employer branding is the strategic process that involves creating a unique place of work that
attracts the talent whose knowledge and skills are needed to meet the organization's goals and
objectives in the context of talent management globally.
1 To understand the Recruitment and Selection Process (R & S) end to end
2 To understand the Recruitment and Selection Process, in context of Talent Management
3 To understand the tools, techniques, methods, processes associated with R&S

To understand the issues, challenges, generic R &S approaches and those customizes with
4
Industries/Sectors/geographies
To understand what is Employer Branding and how it is linked to the Product/.Corporate
5
Brand.
To understand the role of Employer Branding in Talent Acquisition, Engagement and
6
Retention - tangible/intangible payoffs.
7 To understand the role of Employer Branding, in aspiring to be an Employer of choice
Course Outcomes:
CO1 Understanding Understand concepts of job analysis and selection.

CO2 Understanding Understand different recruitment methods and selection techniques
CO3 Applying Apply HR Planning and link the same with R& S Processes.
Identify the different approaches in employer branding, across different
CO4 Applying industries, sectors and organizations.
Build for the development of an Employer Branding strategy and execution.
CO5 Applying
Examine employer branding elements and linkages with talent acquisition,
CO6 Evaluating Talent Management, Retention & employee development.
Role
Critical
Of Self
HR211 Analytical Skills Perspective
And
Thinking
Society
Recruitment
,Selection &
Employer
Branding
CO1 1 2 3 3 2 3
CO2 2 3 2 3 3 2
CO3 3 2 2 2 2 3
CO4 1 3 3 2 3 3
CO5 3 3 1 3 1 1
CO6 2 3 3 3 2 3
Course Contents:
Sr. CO Mapping to
Content the Topic
No
Recruitment & Selection in the context of Talent Acquisition & CO1,CO2,
1 CO3
Management. Introduction to Job Analysis & Methods.
Internal Recruitment Methods (Internal Job Portals, Promotion, Job CO1, CO2
Rotation, Employee Referral and others) External Recruitment Methods
2 (Advertisements and its types, social media, Consultants, Head hunters,
Social networking media, employment exchanges, professional or trade
associations, alumni associations etc).
External Recruitment Methods (Campus Recruitment, Walk-ins, Write ins CO1, CO2, CO3
3 and Talk ins, Contingent work forces, differently challenged people, ex-
servicemen, Displaced Persons, Acquisition and Mergers, Poaching).
Recruitment Costs, Budgeting, Effectiveness, including metrics. CO1, CO2
4
Selection- Purpose and Strategies-legal issues, designing the process,
Application forms ( soft, hard copy, video resume),Screening of CO1, CO2, CO3
5 Resumes- criteria , graphology, integrity testing, Drug Testing, Medical
Check-up, reference checks, criminal record etc.
Selection process, methods, techniques- Group Discussions, Case CO1, CO2, CO3
6 Analysis, Presentations, Interviews, Testing Intelligence, Testing EQ/SQ,
Ability Tests, Physical ability tests, Assessment, Benchmarks etc
Job offers, negotiation, on boarding, appointment letters, early to CO1,CO2,CO3
7 Productivity etc -State of art Processes and emerging vistas in
Recruitment and Selection
Introduction- Genesis of the employer branding, objectives and concept of CO4,CO5
8 employer brand building.
Building an Employer Brand- External and internal conditions of CO4,CO5
development of the concept of employer branding, Internal and external
communication in the process of employer branding.
Employer Branding in practice- The scale of use of the concept of
9
employer branding in practice, Refashioning an existing Employer
Brand, An employer of the choice, as an organization with a strong brand
: Employer Branding- for Profit organizations, Not for profit
organizations, Government.
Organizing the employer brand: Employee branding as a tool to engage CO4,CO5
10 employees in building the brand, Using social media marketing in the
process of employer branding, Digital world and Employer Branding.
‗Shine‘ employer brand strength: The results of empirical research, CO4,CO5
11
Employer Value Proposition, Employer Branding, Ed Moseley‗s research.
Employer Branding and HR : Applications in Talent Management, CO4,CO5,CO6
Talent Retention, Employee Engagement : Benefits / Learnings, rankings
12 of employers, employers' participation in competitions (eg Equal
Opportunity Company, Leader in Human Resource Management) :
Motivating through employer branding: (Employee satisfaction surveys).
Brannick, M.T., Levine, E.L. and Morgeson, F.P., 2007. Job and work analysis: Methods,
1 research, and applications for human resource management. Published by Sage Publications
- (2nd Edition - 15th Feb, 2007) .
Barak, M.E.M., 2016. Managing diversity: Toward a globally inclusive workplace.
2
Publisher: SAGE Publications, Inc; 4th Edition (October 27, 2016)
Haldar, U.K., 2009. Human resource development. Publisher: Oxford University Press (2
3
January 2009)
Barrow, S & Mosley, R. (2005) The Employer Brand: Bringing the Best of Brand
4
Management to People at Work, Publisher: Wiley; 2nd Edition (4th November 2005).
Martin, G (2009) Employer Branding and corporate reputation management, The Peak
5
Performing Organisation, Chapter 13, pp 252, Routledge, London
Budhwar, P.S., &Bhatnagar, J. (2008). Employer Branding as a differentiator, The changing
6
face of people management in India, Routledge
7 Linked-In Employer Branding Play Book- 5 Steps to Crafting a Highly Social Talent Brand
Brands and Branding- by Rita Clifton Et Al (Author) - Published by : Profile Books Ltd;
8
new edition (10th February 2014) Arrives after Dussehra
Assessment:
Internal 40%
Semester End 60%
Semester : II – Elective (Cross Functional)

Marks

business.
To familiarise students with the key business processes in all core functional areas of an
1
organization
To familiarise/Review Digital and Emerging Technologies, to generate basic understanding
Technology and are able to visualize use cases of these technologies (within their chosen
2
specialization areas) : Students would be exposed to a typical technology infrastructure that
would be present in a contemporary enterprise.
To familiarise students with the concept of Digital Business and the elements which drive
3
the same.
To familiarise students with a wide variety of IT solutions, which can help support every
4
Course Outcomes:

Understand its applications in the organizations, Business for the overall
CO2 Understanding
progress of the company.
CO3 Understanding
specialization.
CO4 Applying
CO5 Applying
specialization.
Critical
And Communi Global Role Of Self
Leadershi Innovati Analytical cation Perspect In Org And
CODE : p on Thinking Skills ive Society
Information
Technology
for
Management
CO1 2 2 2 2
CO2 2 3 2
CO3 1 3 3 1
CO4 3 2 3 2
CO5 3 2 3 2 3
Course Contents:
No the Topic
Business processes : CO2,CO3
Overview of all major business processes in 4 functional areas viz
1 Marketing, Finance, Operations and HR : eg as an HR student should be
able to draw a PFD, to depict the flow of work in a recruitment process :
Screenshots or demo of a software Products (eg Accounting or an ERP).
Overview of Technology and Infrastructure : CO2,CO3
What is the IT Infrastructure of a typical mid-sized organization : server
farms, network infrastructure (including wi-fi access points), Software and
2
application infrastructure (email servers etc) Technology Platforms
(proprietary& open source) the infrastructure components. (eg OS
Platforms, Software Development platforms)
The Gartner Hype Curve for Emerging Technologies : In the present day
3
context, it could RFID / QR codes, Analytics, Machine Learning, Block
chain, IOT, AR/VR etc.
Operations :
Enterprise Solutions, Portals, Dashboards/ Visual Analytics solutions and
4
other function- Specific situation. Use case cases on
contemporary/emerging technologies
in functional areas.
Digital Transformation Journey, Frameworks for Digital Transformation
& IT Strategy : Framework - KPMG has an existing organization needs to
5
think from a completely digital point of view: Visualize such an
organization, key drivers and Business case and the possible impact of
such a digital transformation and the transition towards its final form.
6 Has Technology initiative affect core aspects of a business : It develops a
meaningful justification Business Case (projecting the outcome of the
initiative in operational KPIs and business impact).

Vast amount of data collected through various digital channels Security
7 and Privacy challenges. Understand the risks and threats in the digital
world and possible solutions: Process standards (GDPR, the IT Act , ISO
27000 etc) and governance principles.

Laudon, K.C. and Laudon, J.P. Management Information Systems: Managing the Digital
1
Firm. (Harlow: Pearson, 2015) 14th edition
2 Dr.Pradeep Pendse, Business Analysis , PHI (2016), 2/e
Assessment:
Internal 40%
Semester End 60%
GLOBAL CITIZEN LEADER – (THEORY):
Semester : II – Core
Title of the Course : Global Citizen Leader (Theory)

This course is broken into 4 parts (i) leading self (ii) collaborate (iii) innovate & (iv) social impact
through action, which will eventually help students to build capability to lead themselves, work
effectively with others, enact creative & conscientious change.
To create self and socially aware individuals, who are able to work courageously and
1
collaboratively, to take boundary spanning challenges.
2 To sensitise students on the need for contribution to transform organisations and self.
3 To emphasis the importance of managing groups and innovating for social action.
Course Outcomes:
1 Students will be more conscious about self and understand their role in the society.
2 Students will demonstrate, in action, what it takes to overcome challenges.

Students will appreciate their role, while managing / participating groups and innovating
3
for social action.
Course Outcome:
Relate with requirements, be more conscious about self, realize and understand
CO1 Understanding
their role in the society.
CO2 Applying Identify, plan, and demonstrate, in action, what it takes to overcome challenges.
Discover roles, while managing relationships in participating groups and
CO3 Analysing innovative for social action.
Compare different criteria and develop competencies of a Global Citizen
CO4 Analysing Leader.
Adapt the role of Global Citizen Leader.
CO5 Creating
Role
Critical
Of Self
And
Thinking
Society
Global
Citizen PO1 PO2 PO3 PO4 PO5 PO6
Leader
CO1 3 2 3 3 2 2
CO2 3 2 3 3 2 2
CO3 3 2 3 3 2 2
CO4 3 2 3 3 2 2
CO5 3 2 3 3 2 2
Course Contents:
Sr. Content CO mapping to
No the Topic
1 Assessment- Challenge- Support. CO1
2 Innovation and leadership characteristics. CO2, CO3
3 Story Telling. CO5
4 Pitching. CO2
5 Direction- Alignment- Commitment. CO3
6 Fist To Five. CO3
7 Situation-Behaviour-Impact CO3
8 360 Degree Feedback CO3
9 Design Thinking- Green v/s Yellow v/s Red light thinking. CO3
10 Brain Storming and Prototyping CO2,CO3
11 After Action Review CO1,CO4, CO5
12 Hero‘s Journey CO1, CO4, CO5
Reference Text/ Reading Material:

1 Developed and Provided by Center For Creative Leadership (CCL), USA.
Assessment:
Internal 100%
Semester End -
MARKETING SPECIALISATION (SEMESTER III)
SEMESTER III
CORE COURSES

hours
GM302 International Business 20 x 2 hrs 40 Hours 100 4
each
GM303 Strategic Management 20 x 2 hrs 40 Hours 100 4
each
GM304 Business Ethics & Corporate 20 x 2 hrs 40 Hours 100 4
Governance each
MAJOR COURSES-MARKETING

hours
MKT301 Marketing Strategy 20 x 2 hrs 40 Hours 100 4
each
MKT302 Sales Management 20 x 2 hrs 40 Hours 100 4
each
MKT303 Consumer Behaviour 20 x 2 hrs 40 Hours 100 4
each
MKT304 Services Marketing 20 x 2 hrs 40 Hours 100 4
each
MKT305 Product and Brand Management 20 x 2 hrs 40 Hours 100 4
each
MARKETING ELECTIVES (Any Two out of Four)

hours
MKT306 Marketing Research & Analytics 20 x 2 hrs 40 Hours 100 4
each
MKT307 Digital Marketing 20 x 2 hrs 40 Hours 100 4
each
MKT308 Distribution. Logistics & Supply 20 x 2 hrs 40 Hours 100 4
Chain Management each
MKT309 Direct Marketing & CRM 20 x 2 hrs 40 Hours 100 4
each
INTERNATIONAL BUSINESS:
Semester : III - Core

Title of the Subject/course : International Business -100 Marks

International Business (IB) would address the conceptual understanding of the subject and its
significance in the modern economy and global business environment, especially the post covid –
19 scenario. IB encompasses – exports, imports, third country trade, barter, investments,
technology transfers, alliances, joint ventures, subsidiaries etc .
The subject would cover practical aspects and operational challenges of undertaking IB in
different geographies /countries, company specific strategies for market entry, PESTLE analysis ,
geo –political challenges, compliance to rules and regulations , adhering to global regulatory
requirements stipulated by governments, WTO, regulatory bodies, Trade blocks etc .
Students would get conceptual understanding and practical knowledge of real life global business
environment and prepare them to be business ready.
To understand how trade is done at global level and how it attempts to bring all the
1
countries together for the purpose of doing business.
To understand effects of globalization by understanding the integration the economies of
2
different countries.
To understand and comprehend roles of International business organisations in
3
International business.
To identify global business opportunities to fulfill organizational objective of growth and
4
sustainability.
Course Outcome:
CO1 Applying Develop a thorough understanding of the real global business environment
using PESTLE.
CO2 Evaluating Assess business opportunities at the international level.
CO3 Analysing Analyse and respond to the local and global market place challenges using
EPRG and Hoffstede Model.
Formulate business strategies in the complex global, social & legal
CO4 Creating environment.
Discuss the globalization route towards enhancing return on investment,
CO5 Creating optimal use of resources and capacity optimization.
Role
Critical
Of Self
CODE: And Communication Global
GM302 Analytical Skills Perspective
And
Thinking
Society
International
Business
CO1 2 3
CO2 3 2 3
CO3 2 3 3
CO4 2 3 2 3
CO5 2 3 2 3
Course Contents:
CO
Sr. Mapping
Content
No to the
Topic
Introduction: Objective and Scope, importance and current trends, domestic CO 1
1 business v/s international business, reasons for international business - For
Corporate and Country, Modes of entry and operations.
PESTEL Analysis and its Impact on International Business: Risk Analysis, CO1,CO2
2
Decisions to overcome or managing risks.
Cross Cultural Management: Hofstede's Cultural Dimension, CAGE CO3
3 Framework by Prof. Pankaj Ghemawat, Culture and Leader Effectiveness:
The GLOBE Study.
CO1 CO2,
4 Modes of Entry : Market/Country Entry Strategic Alliances / JV / M&A CO3, CO4
Investment Management in International Business : Foreign Direct CO4
5 Investment, Offshore Banking, Foreign Exchange Dealings and numerical in
business, Resource Mobilization through portfolio/GDR/ADR
Multinational Corporations: Structure, system and operation, advantages and CO2, CO3,
Disadvantages - Case discussion, Current opportunities of Indian MNCs and CO4
6 Case discussion, Issues in foreign investments, technology transfer, pricing
and regulations, international collaborative arrangements and strategic
alliance.
Globalisation: Concepts and practice, role of global organisation and global CO1, CO2,
7 managers, stages of building global companies and competitiveness, global CO3, CO4,
competitive advantages of India - Sectors and Industries. CO5
International Organisations and their role in international business: WTO, CO1, CO2,
8
World Bank, ADB, IMF and others. CO3
Regional Trade Agreements and Free Trade Agreements (RTA and FTA) : CO1, CO2,
9
NAFTA, EC, ASEAN, COMESA, LAC, Others CO3
Investment Decisions : Drivers of FDI – Special emphasis on emerging CO5
10
markets, Offshore Banking, Forex Management – ADR-GDR‘s- EU bonds
WTO Regional Trade Agreements : Building Blocks of WTO, Major CO2, CO3
11
agreements of WTO
Management of Multinationals : Organization Structure –Matrix – CO2, CO3,
Geographic-Product, International HRM-Expatriate Management-Staffing of CO4, CO5
12 Subsidiaries, Integration Responsive Models, Types of subsidiaries &
Control of subsidiaries, Global manufacturing and supply chain, Optimizing
of Supply chain & Offshoring V/S Outsourcing
Reference Texts:
1 Meyer, K. and Peng, M.W., 2nd edition 2016. International business. Cengage Learning.
ANANT, K.S. and BLACK, J.S., 1996. The international business environment: text and
2
cases. Prentice-Hall.
Hill, C.W. and Hernández-Requejo, W., Global business today. New York: McGraw-Hill
3 Irwin. McGraw-Hill Higher Education; Global edition of 7th revised edition (November 1,
2010)
Ferraro, G.P., - The cultural dimension of international business - Pearson; 6 edition
4
(October 9, 2009)
Cullen John, B. and Praveen, P.K.,Multinational Management. A Strategic Approach.-
5
South-Western College Pub; 6 edition (April 16, 2013)
6 International Management - Arvind V Pathak - Tata McGraw Hill.
7 International Business: Challenges and Choices - Alan Sitkin, Nick Bowen - Oxford Press.
Assessment:
Internal 40%
Semester end 60%
STRATEGIC MANAGEMENT:

Title of the Subject/course : Strategic Management- 100 Marks

Strategic Management provides overall direction by developing plans and policies designed to
achieve objectives and then allocating resources to implement the plans.
Strategic Management is a core subject which enables the students to gear up for understanding
how strategies are required in every walk of life with respect to their individual domain working
area and focusing on the science of the business by setting up systems ,so that the business
works smoothly This subject also connects all the functions of the business viz Marketing-
Finance-HR-IT and operations stream , thus gives a broader picture to run the business
effectively using Business Integration Process model as a tool.

To understand the role and importance of Strategic thinking in an ever changing
1
business environment.
To understand the Strategic Management process - Strategy Formulation,
2
Implementation & its Evaluation
3 To design a strategy that address/help achieve long term goals of an organisation.
To identify and establish 'Competitive edge' - demonstrating a strong Customer
4
Value Proposition, with a clear differentiator.
Course Outcomes:
Identify changes in consumer behavior & market, leading to market

CO1 Applying
opportunities.
CO2 Creating Predict future market needs by analyzing market opportunities & threats.
CO3 Evaluating Interpret the firms Product & Business portfolio using available models.
Construct go-to-market strategies using appropriate analytical tools and strategy
CO4 Creating framework.
CO5 Evaluating Evaluate the effectiveness of strategies implemented.
Role Cognitiv
Critical Of e Level
And Self as per
Global
CODE : Leadersh Innovatio Analytic Communicati In Bloom’s
Perspecti
GM-303 ip n al on Skills Org Taxono
ve
Thinkin And my
g Societ
y
Strategic
Manageme PO1 PO2 PO3 PO4 PO5 PO6
nt
CO1 3 3 3
CO2 2 3 3 3 2 2 6
CO3 2 3 3 3 2 2 5
CO4 3 3 3 2 2 6
CO5 2 3 5
Average: 2 3 3 3 2 2
Course Contents:
CO Mapping to
Sr. No Content
the Topic
Introduction to Strategic Management, Strategic Management CO1
1 Process: Vision, Mission, Goal, Philosophy, Policies of an
Organisation Strategy.
Strategy as planned action, its importance, Process and advantages CO1
2 of planning Strategic v/s Operational Planning, Strategy Choices
&Hierarchy of Strategies.
3 PESTEL & SWOT as tools for Strategic formulation. CO1
External & Industry Analysis: General Environment, CO1
Industry/Competitive Environment, Identifying industry's
4
dominant features, Porter's Five Forces of Competitive Analysis,
Analytics Tools: EFE Matrix and CPM.
Internal Analysis : Assessment of Company Performance, CO3
Management & Business Functions Framework, Other
5
Frameworks for Organisational and Internal Analysis, Analytical
Tool : IFE Matrix
Strategy Analysis and Formulation Tools: TOWS strategy, SPACE CO1, CO2, CO3,
6 Matrix, BCG Matrix, IE Matrix, GE - McKinsey Matrix, Grand CO4
Strategy Matrix, Strategy Mapping and The Balanced Scorecard.
Strategy Choices : Hierarchy of Strategies, Types of Strategies, CO2
Porter's Generic Strategies, Porter value chain analysis,
Competitive Strategies and strategies for different industries and
7
company situations, Strategy Development for Non-profit, Non-
business oriented organisations, Mckinsey's 7 S Model : Strategy,
Style, Structure, Systems, Staff, Skills and Shared values.
8 Growth Accelerators: Business Web, Market Power, Learning CO2
based. Management Control, Elements, Components of
Management Information Systems.
Strategy Evaluation and Control: Performance Measurement and CO4
9
Monitoring.
10 Financial Projections and Financial Impact of Strategies. CO4
Other Topics: Social Responsibility, Environmental Sustainability, CO2,CO3,Co4
11 Value Chain Analysis, Economic Value Added (EVA), Market
Value Added (MVA), Strategic Issues in a Global Environment.
12 Mergers & Acquisitions CO1, CO2, CO3
13 Globalization & JV CO1,CO2,CO3
14 Ninza Business Academy Model CO4,CO5
Ansoff Matrix CO1, CO2, CO3,
BIPM Model CO4, CO5
Presentations
15
Presentations
Presentations
Presentations
Reference Texts:
Thomson, Strickland, Gamble & Hain, "Crafting & Executing Strategy", 14th Edition, Tata
1
McGraw Hill, New Delhi.
Pierce & Robinson, "Strategic Management: Formulation, Implementation & Control", 9th
2
Edition, Tata McGraw Hill, New Delhi.
David Fred R, "Strategic Management: Concepts & Cases", 10th Edition, Pearson - Prentice
3
Hall, New Delhi.
Hit, Ireland, Hoskisson & Manikutty, "Strategic Management: A South - Asian Perspective",
4
9th Edition, Cengage Learning, Delhi.
5 Johnson & Scholes, "Explaining Corporate Strategy", 6th Edition, Pearson Education, Delhi.
6 Kachru Upendra, "Strategic Management: Concepts and Cases", Excel Books, New Delhi.
Barney Jay, "Gaining & Sustaining Competitive Advantage", 2nd Edition, Prentice Hall,
7
New Delhi.
8 Renee Mauborgue, W. Chan Kim, Blue Ocean Strategy, Harvard Busines Review, 2005.
Nag A, "Strategic Management - Analysis, Implementation & Control", Vikas Publishing

9
House, 2011.
Kazmi & Kazmi, "Strategic Management and Business Policy", 4th Edition, Tata McGraw
10
Hill, New Delhi.
Assessment:
Internal 40%
Semester end 60%
BUSINESS ETHICS & CORPORATE GOVERNANCE :
Title of the Subject/course : Business Ethics & Corporate Governance-

100 Marks

Ethics seeks to resolve questions of human morality by defining concepts such as good and
evil, right and wrong, virtue and vice, justice and crime. As a field of intellectual inquiry,
moral philosophy also is related to the fields of moral psychology, descriptive ethics, and
value theory. ―Corporate governance‖ is the term used to refer to the policies and processes
by which a corporation (or other large, complex institution) is controlled and directed. It
refers especially to the way power and accountability flow between shareholders, boards of
directors, CEOs, and senior managers. By using a stakeholder management framework this
module stresses on the social and ethical responsibilities of business to both internal and
external groups of stakeholders. The module also shows how moral and ethical
considerations are involved in public issues facing organisation‘s and the decision making
processes of managers.
To provide hands-on holistic perspective of good Governance & Business Ethics

1
to students.
To instill the integrity DNA to students who are required to function as ―Ethics
2 Champions‖ in corporate life from a practitioner on the subject with global
experience.
To sensitise students about understanding business challenges, stakeholder
3 issues, global regulatory and compliance environment and relevance of Code of
Conduct / Policies.
Course Learning Outcomes:

Understand the importance of instilling the desired ethical value culture in the
CO1 Understanding
organisation to be able to follow as an integral aspect of business.
CO2 Analysing Examine the role of ―Ethics Champions‖, Custodians of Governance.
Assume best global practices and will learn to engage with stakeholders in creating a
CO3 Analysing
differentiated value proposition based on ethics management systems.
CO4 Understanding Understand importance of corporate governance.
Determine the importance of robust corporate governance processes and review
CO5 Evaluating
mechanism done by Lokpal, CAG, Judicial process, RTI etc.
Determine effect of grooming ethical leaders and effective corporate governance on
CO6 Evaluating
company‘s reputation and the respect its brand fetches in the market place.
Understand vedic and Gandhian principle of trusteeship and its relevance to modern
CO7 Understanding
businesses.
CO8 Understanding Understand contemporary CG practices in other countries.

Cogni
tive
Role Of Level
Critical And
Innovatio Communic Global Self In as per
Subject Code Leadership Analytical
n ation Skills Perspective Org And Bloo
: GM 304 Thinking
Society m’s
Taxon
omy
Business
Ethics and
Corporate
Governance
CO1 3 2 3 2
CO2 3 3 2 3 4
CO3 3 2 3 3 4
CO4 3 2 3 2
CO5 3 2 3 5
CO6 3 2 3 5
CO7 3 2 3 2
CO8 3 2 3 2
Course Contents:
Content CO
Sr.
Mapping to
No
the Topics
Introduction: Evolution of Morality, Ethics Values and its impact on CO1, CO6,
1
Human Societies. CO7
Role of Religion, Theology, Political beliefs, and Philosophy in Influencing CO1, CO3,
2
Societal behavior. CO4
Gandhian Principles of Trusteeship and its relevance in modern times and CO1, CO7
its relevance in modern times.
3
Impact of Indian culture and Gandhian thoughts and learning which can be
adopted -Swadeshi, Sarvodya and Antodaya.
Relevance of Ethics in Business in a Global Environment: Globalization & CO1, CO6,
4 Ethics, why ethics can be a differentiating factor, Building Trust, CO8
Reputation Management.
Creating a robust Ethics Management Framework: Leadership CO4, CO6,
commitment, Code of Conduct, Supplier Codes, Anti-Bribery rules, POSH, CO8
5
Human rights and Social Accountability, Internal reporting systems,
Deployment of Values , Reporting , Reward and Punishment for breaches
Creating an Ethics Template: Stakeholder Accountability. CO4, CO6,
6
CO8
Ethical Organization: Grooming Ethical Leaders/ Managers: Embedding CO1, CO2,
7 Ethics and Integrity in decision making process across the value chain for CO3, CO6
conducting responsible businesses for the societal good.
Learnings from Global Organizations. CO1, CO4,
8
CO5
Internal Organization DNA – Compliance to Commitment. CO1, CO2,
9
CO6
10 Evolution of Corporate Governance Process in the World. CO5, CO8
Governance, Controls and Risk Management: Implementing CG: Corporate CO3, CO4,
11
Control strategies, Risk Management, CG Assurance process. CO5
Creating a robust Ethics Management Framework: Leadership CO1, CO6,
commitment, Code of Conduct, Supplier Codes, Anti-Bribery rules, POSH, CO8
12
Human rights and Social Accountability, Internal reporting systems,
Deployment of Values , Reporting , Reward and Punishment for breaches
13 Global Regulatory and Governance Framework: SOX, SEBI,RBI, etc CO5, CO8
Creating a value based organization & ecosystem: Social responsibility of CO2, CO3,
14
Business, being good is good for business CO6
Built To Last: How value-based organizations are able to ride the ups & CO1, CO2,
downs in the environment both global & local companies. CO3, CO4,
14
CO5, CO6,
CO7, CO8
Reference Texts:
The Essential Book of Corporate Governance – G.N.Bajpai – 1st Edition-2016-

1
Sage Publications.
Corporate Governance Law Practice & Procedures With Case Studies –Dr.
2
C.L.Bansal- Taxmann Publications Pvt. Limited, 2006
Corporate Governance & Business Ethics : Text & Cases – U.C. Mathur-
3
Macmillan-2006.
Cases in Corporate Governance – Wearing Robert- SAGE Publications Ltd;
4 First edition (May 24, 2005).
Good Works! – Phillip Kotler, David Hessekiel. Nancy Lee- Audiobook, July
5 26, 2016.
6 Built To Last – Collins & Porras- William Collins- October,1994.

The Ethics of management – Larve Tone Hosher.
7
What is Ethical in Business by Verne E. Henderson- McGraw Hill (1992) .
8
9 Ethics in Management by S K Chakraborty - Oxford University Press.

Gandhian Philosophy - Sarvodaya Publications.
10
Assessment:
Internal 40%
Semester end 60%
MARKETING STRATEGY:
Semester : III - Major

Title of the Subject/course : Marketing Strategy- 100 Marks

Marketing Strategy will help students develop product-market approaches to businesses through
application of Marketing fundamentals and usage of analytical frameworks and strategic models.
This course would focus on selection of which segments to compete in : how to allocate marketing
resources; growing and competing at different stages of the Product Life Cycle (PLC) and other
significant strategic issues that marketers face especially in an environment that is so rapidly
changing with a proliferation of mobile devices and explosion of social and digital media. Through
faculty presentations, case discussions and group activities students would be able to approach
marketing from a strategic perspective and develop integrated marketing strategies and plans.
To understand and predict changes in the macroeconomic environment and its impact on
1
marketing strategies of the business and corporations.
To develop an ability to respond rapidly to changes driven by consumer behaviour / new
2
technologies etc.
Course Outcome:
Illustrate marketing concepts with real life situations and interpret

CO1 Understanding
solutions identified for specific industry issues.
Develop appropriate strategies for a defined problem in the chosen market
CO2 Creating with concepts and models viz STDP,7P‘s.
Create marketing plan based on thorough applications of different
CO3 Creating marketing tools.
Select marketing concepts to address real life situations within a specific
CO4 Evaluating industry.
Evaluate the effectiveness of strategies deployed vis-à-vis their objectives
CO5 Evaluating using Mckinsey 7s model.
Role Of
Critical
CODE : Self In
MKT-301 Leadership Innovation Org
And
Thinking
Society
Marketing
Strategy
CO1 2 3 3
CO2 2 3 3 2 1
CO3 3 3 2 1
CO4 2 3 3
CO5 2 3 3
Course Contents:
Sr. Content CO Mapping to the

No Topic
Introduction to Marketing strategy - Concept, Principles, CO1

1 Understanding of Strategy &Tactics
Marketing Plan-Situation Analysis – 5C‘s analysis, customer / CO1 & CO2

competitor/ collaborator / company / context); Forecasting societal
changes based on PEST analysis, SWOT analysis, PARTS frame
2 work and design of the demand landscape Commercialization of
innovation through alliances, Challenges during the technology
adoption life cycle. Preparing and Presenting the Marketing plan.
Porter‘s 5 force Model.
C01 & CO2
Segmenting, Targeting, Differentiation and Positioning (STDP)
3
Strategies.
Marketing Intelligence, Understanding information needs for market CO2 & CO3
Research, Assessment of key marketing metrics Return on Marketing
Investment; Market share and payback period; Net Promoter score;
4 Customer satisfaction and share of wallet; Brand awareness/
preference; Purchase intentions; Average Unit retail price, percentage
sales on deals; All commodity volume; Inventory turns, same store
sales, Cannibalization.
Product & Brand Policy: Product Policy Decisions, Line & Mix CO2, CO3
Decisions, Managing across the product life cycle from pre-launch,
pruning & withdrawal from the market, Lead users & role in product
5 design, New Product Development Process, Ansoff Matrix, Brand
Strategies, Brand Culture- Aligning with organizational culture,
Competitor‘s Strategies – Leader, Challenger, Follower. Portfolio
Management, BCG /GE Matrix.
Pricing Policy, Pricing Strategies- Types of pricing strategies: Cost- CO2, CO3
plus, Perceived value, etc. Price band-Types & width of price bands
6
& its management, using promotions as a lever to manage the price
band.
Channel Policy: Designing the length, breadth, & modifying the CO2, CO3
dimensions of the channel, Need for control & availability of
resources & role in channel design, Channel Selection Strategy-
7
direct, corporate, contractual systems, Omni-Channels, Omni
Channel Strategy, Channel Conflicts & resolution, Role of Online &
related Strategies
Promotion Strategy: Strategies Related to traditional methods & New
8 CO4, CO5
Age Media Strategies including sales promotion.
CO4, CO5
9 Emerging Technologies & its impact on Marketing Strategy.
Reference Texts:
1 Marketing Strategy, Walker Mullins Boyd &Larreche, Tata McGraw-Hill

2 Marketing Strategy, Luck & Ferrell, Southwestern
3 Marketing Strategy, Stephen Schnaars, Free Press
4 Marketing Metrics, Reibstein , Farris , Bendle, Pfeifer, Pearson
5 Strategic Marketing, Dr.Shahjahan
6 New Product Policy &Plans ,Yoram WindLead Users, Eric Von Hippel
Assessment:
Internal 40%
Semester end 60%
SALES MANAGEMENT:

Title of the Subject/course : Sales Management- 100 Marks

The subject aims to provide students with solid background and understanding of the sales
management principles. It focuses on the role of a sales manager with emphasis on the professional
selling process and the contemporary sales management practices, including organizing, directing,
managing and controlling a sales force in a business. It also throws light on forecasting of devising
sales compensation and understanding of distribution and lead time and delivery schedule.

