MBA Syllabus

Jaipur School of Business
Master of Business Administration

MBA Scheme 2023-2025
Department of Management
(MBA) Revised Syllabus 2023-2025
Syllabi and Course Structure
Academic Programme
Batch (2023-2025)

Department of Management
(MBA) Revised Syllabus 2023-2025
Choice Based Credit System (CBCS) and Outcome Based Education
Pattern as per UGC, AICTE and NEP 2020 Guidelines
1. Preamble: The revised MBA Curriculum 2023-2025 builds on the implementation

of the Outcome Based Education along with the Choice Based Credit System
(CBCS) and Grading System as per AICTE Guidelines.
The revised syllabus of MBA programme of Jaipur School of Business, JECRC

University broadly meets the Model Curriculum norms for MBA, prescribed by the
AICTE in January 2018, UGC Model Curriculum and NEP 2020. The revised
syllabus aims to meet the objectives of Business Environment and Domain
knowledge (BEDK), Critical Thinking Business Analysis (CTBA), Problem Solving
and Innovations (PSI), Global exposure and cross-cultural understanding (GECCU),
Social Responsiveness and Ethics (SRE), Effective Communication (EC) and
Leadership and Team work (LT). Syllabus contents have been finalized after several
rounds of peer review meetings held at the departmental level, suggestions and
opinion of the advisory committee and industry professionals was sought before
finalization of the syllabus.
2. MBA Programme Focus:
2.1 Programme Educational Objectives (PEOs):

PEO 1 – To develop a sound business and entrepreneurial acumen with innovative
mindset
PEO 2 – To equip students of Management Programme with legal and practical
approach to problem-solving
PEO 3 – To nurture and train future managers for challenges in the wake of global
uncertainty
PEO 4 – To develop individuals turned into competent professionals through
continuous improvement in learning and innovation
PEO 5 – To sensitize students with ethical issues arising out of society and the
business interface
PEO 6 – To equip students with appropriate quantitative tools to analyse real-world
business situations
2.2 Program Outcomes (PO) –
A Management graduate will be able to demonstrate:

PO1: Management Knowledge: To provide students with comprehensive
management knowledge that can help them to be a business leader and manager
PO2: Analytical Skills: To required conceptual, analytical, technical, entrepreneurial
and human relation skills to be an effective management professional and ethical and
responsible citizen.
PO3: Research Aptitude: An ability to demonstrate a critical awareness of current
issues (diversity, social responsibility, sustainability, innovation, knowledge
management, etc.) in business and management which is informed by leading edged
research and practice in the field.
PO4: Leadership Skills: Display leadership competencies in implementing,
coordinating and inspiring subordinates to manage change.
PO5: Culture, Values and Ethics: Naturalization with social responsibility issues
that managers must address, including business ethics, cultural diversity,
environmental concerns and sustainable development.
PO6: Application Skills: Demonstrate analytical skills applying business analysis,
data management and diagnostic problem-solving skills in order to support
management decision-making.
PO7: Entrepreneurship Skills: Apply the entrepreneurial, analytical, managerial
skills for effective business management.
PO8: Individual and Team Work: Function effectively as an individual, and as a
member or leader in diverse teams, and in multidisciplinary settings.
PO9: Communication: Communicate effectively on complex engineering activities
with the engineering community and with society at large, such as, being able to
comprehend and write effective reports and design documentation, make effective
presentations, and give and receive clear instructions.
PO10: Life Long Learning: Ability to integrate business knowledge and
management techniques and aid planning and control in a changing business
environment.
2.3 Program Specific Outcomes (PSO):

PSO1: To develop graduates for diverse careers in global management administration
and entrepreneurship
PSO2: To enable the students in applying conceptual fundamental knowledge of
management to optimally solve the complex business problems.
PSO3: To be able to provide innovative solutions
PSO4: To be able to practice professional ethics and standards for sustainable
business practices
PSO5: To adapt them to function in multi-disciplinary work environment, good
leadership skills, as a front-runner and decision-maker.
3. Course Types:
Program Core: - Core courses are compulsory courses for all the students.
Fundamental: - This is the course which should compulsorily be studied by a student

as a course requirement to complete the requirement of a degree in a said discipline of
study. Therefore, these are mandatory in nature. These courses cannot be substituted
by any other courses.
Program Elective: - A specialization centric elective is called Program Elective.

Program Elective courses, in the semester II and III are focused on specialization
areas, Students have opted for.
Skill Enhancement/Ability Enhancement: - Such courses focus on providing the

necessary tools for management students to enhance their managerial skills and ability
for decision-making.
3.1 Massive Open Online Courses (MOOCs)- Massive Open Online Courses (MOOCs)
are such online courses which are developed as per the pedagogy stated in the AICTE
regulation (2018) or equivalent; following the four-quadrant approach and made
available on the SWAYAM platform of Government of India
Students are encouraged to opt for MOOCs (Massive Online Open Courses) through
SWAYAM and NPTEL. Not more than 20% of the total credits (16 Credits) shall be
earned through MOOCs. Not more than 20% of credits per semester shall be earned
through the MOOCs. Student shall apply to the HOD or other designated academic
authority of the institute in advance and seek permission for seeking credit transfer for
the proposed MOOCs, they wish to pursue.
3.2 Program Electives offered: -
The following Program Electives shall be offered:

 Finance
 Marketing
 Human Resource
 Information Systems
 Production and Operations Management
 Entrepreneurship and Family Business Management
Note:
 The University may offer only SELECT Program Electives depending on the
industry requirement, student demands, employability potential etc.
 The University may not offer a program elective if a minimum of 10% of
students are not registered for that program elective.
3.3 Dissertation: -
In the fourth semester, students are required to take a discipline specific research
project to understand the concepts of subjects opted in Program Elective, and need to
understand emerging trends in the market, practical exposure and finding solutions to
the business problem through proper research process. After successful completion of
the project a student must submit the report to the department and have to undergo a
Viva-voce before the panel of external and internal subject experts to acquire the
degree in Management.
4. Teaching Pedagogy:
The focus of the teaching pedagogy will be on creating a healthy, learning
environment for students, which could help them grow, develop and sustain in ever-
changing, challenging, and competing business environment. The main aim of a
faculty is to become a mentor or facilitator who helps students achieve the learning
goal. This will be achieved through:
 Encouraging analytical, problem-solving and decision-making skills through critical

thinking, dialoguing and solution building
 A pedagogic mix comprising of case studies, simulations, presentations and lectures
 High Industry-Institute Interface based studies
 Students compulsorily presenting Seminars on published research papers from recent
international journals to orient towards Research.
 Detailed course handouts including the session plan and learning outcome handed to
students before commencement of each semester.
 Flip classroom mode for participative learning
 One industrial visit every year i.e., between two semester or end of semester is
mandatory
 The Department shall insist on report submission by each student and shall maintain
this as a documentary proof. The format of the report shall be prescribed by the
department.
4.1 Medium of Instruction: -
The medium of instruction and evaluation shall be English only.
4.2 Workshops and Special Lectures: -

The department will be conducting special lectures, workshops, seminars, academia
lecture series by inviting domain experts and industry leaders. The Department will also
be organizing workshops on Resume writing, mock interviews and career development,
personality development, motivational lectures for the overall development. The main
aim of the same is to improve the competitiveness and caliber of management aspirants.
5. Structure of MBA Programme: -
S. No Course Type No. of Credit Per Course Total

Papers Credits
L T P
1 Program Core (PC) 07 03 0 0 21
2 Fundamental (F) 03 02 0 0 06
3 Program Electives 10 03 0 0 30
(PE)
4 Skill-Enhancement 02 02 0 02 03
(SE)
5 Ability-Enhancement 02 02 0 0 04
(AE)
6 Dissertation 32 16
Total 24 12 0 34 80
Course Structure
Scheme of Teaching
Master of Business Administration (MBA)
Semester I
FIRST SEMESTER
Sub Code Sub Name L T P C Type
MBA 014 B Principles of Economics & Markets 2 0 0 2 F
MBA 003 A Organizational Behaviour 3 0 0 3 PC
MBA 101 A Managerial Accounting 3 0 0 3 PC
MBA 161 B Marketing Management 3 0 0 3 PC
MBA 001 A Principles & Practices of Management 2 0 0 2 F
MBA 018 A Quantitative Techniques and Analytics 2 0 0 2 AE
MBA 005 C Business Communication & Skills 2 0 0 2 SE
MBA 024 A Analytical tools for Managers Lab 0 0 2 1 SE
MBA 131 A Entrepreneurship and Start-ups 2 0 0 2 F
TOTAL 19 0 2 20
Semester II
SECOND SEMESTER
MBA 102 A Financial Management 3 0 0 3 PC
MBA 191 A Human Resource Management 3 0 0 3 PC
Elective- I 3 0 0 3 PE
Elective-II 3 0 0 3 PE
Elective- III 3 0 0 3 PE
Elective- IV 3 0 0 3 PE
Elective- V 3 0 0 3 PE
Elective- VI 3 0 0 3 PE
TOTAL 24 0 0 24
PC = Program Core; F = Fundamental; PE = Program Elective; SE = Skill-Enhancement, AE = Ability-

Enhancement
Semester III
THIRD SEMESTER
MBA198A Strategic Management and Corporate 3 0 0 3 PC
Social Responsibility
MBA431B Production & Operations Management 3 0 0 3 PC
MBA013A Management Research Methodology 2 0 0 2 AE
Elective- VII 3 0 0 3 PE
Elective- VIII 3 0 0 3 PE
Elective- IX 3 0 0 3 PE
Elective- X 3 0 0 3 PE
TOTAL 20 0 0 20
Semester IV
FOURTH SEMESTER Type

MBA999A Dissertation - - 32 16 PC
TOTAL - 32 16
PC = Program Core; F = Fundamental; PE = Program Elective; SE = Skill-Enhancement, AE = Ability-

Enhancement
PROGRAM ELECTIVE SUBJECTS
Sub Code Specialization L T P C
FINANCE
MBA103A Financial Decision Making 3 0 0 3
MBA104A Financial Derivatives 3 0 0 3
MBA105A Indian Financial System 3 0 0 3
MBA106A Insurance & Risk Management 3 0 0 3
MBA107A International Financial Management 3 0 0 3
MBA108A Mergers, Acquisitions and Corporate 3 0 0 3
Restructuring
MBA109A Security Analysis and Portfolio 3 0 0 3
Management
MBA110A Financial Risk Management 3 0 0 3
MARKETING
MBA162A Advertising Management 3 0 0 3
MBA163A Consumer Behaviour and Market Research 3 0 0 3
MBA164A International Marketing 3 0 0 3
MBA165B Product Management and Brand Building 3 0 0 3
MBA166A Rural Marketing 3 0 0 3
MBA167A Sales and Distribution management 3 0 0 3
MBA440A Marketing of Services 3 0 0 3
MBA461A Retail Management 3 0 0 3
HUMAN RESOURCE
MBA 190A HR Analytics 3 0 0 3
MBA192A Compensation Management 3 0 0 3
MBA193A Industrial Relations & Labour Laws 3 0 0 3
MBA194A Organizational Development and 3 0 0 3
Management of Change
MBA195A Performance Management and Retention 3 0 0 3
Strategies
MBA196A Sourcing, Training and Development 3 0 0 3
MBA197A Strategic Human Resource Management 3 0 0 3
MBA371A Knowledge Management 3 0 0 3
INFORMATION SYSTEMS
MBA222A Business Intelligence and Data Mining 3 0 0 3
MBA223A Business Process Re-engineering 3 0 0 3
MBA225A ERP & Data Base Management System 3 0 0 3
MBA226A Information System Audit 3 0 0 3
MBA227A Strategic Management of Information 3 0 0 3
Technology
MBA228A IT Strategy & E-Business 3 0 0 3
MBA229A System Analysis and Design 3 0 0 3
MBA230A Cloud Computing 3 0 0 3
PRODUCTION AND OPERATION
MANAGEMENT
MBA432A Applied Operations Research 3 0 0 3
MBA434A Logistics Management 3 0 0 3
MBA437A Production Planning & Control 3 0 0 3
MBA438A Purchasing & Materials Management 3 0 0 3
MBA439A Service Operations Management 3 0 0 3
MBA441A Total Quality Management 3 0 0 3
MBA442A Transportation Management 3 0 0 3
ENTREPRENEURSHIP AND FAMILY
BUSINESS MANAGEMENT
MBA301A Entrepreneurship Process & Behaviour 3 0 0 3

MBA302A Creativity & Innovation in Entrepreneurship 3 0 0 3
MBA303A Small Business Management 3 0 0 3
MBA304A Family Business Management 3 0 0 3
MBA305A Leading Change in Family Business 3 0 0 3
MBA306A Social Entrepreneurship 3 0 0 3
MBA307A Financing New Business Ventures 3 0 0 3
MAPPING COURSE OUTCOMES LEADING TO THE ACHIEVEMENT OF PROGRAM

OUTCOMES AND PROGRAM SPECIFIC OUTCOMES:
Course Program Outcome Program Specific Outcome

Outcome
CO PO1 P PO3 PO4 PO5 PO6 PO7 PO8 PO9 PO10 Pso1 Pso2 Pso3 Pso4 Pso5
O
2
CO1 H H L H H H M
CO2 H M H H H H L
CO3 H M M H H M H L
CO4 H H
CO5 H H H H
H = Highly Related; M = Medium L = Low

M.B.A I Semester
Principles of Economics and Markets
PAPER CODE: MBA 014 B
CREDITS: (2)
Objectives:
To equip the students of management with time-tested tools and techniques of managerial
economics to enable them to appreciate its relevance decision making. To explore the
economics of information and network industries and to equip students with an understanding
of how economics affect the business strategy of companies in these industries.
Unit 1
The Economic Way of Thinking
Introduction to economics: concept of scarcity- trade-offs, opportunity cost, basic economic
problems, microeconomics and macroeconomics, managerial economics-meaning and nature.
Sectoral Composition:Characteristics of Indian economy as developing economy, causes and
solutions for economic development in India.
Unit II
Demand & Supply Analysis and Estimation
Demand Analysis- meaning of demand, determinants of demand, demand equation, Law of
Demand, elasticity of demand, types of elasticity, measurement of elasticity, supply-
meaning, determinants, Law of Supply, market equilibrium.
Unit III
Production Analysis and Market Competition
Production-meaning, production function, laws of production-law of variable proportions and
laws of returns to scale, isoquants, economies of scale;
Unit IV
Cost analysis
Meaning of cost, Cost concepts, (problems), cost function Cost & Economies of scale.
Unit V
Markets
Types of markets: perfect competition, monopoly, monopolistic competition and oligopoly;
Oligopoly Market: Oligopoly-price searchers-meaning, cartels, conditions for cartel success;
price rigidity and kinked demand; price leadership, volume pricing.
Course Outcomes (CO)

CO 1: To study and remember the concepts, tools, principals and theories of Micro
economics
CO2: Understanding of economic concepts and markets for business growth.
CO3: To apply economic tools and logic for arriving at optimum solution to business
problems
CO4: To analyse & evaluate the different microeconomic situations and consumer
behaviour pattern for taking correct business decision
CO5: To create and formulate appropriate strategies and policies as per the current
business trends.
MAPPING COURSE OUTCOMES LEADING TO THE ACHIEVEMENT OF

PROGRAM OUTCOMES:
Course Program Outcomes

Outcome
PO1 PO2 PO3 PO4 PO5 PO6 PO7 PO8 PO9 PO10
CO1 L L M M L L - L L L
CO2 L M - M M M L L M -
CO3 L H - L H H - L M M
CO4 L M H - H H L M -
CO5 L M - H - - L - - L
H = Highly Related; M = Medium, L = Low
Reference books:
1. Pindyck, Rubinfeld & Mehta (2009). Microeconomics (7th ed.). Pearson.
2. Principles of Economics 2016
3. Principles of Economics 2015, N. Gregory Mankiw (Author)
M.B.A I Semester
ORGANIZATIONAL BEHAVIOR
PAPER CODE: MBA 003A
CREDITS: (3)
Objective:
This course is designed to equip the students with the tools necessary to understand the
dynamics of individual and group behaviour for efficient and effective utilization of human
resources in the organizations. Broadly, the course intends to help the students to be able to
understand and analyse the individual needs, feelings, aspirations and to develop skills
needed to plan for the implementation of change in an organization.
UNIT I
Concept of OB - Definition, Need and Importance of Organizational Behaviour,
Contributing disciplines of OB, Nature and Scope, Organizational Behaviour Models.
Individual Behaviour – Concept and Application
Learning – Concept, Learning theories and reinforcement.
UNIT II
Personality – Type A and B, Big five personality types, Factors influencing personality.
Values And Attitudes– Concept and types of values: Terminal value and instrumental value.
Components of attitude, job related attitudes, measurement of attitude.
Perceptions And Emotions – Importance, factors influencing perception, perpetual
distortions, emotional intelligence.
UNIT III
Motivation – Meaning and importance of motivation, Maslow‘s need hierarchy theory,
Herzberg‘s two factor theory, Theory X Theory Y, Intrinsic and Extrinsic motivation by Ken
Thomas, Measurement of motivation using standard questionnaire. Communication and
feedback.
Transactional Analysis (TA) – A brief overview, The three Ego States (Child, Adult,
Parent), Johari Window.
UNIT IV
Group Dynamics- Stages of Group Development. Cohesiveness and Productivity, Group
Norms, Types of groups/teams
Conflict: Sources of conflict, resolution strategies.
Leadership: Meaning and concept of leadership, trait theory, transactional, charismatic, and
transformational leadership.
Power and Politics – Power Tactics, Coalitions, Organizational Politics
UNIT V
Dynamics of Organisational Behaviour
Organizational Climate and Culture – Concept, Factors affecting organizational climate
and culture, Developing organizational culture
Organizational Change – Importance, Stability vs. Change, Proactive vs Reaction change,
Change process, Resistance to change, Managing change.
Stress – Work Stressors, Consequences, Prevention and Management of stress
Course Outcome:
At the end of this course students will:
CO1: apply the conceptual foundation and theories of organisational behaviour
CO2: understand the concept of individual behaviour and its application through their
personality and perception
CO3: demonstrate how the organizational behavior can integrate in understanding the
motivation (why) behind the behavior of people in the organization.
CO4: analyze how to develop coordination and teamwork in organization
CO5: understand the dynamics of Organizational structure and design and implement change
effectively

PROGRAM OUTCOMES:

Outcome
CO1 L L M L L L L ─
CO2 L M - M L M M M ─ M
CO3 L H L H L M H M ─ M
CO4 L M - H L M H H - M
CO5 L M L H L L H L ─ M
Essential Readings:
1. Robbins, S.P., OrganisationalBehaviour, Prentice Hall of India Pvt. Ltd., New Delhi.
2. Greenberg, Jerald, and Robert A Baron, OrganisationalBehaviour, Prentice Hall of India
Pvt. Ltd., New Delhi.
3. Luthans, F., OrganisationalBehaviour, McGraw Hill International. New York.
Suggested Readings:
1. Chhabra, T. N., OrganisationalBehaviour, Sun India Publications.
2. Singh, A.K., and B. P. Singh, Organizational Behavior, Excel Books Pvt. Ltd, New Delhi.
M.B.A. I Semester
MANAGERIAL ACCOUNTING
PAPER CODE: MBA101A
CREDITS: (3)
Objectives:
The objective of this course is to acquaint the students regarding various accounting concepts
and its application in managerial decision making. They can assess and apply their strengths
in accounting.
UNIT I
Financial Accounting – Concept, Importance and Scope. Generally accepted accounting
principles, Preparation of Financial Statements with special reference to analysis of a Balance
Sheet and Measurement of Business Income.
Management Accounting – concept, need, importance and scope. Cases and Problems
UNIT II
Financial Statement Analysis- Concept, objectives and types.
Ratio analysis- study of liquidity, solvency and profitability ratios.
UNIT III
Funds Flow Analysis – uses and preparation of funds flow statement.
Cash Flow Analysis – uses and preparation of cash flow statement. Cases and Problems
UNIT IV
Cost Accounting – Records and Processes, Preparation of cost sheet. Marginal costing and
absorption costing. Marginal costing equation, Managerial application of marginal costing.
Break even analysis – Computation of breakeven point, margin of safety. Profit graphs.
Cases and Problems
UNIT V
Budgetary control- Meaning, need, objectives, essentials of budgeting, different types of
budgets;
Variance Analysis - Classification of variances, Material cost, Labour cost, Overhead cost
variances. Causes and Disposition of variances. Cases and Problems
Course Outcomes:
At the end of this course the students will able to -

CO1: Develop a functional knowledge of basic managerial accounting principles which will
include at a minimum.
CO2: The ability to calculate costs in job order and a process cost accounting system and
understand how the costs flow through the system
CO3: An understanding of the types of costs and how they behave in order to calculate cost-
volume-profit relationships
CO4: An understanding of the types of budgets and be able to prepare operating budgets,
financial budgets and capital budgets.
CO5: The study will explain and analyse general costs and cost variance analyses, to assess
the price and quantity of materials, labour and overhead costs.

