DEPARTMENT OF BUSINESS MANAGEMENT

V.B.S. PURVANCHAL UNIVERSITY

JAUNPUR- 222 003

NATIONAL EDUCATION POLICY-2020

SYLLABUS FOR TWO YEAR FULL TIME REGULAR

MASTER OF BUSINESS ADMINISTRATION
MBA

w.e.f 2022-23
 M.B.A
Programme Objectives

The Master of Business Administration (MBA) is a business program

designed to develop and strengthen essential management skills such as critical
thinking, problem solving, decision making, leadership and teamwork by
acquiring knowledge through learning of management theories and applications
of benchmark practices in national and international Industries. The pedagogy
and content of the curriculum engages students to build their capability in
application of appropriate tools and techniques to address the challenges posed in
the volatile, uncertain, complex, and ambiguous conditions encountered in the
contemporary business environment. Further, the curriculum encourages
entrepreneurship and creativity among students to shoulder social responsibilities
along with regard for integrity, ethics and citizenship behaviour.

Programme Outcomes

On completion of the Master of Business Administration (MBA) program,

the students will be able to:
 Articulate effectively through different modes of communication and
demonstrate collaborative behaviour.
 Exhibit an understanding of management concepts by identifying and
analysing issues in business.
 Formulate and implement organization strategy by effectively integrating
resources, people and culture for sustainable organization and society.
 Apply quantitative and qualitative tools to solve business challenges.
 Display sensitiveness to ethical values, diversity and multicultural
perspectives in decision making.
 M.B.A
COURSE STRUCTURE

MBA Semester – I

Subject/ Title of the Course(s) External Internal/ Practical Total Credits

Course Code Marks Sessional Marks Marks
Marks
Course/Paper 1 Principles and Practices of 75 25 100 4
F010701T Management
Course/Paper 2 Financial and Management Accounting 75 25 100 4
F010702T
Course/Paper 3 Organization Behaviour 75 25 100 4
F010703T
Course/Paper 4 Managerial Economics and 75 25 100 4
F010704T Environment
Course/Paper 5 Business Legislation 75 25 100 4
F010705T
Generic/Elective 75 25 100 4
Course/Paper 6 Field Survey & Presentation 50 50 100 4
F010706R
Total Credits 28

MBA Semester – II

Subject/ Title of the Course(s) External Internal/ Practical Total Credits

Course Code Marks Sessional Marks Marks
Marks
Course/Paper 1 Financial Management 75 25 100 4
F010801T
Course/Paper 2 Fundamentals of Marketing 75 25 100 4
F010802T
Course/Paper 3 Management of Human Resources 75 25 100 4
F010803T
Course/Paper 4 Production and Operations 75 25 100 4
F010804T Management
Course/Paper 5 Business Research Methods 75 25 100 4
F010805T
Course/Paper 6 Research Project & Presentation 50 50 100 4
F010806R
Total Credits 24
 M.B.A
COURSE STRUCTURE
MBA Semester – III
Subject/ Title of the Course(s) External Internal/ Practical Total Credits
Course Code Marks S essional Marks Marks
Marks
Course/Paper 1 Entrepreneurial Development and Small Business 75 25 100 4
F010901T M anagement
Course/Paper 2 Operations Research 75 25 100 4
F010902T
Course/Paper 3 F010903T (A): Consumer Behaviour 75 25 100 4
F010903T F010903T (B): Security Analysis and Portfolio M anagement
F010903T (C): Industrial Relations Management
Course/Paper 4 F010904T (A): International Marketing 75 25 100 4
F010904T F010904T (B): Corporate Taxation
F010904T (C): Legal Frame Work for HRM
Course/Paper 5 F010905T (A): Advertising and Sales Management 75 25 100 4
F010905T F010905T (B): International Financial Management
F010905T (C): Management Training & Development
Course/Paper 6 Summer Training Report/Presentation 50 50 100 4
F010906R
Total Credits 24

* For F010906R: S ummer Training Report, Presentation and Evaluation is to be done at the time of commencement of the S emester.

MBA Semester – IV
Subject/ Title of the Course(s) External Internal/ Practical Total Credits
Course Code Marks Sessiona Marks Marks
l Marks
Course/Paper 1 Strategic Management 75 25 100 4
F011001T
Course/Paper 2 Total Quality Management and ISO 75 25 100 4
F011002T
Course/Paper 3 F011003T (A): Rural Marketing and Retail Management 75 25 100 4
F011003T (B): Management of Financial Institutions
F011003T F011003T(C): Organisational Change and Development
Course/Paper 4 F011004T(A): Strategic Marketing 75 25 100 4
F011004T(B): Project Planning,Analysis and
F011004T Implementation
F011004T(C): Management Development
Course/Paper 5 F011005T(A): Brand Management and Services Marketing 75 25 100 4
F011005T(B): Foreign Exchange Management
F011005T F011005T(C): Counseling Skills for Managers
Course/Paper 6 Project Report & Viva 50 50 100 4
F011006R
Total Credits 24

 Pape rs F010903T, F010904T, F010905T & F011003T are for major specialization and
pape rs F011004T & F011005T are for minor specialization.
 The re shall be four specialization areas Marketing, Finance, HRM & O perations. Students are required to one major and one min or
spe cializ ation by taking combination of any two of the give n are as.
 MBA Semester – I

Subject/ Title of the Course(s) External Internal/ Practical Total Credits

Course Code Marks Sessional Marks Marks
Marks
Course/Paper 1 Principles and Practices of 75 25 100 4
F010701T Management
Course/Paper 2 Financial and Management Accounting 75 25 100 4
F010702T
Course/Paper 3 Organization Behaviour 75 25 100 4
F010703T
Course/Paper 4 Managerial Economics and 75 25 100 4
F010704T Environment
Course/Paper 5 Business Legislation 75 25 100 4
F010705T
Generic/Elective 75 25 100 4
Course/Paper 6 Field Survey & Presentation 50 50 100 4
F010706R
Total Credits 28
 Programme/Class: PG Year: 1 Semester: I
Degree
Subject: MBA

Course Code: F010701T Course Title: Principles and Practices of Management

Course outcomes: On completion of the course, the learner will be able to
 understand and demonstrate the roles-skills of a manager and functions of management
 develop insight on the thoughts and principles of eminent management thinkers
 analyze organization structure and situations for implementation of managerial principles and
practices

Credits: 4 Core Compulsory / Elective: Core Compulsory

Max. Marks: 25+75 Min. Passing Marks: 9+27

Total No. of Lectures-Tutorials-Practical (in hours per week): L-3 T-1 P-0
No. of
Unit Topics Lectures
Part I 45
Concept, nature, process and significance of management;
Managerial roles (Mintzberg); Evolution of management thoughts-
Classical, Neo -Classical, System and Contingency Approaches;
Contribution of management thinkers, contemporary management
practices.
I Organization Structure and Design- Hierarchy of authority, 13
Division of Labour,
Span of Control, Line versus Staff Positions, Decentralization
Departmentalization- Functional Organizations, Product
Organizations, Matrix Organizations, Boundaryless Organization
Organizational and Interorganizational Design.
Planning: Concept, process and types; Decision–Making- concept
and process, Conditions of Certainty, Risk and Uncertainty; Bounded
rationality; Barriers to decision making; Individual and Group
II 12
Decision making Quantitative; Decision-Making Tools,
Management by Objectives; Corporate planning- environment
analysis and diagnosis, strategy formulations.
 Organizing: Concept, nature, process and significance;
Organizational Structure and Design: Authority and
III responsibility relationships, delegation, decentralization, 10
departmentation, Simple Structure; Bureaucratic Structure;
Matrix Structure.
Managing communication: nature, process, networks and
barriers; Effective communication; Technology and
Managerial Communication. 10
IV
Directing and Managerial control- concept and process;
Designing an effective control system; Traditional and modern
techniques for effective control system.
Suggested Readings:
1. Robbins, Stephen P., Mary K. Coulter, and David A. DeCenzo. "Fundamentals of management.",
Pearson, 2017.
2. Stoner, James A.F., Freeman, R. Edward, and Gilbert, Daniel R., ‘Management”, Pearson, 2018.
3. Prasad, L.M., “Principles and Practice of Management”, Sultan Chand & Sons, 2019.
4. Koontz, H. & Weihrich, H., “Essentials of Management: An International, Innovation, and Leadership
Perspective”, Mc-Graw Hill, New-Delhi, 2015.

This course can be opted as an elective by the students of following subjects: Open for all

Suggested Continuous Evaluation Methods: In addition to the theoretical inputs the course will be
delivered through Assignments, Presentation, Group Discussions, Simulation exercises, and Case Studies.
This will instil in student a sense of problem identification, generating solution, decision making and
practical learning. Student learning will be evaluated through Written Tests, Projects and Field
Assignments, Quizzes.

Suggested equivalent online courses:

………………………………………………………………………………………………..

Further Suggestions:
………………………………………………………………………………………………..
 Programme/Class: PG Year: 1 Semester: I
Degree
Subject: MBA

Course Code: F010702T Course Title: Financial and Management Accounting

Course outcomes:
 The basic objective of this course is to enable the students to learn, explain and integrate the
fundamental concepts, principles and techniques of accounting. The course will prepare the
students to logically interpret and apply financial and accounting information for planning,
decision-making and control in real business situations. They shall also learn to evaluate and
compare various financial statements to appraise financial soundness of firms.
Credits: 4 Core Compulsory / Elective: Core Compulsory

Max. Marks: 25+75 Min. Passing Marks: 9+27

Total No. of Lectures-Tutorials-Practical (in hours per week): L-3 T-1 P-0
No. of
Unit Topics Lectures
Part I 45
Introduction to Accounting - Purpose, Importance, Scope and
Limitations of Accounting, Accounting Principles and conventions,
Generally Accepted Accounting Principles (GAAP), Accounting 13
I Standards in India (AS-2,6,9,10,26), International Financial
Reporting Standards (IFRS) –need and significance. Ethical
Dimensions in Reporting of Accounting Information

Financial Statements Preparation and Analysis- Preparation of

II Income Statements and Balance Sheet, Contents of Corporate 10
Annual Reports, Financial Statement Analysis – Ratio Analysis,
Trend Analysis. Preparation of Cash Flow Statement - Direct and
Indirect Methods.

Introduction to Costs and Costs Behaviour, Absorption and

marginal costing, Service costing, Activity Based Costing, Cost 10
III Sheet.

Accounting for Planning and Control- Budgets and Budgetary

Control, Fixed and Flexible Budgets, Rolling Budget and Zero-
IV Based Budgeting; Variance Analysis, Management Control System 12
and Responsibility Accounting. Social and Environmental
Accounting, Human Resource Accounting.
 Suggested Readings:
1. Management Accounting ,Charles Horngren
2. Management Accounting- Khan and Jain, Tata Mc. Graw Hills

3. Management Accounting- Ananthanrayanan, P.S. Oxford Publication

4. Accounting: Texts and Cases, Anthony and Reece, Irving Professional publishing
5. Ramachandran, N. and Kakani, R.K. Financial Accounting for Management, Tata McGraw Hill
This course can be opted as an elective by the students of following subjects: Open for all

Suggested Continuous Evaluation Methods: In addition to the theoretical inputs the course will be
delivered through Assignments, Presentation, Group Discussions and Case Studies. This will instil in
student a sense of decision making and practical learning. Student learning will be evaluated through
Written Tests, Projects and Field Assignments, Quizzes.

Suggested equivalent online courses:

………………………………………………………………………………………………..

Further Suggestions:
………………………………………………………………………………………………..
 Programme/Class: PG Semester: I
Degree Year: 1

Subject: MBA

Course Code: F010703T Course Title: Organization Behaviour

Course outcomes: On completion of the course, the learner will be able to
 describe the field of organization behaviour and its relevance at workplace
 predict human behaviour at workplace
 analyze the individual and group behaviour dynamics in organization
 learn to apply behavioral theories

Credits: 4 Core Compulsory / Elective: Core Compulsory

(HR Specialization)
Max. Marks: 25+75 Min. Passing Marks: 9+27

Total No. of Lectures-Tutorials-Practical (in hours per week): L-3 T-1 P-0
No. of
Unit Topics Lectures
Part I 45
Organizational Behaviour: Understanding OB, Interdisciplinary
I nature of OB, Management and OB, Robbin’s Model of OB 10
Trends and Changes in OB - Globalization and Culture, Shifting
demographics of the workplace, Nature of Job, Technology
Perception, Job related Attitude and Behaviour, Cognitive
Dissonance theory, Attitude Change, Learning theories, Applications
of Learning in Organizations, OB Modification at levels, Individual
II 10
differences, Values and Personality, Work related aspects of
Personality
Motivation- Need based theories, Process-based theories,
Application of Motivation, Designing Motivating Workplace,
III Motivation and Performance, Emotions at work.
13
Group Dynamics, Management of Teams, Decision making in
Organizations, Helping, Cooperation, and Conflict in organizations,
Influence, Power and Politics

Leader and Approaches to Leadership, Contemporary issues in

Leadership
Organizational Change- Process and Resistance
IV Organizational Culture- Layers and Characteristics, Hofstede’s 12
cultural dimensions
Stress-Nature and Causes, and major effects, Stress Management and
wellbeing.
 Suggested Readings:
1. Robbins, Stephen P., Timothy A. Judge, and Neharika Vohra, “Organizational Behaviour”, Pearson
Education, India,2018, 18th Edition.
2. Luthans, Fred, “Organizational Behaviour: an Evidence -Based Approach”, McGraw-Hill, India, 12
th

Edition.
3. Prasad, L.M., “Organizational Behaviour”, Sultan Chand & Sons, 2019.
4. Uhl-Bien, Mary, Schermerhorn, John R. Jr., Osborn, Richard N., “Organizational Behaviour”,
(An Indian Adaptation by Sanket Sunand Dash), Wiley, 2021.13th Edition.
5. Griffin, R. W., Phillips, J. M., & Gully, S. M., “Organizational behavior: Managing people and
organizations”, Cengage Learning, 2016.

This course can be opted as an elective by the students of following subjects: Open for all

Suggested Continuous Evaluation Methods: In addition to the theoretical inputs the course will be
delivered through Assignments, Presentation, Simulation exercises, Group Discussions and Case Studies.
This will instil in student a sense of problem identification, generating solution, decision making and
practical learning. Student learning will be evaluated through Written Tests, Projects and Field
Assignments, Quizzes.

Suggested equivalent online courses:

………………………………………………………………………………………………..

Further Suggestions:
………………………………………………………………………………………………..
Programme/Class: PG Degree Year 1 Semester I

Subject: MBA
Course Title: Managerial Economics and Environment
Course Code: F010704T

Course outcomes:
The objective of this course is to acquaint the students with insights of Economic Theory as used in various
aspects of managerial decision making. Emphasis is given to the nature of competition among business
firms in the context of globalization. Course Outcomes cover the basic tools to fundamentally deal with
achieving a set of sustainable goals in a situation where resources are limited and choices must involve
trade-offs, taking into account the external environment.

Credits: 4 Core Compulsory / Elective: Core Compulsory

Max. Marks: 25+75 Min. Passing Marks: 9+27

Total No. of Lectures-Tutorials-Practical (in hours per week): L-3 T-1 P-0

No. of
Unit Topics Lectures
Part I 45
Nature and Scope of Managerial Economics, Demand-Supply
Framework, Elasticity - types and applications, Demand
I Forecasting, Marginal Analysis and Optimization. Managerial 12
Theories and Goal(s) of a Firm; Information Economics and its
Business Applications
Analysis of Production Function, Theory of Cost, Law of Variable
Proportion, Laws of Returns to Scale, Economies of Scope, Optimal
II Combination of Inputs 10

Environmental Economics. Equitable use of resources for

sustainable production systems. Biodiversity and its conservation,
Environment Impact Assessment (EIA), Sustainable Development
III Goals (SDGs) of United Nations, Action Plan for SDGs in India. 12

Market Marphology and Strategic Behavior of Firms, Pricing and

out- put strategies in different Market Structures , Price
Discrimination ,Game Theory Applications. National Income
IV Analysis, Theories of Inflation and Deflation, Theories of Business 11
Cycles and Stabilisation Policies, Monetary Policy, Fiscal Policy
and the Budget.

Suggested Readings:
1. Thomas and Maurice, Managerial Economics,8th Edition, McGraw-Hill
2. Salvatore and Rastogi, Managerial Economics,8th Edition, Oxford University Press

3. A Koutsoyiannis, Modern Microeconomics, 2nd Edition, MacMillan Press Ltd

4. G S Gupta, Managerial Economics, Tata McGrawHill
5. Pandey & Pandey,Economics for Managerial Decision, Himalaya Publishing House, Mumbai
6. Circulars and Reports, Reserve Bank of India website
7. Economic Survey, Ministry of Finance, GO
8. Somnath Hazra and Anindya Bhukta,Sustainable development Goals: An Indian Perspective, Springer
Pub.

This course can be opted as an elective by the students of following subjects: Open for all

Suggested Continuous Evaluation Methods: In addition to the theoretical inputs the course will be
delivered through Assignments, Presentation, and Group Discussions. This will instil in student a sense of
decision making and practical learning. Student learning will be evaluated through Written Tests, Projects
and Field Assignments, Quizzes.

Suggested equivalent online courses:

Further Suggestions:
 Programme/Class: PG Year: 1 Semester: I
Degree
Subject: MBA

Course Code: F010705T Course Title: Business Legislation

Course outcomes: On completion of this course, a learner will be able to
 Get a basic and broad knowledge in business laws in management.
 Ability to apply concepts, principles and theories to understand simple business laws.
 Global Perspective of the different business laws.
 Awareness of the global business laws and its impacts on businesses.
Credits: 4 Core Compulsory / Elective: Core Compulsory

Max. Marks: 25+75 Min. Passing Marks: 9+27

Total No. of Lectures-Tutorials-Practical (in hours per week): L-3 T-1 P-0
No. of
Unit Topics Lectures
Part I 45

The Indian Contract Act, 1872: Essential of A Valid Contract

I Agreement, Performance of Contracts, Breach of Contract & 10
Remedies, Quasi-Contracts

The Companies Act, 1956: Nature and Type of Companies,

Formation, Memorandum and Articles of Association, Prospectus
Allotment of Shares & Share Capital, Membership, Borrowing
II 10
powers, Management & Meeting. Compromise Arrangements and
Reconstruction, Prevention of Oppression & Management.
Winding Up

The Sale of Good Act, 1930: Formation of Contract, Conditions &

III Warranties, Rights of an Unpaid Seller. Performance of the 10
Contract of Sale.

The Negotiable Instruments Act, 1881: Nature and Types, Negotiation

and Assignment, Holder-in-Due Course, Dishonor and Discharge of
Negotiable Instrument. Arbitration.
IV 10
Indian Partnership Act, 1930: Nature an Formation of Partnership,
Registration of Firm, Rights and Duties of The Firm, Dissolution
of the Firm
 Suggested Readings:
1. Avatar Singh, Company Law, 11th Edition, Easter, Lucknow, 1996.
2. Khergamwalla, JS, The Negotiable Instrument Act, NM Tripathi, Bombay, 1980.
3. Ramaya A, Aguide to Companies Act. Wadhwa, Nagpur, 1992
4. Tuteja SK, Business Law for Managers, Sultan Chand New Delhi, 1998

This course can be opted as an elective by the students of following subjects: Open for all

Suggested Continuous Evaluation Methods: In addition to the theoretical inputs the course will be
delivered through Assignments and Problem-solving exercise. This will instil in student a sense of problem
identification, generating solution, decision making and practical learning. Student learning will be
evaluated through Written Tests and Quizzes.

Suggested equivalent online courses:

………………………………………………………………………………………………..