1 To understand function of sales and its importance.
2 To comprehend the art of managing the sales force.
3 To motivate and manage sales force effectively.
4 To develop critical thinking skills and situational leaderships.
5 To learn the art of solving problems related to sales process on the field.
Course Outcomes:
Develop a sound understanding of sales principles, essentials of sales

CO1 Applying
management .
Design the elements of an effective sales force in furthering the
CO2 Creating organizations total marketing effort/reach towards organizational goals.
CO3 Evaluating Evaluate sales quotas & sales territory allocation.

CO4 Creating Design a proper compensation plan.
CO5 Creating Propose a budget in alignment to organizational objectives.
Role
Critical
Of Self
MKT-302 Analytical Skills Perspective
And
Thinking
Society
Sales
Management
CO1 3 2 3 3 3 3
CO2 3 2 2 2 2 2
CO3 3 1 3 2 1 3
CO4 3 3 3 3 1 3
CO5 1 3 3 1 3 3
Course Contents:
Sr. CO Mapping
No.
Introduction to sales organization and types of sales force Importance of CO1
1
sales management in any business organization.
Sales Organization Structures- Business to Business (B2B), Business to CO1
2
Consumer (B2C).
CO2
Selling skills; Negotiation skills for services sales as against physical
3
good sales, Sales dyads, Decision Making Units (DMUs)
Sales process – sales approach, demonstration & closure, Personal CO2

4
selling, Applications of AIDA Model in sales.
Territory and time management, route planning, scheduling customer CO3
5 visits. Manpower Planning-Recruitment, Selection, Training and
development of sales personnel.
Planning & forecasting techniques such as Moving Averages, Trend CO3, CO4
6 Analysis etc. and target setting (sales budget and quota setting), using
software support or Excel
CO5
Sales Administration –Devising sales compensation, incentives, fixed
and variable components of compensation, Non –monetary incentives.
7
Performance evaluation of salesmen, setting standards of performance,
recording actual performance, evaluation and managing sales meetings
Sales force management during different phases which includes CO1, CO5
8 motivation during bad times (positive reinforcement), planning sales
contests
Field sales control - Sales reporting system which includes weekly, CO5
monthly, quarterly reports and interpretation of the data for future action
9
plans, sales analysis and marketing cost analysis, sales audit, managing
outstanding
CO1, CO2
Importance of Distribution and Logistics Management in relation to
10
Sales Management, Understanding lead time and delivery schedule etc.
Reference Texts:
1 Jobber, D. and Lancaster, G., 2006. Selling and sales management. Pearson Education.
Ingram, T.N., LaForge, R.W., Williams, M.R. and Schwepker Jr, C.H., 2015. Sales
2
management: Analysis and decision making. Routledge.
Johnston, M.W. and Marshall, G.W., 2013. Sales force management: Leadership,
3
innovation, technology. Routledge.
4 Gupta, S.L., 2009. Sales and distribution management. Excel Books India.
Donaldson, B., 1998. Sales management: theory and practice. Macmillan International
5
Higher Education.
Assessment:
Internal 40%
Semester end 60%
CONSUMER BEHAVIOUR:

Title of the Subject/course : Consumer Behavior- 100 Marks

The study of consumer buying behaviour is important in devising successful marketing strategies.
The study deals with cognitive, affective and conative aspects of the behaviour. It addresses some
of the important questions in marketing decisions such as why, what, how, where and when
consumer buys. Hence, the course is imperative to construct effective marketing strategies in the
current dynamic world.
To explore social, cultural and marketing factors that influence consumer‘s selection,
1
evaluation and usage of products and services.
To understand this process, students will be exposed to perspectives on consumer
2
behavior from marketing, psychology, and sociology angles.
Course Outcomes:
CO1 Understanding Understand nature and determinants of consumer behavior.

Identify the role of socio psychological factors such as personality, social
CO2 Applying groups, demographic variables, social class, and culture for customer
insights.
Examine Consumption and consumer decision process using Black Box
CO3 Analysing Model.
CO4 Evaluating Interpret the theoretical models of consumer decision making in

appropriate marketing environment.
CO5 Creating Formulate marketing programs based on the consumer insights and
formulate relevant marketing programs.

CODE : Global Role Of Individu
Leadershi Innovatio Critical And Analytic Communicatio
M306 Perspectiv al In Org And
p n al Thinking n Skills
e Society
Consumer
Behaviour
CO1 3 3
CO2 2 3 2
CO3 3 3
CO4 3 3
CO5 2 3 3
Course Contents:
CO Mapping
Sr. No. Content to the Topic
Diversity of consumer behavior; Role of consumer behavior in CO1

marketing strategy.
Consumer Behaviour Models : Economic Model, Psychological Model,
1 Paviovian Model, Input Process, Output Model, Socilogical Model,
Howarth Sheth Model, Engel-Blackwell-Kollat Model, Model of Family
Decision Making, Nicosia Model, A Model of Industrial Buying
Behavior.
Individual aspects of consumer behavior: Perception, Learning CO2
&Information Processing, Motivation and Involvement, Attitudes and
2 Personality
External Influences: Group behavior; Social class; Opinion leaders;
Reference Groups, Role of Culture and Subcultures, family.
Consumer decision process: Problem recognition; Search and evaluation CO3, CO4
of alternatives; Purchase process; Post purchase behavior and cognitive
3 dissonance.
Consumer adoption process and diffusion of innovation; Situational
influences.
Cross-cultural issues of consumer behavior, Rural consumer behavior, CO2, CO3,
4 Organizational buying behavior for FMCGs v/s Consumer durables v/s CO5
Services, Consumer behavioral research
Organization buying process: Roles of buying centers/Decision making CO1, CO3,
units. CO5
5
Application of consumer behavior studies in Consumerism in India and
global markets
CO1, CO3,
6 To understand the industrial products, characteristics and applications
CO5
CO1, CO3,
Differences between Industrial Marketing and Consumer Marketing CO5
with specific reference to the Marketing Mix Segmenting the Industrial
7 Markets and positioning the products Vendor selection process, value
analysis and value engineering Importance of costing, pricing and
bidding; Factors influencing industrial product pricing
Industrial buying behavior; the importance of decision making process CO1, CO3,
in Industrial Marketing. Use of various promotional tools, viz., CO5
8
advertising, catalogues, brochures, participation in exhibitions–the
effectiveness of each of these tools in Industrial Marketing
Role of Personal Selling in Industrial Marketing; Importance of CO1, CO5
9 consultants and expectations from the consultants in marketing. Role of
Technology in Understanding Consumer Behavior
CO3
Consumer Adoption Process and diffusion of innovation, Situational
11
influences.
Reference Texts:
1 Consumer Behavior Schiffman & Kanuk 6th edition Prentice Hall India
2 Consumer Behavior Loudon & DellaBitta4th edition Tata McGraw Hill
3 Consumer Behaviour in Indian Context, Suja R Nair, Himalaya Pub. House

Consumer Behavior building marketing strategy: Hawkins Best & Coney 7th edition
4
McGraw Hill International edition
5 Satish Batra & S. H. H.Kazmi: Consumer Behavior Text & Cases (Excel)
Industrial Marketing – Analysis, Planning and Control By Robert Reeder, Edward
6
G.Briety and Betty Reeder – Prentice Hall of India.
Industrial Marketing Management– By Michael D. Hutt [Arizona State University],
7
Thomas W.Speh [Miami University] – Published by Holt Sarenders
8 Industrial Marketing –By Krishna K. Havaldar – Tata McGraw Hill
9 Consumer Buyer Behaviour– Rajneesh Krishna–Oxford Publications
10 Case Studies in Consumer Behaviour– Dr S Ramesh Kumar– Pearson Publications

Consumer Behaviour– Leon G Schiffman, Leslie LazarKanuk, S Ramesh Kumar–
11
Pearson Publications
Assessment:
Internal 40%
Semester end 60%
SERVICES MARKETING:

Title of the Subject/course : Services Marketing-100 Marks

Much of the world economy is dominated by services. This course will help students who may be
interested in working in service industries and will address the distinct needs and problems of
service firms. The primary theme of the course is that service organizations (e.g., banks,
educational institutions, hospitals, hotels, professional services, transportation companies) require
a distinctive approach to marketing strategy, both in its development and execution. The course
will build on concepts from other courses to make them specifically applicable in service
industry settings.
To build on concepts from other courses to make them specifically applicable to service
1 industry settings and to help students to gain an understanding of issues in managing
services and provide a good foundation for other classes and future business endeavors.
To integrate operations, marketing, strategy, information technology, and human resources
2 issues relevant to service firms and firms developing service as a source of competitive
advantage.
To critically discuss the unique nature and characteristics of services and the active role of
3
the customer within the service system and value creation processes
To discuss what it takes to build a customer-focused organization and to successfully
4
manage customer relationships
To articulate marketing, operations and human resource management issues need to be
5
integrated and driven by a customer focus to create a successful service organization.
Course Outcomes:
Identify the unique challenges involved in marketing and managing

CO1 Applying
services towards effective CRM.
Identify differences between marketing in service versus manufacturing
CO2 Applying organizations .
Analyze the various components of the ―services marketing mix‖ (three
CO3 Analysing additional P‘s) as well as key issues required in managing service quality.
Evaluate the role of employees (and often customers) in service delivery,
CO4 Evaluating customer satisfaction, and service recovery with the help of GAP Analysis
Model.
Evaluate other key issues in service businesses, such as managing supply
CO5 Evaluating and demand, the overlap in marketing/operations/human resource systems,
and relationship management with the help of GAP Analysis Model.
Role
Critical
Of Self
M304 Analytical Skills Perspective
And
Thinking
Society
Services
Marketing
CO1 3 3
CO2 3 3
CO3 3 3
CO4 3 3
CO5 2 3 3
Course Contents:
CO Mapping to
Sr. No Content
the Topic
CO1
1 Introduction to Services Marketing.
CO1, CO2, CO3
2 Sustainable Service Models.
3 Conceptual Framework: The GAP Model of Service Quality. CO2
4 Consumer Expectations of Service. CO3
5 Consumer Perceptions of Service. CO3
6 Managing Relationships and Building Loyalty. CO3, CO4
7 Service Recovery. CO3
8 The Physical Evidence of Service. CO1, CO2
9 Designing Service Processes. CO2, CO3, CO4
10 Managing Demand and Capacity. CO1, CO5
11 Employee Roles in Service Delivery. CO1, CO2

12 Customer Roles in Service Delivery. CO1, CO2
13 Pricing of Services. CO1, CO2, CO3
14 Integrated Services Marketing Communications. CO1, CO2, CO3

CO1, CO2,
15 Financial and Economic Impact of Service.
CO3, CO4, CO5
Reference Texts:
1 Wirtz, J., Lovelock, C. and Chatterjee, J. (2017). Services Marketing: People Technology
Strategy. 8th ed. Pearson.
2 Zeithaml, V. Bitner, M., Gremler, D., & Pandit, A. (2018). Services Marketing: Integrating
Customer Focus Across the Firm (7th ed.). McGraw Hill Education.
3 Gronroos, C. (2015). Service Management and Marketing: Managing the Service Profit
Logic (4th ed.). John Wiley & Sons.
4 Berry, L., & Parasuraman, A. (2004). Marketing Services: Competing Through Quality. New
York: Free Press.
5 Lusch, R., & Vargo, S. (2014). Service-dominant Logic: Premises, Perspectives, Possibilities.
Cambridge: Cambridge University Press.
Assessment:
Internal 40%
Semester End 60%
PRODUCT AND BRAND MANAGEMENT:

Title of the Subject/course : Product and Brand Management- 100 Marks

Product and Brand Management is a course designed to sharpen the strategic facets of
product/brand-based marketing. It takes the participants through a detailed step by step method to
understand the functions of category and product design, development, revenue planning and
positioning. The objective is to eventually create a brand with enhanced equity – both financial and
strategic. The course also describes the role of promotion (advertising and sales promotion) in
converting a strong product into a stronger brand.
To examine the tools and techniques available for strategic marketing of products and brand
planning. Specific decisions to be addressed are product policy, selection of product market
1
strategies, new product development, product-line modification, brand equity and brand
building strategy.
Course Outcomes:
CO1 Applying Develop a thorough understanding of product management framework.

CO2 Applying Develop a thorough understanding of brand management framework.
Analyse the local and global market place challenges for products and brands
CO3 Analysing
with PESTLE model.
Formulate product strategies in the complex global environment with the
CO4 Creating
help of ANSOFF Grid.
CO5 Creating Discuss the brand positioning, equity and image for a brand.
Critical
Communi Global Role Of Self
CODE : Leaders Innovatio And
cation Perspectiv In Org And
MKT-305 hip n Analytical
Skills e Society
Thinking
Product &
Brand
Manageme
nt
CO1 3 3 2 2
CO2 2 2 3
CO3 2 3 3 2
CO4 3 2
CO5 3 3 2
Course Contents:
CO Mapping
Sr. No Content
to the Topic
Role of product management in contemporary marketing environment, CO4, CO5
1
understanding of product and customer value hierarchy.
2 Functions, limitations, Challenges & Conflicts of Product Management. CO3, CO4
3 Product strategy and Integration with Product mix elements. CO3, CO4
CO3, CO4,
4 Product Planning and Marketing Planning.
CO5
5 Category Attractiveness & Analysis. CO3, CO4
Importance of Market Planning components of Marketing Plan CO3, CO4,

6 CO5
Customer & Competitor Analysis.
Use of secondary sources of data for product market analysis, CO3, CO4,
opportunity analysis, demand potential, media planning etc., sources CO5
7 such as CMIE, RK Swamy ,BBDO Index,
GIS/NRS/IRS, ORG retail audit etc. Maintaining factbook & setting up
MIS system
Importance of Marketing Mix elements for different product categories CO3, CO4,
8 CO5
Managing new product process & diffusion of innovation
Managing existing product over product life cycle and portfolio CO1,CO2
9
management using BCG & GE frameworks
CO1,CO2
10 Financial Analysis for Product management
Introduction to Brands: Products v/s Brands, Anatomy of a Brand, CO3,CO4

11 Overview of brand building process, Customers and Brands:
Understanding brands from the customer‘s perspective
12 Branding Challenges & opportunities, concept of brand equity CO4,CO5
Brand Positioning Brand Identity: Brand Essence, Brand Personality, CO4,CO5

13 Identifying & Establishing Brand Positioning: Building A Strong Brand,
Positioning Guidelines, Use of IMC for brand building
14 Brand Product Portfolio CO4,CO5
15 Brand Equity: Development and Measurement of Brand Performance CO4,CO5

CO1,CO2,CO3
16 Managing the Brand Portfolio overtime
Executing the Brand Identity through the 4P‘s Executing the Brand CO1,CO2,CO3
17
Identity through ‗Promotion‘ Brand Extensions
Brand Product Portfolio, Brand Equity: Development and Measurement, CO1,CO2,CO3
18
Managing the Brand Portfolio overtime
Reference Texts:
1 Product Management– Lehmann
2 Strategic Brand Management– David Aaker

3 Aaker, D.A., 2012. Building strong brands. Simon and Schuster.
4 Building strong brands – Keller
5 Product management in India, Third Edition, Majumdar, PHI Publication.
6 Product Management– S.A. Chunawalla, HPH
7 Brand Management– Kirti Dutta– Oxford Publications
Assessment:
Internal 40%
Semester end 60%
MARKETING RESEARCH & ANALYTICS:
Semester : III - Elective

Title of the Subject/course : Marketing Research & Analytics- 100 Marks

Every Business works ona Business Plan which comprises of corporate & competitive strategies of
the firm. Business Processes/ Functions (e.g. Marketing, Sales & Service, Manufacturing Product
Development etc.) develop their respective strategies with reference to Business strategies.
Marketing strategies usually deals with Segmentation, Targeting and Positioning. Marketing
Research plays an important role in deciding the Marketing strategy by providing critical
information needed to choose appropriate strategy.
To acquaint students with the marketing research process, applications and statistical tools
1
& techniques.
To explore different approaches of Marketing research and acquaint them with
2
contemporary marketing research practices.
To train students in using software‘s in the conventional method of marketing the
3
product/service.
4 To introduce students to common analytical techniques.
To understand computing methods in Analytic Solver, GRG nonlinear solver,
5
Evolutionary solver and SPSS that can be used in taking marketing decisions.
To identify the Complete dynamics of analytics in the digital technology and social media
6
landscape.
Course Outcomes: Marketing Analytics
CO1 Applying Apply Logistics Regression to predict customer buying behaviour.

Construct matrix of products for product bundling by using matrix
CO2 Applying
method.
CO3 Applying Choose method to forecast sale of product time series method.
CO4 Evaluating Decide price of product by using optimisation method.
Construct primary, value, strategic matrices by using correlation
CO5 Applying
method.
CO6 Creating Choose media for product promotion by calculating media reach.
Course Outcome (CO) Mapping to the AOL goals: Marketing Analytics
Critical
Role Of Self
Leadershi And Communic Global
CODE : Innovation In Org And
p Analytical ation Skills Perspective
Society
Thinking
Marketin
g
Analytic
s
CO1 2 2
CO2 1 2 2
CO3 2
CO4 1 3 1
CO5 2 2 2
CO6 3 3 1
Course Outcome: Marketing Research
CO1 Applying Apply statistical techniques to STP process.

CO2 Analysing Categorize customers using segmentation techniques.
Creating Build perceptual map of brands/products by using multi-dimensional
CO3
scaling method.
CO4 Analysing Discover importance of product attributes using regression analysis.
CO5 Evaluating Evaluate data mining techniques to store and retrieve large data.
Critical Role Of
Leaders Innovatio And Communicat Global Self In Org
CODE :
hip n Analytical ion Skills Perspective And
Thinking Society
Marketing
Research
CO1 2
CO2 2 3
CO3 3 2
CO4 3
CO5 1 1
Course Contents:
MARKETING RESEARCH:
Sr. Co Mapping
Content
No to the Topic
Overview of STP process of marketing & review of Research Methodology CO1
1
and Statistical Techniques.
CO1, CO2,
Segmentation techniques: Cluster Analysis, Binary Logistic Regression,
2 CO3, CO4,
Discriminant Analysis.
CO5
CO1, CO2,
Positioning the product/brand: Non-attribute based perceptual mapping
3 CO3, CO4,
using Discriminant Analysis.
CO5
CO1, CO2,
4 New product development using: Conjoint analysis. CO3, CO4,
CO5
5 Introduction to Data Mining techniques for Marketing Research.
MARKETING ANALYTICS:
CO
Sr. Mapping
Content
No to the
Topic
1 Customer categorisation strategies using Multinomial Logistic Regression. CO1
CO3,
2 Market basket analysis and lift.
CO4, CO5
CO3, CO4,
3 Forecasting methods - Time Series, Regression, and ARIMA.
CO5
CO3, CO4,
4 Techniques to determine product price and product bundling price.
CO5
Uses of following customer-based marketing metrics: CO1, CO3
Primary metrics: Acquisition rate, Acquisition cost, Retention rate, Survival
rate, P(Active), Lifetime duration, Win-back rate,
5 Value metrics: Share of category requirement, size of wallet, share of wallet,
expected value of wallet.
Strategic metrics: Past customer value, RFM value, Customer lifetime value,
customer equity.
Reference Texts:
Malhotra, N., Hall, J., Shaw, M. and Oppenheim, P., 2006. Marketing research:
1
An applied orientation. Pearson Education Australia.
Sreejesh, S., 2014. Business research methods: An applied orientation. Cham:
2
Springer International Publishing: Imprint: Springer, 2014..
Douglas, S.P. and Craig, C.S., 1983. International marketing research (p. 192).
3
Englewood Cliffs, NJ: Prentice-Hall.
Aaker, D.A., Kumar, V. and Day, G.S., 2008. Marketing research. John Wiley &
4
Sons.
Churchill, G.A. and Iacobucci, D., 2006. Marketing research: methodological
5
foundations. New York: Dryden Press.
Winston, W.L., 2014. Marketing analytics: Data-driven techniques with Microsoft
6
Excel. John Wiley & Sons.
Kumar, V. and Reinartz, W.J., 2006. Customer relationship management: A
7
databased approach. Hoboken: Wiley.
Zikopoulos, P. and Eaton, C., 2011. Understanding big data: Analytics for
8
enterprise class Hadoop and streaming data. McGraw-Hill Osborne Media.
Iacobucci, D., 2013. Marketing models: multivariate statistics and marketing
9
analytics. Mason, OH: South-Western.
Assessment:
Internal 40%
Semester end 60%
DIGITAL MARKETING:

Title of the Subject/course : Digital Marketing- 100Marks

Digital marketing refers to advertising delivered through digital channels such as search
engines, websites, social media, email, and mobile apps. Using these online media
channels, digital marketing is the method by which companies endorse goods, services,
and brands. With the internet and associated technologies making rapid inroads in every
facet of business, it has become crucial for marketers to adapt their strategies to satiate
the demands of this information age.

To provide students with the knowledge about business advantages of digital
1
marketing and its importance for marketing success.
To get introduced to various digital channels, their advantages and ways of
2 integration. how to integrate different digital media and create marketing content;
how to optimize a Web site and SEO optimization.
3 To develop a digital marketing plan.
Course Outcome:
Apply the knowledge of the fundamentals of Digital Marketing for

CO1 Applying
content marketing.
Evaluate brand communication objectives in context of business goals
CO2 Evaluating
with the help of appropriate tools.
Interpret data to assess the marketing challenges towards meeting
CO3 Analysing
communication objectives.
Analyze various digital metrics and web analytics towards
CO4 Analysing
effectiveness of the digital marketing decisions
Create a workable digital marketing strategy for any firm with help of
CO5 Creating
SEO
Role Of
Critical And Self In
Subject Leadershi Innovatio Communic Global
Analytical Org
Code : p n ation Skills Perspective
Thinking And
MKT 307
Society
Digital
Marketing
CO1 3 2 3 3 3 2
CO2 3 3 3 3 3 2
CO3 2 2 3 2 3 2
CO4 3 3 3 3 3 3
CO5 3 2 3 3 3 2
Course Contents:
Sr. CO Mapping to
Content
No the Topic
Introduction to Digital Marketing: What is digital marketing?. How is CO1,
it different from traditional marketing?, ROI between Digital and CO2, CO3, CO4
Traditional Marketing, Discussion on Ecommerce, Discussion on new
trends and current scenario of the world, Digital marketing a boon or
1 a Bane?, How can digital marketing be a tool of success for
companies?, Video on importance of digital marketing, Analysis of
recent info graphics released by companies about digital marketing?,
How did digital marketing help the small companies and top inc,
Categorization of digital marketing for the business.
Drivers of Digital Marketing, different types of Digital Media and CO 1, CO 2, CO 3
their role, role of IT in Digital Marketing, Challenges of offline /
2
online marketing, cross functional challenges in going digital for a
firm, role of consumerism in Digital Marketing.
Diagnosis of the present website and business. SWOT analysis of CO 2, CO 3,
business, present website and media or promotion plan.
3 Understanding a Website,What is a website?, Levels of websites?,
Difference between Blog, Portal and Website, Difference between
websites either static or dynamic.
Search Engine Optimization (SEO) : Understanding SEO, its role and CO 1, CO 2, CO 4
importance, on page optimization techniques, Off page Optimization
4 techniques, Reports, Introduction to Search Engine, Tools used for
Search Engine, PPC/Google AdWords Tools, Display advertising
Techniques, Report generation.
Content: Content creation, content distribution - advantages and CO 1, CO 2, CO 3,
5 challenges, content marketing, promotions, landing page, user CO4
experience design.
Social Media Optimization (SMO) : a) Introduction to social Media CO1, CO 2, CO 3
Marketing, b) Advanced Facebook Marketing, c) Word Press Blog
6
creation, d) Twitter marketing, e) LinkedIn Marketing, f) Google plus
marketing, g) Social Media Analytical Tools.
Other Topics : a) Google Analytics, b) Online Reputation CO1, CO 2, CO 3,
7 Management, c) E-Mail Marketing, d) Affiliate Marketing, e) Social CO4
Media Analytics, f) Ad designing.
Reference Text:
Ryan, D. (2014), Understanding Digital Marketing : Marketing Strategies for Engaging

1
the Digital Generation,
The Beginner's Guide to Digital Marketing (2015), Digital Marketer, Pulizzi J. (2014),
2
Epic Content Marketing, McGraw Hill Education.
E-commerce : Strategy, Technology and Implementation - Gary P Scheider, Cengage
3
Learning (Thompson), 9th Edition, 2011
4 E-Business and E-Commerce Management - Third Edition, Dave Chaffey, 2009
E-Commerce Strategy : Technologies and Applications - David Whiteley - McGraw

5
Hill International 2000
Electronic Commerce, A Managerial Perspective 2010 - E. Turban, King Lee,
6
Viehland, 6th Edition, Pearson 2009
Assessment:
Internal 40%
Semester end 60%
DISTRIBUTION, LOGISTIC & SUPPLY CHAIN MANAGEMENT:

Title of the Subject/course : Distribution, Logistics & Supply Chain
Management-100 Marks

Distribution, Logistics and supply chain management are the key integral elements of
business strategy. In an age of increasing competition and pressures on profitability there
is an immense need to control distribution and supply chain efficiently. The aim of this
course is to impart an understanding of a basic and advance concepts of supply chain and
the interfacing with marketing role. Subject covers how logistics as a support to achieving
the objectives of the sales and channel management. It deals in detail with the
mathematical and technological elements for improving logistical efficiency.
To develop an understanding of the role of distribution and supply chain in

1
marketing and its importance in creating value to the customer.
2 To develop skills required to manage logistics & supply chain related issues.
To enable to appreciate, & analyze, distribution problems and solve them, by

3
working collaboratively within groups.
Course Outcome:
Interpret distribution & supply chain management-based issues, specific to
CO1 Understanding
market conditions.
Apply transportation models as a concept of Distribution & Supply Chain
CO2 Applying
in cross functional areas viz, sales, Marketing & Distribution channels.
Examine forecasting techniques and functions to reduce conflicts between
CO3 Analysing
different departments of organization viz Sales, Production, & Finance.
Prioritize channel partners to the best advantage of the organization based
CO4 Evaluating
on the performance of the channel partners.
Formulate strategies on Transportation & Inventory management issues to
CO5 Creating
drive efficiency in the organization
Critical Role Of
Commu
Subject Innovati And Global Self In
Leadership nication
Code : on Analytical Perspective Org And
Skills
MKT 308 Thinking Society
Distribution
&Supply
Chain
Management
CO1 1 3 2 1 2 2
CO2 1 3 2 1 2 2
CO3 1 3 2 1 2 2
CO4 1 3 2 1 2 2
CO5 1 3 2 1 2 2
Course Contents:
CO
Sr.
Content Mapping to
No
the Topic
1 The roles of distribution function in the marketing mix CO1
2 Introduction to distribution function It‘s relation with other functions CO1,CO2
3 Relationships between logistics and supply chain management. CO1,CO2
4 SCM – issues and opportunities particularly in current context CO4
5 SCM – Strategies Role of Products, Channels, Transport, Warehousing CO4
6 SCM –Value chain and role of Distribution Porter‘s model CO4
7 Forecasting Process Overview methods & actual models CO1, CO4
8 Managing consensus demand across the supply chain. CO3, CO4,
9 Planning supplies across the supply chain. CO3

RCCP ( Rough cut capacity planning ) Process Overview vis a vis MPS ( CO3
10
Master production scheduling)
CO3, CO4,
11 Channel design and management for consumer products
CO5
CO3,
12 Channel design and management for industrial products CO4,CO5
CO3,
13 Channel design and management for rural markets and services CO4,CO5
Managing channel members, selection, training, development, motivation CO3,
14 CO4,CO5
and performance appraisal of channel members.
CO3,
15 Handling & resolving channel conflicts. ROI of intermediaries CO4,CO5
CO3,
16 Financial dimensions of dealer management their motivation CO4,CO5
Techniques of Modern Physical Distribution Management – using CO3,
17 CO4,CO5
technology.
CO3,
18 Inventory & stock management - Overview CO4,CO5
Inventory & stock management – Mathematical Models how to calculate CO3,
19 CO4,CO5
safety stocks
CO3,
20 Transportation Modes - Road, air, rail and sea their comparison CO4,CO5
Reference Texts:
1 Bowersox, D, &Closs, D. (2007). Logistical Management. New York, NY: McGraw-

Hill.
2 Khanna, K.K. (2015). Physical Distribution Management - Logistical Approach
3 Christopher, M. (2016). Logistics & supply chain management. Harlow,
England: Pearson.
4 Chopra, S., Meindl, P, &Kalra, D. (2018). Supply Chain Management (7th
ed.). Pearson.
Assessment:
Internal 40%
Semester End 60%
DIRECT MARKETING & CUSTOMER RELATIONSHIP MANAGEMENT:

Title of the Subject/course : Direct Marketing & CRM-100 Marks

This subject is designed to explore two additional methods of getting customers – direct marketing
and retaining customers through relationship marketing. The students will get a deep insight into
how relationship marketing can improve customer life time value, wallet share, customer
knowledge value, customer influence value, Business Reference Value etc. and impact it has on
other business metrics like sales, ROI, customer satisfaction etc. Besides the students will also
learn more on Direct Marketing as this will become one of the most important methods of
marketing going forward with relevance becoming the key element. Mass marketing is losing its
grip in favor if direct marketing and hence the subject is important from that perspective.