OUTCOMES AND PROGRAM-SPECIFIC OUTCOMES:

Outcome PO1 PO2 PO3 PO4 PO5 PO6 PO7 PO8 PO9 PO10
CO2 L M M L M M M ─ M
CO3 L H H L M H M ─ M
CO4 L M H L M H H ─ M
CO5 H L M L L L ─ L
Suggested Books:-
1. Ray Garrison, Eric Noreen, Peter Brewer: Managerial Accounting, MC Graw Hill
Education (India) Private Limited, 13th Edition.
2. Kuppapally Jelsy Joseph: Accounting For Managers, PHI Publications.
3. R.C. Shekhar, A.V. Rajagopalan: Management Accounting, Oxford University Press.
MBA I
MARKETING MANAGEMENT
SUBJECT CODE: MBA 161B
CREDITS: (3)
Objectives:
The course is designed to promote an understanding of concepts, philosophies, processes and

techniques of managing marketing operation and to develop a feel of the market place.
UNIT I
Introduction Meaning, Definition, Philosophies of Marketing, Scanning the Marketing Environment,

Ethical and Social issues of Marketing, Introduction to Marketing research: Meaning, Definition,
Process of Marketing research & MIS. Rural Marketing: The profile of rural market of India. The
main problem area in rural marketing, Market Segmentation & Marketing communication in Rural
Markets.
UNIT II
Determining alternative market or segment attractiveness, Bases of segmentation – Making, market

and segment choices - Principles of competitive positioning - Communicating the competitive
position Targeting, Alternative targeting strategies Positioning: Meaning, Definition, Requirement,
Product Positioning, Types of Positioning, Positioning Process
UNIT III
Understanding Consumer Behaviour, Factors Influencing consumer behaviour, Consumer

Decision Making Process, Organizational Consumer Behaviour, Factors Influencing
Organizational Consumer Buying Behaviour.
UNIT IV
Product Decision: Meaning, Definition, Classification, Product Mix & Product Line decision, Product
Life cycle, New Product Development, Branding, Packaging & Labelling Decisions. Pricing:
Meaning, Definition, Learning Objectives, Factors Affecting Pricing Decisions, Price Setting
Procedure, Selecting Pricing Strategies, Selection of Pricing Method.
UNIT V
Market Channel Decisions: Meaning, Definition Functions and Types, Factors Affecting in Selection
of Channel, Channel Process, Introduction to VMS, HMS, MLM. Managing the Marketing Promotion
Decisions: Advertising, Sales Promotion, Personal Selling, Public Relations, Direct & Online
Marketing
Course Outcome (CO):
At the end of this course the students will able to –

CO1: Identify and respond to marketing its objectives by applying principles of marketing and
communications.
CO2: Develop a marketing plan and present and defend it persuasively.
CO3: Contribute to evaluating the effectiveness of marketing initiatives.
CO4: Participate in the development of creative solutions to address marketing challenges.
CO5: Explain Channel functions & flows, channel levels.

OUTCOMES :
Course
Outcome Program Outcomes
CO PO1 PO2 PO3 PO4 PO5 PO6 PO7 PO8 PO9 PO10
CO1 H H H H H
CO2 L M L H
CO3 M H
C04 L M H H
CO5 M H M
Essential Readings:
1. 1Marketing Management: A South Asian Perspective – Kotler, Keller, Koshy & Jha, 13/e,
Pearson Education, 2012
2. Marketing Management, Ramaswamy V. S. & Namakumari S, 4/e, TMH, 2014
3. Fundamentals of Marketing Management, Etzel M.J BJ Walker & William J. Stanton, 14/e,
TMH, 2012
4. Marketing Management Concepts & Cases, S.A.Sherlekar, HPH
Suggested Readings:
1. Marketing Management, Arun Kumar & Meenakshi N, 2/e, Vikas, 2012

2. Applied Case Studies in Marketing – Shajahan S, Primus BOOKS, 2011.
3. Marketing Management – Karunakaran, HPH.
M.B.A I Semester
PRINCIPLES AND PRACTICES OF MANAGEMENT
CREDITS: (2)
Objective:
The objective of this course is to expose the students to basic concepts of management and to
enable them to gain an appreciation for emerging ideas, techniques, procedures and practices
in the field of management.
UNIT I
Management: Definition, Nature, Importance, Scope and Functions, Process, Evolution of
Management thought - Contributions of FW Taylor, Henri Fayol, Elton Mayo,
Roethlisberger, H.A.Simon and P.F Drucker, Managerial roles, Skills of effective manager.
UNIT II
Planning and Decision Making: Nature, importance and planning process - Planning premises
- Components of planning as Vision, Mission, Objectives, Goals, Policies, Strategies,
Procedures, Methods, Rules, Projects and Budgets - Decision-making - Meaning - Types -
Decision-making Process under Conditions of Certainty and Uncertainty.
UNIT III
Organizing: Nature, purpose and kinds of organization - Structure - Principles and theories of
organization - Departmentalization - Span of control - Line and staff functions - Authority
and responsibility - Centralization and decentralization - Delegation of authority -
Committees - Informal organization.
UNIT IV
Staffing and Directing: General Principles of Staffing Importance and techniques of
Directing- Motivation - Meaning - Importance - Theories: Maslow, Herzberg, McGregor
(X&Y), Ouchi (Z), Vroom, Porter-Lawler, McClelland and Adam- - Communication:
Meaning - Types - Process - Barriers; Leadership: Significance, Types Styles and Theories-
Trait, Contingency, Situation, Path-Goal, Tactical, Transactional, Transformational and Grid.
UNIT V
Coordination and Controlling: Coordination: Concept, Need and techniques; Controlling:
Objectives and Process of control - Devices of control - Integrated control - Special control
techniques.
Course Outcomes:
Upon successful completion of the requirements for this course, students will be able to:
CO1: Examine systematically the dynamics of entry, diagnosis, planning, intervention, and
sustainability that occur during organization change efforts.
CO2: Recognize and understand the intricate relationship between the strategic business plan
of the organization and the role of organization development.
CO3: Develop and enhance conceptual and behavioural skills to implement system-wide
organization Control efforts.
C04: An understanding the concept of direction and leadership.
C05: understand the process by which the manager achieves harmonious group efforts and
unity of actions through balancing the activities of different individuals and groups.

OUTCOMES:
Outcome
CO1 M H H L H M M L ─ M
CO2 M H H L H M L ─ L H
CO3 M H L L H M L ─ L H
CO4 - L - M L - L L M
CO5 M - H L H M M L M -
Suggested Books:
1. Koontz & Weinrich, Essentials of Management, Tata McGraw Hill, 2010.

2. L.M. Prasad, Principles & Practices of Management, Sultan Chand, 2010.
3. Stephen Robbins, Management, Pearson, 2011.
MBA I Semester
Quantitative Techniques and Analytics
SUBJECT CODE: (MBA018A)
CREDITS: (2)
Objectives:
The course is designed to make the students familiar with the basic quantitative and linear
programming techniques. The focus of this paper is to enable the students to give an exposure
to operations research techniques to support business decisions and to understand simulation
and its application in decision making.
Unit I
Introduction to OR; Scope, Techniques, Characteristics and Limitations of Operation
Research; Methodology and Models in OR (only theory).
Theory of Games: Introduction-Two Person Zero Sum Games – Pure Strategies – Games
with Saddle Points – Rules to Determine Saddle Points – Mixed Strategies – Game Without
Saddle Points – the Rules of Dominance – Methods of Solution for Games Without Saddle
Points – Algebraic Methods.
Unit II
Transportation Problems: Introduction: Mathematical Formulation of Transportation

Problem, the Transportation Method for Finding Initial Solutions-North West Corner
Method, Least Cost Method, Vogel‘s Approximation Method.
Unit III
Assignment Problems: Introduction, Mathematical Statement of the Problem, Hungarian

Method of Solution, Maximization case in Assignment Problem, Unbalanced Assignment
Problem
Unit IV
Networking: Terminology; Networking Concepts; Rules for drawing network diagram; CPM
Computations: CPM Terminology, Finding critical path - Different Floats; PERT
Computations: Computation of earliest and latest allowable times, Probability of meeting the
scheduled dates; difference between PERT and CPM, Concept of Project Crashing (Theory
only)
Unit V
Linear Programming: Formulating Maximization/minimization Problems, Simplex Method,
and Artificial Variables – Big M – Method.
Course Outcomes:
CO1: Apply quantitative tools in managerial decision making.

CO2: Understand the payoffs of strategies and evaluation of strategies accordingly.
CO3: Effectively use networking tools in relevant application areas.
CO4: Effectively use the resource allocation techniques as transportation and assignments in
related areas.
CO5: Understanding the formulation of real time problems as mathematical problems.

OUTCOMES:
Outcome
CO1 M H L H M H M L ─ M
CO2 H L M L M L M ─ L H
CO3 H L H M L M M ─ L H
CO4 - M - L H H - L L M
CO5 M - H L H M M L M -
Text Books Levin, Richard I., Rubin, David S., Siddiqui, M.H. and Rastogi, Sanjay(2017),Statistics
for Management, Pearson.
Reference Books
1. Beri, G.C., (2005),Business Statistics, TMH Publication, ISBN: 9780070599468.

2. Gupta and Kapoor (2014), Fundamentals of Applied Statistics, Sultan Chand & Sons,
ISBN: 978- 8180547058.
3. Arulmozhi ,G. and Muthulakshmi ,S(2009),Statistics for Management, The McGraw-
Hill Education, ISBN: 9780070153684
MBA I Semester
BUSINESS COMMUNICATION
Subject Code: MBA005C
Credit: (2)
Objective
To develop communication competence in prospective managers and to make them unable
the prospective managers to communicate information as well as their thoughts and ideas
with clarity and precision.
UNIT I
Business communication covering Role of communication in information age; concept and

meaning of communication; skills necessary for technical communication; Communications
in a technical organization; Barriers to the process of communication. Style and
organization in technical communication covering, Listening, speaking, reading and
writing as skills; Objectivity, clarity, precision as defining features of technical
communication; Various types of business writing: Letters, reports, notes, memos; Language
and format of various types of business letters; Language and style of reports; Report writing
strategies; Analysis of a sample report;
UNIT II
Communication and personality development covering, psychological aspects of

communication, cognition as a part of communication; Emotional Intelligence; Politeness and
Etiquette in communication; Cultural factors that influence communication; Mannerisms to
be avoided in communication; Language and persuasion; Language and conflict resolution;
UNIT III
Applications of Listening and comprehension skills; Reading Skills; Sound Structure of

English and intonation patterns; Oral Presentation and professional speaking covering, Basics
of English pronunciation; Elements of effective presentation; Body Language and use of
voice during presentation; Connecting with the audience during presentation; Projecting a
positive image while speaking; Planning and preparing a model presentation; Organizing the
presentation to suit the audience and context; Basics of public speaking; Preparing for a
speech;
UNIT IV
Career Oriental Communication covering, Resume and bio-data: Design & style; Applying
for a job: Language and format of job application. Job Interviews: purpose and process; How
to prepare for interviews; Language and style to be used in interview; Types of interview
questions and how to answer them; Group Discussion: structure and dynamics; Techniques of
effective participation in group discussion; Preparing for group discussion;
UNIT V
Advanced Techniques in Technical Communication covering, Interview through

telephone/video-conferencing; Power-point presentation: structure and format; Using email
for business communication; Standard email practices; Language in email; Using internet for
collecting information; Referencing while using internet materials for project reports; Writing
for the media;
Course Outcome
CO1: Learn to develop communication competence in prospective managers.
CO2: To enable the prospective managers to communicate information as well as their thoughts and
ideas with clarity and precision. It will equip the applications of communication such as applying for
a job, writing reports and proposals, facing an interview, and participating in a group discussion.
CO3: To make them aware of the new developments in technical communication that have become
part of business organizations today.
CO4: Apply technical style in writing and note-making.
CO5: Compose official notes, letters, emails, resume, job applications and MOM with the usage of
advanced grammar.

PROGRAM OUTCOME:

Outcome
CO1 H H H H H
CO2 L M L H
CO3 M H
CO4 L M
CO5 L M H L L
Text/Reference books:
1. Fred Luthans, Organizational Behaviour, McGraw Hill
2. Lesikar and petit, Report writing for Business
3. M. Ashraf Rizvi, Effective Technical Communication, McGraw Hill
4. Wallace and masters, Personal Development for Life and Work, Thomson Learning
5. Hartman Lemay, Presentation Success, Thomson Learning
6. Malcolm Goodale, Professional Presentations
MBA I Semester
ANALYTICAL TOOLS FOR MANAGERS Lab
Paper Code: MBA024A
Credits: (0-0-2-1)
Objectives
This course aims to provide students with an exposure to the advanced features in MS Excel.
To equip students with knowledge on basic software for business communication with in-
hands training. To provide an understanding on how to analyse quantitative data using
Microsoft excel. To gain proficiency in creating solutions for Data Management and
Reporting
UNIT I
Introduction Meaning of Data analytics tools, Introduction of MS excel, Excel interface

(Title bar, Menu bar, Tool bar, Formula Bar, Calculation Bar), Data Entry and editing,
formatting of data, Auto fill, Cell Referencing, Paste special
UNIT II
Basic functions of excel Mathematical function, Statistical functions, Logical functions, Date
& Time Functions, Filters and sort (Standard, Custom, Multiple)
UNIT III
Charts ( Bar chart, Stock chart, Area chart, Statistic Chart, Combo chart, Pie chart),
Graphs(Line scatter), Data tables, Tables, Page Layout & Views ( Margins, Break,
Background, Landscape, Portrait, Theme colors, Theme effects, Fonts
UNIT IV
Data Analysis using Lookup, Pivot table and Data Security Lookup Functions,
Introduction to Pivot table, Filter, sort and group Pivot table data, Uses of Pivot chart,
Organizing & Presenting Data Interpretation using Pivot, Printing the sheet, Password
protection
UNIT V
Excel for Financial data and Dashboard Working with Tables, Basic Financial Function,
Loan amortization, Depreciation (SLN, SYD, DB, DDB, VDB), Capital budgeting,
Dashboard, Types of dashboard.
Course Outcomes:
At the end of this course the students will able to:
CO1: Understand and critically apply the concepts and methods of business analytics.
CO2: Identify, model and solve decision problems in different settings.
CO3: Interpret results/solutions and identify appropriate courses of action for a given
managerial situation whether a problem or an opportunity.
CO4: Create viable solutions to decision making problems.
CO5: Apply analytical tools and techniques in business context.

Course Program Outcome

Outco
me
CO1 H H H H H
CO2 L M L H
CO3 M H
C04 L M H H
Reference Books:
 John walkenbach , Microsoft Excel 2016 Bible

 Stephen James Nelson, Excel Data Analysis for Dummies
 Nancy Muir. Teach Yourself VISUALLY Excel 2007
\
MBA I Semester
Entrepreneurship Skills & Start-ups
Subject Code: MBA 131A
Credit :(2)
Objective
To Develop and Strengthen Entrepreneurial Quality and Motivation In Students And To
Impart Basic Entrepreneurial Skills And Understanding To Run A Business Efficiently And
Effectively
UNIT I
Entrepreneur – Types of Entrepreneurs – Difference Between Entrepreneur And
Intrapreneurship In Economic Growth, Factors Affecting Entrepreneurial Growth.
UNIT II
Generating business ideas – sources of new ideas, methods of generating ideas, creative
problem solving, opportunity recognition, environment scanning, competitor and industry
analysis. Intellectual Property Strategy for the Innovation- Driven Enterprise. Managing the
Productive Core of the Firm: Innovation
UNIT III
Managing the Productive Core of the Firm: Innovation.
Executing innovations — the structures and incentives organizations must put into place to
effectively allow talented individuals (from different functions) to execute innovation
processes. Exploiting innovations — the strategies that a firm must consider to most
effectively exploit the value of their innovation, including innovation platforms that
incorporate multiple product options, portfolios and standards. Renewing innovations — the
processes, structures and strategies for exploring, executing and exploiting innovations that
established firms can use to renew their innovation foundations in the face of potentially
disruptive innovations.
UNIT IV
Need – Sources Of Finance, Term Loans, Capital Structure, Financial Institution,

Management Of Working Capital, Costing, Break Even Analysis, Taxation – Income Tax,
Excise Duty – Sales Tax.
UNIT V
Sickness In Small Business – Concept, Magnitude, Causes, And Consequences, Corrective
Measures – Business Incubators – Government Policy For Small Scale Enterprises – Growth
Strategies In Small Industry – Expansion, Diversification, Joint Venture, Merger And Sub
Contracting.
Course Outcomes:

CO1: Understand the nature of entrepreneurship
CO2: Understand the function of the entrepreneur in the successful, commercial application
of innovations
CO3: Confirm an entrepreneurial business idea
CO4: Identify personal attributes that enable best use of entrepreneurial opportunities.
CO5 : To develop understanding about reason in sickness in small business and incubators.

Course
Outcome
Program Outcomes
CO1 H H H H H
CO2 L M L H
CO3 M H
CO4 L M H H
CO5 M H L
Suggested Books:-
Carree, M. A., Thurik, A. R. "The impact of entrepreneurship on economic growth"
Audretsch, D. B., Acs, Z. J. (eds). Handbook of Entrepreneurship Research.

II SEMESTER
MBA II SEMESTER
FINANCIAL MANAGEMENT
PAPER CODE: MBA102B
CREDITS: (3)
Objective: To familiarize the students with the principles and practice of financial
management.
UNIT I
Financial Management: Meaning & Scope of FM. Objectives of FM, Functions of Financial
Managers, Financial Decisions, Time value of money: Present Value & Future Value of
Rupee one & Annuity. Risk and Return- overview of capital market theory, Beta Estimation,
CAPM, and APT.
UNIT II
Funds Raising Decision: Cost of Capital: Cost of Debt Capital, Preference Capital, Equity
Capital, Retained Earnings & Weighted Average Cost of Capital.Capital Structure –
Determination of capital structure, optimum capital structure, over capitalization & under
capitalization, return on capital employed, Capital Gearing, Trading on equity.
UNIT III
Capital Budgeting (Traditional & modern Techniques): Pay Back Period, ARR, NPV, IRR,
PI & Terminal Value techniques.Theories of capital structure: Net Operating Income, Net
Income, Traditional & MM Theory.
UNIT IV
Working Capital Management: Meaning, Components of WC, Operating Cycles Method of

estimation of WC. Inventory Management: Concept, Objectives & Inventory Control
Techniques. Receivable Management: Concept & Objectives.
UNIT V
Leverages: Meaning, Types of leverages, calculation of Leverages: Operating Leverage,

Financial Leverage & Combined Leverage. Dividend Policy: Concept of Dividend &
Dividend Policy, Determinants of Dividend Policy, Dividend Model: Gorden Model, Walter
Model & M-M Model
Course outcome –
At the end of this course the student will able to learn
CO1: Apply and critically evaluate corporate finance techniques and critically evaluate
theories of financial statements and related analysis;
CO2: Identity, define and analyse problems and identify and create process to solve them and
Exercise critical judgement in creating new understanding;
CO3: Demonstrate advanced numeracy and quantitative skills and identify and evaluate
social, cultural, global, ethical and environmental responsibilities and issues
CO4: Select and apply techniques in assessing and managing working capital.
CO5: Develop analytical skills this would facilitate the decision making in business
situations.