Further Suggestions:
………………………………………………………………………………………………..
 MBA Semester – II

Subject/ Title of the Course(s) External Internal/ Practical Total Credits

Course Code Marks Sessional Marks Marks
Marks
Course/Paper 1 Financial Management 75 25 100 4
F010801T
Course/Paper 2 Fundamentals of Marketing 75 25 100 4
F010802T
Course/Paper 3 Management of Human Resources 75 25 100 4
F010803T
Course/Paper 4 Production and Operations 75 25 100 4
F010804T Management
Course/Paper 5 Business Research Methods 75 25 100 4
F010805T
Course/Paper 6 Research Project & Presentation 50 50 100 4
F010806R
Total Credits 24
 Programme/Class: PG Year: 1 Semester: II
Degree
Subject: MBA
Course Title: Financial Management
Course Code: F010801T

Course outcomes:
The objective of this course is to provide the basic understanding of corporate finance concepts. To enable
the students, synthesize and explain the corporate financial functions and decision-making dynamics in the
broad framework of a financial system. The course will prepare students
• To appraise and analyze the role and functions of a finance manager
• To assess the utility of concepts and principles of Financial Management from the point of view of wealth
maximization objective of a firm
• To apply the course concepts in analyzing capital structure and project investment decisions.
• To demonstrate the application of basic principles of Financial Management in varying situations of risk
and return trade-offs, cash management, credit and inventory management.
• To evaluate the outcomes of a firm’s decision to use various financial assets in short and long term.

Credits: 5 Core Compulsory / Elective: Core Compulsory

Max. Marks: 25+75 Min. Passing Marks: 9+27
Total No. of Lectures-Tutorials-Practical (in hours per week): L-3 T-1 P-0

No. of
Unit Topics Lectures
Part I 45
 Nature of Corporate Finance: Scope and objectives of finance
function, Shareholders’ wealth maximization, Agency problem,
I Financial Instruments – Issuance, Regulation and Markets. Time
11
Value of money.

Investment Decisions: Analysis of Capital budgeting decisions,

discounted and non-discounted techniques in capital budgeting,
II Risk analysis in capital budgeting. Types of Projects – selection 11
criteria, capital rationing.

Financing and Dividend Decisions: Cost of various Capital

Components-Equity shares, Preference shares, Bonds and
debentures, Optimum capital structure, financial and operating
leverages, Capital Structure theories. Dividend Policy and Its
III determinants, Irrelevance of dividend: MM Hypothesis, Relevance 12
of dividend: Walter’s model and Gordon’s model.

Working Capital Management: Principles of working capital

management, Accounts Receivable management, Inventory
management and Cash management, factors influencing working
IV capital requirement, Computation of working capital, Sources of 11
Working Capital.

Suggested Readings:
1. Principles of Corporate Finance, Brealey and Myers, McGraw Hill
2. Financial Management and Policy by Van Horne, Dhamija, Pearson

3. Fundamentals of Financial Management by Dr. R.P. Rastogi, Taxman

4. Financial Management-Text Problems and Cases by Khan and Jain, Mc Graw Hill
5 Financial Management, I M Pandey, Pearson 12th Edition
This course can be opted as an elective by the students of following subjects: Open for all

Suggested Continuous Evaluation Methods: In addition to the theoretical inputs the course will be
delivered through Assignments, Presentation, Group Discussions and Case Studies. This will instil in
student a sense of decision making and practical learning. Student learning will be evaluated through
Written Tests, Projects and Field Assignments, Quizzes.

Suggested equivalent online courses:

Further Suggestions:
 Programme/Class: PG Year: 1 Semester: II
Degree
Subject: MBA
Course Code: F010802T Course Title: Fundamentals of Marketing
Course outcomes: At the end of the course, the learner will be able to:
 understand the fundamentals of Marketing.
 apply basic frameworks of Marketing Management for managerial decision making.
 appreciate the challenges involved in marketing decisions concerning 4 P’s – product, price, place
and promotion.

Credits: 4 Core Compulsory / Elective: Core Compulsory

Max. Marks: 25+75 Min. Passing Marks: 9+27

Total No. of Lectures-Tutorials-Practical (in hours per week): L-3T-1 P-0

No. of
Unit Topics Lectures
Part I 45
Introduction to Marketing:
Core Concepts - Need, Want, Desire and Demand, Exchange,
Customer Value, Difference between sales and marketing, 4Ps
Framework. Marketing Philosophies– Product, Production, Sales,
I Marketing, Societal, Relational. Marketing Myopia. Marketing 11
Environment – Micro and Macro Environment, Ansoff Market
Expansion Grid, BCG Matrix, PESTEL Analysis. Holistic
Marketing, Role of Technology in Marketing

Understanding Consumers:
Consumer Buying Behavior, Organizational Buying Behaviour,
Consumer Decision Making. Identifying Customers -
Segmentation, Targeting & Positioning
II Product Decisions: 11
Product, Product Mix Strategies - Product Mix, New Product
Development, Product Life Cycle, Branding, Packaging and
Labelling, Consumer Adoption Process

Pricing Decisions:
Significance of Pricing Decision, Factors influencing Price
Determination, Pricing Methods and Techniques, Developing
Pricing Strategies
Channel Decisions:
III Classification of distribution channels, Designing Distribution
13
Channels - VMS, HMS, MMS; Market logistics decisions. Channel
management - Selection, Training, Motivation and Evaluation of
channel members. Managing Channel Conflicts, Retailing and
Wholesaling

Communication Decisions:
Role of Promotion in Marketing, Promotion mix – advertising,
IV personal selling, sales promotion, publicity and public relations. 10
Social media marketing, Media selection, Advertising effectiveness,
Integrated Marketing Communication.
 Suggested Readings:
1. Kotler, P. & Armstrong, G., “Principles of Marketing”, Pearson, 2017 (17th ed.).
2. Ramaswamy, V.S. & Namakumari, S, “Marketing Management Global Perspective Indian Context”,
McMillan India Ltd.
3. McCarthy, E.J., “Basic Marketing: A managerial approach”, Irwin, New York.

This course can be opted as an elective by the students of following subjects: Open for all

Suggested Continuous Evaluation Methods:

In addition to the theoretical inputs the course will be delivered through Assignments, Presentation,
Group Discussions. This will instil in student a sense of decision making and practical learning.
Suggested equivalent online courses:
………………………………………………………………………………………………..

Further Suggestions:
………………………………………………………………………………………………..
 Programme/Class: PG Year: 1 Semester: II
Degree
Subject: MBA

Course Code: F010803T Course Title: Management of Human Resources

Course outcomes: On completion of the course the learner will be able to
 understand the importance of human resources as competitive advantage for an organization.
 link organization strategy with human resource practices and outcomes in an organization.
 learn the techniques of HR functions and its implementation aspects to motivate employees
for performance and retention.
 learn the implementation of HR practices and outcomes thorough discussion of real examples
with case studies.

Credits: 4 Core Compulsory / Elective: Core Compulsory

Max. Marks: 25+75 Min. Passing Marks: 9+27

Total No. of Lectures-Tutorials-Practical (in hours per week): L-3 T-1 P-0
No. of
Unit Topics Lectures
Part I 45
Contemporary Human Resource Management, Evolution of
I 10
Human Resource Function, HRM, Competitive Environment
and Strategy -Harvard model, Guest model, Ulrich’s HR
model, AMO framework.
Nature of Diverse Workforce, Trends in Workforce Diversity,
Impact of Diversity on Organizations, Managing Diversity,
Managing Knowledge Workforce.
Human Resource Planning Methods and Forecasting, HR
Accounting, Job Analysis, Recruiting and Selecting
Employees, Recruiting Methods, Selection Techniques. 10
II
Training and Development, Employee Orientation- Analysing,
designing, implementation and evaluation of training program,
Management Development.
Compensation and Benefits, Determinants of Compensation
Strategy, Incentives and Performance-based Rewards, Benefits
Program, Contemporary issues in Compensation and Benefits.
III Performance Appraisal, Process and Methods, Performance 12
Management and Feedback, Career Management, Career
Development Issues and Challenges.
Industrial Relations, Overview of Indian Industrial Relations,
Role of Labour Unions, Trends in Unionization, Collective
Bargaining and Negotiating Labour Agreements.
Ethics and Human Resource Management, Rightsizing the
Organizations, Managing Terminations and retention, 13
IV
Voluntary Turnover, Managing Human Resource during
Mergers and Acquisition, Employee Safety and Health
Global Issues in International Human Resource Management
Suggested Readings:
1. DeNisi, Angelo S., Griffin, Ricky W., and Sarkar Anita, “HR Human Resource Management”, Cengage
Learning, Delhi, 2016.
2. Dessler, G. & Varkkey, B, “Human Resource Management”, Pearson, New Delhi, 2020, 16 Edition.
th

3. Aswathappa, K., “Human Resource Management: Text & Cases”, McGraw-Hill Education, 2017,8
th

Edition.
4. Armstrong, Michael, and Stephen Taylor, "Armstrong's handbook of human resource management
practice." , Kogan Page, 2020.
5. Bernardin, John H., “Human Resource Management”, Mc Graw Hill, 2012.
6. Sharma, R. C., “Industrial relations and labour legislation”, PHI Learning Pvt. Ltd., 2016.

This course can be opted as an elective by the students of following subjects: Open for all

Suggested Continuous Evaluation Methods: In addition to the theoretical inputs the course will be
delivered through Assignments, Presentation, Group Discussions and Case Studies. This will instil in
student a sense of problem identification, generating solution, decision making and practical learning.
Student learning will be evaluated through Written Tests, Projects and Field Assignments, Quizzes.
Suggested equivalent online courses:
………………………………………………………………………………………………..

Further Suggestions:
………………………………………………………………………………………………..
 Programme/Class: PG Year: 1 Semester: II
Degree
Subject: MBA
Course Title: Production and Operations Management
Course Code: F010804T

Course outcomes:
The objective of this subject is to introduce the students with the intricacies of Production and Operations
Management. The course discusses the importance of planning, organizing and controlling aspects in
Production and Operations Management. This course emphasizes the concepts and practices of managing
production and operations in contemporary organizations. This course provides an introduction to the field
of production and operations management. It is designed to highlight the practical and applied techniques
which can improve the organization's quality and productivity. Course outcomes cover the skills to
formulate, organize, implement the operational plans to carry out operations of a manufacturing or service
organization. Focus of the course is on acquiring skills to optimally execute operational activities with
expected system efficiency and judge the quality of products and services.
Credits: 4 Core Compulsory / Elective: Core Compulsory

Max. Marks: 25+75 Min. Passing Marks: 9+27

Total No. of Lectures-Tutorials-Practical (in hours per week): L-3 T-1 P-0

No. of
Unit Topics Lectures
Part I 45
Introduction to Operations Management; Production and
operations management: Meaning, Nature, Scope, Importance and
Functions, Strategic role of Operations Evolution from production
I to operations management, Productivity-Work Measurement and
11
variables,Method Study, Systems view of Operations
Management; Functions of Operations manager
Designing Products; Services and Processes; Flexible
Manufacturing System. Types of production systems: Intermittent
production-project, jobbing, batch production. and Continuous
II production- mass, process , characteristics of each method 11
Location decisions, need and importance of location, factors
affecting location decisions, Location models-factors rating
method, locational break even analysis, centre of gravity method,
Geographical Information System (GIS)
III 11
Layout decisions: meaning, objectives, importance, factors
IV influencing layout decisions, types of layout 12
Inventory management, importance, functions, types of inventory,
ABC,VED, analysis, EOQ, Quality, TQM, JIT, ISO certifications
 Suggested Readings:
1. Heizer and Render – Operations Management (Prentice Hall, 10th edition)
2. Ashwathappa K & Bhat K. Shridhara - Production & operation Management (Himalaya Publication)
3. S N Chary – Production and Operations Management (McGraw Hill, 2019)
4. William J Stevenson – Operations Management (McGraw Hill, 12th edition)
5. Adam Jr Everetl E. & Ebert R J – Production and Operations Management (Prentice-Hall)
6. Dilworth James B – Operations Management (Mc Graw Hill)
7. U Dinesh Kumar, Business Analytics: The Science of Data Driven Decision Making (Wiley)

This course can be opted as an elective by the students of following subjects: Open for all

Suggested Continuous Evaluation Methods: In addition to the theoretical inputs the course will be
delivered through Assignments, Presentation, Group Discussions and Case Studies. This will instil in
student a sense of decision making and practical learning. Student learning will be evaluated through
Written Tests, Projects and Field Assignments, Quizzes.

Suggested equivalent online courses:

Further Suggestions:
 Programme/Class: PG Year: 1 Semester: II
Degree
Subject: MBA

Course Code: F010805T Course Title Business Research Methods

Course outcomes: On completion of this course, a learner will be able to
 develop understanding of research process and formulation of research problem
 learn quantitative and qualitative techniques of research
 analyze data, infer from results, and write business research report

Credits: 4 Core Compulsory / Elective: Core Compulsory

Max. Marks: 25+75 Min. Passing Marks: 9+27

Total No. of Lectures-Tutorials-Practical (in hours per week): L-3 T-0 P-1*

Unit Topics No. of

Lectures
Part I 45

The nature of business and management research, the research process,

critically reviewing the literature, Research philosophies and approaches,
Research problem and formulating the research design, Exploratory
Research Design, Descriptive Research Design,Causal Research Design,
I Research Ethics. 12
Qualitative Research – Locating the field of study, Strategies of Inquiry,
Methods of Collecting and Analyzing Empirical Materials, Art and Practices
of Interpretation, Evaluation, and Representation.

Measurement and Scaling, Questionnaire and Form, use of secondary

data, collecting primary data- observation, interviews, questionnaires,
II Questionnaire and Form Design, Reliability and Validity of scale, 12
Selecting Samples- probability and non-probability sampling, Sample
design, size of sample, sampling errors.
Quantitative Research - Data Collection, Data Preparation, Frequency
Distribution, Cross-Tabulation, Hypothesis testing, Analysis of Variance
and Covariance, Correlation and Regression, Discriminant and Logistic
III 11
Regression, Factor Analysis, Multidimensional Scaling and Conjoint
Analysis, Introduction to
Structural Equation modelling and Path Analysis.
Importance of Report and Presentation in Management, Report
Preparation and Presentation Process, Report Preparation, Report
IV Format, Report Writing, Statistical Software for Qualitative and 10
Quantitative Data Analysis.
 Suggested Readings:
1. Saunders, M. N.,Lewis, P., & Thornhill, A., “Research Methods for Business Students”, Pearson, 2019.
Eighth Edition.
2. Malhotra, N. K., Nunan, D., & Birks, D. F., “Marketing research: An applied approach”, Pearson
Education Limited, 2017.
3. Hair, J. F., Black, W. C., Babin, B. J., Anderson, R. E., & Tatham, R. L., “Multivariate data analysis”,
Pearson Education Limited, 2014. Seventh Edition.
4. Denzin, N. K., & Lincoln, Y. S. (Eds.), “The Sage handbook of qualitative research”, Sage, 2011.
5. Merriam, S. B., & Grenier, R. S. (Eds.), “Qualitative research in practice: Examples for discussion and
analysis”, John Wiley & Sons, 2019.
6. Creswell, J. W., & Creswell, J. D., “Research design: Qualitative, quantitative, and mixed methods
approaches”, Sage publications, 2017.
7. Sekaran, U., & Bougie, R., “Research methods for business: A skill building approach”, John Wiley &
Sons, 2018.
8. Bajpai, N., “Business research methods”, Pearson Education India, 2017. Second Edition.
This course can be opted as an elective by the students of following subjects: Open for all

Suggested Continuous Evaluation Methods: In addition to the theoretical inputs the course will be
delivered through Survey based Assignments, Practical for hands-on experience and Presentation. The
practical classes related to data analysis will give a hands-on experience to students. This will instil in
student a sense of practical learning and interpretation. Student learning will be evaluated through Written
Tests, Projects and Field Assignments, Quizzes.
Suggested equivalent online courses:
………………………………………………………………………………………………..

Further Suggestions:
………………………………………………………………………………………………..
 MBA Semester – III
Subject/ Title of the Course(s) External Internal/ Practical Total Credits
Course Code Marks S essional Marks Marks
Marks
Course/Paper 1 Entrepreneurial Development and Small Business 75 25 100 4
F010901T M anagement
Course/Paper 2 Operations Research 75 25 100 4
F010902T
Course/Paper 3 F010903T (A): Consumer Behaviour 75 25 100 4
F010903T F010903T (B): Security Analysis and Portfolio M anagement
F010903T (C): Industrial Relations Management
Course/Paper 4 F010904T (A): International Marketing 75 25 100 4
F010904T F010904T (B): Corporate Taxation
F010904T (C): Legal Frame Work for HRM
Course/Paper 5 F010905T (A): Advertising and Sales Management 75 25 100 4
F010905T F010905T (B): International Financial Management
F010905T (C): Management Training and Development
Course/Paper 6 Summer Training Report/Presentation 50 50 100 4
F010906R
Total Credits 24
 Programme/Class: PG Year: 2 Semester: III
Degree
Subject: MBA

Course Code: F010901T Course Title: Entrepreneurial Development and Small Business
Management
Course outcomes: On completion of the course, the learner will be able to
 develop understanding of key concepts of entrepreneurship and its application in business
opportunities
 learn creative process through various theories of entrepreneurship and design thinking for
innovation
 learn how to start an enterprise and design business plans those are suitable for funding by
considering all dimensions of business.
 Understand entrepreneurial process by way of studying different case studies and find exceptions to
the process model of entrepreneurship.

Credits: 4 Core Compulsory / Elective: Core Compulsory

Max. Marks: 25+75 Min. Passing Marks: 9+27

Total No. of Lectures-Tutorials-Practical (in hours per week): L-3 T-1 P-0
Topics No. of
Unit Lectures
Part I 45

Meaning, concept of entrepreneur, entrepreneur types, traits and

functions, Role of entrepreneurs in the economic growth.
Entrepreneurship: Concept, nature and characteristics, phases of
I entrepreneurship development, factors affecting entrepreneurship in
economic growth. 10
Define Entrepreneurship, Entrepreneurship domain, Managers
Entrepreneurs and Entrepreneurial Managers, Entrepreneurship and
small business

Competing theories of entrepreneurship, Drucker, Schumpeter &

Walker ‘view of entrepreneur, Economic, sociological &
psychological theories of entrepreneurial origin, entrepreneurs Vs.
Managers, entrepreneurs Vs. Entrepreneurship.

II 11
Establishing Entrepreneurial system: Search for business idea,
sources of ideas, idea processing & input requirements, and
III preparation of feasibility report, legal formalities & documentation
12
 Entrepreneurial Development Programme in India: History,
Objectives, Support, Stages of Performances, Planning and EDP:
Objectives, Target group, Selection of centre, Pre-training work, 12
IV Govt. Policy towards SSIs.

Institutional set up assisting entrepreneurship: DIC and Industrial

estate, NSIC, NPC, STEP & commercial banks, Women
Entrepreneurship, Rural Entrepreneurship, Intrapreneurs.
Suggested Readings:
1. Hisrich, Robert D. & Kearney, Claudine, “Managing Innovation and Entrepreneurship”, Sage Publications Ltd., 2014.
2. Mazzarol, Tim and Reboud, Sophie, “Entrepreneurship and Innovation: Theory, Practice and Context”, 4th
Edition, Springer, 2020.
3. Drucker, P., “Innovation and entrepreneurship”, Routledge, 2014.
4. Kumar, A., “Entrepreneurship: Creating and leading an entrepreneurial organization”, Pearson Education, 2012.
5.Entrepreneurial Development in India, Gupta and Srinivasan, Sultan Chand, New Delhi.
6. Small Scale Industries and Entrepreneurship, Desai, V., Himalaya, New Delhi.
7. Innovation and Entrepreneurship, Drucker, Henimann, London.
8.Motivating Economic Achievement, McClelland, DC & winter, Freepress, New York.

This course can be opted as an elective by the students of following subjects: Open for all

Suggested Continuous Evaluation Methods: In addition to the theoretical inputs the course will be
delivered through Assignments, Presentation, Group Discussions and Case Studies. This will instil in
student a sense of problem identification, generating solution, decision making and practical learning.
Student learning will be evaluated through Written Tests, Projects and Field Assignments, Quizzes.

Suggested equivalent online courses:

………………………………………………………………………………………………..

Further Suggestions:
………………………………………………………………………………………………..
 Programme/Class: PG Year: 2 Semester: III
Degree
Subject: MBA

Course Code: F010902T Course Title: Operations Research

Course outcomes: On completion of the course, the learner will be able to

 get an insight into Operation Research and its applicability in business scenario.
 to solve Linear Programming Problems with different methods.
 understand the applications of Transportation and Assignment Problems.
 apply Queuing Theory and Game Theory in real life business situations.
 understand and apply PERT and CPM for execution of projects and application of simulation.