To understand the principles, concepts and strategies associated with direct marketing also
1
termed as one to one marketing and database marketing.
To explore the creation of a customer database, customer segmentation methods, customer
2 relationship and retention strategies, creation of customer loyalty, direct marketing tactics,
role of internet and technology and the application of lifetime value techniques.
3 To examine industry issues and trends.
Course Outcome (Direct Marketing):

Identify with real-life direct marketing initiatives and specific
CO1 Applying
challenges thereon.
Assess state-of-the-art direct marketing tools and techniques
CO2 Evaluating
appropriate to target market.
Design specific digital and social media content to aid Direct
CO3 Creating
Marketing.
Measure Direct Marketing effectiveness with the help of direct
CO4 Evaluating
marketing metrics.
Examine the relationship & effectiveness of different direct marketing
CO5 Analysing
initiatives.
Critical Role Of
Communi
Subject Leadershi Innovati And Global Self In
cation
Code : p on Analytical Perspective Org And
Skills
MKT-309 Thinking Society
Direct
Marketing
CO1 2 2 2 2 2 2
CO2 2 2 2 2 2
CO3 2 2 2 2 2 2
CO4 2 2 2 2
CO5 2 2 2 2 2
Course Contents:
DIRECT MARKETING:-
Sr. CO Mapping to
Content
No the Topic
Course overview -- Understanding the role of direct marketing – CO1
What is Data base marketing? – Key concepts - Importance of Data
1
& Managing Databases -- Overview
of the four cornerstones in direct marketing.
Cornerstone 1 - identify your target customers – How databases CO2
2
support this process.
Cornerstone 2 – differentiate customers – overview of segmentation CO2
3
and customer profile review at various periods.
Direct marketing strategies for different value segments introduction CO2, CO3
4
to analytical techniques – RFM.
Cornerstone 3 – Interacting with customers – Loyalty marketing - CO3
5
Direct Marketing & Sales Incentives.
Offers and incentives and Direct marketing methods (Mail, phone, CO3
6
email and Web)
Interacting with customers - Campaign testing, metrics, dashboard CO4, CO5
concepts, Customer Valuation Methods, The Art of Creative
7
Communication, The critical role of the Internet on Direct Marketing,
How is Technology reshaping Direct Marketing?
Cornerstone 4 – Customize - mass customization of products / CO4, CO5
8
communications, Relationships marketing.
Course Outcome (CRM):

Be able to apply the fundamentals of Relationship Marketing strategy for
CO6 Applying
retaining key customers
Comprehend, analyse and apply the metrics used in CRM – customer lifetime
CO7 Analyse value, customer equity, wallet share, Customer Knowledge Value, Customer
Influence Value, Business Reference Value, etc.
Understand customer loyalty and how to create loyalty program as a part of
CO8 Creating CRM
Students will be able to apply various tools available to analyze efficient
CO9 Applying allocation of marketing resources to maximize customer value.
Students will be able to understand about the importance of testing direct
CO10 Understanding marketing programs
Critical Role Of
Communi
Subject Leadershi Innovati And Global Self In
cation
Code : p on Analytical Perspective Org And
Skills
MKT-309 Thinking Society
Direct
Marketing
CO6 2 2 2 2 2 2
CO7 2 2 2 2 2
CO8 2 2 2 2 2 2
CO9 2 2 2 2
CO10 2 2 2 2 2
CUSTOMER RELATIONSHIP MANAGEMENT (CRM):-
Sr. CO Mapping to the

Content
No Topic
Introduction to CRM & Metrics for CRM -- What is CRM? -- CO6
1 The Customer Lifecycle - - The Concept of Customer Loyalty -
- Metrics for Evaluating Customers.
CO6
2 CRM in Marketing and Sales Force Automation.
CO7
3 Customer Loyalty Program and CLV.
Concept & context of CRM: CRM as an integral business CO8
4
strategy.
Customer knowledge: The Individualized customer CO8, CO9
5
proposition.
CO9, CO11
6 The relationship policy: Relationship data management.
Measuring and Maximizing Customer Lifetime Value -- CO10, CO11
Customer Selection --Managing Loyalty and Profitability
Simultaneously -- Optimal Resource Allocation --Assessing
7 Return on Marketing Investment -- Introduction to Customer
Engagement - Understanding Referral Marketing (CRV) --
Understanding Customer Knowledge
Value (CKV).
Managing Customers -- Word of Mouth about Brands -- CO10, CO11
8 Understanding Customer
Influence Value (CIV).
CO7
9 Brand and Customer Engagement.
CO7
10 Data analyses and data mining.
Reference Texts:
DIRECT MARKETING:
1 Strategic Database marketing Arthur M Huges McGraw Hill 2nd edition

2 One to One marketing by Don Pepper and Martha Rogers
CUSTOMER RELATIONSHIP MANAGEMENT (CRM):-
1 Profitable Customer Engagement: Concept, Metrics, and Strategies, V. Kumar, Sage

Publications, 2013
2 Managing Customers For Profit: Strategies To Increase Profits And Build Loyalty.
V. Kumar, Prentice Hall Professional.
3 Customer Relationship Management: Concept, Strategy and Tools, V. Kumar and W.
Reinartz, 2nd Edition, Springer
4 Statistical Methods in Customer Relationship Management, V. Kumar and J. Andrew
Petersen, Wiley & Sons
5 Customer Relationship Management, Jagdish Sheth & G Shainesh
6 CRM : Emerging Concepts, Tools and Applications : Jagdish Seth &Atul Parvatiyar
7 CRM Essentials, J W Gosney
Assessment:
Internal 40%
Semester End 60%
OPERATIONS SPECIALISATION (SEMESTER III)
SEMESTER III
CORE COURSES

hours
each
each
Governance each
MAJOR COURSES

hours
OPN 301 World Class Manufacturing 20 x 2 hrs 40 Hours 100 4
each
OPN 302 Advanced Supply Chain 20 x 2 hrs 40 Hours 100 4
Management each
OPN 303 Industrial Engineering Applications 20 x 2 hrs 40 Hours 100 4
each
OPN 304 Manufacturing Resources Planning 20 x 2 hrs 40 Hours 100 4
each
OPN 305 Business Process Re-Engineering 20 x 2 hrs 40 Hours 100 4
each

hours
OPN 306 International Logistics 20 x 2 hrs 40 Hours 100 4
each
OPN 307 Quantitative Techniques in 20 x 2 hrs 40 Hours 100 4
Operations each
OPN 308 Services Operations Management 20 x 2 hrs 40 Hours 100 4
each
OPN 309 Operations Analytics 20 x 2 hrs 40 Hours 100 4
each

Title of the Subject/course : International Business-100 Marks

International Business (IB) would addresses the conceptual understanding of the subject and its
significance in the modern economy and global business environment , especially the post covid –
19 scenario. IB encompasses – exports, imports, third country trade, barter , investments ,
technology transfers , alliances, joint ventures , subsidiaries etc . The subject would cover practical
aspects and operational challenges of undertaking IB in different geographies /countries, company
specific strategies for market entry, PESTLE analysis , geo –political challenges, compliance to
rules and regulations , adhering to global regulatory requirements stipulated by governments, WTO,
regulatory bodies, Trade blocks etc . How do organizations develop a competitive advantage and
value proposition for its Stakeholders thereby creating a Sustainable organization Learnings from
successful MNC‘s and Global players .Students would get conceptual understanding and practical
knowledge of real life global business environment and prepare them to be business ready
To understand how trade is done at global level and how it attempts to bring all the countries
1
together for the purpose of doing business.
To understand effects of globalization by understanding the integration the economies of
2
different countries.
To understand and comprehend roles of International business organisations in International
3
business.
4
sustainability.
Course Outcome:
using PESTLE.
Role
Critical
Of Self
And
Thinking
Society
International
Business
CO1 2 3
CO2 3 2 3
CO3 2 3 3
CO4 2 3 2 3
CO5 2 3 2 3
Course Contents:
CO Mapping to the
Sr. No Content
Topic
Introduction: Objective and Scope, importance and current CO 1
trends, domestic business v/s international business, reasons for
1
international business - For Corporate and Country, Modes of
entry and operations.
PESTEL Analysis and its Impact on International Business: CO1,CO2
2
Risk Analysis, Decisions to overcome or managing risks.
Cross Cultural Management: Hofstede's Cultural Dimension, CO3
3 CAGE Framework by Prof. Pankaj Ghemawat, Culture and
Leader Effectiveness: The GLOBE Study.
Modes of Entry : Market/Country Entry Strategic Alliances / CO1 CO2, Co3, CO4
4
JV / M&A
Investment Management in International Business : Foreign CO4
Direct Investment, Offshore Banking, Foreign Exchange
5
Dealings and numerical in business, Resource Mobilization
through portfolio/GDR/ADR
Multinational Corporations: Structure, system and operation, CO2, CO3, CO4
advantages and Disadvantages - Case discussion, Current
opportunities of Indian MNCs and Case discussion, Issues in
6
foreign investments, technology transfer, pricing and
regulations, international collaborative arrangements and
strategic alliance.
Globalisation: Concepts and practice, role of global CO1, CO2, CO3,
organisation and global managers, stages of building global CO4, CO5
7
companies and competitiveness, global competitive advantages
of India - Sectors and Industries.
International Organisations and their role in international CO1, CO2, CO3
8
business: WTO, World Bank, ADB, IMF and others.
Regional Trade Agreements and Free Trade Agreements (RTA CO1, CO2,CO3
9
and FTA) : NAFTA, EC, ASEAN, COMESA, LAC, Others
Investment Decisions : Drivers of FDI – Special emphasis on CO5
10 emerging markets, Offshore Banking, Forex Management –
ADR-GDR‘s- EU bonds
WTO Regional Trade Agreements : Building Blocks of WTO, CO2, CO3
11
Major agreements of WTO
Management of Multinationals : Organization Structure – CO2, CO3, CO4
Matrix –Geographic-Product, International HRM-Expatriate
Management-Staffing of Subsidiaries, Integration Responsive
12
Models, Types of subsidiaries & Control of subsidiaries, Global
manufacturing and supply chain, Optimizing of Supply chain &
Offshoring V/S Outsourcing
Reference Texts:
ANANT, K.S. and BLACK, J.S., 1996. The international business environment: text and
2
cases. Prentice-Hall.
Hill, C.W. and Hernández-Requejo, W., Global business today. New York: McGraw-Hill
3 Irwin. McGraw-Hill Higher Education; Global edition of 7th revised edition (November 1,
2010)
4
(October 9, 2009)
5
Assessment:
Internal 40%
Semester end 60%


Strategic Management is a core subject which enables the students to gear up for
understanding how strategies are required in every walk of life with respect to their individual
domain working area and focusing on the science of the business by setting up systems ,so
that the business works smoothly This subject also connects all the functions of the business
viz Marketing-Finance-HR-IT and operations stream , thus gives a broader picture to run the
business effectively using Business Integration Process model as a tool.

1
2
4
Course Outcomes:
Identify changes in consumer behavior & market, leading to market

CO1 Applying
opportunities.
Construct go-to-market strategies using appropriate analytical tools and
CO4 Creating
strategy framework.
Role
Critical
Of Self
GM-303 Analytical Skills Perspective
And
Thinking
Society
Strategic
Management
CO1 3 3
CO2 2 3 3 3 2 2
CO3 2 3 3 3 2 2
CO4 3 3 3 2 2
CO5 2 3
Course Contents:
CO Mapping to the
Sr. No Content
Topic
Strategy as planned action, its importance, Process and CO1
2 advantages of planning Strategic v/s Operational Planning,
Strategy Choices &Hierarchy of Strategies.
4
dominant features, Porter's Five Forces of Competitive
Analysis, Analytics Tools: EFE Matrix and CPM.
5
Frameworks for Organisational and Internal Analysis,
Analytical Tool : IFE Matrix
Strategy Analysis and Formulation Tools: TOWS strategy, CO1, CO2, CO3, CO4
SPACE Matrix, BCG Matrix, IE Matrix, GE - McKinsey
6
Matrix, Grand Strategy Matrix, Strategy Mapping and The
Balanced Scorecard.
Strategy Choices : Hierarchy of Strategies, Types of CO2
Strategies, Porter's Generic Strategies, Porter value chain
analysis, Competitive Strategies and strategies for different
7 industries and company situations, Strategy Development for
Non-profit, Non-business oriented organisations, Mckinsey's 7
S Model : Strategy, Style, Structure, Systems, Staff, Skills and
Shared values.
Growth Accelerators: Business Web, Market Power, Learning CO2
8 based. Management Control, Elements, Components of
9 Strategy Evaluation and Control: Performance Measurement CO4
and Monitoring.
Other Topics: Social Responsibility, Environmental CO2, CO3, Co4
Sustainability, Value Chain Analysis, Economic Value Added
11
(EVA), Market Value Added (MVA), Strategic Issues in a
Global Environment.
Mergers & Acquisitions CO1, CO2, CO3
12
Globalization & JV CO1, CO2, CO3
13
Ninza Business Academy Model CO4, CO5
14
Reference Texts:
1
Pierce & Robinson, "Strategic Management: Formulation, Implementation & Control", 9th
2
Edition, Tata McGraw Hill, New Delhi.
David Fred R, "Strategic Management: Concepts & Cases", 10th Edition, Pearson -
3
Prentice Hall, New Delhi.
Hit, Ireland, Hoskisson & Manikutty, "Strategic Management: A South - Asian
4
Perspective", 9th Edition, Cengage Learning, Delhi.
Johnson & Scholes, "Explaining Corporate Strategy", 6th Edition, Pearson Education,
5
Delhi.
Barney Jay, "Gaining & Sustaining Competitive Advantage", 2nd Edition, Prentice Hall,
7
New Delhi.
Nag A, "Strategic Management - Analysis, Implementation & Control", Vikas Publishing

9
House, 2011.
Kazmi & Kazmi, "Strategic Management and Business Policy", 4th Edition, Tata McGraw
10
Hill, New Delhi.
Assessment:
Internal 40%
Semester end 60%
BUSINESS ETHICS & CORPORATE GOVERNANCE:
Title of the Subject/course : Business Ethics & Corporate Governance-100

Marks

Ethics seeks to resolve questions of human morality by defining concepts such as good and evil,
right and wrong, virtue and vice, justice and crime. As a field of intellectual inquiry, moral
philosophy also is related to the fields of moral psychology, descriptive ethics, and value theory.
―Corporate governance‖ is the term used to refer to the policies and processes by which a
corporation (or other large, complex institution) is controlled and directed. It refers especially to
the way power and accountability flow between shareholders, boards of directors, CEOs, and
senior managers. By using a stakeholder management framework this module stresses on the social
and ethical responsibilities of business to both internal and external groups of stakeholders. The
module also shows how moral and ethical considerations are involved in public issues facing
organisation‘s and the decision making processes of managers.
Learning Objectives:
To provide hands-on holistic perspective of good Governance & Business Ethics to

1
students.
experience.
To sensitise students about understanding business challenges, stakeholder issues,
3 global regulatory and compliance environment and relevance of Code of Conduct /
Policies.
Course Outcomes:
Understand the importance of instilling the desired ethical value

CO1 Understanding culture in the organisation to be able to follow as an integral aspect of
business.
Assume best global practices and will learn to engage with
CO3 Analysing stakeholders in creating a differentiated value proposition based on
ethics management systems.
Determine the importance of robust corporate governance processes
CO5 Evaluating
and review mechanism done by Lokpal, CAG, Judicial process, RTI
etc.
Determine effect of grooming ethical leaders and effective corporate
CO6 Evaluating governance on company‘s reputation and the respect its brand fetches
in the market place.
Understand vedic and Gandhian principle of trusteeship and its
CO7 Understanding
relevance to modern businesses.
Course Outcomes (CO) Mapping to the AOL goals
Role Of
Critical And Communi Global
Subject Leaders Innovati Self In
Analytical cation Perspecti
Code : GM hip on Org And
Thinking Skills ve
304 Society
Business
Ethics and
Corporate
Governance
CO1 3 2 3
CO2 3 3 2 3
CO3 3 2 3 3
CO4 3 2 3
CO5 3 2 3
CO6 3 2 3
CO7 3 2 3
CO8 3 2 3
Course Contents:
Content CO Mapping to
Sr. No
the Topic
Introduction: Evolution of Morality, Ethics Values and its impact CO1, CO3
1
on Human Societies.
Role of Religion, Theology, Political beliefs, and Philosophy in CO1, CO3, CO4
2
Influencing Societal behavior.
Gandhian Principles of Trusteeship and its relevance in modern CO3
times and its relevance in modern times.
3
Impact of Indian culture and Gandhian thoughts and learning
which can be adopted -Swadeshi, Sarvodya and Antodaya.
Relevance of Ethics in Business in a Global Environment: C O2, CO3, CO4
4 Globalization & Ethics, why ethics can be a differentiating factor,
Building Trust, Reputation Management.
Creating a robust Ethics Management Framework: Leadership CO2, CO4
commitment, Code of Conduct, Supplier Codes, Anti-Bribery
5 rules, POSH, Human rights and Social Accountability, Internal
reporting systems, Deployment of Values , Reporting , Reward
and Punishment for breaches
6 Creating an Ethics Template: Stakeholder Accountability. CO2, CO4
Ethical Organization: Grooming Ethical Leaders/ Managers: CO1, CO3, CO4
Embedding Ethics and Integrity in decision making process across
7
the value chain for conducting responsible businesses for the
societal good.
8 Learnings from Global Organizations. CO1, CO3, CO4
9 Internal Organization DNA – Compliance to Commitment. CO1, CO3, CO4
10 Evolution of Corporate Governance Process in the World. CO1, CO2, CO4
Governance, Controls and Risk Management: Implementing CG: CO2, CO4
11 Corporate Control strategies, Risk Management, CG Assurance
process.
Creating a robust Ethics Management Framework: Leadership CO2, CO3, CO4
12 rules, POSH, Human rights and Social Accountability, Internal
reporting systems, Deployment of Values , Reporting , Reward
and Punishment for breaches
Global Regulatory and Governance Framework: SOX, SEBI,RBI, CO 4
13
etc
Creating a value based organization & ecosystem: Social CO1, CO3, CO4
14
responsibility of Business, being good is good for business
Built To Last: How value-based organizations are able to ride the CO1, CO2,
14
ups & downs in the environment both global & local companies. CO3, CO4, CO5
Reference Texts:
The Essential Book of Corporate Governance – G.N.Bajpai – 1st Edition-2016- Sage

1
Publications.
2
3
Macmillan-2006.
Cases in Corporate Governance – Wearing Robert- SAGE Publications Ltd; First
4 edition (May 24, 2005).
Good Works! – Phillip Kotler, David Hessekiel. Nancy Lee- Audiobook, July 26,
5
2016.
7
8

10
Assessment:
Internal 40%
Semester end 60%
WORLD CLASS MANUFACTURING:
Title of the Subject / course : World Class Manufacturing- 100 Marks

World Class Manufacturing is a set of concepts, policies, techniques, and principles for
operating and managing a manufacturing company. The concept of World Class
Manufacturing is based on the positive results achieved by Japanese manufacturing
companies after World War II.

To understand the dynamics of global markets which are turbulent, dynamic and
1
complex.
To understand the relevance of world class performance in competitive framework
2
with total customer focus.
3 To understand the framework of world class manufacturing.
To understand current state of Indian manufacturing in relation to world class

4
standards and performance issues.
To understand and explore different areas of manufacturing and their applications

5
in a plant with the help of real life cases studies.
Course Outcome:
Understandin Understand World Class Manufacturing (WCM) principles and

CO1
g systems.
Apply systems & tools for World Class manufacturing.
CO2 Applying
Apply suitable best practices of world class manufacturing.
CO3 Applying
Evaluate business strategies like mergers & acquisitions, adopting lean
CO4 Evaluating manufacturing practices for world class manufacturing in order to be
globally competitive.
Develop an advance system for a manufacturing organization
CO5 Creating
Critical
Role Of
CODE : And
Global Self In
OPN- Leadersh Innovati Analytic Communicat
Perspecti Org
301 ip on al ion Skills
ve And
Thinkin
Society
g
World Class
Manufacturing
CO1 2 1 1 3 3 1
CO2 3 2 3 3 3 1
CO3 3 2 3 3 3 1
CO4 3 2 3 3 3 2
CO5 2 3 3 2 1 1
Course Contents:
Sr. No CO Mapping to
Content
the Topic
1 World class manufacturing and information age. CO1
Sub Topics. Emergency of information age. Completing in

information age business challenges operating environment of
information age Indian global completeness and manufacturing
excellent Time based competition, managing knowledge Problems
in manufacturing industry co-ordination control Fragmented
information infrastructure Understanding, Attribute of world class
status.
2 Gaining competitive advantage through world class manufacturing. CO1
- Varies concepts of world class manufacturing, What is world class
manufacturing Various models of WCM, Various models of WCM
or approaches to WCM. Practices of WCM Meaning of WCM
supplier, Customer manufacturer quality in WCM.
3 Systems & Tools for World Class manufacturing - Overview of CO2
systems & tools, Information management tools, Material
processing and handling tools. Product, Process design tools,
Flexible manufacturing systems rapid prototyping Lean Production
tools, An assessment Manufacturing systems
4 World class manufacturing- The Indian scenario - Manufacturing CO3 CO2 CO1
performance & Planned strategies of Indian manufacturing,
Competitiveness of Indian manufacturing, Manufacturing readiness
of Indian firms, Manufacturing objectives and strategy, Use of
Management tools and technologies classification by breadth of
Information Technology, Infrastructure and depth of manufacturing
applications, Strategy for world class status, and information
technology, Is India ready for world class manufacturing /
Facilitating change to WCM
5 Leading India towards world class manufacturing Business strategy CO5 CO4
& global competitiveness. - Manufacturing strategies for
information age. Developing strategic thinking as world class as,
STRATEGIC PERSPECTIVE. Issues in strategic planning, Barriers
to using information technology strategically. World Class Strategic
planning and Implementation, Need for performance measurement
Various methods of measurement, Importance of Human diversions
in world class- morale and team building.
Reference Texts:
1 World class manufacturing- K . Shridhar Bhat
2 Liker, J.K., 2005. The toyota way. Esensi.
3 Ohno, T., 1988. Toyota production system: beyond large-scale production. crc Press.
Imai, M., 2000. Gemba Kaizen: estratégias e técnicas do kaizen no piso de fábrica.
4
IMAM.
5 Flood, R.L., 1993. Beyond tqm. Wiley.
6 Deming, W.E., 2018. Out of the Crisis. MIT press.
7 Japanese Manufacturing Techniques - By Richard J Schonberger
8 World Class manufacturing - By Richard J Schonberger

Assessment:
Internal 40%
Semester end 60%
ADVANCED SUPPLY CHAIN MANAGEMENT:
Semester : III-Major
Advanced Supply Chain Management (SCM)-100
Title of the Subject / course :
Marks

Supply chain management is the management of the flow of goods and services and includes all
processes that transform raw materials into final products. It involves the active streamlining of a
business's supply-side activities to maximize customer value and gain a competitive advantage in
the marketplace.
This subject explores the major elements of supply chain and expose to leading edge thinking on
supply chain strategy, designing supply chain, customer satisfaction; inventory management; risk
management, alliances, issues and challenges, performance measurement.

To emphasize the importance of Logistics / SCM within the framework of the corporate
1
world.
To gain firsthand knowledge on the current trends / best practices prevalent in the field of
2
Logistics / SCM.
To show / demonstrate how logistics / SCM can be an effective Strategic Tool in the
3
hands of the Management of an Organization.
Course Outcome:
Understand the important role of supply chain management in today‘s

CO1 Understanding
Understand the role of logistics as it relates to transportation and
CO2 Understanding
warehousing.
Apply current supply chain theories, and practices as per recent trends
CO3 Applying
in a given business case.
CO4 Applying Apply knowledge to manage an effective supply chain
Develop critical management skills such as negotiating, working
CO5 Creating
effectively within a diverse business environment.
Critical
And Role Of
Communi Global
Leadershi Innovatio Analytic Self In
CODE : OPN- cation Perspect
p n al Org And
302 Skills ive
Thinkin Society
g
Supply Chain
Management
CO1 2 2 3 1 3 1
CO2 1 2 2 1 3 2
CO3 1 2 3 1 3 1
CO4 2 1 3 2 1 3
CO5 3 1 2 3 1 3
Course Contents:
CO
Sr. No. Content Mapping to
the Topic
Understanding the supply chain - a) What is a supply chain? b) Decision CO1 CO2
phases in a supply chain. c) Process view of a supply chain.d) ) The
1
importance of supply chain flows. e) Competitive Supply Chain Strategies
f) Achieving strategic fit.
Network design in the Supply Chain. - a) The role of network design in CO1 CO2
the supply chain.b) ) Factors influencing network design decisions. c) A CO3
framework for network design decisions d) Models for facility location
and capacity allocation. e) Making network design decisions in practice.
2
Designing distribution network in a supply chain f) The role of
distribution in the supply chain.g) Factors influencing distribution
network design h) Design option for a distribution network. i) Distribution
network in practice.
Inventory Management and risk pooling - a) Introduction b) ) A single CO1
warehouse inventory example c) The economic lot size model.d) The CO2
3 CO3
effect of demand uncertainty e) Risk pooling f) Centralized versus
decentralized systems g) Managing inventory in the supply chain
The value of Information - a) Introduction b) Bullwhip effect, c) Effective CO1
forecasts, d) Information for the coordination of systems, e) Locating CO2
4 CO3 CO4 CO5
desired products, f) Lead time reduction, g) Information and supply chain
trade-off, h) Designing the supply chain for conflicting goals.
Supply chain integration - a) Introduction, b) Push, Pull, and Push-Pull CO1
systems c) Demand driven strategies, Collaborative Planning Forecasting CO2
Replenishment (CPRF) concept. d) Impact of Internet on supply chain CO3 CO4 CO5
5
strategies. (E-business) e) Distribution strategies- Direct shipment, Cross-
docking, Milk run, transshipment, f) Supply Chain Management in e-
commerce companies viz. Amazon, Swiggy, Urbanclap.
Strategic Alliances - a) Introduction, b) A framework for strategic CO1
alliances c) Third party / fourth party logistics d) What are 3PL/4PL, CO2
Advantages and disadvantages of 3PL, 3PL issues and requirements? e) CO3 CO4 CO5
6 Retailer supplier partnership f) Types of RSP, Requirements of RSP,
Inventory ownership in RSP, Issues and steps in RSP implementation,
Advantages and disadvantages of RSP. g) Distribution Integration, Types
of and issues in Distribution integration.
E-procurement and outsourcing - a) Introduction, b) Outsourcing benefits CO1
7 and risks. c) A framework for Buy/Make decisions. d) E-procurement e) CO2
A framework of E-procurement. CO3 CO4 CO5
International Issues in Supply Chain Management - a) Global market / CO2
Technological/ Cost/ Political and Economic Forces. b) Risks and CO3
advantages of international supply chain c) International versus Regional
products d) Local autonomy versus central control. e) Regional
differences in Logistics- Cultural differences/ infrastructure/ performance
8 expectation and evaluation, Information systems availability, human
resources. f) Global business logistics Lean Manufacturing and SCM g)
Basic elements of lean manufacturing h) Benefits of lean manufacturing i)
Integration of lean manufacturing and SCM j) Mass customization,
characteristics of mass customization k) Implications and benefits of mass
customization l) SCM for mass customization.
Procurement Management in Supply Chain - a) New Paradigms in CO1
Inventory and purchase management b) Just in time, Elements and CO2
benefits of JIT systems. c) Vendor Managed Inventory (VMI), VMI CO3 CO4 CO5
Business Model. d) Steps in setting up VMI, Benefits, challenges and
9
limitations of VMI. e) Overcoming limitations of VMI. Customer Value
and SCM. f) The dimensions of Customer Value. g) Conformance to
requirements, product election, price and brand, Value-added services,
Relationships and experiences. h) Strategic pricing
Performance Measurement and Controls in Supply Chain Management - CO1
a) Introduction and concept of Benchmarking and Gap Analysis, b) Key CO2
10 CO3 CO4 CO5
actions in benchmarking for best practices c) Overview of Supply Chain
Operations Reference (SCOR) Modeling d) Balance scorecard for SCM.
Ethical issues in SCM - a) Supply chain vulnerability and International CO1
practices b) Conformance to applicable laws such as Contract and CO2
11 commercial laws, trade regulation, government procurement regulations, CO3 CO4 CO5
patents, copyrights, trademark laws, transportation and logistics laws and
regulations, environmental laws.
Reference Texts:
Chopra, S. and Meindl, P., 2016. Supply chain management: Strategy, planning, and
1
operation.
Altekar, R.V., 2005. Supply chain management: Concepts and cases. PHI Learning Pvt.
2
Ltd..
Simchi-Levi, D., Kaminsky, P., Simchi-Levi, E. and Shankar, R., 2008. Designing and
3 managing the supply chain: concepts, strategies and case studies. Tata McGraw-Hill
Education.
Kilger, C., Meyr, H. and Stadtler, H., 2015. Supply chain management and advanced
4
planning: concepts, models, software, and case studies. Springer.
5. Matching supply with Demand Dr Gerard & Dr. Christian.
6. Operations & SCM by Ravi Shankar and Rober Jacobs & Richard B Chase.
Assessment:
Internal 40%
Semester-end 60%
INDUSTRIAL ENGINEERING APPLICATIONS & PRODUCTIVITY MANAGEMENT:
Industrial Engineering Applications & Productivity

Management-100 Marks


Industrial engineering and engineering management is concerned with the design,
improvement, installation, and management of integrated systems of people, material, and
equipment. The Industrial Engineering Applications & Productivity Management
philosophies and principles in this syllabus are thoroughly proven and adopted by the best
companies in the world. However, World Class practices often go opposite to some of the
practices covered in traditional Operations Management. Every effort is made here to
inculcate only the best practices into the students through the syllabus below
1 To understand individual productivity of organization and national productivity.

2 To understand time & motion Study/ fixing norms for production method study
3 To understand the concepts of TQM, TPM and TPS.
To understand the benchmarking concepts, identifying pockets of excellence and
4
its propagation across through quality circle, small group activities etc.
To understand the benchmarking with the best for the-- department, company,
5
industry, national, international.
Course Outcome:
Understand the applicability of IE concepts to ensure operations in

CO1 Understanding
industries become more cost competitive.
Compare with the best in the Industry, productivity improvement
CO2 Understanding
methodologies like lean,BPR,WCM.
CO3 Applying Apply of time & motion Study in production environment.
CO4 Analysing Analyse the concepts of TQM, TPM and TPS by solving business cases.
Analyse the pockets of excellence and its propagation across the
CO5 Analysing organisation through quality circle, small group activities etc.
Critical
Role Of
CODE : And Communi Global
Innovatio self In Org
OPN- Leadership Analytica cation Perspectiv
n And
303 l Skills e
Society
Thinking
Industrial
Engineering
Applications
and PO1 PO2 PO3 PO4 PO5 PO6
Productivity
Managemen
t
CO1 2 2 2
CO2 2 2 3 2 2
CO3 3 3 3 2
CO4 3 3 3
CO5 2 3 3
Course Contents:
CO Mapping to the
Sr. No Content
Topic
1 Production Vs Productivity – Definition. CO1
Concepts of productivity – applications, measurement and CO1

2
approach.
CO1
3 Industrial Engineering definition & applications.
CO1
4 I.L.O. Book of Work Study – Standards & Definitions.
CO1
5 Industrial Engineering and productivity.
P, Q,R,S,T concepts in plant / shop layouts and selection of CO2

6
materials handling equipment and storage systems.
Pre-determined methods & time systems (PMTS) &application of CO3
7
low cost automation.
CO3
8 Ergonomics Physiological Factors – Definition and applications.
Organization Methods Applications in office and white collar CO2
9
productivity.
CO2 CO1
10 Value stream mapping and waste elimination for JIT Operation.
Value analysis and value engineering concepts, techniques and CO1 CO5
applications Total Quality Management + six sigma –
11
Discussions on statistical process control and poke yoke system
to aid Zero Defect program.
Total Productive maintenance- 7 pillar approach coupled with CO1 CO4
12 techniques such as cause and effect diagram, why-why analysis
eliminates breakdown and eliminates all losses.
Work measurement through Maynard operations sequence CO1 CO3 CO5
Technique (MOST), Ergonomics, Methods study improvements
13
and Time Management – VE/ VA and TQM, Production Vs
Productivity, Problem Solving Tools.
Quality circles, Small group activities coupled with skill CO5
Enhancement exercise by imparting 5S, SMED, C& E
14
DIAGRAM, KAIZAN, 7 QC TOOLS, SPC and the skills matrix
of production workmen.
Benchmarking (BM) internal, external- What to BM and who CO2
will BM and steps adopted by companies like Xerox etc.
15
Benchmarking Best Practices at Department Level / Plant Level /
Industry Level / National / International Levels.
Reference Texts:
Hicks, P.E., 2001. Fundamentals of industrial engineering. Maynard‘s industrial

1
engineering handbook, pp.1-85.
BANBURY, J. and SHONE, K., Prepared by the Operations Research Group, CASE
INSTITUTE OF TECHNOLOGY, CLEVELAND, OHIO. 123 pp. $2. Reviewing a
2
supplement to a bibliography is rather like reviewing a new edition of the London
Telephone Directory-all the best material has been used up.
3 Handbook of Industrial Engineering & Management – Ireson W. G. & Grand EL
4 Quality Detectives – Dr. Gondhalekar & Payal
5 TPM for workshop Leaders - By Kunio Shirose
Assessment:
Internal 40%
Semester-end 60%
MANUFACTURING RESOURCES PLANNING:

Title of the Subject / course : Manufacturing Resource Planning and control- 100 Marks

Manufacturing Resources Planning Subject would primarily make students aware about
optimum resources utilisation in manufacturing operations. The subject emphasis on
MRP I and MRP II concepts for Materials Planning and Resources Planning. It also
covers MRP to ERP along with Capacity Requirement Planning.