Course Program outcome

Outcome
CO1 H M L H M H L M ─ H
CO2 H H L H H H L M ─ M
CO3 H H L M M L M M ─ M
CO4 H L M M L ─
CO5 H L L L ─
Suggested Books:
1) Khan, M.Y. Jain, P.K. Financial Management: Text, Problems and Cases, Tata
McGraw Hill Publishing Company Limited.
2) Pandey, I.M. Finance: A Management Guide for Managing Company Funds and
Profits. Prentice Hall of India, New Delhi. (2003).
3) Bhattacharya,Financial Accounting for Business Managers. Prentice Hall of India,
New Delhi 2003
4) Saraswat, Bhatnagar, Financial Management, Garima Publications, 2012.
5) M.R. Agarwal,Financial Management, Garima Publications Jaipur, 2009.
MBA II Semester
HUMAN RESOURCE MANAGEMENT
CREDITS: (3)
Objective:
The objective of this course is to help the students to develop an understanding of the concept
& techniques of essential functions of human resource management.
UNIT I
Introduction to Human Resource Management HRM – Nature and Scope of HRM, Using
HR Analytics for recognizing changing trends in HRM
Strategic HRM, Managing Global Human Resources Role of HR in Internationalization of

Business - Staffing Global Organizations - Implementing Global HR System
UNIT II
Human Resource Planning - HR forecasting - Job Analysis – Job Evaluation
Recruitment and Selection Recruitment and Selection, - Recruiting Talent – Selecting Right
Talent Application Forms, Selection Test, Interviews, Evaluation,
Placement, Induction
UNIT III
Training and development approaches, Training Budget, Training -ROI, Evaluation of

Training and Management Development
Performance Management and Appraisal, Concept of Employee Growth,
Managing Career Planning, Elements of a Career Planning Programme, Succession

Planning.
UNIT IV
Compensation Concept of compensation, Elements of Compensation, Process of

Determining Compensation, Managing Wages, Concept of Rewards and Incentives,
UNIT V
Practical aspects of HRM Preparing recruitment forms, Drafting offer letter, Appointment
letters, Job Description and Specification Forms, Preparing Training & placement Doc,
Performance Appraisal Forms
Course outcome –
At the end of this course the student will able to learn-
CO1: Demonstrate an understanding of key terms, theories/concepts and practices within the
field of HRM;
CO2: Demonstrate competence in development and problem-solving in the area of HR

Management; Provide innovative solutions to problems in the fields of HRM;
CO3: Work effectively with colleagues with diverse skills, experience levels and way of
thinking and be able to identify and appreciate the significance of the ethical issues in HR
CO4: Be able to evaluate HRM-related social, cultural, ethical and environmental

responsibilities and issues in a global context.
CO5: To develop the necessary skill set the for application of various HR issues.

Course Program Outcome

Outcome
CO1 H H H M L M
CO2 H M M L M L H H H
CO3 L L H M L H H H M
CO4 L H L M
CO5 H L M H
H = Highly Related; M = Medium; L = Low
Text Books:
1. De Cenzo, D.A. & Robbins, S.P. (2006). Fundamentals of Human Resource Management
(10th ed.). New York: John Wiley & Sons
Suggested Readings:
1. Monappa & Saiyaddin. (2000). Personnel Management. New Delhi: Tata McGraw Hill
2. Rao, V.S.P (2007). Human Resource Management- Text and Cases (2nd ed.). New Delhi:
Excel Books.
III SEMESTER
MBA III Semester

Strategic Management and Corporate Social Responsibility
Paper Code: MBA198A
Credit: (3)
Objectives:
The objective of this course is to develop a holistic perspective of an organization and to

enable the students to analyse the strategic situation facing the organization, to access
strategic options available to the organization and to implement the strategic choices made by
it.
UNIT I
Introduction: Business policy-evolution of the concept. Difference between business policy
and strategic management. Corporate governance- concept, issues, models, evolution and
significance. Introduction to Strategic Management-Concept importance of strategic
Management, Strategy & Competitive Advantage, Strategy Planning & Decisions, strategic
Management Process.
UNIT II
Top management perspective: Establishing company direction-developing strategic vision,
setting objectives and crafting a strategy-Internal & External Environment, Formulating Long
Term objective & Strategy, Strategic Analysis & Choice.
UNIT III
Analysing business environment: Analysis of Business environment at 3 levels-Macro
external environment analysis, external environment analysis (Industry analysis and
competitor analysis) porter‘s five forces and competitor analysis framework, and firm level
internal analysis. Identifying alternative strategies: Grand strategies: stability, growth,
retrenchment & combination strategies, Generic strategies. Organization structures and
strategy.
UNIT IV
Competitive strategy and competitive advantage: Industry and competitive analysis, strategy
and competitive advantage, Principles of Competitive Advantage-Identifying Value
Activities, Competitive Scope and the Value Chain.
UNIT V
Social Capital-Social theory and social structure, Concept and characteristics, concept of
bonding-bridging & linking: Putnam‘s theory, A paradigm for social capital, Leveraging
social capital in Business set-up &NGO's, Social capital in the organisation, social capital
outside the organisation, social capital, exchange and contribution, social capital, intellectual
capital and the organizational advantage.
Course outcome-
CO1: Analyse and evaluate an organization in its context from a strategic perspective.
CO2: Determine appropriate strategic directions for an organization.
CO3: Define and recommend a course of action that is consistent with the recommended
strategic direction.
CO4: Ability to integrate and apply knowledge gained in basic concepts to the formulation
and implementation of strategy from holistic and multi-functional perspectives.
CO5: Acquisition of skills to analyze and evaluate critically real-life company situations and
develop creative solutions, using a strategic management perspective.


Outcome
CO1 H M L M M M L ─ ─ L
CO2 H L H H M H ─ M ─ M
CO3 H L M H L H M H ─ M
CO4 H L M H L H H H ─ M
CO5 H L L M M ─
Reference Books:
1.G. Saloner, A.Shepard and J.Padolny, Strategic Management, Wiley India, New Delhi,
2008
2.AnthonyHenry, Understanding Strategic Management, OUP, New Delhi,2011
3.A. Haberberg and A. Rieple, Strategic Management: Theory and Application, OUP, New
Delhi,2008
MBA III Semester

PRODUCTION AND OPERATIONS MANAGEMENT
PAPER CODE: MBA 431B
CREDITS: (3)
Objectives:
The course is designed to familiarize the students with decision-making in planning,
scheduling, control and productivity improvement in production and operations function in
both manufactories and service organizations. Emphasis would be on to bring about
effectiveness and efficiency of operations by job and work design, process design, layout
design and design and control of systems related to production resources planning, quality,
scheduling, maintenance, inventory and environment and safety.
UNIT I
Operations Management: An Introduction: Introduction to Production & Operations
Management: Definition, need, responsibilities, key decisions of OM, goods vs. services,
Operations as a key functional area in an organization. Operation Strategies-Definition,
relevance, strategy formulation process, order qualifying and order winning attribute.
Definition of lean production, lean Demand, Pull logic, waste in operations, elements that
address elimination of waste, 2 card Kanban Production Control system.
UNIT II
Forecasting and Scheduling: Forecasting-Definition, types, qualitative (grass roots, market
research and Delphi method) and quantitative approach (simple moving average method,
weighted moving average and single exponential smoothing method), forecast error, Mean
Absolute Deviation (MAD). Scheduling: Operation scheduling, goals of short-term
scheduling, job sequencing (First Cum First Serve (FCFS), Shortest Processing Time (SPT),
Earlier Due Date (EDD), Longest Processing Time (LPT), Critical Ration (CR)) & Johnson‘s
rule on two machines, Gantt charts.
UNIT III
Planning Techniques: Aggregate Planning: Definition, nature, strategies of aggregate
planning, methods of aggregate planning (level plan, chase plan and mixed plan, keeping in
mind demand, workforce and average inventory. Capacity Planning: Definition, measures of
capacity (input and output), types of planning over time horizon, Decision trees analysis.
Queuing and Inventory Models: Elementary Queuing Theory Models: Poisson- Exponential
Single Server Model with Infinite Population; M/M/1, M/M/C, Inventory Management:
Economic Order Quantity with finite and infinite supply
UNIT IV
Operations and Services Design: Process Selection: Definition, Characteristics that influence
the choice of alternative processes (volume and variety), type of processes- job shop, batch,
mass and continuous, product-process design Matrix and Services design matrix, technology
issues in process design, flexible manufacturing systems (FMS), computer integrated
manufacturing (CIM). Layout Decision: Layout planning – Benefits of good layout,
importance, different types of layouts (Process, Product, Group technology and Fixed
position layout). Assembly line balancing by using Longest Operating Time (LOT) rule.
Location Decisions & Models: Facility Location – Objective, factors that influence location
decision, location evaluation methods- factor rating method.
UNIT V
Maintenance Management & Quality Control: Maintenance Management: Need of
maintenance management, equipment life cycle (Bathtub curve), measures for maintenance
performance (Mean Time Before Failure (MTBF), Mean Time to Repair (MTTR) and
availability), Reliability: Definition and function of series and parallel. Statistical Quality
control: Variations in process (common & assignable causes), Variable measures (mean and
range chart), Attribute measures (proportion of defects and no. of defects) using control
tables control charts, single sampling plan: OC curve Acceptance sampling.
Course outcome –
CO1: To analyse the various process characteristics and identify how they support operations
strategy through cases and Project work
CO2: Apply decision-making techniques in Business Management with emphasis on decision
making under risk and sensitivity analysis, in business cases & Apply workforce management
techniques with emphasis on Learning curves in business cases.
CO3: To explain the concept of capacity management and apply capacity techniques in
business examples. Identify and apply layout techniques for different types of Process
strategies in business examples.
CO4: Apply forecasting techniques as applied in the business environment. Through cases
apply inventory Management techniques including Just - In Time (JIT) systems in optimizing
inventory levels.
CO5: Apply network models and techniques in Project Management problems.

OUTCOMES:

Outcome
CO1 H M L M M M L ─ ─ L
CO2 H L H H M H ─ M ─ M
CO3 H L M H L H M H ─ M
CO4 H L M H L H H H ─ M
CO5 H L L M M ─
Text Books:
1. Mahadevan B (2006). Operations Management Theory & Practice (2nd ed.). Pearson
Education.
2. S.N. Chary (2000). Production & operations management (3rd ed.). New Delhi: Tata
McGraw Hill.
3. S.C. Gupta & V.K. Kapoor (2010). Fundamentals of Applied Statistics (4th ed.). Sultan
Chand & Son
4. Chase R B, Aquilano N J, Jacobs F R and Agarwal N (2006): Production & Operation
Management Manufacturing and Services (11th ed.), Tata McGraw Hill
5. V.N.A Naikan (2011): Reliability Engineering and Life Testing, Eastern Economy edition,
PHI
MBA III Semester

MANAGEMENT RESEARCH METHODOLOGY
SUBJECT CODE: MBA013A
CREDITS: (2)
Objective
Research methodologies tell the systematic method for acquiring data and studying it for
deriving out crucial findings. This is an important process that helps in solving problems and
making business decisions. It enables management for properly organizing their efforts in a
right direction for generating an idea.
Unit I
Research: Introduction- Meaning, Objective, Types and Approaches of research. Research
process and research design- meaning, need and features of good design. Statistics in
research- Meaning & Definition of Statistics, Functions, Applications, Limitations and
Distrust of Statistics.
Unit II
Sampling Designing: Census and sample survey, implications of sample design, steps in
sample design, criteria of selecting a sample, characteristic of a good sample design,
Different type of sample design, random sampling. Data collection techniques: collection of
data, interview, schedule and questionnaire method, difference between questionnaires and
schedules, Collection of secondary data, selection of appropriate method for data collection.
Unit III
Processing and analysis of data: Measurement of central tendency (mean, median, mode).
Measurement of dispersion (Range, IQR, Quartile, Mean, Standard). Correlation analysis:
Karl Pearson coefficient of correlation, Spearmen single rank method.
Unit IV
Hypothesis Design, Basic concept concerning hypothesis testing, procedure of hypothesis
testing. Important Parametric test: Z test, T test and F test, Non parametric test: Chi square
test. Limitation of the testing of hypothesis.
Unit V
Scaling technique, measurement in research, type of measurement scales, techniques of
developing measurement tools, Interpretation and report writing, technique of interpretation,
Significance of report writing, Different steps in writing a report, Lay out of the research
report, types of report.
Course outcome-
CO1. Apply a range of quantitative and / or qualitative research techniques to business and
management problems / issues.
CO2. Understand and apply research approaches, techniques and strategies in the appropriate
manner for managerial decision making.
CO3. Demonstrate knowledge and understanding of data analysis and interpretation in
relation to the research process.
CO4. Conceptualise the research process and understand each aspect of research design.
CO5: Understand the process of report writing and concluding research.

PROGRAM OUTCOMES AND PROGRAM SPECIFIC OUTCOMES:
Course PO1 PO2 PO3 PO4 PO5 PO6 PO7

Outcome
CO1 H H L H H H L
CO2 H H H M M L
CO3 H H M H M L L
CO4 H H M M L M L
Reference Books:
1. Research Methodology: C R Kothari.
2. Business Statistics for managers: Levin and Rubin.
3. Business Research Methods: Coopers & Swindlers
MBA IV SEMESTER
MBA IV SEMESTER
Dissertation
Paper Code – MBA 999 A
Project Report submission and viva – voce on four months industrial training done.
The objective is to develop their skills in identifying issues in concrete management

situations, collecting and analysing data and apply management concepts and techniques to
deal constructively with management problems and suggest solutions.
During the months of January to June after completing 3rd Semester Examinations, students
will have to undergo a 4 months internship/ in plant training on real life problems in business/
industrial organizations.
1) The programme of four-month industrial training requires that the candidate would be
assigned a project work and guide(s) by the organization under whom the candidate would
complete the assigned study. On the satisfactory completion of the work the organization
would issue a completion certificate to the candidate concerned. However, the candidate in
all cases would be under the joint guidance of a faculty adviser. If and when necessary, the
organization guide and the faculty adviser may arrange meeting to discuss necessary details
to supervise the study the candidate. On completion of internship, a student will have to
submit a report on their work to the department (2 copies) and also a copy of the same to the
organization concerned. The student will also have to defend their report at a viva voce
examination arranged by the department.
2) Case writing as a key component in the structure of MBA IV Semester Internship. The
objective of this proposal is to engage students in research, analysis, and documentation of
real-world business scenarios. It also enhances the effectiveness and alignment of the
internship program with the evolving needs of our students and the industry.
1. To create a repository of real-world business cases specific to industry or organization.
2. To enhance the students research and analytical skills by immersing them in complex
business scenarios.
3. To contribute to the development of educational materials by creating a well-structured
library of cases.
4. Departmental publication of well-documented, industry-specific case studies.
FINANCE ELECTIVES
MBA (Elective-Finance)
FINANCIAL DECISION MAKING
CREDITS: (3)
Objectives:
This course develops concepts and techniques that are applied to financial modelling and
financial decisions such as: working capital management, capital budgeting, capital structure,
dividend policy, cost of capital and mergers and acquisitions. It stresses the application of
theory and techniques and extensive use of case studies.
UNIT I
An Overview of the Financial System- Saving and Investment, Money, Inflation & Interest,
Banking and Non-Banking Financial Intermediaries. Financial institutions and economic
development: nature and role of financial system: financial system and financial markets,
efficiency, stability, technology, government intervention in the financial system.
UNIT II
Financial Markets and Instruments- Money market and Capital Markets, Financial
Instruments: REPO, TBs, Equities, Bonds, Derivatives etc.
UNIT III
Characteristics of Financial Instruments: Liquidity, Maturity, Safety & Yield. Concept of

strategic decisions-changing global economic environment. Valuation of strategic options-
merger and acquisition. Pricing & Planning, Strategy, Diversification & Merger-The Indian
Cases.
UNIT IV
Strategic decisions regarding financial services- Valuation of exchange rate mechanism,

strategic decisions regarding securitization factoring and forfeiting, value creation and value
based financial strategy.
UNIT V
Analysis of enterprise – concept of valuation EVA, MVA, enterprise value. Analysis of

corporate financial models.
Course Outcomes:
At the end of this course, the student will able to learn-
CO1: Apply financial management concepts and tools to the financing decisions and
dividend decisions.
CO2: Appraise risk profile of firms; specifically, estimate the costs of capital, including debt
and equity capital using financial data.
CO3: Apply concepts and tools to the decisions faced by a manager in investment decisions.
CO4: Select and apply techniques in assessing and managing working capital.
CO5: Develop analytical skills this would facilitate the decision making in business
situations.


Outcome
CO1 L L M L L L L L ─
CO2 M M L H L M M M ─ M
CO3 H H L H L M H M ─ M
CO4 L M M H L M H H ─ M
Suggested Books: -
1. Financial Decision Making: Concepts, Problems and Cases by John. J. Hampton,
Prentice Hall.
2. Fundamentals of Corporate Finance by Robert Rarrino & David Kidwell, Wiley
Publications.
3. Financial Decision Making for Entrepreneurs and Managers by Dr. Tom McKaskill.
M.B.A. (Elective-Finance)
FINANCIAL DERIVATIVES
CREDITS: (3)
Objectives:
This course sets up study in the field of investments related to options, futures and other
derivative securities. The course will acquaint students with derivative securities, markets,
pricing, hedging and trading strategies of derivative instruments.
UNIT I
Definition of Derivative Securities- Brief history of derivatives, Evolution of Commodity,

Currency, Stocks and Interest Rate Derivatives, Structure of derivative markets, forwards,
futures, options, swaps etc. Examples of more sophisticated derivatives: barrier options,
compound options, options on futures, swaptions, underlying assets: equities, currencies,
commodities and interest rates. Reasons for trading: risk management, speculation and
arbitrage.
UNIT II
Market Characteristics- Futures and Options contract specifications, underlying asset,

contract size, and delivery specifications. Marking to market using margin accounts.
Familiarizing with market quotes.
UNIT III
Trading Strategies involving Options and Futures. Interest rate derivatives, Contractual
specification: floating and fixed rate. Valuation of interest rate derivatives. Derivatives
Pricing Theory- Option Pricing: Black-Scholes formula for option pricing: derivation and
properties. Volatility: estimated vs. implied, options on dividend-paying assets, warrants and
convertibles. Binomial models for option prices: definitions and terminology.
UNIT IV
Continuous-Time Models. Futures Pricing: Pricing by arbitrage: relationship between

futures and spot price (cost of carry and reverse cost of carry), difference between futures and
forward price, futures on dividend-paying assets.
UNIT V
Risk Analysis and Management- Risk Measurement and Management Framework, Option's
delta, gamma, Vega, theta, rho. Hedging with futures. Derivatives Disclosure: Accounting
Issues in Derivatives. Options and Futures Applications in India- Structure of Indian stock
markets and the operational efficiency of options and futures, determination of the fair value
of futures and options prices, Interactions between spot equity trading and trading in
derivatives.
Course outcome-
CO1: Understanding of the motives, reasons and explanations for corporate hedging activity.
CO2: Knowledge of key financial building blocks, used in constructing complex derivative
instruments (eg futures, forwards, options and swaps).
CO3: Analysis of payoffs and strategies involved in trading derivative instruments and
combinations of derivatives.
CO4: Application of the pricing of individual and combinations of derivative securities.
CO5: Use and benefits of derivatives in a portfolio context.

PROGRAM OUTCOMES:

Outcom
e PO1 PO2 PO3 PO4 PO5 PO6 PO7 PO8 PO9 PO10
CO1 H L L H H M L L ─ ─
CO2 H ─ ─ L ─ H M M ─ ─
CO3 M H H M H H H H ─ M
CO4 H L ─ L ─ M ─ M ─ H
CO5 L H L M M L L H ─ M
Suggested Readings: -
1. Financial Derivatives: Theory, Concepts and Problems by S.L. Gupta, PHI

Publications.
2. Financial Derivatives: The Currency and Rates Factor by Aman Chugh and Divik
Maheshwari, Pearson Publications.
INDIAN FINANCIAL SYSTEM
CREDITS: (3)
Objectives
The objective of the course is to understand role of Financial Services in Business
organizations and to give an insight into the strategic, regulatory, operating and managerial
issues in Indian financial system.
UNIT I
Overview of Indian Financial System. Role of Financial Markets in capital formation and
economic development; Indian Financial system- An overview. Commercial Banks and
Industrial Finance- evolving role.
UNIT II
Reserve Bank of India as a Regulator of Banking System and its other functions. Basel –I and
Basel-II norms.
UNIT III
Markets. Money Market Organization in India nature, constituents and instruments.