Credits: 4 Core Compulsory / Elective: Core Compulsory

Max. Marks: 25+75 Min. Passing Marks: 09+27

Total No. of Lectures-Tutorials-Practical (in hours per week): L-3 T-1 P-0
No. of
Unit Topics Lectures
Part I 45
Introduction: Meaning, features, nature and scope of Operations

I Research, Historical development of OR, Limitations of OR.

Linear Programming Problems: General Statement of LP Problem,
Assumptions underlying Linear Programming, Formulation of
Linear Programming Problems. 10

Solution to Linear Programming Problems: Graphic Method;

Simplex method: Conditions for application of simplex
method, solution to maximization and minimization problem, 12
II
Big M method, Duality in LP & sensitivity analysis.

III 10
Transportation Problems: Solution to the Transportation
Problem, Unbalanced Transportation Problem, Degeneracy,
Assignment Problems: Assignment Problems and their
solutions, Unbalanced Assignment Problem, Traveling
salesman problem

IV Queuing Theory: General structure of Queuing system, 13

Operating characteristics of a queuing system, deterministic
queuing model, Probabilistic Queuing model: Poisons
exponential, Single server model-infinite population model
only.
Theory of Games: Two person Zero sum game, Solution of
2Xn and mX2 games with their applications.
PERT & CPM: Problems and Solutions.
 Simulation: Process of simulation, Monte Carlo simulation,
Application of simulation, Advantages and disadvantages of
simulation.

Suggested Readings:

1. Sharma, J.K., Fundamentals of Operations Research, McMillan, New Delhi.

2. N.D. Vohra, Quantitative techniques.
3. Kanti Swaup, Operations Research.

Suggested Continuous Evaluation Methods: In addition to the theoretical inputs the course will be delivered
through Assignments, Presentation, Group Discussions and Case Studies. This will instil in student a sense of
decision making and practical learning. Student learning will be evaluated through Written Tests, Projects and
Field Assignments, Quizzes.

Suggested equivalent online courses:

………………………………………………………………………………………………..

Further Suggestions:
………………………………………………………………………………………………..
Programme/Class: Year 2 Semester III
PG Degree
Subject: MBA
Course Code: F010903T(A) Course Title: Consumer Behaviour
Course outcomes: At the end of the course, the learner will be able to:
 develop an understanding of factors that influence consumer buying behavior.
 understand the influence of socio-cultural factors on consumer behavior.
 learn how to base marketing decisions on consumer insights.
Credits: 4 Core Compulsory / Elective: Core Compulsory
(Marketing Specialization)
Max. Marks: 25+75 Min.Passing Marks: 9+27
Total No. of Lecture-Tutorials-Practical(in hours per week); L-3 T-1 P-0
Unit Topics No. of Lectures
Part I
I Introduction to Consumer Behavior: 11
Definition, Nature and Scope of Consumer Behavior, Customer
Satisfaction, Customer Loyalty, Customer Retention, Consumer
Research. Consumer Decision Making – Factors influencing
consumption decisions, Process and Models of Consumer Decision
Making.
II Micro Influences on Consumption: 13
Needs, Motives & Consumption - Needs and goals, Theories of
Motivation. Personality - Nature and Theories of Personality,
Behavioral traits of consumers, Self-concept and consumption,
Brand Personality, Role of Emotions. Consumer Perception –
Process of Perception, Perceived Quality, Perceived Risk.
Consumer Learning – Elements of learning, Theories of Learning,
Consumer Involvement. Consumer Attitude – Attitude formation,
Models of consumer attitude formation.
III Macro Influences on Consumption: 11
Social Influences on Consumer Behavior – Consumer socialization,
Family and lifecycle. Reference group, Consumption related
Reference Groups, Factors Affecting Reference Group Influence.
Word of mouth, Opinion leadership, Social classes.
IV Cultural Influences on Consumer Behavior - Culture and 10
Subcultures, Indian Core Values, Measuring Cultural Values,
Influence of Culture on Consumer Behavior.
Suggested Readings:
1. L. G. Schiffman, L. L. Kanuk, & S. R. Kumar, “Consumer Behavior”, Pearson Education Inc.
2. D. L. Loudon, J. Albert Della Bitta, “Consumer Behavior; Concepts and Applications”, Tata
McGraw Hill Publishing Company Limited.
3. D. I. Hawkins, R. J. Best, and K. A. Coney, “Consumer Behhavior: Building Marketing Strategy”,Tata
McGraw-Hill Publishing Company Limited
4.Kumar, S. Ramesh, “Consumer Behaviour- The Indian Context (Text and Cases)”, Pearson, 2017.
This course can be opted as an elective by the students of following subjects: Marketing
Suggested Continuous Evaluation Methods:
In addition to the theoretical inputs the course will be delivered through Assignments, Presentation,Group
Discussions. This will instil in student a sense of decision making and practical learning.
Suggested equivalent online courses:
………………………………………………………………………………………………..
Further Suggestions:
………………………………………………………………………………………………..
Programme/Class: Year 2 Semester III
PG Degree
Subject: MBA
Course Code: F010903T(B) Course Title: Security Analysis and Portfolio Management
Course outcomes:
 The basic purpose of this course is to develop a strategic perspective by understanding the principles of
financial Investment decisions with respect to various avenues of investment. Course outcomes cover
the development of required acumen to evaluate the investment environment for various avenues of
investment and to formulate strategies for investments in equities, Bonds and other securities. Students
will also be able to revise and reconstruct the portfolios consisting various securities and should be able
to assess the performance of portfolios as well as managers monitoring them.
Credits: 4 Core Compulsory / Elective: Core Compulsory (Financial
Management)
Max. Marks: 25+75 Min. Passing Marks: 9+27
Total No. of Lecture-Tutorials-Practical(in hours per week); L-3 T-1 P-0
Unit Topics No. of Lectures
Part I
I Concept and Objectives of Investment, Types of Securities and 12
Avenues for Investment, Investment Management Process, Risk and
Its Measurement, Relationship between Risk and Return, Valuation of
Securities, Equity Shares, Preference Shares and Bonds, Term
Structure of Interest rates, Mutual Funds, Hedge Funds. Value at Risk
(VaR).
II Efficient Market Hypothesis, Testing for Market Efficiency, 10
Economic & Industry Analysis, Company Analysis, Fundamental
and Technical Analysis, Volatility and Its Measurement. Portfolio
Theory – Diversification and Optimal Portfolios, International
Portfolios
III Capital Asset Pricing Models, Factors Models, Arbitrage Pricing 12
Theory. Measuring Portfolio Performance. Bond Portfolio
Management and Interest Immunization, Foundations of Behavioural
Finance, Prospect Theory, Market Anomalies, High Frequency
Trading, Algorithmic Trading.
IV Derivatives: Instruments, markets and regulation, Management of 11
Portfolio of derivative securities, Hedging using options and futures
contracts. Pricing models – Binomial model, Black-Scholes model;
Option Trading Strategies, Application of swaps. Financial
Modelling on R Studio.
Suggested Readings:
1 Robert A Haugen, Modern Investment Theory,5th Edition, Pearson
2. Sharpe, Alexender and Bailey, Investments, Wiley press
3. Reilly and Brown, Investment Analysis and Portfolio Management,8th edition, SouthWestern
4. Bodie,, Kane and Marcus, Investments, 10th edition, McGrawHill
5. Grinblatt and Titman, Financial Markets and Corporate Strategy,2nd Edition,Tata McGraw Hill
6.Options, Futures and Other Derivatives, John C Hull and Sankarshan Basu, Pearson
This course can be opted as an elective by the students of following subjects: Finance Group
Suggested Continuous Evaluation Methods: In addition to the theoretical inputs the course will be delivered
through Assignments, Presentation, Group Discussions and Case Studies. This will instil in student a sense of
decision making and practical learning. Student learning will be evaluated through Written Tests, Projects and
Field Assignments, Quizzes.
Suggested equivalent online courses:
………………………………………………………………………………………………..
Further Suggestions:
………………………………………………………………………………………………..
Programme/Class: PG Year 2 Semester III
Degree
Subject: MBA
Course Code: F010903T(C) Course Title: Industrial Relations Management
Course outcomes: On completion of the course, the learner will be able to
 understand the employer-employee relationship in an organization
 developing analytical abilities to deal with the issues of the union and workers
 develop insight on the statutory provisions and their implementation in organization
 learn and find out application of disciplinary procedure and participative approaches
Credits: 4 Core Compulsory / Elective: Core Compulsory (HR
Specialization)
Max. Marks: 25+75 Min. Passing Marks: 9+27
Total No. of Lecture-Tutorials-Practical(in hours per week); L-3 T-1 P-0
Unit Topics No. of Lectures
Part I
I Industrial Relations – Concept, nature, significance, 12
participants to IR, approaches of IR – Unitarist, Pluralistic,
Gandhian, Marxist & Dunlop, Requirements of a good IR
programme, changing dimensions of IR in India.
Industrial Conflicts & Disputes – Concept, nature, causes
and forms of disputes, impact of conflicts and disputes on
industrial relations.
Industrial Dispute Act,1947 – Objective, authorities, power
and procedures of authorities, provisions rated to strikes,
lock-outs and unfair labour practices, layoff, retrenchment and
closure, penalties. Grievance Redressal – Concept,
significance, types of grievances,settlement procedure of
grievance and its impact on IR.
Purpose and special features of the Industrial Relations Code,
2020.
II Trade Unionism – Concept, need, development and forms of 12
unions, level of unions, union issues, role of union in mergers
and acquisitions
Trade Union Act, 1926 - Definitions, objectives, provisions
relating to registration & recognition of unions, rights and
liabilities of unions, dissolution of unions, penalties and
procedures.
Collective Bargaining – Meaning, objective, functions, types
of bargaining, bargaining process, Essentials of successful
collective bargaining, Collective bargaining in Indian context.
Worker’s Participation in Management – Concept,
significance, pre-requisites of WPM, levels and forms of
WPM, WPM in Indian context.
Purpose and special features of the Industrial Relations
(Central) Recognition of Negotiating Union or Negotiating
Council and Adjudication of Disputes of Trade Unions Rules,
2021.
III Code of Discipline , features of Industrial Employment 12
(Standing Orders) Act,1946 - Main provisions related to the
act.
Disciplinary proceedings: Misconduct, Domestic Enquiry,
implications of preliminary enquiry, Charge-sheet, nature,
scope and criticality of charge sheet, contents of charge sheet,
precautions, issues and concerns in framing charges, show-
cause notice, Principles of Natural Justice, role of Enquiry
Officer, enquiry proceedings and findings, closing of enquiry
proceedings - findings or report of the Enquiry Officer
Purpose and special features of the Model Standing
Orders for Manufacturing Sector, 2020.
 Purpose and special features of the Model Standing Orders
for Service Sector, 2020.
IV Contract Labour Regulation and Abolition Act,1970 – 11
Main provisions related to the act.
U.P. Shops & Establishments Act, 1962 - Main provisions
related to the act.
Suggested Readings:
1. Suggested Readings:
2. Sharma, R.C., “Industrial Relations and Labour Legislation”, PHI Learning Private Limited, Delhi, 2016.
3. Srivastava, S.C., “Industrial Relations and Labour Laws”, Vikas Publishing House, New Delhi, 2012,
Sixth Revised Edition.
4. Katju, Markandey, “Domestic Enquiry”, Lexis Nexis, India, 1999, Sixth Edition.
5. Taxmann’s New Labour & Industrial Laws, 2020
6. Labour Laws 2021, Commercial, commercial Laws Publishers India Pvt. Ltd., 2020.
7. http://uplabour.gov.in/MediaGallery/Uttar%20Pradesh%20Dookan%20Aur%20Vanijya%20,%2019 62.pdf
8. http://uplabour.gov.in/MediaGallery/Contract%20Labour%20Act,%201970.pdf
9. https://labour.gov.in/labour-law-reforms
10. https://labour.gov.in/sites/default/files/OSH_Rules.pdf
11. https://labour.gov.in/sites/default/files/Draft_IR_Rules_2020.pdf
12. https://labour.gov.in/sites/default/files/224080_compressed.pdf
13. https://labour.gov.in/sites/default/files/224088_compressed.pdf
14.https://labour.gov.in/sites/default/files/Drart_IR_Notification.pdf
15. https://labour.gov.in/ebook/IR/index.html
This course can be opted as an elective by the students of following subjects: HRM and Law.
Suggested Continuous Evaluation Methods: In addition to the theoretical inputs the course will be delivered
through Assignments, Presentation, Group Discussions and Case Studies. This will instil in
student a sense of problem identification, generating solution, decision making, and practical learning. Student
learning will be evaluated through Written Tests, Projects, Quizzes and Cases.
Suggested equivalent online courses:
………………………………………………………………………………………………..
Further Suggestions:
………………………………………………………………………………………………..
Programme/Class: Year 2 Semester III
PG Degree
Subject: MBA
Course Code: F010904T(A) Course Title: International Marketing
Course outcomes:
Course outcomes: At the end of the course, the learner will be able to:
 understand the forces that shape the international markets.
 comprehend the theoretical frameworks and the challenges of international marketing.
 understand the nature of International marketing and modes of entry and familiarize with the issues
and challenges of International marketing and various international institutions
 identify with constraints of international marketing
 inculcate the issues of the international marketing mix and its various dimensions
 comprehend about export documentation and procedure and also about shipping and transportation of
goods
Credits: 4 Core Compulsory / Elective: Core Compulsory
(Marketing Specialization)
Max. Marks: 25+75 Min. Passing Marks: 9+27
Total No. of Lecture-Tutorials-Practical(in hours per week); L-3 T-1 P-0
Unit Topics No. of Lectures
Part I
I International Marketing: Introduction, Definition & Nature, Difference 10
between domestic & international marketing, Recent trends in India’s Export
Trade, International marketing decision, Modes of entry in international
business.

II International marketing environment: Constituents, Issues & Challenges. 10

International institutions: World Bank, IMF, UNCTAD, WTO, Regional
grouping, FTA, Common markets, Custom unions and economic union.

III Constraints in international marketing: Fiscal & non-fiscal barriers, Non- 13

tariff barriers, Import and Export Policy, Bilateral Trade Agreements, Export
Promotion Councils, ECGC, Public sector trading agencies. International
marketing mix: Product decisions & international product life cycle, Pricing
decisions, distribution channel decisions, promotional measures.

IV Export documentation and procedures, registration of exporters, export 12

quotations, negotiations of document, bill of lading, bill of exchange, letter of
credit. Shipping and transportation of Goods, Insurance of Goods.
Suggested Readings:
1. Keegan, “Global Marketing”, Pearson.
2. Sak Onkvisit and John Shaw, “International Marketing-Analysis and Strategy”, Taylor & Francis.
3. Varshney & Bhattacharya, “International Marketing Management”, Sultan Chand & Sons.
4. Bhattacharya, B., Export Marketing: Strategies for Success.
5. Keegan, Warren, Global Marketing management, PHI.
6. OnKvisit, Sak and Shaw, J.J., International Marketing Analysis and Strategy, PHI.
7. Francis Cherunilam, International Marketing.
This course can be opted as an elective by the students of following subjects: Marketing
Suggested Continuous Evaluation Methods:
In addition to the theoretical inputs the course will be delivered through Assignments, Presentation,Group Discussions. This
will instil in student a sense of decision making and practical learning.
Suggested equivalent online courses:
………………………………………………………………………………………………..
Further Suggestions:
………………………………………………………………………………………………..
Programme/Class: Year 2 Semester III
PG Degree
Subject: MBA
Course Code: F010904T(B) Course Title: Corporate Taxation
Course outcomes: At the end of the course, the learner will be able to::
 to made decisions in computing of income tax and to tackle company’s liability .
 will be exposed about tax planning and inter corporate dividend and transfer.
 make plans for taxes regarding Amalgamation and M erger of companies.
 to take decisions related to Replacements and Capital budgeting decisions.
 apply GST and its various components in businesses.

Credits: 4 Core Compulsory / Elective: Core

Compulsory(Finance Specialization)
Max. Marks: 25+75 Min.Passing Marks: 9+27
Total No. of Lecture-Tutorials-Practical(in hours per week); L-3 T-1 P-0
Unit Topics No. of Lectures
Part I
I Basic Concepts of Income-tax; Residential status of company; Computation 10
of income of a company; Computation of tax liability of a company; Set -off
and carry-forward of losses, Deductions and exemptions in additional tax on
undistributed profit.

II Meaning and Scope of tax planning; Location of undertaking, Types of 10

activity, Ownership pattern; Tax planning regarding dividend policy, issue of
bonus shares, inter- corporate dividends & transfers.

III Tax planning relating to Amalgamation and Merger of companies, Tax 10

planning in respect of managerial remuneration, foreign collaborations and
joint ventures, Implications of avoidance of double taxation relief
agreements.

IV Tax considerations in respect of specific managerial decisions like Make or 15

Buy, Own or Lease, Close or Continue, Sale in domestic markets or Export,
Replacements and Capital budgeting decisions etc. Goods & Services
Tax(GST), Introduction, Objectives, Benefits of GST, Components of GST,
CGST,SGST,IGST

Suggested Readings:
1. Lakhotia, R.N. and Lakhotia, Corporate Tax Planning.
2. Prasad, Bhagwati, Law and Practice of Tax in India.
3. Raina, H.P., Corporate Taxation.
4. Srinivas, E.A., Handbook of Corporate Tax Planning.
This course can be opted as an elective by the students of following subjects: Finance
Suggested Continuous Evaluation Methods: In addition to the theoretical inputs the course will be delivered
through Assignments, Presentation, Group Discussions and Case Studies. This will instil in student a sense of
decision making and practical learning. Student learning will be evaluated through Written Tests, Projects and
Field Assignments, Quizzes.
Suggested equivalent online courses:
………………………………………………………………………………………………..
 Further Suggestions:
………………………………………………………………………………………………..

Programme/Class: Year 2 Semester III

PG Degree
Subject: MBA
Course Code: F010904T(C) Course Title: Legal Framework for HRM
Course outcomes: At the end of the course, the learner will be able to::
 know about the importance about the labour laws and its socio-economic environment.
 to handle trade union, misconduct and discharge can take disciplinary actions.
 ensure laws related to socio-security, compensation, PF and gratuity .are applied in different industrial scenarios.
 to ensure that the wages and bonus laws and the laws concerned to working conditions are applied properly.
 understand about contract laws and implication of laws for management.

Credits: 4 Core Compulsory / Elective: Core Compulsory

(HR Specialization)
Max. Marks: 25+75 Min.Passing Marks: 9+27
Total No. of Lecture-Tutorials-Practical(in hours per week); L-3 T-1 P-0
Unit Topics No. of Lectures
Part I
I Emergence and objectives of labour laws and their socio -economic 10
environment, Industrial relations laws - laws relating to industrial dispute.
II Trade unions and Standing orders, laws relating to discharge, Misconduct, 10
Domestic enquiry, Disciplinary action.

III Socio-security laws - laws relating to Workmen’s compensation, Employees 13

state insurance, Provident fund, Gratuity and Maternity relief, Wages and
Bonus laws – the law of Minimum wages, Payment of bonus,

IV Laws relating to working conditions – the laws relating to functions. 12

Establishment and contract labour, interpretations of labour laws, their
working and implications for management, union, workmen, the economy
and the industry.
Suggested Readings:
1. Ghaiye, B.R., Law and Procedure of Departmental Enquiry in Private and public Sector, Eastern Law Co.,
Lucknow.
2. Malik, P.L., Handbook of Industrial Law, Eastern Book, Lucknow.
3. Malhotra, O.P., The Law of Industrial Disputes, Vol. I & II, Bombay, N.M. Tripathi.
4. Srivastava, S.C., Industrial Ralations and Labour Law, New Delhi, Vikas.
5. Seth, D.D., Industrial Dispute Act, 1947, Vol.- I & II, Bombay, N.M. Tripathi.
6. Saini, Debi S., Labour Judiciary, Adjudication and Industrial Justice, New Delhi, Oxford.