1 To use Manufacturing Resources Planning (MRP) as a super planning tool.
2 To integrate MRP into ERP.
3 To understand effective use of plant resources.
4 To understand effective use of plant labour.
Course Outcome:
Understand the concepts of operations Planning, MRP I , MRP II to

CO1 Understanding
ERP Migrations process understanding.
Understanding Relate to the different industry manufacturing process & understand
CO2
optimum usage of technology and human resources.
Understanding Understand the entire business cycle with viewpoint of ERP & latest
CO3
system integration.
Apply learning of capacity planning, master production scheduling
CO4 Applying
working and usage.
Assess the availability of raw materials just in time for production by
CO5 Analysing
Kanban, economic batch quantity and economic order quantity method.
CODE
Critical And Global Role Of Self
: OPN- Leaders Innovatio Communic
Analytical Perspectiv In Org And
304 hip n ation Skills
Thinking e Society
Manufacturi
ng
Resources
planning
CO1 2 3 3 2 3 2
CO2 2 2 2 2 3 2
CO3 3 2
CO4 2 3 3 2 2 2
CO5 2 2 3 2
Course Contents:
CO Mapping to the
Sr. No Content
Topic
1 Evolution of MRP from MRP1 to MRP IV. CO1
2 Difference between MRP and various Inv. control techniques. CO1
3 MRP as an ongoing planning systems. CO1
4 MRP as ERP environment/MRP in E-Biz like Amazon, Flipkart. CO3
5 Sales forecast / production program as Base record. CO4

Data requirement and Management, Bill of Materials, content and CO5, CO1
6
accuracy.
7 Gross manufacturing component record (GMCR). CO2
8 L M T I review committee. CO2
9 Capacity requirement planning (CRP) CO4
10 MRP & R M procurement for In-house manufacturing. CO4
11 Manufacturing schedules and P P C. CO4
12 Efficiency for IE coverage factors. CO5
13 Allowance in rejections / losses in production. CO2
14 Sub-contracting and vendor production. CO2, CO3
15 JIT integration. CO5
16 Software tools other than ERP, Data mining. CO1, CO3
17 ERP enabled manufacturing systems. CO3
18 Integration with six-sigma. CO3, CO5
19 MIS on manufacturing productivity in all its elements. CO1, CO3
Reference Texts:
1 Orlicky's Materials Requirements Planning by George Plossl - McGraw Hill
2 World Class Master Scheduling by Donald H Sheldon
3 Integrated Materials Management by P Gopalakrishnan / C M Sundaresan
Assessment:
Internal 40%
Semester-end 60%
BUSINESS PROCESS RE-ENGINEERING:

Business Process Re-engineering And Benchmarking-100
Marks

Business Process Reengineering is a very dynamic subject and many organisations from different
industries like ITES, Manufacturing, Service, Retail and Real Estate are looking at either building new
processes or reengineering the existing processes to keep up with the pace of every changing dynamic
businesses .The macroeconomic environment is moved from local to global to glocal and it gives
immense opportunity for Process reengineering managers to contribute to the organisations to achieve
harmonization in business, functional and management processes. Every business process has an input
and output and with the paradigm of continual improvement any organisation can at any point of time
take up a reengineering process.

To understand to redesign company‘s processes to achieve quantum leap in the
1
performance.
2 To provide simple and well-organized frame work for BPR.
3 To understand re-engineering as a prelude to ERP.
4 To understand the role of leadership, technology in Business process reengineering.
Course Outcomes:
Understandin Understand BPR McKinsey and Accenture methodologies and

CO1
g their business applications.
Understand how business processes can be radically improved by
Understandin
CO2 dramatically reducing process cycle time and cost and improving
g
the quality of the process products or outcomes.
Analyse the role of process of Change Management in
CO3 Analysing implementing BPR.
Evaluate the measures and benchmarks for business processes
CO4 Evaluating using Kaizen/Lean methodology.
Develop improved business processes that require IT and
CO5 Creating organisational redesign.
Critical Role Of
CODE :
And Commun Self In
OPN- Innov Global
Leadership Analytic ication Org
305 ation Perspective
al Skills And
Thinking Society
Business
Process Re- PO1 PO2 PO3 PO4 PO5 PO6
engineering
CO1 1 1 3 3
CO2 1 1 3 3 3
CO3 2 2 2 1
CO4 1 1 2 1 3
CO5 2 3 3 2 3
Course Contents:
CO Mapping to
Sr. No Content the Topic
Why BPR? Need, Relevance and introduction to B.P.R. CO1
1 Methodology of BPR, understanding Current processes before
effecting change.
Re-engineering the path to change. Business processes – Creating a CO1
2
new world of work.
Responsibility for Re-engineering, Who, When & Where of B.P.R. CO4 CO5
3 Re-engineering opportunities & relevance to Enterprise Resource
Planning.
Embarking on Re-engineering. Visit to industries where BPR is CO2
4
carried out and comparison with what was Vs what is?
5 Importance of BPR before introduction of ERP Systems. CO5
6 BPR in services. CO1 CO2
7 Case studies of successful companies. CO2
8 Concepts of Benchmarking. CO4

Concepts of Value addition/ Creation, Flowcharting, Organization
9
structure.
Reference Texts:
Hammer, M. and Champy, J., 2009. Reengineering the Corporation: Manifesto for
1
Business Revolution, A. Zondervan.
Hammer, M., 1996. Beyond Reengineering: How the Process-Centered Organization
2
Will Change Our Work and Our Lives. New York: Harper Business.
Camp, R.C. and Camp Robert, C., 1989. Benchmarking: the search for industry best
3
practices that lead to superior performance.
Roberts, L., 1995. Process Re-engineering, 1995. The Key to Achieving Break
4
Through Success.
McCormack, K.P. and Johnson, W.C., 2001. Business process orientation: Gaining the
5
e-business competitive advantage. CRC Press.
6 Lean Thinking - By James P Womack & Daniel T Jones
Assessment:
Internal 40%
Semester-end 60%
INTERNATIONAL LOGISTICS & SUPPLY CHAIN MANAGEMENT:

Title of the Subject / course : International Logistics & SCM-100 Marks

This subject refers to the integration and management of activities including inventory databases and
shipping schedules, material handling, production, packaging, inventory, transportation, distribution,
storage, and security for the resources of organizational supply chains across the globe.
1 To understand the role and importance of logistics in global business environment.
2 To understand role of logistics in International Supply Management.
3 To understand comparative modes of transportation/costs.
4 To understand future issues in International logistics.
Course Outcome:
Explain the role of logistics & supply chain management in
CO1 Understanding
International Business & its significance in overall economy.
CO2 Understanding Explain logistics in different parts of the world.
CO3 Understanding Explain the importance of global sourcing & its requirements.
Explain INCO Terms, Payment Terms, & understanding the
CO4 Understanding
requirement of Insurance Cover and Contracting.
Examine solutions to business organizations for proper International
CO5 Analysing logistic & supply chain requirements in different situations & types
of goods. Eg. fragile, dangerous goods etc.
Role Of
Critical And Commun Global
Subject Leadershi Innovatio Self In
Analytical ication Perspecti
Code : p n Org And
Thinking Skills ve
OPN 306 Society
International
Logistics
CO1 1 2 1 3 3
CO2 2 3 1 3 3
CO3 3 3 3 1 3
CO4 4 1 2 2 2
CO5 3 3 2 1 3
Course Contents:
CO Mapping
Sr. No Content to the Topic
Overview of IL and Governments' interest in import/export- CO1
1
control & Logistics.
CO1, CO2
2 Inter-model transportation when & why
Understanding cultural differences, Beliefs, values, customs & CO3

3
managing differences.
CO4, CO2
4 Cargo types, vessels, types, ownership.
CO4
5 Chartering Bulk Ocean Carriers, Bulk Shipping
CO3, CO4
6 Ocean Liner contract system, OLC, Rates and service contracts
International Air transportation - Growth of Aviation, Air Bulk CO2, CO3

7
Carriers, different types of Jets, Documentation, Insurance. `
International Air transportation - Growth of Aviation, Air Bulk CO4, CO5
8
Carriers, different types of Jets, Documentation, Insurance. `
Surface transport to and fro ports, Inter-model transport. CO1, CO2
9
Attributes of various modes of transport and costs.
Surface transport to and fro ports, Inter-model transport. CO1, CO2
10
Attributes of various modes of transport and costs.
Sea ports, Airports, canals and tunnels and role on intermediaries CO1, CO2,
11 CO4
and agents C & F
Sea ports, Airports, canals and tunnels and role on intermediaries CO2, CO3
12
and agents C & F
CO4
13 Terms of sale and payment modes.
CO4
14 Documentation for insurance/claims
CO3
15 International sourcing in Logistics.
CO2, CO5
16 Logistics of Famine/Relief operations - Site route selection.
CO2, CO5
17 Political unrest, Terrorism and other Emergencies.
Reference Texts:
International Logistics (2nd Edition) Donald F-Wood / Anthony Barone/Paul
1
Murphy/Daniel Wardlow
2 Logistical Management by Donald Bowersox
Operations and Supply chain Management by Ravi Shankar / F-Robert Jacobs/

3
Richard B Chase
4 SCM and Transport Logistics by John. J Liu
Assessment:
Internal 40%
Semester end 60%
QUANTITATIVE TECHNIQUES IN OPERATIONS:
Title of the Subject / course : Quantitative Techniques in Operations-100 Marks


It contains different optimizing and analytical techniques applied through spreadsheets.
Applications are in field of Operations and Business analytics.
To understand various optimization algorithms which are used for solving
1
optimization problems.
To increase the analytical thinking of the students in formulating any
2
optimization problem.
Course Outcome:
Understand the scientific approach to decision making when solving

CO1 Understanding business problems.
Apply the quantitative techniques constructively to make effective

CO2 Applying
business decisions.
CO3 Applying Construct the business to relevant mathematical models for solutions.
CO4 Evaluating Compare different mathematical techniques and its applications.
Develop a solution to a quantifiable operational problem and produce
CO5 Creating
an appropriate action plan
Critical
Role Of
And
Global Self In
CODE: OPN- Leaders Innovatio Analyti Communicatio
Perspect Org
307 hip n cal n Skills
ive And
Thinkin
Society
g
Quantitative
Techniques in PO1 PO2 PO3 PO4 PO5 PO6
Operations
CO1 3 1
CO2 1
CO3 3 1 1
CO4 3
CO5 3 3 1 3
Course Contents:
CO Mapping
Sr. No Content to the Topic
Integer Programming - a) Branch and Bound Method, b) Cutting CO3 CO2 CO1
1
Plane Method
CO3 CO2 CO1
2 Binary Programming - Special case of Integer Programming.
CO3 CO2 CO1
3 Goal Programming - Multi - objective optimization problems.
Dynamic Programming - Multi - stage decision process. Demand CO5

4
forecasting, MRP & AP with Cases.
Non-linear Programming - Optimization method where CO5, CO4
5 approximation to linear relationship becomes poorer as the range is
extended.
CO4
6 Network models - Dijkstra's method
Markov Process - Decision making in situations where various states CO4

7 are defined.
Joint Production Optimum planning.
Reference Texts:
Introduction to Management Science with Spreadsheets - William J Stevenson,
1
Ceyhun Ozgur (Tata McGraw Hill, 2012)
Operations Research - Applications and Algorithms - Wayne Winston (Thomson,
2
2003)
3 Operations Research - Hillier and Liberman (Tata McGraw Hill)
4 Operations Research - H Taha
Assessment:
Internal 40%
Semester-end 60%
SERVICE OPERATIONS MANAGEMENT :(100 MARKS)
Title of the Subject / course : Service Operations Management-100 Marks

Much of the world economy is dominated by services. The primary objective of Service
Operations Management is to enable effectiveness and efficiency in delivery and support of
services. Strategic objectives are ultimately realized through Service Operations, therefore making
it a critical capability.
1 To understand various types of service industries.

2 To understand the site selection for service location.
3 To understand the role of operations for profitability in service industry.
4 To understand the inventory management in service industry.
5 To understand the basics of outsourcing/Off shoring in Service industry.
Course Outcome:
Understand key concepts and business practices in Service operations.
Understandin
CO1 Give learners an overview of the environmental factors which
g
influence services in operations
Understandin Understand Distribution of Services: Taking decisions about time/
CO2 g place and customers need.
Understandin Understand the requirement of customer delightment in new era of
CO3 g service Operation.
Explain learners to the need to develop appropriate strategies to
CO4 Evaluating improve operational efficiency putting service pricing into practice.
CO5 Creating Propose solutions to customer issues and retaining them.
CODE Critical Role Of

Commu Global
: OPN- Leadersh Innovatio And Self In
nication Perspectiv
308 ip n Analytical Org And
Skills e
Thinking Society
Service
Operations
Manageme
nt
CO1 1 1 3 3 2
CO2 1 3 1 2 2
CO3 1 3
CO4 2 2 3 2 3
CO5 3 2 3 3
Course Contents:
CO Mapping
Sr. No Content
to the Topic
Services: a) Introduction b) Characteristics of Services, c) Importance CO1
1
of Service Sector,
Classification of services - a) Classification framework, b) Service CO1, CO2
Delivery System –Process Flow Diagrams, blue printing c) Process
Simulation
Site Selection for Services: a) Types of Service Firms b) Demand CO2
Sensitive Services, c) Delivered Services, d) Quasi-manufacturing
2 Services, Site Selection for Services: a) Site Selection for Demand
Sensitive Services - Factor Rating, Regression, GIS, Gravity Model of
Demand
Site Selection for Services: a) Site Selection for Delivered Services - CO2, CO4
Expected Results, Mathematical Solution, Methods for delivered
3 services, Site Selection for Services: a) Site Selection for Quasi,
Manufacturing Services, Mixed Linear / Integer, Programming for
Location Selection
Yield Management: a) Capacity Strategies for Yield Management b) CO3, CO4
Overbooking, Yield Management c) Allocating Capacity – Static
4 Methods - Nested Static Methods, Dynamic Methods. d) Pricing, e)
Implementation issues - Alienating Customers, Customer Class
Cheating, Employee Empowerment, f) Cost and Implementation Time
Inventory Management in Services: a) Services versus CO3
Manufacturing Inventory, b) Set Up and Ordering Costs, c) Number of
5
Products, d) Limited Shelf Space, e) Lost Sales versus Back Orders, f)
Product Substitution, g) Demand Variance, h) Information Accuracy
Inventory Management in Services: a) The Newsvendor Model, b) CO3
6
Multiple Products and Shelf Space Limitations,
Inventory Management in Services: a) Inventory Inaccuracy b) CO3
7 Phantom Stock outs, c) Shrinkage. d) Revenue Sharing, e) Markdown
Money,
Outsourcing: a) Contract risk, b) Outsource Firm Risk, c) Pricing CO3, CO4
8 Risk, d) Competitive Advantage e) Information Privacy Risk, f) Firm
Specific Risks
Offshoring : - a) Quantifying Offshoring, b) Offshoring and CO3, CO5
9
Competitive Capabilities c) Cost Issues d) Non-cost Issues
Performance measurement of Service Operations : a) Productivity CO3, CO4
10
Measures b) Cost Measures c) SERVQUAL model
Service in various sectors such as Banks, Hospitals, Municipalities, CO4
11 Educational institutions, Travel and every agency rendering service as
a business, peculiarities and demands with examples from each sector
Service in various sectors such as Banks, Hospitals, Municipalities, CO5
12 Educational institutions, Travel and every agency rendering service as
a business, peculiarities and demands with examples from each sector
Health and safety of customers and service providers including CO4
13
compliance
Overview of QMS systems like ISO, HACCP, EMS ISO14000, ISO CO4
14
13485 for medical devises and so on
Overview of QMS systems like ISO, HACCP, EMS ISO14000, ISO CO4
15
13485 for medical devises and so on
16 Bench marking in service industries CO4
Internal layouts, factors, regulatory requirements and basic CO4
17
ergonomics
Service as a perishable commodity and its importance in enhancing CO4
18
customer experience
Reference Texts:
Johnston, R. and Clark, G., 2008. Service operations management: improving service
1
delivery. Pearson Education.
Fitzsimmons, J.A., Fitzsimmons, M.J. and Bordoloi, S., 2008. Service management:
2
Operations, strategy, information technology (p. 4). New York, NY: McGraw-Hill.
Metters, R., 2006. Successful service operations management. South-Western

3
Educational Publishing.
Mahadevan, B., 2015. Operations management: Theory and practice. Pearson

4
Education India.
Assessment:
Internal 40%
Semester-end 60%
OPERATIONS ANALYTICS:

Title of the Subject / course : Operations Analytics-100 Marks

Operations analytics is the process of using data analysis and business intelligence to improve
efficiency and streamline everyday operations in real time. A subset of business analytics,
operations analytics is supported by data mining, artificial intelligence, and machine learning.
Course Learning Objective:

To develop ability to apply the optimization techniques taught in ‗Quantitative
1
Techniques in Operations‘ by using Excel.
Role Of
Critical And
CODE: Leade Innovat Communic Global Individual In
Analytical
OPN 309 rship ion ation Skills Perspective Org And
Thinking
Society
Operation
s PO1 PO2 PO3 PO4 PO5 PO6
Analytics
CO1 3 3 1 1
CO2 2 3 2 2
CO3 3 1
CO4 3 3
CO5 3 1 2
Course Contents:
Sr. CO Mapping
No
Linear Programming Models - a) Aggregate Planning Models - Models CO1
to determine workforce - level and production schedule for multi-period
time zone, b) Blending Models - Models to determine blending mix of
1 inputs that will give best output, c) Production Process Models - Models
to determine optimal method of operating a production process, d) Data
Envelopment Analysis - Models to benchmark most efficient
organisation.
Network Models - a) Trans-shipment Problem - Multi modal CO2
2 distribution network model, b) Shortest Path Problem - Models to
determine best time to replace an equipment
CO2
3 Integer Programming - a) Fixed cost Models, b) Cutting Stock Models
4 Non-Linear Models - a) Facility location Model.
CO3
5 Note - The course will be taught on Frontline Analytic Solver V2017
Multi objective decision making - Pareto optimality and trade off CO4, CO5
problems
6 a. Concepts
b. Solver Application
Reference Texts:
Winston, W.L. and Albright, S.C. 2015, Practical Management Science. Nelson
1
Education
Winston, W.L. Albright, S.C. Broadie, M N Lapin, L L and Whisler, W.D. 2007
2
Management Science Modeling. Thomson Learning.
Stevenson, W.J. and Ozgur, C 2006, Introduction to Management Science with
3
Spreadsheets and Students CD, McGraw Hill. Inc
Ragsdale, C.T., 2011 - Managerial Decision Modeling. South-Western, Cengage
4
Learning. 6th International Edition.
Assessment:
Internal 40%
Semester-end 60%
FINANCE SPECIALISATION (SEMESTER III)
SEMESTER III
CORE COURSES

hours
each
each
Governance each
MAJOR COURSES

hours
FIN 301 Advanced Financial Management 20 x 2 hrs 40 Hours 100 4
each
FIN 302 Corporate Valuation, Mergers & 20 x 2 hrs 40 Hours 100 4
Acquisitions each
FIN 303 Security Analysis & Portfolio 20 x 2 hrs 40 Hours 100 4
Management each
FIN 304 Corporate Laws 20 x 2 hrs 40 Hours 100 4
each
FIN 305 Corporate Tax Planning & Fiscal 20 x 2 hrs 40 Hours 100 4
Policy each

hours
FIN 306 Advanced Banking 20 x 2 hrs 40 Hours 100 4
each
FIN 307 Derivatives & Risk management 20 x 2 hrs 40 Hours 100 4
each
FIN 308 Strategic Cost Management 20 x 2 hrs 40 Hours 100 4
each
FIN 309 Fixed Income Securities 20 x 2 hrs 40 Hours 100 4
each


significance in the modern economy and global business environment , especially the post covid –
19 scenario. IB encompasses – exports, imports, third country trade, barter , investments ,
technology transfers , alliances, joint ventures , subsidiaries etc . The subject would cover
practical aspects and operational challenges of undertaking IB in different geographies /countries
, company specific strategies for market entry, PESTLE analysis , geo –political challenges,
compliance to rules and regulations , adhering to global regulatory requirements stipulated by
governments, WTO, regulatory bodies, Trade blocks etc . How do organizations develop a
competitive advantage and value proposition for its Stakeholders thereby creating a Sustainable
organization Learnings from successful MNC‘s and Global players .Students would get
conceptual understanding and practical knowledge of real life global business environment and
prepare them to be business ready

To understand how trade is done at global level and how it attempts to bring all the
1
countries together for the purpose of doing business.
To understand effects of globalization by understanding the integration the
2
economies of different countries.
To understand and comprehend roles of International business organisations in
3
International business.
To identify global business opportunities to fulfill organizational objective of
4
growth and sustainability.
Course Outcome:
using PESTLE.
Role Of
Critical
Self In
And
Thinking
Society
International
Business
CO1 2 3
CO2 3 2 3
CO3 2 3 3
CO4 2 3 2 3
CO5 2 3 2 3
Course Contents:
Sr. CO Mapping to
Content
No the Topic
Introduction: Objective and Scope, importance and current trends, CO1
domestic business v/s international business, reasons for
1
international business - For Corporate and Country, Modes of entry
and operations.
PESTEL Analysis and its Impact on International Business: Risk CO1, CO2
2
Analysis, Decisions to overcome or managing risks.
3 Framework by Prof. Pankaj Ghemawat, Culture and Leader
Effectiveness: The GLOBE Study.
Modes of Entry : Market/Country Entry Strategic Alliances / JV / CO1 CO2, Co3,
4 CO4
M&A
Investment, Offshore Banking, Foreign Exchange Dealings and
5
numerical in business, Resource Mobilization through
portfolio/GDR/ADR
Multinational Corporations: Structure, system and operation, CO – 2,3,4
advantages and Disadvantages - Case discussion, Current
6 opportunities of Indian MNCs and Case discussion, Issues in foreign
investments, technology transfer, pricing and regulations,
international collaborative arrangements and strategic alliance.
Globalisation: Concepts and practice, role of global organisations CO – 1,2 3 4,5
and global managers, stages of building global companies and
7
competitiveness, global competitive advantages of India - Sectors
and Industries.
International Organisations and their role in international business: CO1, CO2, CO3
8
WTO, World Bank, ADB, IMF and others.
Regional Trade Agreements and Free Trade Agreements (RTA and CO1, CO2, CO3
9
FTA) : NAFTA, EC, ASEAN, COMESA, LAC, Others
Investment Decisions : Drivers of FDI – Special emphasis on CO5
10 emerging markets, Offshore Banking, Forex Management – ADR-
GDR‘s- EU bonds
WTO Regional Trade Agreements : Building Blocks of WTO, CO1, CO2, CO3,
11
Major agreements of WTO
Management of Multinationals : Organization Structure –Matrix – CO2, CO3,CO4
Geographic-Product, International HRM-Expatriate Management-
Staffing of Subsidiaries, Integration Responsive Models, Types of
12
subsidiaries & Control of subsidiaries, Global manufacturing and
supply chain, Optimizing of Supply chain & Offshoring V/S
Outsourcing
Reference Texts:
Meyer, K. and Peng, M.W., 2nd edition 2016. International business. Cengage
1
Learning.
ANANT, K.S. and BLACK, J.S., 1996. The international business environment: text
2
and cases. Prentice-Hall.
Hill, C.W. and Hernández-Requejo, W., Global business today. New York: McGraw-
3 Hill Irwin. McGraw-Hill Higher Education; Global edition of 7th revised edition
(November 1, 2010)
4
(October 9, 2009)
5
International Business: Challenges and Choices - Alan Sitkin, Nick Bowen - Oxford
7
Press.
Assessment:
Internal 40%
Semester end 60%


Strategic Management is a core subject which enables the students to gear up for understanding
how strategies are required in every walk of life with respect to their individual domain working
area and focusing on the science of the business by setting up systems ,so that the business works
smoothly This subject also connects all the functions of the business viz Marketing-Finance-HR-
IT and operations stream , thus gives a broader picture to run the business effectively using
Business Integration Process model as a tool.

1
2
4
Course Outcome:
CO1 Applying Identify changes in consumer behavior & market, leading to market opportunities.
Predict future market needs by analyzing market opportunities & threats.
CO2 Creating
Interpret the firms Product & Business portfolio using available models.
CO3 Evaluating
CO4 Creating framework.
Evaluate the effectiveness of strategies implemented.
CO5 Evaluating
Critical Role Of
CODE : Leadershi Innovati And Communic Global Self In
GM-303 p on Analytical ation Skills Perspective Org And
Thinking Society
Strategic
Management
CO1 3 3
CO2 2 3 3 3 2 2
CO3 2 3 3 3 2 2
CO4 3 3 3 2 2
CO5 2 3
Course Contents:
Sr. CO Mapping to the

Content
No Topics
Strategy as planned action, its importance, Process and CO1
2 advantages of planning Strategic v/s Operational Planning,
Strategy Choices &Hierarchy of Strategies.
4
dominant features, Porter's Five Forces of Competitive
Analysis, Analytics Tools: EFE Matrix and CPM.
5
Frameworks for Organisational and Internal Analysis,
Analytical Tool : IFE Matrix
Strategy Analysis and Formulation Tools: TOWS strategy, CO1, CO2, CO3, CO4
SPACE Matrix, BCG Matrix, IE Matrix, GE - McKinsey
6
Matrix, Grand Strategy Matrix, Strategy Mapping and The
Balanced Scorecard.
Strategy Choices : Hierarchy of Strategies, Types of CO2
Strategies, Porter's Generic Strategies, Porter value chain
analysis, Competitive Strategies and strategies for different
7 industries and company situations, Strategy Development for
Non-profit, Non-business oriented organisations, Mckinsey's 7
S Model : Strategy, Style, Structure, Systems, Staff, Skills and
Shared values.
Growth Accelerators: Business Web, Market Power, Learning CO2
8 based. Management Control, Elements, Components of
Strategy Evaluation and Control: Performance Measurement CO4
9
and Monitoring.
11 Other Topics: Social Responsibility, Environmental CO2,CO3,Co4
Sustainability, Value Chain Analysis, Economic Value Added
(EVA), Market Value Added (MVA), Strategic Issues in a
Global Environment.
12 Mergers & Acquisitions CO1, CO2, CO3
Globalization & JV CO1,CO2,CO3
13
14 Ninza Business Academy Model CO4,CO5
CO1
Ansoff Matrix
CO4,CO5
15 BIPM Model
CO1,CO2,CO3,CO4,C
Presentations
O5
Reference Texts:
Thomson, Strickland, Gamble & Hain, "Crafting & Executing Strategy", 14th Edition,
1
Tata McGraw Hill, New Delhi.
Pierce & Robinson, "Strategic Management: Formulation, Implementation & Control",
2
9th Edition, Tata McGraw Hill, New Delhi.
David Fred R, "Strategic Management: Concepts & Cases", 10th Edition, Pearson -
3
Prentice Hall, New Delhi.
Hit, Ireland, Hoskisson & Manikutty, "Strategic Management: A South - Asian
4
Perspective", 9th Edition, Cengage Learning, Delhi.
Johnson & Scholes, "Explaining Corporate Strategy", 6th Edition, Pearson Education,
5
Delhi.
Kachru Upendra, "Strategic Management: Concepts and Cases", Excel Books, New
6
Delhi.
Barney Jay, "Gaining & Sustaining Competitive Advantage", 2nd Edition, Prentice
7
Hall, New Delhi.
Renee Mauborgue, W. Chan Kim, Blue Ocean Strategy, Harvard Busines Review,
8
2005.
Nag A, "Strategic Management - Analysis, Implementation & Control", Vikas
9
Publishing House, 2011.
Kazmi & Kazmi, "Strategic Management and Business Policy", 4th Edition, Tata
10
Assessment:
Internal 40%
Semester end 60%
BUSINESS ETHICS & CORPORATE GOVERNANCE :

Marks

Ethics seeks to resolve questions of human morality by defining concepts such as good and evil,
right and wrong, virtue and vice, justice and crime. As a field of intellectual inquiry, moral
philosophy also is related to the fields of moral psychology, descriptive ethics, and value theory.
―Corporate governance‖ is the term used to refer to the policies and processes by which a
corporation (or other large, complex institution) is controlled and directed. It refers especially to
the way power and accountability flow between shareholders, boards of directors, CEOs, and
senior managers. By using a stakeholder management framework this module stresses on the
social and ethical responsibilities of business to both internal and external groups of stakeholders.
The module also shows how moral and ethical considerations are involved in public issues facing
organisation‘s and the decision making processes of managers.