Industries Securities Market in India: New Issue Market and Stock Exchange. Differences
and similarities, functions, methods of New Issues, Regulatory Framework and SEBI.
UNIT IV
Mutual Funds, Insurance and others. Investment Policy and performance appraisal of Unit
Trust of India,
UNIT V
Insurance Industry, IRDA Insurance Regulator. New Developments such as financial
instruments, Private foreign investments, case studies and problems.
Course Outcomes:
CO1: Subjects gives overview of financial system to students such as flow of funds in
financial system, financial system and economic development.
CO2: Students learn different financial system and their framework.
CO3: Students studies non-banking financial institutions, their role in financial system,
sources of finance and RBI guidelines.
CO4: Students learn the concept of micro finance and its importance in rural economy
CO5: Students learn different sources of finance.

OUTCOMES:

Outcome
CO1 L L M L L L L M ─ L
CO2 L M L M L M M M ─ M
CO4 L M L H L M H H - M
CO5 L M L H H L H L ─ M
1. Indian Financial System by HR Machiraju, Vikas Publications.
2. Indian Financial System by Bharati V. Pathak, Pearson Education.
3. Indian Financial System by M Y Khan, Tata McGraw Hill Education Private Ltd.
INSURANCE AND RISK MANAGEMENT
CREDITS: (3)
Objectives:
This course is intended to develop an understanding among students about identifying
analysing and managing various types of risk. Besides, the students will be in a position to
understand principles of insurance and its usefulness in business.
UNIT I
Concept of Risk, Types of Risk, Managing Risk, Sources and Measurement of Risk, Risk
Evaluation and Prediction. Application of Statistical Techniques in Risk Avoidance. Disaster
Risk Management.
UNIT II
Risk Retention and Transfer, Pooling, Loss Exposure, Legal Aspects of Insurance Contract,
Principle of Indemnity, Estoppels, Endowment, and Insurance.
UNIT III
Concept of Insurance, Need for Insurance, Insurance Industry in India, Globalization of

Insurance Sector, Role of IRDA, Regulation of Risk Reduction by IRDA. Reinsurance, Co-
insurance.
UNIT IV
Nature of Insurance Contract, Utmost Good Faith, Insurable Interest, Types of Insurance, Fire
and Motor Insurance, Health Insurance, and Distinction between Life Insurance and Marine
Insurance.
UNIT V
Control of Malpractices, Negligence, Loss Assessment and Loss Control, Exclusion of Perils,
Actuaries, Automobile Insurance, Computation of Insurance Premium.
Course Outcomes
CO1: The exposures that constitute the overall risk faced by a firm or enterprise and the
process of managing the various exposures that affect the firm or enterprise.
CO2: How insurance can be employed to avoid risk and protect the firm or enterprise. And
explain how the insurance market is structured and regulated.
CO3: Will be able to Organize, model, and quantify the exposures and risks faced by the firm
or enterprise and calculate the effects of the risks and exposures on the value of the firm or
enterprise.
CO4: Understanding of the Insurance industry.
CO5: Understanding about calculation of insurance Premium.

OUTCOMES:

Outcome
CO1 M M H M L M L M ─ M
CO2 H M M M L M L M ─ M
CO3 H M M M L M L M ─ M
CO4 M H M H H L L M ─ L
CO5 H L M H H L L M ─ L
Suggested Readings:
1. Insurance & Risk Management by P K Gupta, Himalaya Publishers
2. Risk Management and Insurance Planning by Jatinder Loomba, PHI Publishers
Essentials of Risk Management and Insurance by Emmett J. Vaughan, Wiley Publications.
INTERNATIONAL FINANCIAL MANAGEMENT
CREDIT: (3)
Objectives:
This course has been designed to acquaint the students with the conceptual framework of the
key decision areas in international finance. The basic objective of the course is to provide an
overview of the financial environment in which multinational firms operate.
UNIT I
Foreign Exchange Market and Risk Management: Environment of International Financial

Management: Balance of Payments. Means of International Payments, Foreign Exchange
Market, Currency Futures and Options Markets.
UNIT II
Foreign Exchange Risk Management, Exchange Risk, Political Risk, Interest Rate Risk,
Measuring and Managing Foreign Exchange Exposure, Practical Problems.
UNIT III
Financing of International Operations: Determination of Exchange Rate, Exchange Market

and Arbitrage, Exchange Rate Control, Financing of Exports and International Investments.
International Monetary Systems, European Monetary System, International monetary and

Financial Institutions, Practical Problems.
UNIT IV
Financial Management of MNCs: Multinational Financial Management: Capital Budgeting

Decisions for Multinational Corporation, Financing Decisions- Cost of Capital and Financial
Structure.
UNIT V
Working Capital Management and Control International Banking, International Transfer

Pricing, Cases and Problems.
Course Outcome:
CO1: Explain the meaning and concepts of international financial management.

CO2: To know the international monetary system and foreign exchange rate mechanism.
CO3: To estimate values of international investment projects and international investment
corporate acquisitions.
CO4: Identify, discuss and various international investment strategies.
CO5: To understand the concept of Balance of Payments (BOP) and remedial measures for
correcting the disequilibrium in BOPs.

OUTCOMES:

CO2 L M M M L M M M ─ M
CO4 L M L H L M H H - M
1. International Financial Management by S.P. Srinivasan & Dr. B. Janakiram, Bijtantra
Publications.
2. International Financial Management by Thummuluri Siddaiah, Pearson Education.
MERGERS, ACQUISITIONS AND CORPORATE RESTRUCTURING
Subject Code: MBA108A
CREDITS: (3)
Objectives
Liberalized economy has generated many opportunities of combining businesses to create
wealth. The fundamental aim of the course is to prepare students to take advantage of the
current scenario and understand how mergers, acquisition and corporate restructuring are
implemented.
UNIT I
Corporate Restructuring: Concept and strategies, Mergers: Concept, Types of Mergers,
Merger Strategy-Growth, Synergy, Operating Synergy, Financial Synergy, Diversification.
UNIT II
Takeover: Concept and types, Other Economic Motives, Hubris Hypothesis of Takeovers,
Other Motives, Tax Motives Financial Evaluation, Joint Venture and Strategic Alliances.
UNIT III
Legal Aspects of Mergers/ Amalgamation and Acquisition / Labour, Provisions of
Companies Act, Regulation by SEBI, Takeover Code: Scheme of Amalgamation, Approval
from Court. Valuation of a Business.
UNIT IV
Due Diligence: Concept, process and types, Methods of Valuation – Cash-flow Basis,
Earning Potential Basis, Growth Rate, Market Price etc. Computation of Impact on EPS and
Market Price.
UNIT V
Determination of Exchange Ratio, Impact of Variation in Growth of the Firms, MBO, LBO,
Boot Strapping; Criteria for Negotiating Friendly Takeover, Financing of Merger. Defence
Against Hostile Takeover, Poisson Pill, Bear Hug, Greenmail, Pacman. Post-Merger H.R. and
Cultural Issues.
Course Outcome:
CO1: Understanding of different types of mergers and acquisitions and the process involved
in executing their deals.
CO2: Develop an ability to understand factors influencing the valuation of a business and
different methods used in Business Valuation.
CO3: Basic understanding about regulatory environment of mergers and acquisitions in
India.
CO4: Analyze investment opportunities in fixed income securities.
CO5: Assess various case studies to analyze valuation strategies, pre and post-merger issues
and challenges.

OUTCOMES:

CO1 L L M L L L L ─ M
CO2 L M - H H M M M ─ M
CO4 L M H H L M H H ─ M
Suggested Readings:
1. Mergers, Acquisitions and Corporate Restructuring by Patrick A. Gaughan, Wiley
Publications.
2. Mergers, Acquisitions & Corporate Restructuring in India by Rachna Jawa, New
Century Publications.
SECURITY ANALYSIS & PORTFOLIO MANAGEMENT
CREDITS: (3)
Objective
To familiarize students with different investment alternatives, introduce them to the
framework of their analysis and valuation and also acquaint them with portfolio management
and evaluation techniques.
UNIT I
The Investment Environment - The investment decision process, Types of Investments, the
Indian securities market, the market participants, trading of securities, security market
indices, Insider Trading.
UNIT II
Security Analysis – Concept of Return & Risk: Types & Sources.
UNIT III
Fixed Income Securities: Bond Fundamentals, Valuation of bonds, Estimating bond yields,
Credit rating.
UNIT IV
Equity Analysis: Fundamental Analysis, Technical Analysis. Valuation of equity shares.

Efficient Market Hypothesis
UNIT V
Portfolio Management: Portfolio & Diversification, Markowitz model (2 Security

portfolios) & Capital Asset Pricing Model. Performance Evaluation Techniques: Sharpe,
Treynor & Jensen Indices
Course Outcome:
CO1: To provide a theoretical and practical background in the field of investments.
CO2: Designing and managing the bond as well as equity portfolios in the real world.
CO3: Valuing equity and debt instruments.
CO4: Computation of risk and return for securities.
CO5: Measuring the portfolio performances


READINGS:
Essential Reading:
1. Chandra, Prasanna, Investment Analysis and Portfolio Management, Tata McGraw Hill.
2. Bodie, Kane; Marcus & Mohanty, Investments, Tata McGraw Hill.
Suggested Readings:
1. Fischer, Donald E. and Ronald J. Jordan, Security Analysis and Portfolio Management, 6th
Edition, Prentice Hall of India, 2007.
2. Reilly, Frank K., and Keith C. Brown, Investment Analysis and Portfolio Management, 8th
Edition, Thomson, 2007.
MBA II
FINANCIAL RISK MANAGEMENT
PAPER CODE: MBA110A
CREDITS: (3)
Objective:
This course gives students an opportunity to gain in-depth understanding of finance and
treasury concepts and identify lucrative career options in the domain of finance. The sessions
also touch upon how technology trends are impacting the area of finance and treasury.
UNIT I
Introduction The Concept of Risk, Nature, Need and Scope of Risk. Source, Measurement,
Identification and Evaluation of Risk. Types of risk – Product Market Risk and Capital
Market Risk. Possible Risk Events, Risk Indicators, Risk Management Process – Pre-
requisites and Fundamentals. Misconceptions of Risk. An Integrated Approach to Corporate
Risk Management. Risk Management Approaches and Methods. A Comprehensive view of
Risk in Financial Institutions. Risk Reporting Process – Internal and External.
UNIT II
Measurement and Management of Risk Value at Risk (VaR): The Concept, Computation,
Stresses Testing, Back Testing. Cash Flow at Risk (CaR): VaR and CaR to make Investment
Decisions. Managing risk when risk is measured by VaR or CaR Non-Insurance Methods of
Risk Management-Risk Avoidance, Loss Control, Risk Retention and Risk Transfer. Asset-
Liability Management (ALM): Evolution & Concept, RBI Guidelines. Capital Adequacy.
Management of Interest Rate Risk, Liquidity Risk, Credit Risk and Exchange Rate Risk.
UNIT III
Techniques and Tools of Risk Management: Forward Contracts and Futures Contracts The
Concept of Derivatives and Types of Derivatives. The Role of Derivative Securities to
Manage Risk and to Exploit Opportunities to Enhance Returns. Individuals, Speculators,
Hedgers, Arbitrageurs and other Participants in Derivatives Market. Forward Contracts:
Definition, Features and Pay-off Profile of Forward Contract. Valuation of Forward
Contracts. Forward Contracts to Manage Commodity Price Risk, Interest Rate Risk and
Exchange Rate Risk. Limitations of Forward Contract. Futures Contracts: Definition.
Clearing House, Margin Requirements, Marking to the Market. Basis and Convergence of
Future Price to Spot Price. Valuation of Futures Contract. Differences Between Forward
Contracts and Futures Contracts. Risk Management with Futures Contracts – the Hedge Ratio
and the Portfolio Approach to a Risk–MinimizingHedge.
UNIT IV
Techniques and Tools of Risk Management: SWAPS: Definition, Types of Swaps. Interest
Rate Swaps, Currency Swaps. Interest Rate Swaps: Mechanics of Interest Rate Swaps. Using
Interest Rate Swaps to Lower Borrowing Costs, Hedge against Risk of Rising and Falling
Interest Rates. Valuation of Interest Rate Swaps. Pricing of Interest Rate Swaps at
Origination and Valuing of Interest Rate Swaps After Origination. Currency Swaps: Types of
Currency Swaps. Valuation of Currency Swaps. Using Currency Swaps to Lower Borrowing
Costs in Foreign Country, to Hedge Against Risk of a Decline in Revenue, to Hedge Against
Risk of an Increase in Cost, to Hedge Against Risk of a Decline in the Value of an Asset, to
Hedge Against Risk of a Rise in the Value of a Liability. Pricing of Currency Swap at
Origination and Valuing of Currency Swap after Origination.
UNIT V
Techniques and Tools of Risk Management: Options Definition of an Option. Types of

Options: Call Option, Put Option, American Option and European Option. Options in the
Money, at the Money and out of the Money. Option Premium, Intrinsic Value and Time
Value of Options. Pricing of Call and Put Options at Expiration and Before Expiration.
Options on Stock Indices and Currencies. The Binominal Option Pricing Model (BOPM):
Assumptions - Single and Two Period Models. The Black and Scholes Option Pricing Model
(BSOPM): Assumptions.
Course Outcome:
CO1: Students understand the principles of financial risk management.
CO2: Students know basic functions of financial risk management.
CO3: Students are able to calculate cost of credit risk.
CO4: Students know tools of financial engineering and risk hedging.
CO5: Students are able to calculate cost of currency risk.

PROGRAM OUTCOMES:

Outcom
e PO1 PO2 PO3 PO4 PO5 PO6 PO7 PO8 PO9 PO10
CO1 H L L H H M L L ─ ─
CO2 H ─ ─ L ─ H M M ─ ─
CO3 M H H M H H H H ─ M
CO4 H L ─ L ─ M ─ M ─ H
CO5 L H M L L H ─
References:
1. Brealey, R., and S. Myers. Principles of Corporate Finance. 7th ed. Irwin/McGraw
Hill. ISBN: 0073368695.
2. ‘Brealey and Myers’ is the world’s most popular finance textbook. It provides a
thorough introduction to financial theory and practice.
MARKETING ELECTIVES
MBA (Elective-Marketing)
Advertising Management
Credit :(3)
Objectives
To understand the process of marketing communications. To understand and integrate
marketing communications theory and concepts with all elements of the promotional mix. To
acquaint students with approaches and methods to develop, execute and evaluate advertising
campaigns.
UNIT I
Mass communication theory and practices, marketing and promotion mix interrelationship
and interdependence advertising. Sales Promotion, Publicity and Public Relations- Scope,
Objectives, activities and creative role. Advertising, objectives tasks and process, market
segmentation and target audience- Message and copy development.
UNIT II
Mass media, selection, planning, budgeting and scheduling. Integrated programme and
budget planning. Implementing the programme, coordination and control.
UNIT III
Advertising Agencies in India, their services and terms, advertisement campaign

development, Agency selection and appointment; Agency Organization and operation,
Getting the best of the agency services. Analysis of effectiveness of advertisement and
promotional campaign.
UNIT IV
Why and when sales promotion support, Sales promotion activities; Consumer Oriented-
Sales channel Oriented-Sales staff oriented, Planning, budgeting, implementing and
controlling campaigns.
UNIT V
Valuation and measurement of advertising and sales promotion effectiveness, Company

organization for advertising: sales manager, Sales Promotion Manager, Market Development
Manager- Role of Tasks, advertising ethics, economics and social relevance. The Public
Relations Activities, Public relations and mass media.
Course outcome:
At the end of the course the students will be able to:
CO1: Identify and respond to clients' advertising and marketing communications objectives
by applying principles of marketing and communications.
CO2: Develop an advertising plan and present and defend it persuasively. Contribute to
evaluating the effectiveness of advertising and marketing communications initiatives.
CO3: Understand the sales promotion and controlling campaign.
CO4: Understand the role of market development manager and public relation
CO5: Collaborate in the development of advertising and marketing communications material,

in compliance with industry standards and business practices .
OUTCOMES :

CO2 L M ─ M L M M M ─ M
CO4 L M H H L M H H ─ M

Reference Books:
1.Jaishree Jethwaney, Advertising Management, OUP, New Delhi,2012

2.Larry Percy and Richard R. Elliot, Strategic Advertising Management, OUP, New
Delhi,2012
Consumer Behaviour and Market Research
Credit :(3)
Objectives:
The subject explores the mysterious world of the consumer‘s psyche and guidelines to the
students to understand what makes consumers to purchase a particular product or avail a
particular service.
UNIT I
Identifying and classifying customers, buying behaviour, attitude of consumer, consumer
perception.
UNIT II
Factors influencing buying behaviour; Reference groups, opinion leaders, social influences.
Consumer behaviour process; Understanding consumer motivation, personality and self-
concept, learning, memory.
UNIT III
Research concepts; exploratory, descriptive and conclusive research. The marketing decision
making process and the need of different types of research. Types of marketing problems and
type of marketing research activity. Sources of data; use and appraisal of existing
information.
UNIT IV
Information from respondents, sampling design, scaling techniques and questionnaire design,
interviewing, mail surveys.
UNIT V
Information from experiment, experimental design for marketing, Motivational research,
Advertising research, Analysis and reporting. Marketing Information Systems, Structure and
design, its role in planning and control; the place of marketing research.
Course outcome:
By the end of this module the student should be able to:
CO1: Analyse the nature and scope of consumer behavior.
CO2: Define, illustrate, and critically analyze the main components of consumer behavior.
CO3: Critically evaluate the existing theories of consumer behavior and their contributions
and limitations.
CO4: Assess the implications of consumer behavior theories for business and wider society.
CO5: Critically examine alternative ways of thinking about consumers as individuals and
within their families, groups, and broader cultural context.


CO1 L L H L L L L M ─ M
Text Books:
1. Schiffman, L.G. and Kanuk, L.L. (2011) Consumer Behavior, 9th Ed., Prentice Hall. ISBN:
9780131869608
2. Batra, S.K. and Kazmi, S.H.H. (2009) Consumer Behavior Text and Cases 2nd Eds, Excel Books.
ISBN: 978-8174466440
3. Majumdar, Ramanuj. (2011) Consumer Behavior. Prentice Hall India. ISBN: 978-8120339637
International Marketing
Credit: (3)
Objectives
The course aims at making students understand the concept and techniques of international
marketing and train them to develop and implement plans and marketing strategies for
entering into international markets and managing overseas operations.
UNIT I
International marketing-its scope and tasks- world economy prospects and Challenges;
India‘s external trade. Analysis of export performance. Why all organizations cannot go
global Shipping terms and international trade terms. Information needs of exports.
UNIT II
Costing and pricing in international trade. Advantages and disadvantages of globalization.
UNIT III
Strategic export planning. Handling an export transaction. Export marketing Checklist;

Selection of Markets: Choosing Markets; Export pricing; Management of export logistics.
Documentation for export; processing of an export trade. Sales forecasting in international
trade, Identifying geographical territories for expansion. Cultural factors affecting business in
global market.
UNIT IV
Export credit system pre shipment and post- shipment, finance, medium- and long-term credit
financing; ECGC; Transportation and shipment of cargo; Marine insurance of cargo;
procedure for claiming rebate of excise duty. Import replenishment licensing procedures.
UNIT V
Generalized scheme of preferences. Sourcing and Transfer pricing mechanism. WTO related
issues and IPR related issues impacting global trade.
Course Outcomes-
CO1: Critically analyse concepts, models, theories and issues relevant to international
marketing.
CO2: Analyze the influences on, and the decisions involved in, the development and
implementation of international marketing strategy.
CO3: Apply relevant knowledge and understanding to the analysis and creative solution of
problems in international marketing and be able to communicate this through the medium of
a management report.
CO4: To understand how managers perform the functional tasks that constitute international
marketing such as marketing intelligence and mix adapters.
CO5: To understand how companies adjust to their international strategies with respect to
global environmental changes.