This course can be opted as an elective by the students of following subjects: HRM and Law
Suggested Continuous Evaluation Methods: In addition to the theoretical inputs the course will be
delivered through Assignments, Presentation, Group Discussions and Case Studies. This will instil in
student a sense of problem identification, generating solution, decision making, and practical learning. Student
learning will be evaluated through Written Tests, Projects, Quizzes and Cases.
Suggested equivalent online courses:
………………………………………………………………………………………………..
Further Suggestions:
………………………………………………………………………………………………..
Programme/Class: Year 2 Semester III
PG Degree
Subject: MBA
Course Code: F010905T(A) Course Title: Advertising and Sales Management
Course outcomes: At the end of the course, the learner will be able to:
 understand the concept and scope of advertisement and its role in marketing process
 to make advertising plan and taking decisions
 be apt in deciding the advertising budget and media
 apply the principles sales management, its scope and application of AIDAS theory
 organise sales meetings, sales audit, allocate budget for sales and analyze the sales

Credits: 4 Core Compulsory / Elective: Core Compulsory

(Marketing Specialization)
Max. Marks: 25+75 Min.Passing Marks: 9+27
Total No. of Lecture-Tutorials-Practical(in hours per week); L-3 T-1 P-0
Unit Topics No. of Lectures
Part I
I Introduction (concept, nature and scope, objectives & importance) to 10
Adverting & its role in marketing process, ethics & social issue in
adverting.

II Adverting planning & decision-making: Adverting goals & objectives, 12

Adverting message and communication
process Adverting Budget decision, media decisions, media factors, media
class, media vehicles, media options scheduling & timing. Evaluating
adverting effectiveness.

III Sales Management: Meaning scope, importance, objectives, role of sales 13

management in marketing program, Characteristic and functions of a
successful sales executive, AIDAS theory of selling, types of personal
selling, selling process, sales organization: purposes and types.

IV Sales meetings, Sales contests, Sales quotas , Sales budget, purpose, 10

budgetary procedure, Sales audit, Sales analysis,

Suggested Readings:
1. Adverting Management, Aaker, David, PHI, Delhi.
2. Introduction to Advertising & Promotion, Belch, George E & Belch, Irwin, Chicago.
3. Ogilvy on Advertising, Ogilvy, David Longman, London
4. Adverting Management, concept & cases, M. Mohan, Tata McGraw Hill, Delhi.
5. Anderson R, Professional Sales Management, Englewood Cliffs, New Jersey, PHI.
6. Dalrymple D.J., Sales Management-Concept and Cases, New York, John Wiley.
7. Still R.R., Cundiff EW etc Sales Management, New Jersey, Englewood Cliffs, New Jersey, PHI.
This course can be opted as an elective by the students of following subjects: Marketing
Suggested Continuous Evaluation Methods:
In addition to the theoretical inputs the course will be delivered through Assignments,Case Studies, Presentation,
Group Discussions. This will instil in student a sense of decision making and practical learning.
Suggested equivalent online courses:
 ………………………………………………………………………………………………..
Further Suggestions:
………………………………………………………………………………………………..

Programme/Class: Year 2 Semester III

PG Degree
Subject: MBA
Course Code: F010905T(B) Course Title: International Financial Management
Course outcomes:
 The objective of this course is to highlight opportunities and challenges of financial management in
open economies characterized by large volumes of international trade and high international mobility of
factors of production. In particular, the course will highlight the complications caused by the process of
international investment decision making as well as the development of investment and hedging
strategies on a multinational level.
Credits: 4 Core Compulsory / Elective: Core Compulsory
(Financial Management)
Max. Marks: 25+75 Min.Passing Marks: 9+27
Total No. of Lecture-Tutorials-Practical(in hours per week); L-3 T-1 P-0
Unit Topics No. of Lectures
Part I
I Foundations of international financial management: globalization and 12
multinational firm, rewards and risk of international finance; goals for
international financial management; exposure to global risk;
international monetary system; balance of payments; foreign exchange
markets; international parity relationships; forecasting foreign
exchange rates.
II International financial markets and institutions: international banking 10
and money market; international bond market; international equity
markets; futures and options on foreign exchange; currency and
interest rate swaps; international portfolio investment.
III Foreign exchange exposure and risk management: management of 12
economic exposure; management of transaction exposure;
management of translation exposure; management of political
exposure; management of interest rate exposure; hedging against
foreign exchange exposure; hedging through mixed currency
invoicing; country risk analysis. Transfer pricing strategies.
IV Financial management of multinational firms: foreign direct 11
investment and cross-border acquisitions, international capital
structure and the cost of capital; international capital budgeting;
multinational working capital policy and cash management, Valuing
Cross-border investments, international tax environment; corporate
governance around the world.
Suggested Readings:
1 Mihir A Desai, International Finance: A Casebook, Wiley India Edition
2. Bekaert, G. and R.J. Hodrick, International Financial Management, Prentice Hall.
3. Eiteman, D.K., Stonehill, A.I. and Moffett, M.H., Multinational Business Finance, Pearson
Education.
4. Eun, C. and Resnick, B., International Financial Management, McGraw-Hill/Irwin.
5. Madura, J., International Corporate Finance, Thomson South-Western.
6. Shapiro, A.C., Multinational Financial Management, John Wiley & Sons
Rajwade and Desai, Foreign Exchange, International Finance, Risk Management, SPD Publications
This course can be opted as an elective by the students of following subjects: Finance
Suggested Continuous Evaluation Methods: In addition to the theoretical inputs the course will be delivered
through Assignments, Presentation, Group Discussions and Case Studies. This will instil in student a sense of
decision making and practical learning. Student learning will be evaluated through Written Tests, Projects and
Field Assignments, Quizzes.
Suggested equivalent online courses:
………………………………………………………………………………………………..
Further Suggestions:
………………………………………………………………………………………………..
Programme/Class: Year 2 Semester III
PG Degree
Subject: MBA
Course Code: F010905T(C) Course Title: Management Training and
Development
Course outcomes: At the end of the course, the learner will be able to:
 facilitate training and development program and its process
 take the role, responsibilities and challenges of training managers
 develop the learning process, training climate and pedagogy
 implement the methods and techniques of training
 communicate the training and evaluate the entire training

Credits: 4 Core Compulsory / Elective: Core Compulsory

(HR Specialization)
Max. Marks: 25+75 Min.Passing Marks: 9+27
Total No. of Lecture-Tutorials-Practical(in hours per week); L-3 T-1 P-0
Unit Topics No. of Lectures
Part I
I Introduction, Need, Objectives and overviews of training & 10
development, Training Processes.

II Training, Role, Responsibilities & challenges to training managers, 11

Organization & Management of Training function, training needs
assessment.

III Learning process, training climate and pedagogy, development 11

training modules.

IV Training methods & techniques, facilities planning and training aids. 13

Training communication, training evaluation, training and
development in India.
Suggested Readings:
1. Beunet, Roger Ed., Improving Training Effectiveness, Aldershot, Gower.
2. Buckley, R. & Caple, Jim, The Theory & Practice of training, London, Kogan & Page.
3. Lynton, R. Pareek, U., Training for Development, 2nd ed., New Delhi, Vstaa.
4. Pepper, Allan, D., Managing the training & Development Function, Aldershot, Gower.
5. Roe, L., How to Measure Training Effectiveness, Aldershot, Gower.
6. Reid, M.A., etc., Training Interventions: Managing Employee Development, 3rd ed. London, IPM.
7. Senge, P., The Fifth Discipline: The Art and Practice of the Learning Organization, London, Century.
This course can be opted as an elective by the students of following subjects: HRM
Suggested Continuous Evaluation Methods:
In addition to the theoretical inputs the course will be delivered through Assignments, Case Studies,
Presentation,Group Discussions. This will instil in student a sense of decision making and practical learning.
Suggested equivalent online courses:
………………………………………………………………………………………………..
 Further Suggestions:
………………………………………………………………………………………………..

MBA Semester – IV
Subject/ Title of the Course(s) External Internal/ Practical Total Credits
Course Code Marks Sessiona Marks Marks
l Marks
Course/Paper 1 Strategic Management 75 25 100 4
F011001T
Course/Paper 2 Total Quality Management and ISO 75 25 100 4
F011002T
Course/Paper 3 F011003T (A): Rural Marketing and Retail Management 75 25 100 4
F011003T (B): Management of Financial Institutions
F011003T F011003T(C): Organisational Change and Development
Course/Paper 4 F011004T(A): Strategic Marketing 75 25 100 4
F011004T(B): Project Planning,Analysis and
F011004T Implementation
F011004T(C): Management Development
Course/Paper 5 F011005T(A): Brand Management and Services Marketing 75 25 100 4
F011005T(B): Foreign Exchange Management
F011005T F011005T(C): Counseling Skills for Managers
Course/Paper 6 Project Report & Viva 50 50 100 4
F011006R
Total Credits 24

 Pape rs F010903T, F010904T, F010905T & F011003T are for major specialization and
pape rs F011004T & F011005T are for minor specialization.
 The re shall be four specialization areas Marketing, Finance, HRM & O perations. Students are required to one major and one minor
spe cializ ation by taking combination of any two of the give n are as
Programme/Class: PG Year 2 Semester IV
Degree
Subject: M BA
Course Code: F011001T Course Title: S trategic Management
Course outcomes: On completion of the course, the learner will be able to
 develop understanding of how firms gain and sustain competitive advantage
 analyze strategic business situations, formulate and implement strategy
 learn how to assess business risk and develop ability to make sound business decisions
Credits: 4 Core Compulsory / Elective: Core Compulsory
M ax. M arks: 25+75 M in.Passing M arks: 9+27
Total No. of Lecture-Tutorials-Practical(in hours per week); L-3 T-1 P-0
Unit Topics No. of Lectures
Part I
I Introduction to Strategic management and concepts, Business Strategy, Strategy 15
process, Value and Competitive Advantage, Internal Context - The strategic design
of organizational structures, Organization structure and Competitive advantage,
Aligning Strategy and Organization, Building and Creating Competitive advantage,
Exploration and Exploitation.
External Context – Industry Analysis, Effect of Industry Characteristics on Firm
Performance, Framework for Industry analysis, Competition and Niche M arket,
Competition inConcentrated M arkets, Incumbency advantage, Business M odels,
Value Chain, Horizontal and Vertical Organization, Culture,M anaging Strategic
Change.
II Strategy Formulation- Examining Business Strategy, M ission & Objectives, Business 10
Strategy – Porters’ Competition Strategies, Cooperative Strategies, Strategic
Alliances, Corporate Strategy, Directional Strategy, Portfolio Strategy, Corporate
Parenting, Functional Strategy, Location of Functions, Strategies to Avoid, Strategic
Choice- Constructing Scenarios.
III Strategy Implementation- Global Strategy, International Entry,International 10
Coordination, Stages of International Development,International Employment,
M easurement of Performance Organizing and Structure- Stages of Corporate
Development,Organizational Life-Cycle, Flexible types of Organization structure,
M atrix Structure, Network Structure, Reengineering and Strategy Implementation,
Staffing, Leading, Action Planning
IV Evaluation and Control- M easuring Performance, M easures, Types of Controls, 10
Activity-based Costing, Enterprise Risk M anagement, Primary M easures of
Corporate Performance, Balance Scorecard Approach, Benchmarking, Strategic
Information system, Problems in M easuring Performance
Growth through New Venturing, Expansion, Diversification, Restructuring,
Divestment, Acquisitions and Alliances, Technology Adoption. Globalization and
Strategy, Global integration versus national differentiation, Current trends in strategic
management.
S uggested Readings:
1. Wheelen, T. L. et al., “Strategic management and business policy globalization, innovation, andsustainability”, Pearson,
2020.
2. Saloner, Garth, Shepard, Andrea, and Podolny, Joel, “Strategic M anagement”, John Wiley & Sons., 2005.
3. Besanko, D., Dranove, D., Shanley, M ., & Schaefer, S. “ Economics of strategy “,John Wiley, 2016, 6th
Edition.
4. Hill, Charles W.L., Jones and Gareth R., “Essentials of Strategic M anagement”, Cengage Learning, 3rdEdition.
5. David, Fred R., David, Forest R., and Kansal, Purva, “ Strategic M anagement Concepts: A CompetitiveAdvantage Approach”,
Pearson, 16th Edition.
6. Lynch, Richard, “Strategic M anagement”, Pearson, 2015, Seventh Edition.
7. Azhar Kazmi, Business Policy, M cGraw Hill.
8.Prasad, L.M ., “Strategic M anagement”, Sultan Chand and Sons, 2018.
This course can be opted as an elective by the students of following subjects: M BA
Suggested Continuous Evaluation M ethods: In addition to the theoretical inputs the course will be delivered through Assignments,
Presentation, Group Discussions and Case Studies. This will instil in student a sense of problem identification, generating solution,
decision making and practical learning. Student learning will be evaluated through Written Tests, Projects and Field Assignments,
Quizzes.
Suggested equivalent online courses:
………………………………………………………………………………………………..
Further Suggestions:
………………………………………………………………………………………………..
Programme/Class: Year 2 Semester IV
PG Degree
Subject: MBA
Course Code: F011002T Course Title: Total Quality Management and
ISO
Course outcomes: At the end of the course, the learner will be able to:
 get insight into Total Quality Management, its approaches and models
 appreciate the contributions of TQM Gurus
 handle quality planning process and opt quality improvement methodology
 tackle TQM issues like team work, leadership and also business process re-engineering
 to accomplish quality standards and ISO-14000
Credits: 4 Core Compulsory / Elective: Core Compulsory
Max. Marks: 25+75 Min.Passing Marks: 9+27
Total No. of Lecture-Tutorials-Practical(in hours per week); L-3 T-1 P-0
Unit Topics No. of Lectures
Part I
I Total Quality Management: Definition, Fundamental principles, approaches 10
and models-Fuji Xerox Model, Normal Rickad Model,Eicher Group
Model,Oakland Model, Difference Between Quality and Total Quality; TQM
versus Management; Cost of Quality.

II Contributions of TQM Gurus – W. Edwards Deming, Joseph M Juran, 10

Philip B Crosby, Kaoru Ishikawa.

III Quality-planning process, Quality improvement methodologies; Problems 12

solving process and Management tools; Kaisen -Continous improvement;
Quality Circles; Six Sigma and Statistical Process control;

IV Benchmarking; Important issues of TQM – Team work, leadership , Business 13

Process Re-engineering; Creating Quality culture. An Introduction to Quality
System Standards and ISO 14000

Suggested Readings:
1,Michael J. Stahl, Total Quality Management in the global environment, Infinity Books.
2. D.D. Sharma, Total Quality Management Principles practise and cases, S.chand & sons.
3. Bounds, Yorks, Adams & Ranney, Beyond TQM Toward the Emerging Paradigm, Mc Graw Hill.

This course can be opted as an elective by the students of following subjects: MBA
Suggested Continuous Evaluation Methods:
In addition to the theoretical inputs the course will be delivered through Assignments, Presentation,Group
Discussions. This will instil in student a sense of decision making and practical learning.
Suggested equivalent online courses:
………………………………………………………………………………………………..
Further Suggestions:
………………………………………………………………………………………………..
Programme/Class: Year 2 Semester IV
PG Degree
Subject: MBA
Course Code: F011003T(A) Course Title: Rural Marketing and Retail Management
Course outcomes: At the end of the course, the learner will be able to:
 estimate the potential of rural markets and agricultural marketing in India
 exposed about the marketing of goods and services in the rural markets
 handle relating system and its structure and functions
 to take decisions regarding store location and layouts
 to run and manage franchising, chain stores and exclusive shops

Credits: 4 Core Compulsory / Elective: Core Compulsory

(Marketing Specialization)
Max. Marks: 25+75 Min.Passing Marks: 9+27
Total No. of Lecture-Tutorials-Practical(in hours per week); L-3 T-1 P-0
Unit Topics No. of Lectures
Part I
I Nature, Characteristics and Potential of Rural Markets in India; Introduction 10
to Agriculture Marketing – Organization and functions; Classification of
Agricultural Products.

II Marketing of goods and services in rural markets -Design of Marketing Mix. 10

Nature, Scope and Role of Cooperative Marketing in India

III An Introduction to the Retailing System; Retailing: Definition, Theories of 13

Retailing,Sructure and Functions; Retailing Mix, Retail Store Location and
Layouts; Creative Display; Retail Pricing; Retail Promotions;

IV An Introduction to different forms of retailing: Franchising, Direct 12

Marketing, Chain Stores, Exclusive Shops and E-Retailing.

S uggested Readings:
1,Dogra B. & Ghuman K., “Rural Marketing Concepts and Practices”, Tata McGraw-Hill, New Delhi, 2010.
2.Gopal Swamy, T. P., “Rural Marketing”, Vikas Publishing House, New Delhi, 2009.
3,Desai Vasant, Rural Development, S. Chand, (New Delhi)
4,Rudra, Ashok, Indian Agricultural Economics: Myths and Realities, Allied,(New Delhi)
5,Bajaj, C., Tuli, R. & Srivastava, N., “Retail Management”, Oxford University Publication, New Delhi, 2016.
6.Berman, B., & Evans, Jr., “Retail Management- A Strategic Approach”, Pearson Education, New Delhi, 2013.
7.Dunne, P., Lusch, R. & Carver, J., “Retailing”, Cengage, 2014.
8.Michael Lervy M and Weitz B W., “Retailing Management”, Tata McGraw- Hill.
9.Stalk, George, Competing Against Time, Free Press, (New York)
10.Morgen Stein, Melvin and Harriat Strongin, Modern Retailing, Prentice Hall, (NJ)

This course can be opted as an elective by the students of following subjects: Marketing
Suggested Continuous Evaluation Methods:
In addition to the theoretical inputs the course will be delivered through Assignments, Presentation,
Case Studies, GroupDiscussions. This will instil in student a sense of decision making and practical learning.
Suggested equivalent online courses:
………………………………………………………………………………………………..
Further Suggestions:
………………………………………………………………………………………………..
Programme/Class: Year 2 Semester IV
PG Degree
Subject: MBA
Course Code: F011003T(B) Course Title: Management of Financial Institutions
Course outcomes: At the end of the course, the learner will be able to:
 gain the knowledge about the financial institutions and economic growth.
 learn about different financial institutions, money and capital market for the purpose of source of funds.
 understand the banking laws and regulations.
 Get insight about financial institutions and their financial planning.
 Take benefits of NBFCs to foster economic growth.

Credits: 4 Core Compulsory / Elective: Core Compulsory

(Finance Specialization)
Max. Marks: 25+75 Min.Passing Marks: 9+27
Total No. of Lecture-Tutorials-Practical(in hours per week); L-3 T-1 P-0
Unit Topics No. of Lectures
Part I
I Financial institutions and economic growth; Economic growth & 10
capital formation, Investment & Finance, Problems of capital
formation in under developed countries, Role of financial institutions.
II Types of financial institution; money & capital market, money market 10
institutions, central bank, commercial banks, Indigenous financial
agencies, discounting houses Accepting houses, Capital market
institution, Investment Banks, Merchant banks, Development banks,
mutual funds.
III Banking law & regulation, provision of RBI’s regulation, credit & 12
monetary planning, Insurance companies, Development Banks, Role
of Development Banking in industrial financing in India.
IV Financial planning of financial institutions, Role of IFCI, ICICI, IDBI, 13
UTI, LIC, Mutual funds. Capital adequacy, capital planning, strategy
of growth, International aspects of Financial Institutions.
NBFC’s: Concept, significance, types of NBFC’s with examples,
Objectives, Functions, Role of NBFC’s in economic growth.

Suggested Readings:
1.Vij, Madhu. Management of Financial Institution of India, New Delhi, Anmol Pub.
2. Yeager, Fred C & Seitz, Nail E, Financial Institution Management: Text & Cases, Angele wood cliffs, New
Jersy, PHI,
3. V.K. Bhalla, Indian Financial System, Anmol Pub. Delhi.
This course can be opted as an elective by the students of following subjects: Finance
Suggested Continuous Evaluation Methods:
In addition to the theoretical inputs the course will be delivered through Assignments, Presentation,
Group Discussions. This will instil in student a sense of decision making and practical learning.
Suggested equivalent online courses:
………………………………………………………………………………………………..
Further Suggestions:
………………………………………………………………………………………………..
Programme/Class: Year 2 Semester IV
PG Degree
Subject: MBA
Course Code: F011003T(C) Course Title: Organisational Change and Development
Course outcomes: At the end of the course, the learner will be able to:
 to implement organizational change and adopt process of change
 to diagnose the problems during organizational change.
 Adapt and get skills in the organization development.
 capable enough to design interventions for organizational development.
 to evaluate the organization development process.