1
to students.
experience.
Conduct / Policies.
Course Outcomes:
Understand the importance of instilling the desired ethical value

CO1 Understanding culture in the organisation to be able to follow as an integral aspect of
business.
Assume best global practices and will learn to engage with
CO3 Analysing stakeholders in creating a differentiated value proposition based on
ethics management systems.
Determine the importance of robust corporate governance processes
CO5 Evaluating
and review mechanism done by Lokpal, CAG, Judicial process, RTI
etc.
CO6 Evaluating governance on company‘s reputation and the respect its brand fetches
in the market place.
Understand vedic and Gandhian principle of trusteeship and its
CO7 Understanding
relevance to modern businesses.
Role Of
Critical
Commu Self In
Subject Leadershi Innovati And Global
nication Org
Code : p on Analytical Perspective
Skills And
GM 304 Thinking
Society
Business
Ethics and
Corporate PO1 PO2 PO3 PO4 PO5 PO6
Governanc
e
CO1 3 2 3
CO2 3 3 2 3
CO3 3 2 3 3
CO4 3 2 3
CO5 3 2 3
CO6 3 2 3
CO7 3 2 3
CO8 3 2 3
Course Contents:
Content CO Mapping to the

Sr. No
Topics
Introduction: Evolution of Morality, Ethics Values and its CO1, CO6,CO7
1
impact on Human Societies.
Role of Religion, Theology, Political beliefs, and Philosophy CO1, CO3, CO4
2
in Influencing Societal behavior.
Gandhian Principles of Trusteeship and its relevance in CO1,CO7
modern times and its relevance in modern times.
3
Impact of Indian culture and Gandhian thoughts and learning
which can be adopted -Swadeshi, Sarvodya and Antodaya.
Relevance of Ethics in Business in a Global Environment: CO1, CO6, CO8
4 Globalization & Ethics, why ethics can be a differentiating
factor, Building Trust, Reputation Management.
5 Creating a robust Ethics Management Framework: Leadership CO4, CO6, CO8
rules, POSH, Human rights and Social Accountability,
6 Internal reporting systems, Deployment of Values , Reporting
, Reward and Punishment for breaches
Creating an Ethics Template: Stakeholder Accountability.
Ethical Organization: Grooming Ethical Leaders/ Managers: CO1, CO2, CO3, CO6
Embedding Ethics and Integrity in decision making process
7
across the value chain for conducting responsible businesses
for the societal good.
8 Learnings from Global Organizations. CO1, CO4, CO5
9 Internal Organization DNA – Compliance to Commitment. CO1, CO2, CO6
10 Evolution of Corporate Governance Process in the World. CO5, CO8
Governance, Controls and Risk Management: Implementing CO3, CO4, CO5
11 CG: Corporate Control strategies, Risk Management, CG
Assurance process.
Creating a robust Ethics Management Framework: Leadership CO1, CO6, CO8
12 rules, POSH, Human rights and Social Accountability,
Internal reporting systems, Deployment of Values , Reporting
, Reward and Punishment for breaches
Global Regulatory and Governance Framework: SOX, CO5, CO8
13
SEBI,RBI, etc
Creating a value based organization & ecosystem: Social CO2, CO3, CO6
14
responsibility of Business, being good is good for business
Built To Last: How value-based organizations are able to ride CO1, CO2,CO3, CO4,
14 the ups & downs in the environment both global & local CO5, CO6, CO7, CO8
companies.
Reference Texts:
The Essential Book of Corporate Governance – G.N.Bajpai – 1st Edition-2016- Sage

1
Publications.
2
3
Macmillan-2006.
Cases in Corporate Governance – Wearing Robert- SAGE Publications Ltd; First
4 edition (May 24, 2005).
Good Works! – Phillip Kotler, David Hessekiel. Nancy Lee- Audiobook, July 26,
5 2016.

7
8

10
Assessment:
Internal 40%
Semester end 60%
ADVANCED FINANCIAL MANAGEMENT:
Title of the Subject / course : Advanced Financial Management-100 Marks
Credits : 4Duration : 40Hours
This subject aims to provide an in depth understanding and application of financial management
functions of a business organization. It gives insights about how investment, financing and
dividend decisions of a finance manager play an important role in maximizing the value of an
organization in addition to knowledge and application of risk management strategies in the
current global business environment.

1 To impart in depth knowledge and understanding about financial management concepts and
practice in the areas of investment planning ,financing options and capital structuring
decision making with a view to maximise value of a business firm.
2 To develop capacity to evaluate a company and use of techniques for valuation of securities.
3 To gain an understanding about project financing and infrastructure financing concepts and
application.
4 To gain knowledge about risk mitigation strategies in the current dynamic global business
environment.
Course Outcome:
Understand the concept of financial planning and forecasting for

CO1 Understanding
assessing financing needs and valuation.
Develop an optimum capital structure for a company by using capital
CO2 Applying structure theory.
Apply free cash flow and Adjusted Present Value approach to valuation.
CO3 Applying
Examine issues related to project appraisal & financing including
CO4 Analysing infrastructure financing.
Assess role, functions and methodology of intermediaries including
CO5 Evaluating investment banks and credit rating agencies.
CO6 Analysing Analyse concept and mechanics of securitization process.
Analyse risks faced by business organization in the current volatile
CO7 Analysing global business environment and suggest ways of mitigating them.
Course Outcomes (CO) Mapping to AOL goals:
Critical Role Of
Communi Global
CODE : And Self In
Leadership Innovation cation Perspecti
F304 Analytical Org And
Skills ve
Thinking Society
Advanced
Management
CO1 2 3 2 2
CO2 2 3 2 2
CO3 3 2 2
CO4 3 2 2
CO5 3 2 2
CO6 3 2 2
CO7 3 2 2
Course Contents:
CO Mapping to the
Sr. No Content Topics
Financial Analysis and Planning: - Analysis of financial CO1
1 statements, What and why of financial planning, Proforma
financial statements – Financial modeling case study,
Assessment of external financing requirement
Capital Structure: - The basic concept. Leverage and firm CO1
2 value, Capital structure theory - NI,NOI ,MM ,Pecking
order, Signaling theory, Costs of financial distress,
Optimum capital structure – Case study
Valuation and capital budgeting for the levered firm CO3
3 :Adjusted Present Value Approach, Free cash flow to
equity Approach, Weighted Average Cost of Capital
Method
Bond Valuation :Types of Bonds, Inflation and interest CO3
4
rates, Determinants of Bond Yields, Valuation of Bonds
Stock Valuation:Basic issues in valuation of equity, CO3

5 Methods of valuation – DCF approach, Dividend Discount
model, Relative Valuation
Project Financing and Appraisal:Sources of Long term CO4

6 Finance, Forecasting project cash flows, Project Appraisal
with Sensitivities.
Infrastructure Financing :Basic Issues in Infrastructure CO4

7 Projects, Financing Options and challenges, Types of risks,
Tariff Fixation
8 Investment Banking: Role and Functions of Investment CO5

Banks, Raising funds- IPO,FPO, Private Placement,
External funding options, Credit Rating Agencies and
Methodology of Rating, Securitization
Risk Management in a Global Scenario :Measuring and CO6,CO7

managing translation, transaction and economic exposure,
9
Designing ways of mitigating risks through production,
marketing and financing strategies
Reference Texts:
Brealey, R.A., Myers, S.C., Allen, F. and Mohanty, P., 2012. Principles of corporate
1
finance. Tata McGraw-Hill Education.
Brigham, E.F. and Houston, J.F., 2015. Fundamentals of financial management. Cengage
2
Learning. (13th edition)
3 Shapiro, Alan C. "Multinational Financial Management" - 9th edition (2012).
4 Chandra, P., 2011. Financial management. Tata McGraw-Hill Education.
Chandra, P., 2017. Projects: Planning, Analysis, Financing Implementation and Review,
5
8th edition
Assessment:
Internal 40%
Semester-end 60%
CORPORATE VALUATION, MERGERS AND ACQUISITIONS:
Corporate Valuation and Mergers & Acquisitions-
100 Marks

Corporation valuation is a process and a set of procedures used to estimate the economic value of an owner's
interest in a business. Valuation is used by financial market participants to determine the price they are
willing to pay or receive to perfect the sale of a business.
Mergers and Acquisitions (M&A) is a general term used to describe the consolidation of companies or assets
through various types of financial transactions, including mergers, acquisitions, consolidations, tender
offers, purchase of assets and management acquisitions as an aspect of strategic management. M&A allows
enterprises to grow or downsize, and change the nature of their business or competitive position.
1 To familiarize the students with the contemporary approaches to Corporate Valuation.
2 To impart basic knowledge of how mergers and acquisitions take place?
To understand how M&A deals are implemented from the proposal to the valuation stage which
3
includes integration, dealing with regulatory hurdles and opportunities.
Course Outcome:
C Applyi Identify issues involved in M&A and its implementation.
O1 ng
C Analysi Analyse the process of identification of a target company by looking at profit margins,
O2 ng geographicalLocation, customer base etc.
C Evaluat Determine components of the valuation process.
O3 ing
C Creatin Construct valuation model by using (1) DCF analysis, (2) comparable company analysis, and
O4 g (3) precedent transactions.
C Evaluat Determine legal framework and tax issues.
O5 ing
Role Of
Critical
CODE : Self In
FIN 302 Leadership Innovation Org
And
Thinking
Society
Corporate
Valuation &
Mergers & PO1 PO2 PO3 PO4 PO5 PO6
Acquisitions
CO1 3 2 2
CO2 2 3 2 2
CO3 3 2 2
CO4 3 2 2
CO5 3 2 2
`Course Contents:
CO Mapping to
Sr. No. Content the Topic
Overview of Valuation: Approaches to valuation, valuation process, CO2,CO4

1
use of valuation, information needed for valuation.
Financial Statements, leverage and working capital from valuation CO2,CO4
2
perspective.
Calculation of valuation inputs: Risk measurement, looking for CO2,CO4
3
relationships in data, cost of capital, FCFF and FCFE, growth rates.
Discounted approaches to valuation: Discounted Cash Flow CO2, CO4
Valuation: a) Basics, b) Estimating Inputs, c) Discount Rates, d)
4 Growth Flows, e) Growth Patterns. Dividend Discount Model: a)
Constant growth model, b) Zero growth model, c) Two stage model, d)
H model, e) Three stage model.
Other Non-DCF valuation models : Relative Valuation Model : a) CO2, CO4
5 PE, b) PEG, c) Relative PE ratio, d) Enterprise value multiples, e)
Choosing the right multiples.
Introduction to Mergers & Acquisitions: Different types including CO1
6 slump sale, demerger, spin offs, LBOs, MBOs and buy ins, regulatory
considerations, takeover code, M&A process.
M & A valuation: Inputs to valuation model, calculation of the value of CO2, CO4
the company, estimating cost of capital, exchange ratio and its impact on
7
the EPS of the receiving company, valuation of company, valuing
synergies.
Deal structuring and financial strategies: Payment and legal CO3
8
considerations, tax and accounting considerations.
Alternative business restructuring strategies: Joint ventures, strategic CO2
9
alliances.
Reference Texts:
Overview of Valuation: Approaches to valuation, valuation process, use of valuation,

1
information needed for valuation.
Valuation Tools: An overview The Time Value of Money, Risk Measurement, Accounting data,
2 Statistics, Looking for Relationships in the Data Purposes For Valuation.
3 Financial Statements, leverage and working capital from valuation perspective.

Calculation of valuation inputs: Risk measurement, looking for relationships in data, cost of
4
capital, FCFF and FCFE, growth rates.
Discounted approaches to valuation: Discounted Cash Flow Valuation: a) Basics, b) Estimating
Inputs, c) Discount Rates, d) Growth Flows, e) Growth Patterns. Dividend Discount Model: a)
5
Constant growth model, b) Zero growth model, c) Two stage model, d) H model, e) Three stage
model.
Other Non-DCF valuation models : Relative Valuation Model : a) PE, b) PEG, c) Relative PE
6
ratio, d) Enterprise value multiples, e) Choosing the right multiples.
Introduction to Mergers & Acquisitions: Different types including slump sale, demerger, spin
7
offs, LBOs, MBOs and buy ins, regulatory considerations, takeover code.
M&A Process: developing strategy, identification of a target company/ companies, information
8 exchange, valuation and synergies, offer and negotiation, due diligence, purchase agreement, deal
closure and integration.
Tax and Accounting aspects of merger, Goodwill impairment, Reverse merger, Sec 72A of
9
Income Tax Act.
Legal aspects:Analysis of Proposal by the Companies, Determining Exchange Ratios, Approval
10 of Board of Directors, Approval of Shareholders, Consideration of Interests of the Creditors,
Approval of the Court.
11 Other applicable sections of laws: Competition Act, Indian Bankruptcy code.
M & A valuation: Inputs to valuation model, calculation of the value of the company, estimating
12 cost of capital, exchange ratio and its impact on the EPS of the receiving company, valuation of
company, valuing synergies, Valuation in Acquisitions.
13 Alternative business restructuring strategies: Joint ventures, strategic alliances etc
14 Case study discussion
Assessment:
Internal 40%
Semester end 60%
SECURITY ANALYSIS AND PORTFOLIO MANAGEMENT:
Security Analysis and Portfolio Management-100
Marks

SAPM is designed to teach the fundamentals of Portfolio Management. It covers all aspects of securities
market, portfolio management and performance evaluation of securities and portfolio. It discusses the risk
return of an individual investor, it also persist how investment in securities market is evaluated based on
Fundamental and Technical analysis. It discusses application of Modern Portfolio Theory, analysis of active
and passive investment strategies along with efficiency of financial markets and uses of derivatives in
portfolio management.
1 To impart understanding of security analysis and portfolio management.
2 To identify risk and return relationship with essence or diversification.
To help understand how to select stocks and make a portfolio which balances the risk return
3
relationship.
4 To measure portfolio performance and use it for selection of optimal portfolio.
Course Outcome:
CO Analysin Examine alternatives available for investment.

1 g
CO Analysin Analyse the equities and bonds by correlation coefficient, expected return and variance of
2 g return.
Assess to measure risk and return for single and multi-asset portfolio using fundamental
CO Evaluatin
analysis,
3 g
Technical analysis, investor behaviour analysis.
CO Analysin Analyse portfolio performance measures like sharpe index, Treynor index, Jensen‘s
4 g measure etc.
CO Evaluatin Assess strategies followed by investment practitioners.
5 g
Role of
Critical
CODE : Self in
FIN 303 Leadership Innovation org
and
Thinking
society
Security
Analysis &
PO1 PO2 PO3 PO4 PO5
Portfolio
Management
CO1 3 3 2 2
CO2 3 2 2
CO3 3 2 2
CO4 3 2 2
CO5 3 3 2 2
Course Contents:
CO
Sr. No Content Mapping to
the Topic
CO1
1 Introduction to Securities, Investment Setting, Investor Behaviour Analysis.
Risk And Return - Risk and return in each asset class - equity, fixed income, CO3
MF etc., - Simple determination of stock market price using time value of
money - simple one period and multi period case. - Return on common stock
under uncertainty, for a single stock Expected Return, Variance of Return,
Concept of probability Distribution of Returns, - Co-movement of two Assets
2 returns, Measuring of Covariance definition and Simple Numerical Example,
Correlation Coefficient, - Co-movement of two Assets returns, Measuring of
Covariance definition and Simple Numerical Example, Correlation
Coefficient, - Two asset portfolio case, expected return and variance of returns
of a Two asset Portfolio Simple Numerical Example and Graphical
Illustration, - Diversification of Risk, Systematic and Unsystematic risk.
CO4
3 Security Market Indicators - Index.
Modern Portfolio Theory - General N-asset Portfolio Problem, Marches CO5
Model: Objectives Function and Constraints, Meaning of Efficient Frontier /
4
Set, Concept of CML (Capital Market Line), Concept of Market Portfolio,
Risk Free rate, Borrowing and Lending rates.
Sharp's Single Index Or Market Model: - How Asset Returns move with the CO4
market. - Slope of security Market Line (SML), - Properties of any asset on
5
the line., - Assumptions and some empirical evidence of CAPM, - Arbitrage
pricing theory - Introduction.
Capital Asset Pricing Model: - Statement of CAPM. - Slope of security CO4
6 Market Line (SML), - Properties of any asset on the line. Assumptions and
some empirical evidence of CAPM, Arbitrage pricing theory – Introduction.
Efficient Market Hypothesis (Emh) : - Random walk theory, - Weak, Semi- CO4
7 Strong and Strong form, - Empirical Evidence of EMH, Anomalies in the
markets: Firm Size Effect, January Effect, Monday Effect.
Hedging, speculation and managing risk - return balance - Effect of taxation
on investment decision, permissible deductions, exemptions, tax free CO5
investments, tax lots and loss harvesting Asset allocation basics - as per IPS,
tolerance definitions, substitution rules Weighted average cost of capital,
8 portfolio beta and risk premium, - Using fundamental analysis for security
selection and technical analysis for timing of orders, - Investor behavior
analysis - cyclic nature, need induced decisions, tax dependencies, risk and
return expectations, modeling using intelligence derived from behavioral
analysis.
Portfolio Performance Measures - Sharp Index, - Treynor Index, - Jensen's CO5
9
Measure, - Empirical Test of Mutual Fund Performance & EMH.
Reference Texts:
Fischer, D.E. and Jordan, R.J., Security analysis and portfolio management. Prentice Hall. - 5th
1
revised edition (1991)
Chandra, P., 2017. Investment analysis and portfolio management. McGraw-Hill Education. -
2
5th edition
3 Achelis, S.B., 2013. (2nd edition) Technical Analysis from A to Z. New York: McGraw Hill.
Edwards, R.D., Magee, J. and Bassetti, W.C., 2018. Technical analysis of stock trends. CRC
4
press.
Assessment:
Internal 40%
Semester end 60%
CORPORATE LAWS:
Title of the Subject / course : Corporate Laws-100 Marks


Corporate laws include laws governing the rights, relations, and conduct of persons, companies,
organizations and businesses. It refers to the legal practice relating to, or the theory of corporations.
Corporate laws describe the laws relating to matters which derive directly from the life-cycle of a
corporation. It includes Company Law of 2013, SEBI law and its regulations, FEMA, IBC etc.
To familarise students with different corporate laws applicable for doing the business
1
in India.
To help students develop an ability to understand, analyse and interpret the applicable
2
corporate laws which affects the functioning of the business.
To help students develop an understanding of the legal and regulatory aspects in
3
mitigating legal risks to the business.
Course Outcome:
CO Analysi Examine the legal rules and principles for an effective management of the company.
1 ng
Analysi Examine applicable sections of Companies Act, SEBI Act, FEMA, Money Laundering Act,
CO
ng Recovery of Debts Act, IBC, NBFC law, related to the legal and institutional framework of
2
the company.
Analysi Analyse the implications of the non- adherence of the applicable sections of Companies
CO ng Act, SEBI Act,
3 FEMA, Money Laundering Act, Recovery of Debts Act,IBC ,NBFC law, rules and
regulations.
CO Analysi Examine the ethical issues involved in non-adherence to the laws.
4 ng
Analysi Examine reforms in the bankruptcy and insolvency regimes are critical for improving the
CO
ng business
5
Environment and alleviating distressed credit markets.
Critical Role Of
CODE : FIN- Leadershi And Communic Global Self In
Innovation
304 p Analytical ation Skills Perspective Org And
Thinking Society
Corporate Laws PO1 PO2 PO3 PO4 PO5 PO6

CO1 2 2
CO2 2 2
CO3 2 2
CO4 2 2
CO5 2 2
Course Contents:
CO Mapping to the
Sr. NO Content
Topics
Overview of Companies Act, 2013 - Introduction to Companies CO1,CO2,CO4
Act, 2013, Incorporation of a Company, Kinds of Companies,
Directors: Appointment and Qualifications of Directors, Duties and
1
Liabilities of Directors, Management of a Company, - Meetings,
Committees, Salient features of Issue of Capital, Fund Raising of
Capital, Salient features of Winding up of a Company.
Overview of Securities Contract Regulation Act 1956. - SEBI Act CO2,CO4
1992, - Depositories Act 1996, - SEBI (Issue of Capital &
2 Disclosure Requirement Regulations, - 2009) SEBI Mutual Fund
Regulations, - SEBI Insider Trading Regulations, SEBI Takeover
Code 2011.
CO3,CO4
3 Overview of FEMA 1999 – Salient Features.
Overview of Foreign Exchange Management (Current Account CO1,CO2,CO4
4
Transaction) Rules, 2000).
CO1,CO2,CO4
5 Overview of Prevention of Money Laundering Act.
Overview of The Recovery Of Debts Due To Banks And Financial CO3, CO4
Institutions Act, 1993 (DRT), - The Securitisation And
6
Reconstruction Of Financial Assets and enforcement Of Security
Interest Act, 2002 (SARFESI).
7 Overview of law relating to NBFC (S/45 (I) of RBI Act 1934). CO3, CO4
8 Overview of Insolvency & Bankruptcy Code (IBC) of 2016. CO4, CO5
Reference Texts:
Patwari, I., 2017. Bank Mergers and Acquisitions: A Comparative Analysis of the Banking
1
Regulation Act, 1949 with the Companies Act, 2013.
2 Means, G., 2017. The modern corporation and private property. Routledge. 2nd edition
3 Iyer, V.L., 2001. Taxmann's SEBI Practice Manual. Taxmann Allied Services.
4 Agarwala, S.N.L., 2003. Assessment of Business Profits. TAXMANN PUBLICATIONS PVT LTD.
Khilnani, D.T., Foreign Exchange Management Manual Based on FEMA 1999 - 35th edition 2019
5
(Snow White Publications Pvt Ltd.).
6 NBFC – Taxmann 23rd edition (2019)
7 Corporate Laws by Dr Anil Kumar – International Book House Ltd - 8th edition (2019)
8 Raghuvanshi, R.S., 2006. NBFCs-Formation, regulation & remedies.
Assessment:
Internal 40%
Semester end 60%
CORPORATE TAX PLANNING & FISCAL POLICY:

Title of the Subject / course : Corporate Tax Planning & Fiscal Policy -100
Marks

Fiscal policy means the use of taxation and public expenditure by the government for stabilization or growth
of the economy. Corporate tax planning is based on the Fiscal Policy of India for that financial year.
1 To understand applicable sections of Income tax Act of 1961, for corporate tax planning.
2 To understand the rationale for the scheme of the law to understand its role in fiscal policy.
Course Outcome:
CO1 Analysing Examine the role of Direct and Indirect taxes in the Economy.
Explain the importance of Fiscal policy in the Country‘s economy
CO2 Analysing
Analyse the contents of the Provisions as well as important judgments rendered by
CO3 Evaluating the courts in dealing with Corporate Taxation.
Interpret the contents of the Provisions as well as important judgments rendered by
CO4 Evaluating the courts in dealing with Corporate Taxation.
Construct legally permissible tax planning avenues of corporate taxation.
CO5 Creating
Critical Role Of
CODE :
And Communication Global Self In
FIN 305 Leadership Innovation
Analytical Skills Perspective Org And
Thinking Society
Corporate
Tax
Planning
and Fiscal
Policy
CO1 3 2 2
CO2 3 2 2
CO3 3 2 2
CO4 3 2 2
CO5 3 2 2
Course Contents:
CO Mapping to the
Sr. No. Content
Topics
Company as Taxable Entity - Distinguishing Features, when compared CO1, CO2, CO3
1
with other Taxable Entities.
Study of Sections Specific to Companies : For example : 2(8); 115B; 72A; CO3, CO4
2
73; 79, etc (To be updated with Annual Finance Act)
CO3, CO4, CO5
3 Tax Planning for Companies - Under the heads Capital Gains & Business.
Taxation of Foreign Company (Brief Overview), international taxation CO3, CO4, CO5
4
transfer pricing etc.
Important Case Law on Tax Planning vis Tax Evasion and other relevant CO4, CO5
5
Cases related to Companies.
6 Tax Planning through Strategic Exercises like Amalgamation and Mergers. CO5
7 Overview of Goods and Services Tax (GST). CO5
8 Trends of Fiscal Planning in India - Brief Overview. CO5
9 Tax Laws/ Union Budget: Direct & Indirect tax. CO1, CO2
10 Public Debt, Deficit Financing. CO3
Reference Texts:
1 Bare Text of Direct Tax Laws & GST Act applicable for the year.
2 New Delhi, I., 2013. Government of India. Ministry of Health & Family Welfare.
3 Laws, D.T.C., Notifications, D.T., Laws, I.T.C., Notifications, I.T. and Calendar, C., 2018. Content.
Singhania, M. and Dastaru, V., 2012. Taxation of cross border mergers & acquisitions: Vodafone–
4
Hutch deal.
5 Agrawal, A.N., 2015. Indian Economy. New Age International Pvt.
Assessment:
Internal 40%
Semester-end 60%
ADVANCED BANKING:

Title of the Subject/course : Advanced Banking-100 Marks

This course aims at updating the students with a broad knowledge of financial markets, financial
instruments and institutions.
To aim at giving a broad exposure and knowledge of latest development in

1
Banking, various regulatory aspects and evaluation of Banks' Performance.
2 To give a broad overview on Trade Finance and its various components.

To ensure familiarity of students with important aspects of the Bank impacting
3 profitability like, IRAC Norms, Asset Recovery, Treasury, Capital Adequacy and
Risk Management.
Course Outcomes:
Understanding Understand the latest developments in Banking Industry including

CO1 Digital Banking, various regulatory aspects and how to evaluate a
Bank's Performance.
Analyzing Analyze the causes of Non-Performing Assets and their impact on a
CO2
bank‘s balance sheet.
Understanding Explain the significance of Capital Adequacy in Banks & the pillars of
CO3
Basel II & III.
Analyzing Analyze the Foreign Exchange & Treasury function as a center of
CO4
profitability, Risk Management, and the role of ALM in Banks.
Understanding Explain the significance and importance of Trade Finance, lending
CO5
norms/credit norms and IRAC norms.
Role Of
Critical And Communic
Innovatio Global Self In
Subject Code : Leadership Analytical ation
n Perspective Org And
FIN 306 Thinking Skills
Society
Advanced
Banking
CO1 2 3 2
CO2 2 2 2 2
CO3 2 2 2 2
CO4 2 3 2
CO5 2 2 2
Course Contents:
CO Mapping to the
Sr. No Content
Topic
Evaluation of Bank Performance - Comparison of Banks' Balance Sheets CO1
1
and interpretation.
Banking Sector Reforms - from 1991 till date, various committe CO1
2
recommendation
Credit - Various aspects - Modes of Charging Securities, Assessment of CO1, CO5
3
Working Capital and Term Loan, Credit Monitoring
Basics of Foreign Exchange - Buying & Selling rates, Cross rates, Spot CO4
4
and forward.
5 Capital Adequacy and Basel Norms - Basel I, II & III essential features. CO3
6 Treasury Management - Role & functions of treasury. CO4
7 Asset Liability Management (ALM) - Impact of ALM on profitability CO4
Risk Management - Credit & Operational Risks - Credit, Market and CO4
8
Operational Risks
9 IRAC Norms - Recovery Management. CO5
Trade Finance - Various aspects, open account D/P, D/A Bills, Letter of CO5
10
Credit.
Syndication & Euro Currency Market - Euro Currency credit, Euro Bonds, CO1
11
Foreign Bonds.
12 Vigilance and Fraud Detection - Control and compliance. CO1
13 Digital Banking and E-Commerce - Past, Present and near future. CO1
14 Legal Aspects of Banking - N. I. Act, IBC - SARFAESI, DRT CO1
Reference Texts:
Bank Management, By Timothy W. Koch and S. Scott Macdonald (Thomson Asia , Singapore) -
1
(7th Edition)
Basics of Banking for Freshers by B. B. Bhattacharyya, Himalaya Publishing House (2014
2
Edition)
3 Financial Institutions and Markets by Meir Kohn / Oxford University Press - (2nd Edition)
Financial Markets and Institutions by Anthony Saunders and Marcia Millon Cornett/Tata
4
Mcgraw-Hill -(6th Edition)
The Indian Financial Systems by Bharati V Pathak published by Dorling Kindersley (India) Pvt.
5
Ltd. - (5th Edition)
6 Legal Aspects of Banking Operations - IIBF
7 Advanced Bank Management - IIBF (MacMillan) - (2017 Edition)
8 Treasury & Risk Management - IIBF (2017 Edition)
Assessment:
Internal 40%
Semester end 60%
DERIVATIVES & RISK MANAGEMENT:
Title of the Subject / Course : Derivatives and Risk Management-100 Marks


Derivatives are financial instruments that have values derived from other assets like stocks, bonds, or
foreign exchange. Derivatives are sometimes used to hedge a position (protecting against the risk of an
adverse move in an asset) or to speculate on future moves in the underlying instrument.
This subject introduces students to the different sources of risk which can be quantified and managed by
corporates and financial institutions. It teaches how these risks are hedged using derivative instruments.
1 To study different types of derivatives that can be used for risk management.
To study the basic mechanisms of forwards, futures, swaps and options, how they
2 are priced and the strategies for hedging and speculation by using each of these
derivative products.
Course Outcome:
CO Analyse element of risk in financial instruments and transactions.