CO2 L M H M L M M M ─ M
CO3 L H M H L M H M ─ M
CO4 L M L H H M H H ─ M
Reference Books:
1.RakeshM.Joshi, International Marketing, OUP, New Delhi,2014
2.K.Lee and S.Carter, Global Marketing Management, OUP, New Delhi,2012
3.Justin Paul and Rajiv Aserkar, Export Import Management, OUP, New Delhi,2013
Product Management and Brand Building
Subject Code: MBA165B
Credit: (3)
Objectives:
To understand the product management functions and its strategic role. To learn the issues
involved in the product management function through the cases and project. To understand
Brand development and its sustenance in competitive market.
UNIT I
Introduction to product management - what is product & product-service continuum,
individual product decisions, and product attributes product and product lives, special issues
in product management - product life cycle & strategy, product manager-brand manager
product manager- functions and tasks-tools and techniques
UNIT II
New product development and launching. Challenge of change opportunity and risk-product
innovation, modification, addition and elimination product proposals-sources, generation,
processing and selection.
UNIT III
Introduction to brand management, value& significance of brand. and crafting of brand

elements: brand name, symbol & slogan, brand strategic decision, brand extension Consumer
brand knowledge. Managing brand architecture and brand portfolios
UNIT IV
Concept of brand equity & association - Meaning, Definition and elements of Brand equity,
Creating and managing brand equity, corporate branding and tools for building brand equity.
Measuring and leveraging brand equity.
UNIT V
Brand Association: Meaning, Definition and types of brand association, Process of selecting,
creating and maintaining, association.
Brand strategy - brand rejuvenation, brand relations, brand proliferation, multi branding,
global brand. Branding for services, retail, and hi-tech products.
Course outcomes:
CO1: Understand the fundamental concepts of product and brand development and
management. Gain the tools to develop products and to analyze their success.
CO2: Evaluate new product ideas and understand the development of a product over time.
CO3: Develop some sensitivity for the problem in strategic product management.
CO4: Implement profitable brand strategies by building, measuring and managing brand
equity.
CO5: Develop a critical understanding of trends, development and challenges in brand
management.


Outcome PO
PO1 PO2 PO3 4 PO5 PO6 PO7 PO8 PO9 PO10
CO1 L L M L L L L L ─ M
CO3 M H L H L M H M ─ M
Reference Books:
1.Richard Elliot, Strategic Brand Management, OUP, New Delhi,2007
2.Kirti Dutta, BrandManagement, OUP, New Delhi,2012
Rural Marketing
Credit: (3)
Objectives
To expose students to the reality of rural markets. To understand the problems, challenges in
rural marketing. The objective of the course is to provide conceptual understanding on the
Rural Marketing with special reference to Indian context and develop skills required tor
planning of Rural Products.
UNIT I
Rural Marketing: Characteristics and Dimensions of Rural Markets - Rural Market Profile -
Rural Market in India - Size and Scope - Environment and Emerging Profile of Rural
Markets in India - Constraints in Rural Marketing and strategy to overcome the constraints.
UNIT II
Rural Market Behaviour ~ Rural consumer dimensions - Rural Demand Dimension -

Tapping the Rural Markets - Rural Market Segmentation - Basis and Strategies - Consumer
Behaviour in Rural Markets - Approach to Rural Markets of India - Marketing Research.
UNIT III
Marketing Mix for Rural Marketing - Product Planning for Rural Products - Pricing Methods
and Strategies for Products of Rural Markets Product Management in Rural Markets.
UNIT IV
Channels of Distribution: Distribution pattern and methods in rural markets - Special

characteristics of rural channels - Channel management in rural markets - Managing physical
distribution in rural markets - Storage, warehousing and transportation.
UNIT V
Marketing Communication in Rural Markets: Promotion as a component in marketing

communication -Advertising and sales promotion for rural markets - Major challenges in
Media planning - Sales force management in rural markets - Selecting the Media Mix -
Evaluation of promotional activities.
Course outcome:
CO1: Gain insight into the socio-economic structure of rural India.
CO2: Understand the prospects and problems of rural development in India
CO3: Would understanding on the Rural Marketing with special reference to Indian context
CO4: Would develop skills required for planning of Rural Products.
CO5: Objective of this course is to develop understanding of issues in rural markets, to

provide an overview of marketing environment, consumer behaviour.

OUTCOMES :

CO1 L L M H L L L L ─ M
CO2 L M M H H M M M ─ M
CO3 L H L H H M H M ─ M
CO4 L M L H L M H H ─ M
Reference Books:
1.Krishnamacharyalu, Rural Marketing, Pearson, New Delhi,2011
2.PradeepKashyap, Rural Marketing, Pearson, New Delhi,2012
Sales and Distribution Management
Credit:(3)
Objectives:
The course aims to impart skills and knowledge needed to manage sales force and
distribution function so as to gain competitive advantage. As a successful marketer, the sales
and distribution function need to be properly managed. This incorporates understanding of
various concepts, which the course aims to provide to the student participants.
UNIT I
The Sales Management - Introduction to sales management and sales organization, Sales
function & policies, Personal selling - nature, scope & objectives, Formulating Personal
selling strategy.
UNIT II
Planning the Sales Effort - Sales planning and Budgeting, Estimating Market Potential and
Sales forecasting, Setting the sales territory & quotas, Sales and cost Analysis.
UNIT III
Organizing and Directing the sales Force - Recurring and training sales personnel,
Designing & compensating sales Personnel, Motivating and Leading the sales force,
Evaluating sales force performance.
UNIT IV
Distribution Management - Managing marketing logistics & channels,

UNIT V
Channel Integration - VMS, HMS, Channel Management, and Marketing channel Policies
&legal issue. Channel Institutions & control, Wholesaling &- Retailing, Channel Information
systems, Managing & Evaluating Channel Performance Case & future trends in sales &
distribution Management.
Course outcomes:
CO1: To introduce course participants to national and international sales and distribution
practices
CO2: To expose course participants to the tools and strategies necessary for designing,
CO3: To motivate and evaluate & distribution management systems.
CO4: To sharpen the decision-making skills of future sales and distribution manager.
CO5: Demonstrate an understanding of logistics management and be able to take decisions

related to logistics.


Outcome PO1 PO2 PO3 PO4 PO5 PO6 PO7 PO8 PO9 PO10 PO11 PO12
CO1 L L M L L L L M ─ L M H
CO2 L M M M L M M M ─ M M H
CO3 L H L H L M H M ─ M L M
CO4 L M L H L M H H ─ M L H
CO5 L M H H L L H L ─ M L M
Reference Books:
1.TapanK.Panda and Sunil Sachdev, Sales and Distribution Management, OUP, New
Delhi,2011
2.P.K. Mallik, Sales Management, OUP, New Delhi,2011
3.DineshKumar, Marketing Channels, OUP, New Delhi,2012
Marketing of Services
Subject Code: MBA 440A
Credit :(3)
Objective
The course brings out the emerging service environment in India and the world. It emphasises
the distinctive aspects of Services Marketing. It aims at equipping students with concepts and
techniques that help in taking decisions relating to various services marketing situations.
UNIT I
Introduction: Increasing Importance of Services; Defining a Service; Nature of Services;
Intangibility; Distinguishing Features of a Service; Managing Services; The Service Product;
Relationship of Services and the organization; Services as an Opportunity; Service Industry
across the world.
UNIT II
Relevance of Services: Emergence of The Service Economy; Outsourcing and Services;
Overview of The Indian Economy; Services Sector in The Indian Economy, (Major players,
Major services offered, Major centres; Circumstances that contributed to the Services boom
in the Indian economy; Role and relevance of Services to the Indian economy; Classification
of Services; Variety of Services offered by Indian organizations, Intangible and Tangible
Services.
UNIT III
Differentiating Services: Distinguishing Features; The service; Promotion; Price; Place;
People; Physical evidence; Process; Elements of Positioning; Service Differentiation; How
Indian companies have been at the forefront of the Services industry; What do Indian
companies offer to companies seeking Services support; Services as a source of competitive
advantage; Increasing integration of Services with organizational plans and activities; Internal
Services and External Services, Features, Relevance, Examples; Services Trainings and
Hiring; Motivation and Employee Management in the Services sector; Factors affecting
attempts of Services Differentiation.
UNIT IV
Quality and Strategies: Defining Service Quality; Researching Service Quality; Service
Quality Benchmarking (Servqual, TUV, ISO etc.); Setting Quality Standards; Managing the
Marketing Mix for Quality; Organizing and Implementing Service Quality; Factors affecting
Service Quality Management; Customer and Customer Value Proposition and Value Creation
n Services;
UNIT V
Managing the Service Encounter; Blueprinting; Managing Customer Demand, Frequency,
Quality, Training, Content and Context; Developing Relationships with Customers;
Distribution Strategy; Pricing of Services; Promoting Services;. Competitors of the Indian
Services Industry; Future of Services Industry in India and elsewhere; Near-shoring and
Reshoring; Services and the Gig Economy; Growth potential of the Services Industry.
Course Outcomes:
At the end of this course, students would be able to:
CO1: Understand the Concept of Services and intangible products.
CO2: Discuss the relevance of the services Industry to the Industry.
CO3: Examine the characteristics of the services industry.
CO4: Analyse the role and relevance of Quality in Services.
CO5: Visualise future changes in the services industry.

PROGRAM OUTCOMES:

Outcome PO
CO1 L L M L L L L L ─ L
CO5 L H L H ─
Textbooks:
1. Wirtz Jochen, Lovelock Christopher H, Chatterjee Jayanta.: Services Marketing, 8e
Edition, Pearson.
2. Zeithaml Valerie A, & Bitner Mary Jo., Gremler Dwayne D., Pandit Ajay; Services
Marketing, 4th Edition, McGraw Hill
Retail management
Credit:(3)
Objectives:
To introduce the student to the field of retailing management and enable them to understand
the problems and issues faced by retailers and develop winning strategies for retailing
business.
UNIT I
Introduction to Retailing: Introduction, Meaning of Retailing, Economic Significance of
Retailing, Retailing Management Decision Process, Product Retailing vs. Service Retailing,
Types of Retailers, Retailing Environment, Indian vs. Global Scenario
UNIT II
Store Location and Layout: Introduction, Types of Retail Stores Location, Factors Affecting
Retail Location Decisions, Country/Region Analysis, Trade Area Analysis, Site Evaluation,
Site Selection, Location Based Retail Strategies
UNIT III
Retail Marketing Strategies: Retail Merchandising: Introduction to Merchandising
Management, Retail Merchandising Management Process, Retail Pricing- Introduction,
Factors Influencing Pricing, Pricing Strategies, Retail Pricing- Introduction, Factors
Influencing Pricing, Pricing Strategies, Integrated Marketing Communication in Retail-
Introduction, Understanding Integrated Communication, Marketing
UNIT IV
Customer Relationship Management in Retailing-Introduction, Benefits of Relationship
Marketing, Management of Relationship, Principles of CRM, Customer Relationship
Management Strategies, Components of CRM, Customer Service in Retailing, CRM and
Loyalty Program.
UNIT V
International Retailing- Introduction, Stages in Retail Global Evolution, Reasons for Going
Global, Benefits of Going Global, Market Entry Methods.E-Tailing- Introduction, E-tailing,
Role of Technology in Satisfying Market Demand, Technology in Retail Marketing
Decisions, Structure and Developments in E-tailing, Factors Influences the Growth of E-
Tailing, Advantages & Disadvantages of E-Tailing,
Course outcomes:
CO1: The role and relevance of retail Management
CO2: Types and trends of retailing

CO3: The difference between the organized and unorganized retail sector
CO4: The role and importance of international retailing, Retail pricing strategies, Retail
segmentation and relationship marketing
CO5: About Merchandise management, CRM Process in retailing and legal compliances.


Reference Books:
1.P.K. Sinha and D.P. Uniyal, Managing Retailing, OUP, New Delhi,2012
2.Bajaj, Tuli and Srivastava, Retail Management, OUP, New Delhi,2010
HR ELECTIVES
MBA (Elective – HR)
HR Analytics
Credit: (3)
Objectives
Provide better insight into each of the human resource processes, gathering related data and
then using this data to make informed decisions on how to improve these processes.
UNIT I
HR Analytics in Perspective Role of Analytics, Defining HR Analytics, HR Analytics: The

Third Wave for HR value creation, HR Measurement journey in tune with HR maturity
journey Understanding the organizational system (Lean), Locating the HR challenge in the
system, Valuing HR Analytics in the organizational system, Typical problems (working
session)
UNIT II
HRA Frameworks: Current approaches to measuring HR and reporting value from HR

contributions, Strategic HR Metrics versus Benchmarking, HR Scorecards & Workforce
Scorecards and how they are different from HR Analytics, HR Maturity Framework: From
level 1 to level 5, HR Analytics Frameworks: (a) LAMP framework; (b) HCM:21 Framework
and (c) Talentship Framework, 5 overarching components of an effective Analytics
framework.
UNIT III
Basics of HR Analytics: Basics of HR Analytics, what is Analytics, Evolution, Analytical

capabilities, Analytic value chain, Analytical Model, Typical application of HR
analytics. Predictive Analytics: Steps involved in predictive analytics: Determine key
performance indicator, analyze and report data, interpreting the results and predicting the
future. Metrics and Regression analysis and Causation.
UNIT IV
Insight into Data Driven HRA: Typical data sources, Typical questions faced (survey),
Typical data issues, Connecting HR Analytics to business benefit (case studies), Techniques
for establishing questions, building support and interest, Obtaining data, Cleaning data
(exercise), Supplementing data. HR Scorecard: Assessing HR Program, engagement and
Turnover, Finding money in Analytics, Linking HR Data to operational performance, HR
Data and stock performance. Creating HR Scorecard, develop an HR measurement system,
guidelines for implementing a HR Scorecard.
UNIT V
HR Metrics – Defining metrics, Demographics, data sources and requirements, Types of

data, tying data sets together, Difficulties in obtaining data, ethics of measurement and
evaluation. HR Dashboards: Statistical software used for HR analytics: MS-Excel, IBM-
SPSS, IBMAMOS, SAS, and R programming and data visualization tools such as Tableau,
Click view and Fusion Charts.
Course Outcome:
CO1: Have an understanding of How HR function adds value and demonstrates the value in
business terms
CO2: Measure the value of Intangibles that HR helps builds for the organization given a
particular business context to facilitate decision making.
CO3: Convert soft factors in a people management context into measurable variables across
various domains.
CO4: Describe, conduct and analyze a study on employees or any other related to the HR
context in an organization.
CO5: Understand the importance of HR Analytics, Learn the metrics measured by HR

analytics, Learn and effectively use the data to analyse trends.


CO1 L L M L H L L L ─
CO2 L M ─ L L M M M ─ H
CO3 L H L H L M H M H M
CO4 L M ─ H L M H H ─ H
CO5 L M L H H L L L ─ M
TEXT/ REFERENCE BOOKS:
1. Moore, McCabe, Duckworth, and Alwan. The Practice of Business Statistics: Using
Data for Decisions, Second Edition, New York: W.H.Freeman, 2008.
2. Predictive analytics for Human Resources, Jac Fitz- enz, John R. Mattox, II, Wiley,
2014.
3. Human Capital Analytics: Gene Pease Boyce Byerly, Jac Fitz-enz, Wiley,2013
MBA (Elective – Human Resource)
Compensation Management
Credit: (3)
Objectives:
This course is designed to promote understand in issues related to compensation in corporate

sector and impart skills in designing, analysis and restructure compensation management
system, policies and strategies.
Gain knowledge of different components of compensation • Understand different monetary

and non-monetary benefits of compensation • Identify international components of
compensation • Understand various factors required to design compensation
UNIT I
Compensation – Definition – Compensation Responsibilities – Compensation System Design

Issues – Compensation Philosophies – Compensation Approaches,
UNIT II
Job Evaluation, Grading and Compensation Structure: Job Evaluation Introduction to Nature
and Objectives of Job Evaluation; Introduction to Principles and Procedure of Job Evaluation
Programs; Introduction to Basic Job Evaluation Methods; Introduction to Implementation of
Evaluated Job;
UNIT III
Compensation Classification – Types – Incentives – Fringe Benefits – Strategic

Compensation Planning – Determining Compensation – The wage Mix – Development of
Base Pay Systems – The Wage Curve – Pay Grades – Salary Matrix – Compensation as a
Retention Strategy.
UNIT IV
Theories of Wages – Wage Structure – Wage Fixation – Wage Payment – Salary

Administration – Executive Compensation – Incentive Plans – Team Compensation – Gain
Sharing Incentive Plan – Enterprise Incentive Plan – Profit Sharing Plan- ESOPs –
Compensation Management in Multi-National organizations.
UNIT V
Calculation of Income Tax implications while calculating the income of an individual - Cost
to the Company - Valuation of Perquisites - Taxability of various components of salary and
wages; Fixation of Tax Liability - Tax deduction at source - Deductions and Tax Rebates to
be considered while deciding tax deducted at source - Tax Deduction Certificates.
Course outcomes:
By the end of this module, the student should be able to:
CO1: To learn basic compensation concepts and the context of compensation practice
CO2: To illustrate different ways to strengthen the pay-for-performance link.
CO3: To learn the concepts of Payment and employee benefits issues for contingent workers.
CO4: To understand the Legally required employee benefits.
CO5: To understand the tax liability and various components of salary and wages.

PROGRAM OUTCOMES :

Outcome PO
CO2 L M ─ M L H M M ─ M
CO4 L M ─ H H M H H ─ M
Reference Books:
1.D.K. Bhattacharyya, Compensation Management, OUP, New Delhi,2014

2.Uday K.Haldar and Juthika Sarkar, Human Resources Management, OUP, New
Delhi,2012.
MBA (Elective – Human Relation)
INDUSTRIAL RELATION AND LABOR LAWS
SUBJECT CODE: MBA193A
CREDIT: (3)
Objectives: To provide basic knowledge in industrial relations and labour laws and to enable
the students understand the various provisions of Trade Union.
UNIT I
Industrial Relations: Definition, Importance & Scope. Trade Union-Growth, Objective,

Function & Role in globalize Content. Governmental Measures – Ministry for labor,
Commissioner of labour, Deputy Commissioner & labour Offices.
UNIT II
Industrial Disputes: Nature and causes of Industrial Dispute, Types of Conflict Resolution –
Statutory & Non-Statutory Collective Bargaining – Meaning, Characteristics, Need,
Importance, Process, Pre-requisites.
UNIT III
Workers Participation in Management: Concept & Pre-requisites. Forms & Levels of

Participation. Benefit of workers participation in management. Industrial Relations:
International Perspective. Industrial Health and Safety.
UNIT IV
The Industrial Disputes Act, 1947: Definitions, Authorities under the Act , Power & Duties of
Authorities. Strike & lockout, Lay-off and retrenchment. The Industrial Employment
(Standing Orders) Act, 1946
UNIT V
The Sexual Harassment of Women at Workplace (Prevention, Prohibition and Redressal)

Act, 2013. Factories Act, 1948: Provisions regarding Safety, regarding Health, Welfare,
Leave with Wages and Working hours of adults.
Course Outcome:
CO1: To familiarize students with the basic concepts of industrial relations, its philosophy,
origin and development.
CO2: To develop knowledge on trade unions and its formation, structure, functions and legal
framework.
CO3: To gain insight into the process of collective bargaining, its origin and development .
CO4: To gain understanding on industrial disputes, its causes, manifestation and effects.
CO5: To develop understanding about harassment in workplace.