Credits: 4 Core Compulsory / Elective: Core Compulsory

(HR Specialization)
Max. Marks: 25+75 Min.Passing Marks: 9+27
Total No. of Lecture-Tutorials-Practical(in hours per week); L-3 T-1 P-0
Unit Topics No. of Lectures
Part I
I Organisational change: An Overview, Management of Change, Process of 10
Change, Overcoming Resistance to change.

II Approaches to Problem Diagnosis, Major Techniques of Planned Change. 10

III Organisation Development: Steps in Organisation Development, General 12

Organisation Development Competencies, Organisation Development Skills.

IV Designing Interventions: Interpersonal, Team, Intergroup and System. 13

Evaluation of Organisation Development, Ethics of Organisatio n
Development, Future of Organisation Development.

Suggested Readings:
1. Abad Ahme, Developing Effective Organisation, New Delhi, Sri Ram Center for Ind. Relation.
2. French, W H & Bell, C.H. Organisational Development, New Delhi, PHI.
3. Sinha, Dharani, P. Cunsultant & Cunsulting Styles, New Delhi, Vision,
This course can be opted as an elective by the students of following subjects: HRM
Suggested Continuous Evaluation Methods:
In addition to the theoretical inputs the course will be delivered through Assignments, Presentation,
Group Discussions & Case Studies. This will instil in student a sense of decision making and practical learning.
Suggested equivalent online courses:
………………………………………………………………………………………………..
Further Suggestions:
………………………………………………………………………………………………..
Programme/Class: Year 2 Semester IV
PG Degree
Subject: MBA
Course Code: F011004T(A) Course Title: Strategic Marketing
Course outcomes: At the end of the course, the learner will be able to:
 gain knowledge about strategic marketing orientation and strategic marketing planning.
 apt to make contingency planning and its evaluation and take into consideration of components of
marketing strategy.
 capable enough in making competitive strategy and assess their capabilities.
 opt marketing intelligence and competitive intelligence.
 to implement the strategic marketing.

Credits: 4 Core Compulsory / Elective/Minor : Minor for Finance

/HR
Max. Marks: 25+75 Min.Passing Marks: 9+27
Total No. of Lecture-Tutorials-Practical(in hours per week); L-3 T-1 P-0
Unit Topics No. of Lectures
Part I
I Marketing – Strategic Management Interface; Strategic Marketing 10
Orientation, Strategic Marketing Planning – Business and Corporate Level
II Market Planning and Strategy Formulation – Situation Analysis, Planning 10
Gap Determination, Strategy Search, Contingency Planning and Evaluation;
Components of Marketing Strategy.

III Competitive (Rival Oriented) Strategies – Defining Competitions and 12

Assessing Capabilities; Collecting Information; Determination and Selection
of Strategies.
IV Marketing Intelligence – An Introduction; Information Requirements for 13
Strategic Marketing; MIS, DSS and Competitive Intelligence (CI); Strategic
Approach to Design Marketing Mix.
Implementation and Organisation for Strategic Marketing

Suggested Readings:
1. O’ Shaughnessy John, Competitive Marketing: Strategic Approach, ELBS, London
2. Tom cannon.: Marketing Management
3. Kotler Philip: Marketing Management, Analysis, Planning, and Implementation & Control.
4. Porter, M.E.: Competitive Advantages: Creating, Sustaining Superior Performance.
5. Porter, M.E.: Competitive Strategy: Techniques for Analyzing Industries Competitors.
This course can be opted as an elective by the students of following subjects: Minor for Finance/HRM
Suggested Continuous Evaluation Methods:
In addition to the theoretical inputs the course will be delivered through Assignments, Presentation,
Group Discussions & Case Studies. This will instil in student a sense of decision making and practical learning.
Suggested equivalent online courses:
………………………………………………………………………………………………..
Further Suggestions:
………………………………………………………………………………………………..
Programme/Class: Year 2 Semester IV
PG Degree
Subject: MBA
Course Code: F011004T(B) Course Title: Project Planning, Analysis and
Implementati on
Course outcomes: At the end of the course, the learner will be able to:
 to plan a project and generate ideas of project.
 prepared in analyzing the project and its technical issues and associated risk.
 go for project selection and appraisal and also analyze social cost benefit.
 implement and review of project.

Credits: 4 Core Compulsory / Elective/Minor : Minor for

Marketing /HR
Max. Marks: 25+75 Min.Passing Marks: 9+27
Total No. of Lecture-Tutorials-Practical(in hours per week); L-3 T-1 P-0
Unit Topics No. of Lectures
Part I
I Project Planning: Generation and screening of project ideas, Monitoring the 10
Environment, Corporate Appraisal, Preliminary Screening, , Project Life
Cycle.

II Project Analysis: Market Demand and Situational Analysis, Demand 10

Forecasting, Technical Analysis: Location & Site, Project Charts and
Layouts,

III Analysis of project Risk: Type and Measures of Project Risk, Identification 12
of Critical Sources of Risk, Sensitivity Analysis, Scenario Analysis,
Decision – tree Analysis

IV Project Selection and Appraisal: Relevance of cost of Capital, Appraisal 13

Critical – NPV, Benefit Cost Ratio, IRR, Critical Evaluation, Social Cost
Benefit Analysis – Rationale. Project Implementation & Review: Project
Management, Forms of Project Organisation, Project Control, Project
Review – Performance Evaluation.

Suggested Readings:
1.Bhalla V.K.: Modern Working Capital Management.
2. P.C. K. Rao: Project Management & Control.
3. Chandra, Prasanna, Projects: Preparation, Appraisal, Budgeting and Implementation, Tata McGraw Hill.
4. Ahooja, G.K. and Gupta, Ravi. Systematic Approach to Income Tax. Allahabad, Bharat Law House.
This course can be opted as an elective by the students of following subjects: Minor for Marketing /HRM
Suggested Continuous Evaluation Methods:
In addition to the theoretical inputs the course will be delivered through Assignments, Presentation,
Group Discussions & Case Studies. This will instil in student a sense of decision making and practical learning.
Suggested equivalent online courses:
………………………………………………………………………………………………..
Further Suggestions:
………………………………………………………………………………………………..
Programme/Class: Year 2 Semester IV
PG Degree
Subject: MBA
Course Code: F011004T(C) Course Title: Management Development
Course outcomes: At the end of the course, the learner will be able to:
 know about the HRD and how to implant its functions.
 aware about the principles of learning and Management Development programs.
 to plan strategy and make program to reach Management Development.
 design training for effective learning.
 implement methods of Management Development and can conduct Management Development Programs.

Credits: 4 Core Compulsory / Elective/Minor : Minor for

Marketing /Finance
Max. Marks: 25+75 Min.Passing Marks: 9+27
Total No. of Lecture-Tutorials-Practical(in hours per week); L-3 T-1 P-0
Unit Topics No. of Lectures
Part I
I Definition and function of HRD, strategic planning approach, 10
organizational environment and training.

II Principles of Learning, Learning and behaviour, Teaching/Learning 10

debate, Training and development, Management Development –
perspectives,. Pitfalls, need for effective Management Development.
III Management Development policy and committees, planning strategies 12
and programme to reach Management Development objectives,
training methodology, training process.
IV Management effectiveness audit: training needs assessment and 13
training objectives, designing training for effective learning. Methods
of Management Development including training for human relations,
leadership, teamwork, communication and creativity, conduction of
Management Development programme – role of programme
coordinator, trainee, top management; evaluation.
Suggested Readings:
1. Binsted, Don. “Development in Interpersonal Skills Training”.Gower London.
2. Robert Craig, Training & development handbook
3. David A.DE Cenzo, Stephen. P. Rokkins, Personnel/ HRM
4. V.N. Srivastava, Gridhar. J. Gyani, Training manual on HRM & Organisational learning
5. Biswjeet patnayak, HRM
6. T.N. Chabbra, HRM
This course can be opted as an elective by the students of following subjects: Minor for Marketing /Finance
Suggested Continuous Evaluation Methods:
In addition to the theoretical inputs the course will be delivered through Assignments, Presentation,
Group Discussions & Case Studies. This will instil in student a sense of decision making and practical learning.
Suggested equivalent online courses:
………………………………………………………………………………………………..
Further Suggestions:
 ………………………………………………………………………………………………..

Programme/Class: Year 2 Semester IV

PG Degree
Subject: MBA
Course Code: F011005T(A) Course Title: Brand Management and Services
Marketing
Course outcomes: At the end of the course, the learner will be able to:
 identify brand and its dimensions and get into the intricacies of customer relationship.
 evaluate brand portfolio and brand assessment.
 realize the importance of service economy and handle the marketing challenges in service business
 manage service product and tackle quality issues in service.
 take the decisions regarding advertising, branding and packaging of services and also deal in service
marketing
Credits: 4 Core Compulsory / Elective/Minor : Minor for
Finance/HR
Max. Marks: 25+75 Min.Passing Marks: 9+27
Total No. of Lecture-Tutorials-Practical(in hours per week); L-3 T-1 P-0
Unit Topics No. of Lectures
Part I
I Understanding Brands – Brand Hierarchy, Brand Personality, Brand Image, 10
Brand Identity, Brand Positioning, Brand Equity, Brand – Customer
Relationships, Brand Loyalty and Customer Loyalty, Managing Brands:
Brand Creation, Brand Extensions.

II Brand portfolio, Brand assessment through research, Brand Identity, Position, 11

Image, Personality Assessment and Change, Brand Revitalization,

III Emergence of service economy, Nature of services, goods vs services 11

marketing, Marketing challenges in s ervice Businesses, Marketing
framework for service businesses, Service Classification.
IV Service product management, Service encounter, The service consumer 13
behaviour, quality issues in services
Advertising, Branding and Packaging of services, Recovery Management and
Relationship Marketing, Service Marketing, Origin and growth,
Classification of services – marketing of financial services – the India scene.

Suggested Readings:
1.Aaker, D. and Joachimsthaler E., “Brand Leadership: The Next Level of the Brand Revolution”. TheFree Press, New
York.
2.Keller, K.L., “Strategic Brand Management”, Pearson education, New Delhi.
3. Aaker, David, A. Managing Brand Equity. New York.
4. Cowley, Don. Understanding Brands. London, Kogan Page..
5. Lovelock, Christopher H. Services Marketing, Englewood Cliffs, New Jersey, PHI.
6. S.M. Jha, Services Marketing, Himalaya Publication, New Delhi.

This course can be opted as an elective by the students of following subjects: Minor for Finance/HR
Suggested Continuous Evaluation Methods:
In addition to the theoretical inputs the course will be delivered through Assignments, Presentation,
Group Discussions & Case Studies. This will instil in student a sense of decision making and practical learning.
Suggested equivalent online courses:
………………………………………………………………………………………………..
Further Suggestions:
………………………………………………………………………………………………..
Programme/Class: Year 2 Semester IV
PG Degree
Subject: MBA
Course Code: F011005T(B) Course Title: Foreign Exchange Management
Course outcomes: At the end of the course, the learner will be able to:
 get knowledge about foreign exchange market and economic forces involved in it.
 identify the currency futures and options and also about hedging.
 deal in exposure management and apply its techniques.
 project and forecast the foreign exchange rate.
 to follow the parameters and constraints on exposure management.

Credits: 4 Core Compulsory / Elective/Minor : Minor for

Marketing/HR
Max. Marks: 25+75 Min.Passing Marks: 9+27
Total No. of Lecture-Tutorials-Practical(in hours per week); L-3 T-1 P-0
Unit Topics No. of Lectures
Part I
I Foreign Exchange Market: Types & Transactions, Quoting foreign exchange 10
rate, economic forces in foreign exchange market, Recent developments in
foreign exchange market, spot rates, cross rates, forward rates.

II Currency futures & options, currency swaps, future Vs forward market, 11

Hedging, Different types of hedging, Mechanism of option trading,
relationship between option & futures.

III Exposure management; Foreign exchange risk, exposure information system, 11

different exposure management techniques.

IV Foreign exchange rate projections; forecasting techniques; technical & 13

fundamental forecasting, limitations of forecasting, mixed forecasting.
Parameters & Constraints on exposure management; Financial & Socio -
political factors, Tax treatment of foreign exchange gains & losses, FEMA.
Suggested Readings:
1.Bhalla, V.K. International Financial Management
2. Shapiro A.C. International Financial Management
3. Vij Madhu International Financial Management

This course can be opted as an elective by the students of following subjects: Minor for Marketing /HR
Suggested Continuous Evaluation Methods:
In addition to the theoretical inputs the course will be delivered through Assignments, Presentation,
Group Discussions & Case Studies. This will instil in student a sense of decision making and practical learning.
Suggested equivalent online courses:
………………………………………………………………………………………………..
Further Suggestions:
………………………………………………………………………………………………..
Programme/Class: Year 2 Semester IV
PG Degree
Subject: MBA
Course Code: F011005T(C) Course Title: Counselling Skills for Managers
 Course outcomes: At the end of the course, the learner will be able to:
 get awareness about counseling and its associated elements.
 apply the counseling skills and its approaches.
 conduct workshops of counseling skills.
 capable enough to proceed the employee counseling while considering its pre-requisite.
 to solve the case studies in the perspective of business environment.

Credits: 4 Core Compulsory / Elective/Minor : Minor for

Marketing/Finance
Max. Marks: 25+75 Min.Passing Marks: 9+27
Total No. of Lecture-Tutorials-Practical(in hours per week); L-3 T-1 P-0
Unit Topics No. of Lectures
Part I
I Counseling concept, Essential elements of counseling, counseling process, 10
problems in counseling, personal qualities of the counselor

II Counseling skills, counseling approaches, planning counseling skills training, 11

running CST.
III Evaluating counseling skills workshops, self and peer evaluation, an 11
evaluation questionnaire.

IV Employee counseling, concept, need functions, procedure, pre- 13

requisites,Case studies in counselling.

Suggested Readings:
1. S. Narayan Rao, Counseling and guidance
2. Philip Burnard, Counseling skills training
3. T.N. Chhabra,Human Resource Management.

This course can be opted as an elective by the students of following subjects: Minor for Marketing /Finance
Suggested Continuous Evaluation Methods:
In addition to the theoretical inputs the course will be delivered through Assignments, Presentation,
Group Discussions & Case Studies. This will instil in student a sense of decision making and practical learning.
Suggested equivalent online courses:
………………………………………………………………………………………………..
Further Suggestions:
………………………………………………………………………………………………..
 The end

Programme/Class: PG Year: 2 Semester: III

Degree
Subject: MBA
Course Title: Corporate Financial Decisions
Course Code: F010919

Course outcomes:
The basic objective of this course is to comprehensively understand the intricacies and integrative nature of
financial decision making for creation of value in a corporate firm. Course outcomes cover estimating cash
flows emerging from a financial decision, assessing the impact of a financial decision on the value of a firm,
recommending financing choices for enhancing value and aligning the financing decisions with the overall
corporate strategy.

Credits: 4 Core Compulsory / Elective: Core Compulsory

(Finance Specialization)
Max. Marks: 25+75 Min. Passing Marks: 10+25
 Total No. of Lectures-Tutorials-Practical (in hours per week): L-3 T-1 P-0

No. of
Unit Topics Lectures
Part I 45
Concepts in Valuation, Approaches to Valuation – Discounted Cash
Flow, Relative Valuation (Earnings multiples and Book Value
multiples), Contingent Claim Valuation, Valuation of Securities -
Bonds and Shares, Asset Pricing models, Free cash flow approach
I to Equity and firm valuation. 12
 Investment in Assets and Required Returns, Principles of Capital
Investment, Allocating Capital and Corporate Strategy, Inflation
and Capital Budgeting. Risk Management in Projects - Sensitivity
II analysis, Monte Carlo Simulation, Real Options, Creating value 11
through required returns.

Financing policies: Making Capital Structure Decisions, Taxes and

Financing Choices, Long term- financing, Lease financing, Hybrid
financing, Financing through Private Equity and Venture Capital.
III Managerial Incentives, Information and Corporate Control. Capital
11
structure and Corporate Strategy.

Effect of various corporate actions (Dividends, Share Buyback,

Stock Splits, Rights issue, Spin offs) on shareholders’ equity,
IV Capital market financing and risk management. Information 11
Conveyed by Financial decisions.

Suggested Readings:
1.Financial Management and Policy, Horne, Van and Dhamija, Pearson
2.Strategic Financial Management, Kishore, Ram, 2013, Taxman
3.Business Valuation, Mohanty, P, 2015, Taxman
4.Financial Management, Khan, M.Y, Jain, P.K, 2010, McGraw Hill
5.Principles of Corporate Finance, Brealey, Myers and Allen, McGraw Hill
6.6. Investment Valuation, Aswath Damodaran, Wiley
This course can be opted as an elective by the students of following subjects: Finance

Suggested Continuous Evaluation Methods: In addition to the theoretical inputs the course will be
delivered through Assignments, Presentation, Group Discussions and Case Studies. This will instil in
student a sense of decision making and practical learning. Student learning will be evaluated through
Written Tests, Projects and Field Assignments, Quizzes.

Suggested equivalent online courses:

Further Suggestions:

Programme/Class: PG Year: 2 Semester: III

Degree
Subject: MBA
Course Title: Security Analysis and Portfolio Management
Course Code: F010920
 Course outcomes:
The basic purpose of this course is to develop a strategic perspective by understanding the principles of
financial Investment decisions with respect to various avenues of investment. Course outcomes cover the
development of required acumen to evaluate the investment environment for various avenues of investment
and to formulate strategies for investments in equities, Bonds and other securities. Students will also be able
to revise and reconstruct the portfolios consisting various securities and should be able to assess the
performance of portfolios as well as managers monitoring them.

Core Compulsory / Elective: Core Compulsory

Credits: 4
(Financial Management)
Max. Marks: 25+75 Min. Passing Marks: 10+25
Total No. of Lectures-Tutorials-Practical (in hours per week): L-3 T-1 P-0

No. of
Unit Topics Lectures
Part I 45
Concept and Objectives of Investment, Types of Securities and
Avenues for Investment, Investment Management Process, Risk and
Its Measurement, Relationship between Risk and Return, Valuation
I of Securities, Equity Shares, Preference Shares and Bonds, Term
Structure of Interest rates, Mutual Funds, Hedge Funds. Value at 12
Risk (VaR).

Efficient Market Hypothesis, Testing for Market Efficiency,

Economic & Industry Analysis, Company Analysis, Fundamental
II and Technical Analysis, Volatility and Its Measurement. Portfolio 10
Theory – Diversification and Optimal Portfolios, International
Portfolios

Capital Asset Pricing Models, Factors Models, Arbitrage Pricing

Theory. Measuring Portfolio Performance. Bond Portfolio
III Management and Interest Immunization, Foundations of
12
Behavioural Finance, Prospect Theory, Market Anomalies, High
Frequency Trading, Algorithmic Trading.

Derivatives: Instruments, markets and regulation, Management of

Portfolio of derivative securities, Hedging using options and futures
contracts. Pricing models – Binomial model, Black-Scholes model;
IV Option Trading Strategies, Application of swaps. Financial 11
Modelling on R Studio.
 Suggested Readings:
1 Robert A Haugen, Modern Investment Theory,5th Edition, Pearson
6. Sharpe, Alexender and Bailey, Investments, Wiley press
7. Reilly and Brown, Investment Analysis and Portfolio Management,8th edition, SouthWestern
8. Bodie,, Kane and Marcus, Investments, 10th edition, McGrawHill
9. Grinblatt and Titman, Financial Markets and Corporate Strategy,2nd Edition,Tata McGraw Hill
10. Options, Futures and Other Derivatives, John C Hull and Sankarshan Basu, Pearson
This course can be opted as an elective by the students of following subjects: Finance Group

Suggested Continuous Evaluation Methods: In addition to the theoretical inputs the course will be
delivered through Assignments, Presentation, Group Discussions and Case Studies. This will instil in
student a sense of decision making and practical learning. Student learning will be evaluated through
Written Tests, Projects and Field Assignments, Quizzes.