Analysing
1
CO
Creating Propose appropriate hedging instruments like futures, options, swaps.
2
CO Evaluatin Determine pricing of an option instrument using Black-Scholes, Binomial pricing
3 g models.
CO Assume knowledge of risk management models to identify and manage financial risk.
Analysing
4
CO Formulate trade in derivatives in the financial organization trading in securities.
Creating
5
Role Of
Critical
CODE : Self In
And
Thinking
Society
Derivatives
and Risk
Management
CO1 2 2 3 2
CO2 2 2 3 2
CO3 3 2
CO4 3 2
CO5 3 2
Course Contents:
CO Mapping to
Sr. the Topic
Content
No
Introduction to Derivatives - a) Exchange Traded Markets, OTC Markets, Size of CO1

the Markets, b) Basic properties of Options/Futures/Forwards, c) Application of
1 Derivatives - for Hedging & Speculation (Leveraging), d) Overview of Indian
Derivatives Market, e) LEFO or Building Blocks Approach to Financial
Engineering.
CO1
Futures Markets: a) Mechanics of Futures Markets, b) Hedging Strategies using
2 Futures - Short Hedges, Long Hedges, Basis Risk, Cross Hedging, Hedging an
Equity Portfolio, Hedging in India.
Interest Rates: a) Types of Rates, Swap Rates, Risk-Free Rate. Measuring Interest CO1, CO2, CO3
3 Rates, Zero Rates. b) Bond Pricing, c) Forward Rates, d) Forward Rate
Agreement (FRA), e) Theories of Term Structure of Interest Rates,
Determination of Forward and Future Prices: a) Forward price as an Investment CO1, CO2
Asset, b) Valuing Forward Contracts, c) Futures prices on Stock Indices, d)
4
Forwards and Futures Contracts on Currencies, e) Cost of Carry, f) Futures Prices
and Expected Spot prices.
CO1, CO2, CO3
Interest Rate Futures: a) Treasury Bonds Futures, b) Eurodollar Futures, c)
5
Duration, d) Duration based Hedging using futures.
CO1, CO2, CO3

Swaps: a) Mechanics of Interest Rate Swap, b) Valuation of IRS, c) Fixed for
6
Fixed Currency Swap and Valuation, d) Credit Default Swaps.
Mechanics & Properties of Options : a) Boundary Conditions for options, b) Put- CO1, CO2, CO3
call parity and its interpretation, c) Options sensitivity to the underlying volatility,
7
d) strike price, e) Interest rate, f) Time to expiration.
Basic Option Strategies: a) Single Option and a Stock, b) Spreads, c) CO1, CO2, CO3
8
Combinations.
CO1, CO2, CO3
Trading: a) Directional Strategies (A Call/Put/Bull Call/Spread etc.), b) Volatility
9 based strategies (Straddle/Strangle/Calendar Spread), c) Economic Rationale
behind spreading.
CO1, CO2, CO3
10 Risk Management : a) Protective put, b) Covered Call
Introduction to Options Valuation : a) Binomial Trees, Weiner Process an Ito's CO1, CO2, CO3
Lemma, b) Assumptions about how stock prices move, c) Expected return
11 volatility from historical data, d) Volatility, e) Estimating, f) Binomial Model for
Valuation, g) Black Scholes Merton Pricing Formulas, h) Risk Neutral Valuation,
i) Implied Volatilities, j) Dividends.
Understanding Options Greeks : a) Delta/Theta/Vega & Gamma risks of options, CO1, CO2, CO3,
b) Understanding option Greeks for various trading strategies (volatility and CO4, CO5
Directional Spreads), c) Delta/Dynamic Hedging and relating the cost of Delta
12 hedging with the option price determined by Black & Scholes - Model. d)
Elasticity (Beta) of an option in the CAPM framework. This would "clarify" the
"risk return" profile (which is often misunderstood for various options trading
strategies).
Options Volatility : a) Historical & Implied Volatility, b) Volatility Smile, c) CO1, CO2, CO3,
Term Structure of Volatility, d) Some advance Models of volatility estimation, e) CO4, CO5
13
Value At Risk, f) Historical Simulation, g) Model Building Approach, h) Stress
Testing & Back Testing.
Interest Rate Options : a) Bond Option, b) Interest Rate Caps and Floors, c) CO1, CO2, CO3,
14 CO4, CO5
European Swaption, d) Hedging Interest Rate Derivative
Indian Rupee Dollar OTC Options : a) Call Spreads, b) Range Forwards, c) Sea- CO1, CO2, CO3,
15 CO4, CO5
Gull Structure, d) Call Options.
CO1, CO2, CO3
16 Exotic Derivatives
Reference Texts:
Options, Future & Other Derivatives, 10e by John C Hull & Shankarshan Basu. Pearson; Tenth
1
edition (30 May 2018)
2 Fundamentals of Futures and Options Market, 9e by John C Hull (2018)
Derivatives - Principles and Practice by Sundaram and Das - McGraw Hill Education; First
3
edition (1 July 2017)
Financial Derivatives - Theory, Concepts and Problems by S L Gupta - PHI; New title edition (30
4
December 2005)
5 Financial Derivatives by S S S Kumar - PHI Learning (21 January 2007)
Applied Derivatives - Richard J Rendleman, Jr (Special focus on Chap 2 - PUT-CALL Parity,
6
Chap 3 & 4 - Binomial Option Pricing Models) - Wiley-Blackwell (11 January 2002)
7 Option Volatility & Pricing - Sheldon Naten Berg - Wiley; 1st edition (19 October 2012)
8 The New Options Market - Max Ansbacher - Wiley; 4th edition (January 15, 2000)
Derivatives - The Wild beast of Finance - Alfred Steinherr - John Wiley & Sons; Revised,
9
Subsequent edition (5 April 2000)
Derivatives & Risk Management - Rajiv Srivastava - Oxford University Press; 2nd edition (16
10
April 2014)
Derivatives & Risk Management - Sundaram Janakiramanan - Pearson Publications 1st edition (27
11
January 2011)
Assessment:
Internal 40%
Semester end 60%
STRATEGIC COST MANAGEMENT:
Title of the Subject / course : Strategic Cost Management-100 Marks


Strategic Cost Management is the application of cost management techniques that simultaneously improve
the strategic position of a firm and reduce costs.
Strategic Cost Management (SCM), primary importance is given to constant improvement in the product to
provide better quality to its target customers. It is an essential part of the value chain that covers every facet
such as purchase, design, production, sales and service.
To introduce strategic cost management concepts with a strong focus on cost reduction and long
1
term profit maximization.
To enable students to develop cost strategies that are financially feasible and yield adequate
2
financial returns.
3 To decide the right cost strategies for long term competitive advantage.
4 To monitor the success of these strategies and meet strategic objectives.
Course Outcome:
CO1 Analysing Examine the important ‗Strategic Cost ‗management tools and techniques to
make long term strategic business decisions.
CO2 Applying Apply the ‗Responsibility Accounting‘ concept for performance evaluation, using
‗Transfer Pricing ‘technique for inter department/intercompany material transfers
to maintain overall profitability of the organization
CO3 Applying Apply the ‗Activity based costing‘ tool to avoid under/over costing of overheads
and to measure total cost accurately.
CO4 Evaluating Evaluate the importance of ‗Value chain‘ in measurement of cost by doing value
chain analysis.
CO5 Applying Apply the concept of ‗Target costing‘ in the competitive market to decide the
selling price.
CO6 Applying Apply the ‗Balance score card‘ concept in the overall performance (financial and
nonfinancial) of an organization.
Role Of
Critical
CODE : Self In
And
Thinking
Society
Strategic Cost
Management
CO1 2
CO2 3 2
CO3 2 3
CO4 2
CO5 2 3 2
CO6 3 2
Course Contents:
CO Mapping
Sr. No Content
to the Topic
1 Introduction to Strategic Cost Management. CO1
Value Chain Analysis- Implications of value chain in decision CO4
2
making and long-term Cost management
Activity Based Costing-Concept of cost & activity driver. Activity CO3
3
Based Management
Lean Costing: Concept, application to accounting process, lean CO1
4 performance measurements, and financial reports for lean
operations.
Product Life Cycle Costing, Target Costing, Business Process CO5
5
Engineering- Theory of constraints.
Objective Based Costing, Cost Reduction and Strategy based CO2
6
Responsibility Accounting System and Transfer Pricing
Balance Score card - concept prospective and limitations, CO6
7 establishing objectives and performance measures in different
perspectives of balance score card.
Costing and Strategies: Blue ocean and red ocean strategy, Judo CO1
8
strategy, Edge strategy, three box strategy.
Reference Texts:
Cost Accounting- A Managerial Emphasis- Charles Horngren Srikant Datar, Madhav

1
Rajan - Pearson; 16th edition (February 4, 2017).
Cost Management- A Strategic Emphasis by Blocher, Chen Cokins & Lin. 3rd/4th
2
edition 2004 Tata McGraw Hill Publication
Strategic Cost management- The New Tool for competitive advantage- John Shank
3
& Vijay Govindrajan- Free Press (2008)
Advance Management Accounting- Robert Kaplan & Anthony Atkinson.- 3rd
4
edition (1998) Prentice Hall Publication
5 Additional Reading: Harvard Business Publishing
a. Competitive advantage- Michael Porter
b. Evolution of time driven Activity Based Costing- Robert Kaplan & David Norton
c. Balance score card- Measures that drive performance-Robert Kaplan & David
Norton.
Assessment:
Internal 40%
Semester end 60%
FIXED INCOME SECURITIES:
Title of the Subject / course : Fixed Income Securities-100 Marks


Fixed Income Securities is an important part of the financial market globally. It includes multiple types of
financial products including bonds, swaps, and other products dependent on interest rate as their key risk
factors. This subject would help students understand the concepts related to fixed income that are widely
used in the industry.
1 To introduce key concepts in understanding fixed income instruments.

To learn tool for valuing and modelling risk exposures of fixed income securities
2
and fixed income derivatives.
Course Outcome:
C Identify different types of fixed income instruments and their characteristics

Appl
O
ying
1
C Eval Determine value of different fixed income securities present value factor, YTM spot curve by
O uatin using discountrate and forward curve by multiplying the spot rate by the ratio of interest rates
2 g and adjust for the time until expiration.
C Eval Assess risks from fixed income securities by using sharpe ratio, standard deviation, beta, VaR
O uatin etc.
3 g
C Compare passive and active fixed income portfolio management techniques.
Anal
O
ysing
4
C Eval Evaluate types of fixed income products.
O uatin
5 g
Role Of
Critical
CODE : Self In
And
Thinking
Society
Fixed
Income
Securities
CO1 3 2
CO2 3 2
CO3 3 2
CO4 2 3 2
CO5 2 3 2
Course Contents:
CO
Sr. No Content Mapping to
the Topic
Introduction to Fixed Income Market and Fixed Income Securities - Bonds - CO1
1 Various types, Preferred Stock, Mortgage based Securities, Asset backed
Securities
2 Interest Rate Determinants CO2, CO3
Understanding Basics Of Bonds Mathematics: - Yield to Maturity/Yield to Call, - CO2, CO3
3 Spot Rates/Forward Rates and Par Yield, - Bootstrapping Process for Zero Curve,
- Yield Curve slope and the theory
Interpreting Bond Yields - Bond values overtime, forward contracts/forward rate CO2, CO3
4 agreements, risk measurement - delta, risk measurement - gamma, yield curve
developments.
Understanding Duration and Convexity - Measuring Duration and Convexity of CO2, CO3
5 bonds, - Duration of Par /Discount /Premium Bonds, - Duration Analysis, - M
Square & Key Rate Duration, - Barbelle, Ladder & Bullet Strategy
Bond Management Strategies - Active and Passive Management Strategies, CO2, CO3
6 Classical and Contingent Immunisation, Duration Based Asset Liability Risk
Management.
Overview of Interest Rate Derivatives - Interest Rate Futures - T-bill & T-bond CO1
7 Futures, Duration Based hedging using Futures - Interest Rate Options . -
Forward Rate Agreement, Caps/Floor/Collar, Caplet –Floorlet-Swaplet Parity
Interest Rate Swaps - Forward Rate Agreements (FRAs), Basics Of Swaps, CO4, CO5
8 Valuation of Swaps ( Fixed Side), Forward/Amortising/Asset Swaps, Valuing a
Swap during its Life
Reference Texts:
Fabozzi, F.J. ed., 7th edition 2016. The handbook of mortgage-backed securities. Oxford
1
University Press.
2 Sundaresan, S., 3rd edition 2009. Fixed income markets and their derivatives. Academic Press.
3 Flavell, R.R., 2010. Swaps and other derivatives (Vol. 480). John Wiley & Sons.
Assessment:
Internal 40%
Semester end 60%
HUMAN RESOURCES SPECIALISATION (SEMESTER III)
SEMESTER III
CORE COURSES

hours
GM International Business 20 x 2 hrs 40 Hours 100 4
302 each
GM Strategic Management 20 x 2 hrs 40 Hours 100 4
303 each
GM Business Ethics & Corporate 20 x 2 hrs 40 Hours 100 4
304 Governance each
MAJOR COURSES

hours
HR 301 Training & Development 20 x 2 hrs 40 Hours 100 4
each
HR 302 Competency based H.R. Management & 20 x 2 hrs 40 Hours 100 4
Performance Management each
HR 303 Labour Laws, Industrial & Employee 20 x 2 hrs 40 Hours 100 4
Relations & Alternate Dispute each
Resolution
HR 304 Management of Change, including 20 x 2 hrs 40 Hours 100 4
Organisation Development each
HR 305 Technology in H. R. - HRIS, ERP, HR 20 x 2 hrs 40 Hours 100 4
Analytics each

hours
HR 306 Global & Strategic H.R. Management 20 x 2 hrs 40 Hours 100 4
each
HR Advanced Total Rewards Management 20 x 2 hrs 40 Hours 100 4
307 each
HR 308 Organisation Theory, Design & 20 x 2 hrs 40 Hours 100 4
Structure each
HR 309 Developing Teams & Effective 20 x 2 hrs 40 Hours 100 4
Leadership each


significance in the modern economy and global business environment , especially the post covid – 19
scenario. IB encompasses – exports, imports, third country trade, barter, investments , technology transfers
, alliances, joint ventures , subsidiaries etc . The subject would cover practical aspects and operational
challenges of undertaking IB in different geographies /countries , company specific strategies for market
entry, PESTLE analysis , geo –political challenges, compliance to rules and regulations , adhering to global
regulatory requirements stipulated by governments, WTO, regulatory bodies, Trade blocks etc . How do
organizations develop a competitive advantage and value proposition for its Stakeholders thereby creating
a Sustainable organization Learnings from successful MNC‘s and Global players .Students would get
conceptual understanding and practical knowledge of real life global business environment and prepare
them to be business ready
Course Objectives:
To understand how trade is done at global level and how it attempts to bring all the countries together
1
for the purpose of doing business.
To understand effects of globalization by understanding the integration the economies of different
2
countries.
3 To understand and comprehend roles of International business organisations in International business.

4
sustainability.
Course Outcomes:
CO1 Applying Develop a thorough understanding of the real global business environment using
PESTLE.
CO3 Analysing Analyse and respond to the local and global market place challenges using EPRG and
Hoffstede Model.
Formulate business strategies in the complex global, social & legal environment.
CO4 Creating
Discuss the globalization route towards enhancing return on investment, optimal use of
CO5 Creating
resources and capacity optimization.
Role
Critical
Of Self
And
Thinking
Society
International
Business
CO1 2 3
CO2 3 2 3
CO3 2 3 3
CO4 2 3 2 3
CO5 2 3 2 3
Course Contents:
CO Mapping to the
Sr. No Content
Topic
Introduction: Objective and Scope, importance and current trends, CO 1
1 domestic business v/s international business, reasons for international
business - For Corporate and Country, Modes of entry and operations.
PESTEL Analysis and its Impact on International Business: Risk CO1,CO2
2
Analysis, Decisions to overcome or managing risks.
3 Framework by Prof. Pankaj Ghemawat, Culture and Leader Effectiveness:
The GLOBE Study.
4 Modes of Entry : Market/Country Entry Strategic Alliances / JV / M&A CO1 CO2, CO3, CO4

5 Investment, Offshore Banking, Foreign Exchange Dealings and numerical
in business, Resource Mobilization through portfolio/GDR/ADR
Multinational Corporations: Structure, system and operation, advantages CO2, CO3, CO4
and Disadvantages - Case discussion, Current opportunities of Indian
6 MNCs and Case discussion, Issues in foreign investments, technology
transfer, pricing and regulations, international collaborative arrangements
and strategic alliance.
Globalisation: Concepts and practice, role of global organisation and CO1, CO2, CO3, CO4,
global managers, stages of building global companies and CO5
7
competitiveness, global competitive advantages of India - Sectors and
Industries.
International Organisations and their role in international business: WTO, CO1, CO2, CO3
8
World Bank, ADB, IMF and others.
Regional Trade Agreements and Free Trade Agreements (RTA and FTA) CO1, CO2, CO3
9
: NAFTA, EC, ASEAN, COMESA, LAC, Others
Investment Decisions : Drivers of FDI – Special emphasis on emerging CO5
10 markets, Offshore Banking, Forex Management – ADR-GDR‘s- EU
bonds
WTO Regional Trade Agreements : Building Blocks of WTO, Major CO1, CO2, CO3,
11
agreements of WTO
Management of Multinationals : Organization Structure –Matrix – CO2, CO3, CO4
Geographic-Product, International HRM-Expatriate Management-Staffing
12 of Subsidiaries, Integration Responsive Models, Types of subsidiaries &
Control of subsidiaries, Global manufacturing and supply chain,
Optimizing of Supply chain & Offshoring V/S Outsourcing
Reference Texts:
ANANT, K.S. and BLACK, J.S., 1996. The international business environment: text and cases.
2
Prentice-Hall.
Hill, C.W. and Hernández-Requejo, W., Global business today. New York: McGraw-Hill Irwin.
3
McGraw-Hill Higher Education; Global edition of 7th revised edition (November 1, 2010)
Ferraro, G.P., - The cultural dimension of international business - Pearson; 6 edition (October 9,
4
2009)
Cullen John, B. and Praveen, P.K.,Multinational Management. A Strategic Approach.- South-
5
Western College Pub; 6 edition (April 16, 2013)
Assessment:
Internal 40%
Semester end 60%


Strategic Management provides overall direction by developing plans and policies designed to achieve
objectives and then allocating resources to implement the plans.
Strategic Management is a core subject which enables the students to gear up for understanding how
strategies are required in every walk of life with respect to their individual domain working area and
focusing on the science of the business by setting up systems ,so that the business works smoothly This
subject also connects all the functions of the business viz Marketing-Finance-HR-IT and operations stream ,
thus gives a broader picture to run the business effectively using Business Integration Process model as a
tool.

1
2
4
Course Outcome:
CO1 Applying Identify changes in consumer behavior & market, leading to market opportunities.
CO4 Creating
framework.
Role
Critical
Of Self
GM-303 Analytical Skills Perspective
And
Thinking
Society
Strategic
Management
CO1 3 3
CO2 2 3 3 3 2 2
CO3 2 3 3 3 2 2
CO4 3 3 3 2 2
CO5 2 3
Course Contents:
Sr. CO Mapping to
Content the Topic
No
Introduction to Strategic Management, Strategic Management Process: CO1
1
Vision, Mission, Goal, Philosophy, Policies of an Organisation Strategy.
Strategy as planned action, its importance, Process and advantages of CO1
2 planning Strategic v/s Operational Planning, Strategy Choices &Hierarchy
of Strategies.
External & Industry Analysis: General Environment, Industry/Competitive CO1
4 Environment, Identifying industry's dominant features, Porter's Five Forces
of Competitive Analysis, Analytics Tools: EFE Matrix and CPM.
Internal Analysis : Assessment of Company Performance, Management & CO3
5 Business Functions Framework, Other Frameworks for Organisational and
Internal Analysis, Analytical Tool : IFE Matrix
Strategy Analysis and Formulation Tools: TOWS strategy, SPACE Matrix, CO1, CO2, CO3,
6 BCG Matrix, IE Matrix, GE - McKinsey Matrix, Grand Strategy Matrix, CO4
Strategy Mapping and The Balanced Scorecard.
Strategy Choices : Hierarchy of Strategies, Types of Strategies, Porter's CO2
Generic Strategies, Porter value chain analysis, Competitive Strategies and
strategies for different industries and company situations, Strategy
7
Development for Non-profit, Non-business oriented organisations,
Mckinsey's 7 S Model : Strategy, Style, Structure, Systems, Staff, Skills
and Shared values.
Growth Accelerators: Business Web, Market Power, Learning based. CO2
8 Management Control, Elements, Components of Management Information
Systems.
Strategy Evaluation and Control: Performance Measurement and CO4
9
Monitoring.
Other Topics: Social Responsibility, Environmental Sustainability, Value CO2,CO3,Co4
11 Chain Analysis, Economic Value Added (EVA), Market Value Added
(MVA), Strategic Issues in a Global Environment.
Mergers & Acquisitions CO1, CO2, CO3
12
Globalization & JV CO1, CO2,CO3
13
Ninza Business Academy Model CO4, CO5
14
Ansoff Matrix CO1
BIPM Model
Presentations CO4, CO5
15
Presentations
Presentations CO1, CO2, CO3,
CO4, CO5
Presentations
Reference Texts:
1
Pierce & Robinson, "Strategic Management: Formulation, Implementation & Control", 9th Edition,
2
Tata McGraw Hill, New Delhi.
David Fred R, "Strategic Management: Concepts & Cases", 10th Edition, Pearson - Prentice Hall,
3
New Delhi.
Hit, Ireland, Hoskisson & Manikutty, "Strategic Management: A South - Asian Perspective", 9th
4
Edition, Cengage Learning, Delhi.
5 Johnson & Scholes, "Explaining Corporate Strategy", 6th Edition, Pearson Education, Delhi.
Barney Jay, "Gaining & Sustaining Competitive Advantage", 2nd Edition, Prentice Hall, New
7
Delhi.
Nag A, "Strategic Management - Analysis, Implementation & Control", Vikas Publishing House,
9
2011.
Kazmi & Kazmi, "Strategic Management and Business Policy", 4th Edition, Tata McGraw Hill,
10
New Delhi.
Assessment:
Internal 40%
Semester end 60%
BUSINESS ETHICS & CORPORATE GOVERNANCE :( 100 MARKS)

Marks

Ethics seeks to resolve questions of human morality by defining concepts such as good and evil, right and
wrong, virtue and vice, justice and crime. As a field of intellectual inquiry, moral philosophy also is related
to the fields of moral psychology, descriptive ethics, and value theory. ―Corporate governance‖ is the term
used to refer to the policies and processes by which a corporation (or other large, complex institution) is
controlled and directed. It refers especially to the way power and accountability flow between shareholders,
boards of directors, CEOs, and senior managers. By using a stakeholder management framework this
module stresses on the social and ethical responsibilities of business to both internal and external groups of
stakeholders. The module also shows how moral and ethical considerations are involved in public issues
facing organisation‘s and the decision making processes of managers.

1
to students.
experience.
Conduct / Policies.
Course Outcomes:
Understand the importance of instilling the desired ethical value culture in

CO1 Understanding
the organisation to be able to follow as an integral aspect of business.
Assume best global practices and will learn to engage with stakeholders in
CO3 Analysing creating a differentiated value proposition based on ethics management
systems.
Determine the importance of robust corporate governance processes and
CO5 Evaluating
review mechanism done by Lokpal, CAG, Judicial process, RTI etc.
CO6 Evaluating
governance on company‘s reputation and the respect its brand fetches in the
market place.
Understand vedic and Gandhian principle of trusteeship and its relevance to
CO7 Understanding
modern businesses.
Course Outcomes (CO) Mapping with the AOL goals:
Critical And Role Of Self

Subject Communic Global
Leadership Innovation Analytical In Org And
Code : GM ation Skills Perspective
Thinking Society
304
Business
Ethics and
Corporate
Governance
CO1 3 2 3
CO2 3 3 2 3
CO3 3 2 3 3
CO4 3 2 3
CO5 3 2 3
CO6 3 2 3
CO7 3 2 3
CO8 3 2 3
Course Contents:

No the Topics
Introduction: Evolution of Morality, Ethics Values and its impact on Human CO1, CO6, CO7
1
Societies.
Role of Religion, Theology, Political beliefs, and Philosophy in Influencing CO1, CO3, CO4
2
Societal behavior.
Gandhian Principles of Trusteeship and its relevance in modern times and CO1, CO7
its relevance in modern times.
3
Impact of Indian culture and Gandhian thoughts and learning which can be
adopted -Swadeshi, Sarvodya and Antodaya.
Relevance of Ethics in Business in a Global Environment: Globalization & CO1,CO6,CO8
4 Ethics, why ethics can be a differentiating factor, Building Trust, Reputation
Management.
Creating a robust Ethics Management Framework: Leadership commitment, CO4,CO6,CO8
Code of Conduct, Supplier Codes, Anti-Bribery rules, POSH, Human rights
5
and Social Accountability, Internal reporting systems, Deployment of
Values , Reporting , Reward and Punishment for breaches
6 Creating an Ethics Template: Stakeholder Accountability. CO1,CO2,CO3, CO6
Ethical Organization: Grooming Ethical Leaders/ Managers: Embedding CO1,CO2,CO3, CO6
7
Ethics and Integrity in decision making process across the value chain for
conducting responsible businesses for the societal good.
8 Learnings from Global Organizations. CO1,CO4,CO5
9 Internal Organization DNA – Compliance to Commitment. CO1,CO2,CO6
10 Evolution of Corporate Governance Process in the World. CO5,CO8
Governance, Controls and Risk Management: Implementing CG: Corporate CO3,CO4,CO5
11
Control strategies, Risk Management, CG Assurance process.
Creating a robust Ethics Management Framework: Leadership commitment, CO1,CO6,CO8
Code of Conduct, Supplier Codes, Anti-Bribery rules, POSH, Human rights
12
and Social Accountability, Internal reporting systems, Deployment of
Values , Reporting , Reward and Punishment for breaches
13 Global Regulatory and Governance Framework: SOX, SEBI,RBI, etc CO5,CO8
Creating a value based organization & ecosystem: Social responsibility of CO2,CO3,CO6
14
Business, being good is good for business
Built To Last: How value-based organizations are able to ride the ups & CO1,CO2,CO3,CO4,
14 CO5,CO6,CO7,CO8
downs in the environment both global & local companies.
Reference Texts:
The Essential Book of Corporate Governance – G.N.Bajpai – 1st Edition-2016-

1
Sage Publications.
2
3
Macmillan-2006.
Cases in Corporate Governance – Wearing Robert- SAGE Publications Ltd;
4
First edition (May 24, 2005).
Good Works! – Phillip Kotler, David Hessekiel. Nancy Lee- Audiobook, July
5
26, 2016.
7 The Ethics of management – Larve Tone Hosher.
8 What is Ethical in Business by Verne E. Henderson- McGraw Hill (1992) .
10 Gandhian Philosophy - Sarvodaya Publications.
Assessment:
Internal 40%
Semester end 60%
TRAINING & DEVELOPMENT:
Title of the Subject/course : Training & Development- 100 Marks

Training & Development course is designed to blend strong conceptual understanding of organizational
T&D architecture with insights on contemporary best practices and latest trends in the field of Training &
Development. It is designed to facilitate an appreciation of the role of T&D in performance improvement
contexts of individuals and teams.
1 To understand the difference between learning, training & development.

2 To assess training needs through various methods and tools.
3 To learn about the ADDIE model and various tools & techniques used in training.
To understand various modes of training using technology including E-Learning,
5
WBT etc.
6 To measure and evaluate training outcome.
7 To understand various methods used in supervisory & management development.
To understand why outsourcing training is deployed, including its cost benefit
8
analysis.
Course Outcomes:
Understand the concepts, theories of training and its linkage with learning with
CO1 Understanding
development.
CO2 Understanding Demonstrate understanding of the Learning Cycle, analysis of Training needs.
Apply the knowledge gained to develop training Design/structure, module
CO3 Applying structures, delivery in the learners‘ environment.
Understands how to evaluate the effectiveness of training.
CO4 Applying
Understanding Demonstrate strong belief that Training, Learning, would be the sustainable
CO5 competitive edge for success of an organization.
Understanding Understand approaches how to view Learning & Training, with an investment
CO6
mind-set.
Course Outcomes (CO) mapping to the AOL goals:
Role
Critical
Of Self
HR-301 Analytical Skills Perspective
And
Thinking
Society
Training &
Development
CO1 1 2 2 1
CO 2 1 2 2 1
CO3 3 2 3 3 2
CO4 2 2 3 3
CO5 2 2 2 1
CO 6 2 2 2 1
Course Contents:
Sr. CO Mapping to
Content
No the Topics
1 Introduction to Human Resource Development. CO1, CO2, CO4
Overview of Training in Organizations :Role of training, structure of training CO1, CO2, CO4
2 Planning for Training and Development, Management of Training function, Need
assessment, Evaluation, Organization of Training.
3 Learning organization(s). CO1, CO2
Principles of Adult Learning: Learning Styles, Self-Generated Learning, CO1, CO2,CO3

4
Experiential Learning, Motivation & Performance.
Training Administration: training budget, budget training programs, design training CO1, CO2,CO3
5 calendar /schedules), Designing and executing Training inputs, Establishing
Learning Objectives, Developing Training Modules, Role of ‗Active Training‘
6 Training Need assessment and linking with performance gap improvement. CO1, CO2,CO3
7 Competency modeling and mapping. CO1, CO2
8 Designing Training Modules. CO1, CO2
9 Implementation of Training. CO1, CO2
10 Traditional training methods. CO1, CO2, CO4
11 E-learning and use of technology in Training. CO3
12 Satellite Based Training, Outbound Training. CO3

CO2, CO5
Fusion Methodology: Theatre, Art, Music as methodologies
13
The World as a Classroom.
CO1, CO2, CO3,
14 Training evaluation, Cost Benefit Analysis and RO.
CO4
15 Management Development. CO5, CO6
16 Planning & Organizing conferences, seminar etc. Training Audit.

CO5, CO6
Reference Texts:
Nick, B.P., 2008. Effective Training: Systems, Strategies and Practices. Pearson
1
Education India.
Blanchard, P.N., 2006. Effective Training, Systems, Strategies, and Practices, 4/e.
2
Pearson Education India.
Noe, R.A., Hollenbeck, J.R., Gerhart, B. and Wright, P.M., 2017. Human resource
3 management: Gaining a competitive advantage. New York, NY: McGraw-Hill
Education.
Assessment:
Internal 40%
Semester end 60%
COMPETENCY BASED HRM & PERFORMANCE MANAGEMENT:

Competency based HRM & Performance
Title of the Subject/course :
Management – 100 Marks

The course has been developed to equip potential HR Managers to choose the right candidate for a particular
job and also to see that the candidate performs well in his assigned job role. This course envisions students‘
developing knowledge and skills for measuring the performance vis-a-vis and expectations from employees
over a period of time, gaining an idea of how the annual review and appraisal process takes place, to
generate the kind of work environment to attract and retain talented workforce in the company.
To understand the relationship between managerial Competence, proficiency level

1
and performance management systems in organizations
To understand various elements, processes and systems of PMS in an organization

2 and the related contemporary / emerging challenges in the increasingly competitive,
global work environment
To enable students to gain a good conceptual and practice grounding of Competency

3 based Management Systems and its relatedness to other Management and Leadership
Development processes and the overall Performance levels of the organization
To understand the importance of Managerial and People competence and how to

5 intervene accordingly in the context of Performance Management in an
organizations
To identify deeper and meaningful understanding of the PMS architecture and its
6 strategic context and linkages, and the current and emerging challenges (including
hyper competition, global connect and related phenomena)
To understand Competency based approach to HRM in general and PMS processes in

7 specific (focus on Performance Measurement, Planning, Review and Development,
Management and Leadership Development), including ethical and other challenges
8 To understand how to intervene in an organizational PMS context
Course Outcomes:
Understand the linkages of PMS with other HR processes/systems ( both downstream

Understanding
and upstream)
Develop deeper understanding of competency based approach to HRM and PMS
Applying processes
Demonstrate application of PMS architecture (elements, concepts, processes &
Applying systems), in the strategic context of the organization
Demonstrate application of how to intervene (in the PMS) in different organizational
Applying contexts
Design a PMS process, factoring integrating of competency based architecture..
Understanding
Construct relationship between Managerial & People competence, with the PMS of an
Applying organization.
Role Of
Critical
Self In
And
Thinking
Society
Competency
based H.R.
Management
&
Performance
Management
CO1 2 3 2
CO2 2 2 3 2 2 2
CO3 2 3 2 3
CO4 3 2 3 3 2
Course Contents:
Sr. CO Mapping
Content
No to the Topics
1 Objectives and Process of PA, Performance Management Systems. CO1, CO3
2 PMS, PA —Objectives, issues and challenges. CO1, CO3

CO1, CO2,
3 Roles, JD and PA Methods of Performance Appraisal
CO3
4 Performance Appraisal Systems, Structures, Forms etc CO3
CO1, CO2,
5 Measurement, Metrics, Balanced Score Card - PMS
CO3
6 Process and Documentation of PA, including Assessment. CO1, CO3
7 Normalization, Appraisal Communication. CO3, CO4
8 Appraisal Interview- Performance Feedback and Counseling. CO3, CO4
9 PA and Career Development. CO3, CO4

CO1, CO2,
10 Legal and Ethical Perspectives in PA.
CO3
Concepts of competence, competency at work: Types of Competencies- CO1, CO2,
11 Behavioral, Technical: Competency Description, Dictionary, and Proficiency CO3
Levels.
Designing competency framework- Measuring or Mapping Competencies, CO5, CO6
12
Dictionaries, Behaviorally Anchored Likert Scales etc
PA and linkages - Assessment Centre, Development Centers: Crafting AC‘s and CO5, CO6
13 DCs, Running AC‘s and DC‘s- Tools, Instruments etc: Assessment, Assessors –
issues and challenges: IDP, Participant Feed backing Process.
Reference Texts:
1 McShane, S.L., Steen, S.L. and Tasa, K., 1992. Canadian organizational behaviour. Irwin.
Seema, S., 2005. The Handbook of Competency Mapping Understanding, Designing And
2
Implementing Competency Models In Organizations.
Shermon, G., 2004. Competency based HRM: A strategic resource for competency mapping,
3
assessment and development centres. Tata McGraw-Hill Education.
Noe, R.A., Hollenbeck, J.R., Gerhart, B. and Wright, P.M., 2017. Human resource management:
4
Gaining a competitive advantage. New York, NY: McGraw-Hill Education.
5 Armstrong, M., 2006. Performance management: Key strategies and practical guidelines.
Assessment:
Internal 40%
Semester end 60%
LABOUR LAWS, INDUSTRIAL RELATIONS, EMPLOYEE RELATIONS & ALTERNATE
DISPUTE RESOLUTION:

Title of the Subject/course : Labour Laws, Industrial Relations, Employee
Relations & Alternate Dispute Resolution- 100
Marks