OUTCOMES:

CO1 L L M L L L L M ─ H
CO4 L M M H H M H H ─ M
Recommended Books:
1. Akhileshwar Pathak, Legal Aspects of Business, Tata McGraw-Hill, 2007
2. P. Saravanavel & S. Sumathi, Business Law for Management, Himalaya Publishing
house, 2004.
3. P. Kasliwal, Intellectual Property Rights, CBC, First Edition, 2009.
4. Industrial Relations and Labour Laws Paperback – 1 July 2017
by Piyali Ghosh (Author), Shefali Nandan (Author)
MBA (Elective-Human Resource)
Organizational Development and Management of Change
Credit: (3)
Objectives:
This course is designed to provide in depth understanding of behavioural interventions and
enable the students to apply this intervention for building individual, team, system, systems
and process related competencies and helping organizational to achieve peak performance
and become self-sustaining.
Unit -1 Organizational Change
Organizational change- Introduction, nature of change, Internal & External changes, types
of change,
Models of change- Lewis‘s Force field, Systems Model, Action research model,
organizational vision and strategic planning.
Resistance to change- reasons for the resistance, overcoming resistance for the change,
change and person and manager, systematic approach to making change- factors for effective
change, skills of leaders in change management, designing the change.
Unit – 2 Organizational Development

Organization development-Introduction, history, evolution of OD, OD interventions:
Definition, actors to be considered, choosing and sequencing, intervention activities,
classification of OD interventions, results of OD, typology of interventions based on target
groups.
Process of Organization Development: Entering into OD relationship, developing a
contract.
Unit – 3 Diagnosing Organizations
Diagnosing Organizations- Need for diagnostic models, organization, group, individual
level diagnosis, Collecting and analysing the diagnostic information, Feeding Back of
diagnostic information, designing interventions, overview of interventions, evaluating and
Institutionalizing OD Interventions.
Unit 4 – Human Process Interventions

Human Process Interventions: Human process interventions (individual, group and inter-
group human relations):
Individual based: coaching, counselling, training, behavioural modelling, delegating,
leading, morale boosting, mentoring, motivation, etc.,
Group based: conflict management, dialoguing, group facilitation, group learning, self-
directed work teams, large scale interventions, team building, and virtual teams.
Inter-group based: Organization mirroring, third party peace-making interventions.
Unit 5 – Techno-Structural Interventions and Future of OD

Techno-structural Interventions and Future of OD: Restructuring Organizations,
Employee Involvement, work Design, Balanced scorecard; business process reengineering;
downsizing and outsourcing;
Strategic Interventions: Competitive and Collaborative Strategies, Organization
Transformation.
The Future of OD: The changing environment, Fundamental strengths of OD, Implications
of OD for the client, ethical standards in OD, OD‘s future.
OD Consultant’s role, issues in consultant-client relationship, Power, Politics & OD,
Research on OD.
Course Outcome:
CO1: To understand the nature of change, the forces for change, resistance to change and
approaches to managing organizational change
CO2: To understand the nature and concept of organizational transformation and transition
CO3: To gain an insight into the organizational development programs and techniques,
emerging OD approaches and techniques and its application in organizations
CO4: To provide a conceptual and practice-based approach on the implications of change
tailoring the specific needs of the organization through organizational development
techniques.
CO5: To provide conceptual knowledge of organizational dynamics and consequences of
change.

OUTCOMES:

CO1 L L M H H L L M ─ H
CO2 L M M H H M M M ─ M
CO4 L M M H H M H H ─ H
Reference Books:
1. Cummings & Worley, Organization Development & Change, Cenage Learning, New
Delhi.
2. D.K. Bhattacharyya, Organisational Change and Development, OUP, New
Delhi,2011
3. Piers Myers, Sally Hulks, and Liz wiggins, Organisational Change, OUP, New
Delhi,2012.
4. Kavita Singh, Organization Change and Development, Excel Books, New Delhi
Performance Management and Retention Strategies
Credit: (3)
Objectives:
Performance management is the most critical function and strong determinant of
organizational excellence. This course is designed to develop appreciation and skills essential
for designing and instituting effective performance management systems.
UNIT I
Performance Appraisal – A Conceptual Framework, Concept & Definitions of performance
appraisal, Objectives of performance appraisal and Process of performance Appraisal
Concept of performance management, Process & elements of performance management.
UNIT II
Behavioural Performance Management - Learning Theories; Principles of Learning:
Reinforcement and Punishment, Role of Organizational Reward Systems, Behavioural
Performance Management or OB Mod.
UNIT III
Potential Appraisal & HRD - Meaning & objectives of Potential Appraisal, Potential
Appraisal & Performance Appraisal, Concept of HRD; Objectives and challenges of HRD,
HRD Mechanisms and HRD outcomes.
UNIT IV
Performance Planning & Measuring Performance - Meaning & need or Performance
Planning, Planning Individual Performance, Principles of Measurement.; Classification of
Performance Measures, Measurement issues; Approaches &: tools to measure organizational
performance, Traditional and modern performance appraisal methods.
UNIT V
Competency Analysis and Competency Mapping - Meaning of competency, Competency
Analysis, and Approaches to competency Analysis, Competency mapping Need development
and assessment of competency models, Competency and performance, Tools to identify the
competencies of the employees.
Course outcome:
CO1 : Design an organizations performance management process that is compliant with law
and supports organizational mission and strategy.
CO2: Compare and contrast various organizational performance management programs and
best practices and define attributes of effective performance management systems.
CO3: Employ job-related performance standards and performance indicators that reflect the
employee‘s range of responsibilities.
CO4: Assess how increased employee involvement can contribute to effective performance
and coach employees to identify career paths and resources available to support individual
development.
CO5: Identify and communicate appropriate actions with employees (e.g. training and
development, wage increase, promotion, bonus etc.) based on their performance strengths and
weaknesses.

OUTCOMES:

CO1 L L M L L L L M ─ M
Reference Books:
1.A.S. Kohli and Tapomoy Deb, Performance Appraisal, OUP, New Delhi,2008
2.Tanuja Agarwala, Strategic Human Resource Management, OUP, New Delhi,2007
MBA (Elective-HR)
Sourcing, Training and Development
Credit: (3)
Objectives:
The objective of this course is to provide an in-depth understanding to various stages in a
training process and the catalytic role of training and development in the effective
functioning of an organisation. The course also facilitates the participants to learn some of the
tools and techniques of training process.
UNIT I
HRP concepts, importance, objective, type of HR plan, HRP approaches, Process, HR
Forecasting: Concepts: Demand & Supply of manpower & methods of Forecasting.
UNIT II
Recruitment: Concept, Sources & Techniques, Selection: Concept & Process HRD, Concept
system, HRD matrixes climate, elements, Interventions. Career planning: concept, objective,
process, Career planning and Career development, Career planning Vs Succession planning.,
Career Anchors, Succession Planning: concept & Process, Management Development
Program.
UNIT III
Job analysis: meaning and definition, job analysis process, techniques of job analysis,
methods and practice of job analysis, competency-based approach. Job Analysis in Human
Resource Planning, Recruitment and Selection.
UNIT IV
Learning: Principles of Learning, Theories of Learning, learning process; learning styles,
Andragogy. Training – concept and rationale; training process of stakeholders in training
programme; Organization and Management of training function; Training needs assessment-
organization analysis, operational analysis, person analysis; competency mapping. Designing
the training programme: process of learning in training programme- attributed and factors
influencing; training climate and pedagogy; developing training modules;
UNIT V
Training aids. Training methods and techniques, Trainers. Budgeting Of Training, Evaluation
of training-need for evaluation, principles of evaluation, criteria and approaches; return on
investment in training, process of calculating ROI in training; emerging trends in training and
development; new perspectives on training –cross culture training, e-learning
Course Outcomes:
CO1: To learn the concept of Human Resource Planning, its objectives, different approaches
to HRP and HRP process
CO2: To develop deep knowledge on the importance of job analysis, job description, job
specification and job designing in Human Resources Management
CO3: To understand the issues relating to manpower sourcing in organizations
CO4: To gain knowledge on the legal aspects related to manpower sourcing
CO5: To understand training aids and evaluation.

OUTCOMES:

CO1 L M M L L L L M ─ L
Reference Books:
1.B. Janakiram, Training and Development, Wiley India, New Delhi,2012
2.John Pulparambil, Training and Development, Patridge,2012
Strategic Human Resource Management
Credit:(3)
Objectives
The Primary concern to this course is to develop in death understanding of the strategic role
performed by HR in business organisation and to gain insight of the alignment between
different HR systems and practices and organisation outcomes.
UNIT I
Introduction to SHRM: Definition, Need, Importance, and Steps, Human Resource
Environment: Workforce Diversity, Demographic Changes, Temporary and Contract Labour,
Global Environment, International Labour Standards, Changed Role of HR in Organizations
UNIT II
Recruitment & Retention Strategies: Online Recruitment, Outsourcing Recruitment, Head
Hunting, Performance Management Strategies: Defining Key Result Areas, Seniority Vs.
Merit-based Promotions, Pay for Performance, 3600 Feedback, Executive Performance,
UNIT III
Compensation & Reward Strategies: Skill Based Pay, Broad banding, Variable Pay,
Incentives and Benefits, Profit Sharing, ESOP, Executive Compensation, Training &
Development
Strategies: Cross-cultural Training, Multi-Skilling, Succession Planning, Learning
Organizations and Organizational Learning
UNIT IV
Retirement &Retrenchment Strategies: Redundancy, Downsizing, HR Outsourcing,
Employee Leasing, Separation Benefits e.g., VRS/CRS
UNIT V
Human Aspects of Strategies Implementation, Human Side of Mergers & acquisition,
Leadership, Managing Conflict, Stress Management, Work-life Balance, Reengineering HR,
Human Resource Development: Accounting and Audit, Scorecard and Report
Course Outcome:
CO1: Have a general knowledge of the key HRM concepts, process and practices
CO2: Have an appreciation of different theoretical perspectives and models used to

understand HRM
CO3: Be able to analyse key issues and challenges related to the implementation of and
outcomes associated with HR strategies within the organisation and the wider environment;
and
CO4: Be familiar with key areas of interest to practitioners, policymakers and researchers.
CO5: Identify strategies for performance and development. Able to develop view point for
performance from employer and employee both sides. To understand effectiveness and future
of SHRM, Measure cost and benefit of HRM.

OUTCOMES:

CO2 L M H H L M M M ─ M
Reference Books:
1.TanujaAgarwala, Strategic Human resource Management, OUP, New Delhi,2007
2.Truss, Mankin, and Kelliger, Strategic Human Resource Management, OUP, New
Delhi,2014
MBA (Elective-HR)
Knowledge Management
Credit: (3)
Objectives:
This course is aimed at helping students gain an insight into the basic concepts and
application of Talent Management in business and industry. It involves deliberations on the
basic processes and tools of managing Talent in organizations.
UNIT I
Introduction to KM, History of KM, Importance of KM, Information Management to

Knowledge Management, K M Cycle, Industrial Economy to Knowledge Economy
UNIT II
Mechanics of Knowledge Management–Tools and Technologies, Communities of Practice

and Knowledge conversion, The knowledge Management Matrix.
UNIT III
Social Nature of Knowledge, Social Network Analysis, Obstacles to knowledge sharing,
Organizational learning & Social Capital. Knowledge Application – Individual level, Group
level & Organization Level.
UNIT IV
KM Strategy, Knowledge audit, GAP Analysis, Road Map, KM Metrics, Balance Score
Card.KM Tools – Knowledge Capture & Creation tools, Knowledge sharing &
Dissemination Tools, Knowledge Acquisition & Application tools.
UNIT V
Km Team–Roles & Responsibilities, Political issues in KM, Ethics in KM, Strategies issues
in Knowledge Management, Future of Knowledge Management.
Course Outcomes:
CO1: Knowledge Management: Students will be able to understand different approaches

of knowledge management.
CO2: They will be able to identify knowledge and develop retention strategies.
CO3: It will develop an understanding to evaluate the knowledge management in the

organization
CO4: To gain knowledge about Contemporary Knowledge Management Issues, Challenges
CO5: To understand the roles and responsibility of knowledge Management

.
OUTCOMES:

CO2 L M - M H M M M ─ M
CO4 L M - H H M H H - M
Reference Books:
1.Talent Management Handbook, by Lance A. Berger and Dorothy R. Berger.
2.Reinventing Talent Management: How to Maximize Performance in the New
Marketplace, by William A. Schiemann.
3. Talent Force: A New Manifesto for the Human Side of Business, by Rusty Reuff and Hank
Stringer.
INFORMATION SYSTEMS
ELECTIVES
MBA (Elective – IT)

Business Intelligence & Data mining
Subject Code- MBA222A
Credit-3
Objectives
To appreciate e-Business as a significant business segment of the future. To develop capacity
to initiate/lead an e-business venture/business segment, to understand the principles of BI and
Analytics at conceptual level. To develop skills to design BI and Analytics projects
UNIT I
Business Intelligence: Definition and Examples in BI, Need, Features and use of BI, BI
Components. Business Analytics – Introduction, Need, Components and Types
UNIT II
Digital Data and Data warehouse: Types of Digital Data – Definition, Sources and
Characteristics of Structured, Semi-structured and Unstructured data. Data Warehouse –
Definition, characteristics, framework
UNIT III
Data Mining: Concepts and applications, Data mining process. Text & Web Analytics:
Text analytics and text mining overview, Text mining applications. Web mining overview,
social media analytics, Sentiment analysis overview
UNIT IV
Big Data Analytics: Definition and characteristics of Big data, Fundamentals of big data
analytics
UNIT V
Applications of BI in Business: Sales and Marketing analytics, HR Analytics, Financial
Analytics, Production & Operation Analytics. Analytics in Industries: Telecom, Retail,
Healthcare, Financial Services
Course outcomes:
CO1: To Identify the major frameworks of computerized decision support: decision support
systems (DSS),
CO2: To identify how data analytics and business intelligence works (BI).
CO3: To Explain the foundations, definitions, and capabilities of DSS, data analytics and BI.
CO4: To Identify principles of BI and Analytics at conceptual level.
CO5: Develop skills to design BI and Analytics projects.

OUTCOMES:

CO2 L M M M H M M M ─ M
Recommended Books
• Business Intelligence: A Managerial Perspective on Analytics – Ramesh Sharda,
Dursun Delen, EfraimTurban (Pearson)
• Fundamentals of Business Analytics – R.N.Prasad and Seema Acharya (Wiley)

BUSINESS PROCESS RE-ENGINEERING
PAPER CODE: MBA223A
CREDITS: (3)
Objective
In this course, the focus will be on improving change management skills, i.e. process reengineering,
identifying and eliminating non-value added activities in business. Students will learn how to
implement process reengineering solutions effectively though prescribed syllabus as well as through
ISO standards.
UNIT I
PROCESS VIEW OF BUSINESS- Definition and Dimensions of Business Process, Generic Process
Framework, The Capability Maturity Model Integration (CMMI), Design Process and Design Quality,
Requirement Engineering, Design Concepts.
UNIT II
BPR: METHODOLOGIES AND TECHNIQUES & APPLICATIONS- Introduction and History of

BPR, Definition and Benefits of BPR, BPR Model, BPR Methodology Selection Guidelines, Steps to
implement BPR: Reengineering Approaches: a) Big Bang Approach, b) Incremental Approach, c)
Evolutionary Approach, BPR Methodologies: a) Hammer/Champy Methodology, b) Davenport
Methodology, c) Manganelli/Klein Methodology, d) Kodak Methodology; Comparison of various
methodologies. Case: Dabbawala of Mumbai, A Case Analysis using BPR methodologies. Case: ―Re-
engineering the construction delivery process, The Museum of Tropical Queensland, Townsville‖ by
R. Kennedy and A. Sidwell.
UNIT III
CRITICAL SUCCESS FACTORS ANALYSIS- Reengineering Success Factors, Risks associated

with BPR, Barriers to BPR, Case: Analysis on ―Pillsbury: Customer Driven Reengineering‖, Barriers
Management, Case: ―Walmart China- Supply Chain Transformation‖.
UNIT IV
BPR Vs OTHER IMPROVEMENT APPROACHES- Optimization Techniques, Process

Simplification, Case: ―Aviation Spare Parts Supply Chain Management Optimization at Cathay
Pacific Airways Ltd‖. TQM: ISO 9000 – QMS/EMS/IMS, Quality Policy, Quality Manual, SIPOC,
Procedure Manual, Work Sheets, Quality Audit, Six Sigma, QMS, ISO in Higher Education
Institutions, IACBE Accreditation in Education, Restructuring, 5 S Technique, Benchmarking, Work
Study, Knowledge Management
UNIT V
INFORMATION TECHNOLOGY AND BPR: Role of IT in Reengineering, Criticality of IT in

Business Process, BPR Team Characteristics, Threads of BPR in Various Phases, Case: ―Otis
Elevator: Accelerating Business Transformation with IT‖, BPR, SAP and ERP, Elements of ERP,
Applications of ERP.
Course Outcomes:
CO1: Understanding various BPR methodologies and their applications.
CO2: Understanding the critical success factors for implementing BPR.
CO3: Appreciate various alternative techniques of BPR – TQM, Work Study, Benchmarking and
their applications.
CO4: Basic understanding of ISO standard 9001:2015, IACBE and their applications in education
and industry.
CO5: Analyze and integrate issues and challenges of applying tools/techniques of Information
Technology for BPR and learn to apply them in the industry.

OUTCOMES:

CO1 L H M L L L L L ─ L
CO3 L H M H H M H M ─ M
CO5 L - L H H L H L ─ M
References:
1. Dimitris, N. Chorafas. Integrating ERP, CRM, Supply Chain Management and Smart Materials.
ISBN 0-8493-1076-8
2. Jayanti Natarjan. (2002). Business Process Reengineering. TMH, New Delhi,
3. Kapoor Rajneesh. (2001). Business Process Redesign. Global Business Press, Delhi.
4. Richard Johnson Management, (2001). Processes for Quality Operations. Vision Books.

Data Base Management System
Credit – (3)
Objectives:
This course has been designed to introduce the participants with applications of systems
designed to manage the data resources of organizations. It provides the participants an
opportunity to study the hands-on implementation of a database in a corporate environment.
UNIT I: Introduction to database systems: Overview and history of DBMS, File System
v/s Database Management System, Advantage of DBMS, Describing and Storing Data in a
DBMS.
UNIT II: Entity Relationship model: Overview of Data Design Entities, Attributes and
Entity Sets, Relationship and Relationship Sets. Features of the ER Model- Key Constraints,
Participation Constraints, Weak Entities, Class Hierarchies, Aggregation, Conceptual Data
Base and Design with ER Model- Entity v/s Attribute, Entity v/s Relationship, Binary v/s
Ternary Relationship and Aggregation v/s ternary Relationship.
UNIT III: Structured query language: SELECT Statement – distinct clause – handling of
null values – ORDER BY clause, WHERE clause – relational operators – logical operators
(AND, OR, NOT), SQL Operators – (BETWEEN, AND, IN, LIKE) – numeric functions –
string functions – date functions – conversion functions – GROUP BY clause – group
functions – HAVING clause – joining tables – SET Operators (UNION, INTERSECTION,
MINUS) – Sub queries.
UNIT IV: Object oriented databases: Object oriented concepts – features of an object
oriented DBMS – How object orientation affects database design – Advantages and
disadvantages of OODBMS.
UNIT V: Database security and administration: Database security - access control -
GRANT, REVOKE - GRANT, REVOKE on views and integrity constraint - data as a
corporate asset - the evolution of database administration function - The DBA's managerial
role.
Course outcome-
CO1: To understand the nature of change, the forces for change, resistance to change and
approaches to managing organizational change
CO2: To understand the nature and concept of organizational transformation and transition
CO3: To gain an insight into the organizational development programs and techniques,
emerging OD approaches and techniques and its application in organizations
CO4: To provide conceptual and practice-based approach on the implications of change
tailoring the specific needs of the organization through organizational development
techniques
CO5: Understand the concept of transactions and serialize ability in database management
system.
OUTCOME:

CO4 L M M H H M H H ─ M
Recommended Books
 ―Database System Concepts‖ by Abraham Silberschatz, Henry Korth, and S.

Sudarshan
 ―Database Management Systems‖ by Raghu Ramakrishnan
 ―An Introduction to Database Systems‖ by Bipin Desai
 ―Principles of Database Systems‖ by J. D. Ullman
 ―Fundamentals of Database Systems‖ by R. Elmasri and S. Navathe
 ―Foundations of Databases‖ by Serge Abiteboul, Richard Hull and Victor Vianu

INFORMATION SYSTEM AUDIT
PAPER CODE: MBA226A
CREDITS: (3)
Objective
The goal of this course is to introduce students to concepts, tactics, and best practices in IT
governance, auditing, and control.
UNIT I
Information System Auditing Process: Planning: IS Audit Standards, Guidelines and Codes of Ethics,
Business Processes, Types of Controls, Risk-based Audit Planning, Types of Audits and Assessments.
Execution: Audit Project Management, Sampling Methodology, Audit Evidence Collection
Techniques, Data Analytics, Reporting and Communication Techniques.
UNIT II
Governance and Management of IT: IT Governance and IT Strategy: IT-related Frameworks, IT

Standards, Policies and Procedures, Organizational Structure, Enterprise Architecture, Enterprise Risk
Management, Maturity Models, Laws, Regulations and Industry Standards Affecting the
Organization.
UNIT III
Information Systems Acquisition, Development and Implementation: Information Systems

Acquisition and Development, Project Governance and Management, Business Case and Feasibility
Analysis, System Development Methodologies, Control Identification and Design
UNIT IV
IS Operations and Business Resilience: Information Systems Operations: Common Technology

Components, IT Asset Management, Job Scheduling and Production Process Automation, System
Interfaces, End-user Computing, Data Governance, Systems Performance
UNIT V
Information Asset Security and Control: Information Asset Security Frameworks, Standards and
Guidelines: Privacy Principles, Physical Access and Environmental Controls, Identity and Access
Management, Network and End-point Security, Data Classification, Data Encryption and Encryption-
related Techniques, Public Key Infrastructure, Web-based Communication Technologies.
Course Outcomes:
CO1: Understand the guidelines for auditing critical areas of information systems (database, security,
maintenance, etc).
CO2: Apply the audit planning, fieldwork, and reporting processes for auditing information systems
and the technology that supports the systems.
CO3: Determine the appropriate assessment and management of the risks and underlying internal
controls associated with information systems and technology.
CO4: Evaluate completed information systems audits to determine best practice affiliation and
application.
CO5: Understand the concepts of Information Asset Security and Control.