Suggested equivalent online courses:

Further Suggestions:

Programme/Class: PG Year: 2 Semester: III

Degree
Subject: MBA
Course Title: International Financial Management
Course Code: F010921

Course outcomes:
The objective of this course is to highlight opportunities and challenges of financial management in open
economies characterized by large volumes of international trade and high international mobility of factors of
production. In particular, the course will highlight the complications caused by the process of international
investment decision making as well as the development of investment and hedging strategies on a
multinational level.

Credits: 4 Core Compulsory / Elective: Core Compulsory

(Financial Management)
Max. Marks: 25+75 Min. Passing Marks: 10+25
Total No. of Lectures-Tutorials-Practical (in hours per week): L-3 T-1 P-0

No. of
Unit Topics Lectures
Part II 45
 Foundations of international financial management: globalization
and multinational firm, rewards and risk of international finance;
goals for international financial management; exposure to global
I risk; international monetary system; balance of payments; foreign
exchange markets; international parity relationships; forecasting 12
foreign exchange rates.

International financial markets and institutions: international

banking and money market; international bond market; international
II equity markets; futures and options on foreign exchange; currency 10
and interest rate swaps; international portfolio investment.

Foreign exchange exposure and risk management: management of

economic exposure; management of transaction exposure;
management of translation exposure; management of political
exposure; management of interest rate exposure; hedging against
III foreign exchange exposure; hedging through mixed currency 12
invoicing; country risk analysis. Transfer pricing strategies.

Financial management of multinational firms: foreign direct

investment and cross-border acquisitions, international capital
structure and the cost of capital; international capital budgeting;
IV multinational working capital policy and cash management, 11
Valuing Cross-border investments, international tax environment;
corporate governance around the world.

Suggested Readings:
1 Mihir A Desai, International Finance: A Casebook, Wiley India Edition
7. Bekaert, G. and R.J. Hodrick, International Financial Management, Prentice Hall.
8. Eiteman, D.K., Stonehill, A.I. and Moffett, M.H., Multinational Business Finance, Pearson
Education.
9. Eun, C. and Resnick, B., International Financial Management, McGraw-Hill/Irwin.
10. Madura, J., International Corporate Finance, Thomson South-Western.
11. Shapiro, A.C., Multinational Financial Management, John Wiley & Sons
12. Rajwade and Desai, Foreign Exchange, International Finance, Risk Management, SPD
Publications
This course can be opted as an elective by the students of following subjects: Finance

Suggested Continuous Evaluation Methods: In addition to the theoretical inputs the course will be
delivered through Assignments, Presentation, Group Discussions and Case Studies. This will instil in
student a sense of decision making and practical learning. Student learning will be evaluated through
Written Tests, Projects and Field Assignments, Quizzes.

Suggested equivalent online courses:

Further Suggestions:
 Programme/Class: PG Year: 2 Semester: III
Degree
Subject: MBA

Course Code: F010922 Course Title: Advertising & Brand Management

Course outcomes: At the end of the course, the learner will be able to:
 understand the fundamentals of Advertising and Brand Management.
 comprehend the role of advertising agencies.
 appreciate the key challenges in creating and managing brands

Core Compulsory / Elective: Core Compulsory

Credits: 4
(Marketing Specialization)
Max. Marks: 25+75 Min. Passing Marks: 10+25

Total No. of Lectures-Tutorials-Practical (in hours per week): L-3 T-1 P-0
No. of
Unit Topics Lectures
Part I 45
Understanding Marketing Communication - Objective of Marketing
Communication, Communication Model.
Introduction to Advertising – Meaning, Classification and
I Importance of Advertising, Role of Advertising in Marketing Mix, 12
Stimulation of Demand, Effects of Advertising. Determining
Advertising Goals- Defining Advertising Objectives, DAGMAR
Approach, Hierarchy-of-Effects Model.
Advertising Agencies – Role, Functions, Organization, Agency
Compensation, Client Agency Relationship, Account Planning.
Evaluating Advertising Effectiveness - Need and Importance of 12
II Measuring Advertising Effectiveness, Communication and Sales
Effect; Opinion and Attitude Tests, Recognition and Recall Tests,
Controlled Experiments.
Introduction to Branding and Brand Management - The role of
Brands, Brand knowledge, Brand portfolios and market
III segmentation, Process of brand building, Identifying and 11
establishing brand positioning, Defining and establishing brand
values.
Building Brand Equity - Brand Equity Models. Brand Resonance,
Brand Identity and Brand Image. Brand Hierarchy. Branding
IV Strategy - Brand extension and brand transfer, Managing brand over 10
time.
Suggested Readings:
1. Belch, G.E. and Belch, M.A., “Advertising and Promotion: An Integrated Marketing Communication
Perspective” McGraw Hill, New York, 11th ed.
2. Aaker, D. and Joachimsthaler E., “Brand Leadership: The Next Level of the Brand Revolution”. The
Free Press, New York.
3. Keller, K.L., “Strategic Brand Management”, Pearson education, New Delhi.
This course can be opted as an elective by the students of following subjects: Marketing

Suggested Continuous Evaluation Methods:

In addition to the theoretical inputs the course will be delivered through Assignments, Presentation,
Group Discussions. This will instil in student a sense of decision making and practical learning.
Suggested equivalent online courses:
………………………………………………………………………………………………..
Further Suggestions:
………………………………………………………………………………………………..

Programme/Class: PG Year: 2 Semester: III

Degree
Subject: MBA

Course Code: F010923 Course Title: Customer Relationship Management

Course outcomes: At the end of the course, the learner will be able to:
 appreciate the relationship marketing approach to business.
 understand the theoretical underpinnings of CRM and use them to build profitable customer
relationships.
 design effective CRM strategy for cultivating customer loyalty.

Credits: 4 Core Compulsory / Elective: Core Compulsory

(Marketing Specialization)
Max. Marks: 25+75 Min. Passing Marks: 10+25

Total No. of Lectures-Tutorials-Practical (in hours per week): L-3 T-1 P-0
No. of
Unit Topics Lectures
Part I 45
Introduction to Customer Relationship Management – Relational
approach to Marketing, Evolution of relationship marketing,
Historical Perspectives. Defining CRM, Emergence of CRM
I practice, Types of CRM, CRM cycle, Stakeholders in CRM, 10
Significance of CRM. CRM Implementation. Developing,
managing and using customer-related databases.
Customer Satisfaction - meaning and definition, Customer
Satisfaction Models, Measuring Customer Satisfaction, ISO
guidelines. Customer Loyalty - Concept, Principles, significance
and dimensions of Customer Loyalty, Determinants and Categories
of Customer Loyalty, Factors affecting Loyalty and Customer
II 15
Loyalty Grid, Building effective loyalty programs. Managing the
Customer Journey - Customer acquisition and retention, Customer
Experience Management. Customer profitability – Size of wallet,
Share of category requirement, Share of wallet, Transition matrix,
Customer lifetime value.
e-CRM in Business – Features and Advantages of e-CRM.,
Technologies of e-CRM, Voice Portals, Web Phones, BOTs, Virtual
III 10
Customer Representative, Customer Relationship Portals,
Functional Components of CRM.
Database Management: Database Construction, Data Warehousing,
architecture, Data Mining. Characteristics, Data Mining tools and
IV 10
techniques, Meaning, Significance, Advantages, Call Center,
Multimedia Contact Center, Important CRM softwares.
 Suggested Readings:
1. Buttle, F., “Customer Relationship Management”, Butterworth-Heinemann.
2. Rai, A.K., “Customer Relationship Management: Concepts and Cases”, Prentice Hall India.
3. Rai, A.K. & Srivastava, M., “Customer Loyalty: Concepts, Context and Character”, McGraw-Hill
Education.
4. Kumar, V., & Reinartz, W., “Customer relationship management”, Springer-Verlag GmbH Germany,
2018.

This course can be opted as an elective by the students of following subjects: Marketing

Suggested Continuous Evaluation Methods:

In addition to the theoretical inputs the course will be delivered through Assignments, Presentation,
Group Discussions. This will instil in student a sense of decision making and practical learning. Student
learning will be evaluated through Written Tests, Projects and Field Assignments, Quizzes.
Suggested equivalent online courses:
………………………………………………………………………………………………..

Further Suggestions:
………………………………………………………………………………………………..

Programme/Class: PG Year: 2 Semester: III

Degree
Subject: MBA

Course Code: F010924 Course Title: Consumer Behaviour

Course outcomes: At the end of the course, the learner will be able to:
 develop an understanding of factors that influence consumer buying behavior.
 understand the influence of socio-cultural factors on consumer behavior.
 learn how to base marketing decisions on consumer insights.

Credits: 4 Core Compulsory / Elective: Core Compulsory

(Marketing Specialization)
Max. Marks: 25+75 Min. Passing Marks: 10+25

Total No. of Lectures-Tutorials-Practical (in hours per week): L-3T-1 P-0

No. of
Unit Topics Lectures
Part I 45
Introduction to Consumer Behavior:
Definition, Nature and Scope of Consumer Behavior, Customer
Satisfaction, Customer Loyalty, Customer Retention, Consumer
I Research. Consumer Decision Making – Factors influencing 11
consumption decisions, Process and Models of Consumer Decision
Making.
Micro Influences on Consumption:
II Needs, Motives & Consumption - Needs and goals, Theories of 13
 Motivation. Personality - Nature and Theories of Personality,
Behavioral traits of consumers, Self-concept and consumption,
Brand Personality, Role of Emotions. Consumer Perception –
Process of Perception, Perceived Quality, Perceived Risk.
Consumer Learning – Elements of learning, Theories of Learning,
Consumer Involvement. Consumer Attitude – Attitude formation,
Models of consumer attitude formation.
Macro Influences on Consumption:
Social Influences on Consumer Behavior – Consumer socialization,
III Family and lifecycle. Reference group, Consumption related 11
Reference Groups, Factors Affecting Reference Group Influence.
Word of mouth, Opinion leadership, Social classes.
Cultural Influences on Consumer Behavior - Culture and
IV Subcultures, Indian Core Values, Measuring Cultural Values, 10
Influence of Culture on Consumer Behavior.
Suggested Readings:
4. L. G. Schiffman, L. L. Kanuk, & S. R. Kumar, “Consumer Behavior”, Pearson Education Inc.
5. D. L. Loudon, J. Albert Della Bitta, “Consumer Behavior; Concepts and Applications”, Tata
McGraw Hill Publishing Company Limited.
6. D. I. Hawkins, R. J. Best, and K. A. Coney, “Consumer Behhavior: Building Marketing Strategy”,
Tata McGraw-Hill Publishing Company Limited
7. Kumar, S. Ramesh, “Consumer Behaviour- The Indian Context (Text and Cases)”, Pearson, 2017.

This course can be opted as an elective by the students of following subjects: Marketing

Suggested Continuous Evaluation Methods:

In addition to the theoretical inputs the course will be delivered through Assignments, Presentation,
Group Discussions. This will instil in student a sense of decision making and practical learning.
Suggested equivalent online courses:
………………………………………………………………………………………………..

Further Suggestions:
………………………………………………………………………………………………..

Programme/Class: PG Year: 2 Semester: III

Degree
Subject: MBA

Course Code: F010925 Course Title: Leadership, Teamwork and Change Management
Course outcomes: On completion of the course, the learner will be able to
 develop critical understanding of theories and concepts of leadership and teamwork
 understand techniques to develop teamwork and leadership behaviour
 develop insight on the change process and reasons why change is imperative

 build competency on implementation aspects of Organization Development interventions to

bring change at different levels of the organization
 assess OD consultant as a scope to practice by leading change from outside

Credits: 4 Core Compulsory / Elective: Core Compulsory

(HR Specialization)
Max. Marks: 25+75 Min. Passing Marks: 10+25

Total No. of Lectures-Tutorials-Practical (in hours per week): L-3 T-1P-0

No. of
Unit Topics Lectures
Part I 45

Indian Philosophy and Leadership- 18 Leadership Sutras from

The Bhagavad Gita
Leadership definition and description, Approaches to
Leadership: Trait Approach, Skill Approach, Behavioural
Approach, Situational Approach, Path Goal Theory, Leader-
Member exchange theory.
I 12
Contemporary leadership- Charismatic leadership,
Transformational leadership, Authentic leadership, Servant
leadership, Responsible Leadership, Adaptive Leadership.
Followership, Leadership and Emotions, Leadership Ethics,
Gender and Leadership, Culture and Leadership effectiveness
(GLOBE study).

Power and Influence, Team Leadership, Collaboration in the

workplace, Trust building in business teams, Building and
contributing to team culture, Team conflict, Collaborative
II 10
problem solving, Team creativity, Robot and human teamwork-
issues and challenges.

Organizational Change: Levels and characteristics of

Organizational change, Forces for Change, Planned Change,
Force field analysis, Models of Organization change - Kurt
Lewin’s model of change, Nadler-Tushman Congruence
Model, Burke-Litwin model of Organizational Performance
III and Change, Socially constructed Organization, Kotter’s s
12
model of Change, Resistance to Change, Approaches to
Managing Organizational Change, Creating a Culture for
Change, Organizational growth and its implication for change.

Organizational Development (OD): Concept, Scope, Historical

IV 11
Perspective, Ethics and Values driving OD, Characteristics,
 OD Process, Internal and external consultants, Competencies
for OD professionals, Future of Organization Development
Organizational Diagnosis: Techniques of organizational
diagnosis methods; Collecting and analyzing diagnostic
information; feeding back diagnostic information.
OD Interventions: Individual interventions – Coaching,
Mentoring, 360 Feedback, Career Planning and Development;
Team building interventions; Inter-group interventions- team
building, survey feedback, Grid OD; Organization
interventions; Relation with the client system; Action Research
OD Evaluation

Suggested Readings:
1. Chatterjee, Debashis, “Timeless Leadership: 18 Leadership Sutras from The Bhagavad Gita”,
John Wiley & Sons Singapore Pte. Ltd., Singapore, 2012.
2. Pattanaik, DevDutt, “The Leadership Sutra”, Aleph Book Company, India. 2016.
3. Northouse, Peter G., “Leadership Theory and Practice”, Sage Publication, 2018. Eighth Edition.
4. Bhattacharyya, Som Sekhar and Jha, Sumi, “Strategic Leadership Models and Theories – Indian
Perspective”, Emerald Publishing, 2018.
5. Robbins, Stephen P., Judge, Timothy A., Vohra, Neharika, “ Organizational Behaviour”,
Pearson, 2018, 18th Edition.
6. Anderson, D. L, “Organization Development: The Process of Leading Organizational Change”, .
Sage Publications, 2019.
This course can be opted as an elective by the students of following subjects: Open to all.

Suggested Continuous Evaluation Methods: In addition to the theoretical inputs the course will be
delivered through Assignments, Presentation, Group Discussions and Case Studies. This will instil in
student a sense of problem identification, generating solution, decision making and practical learning.
Student learning will be evaluated through Written Tests, Projects and Field Assignments, Quizzes.

Suggested equivalent online courses:

………………………………………………………………………………………………..

Further Suggestions:
………………………………………………………………………………………………..

Programme/Class: PG Year: 2 Semester: III

Degree
Subject: MBA

Course Code: F010926 Course Title: Talent Management and HR Audit

Course outcomes: On completion of the course, the learner will be able to:
 assess an organization’s approach to manage talent and its alignment with business strategy
 map competency based on job analysis
 devise strategies for developing, engaging, and retaining talent
 relate performance management and compensation with talent management strategies.
 evolve Balanced Scorecard system in organization and link HR functions to organization
strategy and customer satisfaction through HR audit.

Credits: 4 Core Compulsory / Elective: Core Compulsory

(HR Specialization)
Max. Marks: 25+75 Min. Passing Marks: 10+25

Total No. of Lectures-Tutorials-Practical (in hours per week): L-3 T-1 P-0
No. of
Unit Topics Lectures

45
Elements of talent Management, Talent Management System
and Approach, Talent Management Assessment Tools, HR
Planning, Creating a Talent Management System, Forces
impacting Talent Management, Institutional Strategies for
dealing with Talent Management issues, Information
Technology to support Talent Management System.
I 11
Define competencies and types, Competency mapping-
Developing Competency models, Personal competency
framework, Lancaster Model of Managerial competency,
Competency based Applications, Formation of Competency
framework.
Attraction, Employee Engagement, and Retention strategies,
Talent Acquisition: Recruitment and Selection Process,
Attracting Candidates, Application forms, Selection methods,
Assessment Centres, Psychological Tests- Purpose, Use of tests
in Selection process.
Talent Development: Learning Organization, Principles of
Adult Learning, Kolbs’ learning Cycle, Objective, Need of
Training Need Analysis, Approaches to TNA. Design of
II 12
Training, Developing Objectives, Drafting training proposal,
Training methods, and Aids, Qualities of an Effective Trainer.
Development and Implementation of Training, Evaluation of
Training models, Evaluation Design, Evaluating Transfer of
training on the Job, Techniques & Problems in Measurement
of Training, Cost-benefit analysis of training, Feedback.
 Key areas of training: Onboarding, Diversity Training,
Prevention of Sexual Harassment Training, Team training,
Cross-cultural Training.
Approaches to Management Development, Management
Development Implications, Developing a Career strategy,
Career Life-cycle, Succession Management, Coaching and
Mentoring as career development tools.
Talent Assessment: Conceptual Framework of Performance
Management, Performance management process, Objectives of
performance management system, Performance management
and performance appraisal, Linkage of performance
management system with other HR practices.
Components of Performance Management System, Methods of
performance appraisal, Conducting Performance Reviews,
III Improving Performance, 360 degree feedback. 12
Performance management feedback, Counselling and
Coaching, Managing Performance at Organization and
individual level, Managing Team Performance, Performance
management and Pay, Performance Management Development
Program, Use of technology and e-PMS, Performance
management practices in Indian organizations.

Compensating Talent: Reward management, Grade and Pay

structures, Contingent Pay, Team based Pay, Organization
wide schemes, Employee benefits and allowances.
HR Audit: Identifying the HR Audit Goal, Approaches to HR 10
IV
Audit, Role of HRD Audit in Companies, Methods and its
limitations, HRD Score card, Balance Scorecard as a
Measurement system, Development of Balanced Scorecard.
Creating a Talent Management Culture

Suggested Readings:
1. Berger, Lance A. and Berger, Dorothy R., “The Talent Management Handbook”, McGraw-Hill,
2017.
2. Armstrong, Michael and Taylor, Stephen, “A Handbook of Human Resource Management
Practice”, Kogan Page, New York, 2020.
3. Dessler, Gary and Varrkey, Biju, “Human Resource Management”, Pearson, India, 2020, Fifteenth Edition.
4. Blanchard, P. Nick, Thacker, James W., and Ram, V. Anand, “Effective Training- Systems, Strategies,
and Practices”, Pearson, India, 2015.
5. Armstrong, Michael, “A Handbook of Performance Management”, Kogan Page, Sixth Edition.
6. Sanghi, Seema, “The Handbook of Competency Mapping: Understanding, Designing and
Implementing Competency models in Organizations”, Sage, India,2016.
7. Niven, Paul R., “Balanced Scorecard Step-By-Step”, John Wiley & Sons, Inc., New Jersey, 2006,
Second Edition.
8. Rao, T.V., “HRD Audit: Evaluating the Human Resource Function for Business Improvement”, Sage.
India, 2014.
This course can be opted as an elective by the students of following subjects: HRM

Suggested Continuous Evaluation Methods: In addition to the theoretical inputs the course will be
delivered through Assignments, Presentation, Group Discussions and Case Studies. This will instil in
student a sense of problem identification, generating solution, decision making and practical learning.
Student learning will be evaluated through Written Tests, Projects and Field Assignments, Quizzes.

Suggested equivalent online courses:

………………………………………………………………………………………………..

Further Suggestions:
………………………………………………………………………………………………..