This course offers both theoretical and practical introduction to some key concept, processes and practices
associated with Employment relationships in Indian context. The objective of the course is to help learners
develop thorough understanding of key players in any industrial relations system-workers, employers, trade
unions, employer organizations and the state - while illuminating how these are constantly interacting at
times in cooperative at other times in conflict mode. The course also aims to shed light on the specifics and
modalities of various Industrial and labour laws as obtained in our country- prominent among them being
Industries Dispute Act, Contract labour ( R & A) act 1970, P.F. act, ESI Act etc.
To understand the nature and importance of Labour Laws and related statutes
1
including their history, Preamble Basic provisions & Case laws.
To familiarize students with the principles & practices of dealing with "worker,
2
workman, employee" as per the Statute.
3 To study the recent amendments in Labour laws.
4 To highlight Labour Laws that have implications in Industrial Relation (IR)
Course Outcomes:
Understand important Labour Laws ( in India) , including definitions

CO1 Understanding
of important terms & inputs on compliances( including implications
of non-compliance)
CO2 Understanding Understand definitions of key terms, chapters, sections and connect
with important Case Laws.
CO3 Understanding Understand Employee Relations, Industrial Relations & Collective
Bargaining
CO4 Understanding Understand Industrial Disputes, Adjudication, Arbitration,
Conciliation.
Understanding Understand the strategic relationship between peaceful & productive
CO5 Union/Labour-Management&
Organizational success/Unit competitiveness.
Critical Role Of
CODE : And Communication Global Self In
HR-303 Analytical Skills Perspective Org And
Thinking Society
Labour
Laws,
Industrial
Relations,
Employee
Relations
and
Alternate
Dispute
Resolution
CO1 2 2 1
CO 2 1 3 2 1
CO3 1 2 2 2
CO4 3 2 1
CO5 1 1 3 2 2 2
Course Contents:
CO Mapping to
Growth & development of IR: History & development of IR, Pre CO1, CO2,CO3
1 independence, Post-independence, Post Liberalization, Globalisation and its
impact, Role of ILO
IR issues in Organizations: IR Definitions - Different approaches to IR - CO1, CO2,CO3
Functional approach - Systems approach & Dunlop‘s Contribution - Oxford
2
Model - HR approach - Comprehensive IR model of internalist &externalist
approach.
Management of Conflicts related to IR and methods of resolution: Union CO1, CO2, CO3,
recognition - Conditions for effective Collective Bargaining (CB) and CO4
3 process of CB.
- Adjudicating & Proceedings under ID Industrial Disputes (IC Act) & the
role of Government
Workers Participation in Management: Experiences of Germany, France & CO1, CO2, CO3,
4 Britain - Indian experience - Workers Participation & Collective Bargaining CO5
- Suggestion schemes - Kaizen, Quality circles, TQM - ISO
Labour Laws: The Codification of Laws: Industrial Disputes Act - Trade CO1, CO2, CO3,
Unions Act / MRTU & PULP Act - Shops and Establishments Act - CO4
5 Standing Orders Act
- Factories Act - Workmen‘s Compensation Act - Contract Labour
Regulation and prohibit Act - Apprentice Act
CO1, CO2, CO3,
Payment of Wages Act: Minimum Wages Act - ESI Act - Gratuity Act -
6 CO5
Provident Fund Act
CO1, CO2, CO3,
Collective Bargaining: Case Laws - Collective Bargaining and Management
7
of Trade Unions - Productivity linked union agreements
CO1, CO2, CO3,
8 EFI - Pathways to Excellence Model CO4, CO5
Reference Texts:
Mamoria, C.B., Mamoria, S. and Gankar, S.V., 2008. Dynamics of Industrial Relations. Himalaya
1
Publishing House.
Sarma, A.M., 1984. Industrial Relations: Conceptual & Legal Framework. Himalaya Publishing
2
House.
Mathur, A.N., 1991. Industrial Restructuring and Union Power: Micro-Economic Dimensions of
3
Economic Restructuring and Industrial Relations in India. International Labour Organization.
Kelly, J., 2012. Rethinking industrial relations: Mobilisation, collectivism and long waves.
4
Routledge.
5 Poole, M., 2013. Industrial relations: origins and patterns of national diversity. Routledge.
6 Website : www.clo.org, www.cfi.org.
Assessment:
Internal 40%
Semester end 60%
MANAGEMENT OF CHANGE, INCLUDING ORGANIZATION DEVELOPMENT:

Title of the Subject/course : Management of Change, including
Organization Development- 100 Marks

Management of change is a concept that denotes the importance of managing human emotions and
employee concerns when major changes are made in an organization. Organizational Development refers
to a component of a major company overhaul designed to fix an ineffective workplace.
To develop understanding of the challenges, techniques, burdens, and successes

1
associated with initiating and implementing major changes within organizations.
2 To prepare prospective managers to meet the challenges of organizational changes.
Course Outcomes:
CO1 Applying Develop understanding of Change Management to solve organization performance

gaps.
CO2 Analysing Compare the advantages and disadvantages of different approaches to Change ( Org
Transformation, BPR, Innovation, OD)
CO3 Applying Develop understanding of OD based Change Management, including enabling
values, & diagnostic tools
CO4 Understanding Understand the different interventions, including at individual, Team and
Organization levels.
CO5 Understanding Understand the profession and values of an OD practitioner and discover how to
engage in internal and external Client Partnership.
Role Of
Critical
Self In
And
Thinking
Society
Management
of Change
including PO1 PO2 PO3 PO4 PO5 PO6
Organization
Development
CO1 2 2 2 2 2
CO2 2 2 3 2 2
CO3 2 2 3 3 2 1
CO4 2 3 3 3 2 2
CO5 3 2 3 3 3 2
Course Contents:
CO Mapping
Sr. No Content to the Topics
CO1
The Process of Change, Creativity & Innovation: Organizational Change,
Definition & Key Dimensions, Factors that Promote Change, Creativity &
1 Innovation, Theories of Innovation and Levels & Types of Innovation, The age of
Creativity, Creativity & National prosperity, Creative Industries & potential for
growth.
CO1, CO2
The Individual – Promoting Critical Thinking: Cognitive factors -Implications for
CO3, CO4
HRM, Personality TraitsImplications forHRM, Knowledge. Explicit& Implicit,
2
Informal and Tacit, Knowledge for creativity - Implications for HRM,
Motivation – Types of Motivation.
CO1, CO2,
The Group – Nurturing Team Work: Difference between groups and teams, Team CO3, CO4
Development process, Blind conformity, Group Think, Social loafing. longevity,
3 task, Resourcing of the team, Team composition. Team processes–Action
processes. Brainstorming. Electronic Brainstorming. Nominal Group Technique
(NGT). Trust–Conflict – Team cohesiveness.
Defining Leadership, Difference between Managers and Leaders, Ingredients of CO1, CO3,
Leadership, Behavioral approaches to Leadership, Managerial Grid, Contingency CO4
4 theories Fiedler model, Hersey Blanchard situational theory, Transformational and
transactional leadership.
CO1, CO2,
5 The Balanced Score Card – Value Creation and Performance management. CO3, CO4
CO1, CO3
Organizational Structure – work specifications, departmentalization, chain of
command, span of control, centralization and decentralization, Formalization.
6
Situational factors–Corporate Strategy, Organizational Size and Environmental
uncertainty. Structural forms – Traditional and contemporary forms
CO1, CO3,
Organizing for change, creativity and innovation -Goal Setting and reward
CO4, CO5
Systems. Evaluation. Resources – Sufficient resourcing. Systems of
7
Communication. Principles of creativity and innovation. Do strong, cohesive
cultures hinder innovation?
CO1, CO3,
The Organization – Managing Process of Change: Change and Organizations, CO4, CO5
Change Drivers, People and Change, the problem of resistance, Organizational
8 Development approach to change, Situational Approach to Change Management,
Political process approach to change management, Processual perspective for
understanding change. Studying change over time.
Reference Texts:
Pettigrew, A.M. and Whipp, R., 2001. Change management for competitive success.
1
Infinity Books.
Paton, R.A. and McCalman, J., 2008. Change management: A guide to effective
2
implementation. Sage.
Bhattacharyya, D.K., 2010. Cross-cultural management: text and cases. PHI Learning
3
Pvt. Ltd.
4 Websites : www.isabs.org, www.ntl.org, www.odalternatives.org
Assessment:
Internal 40%
Semester end 60%
TECHNOLOGY IN HUMAN RESOURCES - HRIS, ERP, HR ANALYTICS:
Title of the Subject/course : HRIS, ERP, HR Analytics- 100 Marks

Technology has impacted and will influence the Human Resources processes, systems and profession.
Technology is also beginning to provide considerable flexibility to organizations in nature and methods of
deploying the human resources. The quantum leap in the generation of data needs to be processed &
managed, for delivering value to stakeholders. This course is designed to provide knowledge & insights of
the HRIS, ERP and HR analytics process cycle, develop skill proficiency in applying Quantitative/&
Qualitative tools & visualize, extract and convert into useful People related information, for generating
actionable outcomes.
To understand how technology has impacted and will influence the Human
1
Resources processes, systems and profession.
To explore concepts, frameworks and the applications of embedding Technology in
2
HRM.
To explore how employee and managerial behavior, is being impacted due to the
3
increasing pervasiveness of Technology.
Course Outcomes:
Understand how technology has impacted and will influence the Human Resources
CO1 Understanding
processes, systems and profession.
Apply the concepts to understand how Technology is embedded in HRM.
CO2 Applying
Understand how employee and managerial behaviour, is being impacted due to
CO3 Understanding
increasing pervasiveness of technology
Understand how technology is providing flexibility to organizations in work design
CO4 Understanding & deployment of work force , while enabling employees better manage their work-
life balance.
Understand how Technology is influencing the process design of most HR
CO5 Understanding function‘s processes, leveraging the Digital shift & the Internet backbone enabling
employees better manage their work-life balance & optimize the related fixed cost.
Role Of
Critical
Self In
And
Thinking
Society
HRIS,
ERP,HR PO1 PO2 PO3 PO4 PO5 PO6
Analytics
CO1 2 3 1
CO2 2 3 2
CO3 2 3 2 1
CO4 1 2 3 2 1 2
CO5 2 2 3 3 2 2
Course Contents:
CO Mapping to
Sr. No Content
the Topic
1 Introduction and overview. CO 1
2 Technological competence building in HR professionals. CO 1
3 Evolution of Technological environments and HR applications. CO2

Application of Internet and Intranet Technologies-Introduction & CO2
4
Overview.
5 Design, Selection, Enhancement of HRIS. CO 2
Application of HR Analytics in Talent Acquisition, Performance CO2, CO3

6 Management, Talent Management, Succession Planning and Learning and
Development.
7 Mobile based Learning, Big Data, Business Analytics and HR Analytics. CO2, CO3, CO4
8 Privacy and Security issues, Risk Management. CO4, CO5
Reference Texts:
Fitz-Enz, J., 2010. THE NEW HR ANALYTIC Predicting the Economic Value of
1
Your Company‘s Human Capital Investments.
2 Smith, T., 2013. HR Analytics: The what, why and how. Numerical Insights LLC.
Edwards, M.R. and Edwards, K., 2019. Predictive HR analytics: Mastering the HR
3
metric. Kogan Page Publishers.
Assessment:
Internal 40%
Semester end 60%
GLOBAL & STRATEGIC HUMAN RESOURCE MANAGEMENT:
Title of the Subject/course : Global & Strategic HRM- 100 Marks

This course is designed for understanding the concept and the range of Systems, Processes and Practices
(encompassing Organizational, Business & Functional strategies.) The lens for developing this
understanding would be more strategic and the geographical foot print would be Global. The course will
examine what are/could be the likely impact of the above three levels of Strategy on & HR/Human Capital
Management approaches.
To provide the students with an understanding the global footprint of the HRM
1
processes, alignment between Business Strategy and HRM Strategy.
To provide a Strategic lens to view all key HRM processes, factoring the perspective
2 at the enterprise level, as conceptualized by Senior/Top Leadership , while keeping
in view the opportunities and threats posed by the environment.
To learn the building blocks of HR strategy formulation and implementation in
3 domestic &global scenarios, covering key HRM processes across the employee life
cycle and/or the sub systems of the HRM function.
Course Outcomes:
CO1 Understanding Understand of how to think strategically.

Develop understanding of the differences between HRM from Strategic HRM,
CO2 Understanding
including well known frameworks.
CO3 Understanding Understand how to align Global and local HRM strategies with a Glocal result.
CO4 Understanding Relate strategic HRM with Organisational/Business Strategy.
Relate how the shaping of the workforce is influencing Global companies, with
CO5 Understanding
appropriate choices in strategic HRM approach.
Role Of
Critical
Self In
And
Thinking
Society
Global &
Strategic PO1 PO2 PO3 PO4 PO5 PO6
HRM
CO1 2 2 3 3 3 1
CO2 2 2 3 2 2 1
CO3 2 3 3 2 2 1
CO4 2 2 3 3 2 2
CO5 2 2 3 3 3 2
Course Contents:
CO Mapping
Overview - Future of Work & Strategy - Business Strategy and Organizational CO1, CO2,
Capability -What is strategy, Role of Strategy, Vision ,Mission, Values, CO3, CO4
Objectives, Goals.-What is strategic thinking ,Business and Strategy alignment,
Competitive Strategy --Ambition beyond resource availability: concept of
1
Strategic Intent. - The Strategic Management Process & Strategic Decision
Making - Strategic fit, leverage and stretch, strategic flexibility and Learning
organization -Role of Board of Directors, Top Management, Senior
Management, Strategy Office in Strategic Management
Environmental Analysis: Environmental Profile, Scenario Building & Planning CO1, CO2
- Environmental scanning techniques-ETOP, QUEST,SWOT,TOWS - Michael
Porters Model of Industry Analysis -Analysis of Internal Environment,
Resource Audit, Resource and Competition -Human capital as a resource:
2
Resource based view of HR Strategy -(RBV) - Value Chain Analysis; Core and
Distinctive Competencies, Sustainable Competitive Advantage - Strategic
approach to Organization Culture , as a competitive asset - Generic Strategies-
Balanced Score Card approach and Strategy Maps
Strategic options at Corporate Level : Growth, Stability, Corporate CO1, CO3,CO4
Restructuring Strategic options at Business Level- Michael Porters‗
Competitive Strategies and Cooperative Strategies, The Five Forces Model:
3
Evaluation of Strategic Alternatives - Product Portfolio Models: - BCG
Matrix, GE Matrix, Blue Ocean- Red Ocean Strategy, Net Promoter Score, -
The Miles & Snow Typology
Aligning Leadership to Business Objectives, Implementation of Strategy : - CO1, CO2
Interdependence of Formulation and Implementation of Strategy - Issues in
4
strategy implementation - Planning and allocating resources; Budgets and
support system commitment; -Strategy evaluation and control
HRM and the Environment : The transformations ofHR ,from a strategy CO2, CO3,CO4
perspective. -Different stages of Globalization- Forces for and against -
5 Versions of HRM , Fit or Congruence - Theoretical perspectives for HRM :
Models/Concepts- SHRM: - High Commitment, High Performance and High
Involvement- Motivation for Performance -Michigan Model, Dave Ulrich
Model, SHRM Model, NHRDN Model, CIPD Model,
Developing an outside in and inside out view : - Strategic HRM -Managing CO1, CO2,
Global Human Resources/Capital - Leadership of Global organizations/Talent - CO3, CO4
Ethnocentricity, Regiocentricity and Ethnocentricity - Change and Diversity -
Global Mobility of Talent:Virtuality, Leadership - Understanding National
6
Cultures, Occupational Culture , Firm Cultures - situation Specific Strategies -
competing in emerging industries, maturing or declining industries - competing
in industries being impacted by Technology disruption, fragmentation, hyper –
competitiveness and turbulence
Strategic HRM challenges and issues : Pros and cons of organic and inorganic CO2, CO3,
growth -Organization Structure and Design ( Charles Handy‗s Shamrock) , CO4, CO5
7 Lattice - Creating Team based Organizations - embedding BPR, TQM &
Flexible work arrangements - future of work :Integration: AI, Machine
Learning, Deep Learning
Strategic Approach to Talent Acquisition : Metrics, Make vs Buy Trade offs - CO1, CO2,
Role Design/Job Description/Person Specifications - Newer/Innovative CO3, CO4,
8 sourcing of Talent - Importance of Culture Fit, E- Recruitment, Global CO5
Talent pools - International Assignments, International Cadre, Access and
Partnerships, factories of Talent
Strategic Approach to Performance Management : Workforce Development CO1, CO2
including Metrics Career Planning, Succession planning, Career Pathing,
9
HiPo/Top Talent - Differentiation: Performance-Potential Matrix - Versatility
Index, Learning, E –Learning, Pay for special skills
Strategic Approach to Total Rewards Management : Discretionary efforts - CO1, CO2
10
Variable Pay, Incentives, ESOP‗s
Strategic ER & IR : - Managing growing aspirations of young CO1, CO2,
workmen/workforce -The employability, Entrepreneurial and Employment CO3
11 Challenges - Aligning Business growth and profits with equity , fairness and
decent work(ILO) -Specific challenges in IR – Global ( US, Germany, Japan,
China) and India - Unions, Collective Bargaining and Negotiation
Emerging and Future challenges for Strategic HRM responses : Ethics, CSR, CO1, CO2,
12 Inclusion & Diversity management, Occupational Health and Safety, CO3, CO5
Accelerated Change Management, Work-Family balance
Reference Texts:
Briscoe, D., Briscoe, D.R., Schuler, R.S. and Claus, L., 2009. International human resource
1
management: Policies and practices for multinational enterprises. Routledge.
Tarique, I., Briscoe, D.R. and Schuler, R.S., 2015. International human resource management:
2
Policies and practices for multinational enterprises. Routledge.
Videos:
a.https://www.youtube.com/watch?v=mYF2_FBCvXw : The Five Competitive Forces That Shape
Strategy Michael Porter
3 b. Communicating Strategy with the Balanced Scorecard:
https://www.youtube.com/watch?v=QM9SLX4icu0 Robert S Kaplan
c. Change Management vs. Change Leadership — What's the Difference?
https://www.youtube.com/watch?v=2ssUnbrhf_U Dr John Kotter
Gary Hamel on Strategy,. Jeffrey A Mello, Strategic Human Resource Management. Michael
4
Porter ―What is Strategy
Michael Armstrong, Strategic Human Resource Management: A Guide to Action, Kogan Page
5
Publishers, 01-Jan-2000
Harzing, A &Pinnington, A (2010) International Human Resource Management. Sage Publications,
6
Third Edition.
7 Website of world at work, ILO, www.shrm.org:::: www.cipd.org :::: www.atd.org
8 The tortuous evolution of the MNC-H Perl Mutter
Jackson, S.E. and Schuler, R.S., 1990. Human resource planning: Challenges for
9
industrial/organizational psychologists. American psychologist, 45(2), p.223.
Assessment:
Internal 40%
Semester end 60%
ADVANCED TOTAL REWARD MANAGEMENT:

Advance Total Rewards Management- 100
Marks

This course has been developed to furnish students with the advance knowledge of Total rewards, Job
evaluation to measure and reward a Job-incumbent‘s contribution to organization. The overarching goal of
the course being to equip students with the ability to design reward structures as also to handle complex
compensation issues with sensitivity and appreciation of complexities involved.
To understand the economic and strategic principles underlying executive

1
compensation and their interaction in a Global/multi country business context.
To understand and appreciate the Global challenges of managing compensation, its
2
systems and governance.
To be more sensitive to some of the current issues in Executive Compensation
3
Management – Global level (e.g. M&A, Diversity, social equity, ethics, etc.)
Course Outcomes:
Understand the economic and strategic principles underlying Executive compensation ,

CO1 Understanding
including their interaction in a Global/multi country business context.
Understand the right Total Reward strategy, for an organization, based on its business
CO2 Understanding
context.
Understand the global & local challenges of managing Executive Compensation,
CO3 Understanding including Taxation, governance.
Understand issues related to Executive Compensation management , at
CO4 Understanding Regional/Global level in multiple contexts (ie:.Stock ownership, M&A, Diversity,
Social Equity, Ethics)
Interpret issues related to Executive Compensation Management , at Regional/Global
CO5 Applying level in multiple contexts (ie:.Stock ownership, Sustainability, M&A, Diversity, Social
Equity, Ethics, .)
Role Of
Critical
Self In
And
Thinking
Society
Advance
Total
Rewards
Management
CO1 1 3 2 3 2
CO2 2 2 3 2 2 1
CO3 2 1 3 2 3 1
CO 4 2 1 3 3 3 1
CO5 2 1 3 3 3 1
Course Contents:
CO Mapping
Sr. No Content
to the Topics
CO1, CO2
1 Total Rewards Management approach v/s Compensation & Benefits approach
The Building Blocks of the Total Rewards strategy: CO2
2
-The Hay Group Total Reward Framework.
Total Rewards Strategies to engage multi-generational workforce- challenges & CO1, CO2
3
opportunities.
CO1, CO2
4 Fairness, Sustainability and Equity using rewards analytics to enhanced equity.
Taxation and Regulatory issues/challenges in TR/C&B policies &programmes- CO1,
5
India and Global. CO2,CO3
Executive Compensation Systems: Global- USA, UK, Europe, Japan, Brazil, CO4, CO5
6
China, Australia.
Organic Growth and Inorganic Growth Business strategies: Challenges in CO1, CO2
7
Executive Compensation &levels & systems.
Business Philosophy, Organization Culture and linkages with Executive CO1, CO2,
8 CO3
Compensation levels and systems.
Innovative approaches in Compensation Design and Delivery. CO1, CO2
9
-Role of Board of Directors, Remuneration Committee: CO1, CO2,

10 CO3,CO4,CO5
- Management of Compensation- Senior and Top Management.
CO1, CO2,
11 Mobility Management –issues & challenges in TR/C&B policies & programs.
CO4,CO5
CO2,
12 Case Studies- Executive Compensation and related challenges.
CO3,CO4,CO5
Reference Texts:
1 https://www.cipd.asia/knowledge/factsheets/strategic-total-reward
Bohlander, G., Snell, S. and Sherman, A.W., 2004. Managing human resources
2
Mason. OH: Thomson/South-Western.
Henderson, R.I., 2003. Compensation management in a knowledge-based world.
3
Prentice Hall.
4 Compensation Management :1st Edition: Dipak Kumar Bhattacharyya
5 Compensation – George T. Milkovich
6 Strategic Compensation: A Human Resource Management approach - Joseph J.
Martocchio
7 Rao, P.S , 2009: Personnel and Human Resource Management (pp 236-345) :
Himalaya Publishing House
Assessment:
Internal 40%
Semester end 60%
ORGANIZATION THEORY, DESIGN & STRUCTURE:

Title of the Subject/course : Organization Theory, Design and Structure-
100 Marks

Organization theory is a positive science to explain and understand the structure, behavior, and
effectiveness of an organization—what is; organizational design is a normative science to recommend
what might be designs for increased effectiveness and efficiency.
To provide students, the perspective and implications of ―organizing resources‖&

1 how it should be effectively utilized in an organization.
To provide students, the perspectives, associated with the evolution of various

2
organizational theories.
To sensitize the students different approaches towards organizational design and
3 different factors that affect organizational design& in turn how it populates the
organization structure.
To enable the students to understand how organization processes can be improved,
4 by redesigning, leveraging appropriate Technology and the skilled use of managerial
and leadership skills.
To enable students to understand the linkages of organizational culture with different
5
forms of organizational design.
Course Outcomes:
Understand the requirement of organizing resources, build processes for enabling its
CO1 Understanding
effective utilization of resources, while aligning effective interaction with the external
environment.
Understand processes of organization culture, Ethics, Innovation that have an
CO2 Understanding
influence on resources and utilization.
Construct processes by effectively structuring resources & their interaction, while
CO3 Applying ensuring high level of utilization.
CO4 Applying Examine changes happening externally & at the workplace, and ensure alignment.
Examine innovative ways in designing processes, leverage employees‘ motivation
CO5 Applying and concerns, & promote experimentation.
Course Outcomes (CO) Mapping to the AOL Goals:
Critical Role Of
CODE : And Communication Global Self In Org
HR-308 Analytical Skills Perspective And
Thinking Society
Organisation
Theory,
Design and
Structure
CO1 3 2 3 2 2
CO2 2 2 3 2 2
CO3 2 3 3 2 2 1
CO4 2 3 3 2 2 1
CO5 2 2 3 3 2 2
Course Contents:
CO Mapping
Organizations and Organization Theory: What is an organization?, CO1

1 Dimensions of organization design: structural and conceptual & The evolution
of organization theory and design.
Strategy, Organization Design, and Effectiveness: The role of strategic CO1
direction on organization design, a framework for selecting strategy and
2
design/structure, Assessing organizational effectiveness & An integrated
effectiveness model.
Fundamental of Organization Structure: Organization structure, Information CO1
processing perspective in organization structure, Functional, divisional, and
3
geographical designs, Matrix structure, Horizontal structure, Modular
structure & Hybrid structure.
Challenges and opportunities with respect to Organization Design, Structure – CO1, CO2
4
Global organizations/TNC/MNC.
Organizational Culture: Organizational culture, Culture and the learning CO2, CO3
organization, Ethical values in organizations & Leadership and culture and
5
ethics
Organization Design and Learning.
Innovation and Change and Organizational Design: The strategic role of CO3
6 change, Elements of successful change, Technology change, Strategy and
structure change, e. Culture change & Strategies for implementing change.
Decision-Making Process: Rational approach, Bounded rationality CO2, CO3
7 perspective, Organizational decision-making, Contingency decision-making
perspective.
Conflict, Power, and Politics: Intergroup conflict in organizations, Power and CO2, CO3
8 organizations, Political processes in organizations, sing power, politics, and
collaboration.
CO3, CO4,
Challenges and opportunities with respect to Organization Design, Structure CO5
9
of Virtual businesses/Digital- based.
Reference Texts:
1 Daft, R., 2013, 11th edition. Organization theory and design. Cengage learning.
2 Oakland, J.S., 2007. Total organizational excellence. Routledge.
Robins Khandwalla, P. N. Organizational design for excellence, New Delhi, Tata
3
McGraw Hill, 1992
Assessment:
Internal 40%
Semester end 60%
Developing Teams & Effective Leadership:
Semester : III
Developing Teams & Effective Leadership:
100 Marks

Successful projects depend on how well the team works together. Elements that lead to success include
commitment, contribution, good communication, and cooperation. Effective leadership brings together
diverse people and helps them find common purpose and work towards to achieve purposeful common
goals. Effective Leadership inspires and empowers people to realize their fullest potential and harness their
potentials to achieve common goals.
1 To provide students , perspectives, processes and tools while developing and managing team (s)
To sensitize the students , as to how the should adapt their leadership style/preferences , while
2 leading and influencing others
To provide strategies & various approaches for dealing with challenges that are faced by the team
3 as a whole and/or individual members.
To enable students how to identify & define their leadership philosophy, and then aligning with
4 how to communicate
To provide students with perspective on how Trust building is a valuable asset, for building
5 relationships
6 To sensititise students to the specific challenges of managing & leading virtual teams
Understand perspectives, processes and tools while developing and managing

CO1 Understanding
team(s)
Understand how to adapt one‘s leadership style/preferences ,while leading and
CO2 Understanding
influencing others
Understand strategy & approach how to deal with challenges, involving that of
CO3 Understanding
the Team and/or individual member
Explain how to identify & define leadership philosophy, while deciding how to
CO4 Applying
communicate
Explain how Trust building is a valuable asset, for building effective
CO5 Applying relationships, be it virtual and/or face to face
Role Of
Critical And Commun Self In
Subject Innovati Global
Leadership Analytical ication Org
Code : on Perspective
Thinking Skills And
HR 309
Society
Developing
Teams and
Effective
Leaders
CO1 2 2 2 1 1 1
CO2 2 2 2 2 1 1
CO3 2 2 2 2 1 1
CO4 3 2 3 3 2 1
CO5 3 3 3 3 3 2
Course Content:
CO Mapping to
CO1
-Individuals, Groups and Teams
1
-Team Building -Stages of Team Development.-Types of Teams
CO1, CO2, CO3

2 Role of the Leader & Leadership in enabling Team Development
CO1, CO2, CO3

How to effectively manage upwards; direct Manager, other seniors in the
3
hierarchy
CO1, CO2, CO3

4 How to effectively manage , laterally: colleagues
CO1, CO2,
How to manage and lead, using hierarchical authority, other sources of CO3, CO4, CO5
5
influence
CO1, CO2,
6 How to grow the circle of influence, through effectively use of negotiation CO3, CO4,
What is stress, ‗good stress‘- payoffs and how to channelize energy and CO1, CO2,
7 CO3, CO4,
focus, away from facing burn-outs.
Determination of what is most important , align available time to these CO1, CO2,
8 priorities , based on your leadership style, role at Team/larger organization CO3, CO4,
level
How to invest in Trust , towards enhancing the effectiveness of the CO2, CO3,
9 CO4, CO5
leadership/Managing styles
CO2, CO3,
10 Challenges in managing and leading Teams in a start up context
CO4, CO5
Challenges and opportunities when managing and leading teams- who are CO2, CO3,
11
dispersed in physical locations. CO4, CO5
Reference Text:
Management: A Competency-Based Approach: Don Hellriegel, Susan E. Jackson, John W.

1
Slocum Thomson/South-Western
Learning to Lead: A Workbook on Becoming a Leader: Joan Goldsmith and Warren G. Bennis
2
Originally published: 30 December 1997
3 Organizational Behaviour : K. Aswathappa, Ph.D.12th Edition: Himalaya Publishing
Man‘s Search for Meaning: Viktor E. Frankl (Author), William J. Winslade (Afterword),
4
Harold S. Kushner (Foreword
5 Good To Great: Why Some Companies Make the Leap...And Others Don't :Jim Collins
Assessment:
Internal 40%
Semester end 60%
MARKETING SPECIALISATION (SEMESTER IV)
SEMESTER IV (Batch 2020-22)
CORE COURSES

hours
each
Planning each
MAJOR COURSE

hours
MKT 401 Marketing Applications & Case 20 x 2 hrs 40 Hours 100 4
Studies each
PROJECT MANAGEMENT:
Semester : IV
Title of the Subject/course : Project Management- Core- 100 Marks

Project management is the application of processes, methods, skills, knowledge and experience to
achieve specific project objectives according to the project acceptance criteria within agreed
parameters. Project management has final deliverables that are constrained to a finite timescale and
budget.
1 To introduce students to the project management concepts.
To apply and evaluate success parameters of cost, time and quality in project
2
management.
To apply various project management techniques and make projected financial
3
statements.
To enable student to conceive an idea, evaluate it's feasibility and make it workable
4
project.
Course Outcome:
CO1 Understanding Understand project characteristics and project life cycle.