OUTCOMES:

CO2 L M M M H M M M ─ M
References:
1. Ron Weber, Information Systems Control and Audit, Pearson Education, 2002.
2. M.Revathy Sriram, Systems Audit, TMH, New Delhi, 2001.
3. Jalote: Software Project Management in Practice, Pearson Education.

Strategic Management of Information Technology
Credit – 3
Objective: This course is aimed at developing an understanding of the use of Information

Technology as a Strategic Tool for Business Management. The course focuses on the
development of Information Technology Leadership.
UNIT I
Key Issues in Information system & Management, the Role of CEO. Analytical
Framework for Strategic IT Initiatives.
UNIT II
Sustaining Competitive Advantage of use of IT & Management. I.T. & Intensive Strategic
Growth
UNIT III
Creative Learning, Organizational Learning and Role of Information technology in Business
Transformation
UNIT IV
Information Partnerships, Managing in the Market space- National Information Infrastructure

and IT Policy at the National Level.
UNIT V
Planning for strategic IT resources. Managing the IT Function. Outsourcing IT Function
Course Outcome:
CO1: Relate the basic concepts and technologies used in the field of management information
systems;
CO2: Compare the processes of developing and implementing information systems.
CO3: Outline the role of the ethical, social, and security issues of information systems.
CO4: Translate the role of information systems in organizations, the strategic management
processes, with the implications for the management.
CO5: Apply the understanding of how various information systems like DBMS work together
to accomplish the information objectives of an organization

OUTCOMES:

Recommended Books
• Strategic Management in Information Technology, David B. Yoffie

• Executive Strategy: Strategic Management and Information Technology, Frederick Betz
• Management Strategies for Information Technology (Business
Information Technology), Earl (Author)

IT Strategy & E-Business
Credit – (3)
Objective:
This course will provide the students with an analytical and technical framework to
understand the emerging world of e-Business. E-Business poses both a challenge and an
opportunity for managers.
UNIT I
Introduction, background and current status: digital economy, principles of e-business, e-
business models.
UNIT II
E-business frameworks: e-selling process, e-buying planning, e-procurement, convergence
strategies, e-business design and e-markets: overview, steps in e-business design, reversing
the value chain, knowledge building. E-market models, direct B2B markets, coalitions.
UNIT III
Integrating supply chain management process: definitions, components of e-supply chain,
managing relations in e-supply chain.
UNIT IV
Integrating enterprise resource planning process: enterprise artitecture planning, lead time
reduction, improved supplier performance. Selling chain management process: definition,
business and technology drivers, infrastructure, sales and distribution configuration.
UNIT V
E-CRM processes and their integration, e-banking, e-governance. E-Busines strategy into
action, Challenges, e-Transition and Summary. e-Security. Case and Problems
Course Outcome:
CO1: Understand the E-Commerce and E-business infrastructure and trends.

CO2: Analyze different types of portal technologies and deployment methodologies
commonly used in the industry.
CO3: Analyze the effectiveness of network computing and cloud computing policies in a
multi- location organization.
CO4: Analyze real business cases regarding their e-business strategies and transformation
processes and choices.
CO5: Integrate theoretical frameworks with business strategies.

OUTCOMES:

CO2 L M L H L M M M ─ M
Recommended Books
 J Deitel, Deitel & Nieto Internet and World Web. How to Program
 Deitel, Deitel & Nieto e-Business and e-Commerce. How to Program
 E-Business and E-Commerce, 2/E, Dave Chaffey, Prentice Hall.

SYSTEM ANALYSIS AND DESIGN
PAPER CODE: MBA229A
CREDITS: (3)
Objective: The objective of this course is to provide adequate understanding of systems

concept, system analysis, and systems design, which would help them in having efficient and
workable information system for management.
UNIT I
System concept & Information system environment: system concepts – definition –

characteristic a system – elements of systems – introduction to systems analysis and design –
system analysis – system design – system development life cycle.
UNIT II
Introduction – where does the systems analyst come from? What does he do? Preparing for
case as a system analyst general business knowledge – Technical skills – Communication
skills – Role of system analyst – change agent – investigator and monitor – Psychologist –
Sales person – motivator – Politician plan of the system analyst – position in the MIS
organisation.
UNIT III
Problems with development life cycle approach need for structured approach: Information
gathering A problem solving approach – Data flow diagrams: data modeling with logical
entity relationship; process modeling with logical data flow diagram; data dictionary;
decision TREE – Decision Tables; structured English.
UNIT IV
Introduction to the process of design logical and Physical: designing conventional computer
files and control modern computer data bases, computer outputs and controls, computer
inputs and control. Code design, computer-based methods, procedures and controls.
UNIT V
System testing conversion – combating Resistance to change: past implementation Review:

software maintenance: Hardware / Software Selection: Security disaster / Recovery and
Ethics in System Development.
Course Outcomes:
CO1: Understand the life cycle of a systems development project.

CO2: Understand the analysis and development techniques required as a team member of a
medium-scale information systems development project.
CO3: Learn the effect of internet and technology on business strategies.
CO4: Understand the importance of business communications.
CO5: An understanding of the object-oriented methods models as covered by the Unified
Modelling Language.

OUTCOMES:

CO5 L - L H H L H L ─ M
References:
1. System analysis and Design – Elias M. Awad
2. System Analysis and Design Methods – Jeffrey I. Written Lonney D. Benticy & Victor M. Bar
3. System Analysis and Design – A case study approach – Robert J. Thicrant.

CLOUD COMPUTING
Credit – (3)
Objective:
This course gives students an insight into the basics of cloud computing along virtualization,
cloud computing is one of the fastest growing domains from a while now. It will provide the
students basic understanding about cloud and virtualization along with it how one can
migrate over it.
UNIT I
Introduction to Cloud Computing
Definition of Cloud Computing, Evolution of Cloud Computing, Principles of Parallel and
Distributed Computing, Characteristics of Cloud Computing, Elasticity in Cloud Computing,
On-demand Cloud Provisioning
UNIT II
Cloud Enabling Technologies Service Oriented Architecture
REST and Systems of Systems Web Services, Publish Subscribe Model, Virtualization:
Basics of Virtualization, Types of Virtualization, Implementation Levels of Virtualization,
Virtualization Structures, Tools and Mechanisms, Virtualization of CPU, Memory
Virtualization, Virtualization of Input/Output (I/O) Devices, Virtualization Support and
Disaster Recovery
UNIT II
Cloud Architecture, Services and Storage
Layered Cloud Architecture Design, National Institute of Standards and Technology (NIST)
Cloud Computing Reference Architecture, Public, Private and Hybrid Clouds, Infrastructure
as a service (laaS), Platform as a Service (PaaS), Software as a Service (SaaS), Architectural
Design Challenges, Cloud Storage and its Advantages, Cloud Storage Providers, Storage-as-
a-Service, Amazon Simple Storage Service (Amazon S3)
UNIT IV
Resource Management and Security In Cloud Computing
Inter Cloud Resource Management, Resource Provisioning and Resource Provisioning
Methods, Global Exchange of Cloud Resources, Security Overview, Cloud Security
Challenges, Software-as-a-Service Security, Security Governance, Virtual Machine Security,
Identity and Access Management (IAM), Security Standards
UNIT V
Cloud Technologies and Advancements Hadoop
Map Reduce, Virtual Box, Google App Engine and its Programming Environment, Open
Stack, Federation in the Cloud, Four Levels of Federation, Federated Services and
Applications, Future of Federation
Course outcome-
CO1: Describe the principles of Parallel and Distributed Computing and evolution of cloud
computing from existing technologies
CO2: Implement different types of Virtualization technologies and Service Oriented Architecture
systems
CO3: Elucidate the concepts of NIST Cloud Computing architecture and its design challenges
CO4: Analyse the issues in Resource provisioning and Security governance in clouds
CO5: Choose among various cloud technologies for implementing applications

OUTCOME:

CO1 L M L L L L L L L L
CO2 L M L M L M M L L L
CO3 L H L H L M L M L M
CO4 L M M H L H L L L L
CO5 L H L H L H L L L L
Recommended Books
 The Basics of Cloud Computing: Understanding the Fundamentals of Cloud

Computing in Theory and Practice by Derrick Rountree and Ileana Castrillo.
 Explain the Cloud Like I‘m 10: Learn the secrets of AWS, AZURE, GCP, and K8S
by Todd Koff.
 Cloud Computing For Dummies by Judith Hurwitz, Robin Bloor, Marcia Kaufman,
and Fern Halper.
PRODUCTION AND OPERATIONS

MANAGEMENT ELECTIVE
MBA (Elective – Production and Operation Management)

APPLIED OPERATIONS RESEARCH
PAPER CODE: MBA432A
CREDITS: (3)
Objective: The objective of this course is to enable the student to understand and analyse
managerial and engineering problems to equip him to use the resources such as capitals,
materials, productions, controlling, directing, staffing, and machines more effectively.
UNIT I
Overview of operations research – Origin – Nature, scope & characteristics of OR – Models

in OR – Application of operations research in functional areas of management.
UNIT II
Linear programming problem model – Formulation – Maximization & Minimization problem

- Graphical method – Simplex method – Artificial variable –- Primal & Dual.
UNIT III
Transportation problem: North / West corner Solution - Stepping stone method - Vogel‘s
approximation method - Modi method – Degeneracy - Imbalance matrix. Assignment model:
Hungarian method - Traveling salesmen problem.
UNIT IV
Deterministic Inventory models – Purchasing & Manufacturing models – Probabilistic

inventory models - Replacement model – Sequencing - Brief Introduction to Queuing
models. Networking - Programme Evaluation and Review Technique (PERT) and Critical
Path Method (CPM) for Project Scheduling.
UNIT V
Game Theory and Strategies –Mixed Strategies for games without saddle points - Two person
zero sum games – Graphical and L.P Solutions.
Course Outcomes:
CO1: Understand the concept of operations research.

CO2: Solve linear programming problems using appropriate techniques and optimization
solvers, interpret the results obtained.
CO3: Optimize the allocation of resources to Demand points in the best possible way using
various techniques and minimize the cost or time of completion of number of jobs by number
of persons.
CO4: Understand the concept of program evaluation and review techniques.
CO5: Model competitive real-world phenomena using concepts from game theory. Analyse
pure and mixed strategy games.


Outcome PO
CO2 L H ─ H L M H M ─ M
CO3 L H L H H M H M ─ H
CO5 L M L H H L H L H M
References:
1. Anderson, D.R., Sweeney, D.J., Williams, T.A. and Martin, K., An Introduction to
Management Science: Quantitative Approach to Decision Making, 13th Edition, South
Western, 2012.
2. Gupta, P.K., and Comboj, Introduction to Operations Research, S. Chand, 2012.
3. Hiller, F., Liebermann, Nag and Basu, Introduction to Operations Research, 9th Edition,
Tata McGraw-Hill Publishing Co. Ltd., 2011.

Logistics Management
Credit – (3)
Objective:
To give students an understanding that the problems and issues within the respective fields
of logistics are invariably complex, and require clear reasoning and analysis, in order to
derive an appropriate course of action
UNIT I
Logistics Management- Introduction, Nature and Concepts, Evolution; Supply Chain
Management, Logistical Mission and Objectives; Components and Functions of Logistics
Management
UNIT II
Integrated Logistics Management; Key Distribution-Related issues and Challenges and
Strategic Logistics Management; Total Cost Analysis and Trade-off.
UNIT III
Customer Service- Introduction, Nature, Concept and Components. Customer Service Cost,
Strategic Customer Service Management and Measurement. Impediments to an effective
Customer Service Strategy.
UNIT IV
Inventory Management- Introduction, Concept, types, Functions; Elements of Inventory
Costs; Inventory Management under certainty, Managing Finished Products Inventory under
Uncertainty, Strategic Inventory Management Tools and Techniques; Distribution
Requirement Planning.
UNIT V
Transportation- Introduction, Functions; Elements of Transportation Cost, Modes of
Transport, Multi-Model Transport, Containerization, Selection of Transportation Mode,
Course outcomes:

CO1: To describe the increasing significance of logistics and its impact on both costs and
service in business and commerce.
CO2: To incorporate and learn the critical elements of logistics and supply-chain
management processes based on the most relevant application in forward-thinking
companies.
CO3: To develop criteria and standards to achieve improved business performance by
integrating and optimizing the total logistics and supply-chain process.
CO4: To describe the ways to shift the business culture from functional work to overall
process-driven results.
CO5: Introduce various Environmental, Ethical and Technological issues in Operations
Management.
OUTCOMES:

CO1 L L M H H L L L ─ L
CO2 L M ─ M H M M M ─ M
CO3 L H M H L M H M ─ M
CO4 L M ─ H L M H H ─ M
CO5 L M L H L L H H ─ H
Recommended Books
1. Khanna, K.K. Physical Distribution Management, Himalaya Publishing House, New
Delhi.
2. Lambert, D. et. al.: Strategic Logistics Management, Tata McGraw Hill, New Delhi.
3. Ballu, Ronald H.; Business Logistics Management, Englewood Cliffs, New York, Prentice
Hall Inc., 1999.
4. Martin, Christopher and Gordon Wills: Marketing Logistics and Distribution Management.

Product Planning & Control
Credit :(3)
Objective:
To get acquainted with the basic aspects of Production Management. The course attempts to discuss
various important planning, organizing and controlling aspects of Operations Management.
UNIT I
History and Overview of Production Management. Capacity Planning, Location Planning, Types of
Production Processes. Layout Planning, Productivity Management, Deterministic and Probabilistic
Inventory Management models, Purchasing and Warehousing. Methods Study, Motion Study and
Work Measurement. Job Evaluation. Wage Incentive Schemes. Value
UNIT II
Production systems, type of production, Functions of production, planning and control, production
procedure. Sales forecasting: Nature and uses of forecast sources of data Forecasting techniques:
UNIT III
Production order: Process charts, Production master programme breakdown production order and
preparation of various cards like job card, materials requisition from inspection card etc.
UNIT IV
Production -Planning: for continuous, batch and job order production: Capacity planning, planning
models-static and dynamic.
UNIT V
Scheduling: Forms of Schedules, Loading, and Scheduling, Basic scheduling problems: Flow
production scheduling; job shop scheduling. Random order scheduling; product sequencing.
Production control of processes and production activities.
Course outcomes:
CO1: Recognize the objectives, functions, and applications of PPC and forecasting
techniques.
CO2: Explain different Inventory control techniques.
CO3: Solve routing and scheduling problems.
CO4: Summarize various aggregate production planning techniques.
CO5: Describe way of integrating different departments to execute PPC functions.

OUTCOMES:

CO2 L H ─ H L M H M ─ M
CO3 L H L H H M H M ─ H
CO5 L M L H H L H L H M
Recommended Books
• Seetharama, Peter J., Dennis W, Production planning & inventory control by. –Pub.
PHI
• Production and operation management- S N Chary- Tata Mc Graw hill
• Groover, M. P., Automation, Computer Integrated Manufacturing System,
• R. B Khanna, Production and operation management by–Pub. PHI
• Aswathappa & Bhat,Production and operation management- Pub. - HimaLaya pub.
House

Purchasing & Materials Management
Credit :(3)
Objective
This course will allow a student to understand basics and fundamentals of Materials
Management, with primary focus on purchasing and material Management. At end of this
course, students would be able to make decisions regarding practical aspects of Materials
Management as practiced in
UNIT I
Introduction -Materials management – An overview – Introduction – Scope Objective,
Importance Integrated approach to Materials Management.
UNIT II
Material Planning – Introduction – Factors affecting material planning – Techniques of

material planning - MRP
UNIT III
Purchasing, Procedure & Pricing Issues – Receipt – Storage - Issue
UNIT IV
Inventories – Definition-Classification of Inventories- Need for inventories – Merits &

Demerits of Inventories
UNIT V
Inventory control techniques and principles - classification, codification, standardization –

ABC analysis –VED, GOLF, FSN - HML 6 6 Economic order quantity concept – Derivation
of EOQ formula, modified EOQ
Course outcomes:
CO1: Develop an ability to perform the role of a materials manager in an organization.

CO2: Shall be able to manage the activities of materials manager like purchasing, inventory
analysis, storage, etc.in a scientific manner.
CO3: Shall be able to improve due date performance through use of MRP techniques with in
capacity constraints.
CO4: Shall be able to analyze the inventory situation of a company and suggest
improvements.
CO5: Understand the importance of inventory control, inventory ordering policies and select
appropriate inventory model to solve inventory problems.

OUTCOMES:

CO1 L L M L L L L M ─ M
Recommended Books
1. Arnold, Chapman: Introduction to Materials Management: Pearson, 5th edition, 2008
2. Gopalkrishnan & Sundarsan: Material Management: An Integrated Approach, Prentice Hall of

India Private Limited, New Delhi, 2003
3. A. K. Dutta: Materials Management: Procedures, Text and Cases, Prentice Hall of India Private
Limited, New Delhi, 2nd edition, 2004

Service Operations Management
MBA439A Credit :(3 L)
Objectives:
Service operation management focuses on the effective and efficient delivery of services to
customers. By studying this field, students gain insights into how services are designed,
produced, and delivered, allowing to optimize service processes and improve customer
satisfaction.
UNIT I
Introduction to Services Management: Evolution, meaning, definition, nature, types,
importance and scope. Service Operations Strategy – Customer satisfaction versus resource
utilization – Strategies and frameworks for effective management of the operations process –
Job design and work organization.
UNIT II
The Product and Service Design Management Processes: Management process for products
and services, Analysis and evaluation of design strategies, Simplifying the product design
process – Blueprinting in the design of services.
UNIT III
Design Specifications – Developing a specification for a new service, The link between the
marketing mix and specifications. Creativity and Innovation: The creative process – When to
improve existing or innovate new services – How to identify new concepts and the ‗best‘
concepts.
UNIT IV
Managing Capacity and Variations in Demand: Causes of variations in demand – How
companies can forecast and plan their capacity or alter customer demand to optimize their
performance – Scheduling, planning, and queuing strategies for service industries.
UNIT V
Service Quality Management: Inspection, quality assurance, and total quality management.
Evaluation and Performance Measurement: Understanding what success means in an
organization, Evaluation of success and failure through key performance measures – The
Balanced Scorecard and benchmarking.
COURSE OUTCOMES:
CO1: Understand the concept of services and how the service industry works.
CO2: An understanding of the "Service in Making", how services are produced.
CO3: An understanding of the link between Marketing mix and how it impacts service
production.
CO4: An understanding of the relationship between service production - demand and
strategies to adjust accordingly.
CO5: An understanding of methods to check the quality of services offered by an
organization.

OUTCOMES :

Reference books
 J.A. Fitzimmons and M.J. Fitzsimmons, Service Management, Fifth Edition, McGraw
Hill, New York 2006
 Johnston R. and Clark, G. Service Operations Management: Improving Service

Quality, 2nd Ed., FT Prentice Hall, 2005

Total Quality Management
Credit - (3)
Objective:
To introduce the students to the basic concepts of total quality management and how the focus of
TQM has become so important for all companies in recent times.
UNIT I
Introduction: Concept of quality, Definition, Dimensions of quality, Evolution of TQM, Components

of TQM, Developing quality Culture. Customer Focus and Satisfaction: Meeting Customer needs and
Expectations, Translating customer needs into requirements (Kano Model) using customer
complaints.
UNIT II
Philosophy of TQM: Philosophies of Deming, Crosby, Juran and Taguchi, PDSA Cycle, Costs of
Quality, Measuring quality costs, Criteria for Malcolm Baldrige Quality Award.
UNIT III
Prerequisite for TQM: Quality Orientation, Leadership, Employee Involvement, Role of ISO9000
QMS , Organizing for quality.
UNIT IV
Quality by Design: Production and product development tools, Taguchi methods, Design of
Experiments, Orthogonal Arrays. Benchmarking: Evolution, Process of benchmarking, Understanding
current performance, Types of Benchmarking, issues in Benchmarking.
UNIT V
Tools of TQM: Management Tools, Design review, Pokayoke, Force field analysis, FMEA, FTA,
DRM and 5S Principles.
Course outcomes:
CO1: Gaining knowledge about managing production processes. How to run operations effectively.
CO2: Better understanding of modern production techniques
CO3: Better understanding of quality management
CO4: Management skills needed for the effective operations management
CO5: Understand the importance of total quality management and management tools.