Programme/Class: PG Year: 2 Semester: III

Degree
Subject: MBA

Course Code: F010927 Course Title: Industrial Relations Management

Course outcomes: On completion of the course, the learner will be able to
 understand the employer-employee relationship in an organization
 developing analytical abilities to deal with the issues of the union and workers
 develop insight on the statutory provisions and their implementation in organization
 learn and find out application of disciplinary procedure and participative approaches

Credits: 4 Core Compulsory / Elective: Core Compulsory

(HR Specialization)
Max. Marks: 25+75 Min. Passing Marks: 10+25
Total No. of Lectures-Tutorials-Practical (in hours per week): L-3 T-1 P-0
No. of
Unit Topics Lectures
Part I 45
Industrial Relations – Concept, nature, significance, participants
to IR, approaches of IR – Unitarist, Pluralistic, Gandhian, Marxist
& Dunlop, Requirements of a good IR programme, changing
dimensions of IR in India.
Industrial Conflicts & Disputes – Concept, nature, causes and
forms of disputes, impact of conflicts and disputes on industrial
I relations. 12
Industrial Dispute Act,1947 – Objective, authorities, power and
procedures of authorities, provisions rated to strikes, lock-outs and
unfair labour practices, layoff, retrenchment and closure, penalties.
Grievance Redressal – Concept, significance, types of grievances,
settlement procedure of grievance and its impact on IR.
Purpose and special features of the Industrial Relations Code, 2020.
 Trade Unionism – Concept, need, development and forms of unions,
level of unions, union issues, role of union in mergers and
acquisitions
Trade Union Act, 1926 - Definitions, objectives, provisions relating
to registration & recognition of unions, rights and liabilities of
unions, dissolution of unions, penalties and procedures.
Collective Bargaining – Meaning, objective, functions, types of
bargaining, bargaining process, Essentials of successful collective 12
II
bargaining, Collective bargaining in Indian context.
Worker’s Participation in Management – Concept, significance,
pre-requisites of WPM, levels and forms of WPM, WPM in Indian
context.
Purpose and special features of the Industrial Relations (Central)
Recognition of Negotiating Union or Negotiating Council and
Adjudication of Disputes of Trade Unions Rules, 2021.

Code of Discipline, features of Industrial Employment (Standing

Orders) Act,1946 - Main provisions related to the act.
Disciplinary proceedings: Misconduct, Domestic Enquiry,
implications of preliminary enquiry, Charge-sheet, nature, scope and
criticality of charge sheet, contents of charge sheet, precautions,
issues and concerns in framing charges, show-cause notice,
Principles of Natural Justice, role of Enquiry Officer, enquiry
III proceedings and findings, closing of enquiry proceedings - findings 12
or report of the Enquiry Officer
Purpose and special features of the Model Standing Orders for
Manufacturing Sector, 2020.
Purpose and special features of the Model Standing Orders for
Service Sector, 2020.

Contract Labour Regulation and Abolition Act,1970 – Main

provisions related to the act. 9
IV
U.P. Shops & Establishments Act, 1962 - Main provisions related
to the act.
14. Suggested Readings:
15. Sharma, R.C., “Industrial Relations and Labour Legislation”, PHI Learning Private Limited, Delhi,
2016.
16. Srivastava, S.C., “Industrial Relations and Labour Laws”, Vikas Publishing House, New Delhi,
2012, Sixth Revised Edition.
17. Katju, Markandey, “Domestic Enquiry”, Lexis Nexis, India, 1999, Sixth Edition.
18. Taxmann’s New Labour & Industrial Laws, 2020
19. Labour Laws 2021, Commercial, commercial Laws Publishers India Pvt. Ltd., 2020.
20. http://uplabour.gov.in/MediaGallery/Uttar%20Pradesh%20Dookan%20Aur%20Vanijya%20,%2019
62.pdf
21. http://uplabour.gov.in/MediaGallery/Contract%20Labour%20Act,%201970.pdf
22. https://labour.gov.in/labour-law-reforms
23. https://labour.gov.in/sites/default/files/OSH_Rules.pdf
24. https://labour.gov.in/sites/default/files/Draft_IR_Rules_2020.pdf
25. https://labour.gov.in/sites/default/files/224080_compressed.pdf
26. https://labour.gov.in/sites/default/files/224088_compressed.pdf
27. https://labour.gov.in/sites/default/files/Drart_IR_Notification.pdf
 15. https://labour.gov.in/ebook/IR/index.html

This course can be opted as an elective by the students of following subjects: HRM and Law.

Suggested Continuous Evaluation Methods: In addition to the theoretical inputs the course will be
delivered through Assignments, Presentation, Group Discussions and Case Studies. This will instil in
student a sense of problem identification, generating solution, decision making, and practical learning.
Student learning will be evaluated through Written Tests, Projects, Quizzes and Cases.
Suggested equivalent online courses:
………………………………………………………………………………………………..

Further Suggestions:
………………………………………………………………………………………………..

Year Sem Subject Course Code Core Course Title Credit

Compulsory/Electi ve
5 X Course 30 F011030 Core Compulsory Strategic Management 4
(MBA 2) (MBA-IV)
Course 31 F011031 Specialization Corporate Restructuring 4
Compulsory and Valuation
(Finance)
Course 32 F011032 Specialization Banking and Financial 4
Compulsory Services
(Finance)
Course 33 F011033 Specialization Corporate Tax Planning 4
Compulsory and Management
(Finance)
Course 34 F011034 Specialization ** 4
Elective I
(Finance)
Course 35 F011035 Specialization ** 4
Elective II
(Finance)
Course 36 F011036 Specialization Digital Marketing and 4
Compulsory Communication
(Marketing)
Course 37 F011037 Specialization International and Rural 4
Compulsory Marketing
(Marketing)
Course 38 F011038 Specialization Sales, distribution, and 4
Compulsory retail Management
(Marketing)
Course 39 F011039 Specialization ** 4
Elective I
(Marketing)
Course 40 F011040 Specialization ** 4
Elective II
(Marketing)
 Course 41 F011041 Specialization Strategic HRM and 4
Compulsory (Human International HRM
Resource)
Course 42 F011042 Specialization HR and Technology 4
Compulsory
(Human Resource)
Course 43 F011043 Specialization Social Security and 4
Compulsory Compensation Laws
(Human Resource)
Course 44 F011044 Specialization ** 4
Elective I
(Human Resource)
Course 45 F011045 Specialization ** 4
Elective II
(Human Resource)
Course 46 F011046 Elective (Other *** 2
Faculty/Department)
Course 47 F011047 Core Compulsory Business Plan/ Dissertation 6

Programme/Class: PG Year: 2 Semester: IV

Degree
Subject: MBA

Course Code: F011030 Course Title: Strategic Management

Course outcomes: On completion of the course, the learner will be able to
 develop understanding of how firms gain and sustain competitive advantage
 analyze strategic business situations, formulate and implement strategy
 learn how to assess business risk and develop ability to make sound business decisions
Credits: 4 Core Compulsory / Elective: Core Compulsory

Max. Marks: 25+75 Min. Passing Marks: 10+25

Total No. of Lectures-Tutorials-Practical (in hours per week): L-60 T-1 P-0
No. of
Unit Topics Lectures
Part I 45
Introduction to Strategic management and concepts, Business
Strategy, Strategy process, Value and Competitive Advantage,
Internal Context - The strategic design of organizational structures,
Organization structure and Competitive advantage, Aligning
Strategy and Organization, Building and Creating Competitive
advantage, Exploration and Exploitation.
I External Context – Industry Analysis, Effect of Industry 15
Characteristics on Firm Performance, Framework for Industry
analysis, Competition and Niche Market, Competition in
Concentrated Markets, Incumbency advantage, Business Models,
Value Chain, Horizontal and Vertical Organization, Culture,
Managing Strategic Change.
 Strategy Formulation- Examining Business Strategy, Mission &
Objectives, Business Strategy – Porters’ Competition Strategies,
Cooperative Strategies, Strategic Alliances, Corporate Strategy,
II Directional Strategy, Portfolio Strategy, Corporate Parenting, 10
Functional Strategy, Location of Functions, Strategies to Avoid,
Strategic Choice- Constructing Scenarios.

Strategy Implementation- Global Strategy, International Entry,

International Coordination, Stages of International Development,
International Employment, Measurement of Performance
Organizing and Structure- Stages of Corporate Development,
III 10
Organizational Life-Cycle, Flexible types of Organization structure,
Matrix Structure, Network Structure, Reengineering and Strategy
Implementation, Staffing, Leading, Action Planning

Evaluation and Control- Measuring Performance, Measures, Types

of Controls, Activity-based Costing, Enterprise Risk Management,
Primary Measures of Corporate Performance, Balance Scorecard
Approach, Benchmarking, Strategic Information system, Problems
in Measuring Performance
IV 10
Growth through New Venturing, Expansion, Diversification,
Restructuring, Divestment, Acquisitions and Alliances, Technology
Adoption. Globalization and Strategy, Global integration versus
national differentiation, Current trends in strategic management.

Suggested Readings:
8. Wheelen, T. L. et al., “Strategic management and business policy globalization, innovation, and
sustainability”, Pearson, 2020.
9. Saloner, Garth, Shepard, Andrea, and Podolny, Joel, “Strategic Management”, John Wiley & Sons.,
2005.
10.Besanko, D., Dranove, D., Shanley, M., & Schaefer, S. “ Economics of strategy “,John Wiley, 2016, 6
th

Edition.
11.Hill, Charles W.L., Jones and Gareth R., “Essentials of Strategic Management”, Cengage Learning, 3
rd

Edition.
12.David, Fred R., David, Forest R., and Kansal, Purva, “ Strategic Management Concepts: A Competitive
Advantage Approach”, Pearson, 16th Edition.
13.Lynch, Richard, “Strategic Management”, Pearson, 2015, Seventh Edition.
14.Prasad, L.M., “Strategic Management”, Sultan Chand and Sons, 2018.

This course can be opted as an elective by the students of following subjects: MBA

Suggested Continuous Evaluation Methods: In addition to the theoretical inputs the course will be
delivered through Assignments, Presentation, Group Discussions and Case Studies. This will instil in
student a sense of problem identification, generating solution, decision making and practical learning.
Student learning will be evaluated through Written Tests, Projects and Field Assignments, Quizzes.

Suggested equivalent online courses:

………………………………………………………………………………………………..

Further Suggestions:
………………………………………………………………………………………………..
 Programme/Class: PG Semester: IV
Year: 2
Degree
Subject: MBA
Course Title: Corporate Restructuring and Valuation
Course Code: F011031

Course outcomes:
The course attempts to develop practical insights into and understanding of approaches to
corporate restructuring activities. The focus of the course lies on developing strategies to create
value for shareholders through merger and acquisition in current scenario.

Core Compulsory / Elective: Core Compulsory

Credits: 4 (Finance Specialization)
Max. Marks: 25+75 Min. Passing Marks: 10+25
Total No. of Lectures-Tutorials-Practical (in hours per week): L-3 T-1 P-0

No. of
Unit Topics Lectures
Part II 45
Introduction to Mergers and Acquisition environment, corporate
restructuring activities – operational and financial restructuring,
Mergers and Consolidations, Acquisitions, Divestitures, Spin-offs,
Carve -outs, Buyouts. Corporate Restructuring Process. SEBI
I guidelines on Mergers and Acquisition, Global and national 12
scenario, Participants in Mergers and Acquisition Process, Case
Studies.

Corporate Takeover Market, Common Takeover Tactics,

Antitakeover defences, Merger and Acquisition Process: Strategic
and acquisition plans, Search and Screening Phase, Negotiation and
deal structuring, Integration and Evaluation. Financing the deal –
II All cash offer, Share exchange, Cash and share offer, Role of 12
private Equity, Hedge and Venture Capital funds, Management and
Leveraged Buyouts.

Valuing an Acquisition: valuing the target firm, status quo valuation

(Free cash flow and adjusted present value approaches), Value of
corporate control, valuing operating and financing synergies,
III Valuing Equity in Distressed firms, Valuing start-up firms. 11
 Post-merger Reorganisation: Integration of businesses and
operations; human and cultural aspects; assessing accomplishment
IV of post-merger objectives; measuring post-merger efficiency. 10
Reorganisation of share capital, Case Studies.

Suggested Readings:
1 Donald M DePamphilis, Mergers, Acquisitions and Other Restructuring Activities, Academic Press
2 Aswath Damodaran, Investment Valuation, Wiley, Third Edition
3 Enrique R Arzac, Valuation for mergers, Buyouts and Restructuring, Wiley India
4 Sudi Sudarsanam, Creating Value from Mergers and Acquisitions, Pearson

This course can be opted as an elective by the students of following subjects: Finance

Suggested Continuous Evaluation Methods: In addition to the theoretical inputs the course will be
delivered through Assignments, Presentation, Group Discussions and Case Studies. This will instil in
student a sense of decision making and practical learning. Student learning will be evaluated through
Written Tests, Projects and Field Assignments, Quizzes.

Suggested equivalent online courses:

Further Suggestions:

Programme/Class: PG Year: 2 Semester: IV

Degree
Subject: MBA
Course Title: Banking and Financial Services
Course Code: F011032

Course outcomes:
The objective of this course is to familiarize students with the conceptual understanding of the various
types of Banking and financial services available and an exposure to the regulatory environment in which
these operate. The course covers the spectrum of financial intermediation and banking services which are
indispensable for smooth functioning of business activities.

Credits: 4 Core Compulsory / Elective: Core Compulsory

(Finance Specialization)
Max. Marks: 25+75 Min. Passing Marks: 10+25
Total No. of Lectures-Tutorials-Practical (in hours per week): L-3 T-1 P-0

No. of
Unit Topics Lectures
 Part II 45
Banking and Financial Services – An overview. Role of banks in
financial system. Sources and application of bank funds, Credit
creation and different types of lending. Legal aspects of lending -
Secured and unsecured loans. Negotiable Instruments, Retail and
I Corporate banking, Trade Finance – Letters of credit, E-payment
11
systems and electronic banking. Universal Banking – Commercial
and Investment Banking. Innovation and diversification in Banking
services.

Merchant Banking: services by merchant bankers, code of conduct

and general obligations of merchant bankers, merchant bankers as
lead managers, SEBI guidelines for merchant bankers, Issue
management and Underwriting – Process of issue management,
II role of merchant banker in underwriting of an issue, buyback of 11
equity shares, role of merchant bankers in mergers & acquisitions,
delisting of securities, ESOPs and disinvestment.

Hire Purchase: Features of hire purchase agreement, rights of

hirer, hire purchase and credit sale, hire purchase and instalment
system, accounting for hire purchase. Leasing - Concept,
importance, process of leasing, types of lease agreements, hire
purchase vs leasing, legal aspects of leasing, taxation aspect of
III leasing, accounting treatment of leasing, contents of lease 11
agreements, rights and obligation of leasing parties, technique of
ascertaining the lease rentals, limitations of lease financing.

Venture Capital: Genesis, meaning, features, scope, significance,

method of valuation, stages of venture capital financing, analyzing
venture capital proposals, Venture capital funds in India –
Organization structure, registration of VCF, Buyouts, Investment
IV nurturing. Factoring – Meaning, definitions, modus operandi, 12
parties to factoring, types of factoring, legal aspects of factoring,
factoring cost, factoring vs bill discounting. Forfaiting –
Introduction, mechanism of forfaiting, Credit Rating agencies and
scope of their functions. Securitization- Process and advantages
Suggested Readings:
1Financial Services, R. Shanmugham, Wiley.
2. Financial Services, Gurusamy, McGraw Hill
3. Management of Financial services, C Rama Gopal, Vikas Publication
4. Financial services, M Y Khan , Tata McGraw Hill
5. Merchant Banking, Machiraju H.R., New Age publication
6. Handbook of Merchant banking and Financial services, J.C Verma, Bharat Law House
7. Financial Markets and Services, Gordon & Natarajan, Himalaya Publication
8. Management of Banking and Financial Services, Padmalatha Suresh and Justin Paul, Pearson
This course can be opted as an elective by the students of following subjects: Finance
 Suggested Continuous Evaluation Methods: In addition to the theoretical inputs the course will be
delivered through Assignments, Presentation, Group Discussions and Case Studies. This will instil in
student a sense of decision making and practical learning. Student learning will be evaluated through
Written Tests, Projects and Field Assignments, Quizzes.

Suggested equivalent online courses:

Further Suggestions:

Programme/Class: PG Year: 2 Semester: IV

Degree
Subject: MBA
Course Title: Corporate Tax Planning and Management
Course Code: F011033

Course outcomes:
The objective of the course is to enable the students to grasp the basic concepts and procedures of corporate
tax planning and management under the provisions of Income Tax Act. Students shall develop demonstrable
understanding of the principles and concepts of Corporate Tax Planning which will help them identify and
optimally apply the concepts. They shall be able to synthesize and evaluate the impact of various Tax
provisions in the context of corporate entities and also be able to optimally manage the corporate tax
liability within the legal framework of Income Tax Act.

Credits: 4 Core Compulsory / Elective: Core Compulsory

(Financial Management)
Max. Marks: 25+75 Min. Passing Marks: 10+25
Total No. of Lectures-Tutorials-Practical (in hours per week): L-3 T-1 P-0

No. of
Unit Topics Lectures
Part I 45
Basic Concepts of Corporate Income Tax and GST, Tax Evasion
and tax avoidance; Tax Planning and tax management, Residential
Status of a Company and Incidence of Taxation, Computation of
I Corporate Tax Liability. Set off and Carry forward of Corporate 10
losses.

Scope for Tax Planning for setting up of new business: Location of

II Business, Nature and size of business, Form of business and 10
Ownership pattern, Employees Remuneration
 Tax Considerations in Specific Financial and Managerial Decision-
Lease or own decision, Make or Buy decision, Repair/renewal or
III replacement of an asset, Capital structure decision, Dividend policy 13
and tax consideration

Double Taxation relief, Tax provisions relating to transfer pricing,

Tax Planning relating to Amalgamation and Merger of Companies,
Tax Planning with reference to sale of scientific research assets,
IV Advance Tax, TDS and Interest, Tax Credit, Payments covered by 12
TDS scheme.

Suggested Readings:
1. Corporate Tax Planning and Management by Girish Ahuja and Ravi Gupta, Bharat Law House.
2. Corporate tax Planning and Business tax procedures by Vinod K. Singhania, Taxman
3. Income Tax by B.B. Lal, Pearson
4. Students Guide to Income Tax by Singhania & Singhania, Taxman

This course can be opted as an elective by the students of following subjects: Finance

Suggested Continuous Evaluation Methods: In addition to the theoretical inputs the course will be
delivered through Assignments, Presentation, Group Discussions and Case Studies. This will instil in
student a sense of decision making and practical learning. Student learning will be evaluated through
Written Tests, Projects and Field Assignments, Quizzes.

Suggested equivalent online courses:

Further Suggestions:

Programme/Class: PG Year: 2 Semester: IV

Degree
Subject: MBA

Course Code: F011036 Course Title: Digital Marketing & Communication

Course outcomes: At the end of the course, the learner will be able to:
 devise a suitable digital strategy for firms operating in a digitalized business environment.
 identify and utilize the tools of social media marketing.
 understand the web analytics pertinent to digital marketing.

Credits: 4 Core Compulsory / Elective: Core Compulsory

(Marketing Specialization)
Max. Marks: 25+75 Min. Passing Marks: 10+25

Total No. of Lectures-Tutorials-Practical (in hours per week): L-3 T-1 P-0
 No. of
Unit Topics Lectures
Part I 45
The Emergence of Digital Marketing; Environment, Strategy, and
Performance (ESP); Digital Marketing Environment- Legal Factors,
Technology, Digital Business Markets; Strategic Planning:
I Strategic Objectives; From Strategy to Digital Strategy; From 13
Business Models to Digital Business Models; Performance Metrics;
Internet Marketing in India; Business response to emerging digital
revolution; Digital devices, platforms, media, data and technology.
Digital marketing strategy; Digital conversion funnel: customer
acquisition, conversion and retention; Acquisition: search engine
optimization; paid advertising, search advertising, display
II 12
advertising, social media marketing, email marketing; measuring
success of search engine optimization, mapping search engine
journey; On page and off page search engine optimization.
Social Medial analytics: data type and collection, structured and
III semi-structured data, social media metrics, social medial ROI, 10
Social networks and social network analysis
Social media analytics with unstructured data: text mining, social
customer relationship management, text mining for communication
IV and reputation management; Big data, Internet of things. Mobile 10
Marketing, E-marketing; Internet marketing strategy: content
marketing
Suggested Readings:
1. Aslam, K., “The 7 Critical Principles of Effective Digital Marketing”, The Stone Soup Hustler
Publication, Arizona: Scottsdale, 2017.
2. Bly, R.W., “The Digital Marketing Handbook”, Entrepreneur Press, 2018.
3. Giovannoni, E., “The Digital Marketing Planning”, Chasefive.com, Brisbane, 2018.
4. Maity, M., “Internet Marketing”, Oxford University Press, New Delhi, 2017.
This course can be opted as an elective by the students of following subjects: Marketing

Suggested Continuous Evaluation Methods:

In addition to the theoretical inputs the course will be delivered through Assignments, Presentation,
Group Discussions. This will instil in student a sense of decision making and practical learning.
Suggested equivalent online courses:
………………………………………………………………………………………………..