Understand the conceptual clarity about project organization and
CO2 Understanding
feasibility analyses with aspects of DPR.
CO3 Applying Apply the risk management plan and analyse the role of stakeholders.
Create a Project Management plan from the drawing board stage to its
CO4 Creating
completion.
Develop the financial model of the project with projections of cash
CO5 Creating
flows on the basis of financial parameters
Role Of
Critical And Communi
CODE : Leadership Analytical cation
GM-401 Thinking Skills
Society
Project
Management
CO1 2 2 2
CO2 3 3 3
CO3 2 2 3 2 2
CO4 3 3 3 2
CO5 2 3 3
Course Contents:
CO Mapping
Overview of Project Management : Concepts and attributes of Project, Project CO1, CO2,
lifecycle and stake holders, Project Organisations, WBS, Scope and priorities,
1 Project Identification, Market feasibility with moving Average and
Exponential smoothing methods, Techno-economic feasibility, Government
policy to location, legal aspects, Preparation of DPR.
CO2, CO3,
Project Planning : Time and cost estimates with AON and AOA conventions, CO4
2
Budget estimates, Network analysis, Float analysis, crashing concepts.
CO2, CO3,
Project scheduling and Risk Management: Gantt chart, splitting and
3
multitasking, Risks in time estimates, PERT analysis.
CO2, CO4
Project Organisation: Role and responsibilities of Project Manager, Team
4
development model, sources of conflicts, conflict resolution.
Earned value analysis: 'S' curve, Cost and schedule performance indices using CO2, CO5
5
network, Revised estimates of cost and time.
Financial Analysis: Profitability analysis, Using NPV, IRR, Payback and CO5
6 discounted Payback period. PI. Preparation of projected statements of Income-
expenditure and balance-sheet.
CO4
7 Computer applications and Software for Project Management.
Reference Texts:
Projects: Planning, Analysis, Selection, Financing, Implementation and Review by
1
Prasanna Chandra. – 9th edition (2019) – McGraw Hill Education.
Project Management: The Managerial Process by Gray and Larson 3rd Edition, Tata
2
McGraw Hill. – 6th edition (2017) – McGraw Hill Education.
Quantitative Techniques in Management by N D Vohra – 5th edition (2017) – McGraw
3
Hill Education.
Project Management Managerial Emphasis by Meredith and Mantel - 8th edition (2012)
4
– Wiley.
Assessment:
Internal 40%
Semester end 60%
ENTREPRENEURSHIP AND NEW VENTURE PLANNING:
Semester : IV
Title of the Subject/course : Entrepreneurship & New Venture Planning- Core-
100 Marks

Entrepreneurship and New Venture Planning introduces participants to the process of identifying new
business opportunities, researching and developing a business concept and analysing the resources and
strategies necessary to implement it.
It will evaluate necessary qualities and characteristics of the successful entrepreneurial

1
profile.
2 It will explore the possibility of creation and management of startup businesses
3 It will enable students to develop a business plan for a startup business.

It will make students aware of legal and ethical foundation applicable to
4
entrepreneurship and new venture planning.
Course Outcomes:
Understand necessary entrepreneurial qualities required and the

CO1 Understanding
characteristics of the successful entrepreneurial profile.
Identify the possibility of creation and management of startup
CO2 Applying
businesses.
CO3 Creating Develop a business plan for a startup business.
Understand legal and ethical foundation applicable to entrepreneurship
CO4 Understanding
and new venture planning.
Role Of
Critical And
Subject Innovatio Communic Global Self In
Leadership Analytical
Code: n ation Skills Perspective Org And
Thinking
GM 402 Society
Entrepreneurs
hip and New
Venture
Planning
CO1 3 3 3 2 3 2
CO2 3 3 2 3
CO3 2 3 3 3 2
CO4 3 2 3
Course Contents:
CO Mapping
Sr. to the Topics
Content
No
CO1, CO2
Understanding Entrepreneurship, Intrapreneuship and Edupreneur
1
Dunning Kruger Model
Vilfredo Pareto‘s principle and SMED CO1, CO2

2
Maximize your personal productivity by identifying bottleneck and learning ways CO1, CO2
3 to eliminate same.
Learning application of FMEA for smooth working in the competitive scenario. CO1, CO2
4
Understanding concept ―Problem‖ and various methods of solving problems. CO1, CO2
5
Understanding importance of customer orientation and its impact on productivity. CO1, CO2
6
Tips and traps to acquire new customers and retain existing customers CO1, CO2
7
Learning Quality is free – but how? CO3,

Quality and cost of product and service. CO4
Production and Withdrawal KANBAN. CO2, CO3
Importance of inventory management
Priotization of work CO2, CO3
High Importance and high on urgent
One glance management, 5S, JODOKA, OTIF, Thruput time, WIP, Lead time CO2, CO3
Identification of 7 wastes of Muda CO2, CO3

- Theory of constraints
- U-Shaped, T-Shapes and Z – Shaped layout
Impact of WIP on lead time.
Discussion of live CO2, CO3
Case studies of SME‘s
Discussion on Movie Supermarket woman. CO2, CO3
Material Requirement Planning CO1, CO2,

CO3
Facility, location and allocation model CO1, CO2,
- Cost Insurance freight (CIF) CO3
- Free on Board (FOB)
- High sea sale
Harmonized Systems (HS)
Six thinking hats - Edward De Bono CO2, CO3,
CO4
Why do Entrepreneurs fail - The FOUR Entrepreneurial Pitfalls (Peter Drucker) CO1, CO2,
CO4
Why do communication fail with employees, customers, colleagues? CO4
Parent, adult and teacher communication role model
Live case study discussion on understanding quality and cost, quality at source CO1, CO2,
and ways to eliminate rework CO4
Reference Texts:
1 Entrepreneurship: New Venture Creation - David H. Holt. - 1st edition (2016) – Pearson Education.
2 Entrepreneurship - Hisrich Peters. – 10th edition (2018) – McGraw Hill Education.
3 The Culture of Entrepreneurship - Brigitte Berger. – Ics Press (1991)
4 Project Management - K Nagarajan. – 8th edition (2017) – New Age International Pvt. Ltd.
Dynamics of Entrepreneurship Development - Vasant Desai. – 6th edition (2011) – Himalaya
5
Publishing House.
Entrepreneurship Development - Dr. P C Shejwalkar. – 2nd edition (2011) – Everest Publishing
6
House.
7 Thought Leaders - ShrinivasPandit. – 2009 – Mehta Publishing House.
Entrepreneuring : The Ten Commandments for Building a Growth Company - 3rd Edition - Steven
8
Brandit. – (1996) – Archipelago Publications.
9 Business Gurus Speak - S N Chary. – 1st edition (2002) – Laxmi Publications.
10 The Entrepreneurial Connection - GurmitNarula (Pdf file)
Assessment:
Internal 40%
Semester end 60%
MARKETING APPLICATION & CASE STUDY:
Semester : IV
Title of the Subject/course : Marketing Application & Case Study- 100
Marks

This course introduces students across specializations to the application aspects of marketing
management and its relevance in an organization. It equips them with the theoretical and practical
knowledge to understand participate in marketing decision making.
To enhance students‘ skills and abilities in understanding organizations‘ relation to its business
1 environment comprising customers, competitors, and other external forces & assessing market
opportunities in the context of its strength and weaknesses.
To design effective marketing strategies to maximize organization‘s chances of surviving and,
2
thriving in today‘s dynamic and competitive markets.
Course Outcomes:
CO1 Understanding Understand the organization‘s relation with its business environment.
CO2 Applying Identify potential opportunities available in the environment using PESTLE.
Analyse tools and framework & effectively communicate their solutions to
CO3 Analysing
marketing problems and applications.
Assess marketing opportunities in the context of the organization‘s strengths and
CO4 Evaluating
weaknesses using SWOT analysis.
Design effective marketing strategies so that the organization can survive and thrive
CO5 Creating in the present business environment.
Course Outcomes (CO) Mapping to the AOL Goals:
Role Of
Critical
Self In
MKT-401 Analytical Skills Perspective
And
Thinking
Society
Marketing
Application
& Case
Study
CO1 2 3 3 2
CO2 2 3 3 2
CO3 2 3 3 2
CO4 2 3 3 2
CO5 2 3 3 2
Course Contents:
Co Mapping
Sr. No Content
to the Topics
Strategic Marketing Principles, Market situation strategy - Leaders, challengers, CO1 & CO2
1
followers, niche markets
2 Competitive forces analysis. CO1 & CO2
3 Sustainable competitive advantage. CO1 & CO2

CO 2, CO3,
4 Preparation of Marketing and Business Plans.
CO4
CO1, CO2
5 Segmentation, Targeting, Differentiation and Positioning.
&CO5
CO2, CO3
6 New product strategies / Brand Equity strategy/ Product extensions.
&CO5
7 Portfolio models – BCG and GE McKinsey matrix. CO2 & CO3
8 Demand Forecasting and its application. CO2 & CO3

CO1, CO2,
9 Integrated marketing communications.
CO5
10 Direct Marketing.
CO1, CO2,
11 Internet Marketing & Digital Marketing.
CO5
CO1, CO2,
12 Event and Media Marketing.
CO5
13 Brand Distribution strategy. CO2 & CO3
14 Pricing strategy. CO2 & CO3
Reference Texts:
Marketing Strategy - Planning & Implementation by Walker, O.C., Boyd, H.W. and Larreche, J.C.
1
- 2nd edition (1995) - Publisher : Richard D Irwin
Marketing Strategy - Customers & Competition by Schnaars, S.P. 2nd edition (1997) - Free
2
Press.
Strategic Market Management by D.A. Aaker & Christine Moorman - 11th edition (2017) - John
3
Wiley & Sons.
Strategic Marketing texts and cases by Craverns and Nigel P. - 10th edition (2012) - McGraw-Hill
4
Education
Marketing Management by Phillip Kotler and K. L. Keller - 15th edition (2017) Pearson
5
Education.
Basic Marketing - A Global Managerial Approach by Perreault and McCarthy - 13th edition
6
(1998) - McGraw-Hill College.
7 Marketing Management by Dr. Rajan Saxena - 3rd edition (2005) - Tata McGraw Hill
Marketing Management - Global Perspective Indian Context by Ramaswamy & Namkumari - 4th
8
edition (2009) - MACMILLAN Publishers INDIA Ltd
9 Marketing - Lamb, Haire, McDonald - 012 edition (2018) - Cengage Learning.
10 Marketing - Zickmund & D'Amico - 6th edition (1999) - South-Western Publications.
11 Marketing Management Texts & Cases by Tapan K Panda - (2008) - Publisher : Excel Books.
Assessment:
Internal 40%
Semester end 60%
OPERATIONS SPECIALISATION (SEMESTER IV)
SEMESTER IV
CORE COURSES

hours
each
Planning each
MAJOR COURSE

hours
OPN 401 Global Supply Chain Management 20 x 2 hrs 40 Hours 100 4
each
PROJECT MANAGEMENT:
Semester : IV

budget.
2
management.
3
statements.
4
project.
Course Outcome:

CO2 Understanding
CO4 Creating
completion.
CO5 Creating
Role Of
Society
Project
Management
CO1 2 2 2
CO2 3 3 3
CO3 2 2 3 2 2
CO4 3 3 3 2
CO5 2 3 3
Course Contents:
CO Mapping
CO2, CO3,
2
CO2, CO3,
3
CO2, CO4
4
5
CO4
Reference Texts:

1
2
3
Hill Education.
4
– Wiley.
Assessment:
Internal 40%
Semester end 60%
Semester : IV
100 Marks


1
profile.

4
Course Outcomes:

CO1 Understanding
CO2 Applying
businesses.
CO4 Understanding
Role Of
Critical And
Thinking
GM 402 Society
Entrepreneurs
hip and New
Venture
Planning
CO1 3 3 3 2 3 2
CO2 3 3 2 3
CO3 2 3 3 3 2
CO4 3 2 3
Course Contents:
CO Mapping
Sr. to the Topics
Content
No
CO1, CO2
1

2
4
5
6
7



CO3
- High sea sale
CO4
CO4
Reference Texts:
5
Publishing House.
6
House.
8
Assessment:
Internal 40%
Semester end 60%
GLOBAL SUPPLY CHAIN MANAGEMENT:
Semester : IV
Title of the Subject/course : Global Supply Chain Management-Major- 100
Marks

It is the study of the global supply chain drivers in terms of facilities, inventory ,transportation and
information system that a business uses to produce products or services.
1 To understand the nature of global supply chain.
To understand the impact of global supply chain management decisions on the success
2
of the firm.
Course Outcomes:
Course Course Outcome Blooms Level
Outcome ( in word )
Number
Understand the role of logistics & supply chain Understanding–
CO1 management in International Business & its significance BT Level II
in overall economy.
Understanding–
CO2 Understand logistics in different parts of the world.
BT Level II
Understand the importance of global sourcing & its Understanding–
CO3 requirements. BT Level II
Apply of INCO Terms, Payment Terms, & understanding Apply–
CO4 the requirement of Insurance Cover and Contracting. BT Level III
Propose solutions to business organizations for proper Apply–
International logistic & supply chain requirements in BT Level VI
CO5
different situations & types of goods. Eg. fragile,
dangerous goods etc.
Cognitive
Critical Role Of Level as
Lead Communi
AOL Goals/ Innova And Global Individual In per
ershi cation
CO tion Analytical Perspective Org And Bloom‘s
p Skills
Thinking Society Taxonomy
CO1 2 1 3 3 2
CO2 3 1 3 3 2
CO3 3 3 1 3 2
CO4 1 2 2 2 3
CO5 3 3 2 1 3 6
Course Contents:
Sr. CO Mapping
Content
No to the Topic
CO1
1 Understanding the supply chain examples of supply chains.
2 Achieving strategic fit on supply chains. CO1, CO2
3 Supply chain drivers and metrics. CO1, CO2
4 Designing the supply chain network, define options and applications globally. CO1, CO2
5 Network design on supply chain. CO1, CO2
6 Demand forecasting in supply chain. CO1, CO2
7 Aggregate planning in supply chain. CO1, CO2

CO1, CO2,
8 Sales and operation planning in supply chain. CO5
CO1, CO2,
9 Co-ordination in supply chain. CO5
Inventories Management and Managing economies of scale in a supply chain cycle CO1, CO2,
10 CO5
inventory.
CO1, CO2,
11 Managing risks and uncertainty. CO5
CO1, CO2,
12 Linking product availability to profits. CO5
CO1, CO2,
13 Designing and planning transportation networks. CO5
CO1, CO2,
14 Managing cross functional drivers in supply chain. CO3, CO4,
CO5
CO1, CO2,
15 Pricing and revenue management in supply chain. CO3, CO4,
CO5
CO1, CO2,
16 Sustainability factors in supply chain management. CO5
CO1, CO2,
17 Information Technology and digitalisation in supply chain management.
CO5
CO1, CO2,
18 Bench marking process of supply chain management - TRANSFORMATION. CO3, CO4,
CO5
Reference Text:
Supply Chain Management, Strategy, Planning and Operations - Sunil Chopra, Peter
1
Meindl, D. V. Kalra (6th edition) - Pearson‘s 2016.
Leading Effective Supply Chain - Transformations - William B. LEE & Michael R.K. -
2
J Ross Publishing (2010) Kindle Edition.
Essentials of Supply Chain Management - Dr. R P Mohanty, Dr. S G Deshmukh - Jaico
3
Publishing House; First edition (2004)
Supply Chain Management - By Sunil Chopra, D.V. Kalra, 6th Edition - Pearson
4
Education, India.
Assessment:
Internal 40%
Semester end 60%
FINANCE SPECIALISATION (SEMESTER IV)
SEMESTER IV
CORE COURSES

hours
each
Planning each
MAJOR COURSE

hours
FIN 401 Financial Modeling 20 x 2 hrs 40 Hours 100 4
each
PROJECT MANAGEMENT:
Semester : IV

budget.
2
management.
3
statements.
4
project.
Course Learning Outcome:

CO2 Understanding
CO4 Creating
completion.
CO5 Creating
Role Of
Society
Project
Management
CO1 2 2 2
CO2 3 3 3
CO3 2 2 3 2 2
CO4 3 3 3 2
CO5 2 3 3
Course Contents:
CO Mapping
CO2, CO3,
2
CO2, CO3,
3
CO2, CO4
4
5
CO4
Reference Texts:
1
2
3
Hill Education.
4
– Wiley.
Assessment:
Internal 40%
Semester end 60%
Semester : IV
100 Marks


1
profile.

4

CO1 Understanding
CO2 Applying
businesses.
CO4 Understanding
Role Of
Critical And
Thinking
GM 402 Society
Entrepreneurs
hip and New
Venture
Planning
CO1 3 3 3 2 3 2
CO2 3 3 2 3
CO3 2 3 3 3 2
CO4 3 2 3
Course Contents:
CO Mapping
Sr. to the Topics
Content
No
CO1, CO2
1

2
4
5
6
7



CO3
- High sea sale
CO4
CO4
Reference Texts:
Entrepreneurship: New Venture Creation - David H. Holt. - 1st edition (2016) – Pearson
1
Education.
5
Publishing House.
6 Entrepreneurship Development - Dr. P C Shejwalkar. – 2nd edition (2011) – Everest Publishing
House.
Entrepreneuring : The Ten Commandments for Building a Growth Company - 3rd Edition -
8
Steven Brandit. – (1996) – Archipelago Publications.
Assessment:
Internal 40%
Semester end 60%
FINANCIAL MODELING:
Semester : IV
Title of the Subject/course : Financial Modeling-Major- 100 Marks

Financial modeling is one of the most common tools used in business decision making. It enables
businesses and analysts simulate various environments and visualize business performance. As
business move towards more professional management and decision making, financial modeling as a
skill set has become a very critical expectation from finance professionals.
1 To understand the basics of financial modeling.

To learn how it is used in valuation of a business or to make a comparative analysis to
2
assess the businesses of the peers in the industry.
To learn its use in strategic planning to test various scenarios, calculate the cost of
3
new projects, decide on budgets, and allocate corporate resources.

CO1 Understanding Understand excel functions.
CO2 Applying Make use of circular reference to solve problems.
CO3 Applying Build range of financial models using Excel.
CO4 Applying Build a model to enable complex simulation for business decision making.
CO5 Creating Construct financial forecasting model that properly reflects the underlying business.
Cognitiv
e level as
CODE : Critical And Global Role Of Self
Communication per
FIN-401 Leadership Innovation Analytical Perspec In Org And
Skills Bloom’s
Thinking tive Society
Taxono
my
Financia
l
Modelin PO1 PO2 PO3 PO4 PO5 PO6
g
CO1 3 2 2
CO2 3 2 3
CO3 3 2 3
CO4 3 2 3
CO5 6
Course Contents:
CO Mapping to the
Sr. Topic
No Content
.
Introduction to financial modeling: Introduction to financial models: static Vs. CO1, CO3
dynamic models, need and applications. Excel Proficiency : Formatting of
Excel Sheets, use of Excel formulae function, advanced modeling techniques,
1
data filter and sort, charts and graphs, table formula and scenario building,
lookups, pivot tables, macros, recording of macros, understanding Visual Basic
Environment (VBE)
Combining the Tools and Theory into the model : Define and structure the CO1, CO3
problem, define the input and output variables fo the model, decide users of the
2 model, understand the financial and mathematical aspects of the model, design
the model, create the Spread sheet, test the model, protect the model, document
the model, maintain the model.
Financial Feasibility Model from Start to Finish : Inputs - assumptions, CO4
intermediate statements, capital expenditure statement, sources of finance and
debt servicing, production, income and expense statements, working capital
3
statements, depreciation schedule, loan amortization, Outputs - profits and loss
statement, balance sheet, cash flows, key ratios, project IRR and equity IRR<
payback, sensitivity analysis, summary of key results to top management.
Valuation Modeling : Understanding integrated financial models scenario CO3
analysis, excel efficiency, shortcuts and formulae, cash and interest revolver,
4
building historical financial statements ratio analysis, projecting financial
statements.
Merger & Acquisition (M&A) Analysis: Building merger inputs stocks and CO3
5
cash mix deal contribution analysis accretion and dilution.
Project Finance Modeling : Why project evaluation; stage of project, CO4
construction and development phase, funding during investment phase, costs
during investment phase, life of project, decision making, cash flow waterfall
6 and resolve circular reference problem in interest during construction.
- Understanding date functions
- Modeling cash flow waterfall
- Delays in projects
Equity Research Modeling : Prepare an income statement, balance sheet, cash CO4
flow statement, geographic revenue sheet, segment revenue sheet, cost CO1,CO2,CO3,CO4,CO
statement, debt sheet, analyse revenue drivers, forecast geographic revenues, 5
segment revenues, geographic revenues, cost statement, debt, income
statement, balance sheet, cash flow statement, pro-forma adjustments, income
7
statements, compute margins, balance sheet - compute ratios cash flow
statement projection, valuation - discounted cash flow method (DCF),
valuation - relative valuation (Football Field Chart) valuation - assumptions for
valuation model, prepare valuation model, prepare presentation sheet, prepare
company overview, sector overview.
CO1,CO2,CO3,CO4,CO
Visual Basic Environment (VBE): Understanding the basics of macros,
8 5
recording of macros.
Report writing and Sector overviews : Report Writing : On the basis of CO1,CO2,CO3,CO4,CO
9 financial modeling overview of different sectors such as retail, telecom, IT, Oil 5
and Gas etc.
Reference Text:
1 Mastering Financial Modeling in Excel – Alastair L Day - 3rd edition (2012) FT Press.
2 Financial Modeling - Simon Bennings - 4th edition (2014) - MIT Press.
C. Sengupta, Financial Analysis & Modeling using Excel and VBA - 2nd edition
3
(2011) - Wiley.
Alastair L. Day, Matering Financial Modeling in Microsoft Excel - 3rd edition (2012) -
4
FT Publishing International.
Assessment:
Internal 40%
Semester end 60%
HUMAN RESOURCES SPECIALISATION (SEMESTER IV)
SEMESTER IV
2 Core Courses + 2 Major Courses
CORE COURSES

hours
each
Planning each
MAJOR COURSES

hours
HR 401 Human Resources Audit 10 x 2 hrs 20 Hours 50 2
each
HR 402 Personal Growth Laboratory 10 x 2 hrs 20 Hours 50 2
each
PROJECT MANAGEMENT:
Semester : IV

budget.
2
management.
3
statements.
4
project.

CO2 Understanding
CO4 Creating
completion.
CO5 Creating
Role Of
Society
Project
Management
CO1 2 2 2
CO2 3 3 3
CO3 2 2 3 2 2
CO4 3 3 3 2
CO5 2 3 3
Course Contents:
CO Mapping
CO2, CO3,
2
CO2, CO3,
3
CO2, CO4
4
5
CO4
Reference Texts:
1
2
3
Hill Education.
4
– Wiley.
Assessment:
Internal 40%
Semester end 60%
Semester : IV
100 Marks


1
profile.

4

CO1 Understanding
CO2 Applying
businesses.
CO4 Understanding
Role Of
Critical And
Thinking
GM 402 Society
Entrepreneurs
hip and New
Venture
Planning
CO1 3 3 3 2 3 2
CO2 3 3 2 3
CO3 2 3 3 3 2
CO4 3 2 3
Course Contents:
CO Mapping
Sr. to the Topics
Content
No
CO1, CO2
1

2
4
5
6
7



CO3
- High sea sale
CO4
CO4
Reference Texts:

5
Publishing House.
6
House.
8
Assessment:
Internal 40%
Semester end 60%
HUMAN RESOURCE AUDIT:
Semester : IV
Title of the Subject/course : Human Resource Audit- Major- 50 Marks

Human Resource Audit is a comprehensive method of objective and systematic verification of current
practices, documentation, policies and procedures prevalent in the HR system of the organization. An
effective HR audit helps in identifying the need for improvement and enhancement of the HR function.
To understand about HR accounting and audit with the help of various instruments
1
such as HR Score Card.
To calculate HR cost, investments and return on investments and preparing HR audit
2
reports.
CO1 Analysing Examine HR Accounting.

CO2 Analysing Examine HR Score Cards and linkage with Company score cards.
CO3 Analysing Examine HR costs & its ROI.
CO4 Analysing Examine HR Audit Framework & how it is deployed in an organisation.
CO5 Applying Apply insights from the Audit reports, Score Cards, prepare MIS reports.
Cognition
Critical Role Of
level as
CODE : And Communication Global Self In Org
Leadership Innovation per
HR-401 Analytical Skills Perspective And
Blooms
Thinking Society
Taxonomy
Human
Resource PO1 PO2 PO3 PO4 PO5 PO6
Audit
CO1 1 2 2 2 4
CO2 1 2 3 2 4
CO3 1 2 3 3 4
CO4 2 3 3 3 2 4
CO5 3 3 3 3 2 3
Course Contents:
Co Mapping
Sr. to the Topic
Content
No
Introduction: HR as assets, Definition of Human resource accounting, HRA – CO1

1 concepts, methods and applications, Human Resource accounting vs. Other
Accounting
Human Resource Costs / Investments, Human Resource Costs – the Monetary CO1, CO3
2 Value Approach, Non-Monetary value Based Approaches, Investment in
employees, Human resource Development
Return on Investments, Development of HR ROI into through High Performance CO1, CO3
3 Employees, Measurement of Group Value – The Likert and Bowers Model,
Hermanson‘sunpurchased goodwill model
Human Resource Accounting System, Developing Human Resource Accounting CO1, CO3
4 System, Implementation of Human resource Accounting system, Integration with
other accounting system
Human Resource Score Card, HR Score Card, constituents of HR Scorecard, HR CO2

5
score card as an instrument in HR Audit
Human Resource Audit, Role of Human resource audit in business environment, CO4
HR Audit Objectives, Concepts, Components, Need, Benefits, Importance,
6
Methodology and instruments of HR Audit, The audit process and Issues in HR
Audit
Human Resource Audit Report, HR Audit Report – purpose, Report Design – CO2, CO5,
7 CO4
Preparation of report, Use of HR Audit report for business improvement
8 Recent Advancements in Human , Resource Audit and Accounting CO1,CO3
Reference Texts:
HRD Audit: Evaluating the Human Resource Function for Business Improvement - 2nd
1
edition (2014) - SAGE Response.
Designing and Managing Human Resource Systems by T V Rao & Udai Pareek - 3rd
2
edition (2015) - Oxford & IBH Publishing Co Pvt.Ltd.
Assessment:
Internal 60%
Semester end 40%
PERSONAL GROWTH LABORATORY:
Semester : IV
Title of the Subject/course : Personal Growth Laboratory-Major- 50 Marks

The course will accelerate the process by which students learn to manage themselves and others
effectively. Students will get tools for solving complex problems and obtain detailed feedback
regarding their performance as managers, team players and problem solvers.
1 To reflect and understand impact of one's behavior on others.
2 To reflect and understand impact of others' behavior on self.
3 To map the road towards self-improvement.
4 To appreciate the linkage between personal growth and professional progress
CO1 Applying Develop self- awareness of personal values, ethics, and beliefs.
CO2 Applying Identify linkage of personal values,ethics,and beliefs with the HR process & HR profession.
CO3 Applying Identify versatility of meaning making, while understanding phenomena, events, processes.
Identify likely dilemmas that may emerge as a conflict between personal values/ethics/morals and that
CO4 Applying
of contextual organizational/business values.
Analyse enhanced self-awareness with personal growth goals & professional development
CO5 Analysing
milestones.

Critical Role Of Cognition
CODE : And Communication Global Self In Org as per
HR-401 Analytical Skills Perspective And Blooms
Thinking Society Taxonomy
Personal
Growth PO1 PO2 PO3 PO4 PO5 PO6
Laboratory
CO1 2 1 3 3 1 3 3
CO 2 2 1 3 3 2 3 3
CO3 2 2 3 3 1 3 3
CO4 2 2 3 3 1 3 3
CO5 3 2 3 3 1 3 4
Course Content:
Co Mapping
Sr. No. Content to the Topic
CO1
Introduction to Personal Growth 1. Meaning, Nature and Scope, 2. Self-
1
awareness 3. Personality characteristics and linkages to personal growth
CO1
Growth Zone: 1. Personal Growth, linkage with Johari Window 2. Four
2
Personas-open, naïve, secret, mysterious 3. Increasing open arena
Empathy Building- 1. Business imperative and & Empathy 2. Understanding CO2

3 Others 3. Thoughts, Feelings and behavior and their impact 4. Sympathy,
Empathy, Apathy 5. Empathy training exercises 6. Work of Mirror Neurons
CO3
Listening skills 1.Importance of Listening Skills 2. Levels of listening 3.
4
Developing empathic listening skills
Feedback- 1. Importance of feedback 2. feedback from physical world 3. Giving CO4

5
Feedback- OPIS 4. Consequences of constructive feedback
CO4
Feedback - 1. Receiving positive feedback 2. Receiving negative feedback 3.
6
Rational approach toward feedback .
Developing Behavioral competencies- 1. Competency of decision making 2. CO5

Competency of conflict resolution 3. Competency of strategic planning and
7
execution . 4. Time management skills
Developing Behavioral competencies- 1. Competency of persuasion 2. CO5

Competency of effective communication 3. Competency of effective team work
8
and collaboration
Developing professional skills – 1. Negotiation skills 2. Team building skills 3. CO1, CO3,
9 Choice building skills . CO4, CO5
Developing professional skills- 1. Values and ethical behavior 2. Viewing CO1, CO3,
10 Leaders of Large Organisations. CO4, CO5
Reference Text:
Luft Joseph, (1989). Of Human Interaction: The Johari Model. Mayfield Publishing Co.
1
179 pgs.
Patnaik Dev (2010)Wired to Care. How companies prosper when they create
2
widespread empathy. Darling Kindersley India
3 Bono Edward (2016) Six Thinking Hats Penguin UK, 192 pages.
Assessment:
Internal 100%
Semester end 0%

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S.P.Mandali‘s Prin.L.N.

Welingkar Institute of Management Development &

Syllabus under Credit Based Semester and Grading System

Effective Academic Year 2019-20

MASTER OF MANAGEMENT STUDIES

TWO-YEAR FULL-TIME PROGRAM

AFFILIATED TO UNIVERSITY OF MUMBAI

Recognised by All India Council for Technical Education, Govt. of India.

Sr. No Content Page No

Vision of the Institute

―To nurture thought Leaders and Practitioners through inventive education‖.

Mission of the Institute

Core Values of the Institution

• Breakthrough thinking and execution

• Result oriented, process driven work ethic

• We link and care

MMS at Weschool is a different experience primarily because of :

The architecture of the program is as follows :

Year 1 - Summer Internship

MMS Program Vision

MMS Program Mission

MMS Program PEOs (Program Educational Objectives): Graduate will,

• PEO 1: Exhibit an in-depth understanding of the domain concepts.

Course No of sessions Total

S. P. Mandali’s Prin. L. N. Welingkar Institute of Management Development & Research Page 9

Electives for Marketing Specialisation (Any Three out of Five)

Electives for Operations Specialisation (Any Three out of Five)

S. P. Mandali’s Prin. L. N. Welingkar Institute of Management Development & Research Page 10

Electives for Human Resources Specialisation (Any Three out of Five)

Course Course Name No. of Total Marks Credits

Course Course Name No. of Total Marks Credits

MARKETING ELECTIVES (Any Two out of Four)

Course Course Name No. of Total Marks Credits

OPERATIONS SPECIALISATION (SEMESTER III)

Course Course Name No. of Total Marks Credits

Course Course Name No. of Total Marks Credits

S. P. Mandali’s Prin. L. N. Welingkar Institute of Management Development & Research Page 12

Course Course Name No. of Total Marks Credits

FINANCE SPECIALISATION (SEMESTER III)

Course Course Name No. of Total Marks Credits

Course Course Name No. of Total Marks Credits

S. P. Mandali’s Prin. L. N. Welingkar Institute of Management Development & Research Page 13

ELECTIVES (Any Two out of Four)

Course Course Name No. of Total Marks Credits

HUMAN RESOURCES SPECIALISATION (SEMESTER III)

Course Course Name No. of Total Marks Credits

Course Course Name No. of Total Marks Credits

S. P. Mandali’s Prin. L. N. Welingkar Institute of Management Development & Research Page 14

ELECTIVES (Any Two out of Four)

Course Course Name No. of Total Marks Credits

2 Core Courses + 1 Major Course

MARKETING SPECIALISATION (SEMESTER IV)

Course Course Name No. of Total Marks Credits

Course Course Name No. of Total Marks Credits

S. P. Mandali’s Prin. L. N. Welingkar Institute of Management Development & Research Page 15

2 Core Courses + 1 Major Course

Course Course Name No. of Total Marks Credits

Course Course Name No. of Total Marks Credits

FINANCE SPECIALISATION (SEMESTER IV)