OUTCOMES:

Recommend Books
Dale H.Besterfield et al, Total Quality Management, Third edition, Pearson Education (First Indian
Reprints 2004).
Shridhara Bhat K, Total Quality Management – Text and Cases, Himalaya Publishing House, First
Edition 2014.
EENTREPRENEURSHIP & FAMILY

BUSINESS MANAGEMENT ELECTIVES
MBA (Elective – Entrepreneurship & Family Business Management)

Entrepreneurship Process & Behaviour
Credit – (3)
Objective:
of innovation in entrepreneurship are invariably complex, and require clear reasoning and
analysis, in order to derive an appropriate course of action.
UNIT I
Concept of Entrepreneurship: Nature & development of entrepreneurship, Role of

Entrepreneurship in economic development, Entrepreneur Vs. intrapreneur: The
entrepreneurial process, Intrapreneurship. The individual entrepreneur: Role models and
support systems, Male Vs. Female entrepreneurs,, Entrepreneurs Vs. Inventors, International
Vs. domestic entrepreneurship, entrepreneurial entry into international business, Barriers to
international trade.
UNIT II
Creating & starting the venture: Sources of new ideas, Methods of creating new ideas,
creative problem solving, and product planning & development process. Government
Supports and schemes for entrepreneurs, Legal issues for Entrepreneur: Intellectual property,
Legal issues in setting up an organization
Business Plan (Creating & starting the venture): Concept, scope and value, evaluation of the
plan, causes of the failure of some BUSINESS PLANS.
UNIT III
Marketing Considerations: Industry analysis, Marketing research for a new venture, The
marketing mix, Marketing plan, Contingency planning, Causes of failure of some marketing
plans, Internet marketing, E-Commerce and planning the websites for new business
Organizational considerations: Legal forms of business, Tax attributes of forms of business,
Legal formalities in starting a company, partnership firm and other forms of business
UNIT IV
Financial considerations: Operating and capital budgets, Performa income statements,
Performa cash flow, Performa balance sheet, Break even analysis, Performa sources and
application of funds, Sources of capital, Role of SBA in small business financing, Venture
capital, Use of Ratio analysis in valuation of a company.
UNIT V
Strategic considerations: New entry, Risk reduction strategies, Growth strategies, Economic
implications of growth, financial control.
Accessing Resources for growth from external sources: Franchising, joint ventures,
Acquisitions, Mergers, Leveraged buyouts, Going Public: Timing & underwriter selection
Course Outcomes:
CO1: Describe entrepreneurship and identify the characteristics of successful entrepreneurs.

CO2: Explain the business planning process.
CO3: Describe how to create a strong ethical culture in an entrepreneurial venture.
CO4: Compare different strategies for sustained venture growth.
CO5: Analyze miscellaneous issues that are critical to venture success.


CO1 L L M L H L L M ─ M
Recommended Books:
• Hisrich D Robert, Peters P Michael & Shepherd A Dean, ―Entrepreneurship‖, 6th

edition, Tata McGraw-Hill, New Delhi, 2008
• Zimmerer W. Thomas, Scarborough, ―Essentials of entrepreneurship and small
business management‖, 4th edition, Prentice Hall of India Pvt. Ltd, New Delhi
• Roy Rajeev, ―Entreprenurship‖, Oxford University Press, 2008
• Schemes for entrepreneurs on the website of Ministry of MSME

Creativity & Innovation in Entrepreneurship
Credit – (3)
Objective:
UNIT I
The New Entrepreneurial Imperative. The Unique Nature of Corporate Entrepreneurship.
Introduction to the process of innovation, factors felicitating innovation. Barriers to
innovation.
UNIT II
Levels of Entrepreneurship in Organizations: Entrepreneurial Intensity. The Forms of
Corporate Entrepreneurship, Training in Innovation
UNIT III
Human Resources in the Entrepreneurial Organization: The Creative Individual
Human Resources and the Entrepreneurial Organization: The Organizational Perspective.
Corporate Strategy and Entrepreneurship. Structuring the Company for Entrepreneurship.
Developing an Entrepreneurial Culture, Constraints on Entrepreneurial Performance, Team
building exercises
UNIT IV
Leading the Entrepreneurial Organization, Assessing Entrepreneurial Performance. Control
and Entrepreneurial Activity
UNIT V
Case studies on entrepreurial organizations, innovative organisations, entrepreneurial culture,
creativity innovation and development.
Course Outcomes:
CO1: Understand the concept of innovation, its components and its importance for the
company and organizations in general.
CO2: Develop a practical framework for the design and implementation of a systematic
innovation strategy.
CO3: Incorporate adequate tools for formulation of a business model and a business plan.
CO4: Connect the theoretical issues with the concrete reality through work on actual
experiences of companies that have a culture in innovation and studying successful study
cases.
CO5: develop their own business.


CO1 L L M L H L L ─ ─ ─L
CO4 L M ─ H L M H H L H
Recommended Books:
• Corporate Entrepreneurship & Innovation, 2nd Edition by Michael H. Morris, Publishers

Cengage India
• Handbook of Technology Management – Gaynor – Tata McGraw Hill
• Management of New Technologies for Global Competitiveness by Christian N Madu , Jaico
Publishing House
• Management Of Technology Change – Rao A S – Global Business Press
• Entrepreneurship: Successfully Launching New Ventures 1/e – Barringer, Pearson India
• University Entrepreneurship and Technology Transfer: Process, Design, and Intellectual
Property (Advances in the Study of Entrepreneurship, Innovation ... Innovation and
Economic Growth) by Gary Libecap, Publisher: JAI Press (July 1, 2005) , ISBN-10:
0762312300 ,ISBN-13: 978-0762312306

Small Business Management
Credit – (3)
Objective:
UNIT I
Introduction: Definition, meaning, importance and relevance of Entrepreneurship, types &
characteristics of entrepreneurship, identification and classification of business opportunities,
barriers to entrepreneurship. environmental scanning through 7 Domains of market
attractiveness & porter‘s 5-forces model
UNIT II
Needs, Tools and techniques for market assessment & survey, entrepreneurial motivations &
environmental innovations & creativity.
UNIT III
Business plan writing, scope, types, sources, and process of identifying the target market,
survey industry & competition analysis.
UNIT IV
Entrepreneurship development program: Objectives, Programs of EDP, Entrepreneurial
development cycle, Relevance & Accruements of EDP, Role of Government in organizing
EDPs, E-business & Networking.
UNIT V
Small business management: Starting up a new business venture, Source of Fund-Raising to
start up a New Business Venture, Developing Marketing Strategies
Course Outcomes:
CO1: Understand the concept of innovation, its components and its importance for the
company and organizations in general.
CO2: Develop a practical framework for the design and implementation of a systematic
innovation strategy.
CO3: Incorporate adequate tools for formulation of a business model and a business plan.
CO4: Connect the theoretical issues with the concrete reality through work on actual
experiences of companies that have a culture in innovation and studying successful study
cases.
CO5: Develop their own business.


CO1 L L M H H L L ─
CO2 H M - M L M M M ─ M
CO3 H H L H H M H M ─ M
CO5 M M L H L L H L ─ M
Recommended Books:
1. Jain P.C handbook for New Entrepreneurs: Oxford University Press
2. Drucker Peter F: Innovation & Entrepreneur
3. Lalitha D Rani : Women Entrepreneur. APH Publishing Corporation


Family Business Management
Credit – (3)
Objective:
The course gives the knowledge relating to the concepts of family business environment its
history in India and its challenges. The course also provides the knowledge relating to the
ownership patterns and various challenges faced in family governance and the issues relating
to successor development in terms of next generation attributes to be acquired by the
successor of business concern. The information relating to the life cycle stages of business
and various strategies to be followed by the owner in case of competing situation and also to
mould the competencies into competitive advantages and to adapt the new changing culture
and the change formulas to be applied and also to create new leaders.
UNIT I
Introduction: Family Business as a unique synthesis, Succession and Continuity: The three
generation rule, Building Family business that last, The systems theory model of Family
Business, Agency Theory of Family business, The stewardship perspective of family
business, Competitive Challenges and Competitive advantages of family businesses, The role
of Genograms and family messages to understand the family system. Family emotional
intelligence, The ECI-U Model.
UNIT II
Ownership Challenges and family governance: Shareholder Priorities – Managers vs. Owners
- Responsibilities of shareholders to the company - Effective Governance of the shareholder -
firm relationship – Family Governance: Structure, Challenges to family governance,
managing the challenges of succession. Enterprise Sustainability: Twelve elements of
strategic –fit and its implications on family firms.
UNIT III
Successor Development: Characteristics of next-generation leaders - Next-generation
attribute interests and abilities for responsible leadership. Next-generation personalities-
managing interdependence- CEO as an architect of succession and continuity - Types of CEO
Spouse and the transfer of power.
UNIT IV
Strategic Planning and Transgenerational Entrepreneurship: Life cycle stages influencing
family business strategy - Turning core competencies into competitive advantage. The unique
vision of family-controlled businesses - Strategic regeneration- The Business Rejuvenation
matrix - Intrapreneurship.
UNIT V
Future of Family Business: New Leaders of the Evolution - Three states of evolution-
Continuity and culture - change the culture - The change formula - Organization
Development approaches to change - Commitment planning - Organic competencies and
business‘s future - Thriving through competition - Institutionalizing the change.
Course Outcomes:
CO1: The family business system in India.
CO2: Challenges and governance of family Business in India.

CO3: The qualities to be possessed by the successor of the organization and concentrating on
the improvement of those qualities.
CO4: Business cycle stages and its influence on family business and tuning business
according the changing environment.
CO5: The change strategies for changing the business according to the dynamic environment.

OUTCOMES:

CO4 L M - H L M H H - H
CO5 L M L H H L H L ─ H
Recommended Books:
1. Keep Hunt, ―The Family Business‖, Graphic Arts Books, April, 2021.
2. Josh Baron, Rob Lachenauer, ―Harvard Business Review Family Business
Handbook‖, Harvard Business Review Press, Jan, 2021.
3. Thomas Zellweger, ―Managing the family business‖, Edward Elgar Publishing Ltd,
April, 2017.
4. Ernesto J.Poza, Mary S. Daughterty, Family Business, Cengage Learning, 3rd
Edition, 2015.

Leading Change in Family Business
Credit – (3)
Objective:
The course is designed to provide students an understanding of change management in
family business. The course is designed to provide students for defining the role and
responsibility of members within a Family business. The course is designed to provide an
understanding on how to drive change within Family business.
UNIT I
Introduction: Family business, readiness of family and family business. A strategic

management model for the family and the family business, understanding the pattern of
family business, family and board culture, growth of family business.
UNIT II
Need to Change: Describe the roles& responsibilities, culture, value towards sensing
transformation in family business. Issues and challenges in family business. Best practices in
family business. Managing the leading change in family business.
UNIT III
How to Drive to Change: Mindset, people, players, individual, team, group towards role and
responsibilities. Decision making process in family business. The impact of culture on the
family business, Stakeholders perceptions of culture and management practices in family and
family business.
UNIT IV
Lead the Change: How family meetings lead to collective action. Communication skills and
conflict resolutions; getting things straight, conflict management strategies used in successful
family businesses.
UNIT V
Next generation family businesses: Leading a family business in a disruptive environment-
Case Studies of Indian Family-owned Businesses.
Course outcome:
CO1: To develop an understanding of family business and entrepreneurship.

CO2: To learn issues and concepts of the family business.
CO3: To understand the need of change and cultural impact.
CO4: To establish an understanding in conflict management.
CO5: To learn about real Indian family-owned business.

OUTCOMES:

CO1 L L M H H L L ─
CO5 M M L H L L H L ─ M
Recommended Books:
1. A Bakr Ibrahim & Willard H Ellis, (1994), Family Business Management: Concepts
and Practices, Published by Kendall/hunt Publishing Company.
2. Butler, J.E,(2001), E – Commerce and Entrepreneurship, Information Age
3. Chell, E. Haworth, J .M & Brearley, S. S, (1991), The Entrepreneurial Personality:
Concepts, Cases and Categories, Lomnon: Routledge

SOCIAL ENTREPRENEURSHIP
CREDITS: (3)
Objective: The course will make understanding clear about social enterprise, skills and
methods required for its formation including legal aspect. The marketing strategy for
enterprise‘s product/service. The course will also highlight the socio economic impact of
social enterprise on community and stakeholders.
Module I Introduction to Social Enterprise: Overview of social entrepreneurship, Individual

as a social entrepreneur, challenges and future prospects of social entrepreneurship. Type of
social enterprises, models of social enterprises, Support of corporate social responsibility
activities for social enterprise.
Module II Understanding environment and creating social enterprise: Idea generation for
social enterprise, social innovation and inclusion, Need identification of product/service of
social enterprise. Appraising the idea formation though feasibility analysis. Achieving social
objectives with commercial ventures.
Module III Mobilizing resource and Networking for Social Enterprise: Society and social
problem as resource. Creating Business model and writing business plan. Source of capital
for social enterprise. Different fundraising strategies and models.
Module IV Managing growth and performance: Strategic framework analysis of social

enterprise, crafting alliances between nonprofit business & government organizations,
different growth models ,social enterprise management and sustainability of social enterprise,
social audits. Skill development and enhancement. Market research for product/service of
social enterprise.
Module V Socio-Economic Impact of social enterprise: Profiling the Social Entrepreneur and
their Social ventures. Benefits and rewards of social enterprise, Impact of social enterprise on
community and stakeholders.
Case discussion: Bangladesh Gramin Bank, Sulabh International, AMUL, Rangsutra, Jaipur
Rugs Foundation, Desi Crew, Pipal Tree, Goonj etc.
Course Outcomes:
CO1: To understand the concept of Social Enterprise.
CO2: Understanding environment and creating social enterprise.
CO3: Mobilizing resource and Networking for Social enterprise.
CO4: Managing growth and performance of social enterprise.
CO5: To understand the Socio-Economic impact of social enterprises.

OUTCOMES:

CO1 L L M L H L L M ─ M
Text readings:
1. K.G. Karmakar (2008). Microfinance in India, Sage Publications India, First Edition
2. S.B Verma& Y.T Pawar (2005). Rural Empowerment through SHGs, NGOs and PRIs, Deep
and Deep Publications Pvt Ltd.
3. C.B Gupta & N.P Srinivasan (2009). Enterpreurship Development in India

Financing New Business Ventures
Credit – (3)
Objective:
UNIT I
Introduction to Business Plan; Sources of entrepreneurial Opportunities; Principles of
entrepreneurial finance, Role of entrepreneurial finance, the successful venture cycle,
Financing through the venture life cycle
UNIT II
Organizing and Operating the Venture: Organising and Financing a New Venture, Measuring
Financial Performance, Evaluating Financial Performance, Planning for the Future: Financial
planning, Types and cost of financial capital, Creating and Recognizing Venture value:
venture worth, mechanics of valuation, calculating the cash flow for valuing venture equity,
Equity Valuation.
UNIT III
Venture Capital Valuation Methods: Assets and Liability Valuation methods, earnings
multipliers and discounted dividends. Structuring Financing for the Growing venture:
Common equity, preferred equity, Convertible Debt, warrants and options, Professional
venture capital, other financing alternatives.
UNIT IV
Exit and Turnaround Strategies: Harvesting the Business venture Investment, Financial
Distress: Turnaround opportunity or Liquidation.
UNIT V
Project Financing, Export Financing, Factoring, Forfaiting, Working Capital Financing
Private Equity, Angel Investors and Venture Capital Financing Institutions.
Course Outcome:
CO1: Identify the key financial considerations to be considered when launching a new
venture.
CO2: List the metrics used when building and running a new venture.
CO3: Develop a robust financial model that reflects a new venture‘s growth plans.
CO4: Identify the possible sources of finance to support a new venture.
CO5: Explain the practical financial and operational aspects of establishing and running a
business.

OUTCOMES:

Recommended Books:
• Leach Chris.J & Melicher.W Ronald,‖ Finance for Entrepreneurs‖,4th edition, South
Western Cenagage Learning.
• Dollinger M.J., Entrepreneurship: strategies and resources. Prentice Hall, 2008.
• Ross, S.A., Westerfield, R.W., and Jaffe, J.F., Corporate finance. McGraw-Hill/Irwin,
2008

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Jaipur School of Business

Master of Business Administration

Jaipur School of Business

Syllabi and Course Structure

Master of Business Administration

Jaipur School of Business

Pattern as per UGC, AICTE and NEP 2020 Guidelines

1. Preamble: The revised MBA Curriculum 2023-2025 builds on the implementation

The revised syllabus of MBA programme of Jaipur School of Business, JECRC

2.1 Programme Educational Objectives (PEOs):

2.2 Program Outcomes (PO) –

A Management graduate will be able to demonstrate:

2.3 Program Specific Outcomes (PSO):

Fundamental: - This is the course which should compulsorily be studied by a student

Program Elective: - A specialization centric elective is called Program Elective.

Skill Enhancement/Ability Enhancement: - Such courses focus on providing the

3.2 Program Electives offered: -

The following Program Electives shall be offered:

 Encouraging analytical, problem-solving and decision-making skills through critical

4.1 Medium of Instruction: -

The medium of instruction and evaluation shall be English only.

4.2 Workshops and Special Lectures: -

5. Structure of MBA Programme: -

S. No Course Type No. of Credit Per Course Total

MBA 003 A Organizational Behaviour 3 0 0 3 PC

MBA 101 A Managerial Accounting 3 0 0 3 PC

MBA 161 B Marketing Management 3 0 0 3 PC

MBA 001 A Principles & Practices of Management 2 0 0 2 F

MBA 018 A Quantitative Techniques and Analytics 2 0 0 2 AE

MBA 005 C Business Communication & Skills 2 0 0 2 SE

MBA 024 A Analytical tools for Managers Lab 0 0 2 1 SE

MBA 131 A Entrepreneurship and Start-ups 2 0 0 2 F

MBA 191 A Human Resource Management 3 0 0 3 PC

PC = Program Core; F = Fundamental; PE = Program Elective; SE = Skill-Enhancement, AE = Ability-

MBA431B Production & Operations Management 3 0 0 3 PC

MBA013A Management Research Methodology 2 0 0 2 AE

FOURTH SEMESTER Type

PC = Program Core; F = Fundamental; PE = Program Elective; SE = Skill-Enhancement, AE = Ability-

MBA301A Entrepreneurship Process & Behaviour 3 0 0 3

MAPPING COURSE OUTCOMES LEADING TO THE ACHIEVEMENT OF PROGRAM

Course Program Outcome Program Specific Outcome

H = Highly Related; M = Medium L = Low

Course Outcomes (CO)

MAPPING COURSE OUTCOMES LEADING TO THE ACHIEVEMENT OF

Course Program Outcomes

H = Highly Related; M = Medium, L = Low

MAPPING COURSE OUTCOMES LEADING TO THE ACHIEVEMENT OF

Course Program Outcomes

H = Highly Related; M = Medium, L = Low

At the end of this course the students will able to -

MAPPING COURSE OUTCOMES LEADING TO THE ACHIEVEMENT OF PROGRAM

Course Program Outcomes

The course is designed to promote an understanding of concepts, philosophies, processes and

Introduction Meaning, Definition, Philosophies of Marketing, Scanning the Marketing Environment,

Determining alternative market or segment attractiveness, Bases of segmentation – Making, market

Understanding Consumer Behaviour, Factors Influencing consumer behaviour, Consumer

Course Outcome (CO):

At the end of this course the students will able to –

CO2: Develop a marketing plan and present and defend it persuasively.

CO3: Contribute to evaluating the effectiveness of marketing initiatives.