Further Suggestions:
………………………………………………………………………………………………..

Programme/Class: PG Year: 2 Semester: IV

Degree
Subject: MBA

Course Code: F011037 Course Title: International & Rural Marketing

 Course outcomes: At the end of the course, the learner will be able to:
 understand the forces that shape the international markets.
 comprehend the theoretical frameworks and the challenges of international marketing.
 appreciate the nature and peculiarities of rural markets.
 devise suitable rural marketing plan and practices.
Credits: 4 Core Compulsory / Elective: Core Compulsory
(Marketing Specialization)
Max. Marks: 25+75 Min. Passing Marks: 10+25

Total No. of Lectures-Tutorials-Practical (in hours per week): L-3 T-1 P-0
No. of
Unit Topics Lectures
Part I 45
Introduction to globalization and marketing across borders; global
trade and marketing; Drivers of globalization; Multinational
corporations; Analysis of International Marketing Environment and
Identifying Foreign Markets - Political Considerations and
Governmental Influences; Cultural and Social Dynamics; Economic
I Development and Geographical Conditions; Competitive 12
Conditions; Legal and Financial Influences, Trade theories.
International Marketing Research, Cross Cultural Behavior, Emic
and Etic Approach, Hofstede’s Cultural Classification,
Trompenaar’s Cultural Classification, International Trade Patterns,
Identification of International Markets, Segmentation of
International Markets, Methods of International Markets
Evaluation. Entry Mode Decisions, Various Modes of Entry in
International Markets: Exports (Direct and Indirect, Piggybacking,
II 12
International Licensing, Franchising and Leasing, International
Strategic Alliances and Management Contracts, Overseas Turnkey
Projects, International JV’s, Wholly Owned Foreign Subsidiaries.
Factors affecting selection of Entry Modes.
Introduction- Definition, Scope of Rural Marketing, Concepts,
Components of Rural Markets, Rural versus Urban Markets, Rural
III 11
Market in India – size and scope, Factors contributing to Growth of
Rural Markets.
Rural Consumer behavior- Characteristics of rural consumers,
Occupation and Income, Economic circumstances, Lifestyle,
Consumer buying behaviour models, Factors affecting Rural
Consumer Behaviour, Consumer Buying Process. Rural Marketing
IV Environment- Rural Environment, Occupation Pattern, Expenditure 10
Pattern, Rural Demand and Consumption Pattern, Rural Markets-
Segmentation, Targeting and Positioning strategies, Four A’s of
Rural Marketing Mix
Suggested Readings:
8. Keegan, “Global Marketing”, Pearson.
9. Sak Onkvisit and John Shaw, “International Marketing-Analysis and Strategy”, Taylor & Francis.
10.Varshney & Bhattacharya, “International Marketing Management”, Sultan Chand & Sons.
11.Dogra B. & Ghuman K., “Rural Marketing Concepts and Practices”, Tata McGraw-Hill, New Delhi,
2010.
12.Gopal Swamy, T. P., “Rural Marketing”, Vikas Publishing House, New Delhi, 2009.
This course can be opted as an elective by the students of following subjects: Marketing

Suggested Continuous Evaluation Methods:

In addition to the theoretical inputs the course will be delivered through Assignments, Presentation,
Group Discussions. This will instil in student a sense of decision making and practical learning.
 Suggested equivalent online courses:
………………………………………………………………………………………………..

Further Suggestions:
………………………………………………………………………………………………..

Programme/Class: PG Year: 2 Semester: IV

Degree
Subject: MBA

Course Code: F011038 Course Title: Sales, distribution, & Retail Management
Course outcomes: At the end of the course, the learner will be able to:
 Understand the importance of retailing.
 Identify various formats of retailing.
 Comprehend the store design, location, and operation related issues in retail industry.
Credits: 4 Core Compulsory / Elective: Core Compulsory
(Marketing Specialization)
Max. Marks: 25+75 Min. Passing Marks: 10+25

Total No. of Lectures-Tutorials-Practical (in hours per week): L-3 T-1 P-0
No. of
Unit Topics Lectures
Part I 45
Role and Importance of Sales Management, Types of Personal
Selling, The Sales Management Process, Emerging Trends in Sales
Management, Selling and Buying Styles, Selling Skills, Stages in
the Selling Process, The Process & Methods of Prospecting, Pre-
Approach & Approach Process, Methods of Sales Presentation,
I Handling Customer Objections, Closing the Sale and Follow Up. 12
Organizing, Staffing and Training sales force: Sales organization
structures, recruiting and selecting sales people, planning, executing
and evaluating sales training programs. Directing Sales Force
Operations: motivating sales personnel, compensating sales people,
sales meetings and contests, sales quotas and sales territories.
Evaluating and Controlling the Sales Effort: The sales budget,
analysis of sales volume and profitability and evaluating
salesperson’s performance.
Distribution Management: - Role of Distribution Channel,
II Distribution Channel Strategy, Channel Design Process, 12
Classification Schemes of Channel Flows, Channel Establishment
Plan, Company Channel Design. Channel Information System-
Role and Benefits, Components of Channel Information System,
Designing a Channel Information System, Channel Conflict,
Conflict Resolution Mechanism, Strategies of Channel Influence.
Introduction to Retailing – Concept, Nature and Scope, Functions,
Economic Significance of Retailing, Retail Mix, The Retailing
III environment in India, Types of Retailers – Retail Formats, Theories 11
of Retail Development, The Retail Life Cycle. The Retail Strategy:
Retail Market Strategy, Financial Strategy, Human Resource
 Management, inventory management, Information Systems and
Supply Chain Management. Retail Location - Levels of Location
Decision, Trading-Area analysis, Factors Affecting the
Attractiveness of a Site.
Merchandise Management: Managing Merchandise Assortments,
Merchandise Planning Systems, Buying Merchandise, Concept of
the Private Label, National brands or Private labels, Retail Pricing.
Store Layout - Objective of Store Layout, Types of Store Layout, 10
IV
Space Management, Fixtures, Flooring & Ceiling, Lighting, Color,
Signage, Music, Scent. Category Management – Concept, Role of
the Category Captain, Category Management Business Process,
Assortment Planning Process.
1. Suggested Readings:
2. Jobber, D., Lancaster, G., “Selling and Sales Management”, Pearson Education, 2015.
3. Johnston, M. W., Marshal, G. W., “Sales Force Management”, Tata McGraw-Hill Education, New Delhi,
2013.
4. Still, Cundiff and Govoni, “Sales Management”, Pearson Edition.
5. Johnston &Marshall, “Sales Force Management”, Tata McGraw Hill Edition.
6. Bajaj, C., Tuli, R. & Srivastava, N., “Retail Management”, Oxford University Publication, New Delhi,
2016.
7. Berman, B., & Evans, Jr., “Retail Management- A Strategic Approach”, Pearson Education, New Delhi,
2013.
8. Dunne, P., Lusch, R. & Carver, J., “Retailing”, Cengage, 2014.
9. Michael Lervy M and Weitz B W., “Retailing Management”, Tata McGraw- Hill.
This course can be opted as an elective by the students of following subjects: Marketing

Suggested Continuous Evaluation Methods:

In addition to the theoretical inputs the course will be delivered through Assignments, Presentation,
Group Discussions. This will instil in student a sense of decision making and practical learning.
Suggested equivalent online courses:
………………………………………………………………………………………………..

Further Suggestions:
………………………………………………………………………………………………..

Programme/Class: PG Year: 2 Semester: IV

Degree
Subject: MBA

Course Code: F011041 Course Title: Strategic HRM & International HRM
Course outcomes: On completion of the course, the student will be able to:
 distinguish the strategic approach from traditional HRM
 understand the formulation of HR strategy aligned to business strategy
 application of cultural differences to managerial effectiveness through case studies
 manage diversity at workplace through cognitive understanding of the cultural dimensions
and differences
 design and develop organization structure, systems, and HR practices encouraging inclusion
 Credits: 4 Core Compulsory / Elective: Core Compulsory
(HR Specialization)
Max. Marks: 25+75 Min. Passing Marks: 10+25

Total No. of Lectures-Tutorials-Practical (in hours per week): L-3 T-1P-0

No. of
Unit Topics Lectures
Part I 45
Concepts and principles of Strategic HRM, Strategic HRM
models, Developing and Implementation of HR strategy,
Strategic Role of HR, Impact of Strategic HRM on organization
performance.
I 10
Formulation of Strategic HRM, Strategic HRM tools- Strategic
Map, HR Scorecard, Digital Dashboard, Linking HRM and
customer outcomes
HR Strategies: Human Capital Management strategy, High
Performance strategy, Corporate Social Responsibility
strategy, Organization Development strategy, Employee
engagement strategy, Knowledge management strategy,
Employee engagement strategy, Talent management strategy,
Learning & Development strategy, Reward strategy, Employee
II relations strategy 13
Diversity and inclusion: Culture and diversity, Ensuring
cultural diversity and its importance, Barriers to cultural
diversity, Diversity Management, Approach of inclusion,
Ethical issues in cross-cultural management, Developing
intercultural relationships
Cross Cultural concept and issues in Organizations, Cross
Cultural Differences, Cross Cultural Analysis, Cross Cultural
Framework by Harry Triandis, Geert Hofstede, Trompenaars
and Hampden, Clyde Cluckhohn, T.E. Hall, GLOBE study on
national culture, Mapping cross-cultural differences
III Culture and Strategy, Cross cultural influence and Technology, 12
Culture and styles of Management, Cross Cultural Decision
Making, Cross Cultural Communication and Negotiation,
Conflicts and cultural differences, Managing Cross Cultural
Teams, Culture and Leadership

International HR: Key HR Challenges facing organisations working

internationally, Core functions of IHRM and Managing Diversity-
Recruitment, Selection Process, Expatriates (International
Adjustment), Expatriation & Repatriation Management,
IV 10
Performance Appraisal, Cross Cultural Training & Development,
Compensation, International Industrial Relations, Quality Circles,
Participative Management, HRM practices in different countries
 Suggested Readings:
1. Armstrong, Michael, “Strategic Human Resource Management”, Kogan Page, New York / New Delhi,
2021, Seventh Edition.
2. Azmi, Feza Tabassum, “Strategic Human Resource Management”, Cambridge University Press, United
Kingdom, 2019, First Edition.
3. Storey, John, Patrick M. Wright, and Dave Ulrich, “Strategic human resource management: A research
overview”, Routledge, 2019.
4. Greer, Charles R, “Strategic human resource management”, Pearson, 2021.
5. Bhattacharyya, Dipak Kumar, “Cross-cultural management: Text and Cases”, PHI Learning Pvt. Ltd.,
2010.
6. Hofstede, Geert, Gert Jan Hofstede, and Michael Minkov, “Cultures and organizations: Software of the
mind”, Mcgraw-hill, New York, 2005.
7. Thomas, David C., and Mark F. Peterson, “Cross-cultural management: Essential concepts”, Sage
Publications, 2016.
8. Kandula, Srinivas R., ‘International Human Resource Management”, Sage, 2018.
9. Aswathappa,K. and Dash, Sadhana, “International Human Resource Management”, Mc-Graw Hill, India,
2020, Third Edition
10.Dowling, Peter J., Festing, Marion, and Engle, Allen D., “International Human Resource Management”,
Cengage, India, 2017, Seventh Edition

This course can be opted as an elective by the students of following subjects: HRM

Suggested Continuous Evaluation Methods: In addition to the theoretical inputs the course will be
delivered through Assignments, Presentation, Group Discussions and Case Studies. This will instilF in
student a sense of problem identification, generating solution, decision making and practical learning.
Student learning will be evaluated through Written Tests, Projects and Field Assignments, Quizzes.

Suggested equivalent online courses:

………………………………………………………………………………………………..

Further Suggestions:
………………………………………………………………………………………………..

Programme/Class: PG Year: 2 Semester: IV

Degree
Subject: MBA

Course Code: F011042 Course Title: HR and Technology

Course outcomes: On completion of the course, the learner will be able to
 learn fundamental concept of knowledge creation to dissemination
 develop insight on automation in HR
 identify and interpret HR metrics external forces and internal factors of organization
 analyze and evaluate data to optimize and synchronize the delivery of HR services
 Credits: 4 Core Compulsory / Elective: Core Compulsory
(HR Specialization)
Max. Marks: 25+75 Min. Passing Marks: 10+25

Total No. of Lectures-Tutorials-Practical (in hours per week): L-3 T-1 P-0
No. of
Unit Topics Lectures
Part I 45
Concept of Knowledge, Knowledge Management, Knowledge
Generation and Codification, Knowledge transfer,
I Technologies for Knowledge Management, Organizational 10
Learning Systems and Knowledge Management, Knowledge
Management Tools.
Human Resource Information System (HRIS), Managing HRIS
Implementation, HRIS Applications in HR Administration,
II 10
Talent Management, Recruitment & selection, Training &
Development, Future trends in HRIS.
Concept and Evolution of Human Capital Metrics and
Analytics, Analytics and Prediction. Importance of HR
Analytics. Steps of Analytics, Descriptive, Prescriptive
analysis, and Causal analysis, HCM: 21Model, Value chain
III 13
for HCM: 21Model, Predictive HCM for strategy formulation
and implementation, Accountability and Communication with
HCM.

External forces and Internal factors, Risk assessment,

Employee Value Proposition, Scenario Planning, Capability
Planning, Process Optimization, Integrated Delivery,
IV Predictive Measurement - Analytics from existing data, Data 12
integration- linkages and feedbacks, Use of workforce analytics
to improve decision making

Suggested Readings:
1. Davenport, Thomas H., and Laurence Prusak, “Working knowledge: How organizations manage what
they know”, Harvard Business Press, 1998.
2. Natarajan, Ganesh, and Sandhya Shekhar, "Knowledge Management Enabling Business.", Tata McGraw
Hill Education, 2000.
3. Kandula, Srinivas R., “Human Resource Management in Practice: with 300 models, techniques, and
tools”, PHI Learning Pvt. Ltd., 2003.
4. Kavanagh, Michael J., and Richard David Johnson, eds., “Human Resource Information Systems.”, Sage
Publications, 2020, Second Edition.
5. Bagdi, Satish K. “Practical Human Resource Information Systems”, PHI Learning Pvt. Ltd., 2012.
6. Jac Fitz-enz, “The New HR Analytics”, AMACOM, NY., 2010.
7. Gene Pease, Boyce Byerly and Jac Fitz-enz, “Human Capital Analytics: How to Harness the Potential of
Your Organization’s Asset”, John Wiley & Sons, 2012.
8. Bhattacharyya, D.K., “HR Analytics: Understanding Theories and Applications”, Sage, 2017.
9. Edwards, M.R. and Edwards, K., “Predictive HR Analytics”, Kogan Page, 2019.

This course can be opted as an elective by the students of following subjects: For HRM
 Suggested Continuous Evaluation Methods: In addition to the theoretical inputs the course will be
delivered through Demonstration, Assignments, Presentation, Group Discussions and Case Studies. This
will instil in student a sense of decision making and practical learning. Student learning will be evaluated
through Written Tests, Projects and Field Assignments, Quizzes.
Suggested equivalent online courses:
………………………………………………………………………………………………..

Further Suggestions:
………………………………………………………………………………………………..

Programme/Class: PG Semester: IV
Year: 1
Degree
Subject: MBA
Course Title: Social Security and Compensation Laws
Course Code: F011043

Course outcomes: After completion of the course, the learner will be able to:
 comprehend Indian statutory provisions for social security and their application
 evolve and promote safe and healthy working conditions in work laces
 develop an understanding of the legal provisions for administration of compensation to employees

Credits: 4 Core Compulsory / Elective: Core Compulsory

(HR Specialization)
Max. Marks: 25+75 Min. Passing Marks: 10+25

Total No. of Lectures-Tutorials-Practical (in hours per week): L-3 T-1 P-0
No. of
Unit Topics Lectures
Part I 45
Social security – Concept, nature, scope and significance, Social
insurance and social assistance. Social security schemes in India.
Factories Act, 1948 – Definitions, authorities under the factories
act, health, safety, provisions relating to hazardous process,
I welfare, working hours, working hours for adult, employment of 10
young persons, women and child labour, annual leave with wages,
penalties and procedure.
Purpose and special features of the Occupational Safety, Health and
Working Conditions Code, 2020.
Employees State Insurance Act,1948 – Objectives, definitions –
personal injury, wages, partial and permanent disablement,
II Administration – Corporation, Standing committee and Medical 13
benefit council, finance and audit, contributions, benefits and
penalties.
 Employees Provident Fund and Miscellaneous Act, 1952 –
Objectives, Definitions, Central board, State board, Executive
committee, Board of trustees, Contribution to the scheme,
employees provident fund scheme, Employee pension scheme,
appeals to the EPF appellate tribunals, recovery officer, penalties.
Maternity Benefit Act, 1961 – Objectives and benefits, provisions
related to employment of or work by women during certain periods,
right to payment of maternity benefits, notice of claim of maternity
benefit and payments, leave, dismissal in absence during
pregnancy, forfeiture of maternity benefits.
Purpose and special features of the Code on Social Security, 2020.
Workmen Compensation Act,1923 – Objectives and application,
Definitions – dependent, employer, partial and total disablement,
workman injury, accident provisions regarding Employer’s
liability, amount of compensation and its computation,
compensation distribution, notice and claims, procedures before
III authorities – Commissioners. 10
Payment of Wages Act,1936 – Objective, scope and application,
definitions, provisions relating to responsibility for fixation of pay,
fixation of wage periods, deductions from wages, remedies
available to worker, power of authorities, penalty for offences.

Minimum Wages Act, 1948 : Scope , objectives and application,

concept of minimum, living and fair wages, determination of
minimum wages, authorities – the advisory body, remedy to worker
or non-payment.
Payment of Bonus Act, 1965: Objective, scope and application,
definitions, provisions relating to computation of bonus, eligibility
and disqualifications for bonus, minimum and maximum amount of
bonus, set-on and set-off of allocable surplus as bonus, bonus linked 12
IV
with productivity or production.
Equal Remuneration Act, 1976: Application, provisions related
to payment of remuneration at equal rates to men and women,
register to be maintained, role of inspectors, Central Advisory
Committee – composition, term of office, cessation of membership,
Penalties.
Purpose and special features of The Code on Wages, 2019.

Suggested Readings:
1. “Taxmann’s New Labour & Industrial Laws”, 2020
2. “Labour Laws 2021”, Commercial, commercial Laws Publishers India Pvt. Ltd., 2020.
3. Mishra, S.N., “Labour & Industial Laws, Central Law Publications, India, 29th Edition.
4. Author , Sir name, Initials, “Book Title”, Publisher name, City/country of publication, Year of
publication. Edition No. if any.
5. https://labour.gov.in/sites/default/files/Code_on_Wages_%28Central_Advisory_Board%29_Rules%2
C2021.pdf
6. https://labour.gov.in/sites/default/files/THE%20CODE%20ON%20WAGES%2C%202019%20No.%2
029%20of%202019.pdf
7. https://labour.gov.in/sites/default/files/OSH_Gazette.pdf
8. https://labour.gov.in/sites/default/files/SS_Code_Gazette.pdf
9. https://labour.gov.in/ebook/wage/index.html
10.https://labour.gov.in/ebook/SS/index.html
11.https://labour.gov.in/ebook/OSH/index.html

This course can be opted as an elective by the students of following subjects: HRM and Law

Suggested Continuous Evaluation Methods: In addition to the theoretical inputs the course will be
delivered through Assignments, Presentation, Group Discussions and Case Studies. This will instil in
student a sense of problem identification, generating solution, decision making and practical learning.
Student learning will be evaluated through Written Tests, Projects and Field Assignments, Cases, and
Quizzes.

Suggested equivalent online courses:

………………………………………………………………………………………………..

Further Suggestions:
………………………………………………………………………………………………..